How to do a good job in lean production and promotion methods,

(A) the implementation of lean production, the first is the change of concept.

Lean production is a management idea and technology to completely eliminate ineffective labor and waste, and it is an endless pursuit of perfection for management improvement. According to this basic principle and combined with its own actual situation, all factories (departments) of FAW have determined the overall goal of implementing lean production mode. For example, the foundry put forward the overall goal and requirements of "four no's, two excellent ones and one improvement". Its basic contents are: production management pursues no inventory, quality management pursues no defect, equipment management pursues no shutdown, and cost management pursues no waste; Optimize production and provide quality service; Improve labor productivity.

1, pursuing non-inventory in production management-completely changing the traditional practice of ensuring production with excessive inventory reserves, and changing the push production centered on the "modeling" process into the pull production starting from the "cleaning" process. Fixed production (single-flow production) according to demand, the variety of Kanban management gradually expanded, flexible production was implemented in "modeling" production line, and computer management was applied to production planning and production statistics, which greatly reduced redundant processes, work-in-process and inventory, minimized capital occupation and improved production organization level.

2. The pursuit of defect-free quality management-continuous improvement of quality management and casting quality level. Quality management should change from "full inspection" to "zero defect management", further reduce bad losses, apply lean thinking to study and implement quality improvement and tackle key problems, and improve the technological level of products. Implement the quality responsibility system, strictly carry out Audlt quality review (advanced method of German Volkswagen) in the factory, and strictly observe the process discipline, so as to ensure that every link, every working procedure and every employee are carefully operated and strictly controlled, so as to ensure that the internal and external quality of castings meets the quality product standards.

3. Non-stop equipment management-improve the mobility of equipment, improve the technological level of tooling, prolong the life of workpieces, adhere to the production site as the center, pay special attention to on-site inspection and equipment maintenance, and implement closed equipment management. The rapid mold changing mode is adopted to meet the production needs of small batch and multi-variety. By taking a series of effective measures, the technical state of equipment and tools is continuously improved, which provides reliable and necessary conditions for ensuring smooth production and producing high-quality castings.

4. Cost management pursues no waste-pay close attention to input-output management, achieve less input, more output, high quality and low consumption, and reduce costs. Carry out three-level economic accounting in depth, and do a good job in the assessment of production links such as casting acceptance rate, sand core utilization rate, burden input, molten iron output, sand core yield, molding rate and cleaning qualified rate. Re-set the maximum and minimum reserve limits of raw materials, finished products and spare parts. , so as to meet the production needs as low as possible, greatly reduce consumption and waste, revitalize funds and reduce casting costs.

5. Optimize production-every production link of the whole plant strives to reach the overall optimization standard. Implement the integrated management of production factors, strengthen the "5S" management on site, standardize the on-site operation equipment, improve the environment of production site, improve the civilized production level on site, and make the production factors reach the best combination state.

6. Excellent service-strengthen the management department to serve the front line of production and the rear to serve the front, and effectively change the past work style of the management department.

(B) The implementation of lean production has promoted the improvement of management level with the advancement of production field.

In the initial stage of implementing lean production, the emphasis is placed on the manufacturing process. With the deepening of the understanding of lean production mode based on Toyota production mode in the world, many enterprises expand their connotation from manufacturing field to product development, cooperation and support, sales and service, financial management, enterprise organization and other fields. Therefore, the content of FAW lean production mode has also begun to expand to the management field, in order to realize the whole process lean production.

1, fully implement pull production. Users who insist on fixing production by sales and taking the latter process as the former process, take each assembly line as the leader, pull assembly by assembly, pull parts by assembly, pull parts by wool and pull materials by wool, and implement full supply chain pull production.

2. Strive to achieve balanced production. Balanced production is the premise of realizing pull production. Balanced production is not only the quantity of production, but also the comprehensive balance of product type, production hours and unprepared load. It requires that equipment and tooling should always be kept in good condition, materials should be supplied on time, and the technical level and attendance rate of operators should be kept good and stable. At that time, 54 production lines of FAW headquarters had reached the overall optimization standard, and all production lines had been reasonably adjusted.

3. Organize Kanban to manage production. At that time, Kanban was used for delivery between professional factories, and it has been skillfully used in the field of medium-sized truck production, but it has not been fully on track in other parts production fields in China, and Kanban management is only implemented in some professional factories and some production lines. Even so, the use of Kanban management by FAW has greatly reduced the reserve of WIP.

