A virgin land that has not been exploited by the h

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Lean production -- a virgin land that has not been exploited by printing enterprises editor's note: "lean production" is a fashionable word in the manufacturing industry, but printing enterprises seem to be very unfamiliar with it. Today, let's go into lean production and uncover its mystery

lean production is an assembly line manufacturing method, which was originally developed for Toyota's automobile manufacturing, also known as Toyota production system. The goal of lean production is described as "While minimizing waste and quickly adapting to external changes, we can get the right goods at the right time and in the right place.

now our understanding of lean production has fallen behind. Therefore, many people believe that lean production is a kind of work that makes people progress. Please re tension the tension wheel; but I want to say that this is a wrong understanding.

in the past two decades, many Toyota Motor companies have People outside have increased their attention to lean production. All departments, companies and industries have set off an upsurge of learning and accepting this concept. Now, we have found many benefits from lean production, but we also face many problems

the biggest obstacle preventing top managers from realizing the benefits of lean production is their views and attitudes towards lean production. Many people still regard lean production as a tool, a project, or an active behavior based on "tools". Their view of lean production makes many enterprises lose the opportunity to better provide services to end customers, and also makes them far away from the business goal of obtaining more revenue and profits

in the investigation of "what is the next important thing" for enterprises, it is not difficult to find that many enterprises regard the integration of different continuous improvement methods as their most important thing. This is easy to do because they often share their experiences and ideas, such as reducing variables. The most typical one is the combination of lean production and six standard deviation (Six Sigma, a quality management method to reduce product defect rate according to the analysis of data statistics). At present, many companies are promoting this combination to enterprise customers with different trademarks

unfortunately, lean production cannot be combined with six standard deviations equally. But why do you say that? Because lean production is a management system, and six standard deviation is a tool. The combination of the two is like the marriage of cars and unicycles. The common ground between the two is transportation function and manual operability. However, cars and bicycles have different characteristics in terms of design, function, and impact on users and the environment

in order to make the difference between them more obvious, we must first understand the difference between systems and tools: a system is an orderly and consistent theory, and people should strictly implement this theory in practice, and tools are a means, which is mainly helpful to improve the performance and performance of a special activity or operation. Tools can be used in all systems, whether in conflict systems or harmonious systems, and can play its role

there are undoubtedly many important and useful tools supporting the lean production management system. Including six standard deviations. Every tool can let people understand the essence of a problem and take effective measures to solve it. Many tools are very simple and easy to learn, and their effects are very good

we must think about what a theory is and why it is crucial to the strategy and daily management of enterprises. A theory is a basic principle that cannot be changed at will. It can manage and dominate the decision-making process and people's daily activities

lean production has two outstanding principles, namely, "continuous improvement" and "respect for others". If the principle of "respecting others" is not implemented in the process of implementing lean production, it means that managers are allowed to give holidays to employees who have made contributions to the improvement of the company's productivity and let them have a rest without considering the feelings of other employees, or use reverse auction and other means to squeeze suppliers. Allowing employees who have made contributions to the continuous improvement of the company to enjoy special treatment (vacation) is a misunderstanding of many leaders about the lean production system - and this runs counter to the principle of "paying attention to others". Leaders who can strictly abide by the principle of "respecting others" in production practice will not do such things

whether the biggest problem may lead to the following adverse consequences: the tools needed by the market - that is, senior managers who also want to buy lean production training services. In most cases, enterprise customers need tools, and many lean production consulting companies are willing to provide them with these tools. But a few years later, senior managers of enterprises will wonder why these tools or projects can not achieve the desired results. This is because only tools are not enough. They must use a management system and leadership style consistent with management principles. Senior managers believe that the management system they learned at work or in enterprise schools is the best management method, and this system can significantly improve the situation of the enterprise by adding new tools

without understanding the essence of the problem, this enterprise education model will show its fatal weakness in practice - in this case, what people need is a lean production management system

for example, if you want to build a house, you need to find an architect to design its structure, make drawings, find a contractor to manage the construction, and find professional technicians with appropriate tools to carry out the construction. If lean production is regarded as a tool, people will ignore the importance of Architects (such as top managers) and contractors (such as middle managers) - and their needs - and only pay attention to the existence of construction personnel and their contributions - such as ordinary employees

to set up a lean production company, you need architects, contractors and ordinary employees to cooperate closely in daily work to accelerate market implementation. If one wants to succeed, one must abide by these principles. Ordinary employees can't complete all the work, but what they do is done at the request of others

taking lean production as a tool is the reason why many senior managers do not directly participate in many enterprise activities, such as policy-making, continuous improvement, the creation of visual control and root cause analysis. If the task of establishing a lean production company is simply assigned to ordinary employees who can only use tools, the work of the enterprise will lose focus and will be farther and farther away from the strategic goal of the enterprise. In order to avoid this situation, people need to formulate a blueprint for the development of the enterprise and determine the focus of daily work, so as to turn the illusory blueprint into reality as soon as possible

unfortunately, we often find that people's investment and focus on lean production have not resulted in significant improvement in performance - although many managers claim to have made great progress. Many people complain that it is very difficult to achieve lean production, and express their disappointment at this situation. But as you know, lean production is a journey, it never has a focus, and you will never achieve real lean production

many Fortune 500 enterprises are implementing lean production and six standard deviation, which may be used alone or together, but in any case, people can find the shadow of these two concepts in these enterprises. The top leaders of these companies and non-profit organizations, such as government departments and hospitals, should well understand the huge difference between lean production and six standard deviations. This allows them to avoid falling into confusing misunderstandings, and enable them to find the right direction, create more value for end customers, and win stronger competitiveness for themselves. Another misunderstanding about lean production is that the only purpose of adopting lean production system is to make money. This is a very greedy and selfish idea, which completely violates its basic principles of "continuous improvement" and "respect for others". Making money is one of the positive effects of the successful implementation of lean production management system, but it should not be the only goal of people

in this way, what should managers who once invested heavily in Six Sigma and are now very interested in lean production management system do? The solution is very simple - the situation of sliding friction of the alloy wear-resistant washing corrosion strength testing machine of Jinan new era Gold Testing Instrument Co., Ltd. is also very difficult. If managers allow ordinary employees and middle-level managers to have a wrong understanding of the concepts of lean production and six standard deviations, they can buy lean production systems. However, most managers will not tolerate such mistakes, although doing so can reflect their strong leadership. Toyota advocates the concept of "learning from mistakes". They regard every mistake as an opportunity to learn. If senior managers cannot clearly understand the purpose of lean production and the difference and connection between the two concepts, it is difficult for them to clarify these misunderstandings to their subordinates

implementing lean production management requires managers to be involved in everything, including what they have learned in expensive MBA courses. Some managers cannot apply the knowledge they have learned to the process of serving themselves, the company or customers. They soon forgot these valuable knowledge. Others can apply the knowledge they have learned to actual production, because this knowledge is an indispensable anchor in the process of enterprise development. But it is just an anchor that carries all the weight of the mind and thought

managers cannot give up their right of management and guidance. They tell employees that they must learn to change, and also strive to learn new knowledge, because this can not only make themselves successful, but also make the company more and more prosperous. Another important leadership ability is consistency. When the opinions of the management are inconsistent, the thoughts of employees will change very quickly. Therefore, if leaders attach great importance to the development and progress of the enterprise, they must do something they don't really want to do, or something they don't need to use their brains to do, just like the work done by other ordinary employees

senior managers often tell me how much they relate to the company and their customers. If this is true, then choosing lean production is a very easy decision for them. It's uncomfortable to clarify people's misunderstanding, but it's also a must

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