What is the catalogue of lean production management? 1. Foreword In recent years, the overall business environment is fiercely competitive, and customer needs are becoming more and more personalized. Enterprises should not only produce products that are competitive in price, but also have high quality, diversification, short delivery time and safety. In order to survive and maintain profits, in addition to actively seeking ways to open up new sources, enterprises adopt various means of saving money, introduce various small production methods, delete unnecessary labor and materials, cut corners, reduce costs and eliminate all kinds of waste in the workplace. Completely eliminating unnecessary waste and enhancing added value can greatly improve the overall efficiency and benefit of the company. However, what improvement activities should be carried out? What technology should I use? What are the steps? General enterprises are at a loss, or just superficial contact, which is easy to cause the illusion of treating the symptoms but not the root cause, and finally return to the original point, which is still empty. After entering the 2 1 century, the topic of "lean" about diversified and small-scale production has attracted much attention in Japan, the United States, Europe and other places. These include lean manufacturing, lean production, lean thinking, lean integration, lean culture, lean enterprise, lean organization and so on. , has become a hot topic in global engineering, management and sociology, which also forces many enterprises to pay attention to the changes in manufacturing site. The original meaning of "thin" stands for compactness, fat reduction and slimming. The traditional mass production method has accumulated too much inventory, and the manufacturing lead time is quite long. However, lean manufacturing only needs less manpower, space, capital and time to produce products that meet the diverse needs of customers. After World War II, Toyota Motor Corporation of Japan developed "Toyota-style production system", also known as "﹝JIT﹞", which became the creator of lean thinking. Nowadays, the principles and practices of lean manufacturing are mostly developed according to Toyota's management model. Lean manufacturing is the foundation of enterprise's sustainable operation, and its essence is to expect to produce more output with less input, so as to achieve the purpose of shortening manufacturing time, reducing handling, saving labor, eliminating waste, improving operating added value, and fully demonstrating the competitive advantage of enterprises. Therefore, it is definitely a great change in production mode and an important reform activity to move towards lean manufacturing in the operation site of production plants. Second, the definition of lean production 1. Eliminate waste 1. Costs include materials, labor, equipment and management expenses. To reduce the cost, we must start with the parts that can be mastered within the enterprise. (2) Seven wastes 1. Overproduction; 2. Wait; 3. redundant actions; 4. Inventory; 5. handling; 6. Modification and scrapping; 7. Inefficient process. 2. Continuous improvement and learning. It is the general trend to improve quality (1) quality control and total quality control; (2) What is quality control 1? Quality control is in the process of production or service, inspired by the idea of pursuing cheap and good quality and a set of meticulous practices, the products produced are exactly satisfied by customers. 2. In the so-called "improving quality", brand companies now should include the quality of products, the quality of work and the quality of management. Toyota motor management. Comments on Toyota from all walks of life II. Toyota background 3. World-class efficiency of Toyota models 1. Toyota model: taking excellent operation process as strategic weapon II. How Toyota became the best manufacturer in the world: the story of Toyota family and Toyota production system 3. The core of Toyota production system: eliminating waste 4. Career principles of Toyota model 5. How to apply "Toyota Model" to your organization 1? Transforming technical and service-oriented organizations with "Toyota Model"-self-cultivation-JIT-pull system-billboard model-diversified small-scale production-all-round work-continuous improvement-site-centered-people-oriented management concept, cognition and transformation of lean production I. Cognitive changes of management team II. Changes in employees' cognition In the issue of Vision magazine/1 published in July 2005, Song's article "Japanese cars captured Detroit" introduced the situation of lean production as follows: "Lean production makes every front-line worker shoulder the task of quality control. They can't just know one skill, they must spend extra time studying and become generalists. The management must also integrate the factory and the office and move the office to the factory in order to solve the problems reflected by the production line in the first time. III. Changes in equipment IV. Adjustment and changes in manpower V. Changes in production methods VI. Adjustment of management methods VII. Business thinking V. Conclusion I. What is the biggest problem in on-site improvement activities? Mr. Xu of Taixin Enterprise Management Consulting Company once said: Some people's ideas are hard to change, and they are always working with traditional ideas. Second, to improve, we must be able to change the status quo; Third, Taiichi Ono: Toyota's mode of production (﹝TPS﹞) has the color that practice is more important than theoretical analysis, and timing and effect are more important than process. 