The end of the year is approaching, the epidemic is raging, the whole people work together, and keep watching! On December 31, 2022, SEC overcame the difficulties brought by the epidemic and completed the arduous task of producing 306 units per month, creating a new record of monthly output, which is an important milestone in the history of SEC''''s development and also a great gift for the upcoming "20th anniversary of the factory"! SEC is a professional manufacturer of high, fine, special and difficult motors based on order making. Products cover large and medium-sized DC, squirrel cage, wire winding, reinforcement external cooling, explosion-proof, asynchronous frequency conversion, synchronous frequency conversion, exciter, turbine generator, wind generator, short circuit impact generator and other motor varieties. Motor size, product categories are the main difficulties in research and development, production and manufacturing, a single motor weight from 3 tons to 260 tons, the technical process difficulty is different. Based on the product order system, large differences, and the background of the epidemic raging in the month, 306 sets were completed in December, which is not easy.

The determination of the target of 300 units per month comes from an exchange between General manager Wang Jianyu and deputy general manager Liu Guohui. In the past 20 years, the best monthly history is only 240 units, and the working area will be increased by 25%, which is difficult to imagine.

When you have an idea, act!

1. Unify the thinking of all staff. To raise the output, we must first raise the business ability and the service consciousness among departments. We should have the courage to take responsibility, dare to make decisions, effectively solve problems, and improve the efficiency of production process control; Promised things to work hard to do on time, only hard work, will make the "promise" is not cheap, "integrity" is not lost, "faith" does not fade. 2. Adhere to the concept of leading components and core components without external cooperation. Prepare in advance and adjust supplier layout. To change the previous situation of small supplier volume, weak cohesion, high management costs and low material supply efficiency, classify and integrate suppliers and eliminate them, cultivate and support high-quality suppliers to become bigger and stronger, which is more conducive to procurement and quality centralized manpower management, achieve a virtuous cycle, form strategic mutual trust, and reduce the negative impact of poor external incoming materials on the internal production rhythm. 3. Strengthen team building and actively introduce talents. In order to reach the monthly production of 300 units of collective wisdom, condensing the heart.

After several months of preparation, everyone is confident and ready to sprint 300 units in December.

At the beginning of December, with the workshop hanging up the target banner of 300 units per month, frontline employees are rubbing their hands, vowing to take down this "difficult bone" and looking forward to the birth of a new historical record of 300 units per month. However, on December 7, the epidemic control was fully released, and the rapid spread of the epidemic disrupted the pace of everyone''''s sprint, and personnel absenteeism cast a shadow on the entire production cage. In the face of the epidemic, work together to overcome the difficulties! Everyone''''s holding on Stick to the goal that wasn''''t mentioned after the epidemic spread!

Shot 1: The adherence of front-line personnel Beginning in mid-December, the workshop began to show positive symptoms, and in less than a week, nearly half of the workers in the electrical workshop were infected with the novel coronavirus to varying degrees. In addition to moderate and severe patients who had to go home to rest under the persuasion of the workshop team leader, other workers have been insisting on the front line.

The monitor of the assembly workshop is the representative of the light injury not left the fire line, he appeared in the evening of the 21st, after a short day''''s rest, and appeared on the assembly workshop production line at 6:40 on the morning of the 23rd.

"Some colleagues have a slight fever for several days, hanging water every day, and quickly return to the production line after normal body temperature." Although the company has been advising us to pay more attention to rest, take care of our health, but everyone is sticking to the post, sticking to the heart goal that has not been mentioned again, I am very encouraged to see these scenes. In the past, it was always said that the team should be cohesive and twisted into a rope, and now such team spirit has really appeared in our workshop." When asked why he came to work sick, the monitor said.

Shot 2: Functional departments are holding firm Different positions, the same stick. In order to ensure the company''''s production targets, technology, logistics, business management, quality and procurement departments are also at full throttle, carrying forward the spirit of "mission must be achieved". "I can top" is the most clear position and the most determined attitude of all departments at this stage, and "the first and second lines work together, go all out and have morale" is the loudest charge horn at this stage. Although the positions are different, they have interpreted their responsibilities and responsibilities with their own adherence.

Shot 3: Management is holding firm In the severe situation where the personnel loss caused by force majeure is rapidly expanding, the management pays close attention to the changes in the number of internal positives and the status of employees, adjusts the deployment in real time, and focuses on the breakthrough of limited personnel. The middle-level cadres also scrupulously fulfill their duties, and the manufacturing department still insists on online production and operation meetings three times a week under the difficulties of the epidemic to guide the direction of production, ensure that various problems can be solved in time, and cheer for the team. When the initial positive rate was relatively small, the company adopted the conservative policy of "positive home + close contact personnel at home for two days of observation" to delay the impact of the rapid spread of the internal epidemic on the whole month''''s production, and insisted on completing about 70% of the output in three weeks. By December 21, the proportion of positive + close contact reached 30%, and in the face of 30% absenteeism, the company promptly adopted a comprehensive liberalization policy, and internal absenteeism was finally controlled below 35%.

The internal scientific control of the entire epidemic, the hard work of all employees and the cooperation of suppliers have made the seemingly impossible goal of 300 units per month be achieved. A good war is not necessary in the smoke, and a silent battlefield is also a hero. Brave SEC people are not afraid of the impact of the epidemic, in order to "create a single month output record" oath, choose to face the difficulties, brave and forge ahead, and practice the spirit of SEC people to work hard and dare to be the first with practical actions!