Lean Production (LP) is a kind of praise for JIT(Just In Time) production mode of Toyota in Japan by experts from the International Automobile Planning Organization (IMVP) of Massachusetts Institute of Technology.
Lean production consulting is a brand-new production management model, which is driven by customer demand and centered on eliminating waste and continuous improvement, so that enterprises can obtain costs with the least investment and significantly improve operational efficiency. It is characterized by emphasizing customers' requirements for time and value, organizing production activities that bring value to customers with scientific and reasonable manufacturing systems, shortening the production cycle, and thus significantly improving the ability of enterprises to adapt to the rapidly changing market. Lean production management is the most effective way to control waste and reduce costs.
Benefits of lean production consulting 12:
1, reduce inventory
Lean production management is a production system that pursues non-stock production or minimizes inventory. The purpose of reducing inventory is to solve problems and reduce costs. Low inventory needs efficient processes and stable and reliable quality to ensure. When implementing lean production, many enterprises think that lean production is zero inventory. Without reforming the process and improving the quality first, we just ask to reduce the following inventory. As a result, it is conceivable that the cost has not decreased, but has risen sharply. So lean production is not suitable for my industry and my enterprise. This misunderstanding needs to be avoided.
2. Pay attention to the process and improve the overall efficiency.
What kind of process will produce what kind of performance. It should be noted that the goal of improving the process is to improve the overall benefit, not the benefit of local departments. Even if the interests of local departments are sacrificed for the overall interests of enterprises, process management in lean production management is very important. Good process management will greatly improve the overall efficiency.
3. Establish an uninterrupted process to respond quickly.
It is very important for lean production management to establish an uninterrupted process, and shorten the time of the whole process by compressing the invalid time without adding value as much as possible, so as to meet the needs of customers quickly.
Step 4 eliminate eight kinds of waste
Eight kinds of common waste in enterprises involve: overproduction, waiting time, transportation, inventory, process (process), action, product defects, and neglect of employees' creativity. Only by fundamentally eliminating these wastes can enterprises develop rapidly.
5, the whole process of high quality, do it right at a time.
Quality is made, not tested. Inspection is only an after-the-fact remedy, which is not only costly but also can't guarantee no mistakes. Therefore, quality should be built into design, process and manufacturing, and an error-free quality assurance system should be established to get it right at once. Lean production requires low inventory and uninterrupted process.
6. Customer demand before production
Only the required quantity is produced when necessary, and production and sales are synchronized. That is to say, production is carried out according to the sales speed, so as to maintain the balance of logistics, and any early production or late production will cause losses.
7. Standardization and work innovation
The role of standardization is self-evident, but standardization is not a kind of restriction and bondage, but a way to fix the best practices in enterprises, so that different people can do their best to maximize their effectiveness and efficiency. Moreover, standardization is not static, and standards need constant innovation and improvement.
8. Respect employees and empower them.
Respecting employees means respecting their wisdom and ability, providing them with a stage to give full play to their wisdom, and doing better for the enterprise and themselves. Employees manage themselves and do their own things well within the scope of the organization's responsibilities. They don't have to worry about being punished for mistakes in their work. There must be internal reasons for making mistakes. As long as they find the reason and take countermeasures, they won't appear next time. Therefore, lean enterprises employ "a complete person", while non-lean enterprises only employ "a pair of hands" of employees.
9. Meet customer needs
Meeting customer needs means constantly improving customer satisfaction, and it is quite short-sighted to sacrifice customer satisfaction for a little immediate benefit. Enterprises should practice with practical actions. Although the products are in short supply, they will never blindly expand their scale before everything is ready, and maintain a steady and pragmatic style to win the respect of customers.
10, lean supply chain
In lean enterprises, suppliers are valuable assets for long-term operation and external partners. They enjoy information, take risks and benefits, and they will gain honor and lose it. Unfortunately, many domestic enterprises run counter to this lean concept when implementing lean production. In order to achieve the goal of "zero inventory", they pushed all the inventory to the supplier, which made the supplier complain: your inventory has decreased, but my inventory has increased sharply. The goal of lean production is to reduce the inventory of the whole supply chain. Simply moving inventory from one place to another without making efforts to carry out process transformation will not solve any problems. When you keep squeezing and exploiting your suppliers, can you expect them to provide any high-quality support and service? You were the last to get hurt.
1 1, "self-reflection" and "existing things in place"
The purpose of "self-reflection" is to find out your own mistakes and constantly improve yourself. When mistakes happen, they don't punish individuals, but take corrective measures and widely spread the knowledge they have learned from each experience in the enterprise. This is completely different from the practice of fines in many domestic enterprises-most of the problems are caused by the system process itself, and punishing individuals will only make everyone try their best to cover up the problems, which will not help solve them.
12, teamwork
In lean enterprises, flexible teamwork has become the most common organizational form. Sometimes the same person belongs to different teams and is responsible for completing different tasks. The strength of the team is very strong. An enterprise can't just rely on the boss and leaders, but must have its own strong team.