1. What is lean production 1? The goal of lean production: the ultimate goal of lean production is to eliminate waste, reduce waste one by one through continuous improvement and learning environment of management team, employees, suppliers and business partners, and speed up the improvement process of production line, quality management and administrative management, so as to improve product quality and meet customer requirements. Second, what is waste? It is a waste not to increase the added value of products in production activities. 3. Accelerate the process, eliminate waste and improve quality. 2. Toyota Motor Management Department is a model of lean production. 1. management change: Toyota lean production system rewrites the global industrial history, which not only leads the manufacturing industry to a new era beyond a large number of production systems, but also drives the transformation of almost all industries in the world, implements the concepts and methods of Toyota manufacturing and supply chain management, and promotes the management change of global manufacturing and service industries. Second, establish a quality culture: Toyota attaches great importance to actual implementation and action. We always ask employees: Why not take action and try different methods? When you face failure honestly, you have a chance to correct it. Therefore, we can improve our practice and knowledge by continuous improvement, or I should say by continuous efforts to improve. —— Akio Fujio, President of the Third Toyota Motor Corporation. Speed up the process: From the beginning, Toyota believed that anyone could hire mechanics and engineers, and anyone could hire this and buy that. However, before Toyota builds cars, it must first improve the new revolutionary process of building cars and engines, and everything must be traced back to the source. It is this concept that makes Toyota unique. -Toyoda Kiichiro, founder of Toyota Company. 4. Eliminate waste: What we do is actually pay attention to the operation time from receiving customer orders to collecting accounts from customers, and shorten the operation time by removing waste that cannot create value. -Toyota production system v. One of the inventors of on-site improvement, Taiichi Ono: In manufacturing, data is of course important, but I think the most important thing is facts. Go to the scene to observe the production situation without any prejudice, and ask "five whys" repeatedly for everything and every question. -Ono 16. Building a learning organization: We regard mistakes as opportunities for learning. When mistakes happen, we don't blame individuals, but take corrective measures and widely spread the knowledge learned from each experience in the organization. Learning is a continuous, company-wide process, and team members at all levels can share knowledge with each other. Seven, "Toyota model" can be summarized as two pillars: "continuous improvement" and "respect for people". Generally speaking, "continuous improvement" is literally translated from Japanese as "kaizen", which is the basic way for Toyota Motor Corporation to operate its business. It challenges everything, and its essence is not only the actual improvement of personal contribution, but more importantly, it creates the spirit of continuous learning and accepts and embraces the changing environment. To create this environment, employees must be respected, which is the second pillar of the "Toyota model". By encouraging employees to actively participate in the improvement of work, Toyota Motor Corporation provides employment security for employees and realizes teamwork. As managers, our duty is to develop and strengthen mutual trust and understanding among team members. Personally, I think the most important role of managers is to motivate and urge all employees to unite and cooperate for the same goal. Define and explain * * * the same goal, * * * understand the way to achieve this goal, encourage employees to start the journey with you, remove obstacles in this way, and help them weigh these are the reasons and purposes of managers. Managers must get the full support of employees and encourage them to make suggestions for the organization. As far as my personal experience is concerned, I think "Toyota model" is the best way to realize this manager role. 2. The first principle is the long-term concept: management decisions must be based on the long-term concept. Even if it is necessary to sacrifice short-term financial goals. 3. The second type of process with correct principles can produce correct results —— establishing uninterrupted operation process to make problems emerge —— using "post-pulling system" to avoid overproduction —— average workload (leveling) ——— establishing a culture of immediately suspending to solve problems, and attaching importance to quality control from the beginning —— the standardization of post work is the basis for employees' continuous improvement and empowerment —— the use of visual control makes it impossible to hide problems ——— reliable and fully used. The third principle is to train employees and business partners to create value for the organization-to train employees who thoroughly understand and embrace the company's philosophy to become leaders. And enable them to teach other employees-cultivate and develop outstanding talents and teams who believe in the company's philosophy-attach importance to the company's business partners and supplier networks, challenge them and help them improve. 