First, reduce redundancy and increase value.
Reducing redundancy means simplifying processes to eliminate waste and create value. In manufacturing, this means eliminating overproduction, waiting for too much material transportation, over-processing, unnecessary actions and defect rework. Reducing redundancy in non-production process also means eliminating non-customer value-added activities, such as repeatedly obtaining the same data, collecting useless information, overcorrecting, etc.
Second, flow and balance, eliminating waiting.
In manufacturing industry, industrial engineers break down business into several logical subtasks, and the processing time of each subtask is roughly the same. The goal is to avoid queuing, backtracking and rework, so that the whole process can go smoothly without interruption.
Third, "pull" production synchronizes the process with the demand.
"Pull" production ensures that the company's processes are synchronized with the needs of customers. In order to achieve "pull" production, factories usually need to set up "Kanban", establish a clear customer demand signal and start the production process. "Pull" production is also suitable for non-manufacturing industries: ensure that the company's processes can respond to customers' needs in real time, and all activities are in sync with the needs.
Fourth, continuous improvement, continuous improvement.
Kaizen in Japan, the concept of continuous improvement, and the continuous improvement of European and American enterprises are the basis for creating a lean environment. This method can be gradually improved or improved, and it is expected that these changes will be more significant in the future. In order to get the maximum benefit, continuous improvement work should make full use of the knowledge most related to operation. At present, the popular tool is "Kaizen Event", that is, relevant personnel meet to formulate process improvement methods. This tool is also suitable for non-manufacturing process improvement, as long as people who experience the process every day participate.
Five, the success factors of lean work
Wherever lean strategy is implemented, the key to success is the same: leadership, planning and proof-of-concept pilot. First, successful execution begins with management. It is a long road from appointing an executive as a lean promoter to gaining the recognition of lean activities by the whole organization. Secondly, lean projects need conceptual design and project planning. Investing a lot of time in the early stage will obviously speed up the implementation process. Finally, within the controllable range, small-scale tests should be carried out for major process changes. Before full implementation, the improved process should be implemented in the business department or region. The attempt of this method is helpful to form the improvement momentum and significantly reduce the risk.