Lean production organization strategy
First, carry out lean production and organizational change. Like other system implementation strategies, to implement lean production, it is necessary to formulate a good organizational strategy. Organizational strategy has two aspects: one is the change of the organization itself; The second is the construction of lean production organization.
1. Change strategy of lean production organization
We know that traditional organizations are formulated according to their functions. There are many levels, generally above level 5.
There are seven levels from the general manager to the group leader, and such a vertical organizational structure is very unfavorable for improving the work efficiency of enterprises. However, enterprises that implement lean production can only have two levels of organizational structure, from general manager to project team.
From the general manager to the factory director and then to the project team, each project team reports to the factory director, and each project team member directly faces customers, which reduces various intermediate links, improves process efficiency and work efficiency, accelerates the flow of information and materials, and improves the response speed to users. Therefore, organizational change is the first step to implement lean production. Therefore, everyone should be prepared mentally and psychologically, and change should start from themselves.
2. Organizational construction of lean production
The perfection of lean production organization construction is also the key to the success of lean production in enterprises. Enterprises that are transforming to lean production must first do a good job in organizational construction. General organization is divided into two parts: one is management; The other is production work.
The organization of lean production enterprises has the following characteristics:
1) The organizational structure of lean production enterprises is flat, and there are not too many levels in general enterprises, which are usually controlled within two levels.
2) Lean production enterprise management is implemented by the project team, which enables close cooperation between departments and breaks down barriers between departments.
3) All departments should cooperate with each other, take production as the center, and meet customer needs in a timely and efficient manner.
Therefore, enterprises transforming to lean production should strengthen organizational construction and project team building, especially project team building. Select good project team members and carry out the transformation of lean enterprises in a down-to-earth manner.
1) Determine the project team leader.
To determine the project team leader or project manager, work under the leadership of the project team leader.
The project team leader plays a very important role. Starting from the strategic objectives of the enterprise, set team objectives, carry out lean transformation of the enterprise and manage the project team well.
2) Determine the core members of the project team.
The core members of the project team should assist in making a good project plan, obey the arrangement of the project leader, advance the project tasks they are responsible for as planned, maintain good communication among team members, enhance the cohesion of team members, and form a lean and efficient project team.
3) Project team management
Strengthen the construction of project team, make it have the spirit of teamwork, strengthen team management and performance appraisal, and quickly transform into a lean enterprise.
2. Lean production management strategy
Chongqing Jingzhuo Enterprise Management Consulting Company found that basic management is the key for enterprises to successfully implement lean production. The so-called basic management is the sum of the quality of the main body and personnel of the enterprise, which is reflected in many dimensions such as venue, equipment, quality, delivery, cost and corporate culture.
1.5S and visual management
The implementation of lean production can not be separated from on-site 5S and visual management. 5S management looks easy, but it's hard to implement, and even harder to stick to it. Therefore, to do a good job in lean production, we must first start with the implementation of 5S.
The basic strategies for 5S implementation are as follows:
1) People's consciousness and thinking concept should be changed, not 5S for 5S's sake, but to improve the quality of the site and personnel, 5S is work, and work is 5S.
2) We should develop the work habit of being honest and upright, form a good working atmosphere and improve work efficiency.
3) We should have the belief of continuous on-site improvement, improve people's quality and the overall physique of enterprises to meet the needs of market competition.
Visual management, like 5S management, complements each other and is the starting point of lean production. Kanban management is the ultimate embodiment of visual management.
Visual management should start from the following aspects:
1) Set job site goals. It is necessary to create an atmosphere of on-site management, so that all personnel have a sense of participation in the environment, problems, causes and countermeasures.
2) Starting from 5S. 5S is the foundation of site management. Through the implementation of 5S activities, the environment and personnel quality have been comprehensively improved.
3) Thoroughly mark the method of placing items. Do a good job of marking items, so that the site management is orderly, marked and organized. Simplify management. Manage the stacking position of items.
4) Clear logistics and people flow. For moving objects such as people and things, it is necessary to move in an orderly manner, have a clear destination, and arrange people and logistics reasonably.
5) Benchmarks shall be clearly marked. Operation methods and inspection standards should be correctly marked in a clear and understandable way. When an abnormal situation occurs, it should be compared with the standard or template to make a correct judgment.
6) Warning and marking of abnormal state. When an abnormal state occurs, it is important to make everyone aware of the abnormal warning information and take preventive and corrective measures for the abnormal problem.
As can be seen from the above analysis, 5S and visual management are the most basic management work of lean production. Therefore, only by doing the basic work of 5S and monthly management can we lay a solid foundation for lean production.
2.TPM management
The so-called TPM (Total Productive Management) management, also called Total Productive Maintenance, is an effective way to improve the overall efficiency (OEE) of equipment, improve the production efficiency, quality and delivery date of enterprises, and is an effective tool for lean production.
TPM is an efficient production mode aiming at zero failure, which pays attention to the participation of all employees, improves the equipment operation rate and realizes safe production. Implementing TPM is the key to lean production, therefore, enterprises implementing lean production should do a good job in the basic management of TPM. The specific strategies are as follows.
1) It is necessary to evaluate the comprehensive efficiency of equipment for enterprises that implement lean production. There are 85% OEE people in world-class manufacturing enterprises, so it is necessary to evaluate the current situation of OEE level and determine the room for equipment improvement.
2) Train employees to improve the self-maintenance and self-maintenance ability of equipment, do a good job in 5S management of automatic control equipment, improve production efficiency and quality, and improve the comprehensive efficiency of self-maintenance equipment.
3) Change from equipment TPM to all-staff TPM, so that every department can participate in all-staff TPM activities, enhance the overall vitality of the enterprise and become an efficient lean enterprise.