4. Computer-aided production management. FAW has mainly carried out two tasks in computer-aided production management:

(1) Apply computer management technical documents in the production department to complete the vehicle plan. Parts planning management and production statistics and analysis management. This work has been completed, ready to network with sales, supply, cooperation, finance and other departments to achieve information sharing.

(2) The general assembly plant and some professional plants use computers to control the production process, and gradually realize the balanced production of many varieties and small batches, and the synchronous production of the whole vehicle and assembly, assembly and parts, and truly improve the pull production to the modern management level. Balanced production requires that all aspects of the production process should be guaranteed to be realized, especially in the case of compressing WIP, it is more difficult to organize balanced production. To this end, FAW strengthens all-round management and carefully organizes the timely supply of materials (blanks), tools and machine tool spare parts. All management departments and managers are absorbed in production management, and logistics services are also trying to provide timely and high-quality services for the production line. Therefore, FAW arranges the loading plan every month according to the sales demand, and adjusts it in time according to the market situation, so as to quickly stop the production of unsalable products, arrange the best-selling products as soon as possible, and initially realize the mixed-flow production of multi-variety vehicles (reasonable mixed-flow production of several products).

5. Do a good job in the overall optimization of the job site. The overall optimization of job site is the basis for enterprises to implement kanban management. The overall optimization of the job site includes the layout adjustment of field equipment, the reasonable arrangement of process flow, the transformation of linear production line into U-shaped production line, and the transformation of mass production into multi-frequency and small batch production. For example, the foundry has 10 molding production lines, 8 of which are multi-varieties. In the past, one casting was produced centrally, and another casting was produced after a large number of reserves. The shortest casting production cycle is 3 ~ 5 days and the longest is 10 day. By adopting multi-pass small batch production, the standard work-in-process of each casting is reduced. In order to meet the needs of rapid variety replacement, the foundry also improved the process of replacing tooling and molds, and adopted measures such as preheating in advance to shorten the time for replacing templates from more than 4 hours to 20 minutes. As a result, the inventory of finished products was reduced from 7 days to 3 days, which laid the foundation for the implementation of kanban management.

6. Implement the "three pairs" mechanism. Establish a "trinity" mechanism with the site as the center, the production workers as the main body and the workshop director as the person in charge, and effectively organize the services with the rear as the front and the organs as the grassroots.

7, the implementation of the words "5S", improve the site environment. To implement lean management in the production field, it is generally to reorganize personnel from the work site. Because "5S" is the basis of implementing lean production, and the management level of "5S" is often an important symbol to evaluate the lean management level of an enterprise. However, the "5S" work involves changing the traditional habits and outdated styles of enterprises, which is easy to carry out and difficult to adhere to, and needs constant unremitting efforts.

(C) in accordance with the requirements of lean thinking, deepen the internal reform of enterprises, and transform the operating mechanism of enterprises.

FAW is the first batch of large state-owned enterprises built during the "First Five-Year Plan" period, and its production management model is to copy the model of the Soviet Union in the 1950s. In addition, due to the long-term planned economic system, the internal institutions of enterprises are bloated, overstaffed and inefficient, which seriously restricts the development of productive forces. According to the requirements of lean thinking, FAW has mainly done two things in deepening the internal mechanism reform of enterprises.

1, fully implement the three system reforms. In the initial stage of implementing lean production, FAW Group Company completed various tasks, such as streamlining the organization, reducing the number of employees, managing the contracting of all staff, and implementing the post salary system. 288 department-level institutions were compressed, with a compression ratio of13.4%; The compression ratio of personnel quota is 10970, in which the compression ratio of cadres is I 1.7% and that of workers is 9.04%. In the year of downsizing, the group company achieved negative growth in personnel, and the labor productivity of all employees increased by 25% over the previous year.

2, adhere to the "lean main body, stripping auxiliary". Separate the departments that undertake social and life service functions from the main body, set up independent and self-financing industrial development companies, and gradually transform the burden of enterprises running society into a wealth that continuously improves economic benefits. In addition, due to the successful operation of the radiator company directly facing the market, FAW directly pushed the assembly and parts factory that has begun to take shape to the market and became an independent or relatively independent subsidiary.

(D) under the guidance of lean thinking, product innovation and technological innovation.

Injecting lean thinking into product research and development stage to meet the growing needs of users is not only the foundation of enterprise survival, but also the important content of taking the road of innovation and maintaining its own brand. Therefore, FAW proposes to develop "three cars and one machine" with lean thinking (i.e. flat car, van, small red-flag car and 488 engine) in order to explore a lean development road suitable for its own characteristics in practical work.

