Lean management, from the initial successful management practice in the production system, has gradually extended to various management businesses of enterprises, and has also been upgraded from the initial specific business management methods to strategic management concepts. It can maximize shareholder value by improving customer satisfaction, reducing costs, improving quality, speeding up the process and improving capital investment.
The connotation of lean management:
Lean management requires enterprises to use "lean thinking" in all their activities. The core of "lean thinking" is to create as much value as possible with the minimum input of resources, including manpower, equipment, funds, materials, time and space, and to provide customers with new products and timely services.
The goal of lean management can be summarized as follows: enterprises can provide customers with satisfactory products and services while minimizing waste. There are many waste phenomena in the production activities of enterprises, which are common: mistakes-providing defective products or unsatisfactory services; Backlog-the backlog and surplus inventory caused by no demand; Excessive processing-in fact, unnecessary processing and procedures; Excessive handling-unnecessary movement of items; Waiting-waiting because the upstream of production activities can't deliver goods or provide services on time; Extra movement-unnecessary actions of personnel at work; Provide services and products that customers don't need. Efforts to eliminate these waste phenomena are the most important content of lean management.
Determine the product value structure according to customers:
1. The meaning of product value structure.
Product value structure is the composition, proportion and value process of product value, that is, the realization process of various benefits, expenditures and their proportional relations and values provided by a product. Product value structure is to determine the specific benefits provided by a product to customers and the quantity of each benefit; It is also necessary to determine the various expenses of customers to purchase products and the number of various expenses; What is the relationship between various interests and expenses? What is the process of realizing the value of products with various benefits and expenditures? For ordinary customers, Carrefour supermarket provides plastic bags free of charge, and Metro charges for plastic bags. This shows that Carrefour provides plastic bags to ordinary customers, while Metro does not provide such benefits to ordinary customers. The reason is that the target groups of the two businesses are different. Carrefour mainly faces ordinary customers, while Metro mainly faces group customers.
2. The product value structure is determined by the customer.
Under the background of the current information economy society, due to external environmental factors such as high-quality talents, low-cost information, advanced technology, mature management mode and strong purchasing power of customers, enterprises have the economic and social conditions to meet the diversified needs of customers. The focus of enterprise competition is how to use the scale advantage of industrial society and the information low-cost advantage of information society to meet the individual needs of customers. At this time, the value structure of the product is decided by the customer. Of course, under the current social and economic conditions, due to the limitations of economic conditions, many times, enterprises provide a list of value components, and within the scope of the list, customers decide the value structure of products. The starting point of lean management is the product value structure, which can only be decided by the final customer, and the value structure is meaningful only if a specific product (goods or services, often both goods and services) is expressed at a specific price and can meet the needs of customers in a specific time.
Change "Batch Move" to "one piece flow":
1, the concept of batch movement and one piece flow.
Batch moving refers to the batch processing of WIP in various workplaces and batch moving in various workplaces according to the technological process. Batch movement originated from batch production, which is the periodic batch production of several products in turn. Under the condition of mass production, the production is repetitive, the variety of products is less, and the output of each product is more, which forms the characteristics of multi-variety periodic rotation production.
Piece-by-piece process means that the work-in-process is processed one by one through each station according to the process flow, and moves continuously, that is, the workplace and equipment (work platform) are reasonably configured according to the process flow, which is generally divided into several workers ... >>
Question 2: What is the significance of lean management? Infinitely pursue progress;
Don't hesitate to pay attention to any details;
Mobilize the masses at full speed;
Dynamic improvement work;
Establish the eternal pursuit of efficiency and effect in construction.
Question 3: What does lean production mean? Lean production is a customer-driven production mode. In terms of the production process, it is to transfer the next demand to the previous step, produce on time and in moderation, reduce waste and improve quality.
Represented by Toyota and others.
Question 4: What does the lean management project mean? The original intention of lean management is lean production, and the project refers to the production management in a certain certification field.
Question 5: What is the definition of lean production? Definition of lean production management:
Lean production is a brand-new production management model, driven by customer demand and centered on eliminating waste and continuous improvement, which enables enterprises to obtain costs with the least investment and significantly improve operational efficiency. It is characterized by emphasizing customers' requirements for time and value, organizing production activities that bring value to customers with scientific and reasonable manufacturing systems, shortening the production cycle, and thus significantly improving the ability of enterprises to adapt to the rapidly changing market. Lean production management is the most effective way to control waste and reduce costs.
