1, build an excellent team
We often hear about team spirit now, but I have met many companies that really lack team spirit, but when they are recruiting abroad, they keep preaching how good their company's team spirit is. Here, I think we can see the team spirit of our company through several phenomena:
First, did you quarrel at the meeting to pass the buck?
Second, if you are the person in charge of the production department, you tell the person in charge of R&D that their research and development is unreasonable and the production is difficult, and he will take the initiative to go to the scene to see it, and then accept your point of view and say that it needs to be improved?
Third, how much real-time lean production training does your manager have for your supervisor, how much real-time lean production training does your supervisor have for the team leader, and what about the employees? Do employees know those management tools?
2. Take the initiative to take responsibility.
You might as well ask the executives of your company a question: the development department is next to the production department, separated by a layer of glass. Now, you are an engineer in the development department, and you get a call saying that the production line has stopped. You don't know what the fault is, only that it has been discontinued. So, you will check the problem from those convenient places. Toyota engineers will tell you: I'll take the drawings to the site right away to see if it's because of my own design problems that I can't produce them.
And many of our answers are: see if there is a power outage; Is there anything wrong with the material? See if similar problems have happened before, and what are the reasons; See if there is anything wrong with the equipment. These answers all explain a problem from a deeper level:
In his mind, he is shirking responsibility, whether he has problems or not. If everyone thinks so, it will be difficult to find the problem of the production line. If everyone considers the problem from their own perspective and prevents it from happening again, then a good cycle of five whys will be formed. You might as well ask the company with this question.
3. Positive work consciousness
You can see if there is such a phenomenon in your company: the purchasing department does not purchase incoming materials in time (whether it is a supplier problem or its own problem). Will the person in charge of your production department know the real reason? If it's a supplier's problem, does he know what it is? The answers of many of our companies are: we don't need to care about this problem, and the purchasing department will communicate with us. This is a typical lack of active work consciousness.
Toyota's requirement is that you, as the production department, quality department and even R&D personnel, should know that only when you have sufficient information can you adjust production in time and take corresponding measures, and the quality department and sales department can keep up with your pace without complaint. Or you can put forward improvement measures from your own standpoint. Many improvement requirements for suppliers are actually put forward from the production department or sales department of our company. If you don't care and don't take the initiative, how can you mention it? That should have happened, and it will happen again next time.
4. Cross-border management awareness
Ask your company: Will quality take the initiative to care about production? Including output and personnel health. Does the purchasing department know the assembly process? Many people say it will be very tiring and unnecessary, so you don't need to implement lean production because you won't succeed.
5. Innovative consciousness
We keep innovating. Does your company have it? When you put forward a plan, how do others evaluate you? Lean production company is: no matter whether this scheme is feasible or not, it is not allowed to attack and deny and needs to be encouraged. If it is feasible, implement it. If it is not feasible, the supervisor needs to explain why it is not feasible for the time being and give encouragement at the same time. Is your company like this? Maybe you will say yes. Then give a concrete example, your employee said, supervisor, I think it is possible to save manpower by putting these two products on the same production line. You asked him why, and he said, I can't say it, it's just a feeling. If he is a front-line employee, how do you answer him? Will you personally use your knowledge to investigate and then tell employees whether it is feasible?