1, implement the leadership mode of main inspection system (project manager responsibility system), and strengthen the centralized and unified command of product development. FAW has set up three headquarters headed by the company's deputy general manager, which is responsible for the whole process of each product of "three vehicles and one machine" from design and trial production, production preparation, quality assurance, cost control to production and processing. Full command and overall responsibility. The subordinate automobile research institute has changed its organizational structure from professional division to product division, set up a medium-sized truck department, a light truck department and a car department, and set up the post of chief inspector to implement unified management of design, trial production and testing according to product types.

2, the implementation of synchronous engineering, change the past work procedures of the baton. Synchronous engineering, also known as concurrent engineering, is a systematic method to implement parallel and integrated design for product planning, development and related processes (including manufacturing process and supporting process). For example, the production system intervenes in advance and organizes the trial production of new products in strict accordance with the existing production arrangements, which not only ensures the trial production progress and manufacturing quality of new cars, but also helps to promote the best cooperation between product design and process plan; Organize the design and manufacture of process equipment and non-standard equipment at the same time of process design; For the workpiece with long manufacturing cycle, before the die design is completed, the blank drawing is drawn first, and a special person is assigned to order the die blank for phase processing, which greatly shortens the die production cycle.

3. Quality management extends to the field of research and development, with special emphasis on quality control before production. When determining the production schedule of new products, the quality objectives before the production of new products are stipulated; Send the newly trial-produced cars to the direct users for actual use test, carefully analyze the product quality problems fed back by users, immediately organize quality research on frequent problems, and include the results in the design and process plan of new products; The trial production of new products is all included in the quality management system and audit evaluation system, and the quality is strictly controlled before production; Select supporting enterprises in the way of public bidding and selecting the best points, rectify the existing supporting enterprises and strengthen the quality control of supporting products.

(5) Do a good job in team building and carry out mass improvement activities.

It is the tradition of FAW to adhere to the people-oriented principle, widely mobilize the "master spirit" of employees, participate in enterprise management and carry out technological innovation. The main methods are as follows:

1, and carry out the activities of team upgrading and reaching the standard. At the beginning of the activity, on the basis of improving the basic work management, the "Regulations on Team Work" was formulated. Those who meet the standards stipulated in the Regulations shall be named as "the team on the Regulations". Since then, "self-control team" and "trustworthy team" have been added to the "duty team". Focusing on quality "three self-control" and taking "trustworthy team" as the highest level, we will carry out "creating three groups" to upgrade and meet the standards.

The criteria of "creating three groups" generally include: whether to carry out QC group activities, whether to have achievements in that year, whether to carry out team quality activity days, whether to adhere to quality improvement activities, whether to prevent group quality accidents and responsible repaired products from being unqualified; Complete various economic and technical indicators (including output, quality, variety, cost and labor productivity) month by month for one year in a row, adhere to civilized production, adhere to learning technology and quality management, and adhere to the correct use and careful maintenance of equipment; To master this position, we must understand and be familiar with (technology, standards, testing); Adhere to the process discipline, and implement the three-press (according to drawings, processes and standard procedures) processing; Respect the inspector, be responsible for the quality, and never let go of any quality problem; Give play to the role of two long and three members; Meet all the conditions of this procedure about teams and automatic control teams; Self-control workers account for 90% of the total number of teams and groups; There are rationalization proposals, quality internal control standards and deepening process projects; Do a good job in self-inspection, self-classification, self-stamping job number and "three-self control" to control the flow of defective products to the next process, and so on.

With the gradual deepening of the concept of lean production, FAW has added a lean team on the basis of "creating three groups". As the highest level of team upgrading, the standard of lean team not only aims at production and quality, but also focuses on cultivating an all-round person and extensively carrying out mass improvement activities.

2. Carry out large-scale improvement activities. This activity was carried out in the story that 800 tons was changed into 80 tons in the ash cleaning workshop of foundry. There used to be an idea that the more semi-finished products workers produced, the greater their contribution to enterprises. The most difficult ash cleaning workshop in foundry is old and advanced. The inventory of castings here was as high as 800 tons at one time, and a 5-ton truck could fill 160 vehicles. By learning lean production methods, the workshop director learned that too much inventory is a waste. These iron mountains piled up in the workshop have occupied 6.5438+0.5 million yuan of enterprise funds for many years, which is the source of low enterprise efficiency. The ash cleaning workshop immediately mobilized workers to declare war on ineffective labor in production. By re-planning the equipment layout of the workshop and improving the equipment, technology, management and operation methods, the whole workshop work will be carried out and the production will be synchronized with the next link. This change not only changed the old appearance that the ash cleaning workshop was full of castings and iron ore piled up like mountains. It will also reduce the work-in-process from 800 tons to 80 tons, reduce the capital occupation to 6.5438+500,000 yuan, and double the production capacity. After their experience was popularized in the whole company, it focused on how to eliminate ineffective labor, reduce and eliminate waste, and formed the climax of mass improvement activities.