Characteristics of lean production management:
1, production on time
"Just-in-time" production mode refers to the use of various management methods and means to optimize the combination of "people, machines, materials, methods, environment and surfaces" in the production process, so as to ensure that the necessary parts are produced in the necessary time and quantity with the necessary labor, thus eliminating overproduction, eliminating ineffective labor, reducing costs, improving product quality and using the least investment.
2, continuous innovation, pragmatic, emphasizing integrity and self-improvement.
There is no end to the management objectives and management depth of lean production. It is a process of continuous improvement and self-improvement, from process analysis, time analysis, action analysis, equipment analysis to the combination of production factors and the determination of management scheme, which is a process of continuous innovation and optimization. Lean production mode comprehensively uses a variety of modern management science and management techniques, emphasizing the overall function, so it requires both a clear division of labor and mutual cooperation. In the process of field operation, a problem is solved and new problems will appear again. If we want to make continuous progress, we should take the goals achieved today as the starting point of tomorrow's development and constantly pursue new goals.
3. Synchronous operation
Lean production mode has the distinct characteristics of unified will, unified action and synchronous operation. It is a labor combination of multi-machine tool operation and multi-process management according to the manual work load rate on the basis of standard operation. It is based on the stipulated work-in-process quota and finished product reserve quota, and implements synchronous operation of production process by means of realizing "one flow" and kanban logistics transportation between processes. In other words, each production line should work, rest and engage in 5S activities at the same production rhythm, so as to:
(1) Produce the same variety and the same number of parts at the same time.
② The output of the assembly is synchronized with the processing of parts and the input of blanks.
(3) The front and the back work together to realize the synchronization of the front production and the back service around the requirements of just-in-time production.
4. The combination of self-discipline and institutional control.
If a team wants to win in the competition, it mainly depends on two points: one is superb personal skills, and the other is tacit cooperation among the whole team. Both of them are inseparable from the guidance of the team coach. Only through the coach's strict requirements and his own hard training can we achieve a situation of exquisite personal skills and tacit cooperation among the whole team. The same is true for enterprises. Production activity is a process of combining system control with self-restraint. The manager of an enterprise is like the coach of a team. On the one hand, he formulates operating standards and gives on-site guidance, so that operators can strictly implement the operating standards, on the other hand, he cultivates the cooperative spirit of operators. Employees, like team members, should constantly improve their technical level and ideological level in production practice and integrate their exquisite skills into collective actions, thus forming the driving force of enterprise strength.
5, give full play to the overall function
Lean production mode is a complex system engineering, which reflects the overall function of management thought, management organization, management method, management means and personnel quality. It is a working system with field as the carrier and efficient operation of people, machines, materials, methods, environment and measurement. Implement just-in-time production, load balance, multi-process management, multi-machine tool operation, inventory management technology, kanban management and reasonable logistics to make WIP flow between processes. Carry out on-site 5S activities to ensure that the production site becomes an organic whole with high quality, high efficiency, low consumption, safety, unity and harmony.
6, total quality management
① Emphasize that quality is produced rather than tested, and the final quality is guaranteed by process quality management.
(2) Quality inspection and control in the production process runs through every working procedure, focusing on cultivating the quality knowledge of each employee to ensure that quality problems are found in time.
③ If quality problems are found in the production process, according to ... >>
Question 6: What do lean management 3, 4 and 7 mean? 3 stands for Big Wood, Muli and Mula, which means waste/overrun/imbalance.
4 is man/machine/material/method.
Seven is seven wastes, that is, seven big trees.
Question 7: What is the meaning of pulling in lean production management? Pull production is the technical support to realize just-in-time system, which is one of the two pillars of Toyota's production mode. This is also the production method of Ono Taiyi with super imagination and drawing lessons from American supermarkets. Compared with the past push production, the former job "pushes" the parts to the latter job for processing. In pull production, the latter job requires the former job to manufacture parts according to how many products need to be processed. "Kanban" is a tool to transfer this information between work and operate the system. Corresponding to pull production is push production. In push production, every process should be produced according to the production plan as far as possible, and the production task should be completed as soon as possible, regardless of whether the next process is needed at that time. The traditional production system is generally push production, which will cause the accumulation of goods.
