1. Future Manufacturing Industry From the perspective of manufacturing strategy and management, lean production mode and lean management have become the key to the development and management improvement of manufacturing strategy in various countries. The practice of world-class advanced lean manufacturing and management companies for many years shows that the implementation of lean production mode must start from the following aspects: correctly understand the concept, principle, methods and tools of lean mode, combine the national conditions and enterprise reality, use lean concept to transform corporate culture into lean, and make senior managers and employees at all levels gradually become competent talents from the aspects of personnel recruitment, use, motivation and training; Pay more attention to learning and trying the latest lean technologies, methods and tools; Apply the Six Sigma method to enterprises, and use the Six Sigma method to track the implementation of lean methods in enterprises to provide customers with high quality and "perfect" products and services; Transform the enterprise's supply chain, carry out lean supply chain management and customer relationship management, "squeeze out" excess water in the supply chain, and build a lean supply chain that can support the enterprise's lean operation; Using the information and data obtained by horizontal comparison to effectively measure the performance of lean enterprises; The key to success is to introduce lean management experts to implement lean management on the basis of studying lean enterprise cases. Second, how to correctly understand lean production? In 1990s, there was a "lean production fever" in China engineering and business circles, and many research papers and books appeared. However, there are few independent R&D and applications, and many of them are plagiarized "second-hand goods", lacking in-depth research and comprehensive and correct understanding of Toyota production mode and lean production. Insufficient research and preparation for implementing lean production. Because this upsurge contains strong wrong thinking of individual researchers and "practice" that implementers are eager to achieve, it has caused great consequences today-we have to learn, understand, recognize and use JIT philosophy and lean production again. 1, there is no essential difference between lean production and Toyota production. Now it is known that Toyota production mode will replace large-scale production mode and single production mode and become the leading production mode in the world manufacturing industry in 2 1 century. For example, in the above-mentioned works of Massachusetts Institute of Technology, the author clearly pointed out: "We firmly believe that lean production will replace a large number of production methods and the remaining one-piece production methods in various industrial fields in the 2 1 century and become the global standard production system." Today, the industry has put forward that "lean production/Toyota production mode is the dominant production mode in 2 1 century". Therefore, we must face up to the development trend of this world manufacturing industry and actively learn and use Toyota production methods. In recent 10 years, China, like many other countries, has some prejudices and misunderstandings about lean production. Stuart Cramer pointed out in his book "One Hundred Years of Management" that in the past 40 years (from the 1960s to the present), western automakers have always been one step behind (Japanese automakers), and they are catching up with the Japanese giant-Toyota. Theoretically, lean production is not innovative or revolutionary. In fact, Toyota's production system (traditionally called lean production) is based on JIT, and every employee is responsible for quality and value flow. Its essence is the soul and thought of Deming's quality control, that is, Toyota adopts the basic principles of quality management promoted by Deming. Just-in-time production proposition: it is useless to produce cars or other products based on blind demand, and production must be closely related to market demand; All waste (loss) is not good, and production must be carried out on time according to orders or market demand. In the Toyota production system, every employee should be responsible for quality, implement producer autonomy, and correct any quality defects as soon as possible. In the Toyota production system, new technologies and skills have been integrated into the analysis, design and reengineering of the production process and the continuous improvement of the process, so that the intellectual property rights and technological advantages of enterprises are contained in the manufacturing process. 