5. The fourth principle is to constantly solve the fundamental problem, which is the driving force of organizational learning-go to the scene to thoroughly understand the situation (the scene)-make decisions without impatience, and thoroughly consider all possible options based on * * * knowledge. Quickly implement decisions-through continuous reflection and continuous improvement, it will become a learning organization. The management features of lean production are as follows: 1. Self-improvement; 2.JIT4. Pull the system; 5. Many varieties and small output; 6. Multifunctional work; 7. continuous improvement; 8. Take the site as the center; 9. People-oriented management concept; 10. eliminate waste: production costs usually account for a high proportion of the operating costs of manufacturing industries. Therefore, whether it can meet the needs of customers at a competitive cost has become the key to the survival of enterprises. It means that the source design and function of products always meet the needs and tastes of customers, and the cost must be more and more competitive. The key to eliminating waste is to find out what is the lowest cost to meet customer needs and how to minimize the cost. What should managers do to eliminate waste? Admit the existence of waste and let it show. First of all, what is waste? According to the definition of "lean production system", activities that do not increase the added value of products are waste, which is best measured by cost quantification. For example, in the process of embryo cloth, when the unit cost of a cloth number is lower than the target cost (which may be determined according to market price or strategic considerations), 0.5 yuan indicates that the added value is 0.5 yuan. If subdivided, the preparation process may have no added value, but the value generated by the weaving process covers the preparation process, so it is necessary to study whether the production activities in the preparation process are wasted. Generally, activities that do not produce added value include waiting, walking, carrying, monitoring, inspection and reconstruction, but some actions are still needed, such as inspection, because inspection cannot be exempted under the existing quality level, which is to cover up the variation of quality with the waste of inspection. In order to meet the needs of customers, a large number of semi-finished products and raw materials are stored on site or in warehouses, but inferior quality, maintenance, low equipment productivity and employee productivity are covered up. Efforts to eliminate these wastes should be more effective than trying to further improve single activities with added value, such as increasing the speed of manufacturing equipment. Another challenge is to stop waste before it enters the production site. After careful observation, we can usually find that product design and manufacturing technology breed a lot of hidden waste. In product design, there is no need to add a certain process or additive, but in order to avoid mass production due to too great quality difference, these costs are increased. Therefore, from the source design, we must also find out a lot of waste. From the production process, we can also count a lot of waste items, such as the design mentioned just now, followed by inventory, manpower, equipment, raw materials, energy and other places that will produce costs. 4. How to implement the concept of lean production? First of all, executives should really understand the content and spirit of lean production. Next, you can set up a project organization to promote it. Organizational activities include education and training, inventory process activities, formulation of strategies and objectives/measurement indicators/schedules/principals, regular progress review, performance feedback and plan revision. At the level of performance measurement, it is very important and cannot be ignored. Just like flying a plane, you don't have correct real-time dashboard data. The worst case scenario is to mislead your resource focus. Otherwise, this information is of no reference value and can't guide you where to improve. Therefore, the function of measurement plays a very important role in a successful lean production system, and the selection of measurement indicators and accurate information (including cost and production data ...) are two key items. Don't forget to record the performance measurement function mentioned above, otherwise everything will be empty talk. Lean production is more than just improving a single production process. This is a complex work, involving all departments in the organization, so the accurate solution is cross-departmental and comprehensive. The above are just some personal views on lean production. Please share your opinions in the "Lean Production" discussion forum. The Actual Effect of JIT in Sports Shoes Factory Foreword: With China's entry into WTO, not only the market competition of domestic enterprises is becoming increasingly fierce, but also the competition among the leading brands in the footwear industry in the world is becoming increasingly fierce. Actually, it's the same. Fortunately, I have experienced the reform process from beginning to end in recent years, and I hope to take this opportunity to try my best to teach an axe in this class. I have been engaged in the production of sports shoes for more than ten years. In this process, I have been making a brand-Adidas. It turns out that