3, to carry out business knowledge and operational skills learning and training. Through the organized and planned study and training of business knowledge and operation skills, FAW has cultivated an all-round person, gradually realized that all the equipment in this group can operate, maintain, repair and improve, solved the management obstacles caused by too fine division of labor, improved production efficiency and fully exerted the talents of workers.

Workers' training is generally organized by the workshop itself, with skill operation training as the main part and necessary theoretical knowledge learning as the supplement. The technical school affiliated to the group company and the Youth League Committee jointly organized FAW Youth Television School, which trained more than 20,000 young workers without vocational training on FAW development, technology and management knowledge, and achieved good results.

For example, since the implementation of lean production mode, tool factories have made great efforts to tap human potential. First of all, the second fixture workshop tried out the operation of one person with multiple machines, which broke the boundaries of work types, allowed cross-operation, and encouraged one person to be multi-functional. It used to take 2-3 years to train an operator, but now it is required to master a technology within a few months. Therefore, some workers have "three fears" at the beginning of the experiment. Afraid that their current good jobs will be replaced by bad jobs, that learning more skills will be too tiring, and that their personal income will be affected, some management cadres have three worries: they are worried that workers will spend time learning skills, that working hours in their posts will be less after graduation, which will affect the whole production task, and that no one is willing to do hard, dirty and tired work. In response to these ideas, the tool factory formulated an incentive mechanism and a restraint mechanism in time to encourage employees to be versatile. On the incentive policy, it is proposed that all employees who participate in multi-post study should have high or low post salary and post bonus, and the workshop should give appropriate rewards and simple compensation when participating in multi-post study and affecting personal income; Multi-machine operators have priority in the selection of advanced and promotion; Personnel who have no working hours shall be rewarded according to the working hours when operating on the machine tool, in addition to completing their own jobs; If possible, try to satisfy employees' willingness to choose their own jobs. The workshop put forward in the restraint mechanism: limit the post study period, and all bonuses paid during the study period will be deducted if they cannot be employed at the expiration; In the employment contract, all employees under the age of 50, including management cadres and car attendants, are required to be versatile.

The matching operation of incentive mechanism and restraint mechanism has promoted the development of multi-functional activities in one post, allowing workers to learn quickly and apply them flexibly. Due to the operation of one person and multiple machines, the disadvantages of over-detailed professional division of labor for many years have been eliminated, the main contradiction of single piece and small batch production has been solved, the imbalance of tasks between posts has been eliminated, the intelligence and equipment potential of workers have been fully exerted, and balanced production has been realized.

(6) Process transformation, tapping potential internally.

1, in order to achieve more output with less input; Fast input and fast output; Some departments have created many effective management methods for the purpose of input and output. For example, if a single product line is transformed into a multi-product mixed-flow production line, products with different series and specifications can be processed on the same production line; Through the reasonable adjustment of production line and the implementation of small batch and multi-frequency production, a large number of production sites and warehouse areas have been vacated; Distribute parts with simple shapes and easy processing to affiliated factories or cooperative factories, and free up tall factories to produce complex and high-tech parts, which not only makes full use of the existing excess capacity, but also gives play to its own technological advantages; In terms of technology introduction, we only buy the essential main equipment in production, and manufacture auxiliary equipment ourselves, saving a lot of foreign exchange.

2. Practice the direct delivery of supporting products. Long-term practice has proved that direct delivery station is very effective in reducing capital occupation, saving packaging materials and storage and transportation costs. Such as tires, leaf springs, batteries and other supporting products, which occupy a lot of money, are sent directly to the station, saving more than 20 million yuan. For the supporting enterprises far away from Changchun (where FAW's headquarters is located), FAW will * * * jointly build a "FAW Collaborative Transit Service Center" with them to realize the work from the center to the direct delivery station, laying a solid foundation for FAW to change its production mode, improve production efficiency and establish the "First Automobile" national automobile brand.