2. "Pull production mode" must be better than "push production mode"? In the 1990s, the view that "pull production mode is better than push production mode" was circulated. It is true that a great creation of Toyota's mode of production is to put forward the pull mode of production. However, this conclusion is not in line with the results of production practice. The analysis of TOC shows that both pull mode and push mode have their own applicable conditions and scope. The task of enterprises is how to flexibly determine which mode to choose according to the analysis results of TOC, rather than subjectively "pull mode and push mode". Through comparative analysis and research, we can get the following three basic points: the basic feature of pull management and operation is that the flow direction of information flow is opposite to that of logistics, and its planned output is the same as the actual output, which can realize zero inventory or less inventory. The basic characteristics of push mode management and operation are just the opposite of pull mode. The direction of information flow is the same as that of logistics, and its planned output is different from actual production. Because this mode of production requires the use of intermediate inventory (WIP) to decouple the interrelated workstations (work centers) on the production line, especially the bottleneck workstations, thus eliminating or alleviating the troubles caused by coupling. Therefore, the key for Chinese enterprises to learn and implement lean production is to get rid of the impetuous and eager mentality, carefully integrate the basic concepts, basic principles, applicable new technologies and new management of lean production with the customers and resources of enterprises, and implement them in the whole manufacturing process (process), thus forming a unique competitive advantage for enterprises that competitors can hardly learn, imitate and steal. Combined with the current confusion of enterprises in lean production, the Mechanical Branch of Machinery Industry Press invited Mr. Yang, a senior foreign enterprise executive, to compile the book Lean Production Practice, and collected a large number of practical application management charts for reference, which is highly targeted, practical, adoptable and referential. It is a rare collection of management in enterprises and institutions, a magic weapon to reduce costs and improve profits! Book Category: Production Technology Management Title: Lean Production Practice Book Number: 978-7- 1 1-30489-0 Author: Yang Editor-in-Chief Publication Date: 2010 July Edition: B5 Page: 3 12 Pages: 402 words in total. From the challenges faced by China's manufacturing industry, the development of lean production, the unity of lean enterprise and lean thought, lean production operation, lean quality management, lean material procurement and supplier management, lean equipment management, lean safety management to lean financial (general affairs) management, etc. , has carried on the comprehensive concrete practice introduction. The book collects a large number of practical application management charts for reference, which is highly targeted, practical, acceptable and referential. This book can be used for reference by managers at all levels in enterprises and institutions, and it is of reference value to teachers and students majoring in management in colleges and universities. Lean production practice/edited by Yang. -Beijing: Machinery Industry Press, 20 1 0.5 ISBN 978-7-1-30489-0F273-53 Planning Editor: Shen Hong Editor: Shen Hong 2010 July1Edition/ 2 thousand words 000 1 -3000 copies pricing: 39.00 yuan preface Chapter 1 Challenges faced by China's manufacturing industry Section 1 Development of manufacturing industry in recent years Section 2 Adjustment and revitalization planning of manufacturing industry Section 3 Implementation of sustainable development of manufacturing industry Section 4 Adjustment direction of manufacturing industry Section 2 Development of lean production Section 1 Single piece small batch production Section 2 Mass production Section 3 Lean production mode 4 Lean production principles Chapter 3 Lean enterprise production and lean thinking Section 1 Establishment of lean production management mode Section 2 Section 3 Lean Enterprise Management Section 4 Lean Essence Section 5 Create Lean Thinking Chapter 4 Lean Production Operation Section 1 Toyota Production Core Analysis Section 2 Production Operation Management Section 3 Operation Flow Sheet (Engineering QC Sheet) and Process Inspection Standard (Inspection Report Sheet) Section 4 Batch Management Section 5 Initial Material Management Section 6 WIP Management Section 7 Production Capacity Display Section 8 Production Planning and Control Chapter 5 Lean Technology Management Section/ Kloc-0/ Technical Management Section 2 Product Process Management Section 3 New Product Development Section 4 Technical Workflow Chapter 6 Lean Quality Management Section 1 Contents of Quality Management Section 2 Establishment of Quality Assessment Section 3 Quality Assurance System Section 4 Process Quality Management Table Section 5 Exceptions Section 6 Sampling Inspection Chapter 7 Lean Materials, Procurement and supplier management Section 1 Material management Section 2 Procurement management Section 3 Supplier management Chapter 8 Lean equipment management Section 1 Modern equipment management Section 2 TPM (equipment) management system Section 3 Equipment process layout Section 4 Equipment state management Section 5 Equipment diagnosis technology Section 6 Application of RBI inspection technology Section 7 Equipment, Management and Control of Facilities and Working Environment Chapter IX Lean Safety Management Section I Enterprise Safety Management Section II Hazard Classification Section III Safety Evaluation Section IV Lean Safety Management Methods