How to fully implement lean management?

First, mobilize the masses to find the weak links in management, and implement project and elimination management for lean management

Lean management is the development strategy of FAW Group at this stage based on the analysis and study of China's national conditions, and it is the most important thing to realize the scientific management within the enterprise, according to the spirit of the expanded meeting of the FAW Party Committee, our factory included lean management in the factory's policy as early as 1994.

The first thing we did was to focus on mobilizing the masses

After the launch of the whole factory conference, the launch of the cadres above the middle level, the launch of the department, the launch of the group, the launch of the plant in accordance with the way of reverse thinking in the plant's production and operation activities to find out the 40 management issues,

After the factory leadership team will be studied and recognized as an important part of the plant's policy and target management, the implementation of the assessment and the implementation of project, elimination of project management. The practice of implementing lean management: In 1996, after summarizing and promoting the basic experience of 1995. In accordance with the idea of "re-lean", 36 management topics have been formulated to improve economic efficiency by closely focusing on the production and operation activities of the enterprise, and better results have been achieved in implementation, tracking, guidance and assessment. The realization of the management to benefit.

Two years. In our list of lean management topics, there are qualitative (to solve the management progress of the subject), quantitative (to improve economic efficiency of the subject), there is a big issue of the decision to eat, but also to solve the "plugging the loophole" of the small issues in the process of the actual charming, the factory and the practice of the management of the Department of the work focus on quantitative issues, seize not to let go, and follow to the end. The company's management team has been working on a number of issues, and has been working on a number of them.

For example, steel procurement, reduce procurement costs. Spring steel is the main raw material for the production of my plant, the annual consumption of about 40,000 tons, the price of raw materials into the factory directly determines the economic efficiency of enterprises,

And in the process of gradually improving the market economy, there are still a variety of unfair competition, which began in early 1995, the factory will be more than the price of steel purchasing as a key issue included in the plant's lean management issues, according to the market to determine the flat steel purchasing target at the beginning of the year,

The factory will be the main raw material for the production of my plant, the annual consumption of 40,000 tons. Flat steel procurement goals at the beginning of the year,

After the plant manager and all supply staff **** with the efforts of 1995 to achieve direct benefits of 1.492 million yuan in 1996 to achieve direct benefits of 1.296 million yuan.

Inverse two, the implementation of the "countdown" production organization law. Reduce costs. I plant the workshop's production tasks full of uneven, the task is not full of time (completed), usually have a "loose point" to increase costs. 1995 factory will compress the work in progress, reworked products as an important topic included in the lean management topics. Through the key processes to implement the sticker "turn order card" system, improve the work-in-process management system. The implementation of "5s" management, the establishment of work-in-progress on-duty repair system and a series of measures. Achieved results, 1995 base factory compression of work-in-progress, to achieve direct economic benefits of 5.33 million yuan. 1996 I plant business situation is more difficult,

especially in the case of insufficient tasks. More can not "light the lamp to boil oil", must fight "short, flat, fast" battle. To this end, we use the "countdown" production method of reverse thinking to organize production, a change in the past to promote the production, adhere to everything from the demand of the back-channel process, rather than interrupt the production of the amount of production is not to engage in excess of the front production, the base of the monthly plan according to the production capacity of the day to determine the assessment of the task of completing the period of time more than the month of the time specified as not completing the task with the

This not only shortens the duration and improves the efficiency but also increases the rest time of the workers,

Welcomed by the workers. 1996 daily output value increased by 20% compared to 1995, the heavy oil consumption decreased by l8.6% to achieve direct economic benefits of 698,500 yuan.

Example three.

Superior varieties, grasp the quality, and enhance the competitive strength. In order to solve the FAW production cuts, the enterprise started insufficient difficulties, in the domestic other supporting manufacturers, social maintenance users and foreign exports of three markets to find a new way to meet the needs of users, the development of new varieties of l9 kinds in 1995, generating income of 6.73 million yuan, of which "six flat diesel" with 8E spring and export of the A5 spring have been put into mass production. In 1996, we developed 39 kinds of new products and generated a profit of 287,000 yuan. In order to ensure the supply of products on schedule according to the needs of users, the technical section and the technicians of each workshop often went into the field, adjusted the technology and work equipment, and actively communicated with the production section and the workshops to carry out the trial production of new products and process verification, which fully demonstrated our ability in the market economy condition. The company has demonstrated its technical strength in the market economy.

Two, rewards and penalties, persistent

In 1995 in the plant after the general development of lean management activities, the plant manager realized the benefits of lean management for the enterprise, in order to maintain the enthusiasm of the staff to carry out long-term lean management,

And push the lean management to the depth. The factory manager personally presided over the development of (lean management, rationalization proposals, QC group activities. Modern management methods assessment and reward methods), the implementation of "sub-port management, unified reward standards", the direct economic benefits and can be reflected in the financial accounts of the subject by the plant identified.

The implementation of the block cumulative incentives, within 100,000 yuan award 1%, 10 a 500,000 yuan award 2%, 500,000 yuan or more award 5%, recognized once a year,

Can not be completed according to the progress of the project into the month of the economic responsibility system assessment of the fines, the whole plant in 1995, the completion of the subject of the l9 direct economic benefits of 3,585,000 yuan, 86,000 yuan in bonuses; 1996, 36 projects to achieve direct economic benefits of 3,585,000 yuan, the issue of bonuses. In 1996, 36 projects made direct economic benefits of 4.331 million yuan, issued a bonus of 119,000 yuan.

Through the implementation of lean management for more than two years,

We realize that "a hand" in place is a prerequisite for the implementation of lean management. The leadership team attaches importance to enterprise management, especially to the enterprise's synthesis management, is the key to the success or failure of the implementation of lean management. We are now in a new period of deepening reform and accelerating economic development, due to the national macro-control policies are not complementary, not in place, coupled with the weak foundation of the enterprise's own management. It appears to the situation is not adapted, how to solve this problem, we believe that the implementation of lean management is a good choice, and in the implementation of lean management of this reform. A hand must take the lead. If a hand is not listed, lean management is not up, the most is a small fight, into what the atmosphere. 1995 early our factory director held a number of relevant departments to participate in thematic meetings, analysis, research, development of the plant's lean management program. And personally coordinate to solve the practical problems in the implementation of the production plant director to directly grasp the key issues in the lean production, enterprise management section to take the lead in organizing and assisting the departments to implement the implementation of the program. Without the attention and support of the plant leadership, the implementation of lean management in our plant would not have progressed so smoothly.

China's economy will enter a new growth period in 1997. The contradiction between the rapid growth of production capacity and the limited market is still the main contradiction in the domestic automobile industry, and variety, quality and cost are still the main factors of market competition. According to this situation in 1997, I plant lean management topics of the project to reduce costs as the center, and strive to achieve the goal of reducing the cost of each ton of product by one hundred yuan,

Implementation of the project, elimination of the project management, to the management of the direct economic benefits to be not less than 3 million yuan. "Deepen reform, change mechanism, accelerate development, lean management, create a famous brand, increase efficiency", is our Liao bomb factory in 1997, the factory policy, we will be in this year of special historical significance, continue to lean management as the core, closely around the market to grasp the product, grasp the quality, grasp the sales, grasp the service, so that the Liao bomb factory in the The situation of more incremental factors, to achieve better economic benefits. Reprinted in /jycb/4574.html