Production line operators should visit users regularly, investigate and collect information about quality problems, or discuss other matters they care about with users. The function of customer service will run through the production business together with the corresponding purchasing and planning functions. It is their responsibility to ensure that customers' needs are met and to provide all components to meet the requirements of customers' products. It is also the responsibility to coordinate with all departments to ensure that customer orders are given priority.
2. The ultimate organization of lean enterprises should obviously achieve financial goals.
As a part of it, product engineers should provide plans to all manufacturing and processing personnel to ensure the feasibility and convenience of manufacturing. Functions such as facility maintenance, transportation and local procurement are all merged into a specific processing organization. Its goal is to remain more efficient, simple and convenient, and to eliminate bureaucracy, waste and activities with no added value.
3. Human resource organizations play an important role in lean enterprises.
In lean organizations, it is necessary to revise everyone's expectations and develop towards skill-based pay. This not only means that employees will be paid according to their skills, but also will be promoted and rewarded through the successful development of the organization. Individuals can take on more responsibilities within the team and enjoy the success of the team. The development of personal career needs planning and discussion, and the implementation route should be worked out. Personal promotion is no longer achieved by climbing the hierarchical ladder, but by improving knowledge, skills and leadership. The hierarchy of department leaders will no longer work, but work together as team members.
Employees are constantly trained in team organization, lean enterprise and interpersonal communication skills. The system must exist and be continuously improved to collect, evaluate, report and implement suggestions on improvement methods. You can praise individual contributions, but don't give bonuses, because doing so can only promote individual competition and reduce teamwork. Of course, the reward plan (if any) can be implemented within the whole group or team.
Human resources department has the responsibility to grasp the pulse of corporate culture, ensure the commitment to the team, and apply lean principles and measures. Try to inform all employees of the company of these problems.
4. The final physical layout of lean enterprises will not look the same as that of traditional enterprises.
In order to promote interpersonal communication and exchange, the number of offices is limited. Where there are offices, there may be transparent windows facing the interior of the building to enhance the cohesion of employees. Fully equipped meeting rooms can be provided for team use. The TV conference room facilitates the contact between the employees of the company's production line and users, and also facilitates the communication within the larger organization.
5. The technology of lean enterprise should fully blossom in the enterprise.
The value-added "continuous production process" method dominates the whole factory, and the inventory of parts between two operators does not exceed 5. The same principle applies to the office. The continuous review of information flow can be conducted in the office; Also, cancel activities with no added value. The material manager sends the material directly to the workstation. Raw materials and spare parts are stored locally at the use site, managed by Kanban and sent directly by the supplier; Moreover, all this is done by intuition rather than by written documents.
Keep the inventory at the lowest level, consistent with the usage and the time required for replenishment. Incoming goods are no longer inspected. The supplier is responsible for quality assurance and can control the quality in the manufacturing process if necessary.
Suppliers, customer service and maintenance and planning departments can work together as a team or merge with the corresponding business departments responsible for product manufacturing and processing.
The process and product engineering department can be specially designated to serve a certain process. Their duty is to solve problems in production, serve the assembly line and train production line workers when necessary.
The goal is to build a team, and the team is more important than the individual. Above all, the monitor should arouse everyone's enthusiasm. When necessary, it can replace the operator who can't come temporarily, or it can replace other personnel, such as repairman or material manager. Monitors can also solve problems in production.
Other functional departments can be mobilized, such as engineering department, quality assurance department, planning department and human resources department, so that the team can achieve the hourly production target. The monitor should also hold a daily meeting, make internal transfers and arrange substitutes for those players who are sick or on vacation. The monitor also needs to implement the suggested process improvement measures and coordinate them.
Compared with the organizations we are used to, these organizations are very different, many different. Such an organization will greatly improve productivity, make workers more satisfied with their work, serve the needs and aspirations of users, and the stock will definitely increase in value. An organization like this will almost certainly become a model without being criticized. But such expectations may take years to come. Nevertheless, as long as the enterprise is transformed into a lean enterprise, it can present a thriving atmosphere. Force competitive enterprises to catch up.