What principles guide the work of a lean project

The goal of the enterprise is to continue to provide customers with satisfactory products while pursuing maximum profits. At present, many enterprises are faced with the dilemma of how to effectively meet customers and produce at low cost while in the case of multiple varieties and small batches. Lean production management is a kind of customer demand as the pull, to eliminate waste and rapid response as the core, so that enterprises can obtain more operational benefits with less investment and improve the speed of response to the market.

Its core is streamlining, by reducing and eliminating all non-value-generating activities (i.e., waste) in product development and design, production, management and service, shortening the response cycle to customers, quickly realizing customer value appreciation and internal value-added, and increasing the return on capital and profit margin of enterprises. Lean production combines the advantages of mass production and single-piece production methods, and strives to be in the production system

1. Movement and balance, eliminating waiting.

In manufacturing, industrial engineers break down the business into logical subtasks, each of which is processed at roughly the same time. The policy is to avoid queues, backtracking, and rework, so that all processes can run smoothly without interruption.

Second, the "pull" production synchronizes the process with the needs.

"Pull" production guarantees that the company's processes are synchronized with the needs of the customer. Completing "pull-on" production in a factory generally requires a "Kanban" that establishes clear signals of customer needs and initiates the production process. "Pull" production is the same for non-manufacturing:

Ensure that the company's processes are responsive to the needs of customers in real time, while all activities are synchronized with needs.

3. Reduce redundancy and increase value.

Streamlining processes to eliminate waste, inventing value means reducing redundancy. In manufacturing, this means eliminating overproduction, waiting too much material to ship, over-processing, unnecessary actions, and defect rework, among other things. Cutting redundancies in non-production processes also means eliminating non-customer value-added activities, such as:

Repeatedly obtaining the same data, collecting useless information, overkill, etc.

Fourth, continue to improve and improve.

The continuous improvement concept of Kaizen in Japan and the continuous improvement of European and American companies is the foundation for the invention of a lean environment. This approach could be improved incrementally or incrementally, and it is expected that these changes will become more pronounced in the future. To get the most out of your efforts, continuous improvement efforts should leverage the knowledge that is most relevant to your operations.

One of the things that is prevalent at the moment is the "kaizenevent," which is a meeting where people develop process improvements. This thing also applies to improving non-production processes, as long as the people who go through the process on a daily basis are involved.

5. Successful elements of lean work.

Wherever a lean strategy is implemented, the keys to success are the same: leadership, planning, and proof-of-concept pilots. First and foremost, successful execution starts with management.

From appointing an executive as a lean enabler to gaining buy-in for a lean activity is a long road. Second, lean management projects require conceptual design and project planning. Investing a significant amount of time in one go upfront will significantly speed up the execution process.

Finally, major process changes should be tested on a small scale, within a manageable range.

What are the rules of use of lean production management:

1. The company's strategic mission is more important than immediate interests.

2. Customer first.

3. Eliminate waste.

4. Establish an uninterrupted operation process.

5. Implement post-pull production.

6. Emphasize the balance of production.

7. Create an "Automation".

8. Fully implement standard operations.

9. Respect visual management.

10. Cultivate leaders within the company.

11. Pay attention to employee education.

12. Respect the opinions of employees for operation improvement.

13. Train employees to become multi-skilled workers.

14. Respect and support the best businessmen.

15. Go deep into the scene and solve problems.

16. Steady decision-making and fast implementation.

17. Keep learning and improving.