A few days ago, I communicated with Mr. Zhou of Shuguang Pump, and he regretfully told me that their company's "lean production system introduction" did not achieve the goal. Mr. Zhou used to be my colleague, last year left to a pump company to be responsible for factory management, after his arrival he found that its factory production management problems are more, there are a large number of material inventory in the warehouse, but the production site is also interrupted from time to time by lack of materials, quality defects and other problems, production often need to work overtime, but from time to time to stop work to wait for materials, resulting in the user needs of the product can not be delivered in time. To this end, he persuaded the company's top management to introduce a lean production system in the factory in April last year, but eight months later, no substantial progress has been made, and he is particularly frustrated. When talking about why this is the case, he summed it up profoundly: MainlyThe decision to introduce a lean production system was made in a hurry, without adequate preparation, and now it is a bit anticlimactic. So what preparations should be made for the introduction of lean production system and how to do it.
1.Lean transformation requires thinking first
First of all,Lean production is a management revolution, and successful introduction requires a radical change in the thinking of enterprise personnel。Before the introduction of lean production, only Mr. Zhou himself had a relatively comprehensive understanding of lean production, while the main management personnel of the company's bosses, sales, procurement, and quality management personnel knew little about lean production management and lacked a systematic and comprehensive understanding. As a result, when something goes wrong, the management team can't make a unified decision. For example, when there is a problem in production and delivery, instead of starting from the root cause and improving the process, we work overtime to catch up with the progress. When there is a contradiction between the improvement of the company's foundation and the immediate delivery, instead of sacrificing the immediate interests and focusing on development, the improvement activities are postponed and temporary emergency measures are taken to catch up with the production schedule. The result is always a repetition of past mistakes, a cycle of mistakes – corrections, mistakes and corrections. His main energy was spent on coordinating the decisions of the management, pressing the gourd to float the scoop, making him physically and mentally exhausted.
2.Plans should be realistic and refuse to be rolled out across the board
Secondly, he is deeply awareAt that time, when planning, there was no effective combination of the company's own situation, and the company's own process level, management status, and personnel ability were not evaluated。As a result, production is often interrupted by material shortages and quality problems, and it is impossible to achieve standardized operations for lean production. At the same time, the rush to pursue zero inventory has led to some processes being subject to the delivery problem of the first merchant to stop work and wait for materials. All of a sudden, lean production was fully rolled out in the whole plant, and there were insufficient personnel to guide improvement, and employees and managers could not be effectively trained, and there was a lack of lean production results in the factory, which led to everyone's loss of confidence in lean improvement. This shows the importance of implementing a lean improvement plan. In the early stage of implementation, do not be impatient and rash, and make plans from easy to difficult, from point to surface. And allocate appropriate resources for this, including building teams, staffing, personnel training, improvement funds, etc.
3.Enterprises need lean expert guidance to get twice the result with half the effort
Third,The lean production training of enterprise personnel is not in place, and lean experts are not invited to guide them. When encountering problems, I lack the height of theory, and I feel that I can't touch the door。A lot of tools are used, but it is difficult to produce the desired results. A lot of improvements have been made, but in the end it seems to be standing still. In fact, the lean production system originated from the bottom-up development of Toyota Motor Corporation, and to some extent was formed based on the culture and tradition of Japanese companies. Therefore, it is best to have mature lean expert guidance when promoting lean production, so that various tools of lean production can be flexibly used in combination with the situation of the enterprise to avoid detours. Only by fully understanding the lean thinking and the historical background of each lean tool product can we make good use of these tools in the production improvement of the enterprise. Improve the effectiveness and speed of improvement.
Lessons learned
Through the above exchanges, he decided to learn a lesson and make up for the lesson of preparation before the introduction of lean production. After the year, it is necessary to further organize senior management of enterprises to participate in lean production-related knowledge training to understand and fully agree with the concept of lean thinking; It is best for the person in charge of the enterprise to go out and visit some enterprises that have been more successful in the implementation of lean production, conduct on-site inspections, and gain an in-depth understanding of the basic framework of the lean production systemThe company's senior management team has a deep understanding of the practical significance of the introduction of lean production to the operation and development of the enterpriseThe promotion of lean production strategy has become the determination of the top management of the enterprise and the consensus of the management team. At the same time, adjust and refine the lean production promotion strategy, first easy and then difficult, and strive to build a model production line first, so that the management personnel of the enterprise can truly see the role of lean production, and understand the essence of lean thinking more deeply in lean practice. The management practice of advancing in learning and learning in advancement. I believe that after the above reflection and improvement, and the efforts of the whole family, the construction of the lean production system of its enterprise will be successful!
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