Face CASE26 Face

Jialing-Honda Mortors Co., Ltd. 5S Initiative at New Plant, Jialing-Honda Motors Co., Ltd.

Bing Feng Liu, General Manager, Administrative Management Division, Jialing-Honda Motors Co., Ltd.

Bing Feng Liu, General Manager, Administrative Management Division, Jialing-Honda Motors Co., Ltd.

Through no ordinary effort, plant construction reached completion—and in the nick of time.

 It was 2007 when construction for the new plant got underway. The project, which took four years to finish, was carried out in two stages. According to associates, work in the first stage was like starting from scratch, since the construction site was located out in a remote part of the countryside. Such a large-scale project would necessarily involve a large number of people. Bing Feng Liu, General Manager of the Administration Management Division, looked back on the challenges he faced at the time.
 "The hardest part of those four years was managing the project schedule and coordinating the schedules of over 30 contractors. Even when I understood what the Japanese were thinking, it was really hard to get the Chinese contractors, who have a different culture, to understand. When plans got pushed back a week or two because of a breakdown in communication, I held meeting after meeting trying desperately to keep things on track. And add to that the job of coordinating with the government. Thinking back on it now, it was awfully tough work. Another thing: Chongqing gets lots of rain. The weather actually had a large impact on our schedule. Even though we planned six months of extra time on the end, when the project was over we had barely made it [smiling]."
 Qiang Li, General Manager of the Business Planning Division and who managed the schedule with Liu, described one memorable scene from the project.
 "The site where we were building the plant was really in no man's land. We even had to ask the government to extend power lines to us over the mountain. Plants can't work without electricity, so our schedule was completely dependent on when power was going to arrive. So we watched the transmission towers shoot up, one by one, starting from about 10 km away and making their way toward us. Based on that, we estimated the number of days it would take to reach us and adjusted our plans for constructing the Plant [laughing]."

Qiang Li, General Manager, Business Planning Division, Jialing-Honda Motors Co., Ltd.

Qiang Li, General Manager, Business Planning Division, Jialing-Honda Motors Co., Ltd.
 These challenges, however, made for a more satisfying end.
  "My first feeling was relief for having finished on time [smiling]. But then when I saw the finished building I was amazed at how magnificent it was. After all, I had watched it all starting from a naked lot. I watched the steel skeleton go up, the building take shape, and all the equipment brought in. It was a deep moment."

The new plant. Site area 180,000 m2, Building area 100,000 m2. Plans are underway to expand production capacity to 1.5 million units in 2013.

The new plant. Site area 180,000 m2, Building area 100,000 m2. Plans are underway to expand production capacity to 1.5 million units in 2013.

Shuichi Ogata, General Manager of the Production Technical Division, Jialing-Honda Motors Co., Ltd.

Shuichi Ogata, General Manager of the Production Technical Division, Jialing-Honda Motors Co., Ltd.

Designing the plant for environmental leadership

 Jialing-Honda's vision at the time of the new plant's construction was to build a plant with an unrivalled reputation in the local community where associates could take pride and joy in their work. To do this, it introduced a number of advanced environmental measures, not only to make production more efficient but also to establish its environmental leadership and create a workplace where associates could feel satisfaction while working. Shuichi Ogata, General Manager of the Production Technical Division, offered some specific examples.
 "For instance, we placed lots of windows in the roof and walls to let in natural light. This helps minimize electricity for lighting during the day, and has resulted in a CO2 emissions reduction of about 40 tons per year. We also introduced the idea of reducing the height of the air conditioning vents in the plant as another way to cut energy use. Lowering the vents by 1.5 meters makes the cooling zone smaller, which allows us to manage workspace temperatures more efficiently. We've also taken various steps to cut our environmental impact, for example by recycling rainwater and graywater."
 Some production-related decisions resulted in both an increase in cost efficiency and a smaller environmental impact. For example, at the old factory, where motorcycles were the main product, liquid paint was used for coating processes. However, power equipments have smaller parts than motorcycles and only use four colors (red, black, white, and silver). Jialing-Honda therefore took advantage of the relocation to switch its paint application method to powder coating.
 This change in itself led to a significantly smaller environmental impact. Powder coating has an exceptional transfer efficiency of 85%, and the remaining 15% can be sent to a paint manufacturer for recycling. With powder coating, Jialing-Honda was able to completely eliminate volatile organic compound (VOC) emissions and reduce industrial waste (paint overspray).

Sunlight coming in through the roof and walls keeps the workplace bright

Sunlight coming in through the roof and walls keeps the workplace bright

The coating line uses powder coating, not liquid paint. A more compact line also helps reduce CO2 emissions.

The coating line uses powder coating, not liquid paint. A more compact line also helps reduce CO2 emissions.

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