The significance of the on-site step-up improvement activity is to comprehensively improve the level of on-site capacity of the factory. The so-called factory site strength is the ability to maintain and improve the production and manufacturing site, and Dr. Liu Chengyuan, the "management winner", believes that it is specifically manifested in the following aspects.
01 Management is gradually moving towards "prevention before it happens".
Front-line employees are the main body of on-site management, and there are a large number of micro-defects around them. On-site staircase improvement activities can enable them to start from the small things around them, eliminate micro-defects and hidden dangers of accidents, and prevent problems before they occur.
02Enhance the "awareness and ability" of employees
On the one hand, the cultivation of kaizen awareness is closely related to kaizen activities. Through daily detail management, self-management activities allow employees to continuously strengthen their awareness of improvement in the process of personal participation, master the operation skills of production equipment, and then improve the production and maintenance capabilities of the entire enterprise.
On the other hand, a single skill can create a sense of crisis among employees, making them unable to adapt to the needs of a second job. By carrying out on-site improvement activities, employees can cultivate a good sense of work and take the initiative to learn a full range of skills, which not only helps to improve the management level of the enterprise, but also is conducive to the personal development of employees. Therefore, enterprises should meet this demand of employees and let employees get comprehensive improvement in the process of activities.
03Improvement of departmental collaboration
The on-site step improvement activities adhere to the principle of "who uses, who is responsible", breaks the limitations of the traditional division of labor, and clarifies the maintenance responsibility of equipment users, that is, the maintenance of equipment is managed and led by the equipment use department, which effectively eliminates the phenomenon of "kicking the ball". As the activities continued, the old kind of mutual blame disappeared, and the relationship between departments improved accordingly.
04Build an "excellent improvement team".
The team is the most basic and active "cell" in factory management. If the team is strong, the site is strong, and if the site is strong, the enterprise is strong. First of all, the step-up activity can teach the team leader how to manage and how to use team resources to create value for the enterprise. Secondly, the step-up activities can also improve the problem analysis ability and hands-on improvement skills of team members. Long-term on-site step-up activities can also cultivate a team culture of aggressiveness, independent learning and full improvement, and realize the transformation from "operation team" to "improvement team".
05Build a "site of excellent management".
When we talk about building a clean and orderly factory, we do not simply beautify the non-production area of the factory, but make the production site as warm and bright as a garden through independent production and improvement through staircase activities and visual management activities.
Such an on-site environment is not only popular with customers, but also loved by employees. Working in such an environment, the pride of employees will be spontaneous, and there is no doubt about efficient work, good corporate image and employees' love for the company.
06Other important significance of on-site staircase improvement activities
Inspire employees to take ownership and have a sense of responsibility for continuous improvement.
Reduce outsourced maintenance costs and save costs.
It is conducive to the formation of a corporate culture that is comfortable, positive and has a sense of belonging to the enterprise.
It is beneficial to shorten the management and production cycle and reduce the amount of inventory.
Reduce and eliminate equipment failures and increase productivity.
Extend the service life of equipment and reduce production costs.
Due to the implementation of visual management, the site is clean and orderly, improving work efficiency and reducing the error rate of operations.
In short, carrying out on-site improvement activities is an important aspect of building continuous on-site strength, which can directly or indirectly improve the overall management level of the enterprise.
In November 2023, Dr. Liu Chengyuan, the founder of the mechanism theory of "Lean Creation and Education", brought his new work "Lean Improvement - Activating the Organization and Building Excellent On-site Force". The "on-site step-up improvement activity mechanism, employee micro-innovation proposal mechanism and performance major topic improvement mechanism" proposed in this book is the core content of systematically promoting lean management, and it is also an important starting point to ensure the results of lean management activities, and is the top priority in lean management. In the face of the outstanding problems of the difficulty of comprehensive lean improvement in the factory, this book has a good guiding significance for enterprises on how to activate the organization and build excellent on-site capabilities.
This book is the second of the "3A Lean Series", which condenses Dr. Liu Chengyuan's 30 years of practical management wisdom and is the culmination of Chinese's original lean thinking system and successful practice.
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For more information, please pay attention to "Lean Improvement - Activating the Organization and Building Excellent Field Capabilities".
About the Author:
Liu Chengyuan
Chairman of 3A Consulting Group, Zhiyi Jiu Lean Teacher, External Professor of Tsinghua University, Founder of "Lean Creation and Education" Mechanism Theory, Chief Expert of Lean Case Library and Lean School. In 2000, he founded 3A Company with his partners.
Dr. Liu has served as a senior executive in Ricoh Shenzhen and Shanghai of Fortune 500 companies for 10 years, and has pursued consulting practice for more than 20 years, accumulating rich experience in management and lean consulting, and has been praised as a "management winner" by the industry and the industry.
Due to his outstanding contributions in the field of management, he has been featured on the covers of "World Manager", "Business Management" and "Entrepreneur" magazines for many timesIn August 2018, he was awarded the Management Science Promotion Award of the Chinese Management Science SocietyIn 2020, he was invited to publish the book "Management Winner" for the centennial celebration of Harbin Institute of Technology, which received great honors. The "3A Lean Series of Books" he dedicated to include "Lean Thinking", "Lean Improvement", "Creation and Education" and "Profit Creation", which is the culmination of Chinese's original lean thinking system and successful practices, which is worth repeated reading by all managers.