before 1999, the production status of this brand was still in the form of few samples and a large number. As we all know, for factories, fewer samples and more samples mean less output loss and high efficiency! However, since 2000, Adidas headquarters has vigorously promoted lean (real/simple/thin) production, and in a very short time, it has become the second child after Nike from the third among the top ten sports shoes brands in the world. So other brands are scrambling to introduce it as the starting point of reform. (but in fact, although everyone is doing it, they are not doing it as well after all. Then why does it have such a great effect and have such a great impact on the footwear industry? Although I can't know other more specific data of the effect of Aadidas in this process, the effect produced in the production factory really proves its extraordinary, especially for some domestic shoe-making enterprises that want to develop better and stronger, which has certain reference, learning and practical value! What impact does Lean have on the factory? Directly and can help the factory: 1: reduce inventory. 2. Save production space. 3. Shorten product delivery time. 4. Improve efficiency. Generally speaking, it can improve the overall competitiveness of the factory! The following are large-scale Taiwan-funded factories specializing in the production and manufacture of world-famous sports shoes (Adidas). The author personally participated in and experienced the improvement process of the assembly line. Before improvement; The combination line adopts tradition; Horizontal machine layout and mass production mode result in a large number of products in the production process, and the manufacturing process takes a long time. At the same time, mass production causes a lot of unnecessary waste work such as handling, counting, repeated taking and placing, so it is not ideal in labor productivity and product quality. Key points of improvement; The production line is established by the technology of "assembly line production", the target lead time is calculated according to the market demand (the production management plan of the day), and then the processing time and manpower time of each station are calculated. According to these data, the analysis results consider the balance of the production line, and at the same time, after mastering the number of machinery and equipment needed for the production line to be improved, according to the lean "assembly line" practice, the machinery and equipment are assembled as closely as possible according to the processing order. Between each working procedure, the traditional basket-by-basket material transfer mode is abandoned and replaced by the so-called "one piece flow" logistics mode described by L·EAN, so as to reduce the number of products in process and change the configuration mode of operators. The fixed mode of one person, one process and one energy is abandoned, and the allocation of personnel is determined on the basis of production lead time, thus forming multiple operability. In addition, it has improved many material supply channels, changed tools and other basic improvements related to IE. After improvement; Five days after the above-mentioned "streamlining" method was improved; The labor productivity increased by 26.8%, the inventory decreased by 63%, the delivery time was shortened by 43%, and the defective rate was reduced from 8% to 5%. Generally speaking; Pursue in the factory; P/Q/C/D improved significantly after one week. As far as intangible results are concerned; The overall concept of employees has also improved, the whole production state of products has become more transparent, and the production mode of production lines has become more flexible than before. So far; Less than two and a half years after lean implementation, the number of orders received by the factory has increased from 400,000 to 600,000 to100-120,000/month, which is twice the original growth rate. What does lean mean? Lean is lean (real/simple/refined) production, that is, to eliminate all unnecessary waste within the enterprise and let the enterprise achieve lean state. There are many ways to make enterprises lean, among which Toyota production mode (TPS) is the most representative, which mainly includes two pillars; One is "timely" and the other is the self-mobilization of the word "people". The above-mentioned Taiwan-funded enterprises adopt the assembly line production method, one of the four technologies in the "just-in-time" method in TPS. Is lean practical for us? Today, when the market has changed from a "seller's market" to a "buyer's market", consumers' requirements in terms of quality, selling price and delivery date are constantly improving, and the large orders of production enterprises in the past will gradually be replaced by "diverse and small" production orders. Here, I dare not say that this method is necessarily the best, but I can be sure through my personal participation and promotion experience for several years. If you want to improve the competitiveness of the enterprise itself, this mode of production is really good! And very practical! Will definitely help you move towards a better future! Postscript: I'm here to briefly introduce what I've learned, hoping to be more helpful to you. At the same time, it is hoped that domestic shoe-making enterprises will not only introduce different advanced equipment, but also refer to foreign advanced management methods, which will have an all-round effect on the enterprises themselves.