Chapter X Financial (General Affairs) Management Section I Financial (General Affairs) Management System Section II Annual Comprehensive Plan Budget Section III Financial Workflow and Chart Section IV Financial Expenditure Payment Provisions Section V Nine Common Wastes Section VI Job Responsibilities Section VII Work Report Requirements Reference Preface At present, China's economy is facing unprecedented challenges. Product updates have been significantly accelerated; Production costs have risen sharply; The requirements of customers (markets) are increasing day by day; The profit rate of enterprises (units) has been declining again and again, and it has entered a "meager profit era". In terms of economic development, this is an inevitable trend. China has entered the stage of deep industrialization, which has three important characteristics: first, the market economy has changed from breadth to depth, and the survival opportunities of enterprises have dropped significantly; Secondly, enterprises shift from single manufacturing to high-end extension of industrial chain, or increase product series in batches, forcing enterprises to find new breakthroughs; Third, the profit margin of products has shrunk seriously, and the efforts of enterprises to rely on low labor costs and high workload to support their operations in the past have dropped significantly. In order to seize the current market opportunity, gain a firm foothold in the industry and realize the accumulation necessary for enterprise growth, lean management and concepts are gradually established through lean production, so that the production cycle of products is shortened by 5% ~ ~10%; Product inventory further decreased10% ~15%; The production efficiency is further improved by 5%; The unqualified rate is further reduced 10%. The essence of lean production management is to pursue efficiency and value embodiment, that is, to do the same thing better than competitors, so that enterprises can continuously improve their execution to meet market requirements! The key of lean production is to eliminate waste, realize the process of managing value flow, reduce or eliminate non-value-added activities in the process, reduce manufacturing costs and support the implementation of pull production system. Through a large number of production practice cases, this book enables enterprises to understand and apply international advanced management methods more quickly. In view of the new situation, new trends and new problems in the market competition since the reform and opening up, the majority of business operators urgently need a professional management book that systematically tells the practice of lean production to guide the current work. This book is a summary of the author's many years of experience in senior management of foreign-funded enterprises, and also the author's practical summary of the management concept of "lean production". This book has a wide range of information, compiled from the latest enterprise management information and practical application charts. It can be used as a reference for production managers and business leaders. At the same time, it is also a valuable reference training material for teachers and students majoring in management in colleges and universities and for industrial and mining enterprises to carry out continuing education. The first, fifth and sixth chapters of this book are written by Yang, Yang and Yang Wei. The second chapter is written by Yang, Yang Wei and He. The third chapter is written by Yang, Lu Yongkai, Wang Feng and Zhu Tongyu. The fourth chapter is written by Yang, Yang Wei, Li and Tan Genlong. The seventh chapter is written by Yang,,, and Zhu Tongyu. Chapter 8 and Chapter 10 were written by Yang, Yang Wei, Lu Yongkai, Wang Feng and Li He. Chapter 9 is written by Yang, Yang Wei and Zhu Tongyu. Due to the limited level of editors, the shortcomings in the book are inevitable. Please correct me. Better book recommendation: book category: enterprise management title: lean production practice: complete works of books suitable for enterprises of any scale: international advanced technical translation series ISBN: 978-7-11-25218-4 by Hobbes; Translated and published by Zhou Haipeng and Chai Bangheng Date: 65438+20091October Format: B5 Pages: 228 words: 242,000 words Pricing: 38.00 yuan Content Description: Implementing lean production is an effective way for manufacturing enterprises to improve their core competitiveness. The original author of this book has rich practical experience in lean production in many industries. In the book, the planning, operation and maintenance of lean production are fully described and explained. This book consists of 3 chapters and 9 sections, and discusses the history and modern application of lean production. How to conduct strategic business analysis; Know your products, processes and requirements; Production line layout and station identification, as well as connection and balance process; Kanban strategy; Manage innovation with kanban system; Team building; Implement milestone checklist in lean production process; Manage lean production line. This book can be used for enterprise leaders and production managers of manufacturing industry to fully understand lean production, and can be used as a guide to implement lean production.