For example, in a supermarket, there are goods on the shelves, and the supermarket waiter walks back and forth to see the number of goods on the shelves. Customers take a few pieces at will, and when they are as few as a certain degree, the waiter will take the goods from the warehouse to fill them up to the maximum. In other words, if it is less, it will be added. This scene always happens in the supermarket around us, and we are used to paying little attention. But more than 50 years ago, taiichi ohno not only noticed this phenomenon in American supermarkets for the first time, but also thought deeply about it, which led to a revolutionary management method in production management. The way to replenish after the supermarket, that is, the way to pull. . This is the last principle of lean production-pulling.
It is to let users pull production according to demand, rather than forcibly pushing products that users don't want to users.
Question 8: What are the characteristics of lean management?
Lean production embodies three words: fast, flexible, long-term, organizational structure and balance, which is the embodiment of the essence of China culture:
1, come on
Get the result quickly, just like Oriental Tai Chi, it takes place in that instant. Come on, gather all forces, do Kaizen improvement, and quickly see the improvement results through improvement implementation in a short time.
Step 2 be alive
Although there are many tools and methods to improve lean, these tools and methods can't be applied mechanically to different companies or different problems, and they can't use fixed models. The so-called "living" is to let us think about what combination method can get the best effect, give full play to everyone's own potential, maximize their own potential, and combine basic tools in different ways.
3. Long
Look at lean from a long-term perspective, maximize the overall benefits brought by long-term supply chain, and emphasize the process management and social responsibility of value flow, which is reflected in the cooperation with suppliers to help suppliers improve and achieve a win-win situation.
Question 9: The significance of lean management education. Implementing lean management is the requirement of scientific development of enterprises and the inevitable choice to improve the management level of our country. The following "Winning Enterprise Management" puts forward the following understanding of lean management.
Lean production is not only a large number of technologies and tools, but more importantly, it is an ideological inheritance and DNA for establishing lean production.
2. "Rome wasn't built in a day", which has been continuously improved and precipitated for many years. Lean is not a myth, Rome was not built in a day. It is unrealistic to promote lean production without fighting a protracted war.
3. "Internal factors play a decisive role, while external factors play an auxiliary role", consultants are external factors, and the management of enterprises is internal factors. It should be clear that the management of the company is the final decision-maker of the solution, and the consultant is only a doctor. It's just diagnosis, prescription, and health advice. When the company's own health needs problems, it should take medicine on time and strengthen physical exercise at ordinary times.
4. Lean management is not a panacea, and enterprise managers should dispel the idea and mentality of "eager to dig wells". Toyota has a formula, enterprise value = strategic management/internal management, which explains the difference between them well. The denominator is internal management, which is eternal. Guided by product flow, it manages seven activities such as personnel, quality, safety, production, cost, equipment and environment in enterprises. And management is to make decisions and judgments from these management results, which is a result of management. Only when management activities are solidly promoted can the changes in business decisions of enterprises be better guaranteed.
Reading club, contest, speech, questionnaire, newspapers and magazines, press conference, internal website, knowledge base and other activities are all good ways to arouse everyone's enthusiasm. The mountain can't come. I will go there. Don't influence others, try to influence others.
6. It should be clear that the lean propulsion room plays the role of guidance, organization, planning, consultation, coordination and evaluation in the project process.
7. The stage of the enterprise is not only the stage of the elite, but we should try our best to give the lowest-level operators a stage to realize themselves and show themselves. We should be soberly aware that only these operators who are fighting in the front line are the source of enterprise value creation. It should be understood that Jin Yong is the operator who is most familiar with the production site and the first to find the problem. Enterprises should establish a very systematic training mechanism and constantly train employees, especially operators, in terms of operation skills, quality, safety, efficiency and improvement. Attention should be paid to the simplification and understandability of training courses, and to the combination of theory and practice. Only by organizing and mobilizing these value-creating operators to carry out various improvement activities and giving them opportunities to show their elegance on various occasions can they help them not only use their hands but also use their brains.
8. Don't be afraid to try, cross the river by feeling the stones, and always remember that implementing lean production is not a "practical" action, but an "immediate" action!
9. Cultivate employees' concept of "getting things done from the beginning" and pay attention to the design of the whole production process. The design of the initial process fully avoids bringing various problems to the subsequent process.