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Cable Manufacturing

Cable — Case Study

(Hunan Valin Cable Co., Ltd.)

A national leader in specialty cables and a front-runner in high-end cable integration and intelligent composite transmission, focused on specialty cables and electrical equipment cables.

Pain Points

Pain Points

01.

Weak coordination between logistics and production

Data sharing across CAPP, ERP, MES, WHS and other systems lacks a workable mechanism, so the value of the data cannot be realised.

02.

Production scheduling is difficult

Data sharing across CAPP, ERP, MES, WHS and other systems lacks a workable mechanism, so the value of the data cannot be realised.

03.

Line-level collaborative automation can be improved

Data sharing across CAPP, ERP, MES, WHS and other systems lacks a workable mechanism, so the value of the data cannot be realised.

04.

Management systems cannot support digital operations

Data sharing across CAPP, ERP, MES, WHS and other systems lacks a workable mechanism, so the value of the data cannot be realised.

05.

Data silos in existing systems leave business data disconnected

Data sharing across CAPP, ERP, MES, WHS and other systems lacks a workable mechanism, so the value of the data cannot be realised.

Solution

Value-stream-driven optimisation of the workshop layout
Value-stream-driven optimisation of the workshop layout
Multiple types of intelligent logistics equipment forming a three-dimensional transfer system
Multiple types of intelligent logistics equipment forming a three-dimensional transfer system
Centralised equipment IoT control for plant-wide data acquisition and interlocking
Centralised equipment IoT control for plant-wide data acquisition and interlocking
A digital production system connecting operations end to end.
A digital production system connecting operations end to end.

Solution Value

Based on 26 working days a month, 2 shifts a day and 8 hours a shift,

annual workshop output rose from 800M to 1.6B RMB

Production cost down by 20% or more

Typical products (mining low-voltage, general rubber-sheathed)

lead time cut from 15days to 10.5days,

product cycle shortened by 30% or more

Defect rate down by 10% or more

Rework rate down by 30% or more

rework rate cut from 31.5% to 15.7%,

Output per employee up by 50% or more

output value per employee rose from 6.5M to 9.8M RMB,