4) Establish incentive-suggestion system, expand the self-management awareness of all employees, and form a competitive corporate culture.
3. Total quality management
TQM (Total Quality Management) is also the winning weapon for lean production enterprises. Establish a continuous improvement mechanism with QCC team as the core, continuously improve product quality and production efficiency, strengthen cost control and value analysis, achieve Excellence in quality, cost and efficiency, and finally become a world-class lean enterprise. TQM is also the basic management link of lean production. Therefore, TQM implementation strategy is as follows.
1) Strengthen the awareness of all staff to participate in quality management and continuous improvement, set up a QCC quality control circle with a team as the unit, and continuously improve process performance.
2) Use PDCA cycle and DMXIC improvement method to solve daily problems and difficult problems.
3) Mobilize and give full play to the enthusiasm of each member of the QCC team for self-management, and Qi Xin will work together to carry out TQM activities to achieve the goal quickly and produce the expected results.
4) Form interests with the supply chain and customers, improve upstream quality and downstream service, form a win-win situation for suppliers, customers and organizations, and lay a solid foundation for the sustainable operation of enterprises.
In a word, lean enterprise is also the best type of enterprise with basic management. Basic management is the key to the success of lean production. Why does lean production seem easy, but it is difficult to implement? Because of the quality of people and enterprises. Japanese enterprises have accumulated valuable experience in implementing lean production, and regard 5S, TPM and TQM as their three magic weapons. Only by continuous improvement and breakthrough can there be a miracle of Japan's economic development and the birth of lean enterprises. Therefore, basic management is the first step of lean production.
3. Lean production change strategy
Change management is the key to implement lean production. The implementation of lean production, like other activities, will inevitably encounter various obstacles and obstacles. How to overcome obstacles and successfully implement lean transformation is a concern of everyone. Chongqing Jingzhuo Enterprise Management Consulting Co., Ltd. summarized the following obstacles or obstacles to lean transformation of general enterprises.
1. Personnel resistance
In the process of implementing lean production, the resistance of personnel is mainly manifested in the following aspects.
1) attacks this method. Some people attack the lean production mode and think that the existing production mode is enough and there is no need to carry out the reform of lean production.
2) attack those who carry out lean production. Some people think that lean production is nothing new, and attack those who carry out lean production.
3) Make excuses and don't want to change.
4) Support in person and do it behind your back.
5) Keep the status quo and leave people who want to change.
These are human factors in the process of lean reform, so we should try our best to eliminate and reduce them, that is, we should eliminate human resistance in a planned way.
1) Promote senior staff and senior management. Publicize the benefits of lean production from top to bottom and reduce human resistance factors.
2) Good communication and training. When implementing lean production, we should have good communication and training so that everyone can participate in the process of lean production.
3) Compulsory participation in lean production. Take lean as the company's development strategy, force all employees to participate in lean production, and let lean production be implemented throughout the company.
4) Carry out projects on a small scale. In the initial stage of lean production, projects can be carried out in a small scope, and the results can be extended to the whole company to reduce the resistance in the implementation process. Implement lean production of the whole company in a planned and step-by-step manner within 3-5 years to realize the transformation of lean enterprises.
5) Authorized changes. Top management should fully empower the project team and arrange necessary resources for the project team to make the project go smoothly.
2. Dysfunction
Functional obstacle, also known as technical resistance. Mainly manifested in the implementation of lean production process, the lack of knowledge or methods of lean production. Mainly reflected in the following aspects.
1) work alone. Employees are used to working alone or alone, so it is necessary to improve their technical ability and form all-round workers to facilitate mutual cooperation.
2) Internal focusing. We should not only pay attention to internal workflow, but also pay attention to suppliers and customers, form a cooperative relationship with suppliers and pay attention to customers' voices, meet customers' requirements in time and improve customer satisfaction.
3) Cooperation is difficult. Do a good job in project team building, reduce internal friction, strengthen communication, overcome resistance, and let cross-departmental and cross-functional teams work together.
4) Pay attention to internal process improvement, but ignore customer value transfer. It is necessary to make the value flow and carry out a process of production, so that the value of customers can be reflected.
From the above analysis, it can be seen that eliminating technical obstacles and obstacles is the key to the success of lean production. Therefore, with the help of external forces, we should overcome the resistance and make the following decisions.
1) Focus on customer-centric processes. Let the value flow and create value for customers.
2) The project team should be a cross-functional team. Together, we will form a joint force of change, change the genes of enterprises, and generate real vitality.
3) Teach the project team to work together. Through the training of the project team, improve the team's ability to work together, communicate and cooperate with each other, reach an agreement as soon as possible, and achieve the goal.
4) Top management should have an impact on lean production management and set improvement targets.
As the top manager, first of all, we should provide the necessary resources for lean production and become the promoter of change; Furthermore, it is necessary to set the improvement goal of lean production, so that subordinates can move towards the common goal. In this way, the lean transformation of enterprises will become possible. Top managers are the most critical factor affecting lean production in enterprises, so top managers should start with their own changes.
3. Resistance to satisfaction
In the process of lean production, people are unwilling to change and are satisfied with the status quo. Mainly in the following aspects.
1) Because it is everyone's company, it turns a blind eye to the interests. Some people think that the company is a big family, some benefits belong to everyone, and they are unwilling to change, which forms resistance to the implementation of lean production in concept and consciousness.
2) think that most sales have inherent channels. Some people think that the company's sales have fixed channels, and lean production will not bring more sales, so they resist change.
3) People feel that nothing can be changed. Some people think that the company is doing better now and there is nothing to change, which hinders the change.
4) No sense of crisis. Some people have no sense of crisis and turn a blind eye to the increasingly fierce competition among enterprises and the shrinking profit margin.