The significance of lean management

Lean management means that management should:

1. "Fine"-less investment, less resource consumption and less time, especially reducing the investment and consumption of non-renewable resources, with high quality.

4. "Benefit"-export more economic benefits and realize the goal of enterprise upgrading. More, better.

The concept of lean enterprise originates from the JIT concept promoted by Toyoda Taiyi, whose core is to completely eliminate the waste in the production process and other business activities.

In the past, lean thinking was often understood as simply eliminating waste, which shows that many enterprises advocate saving, improving efficiency, canceling JIT, reducing staff and redesigning processes in production. However, this only requires "doing things correctly", which is a one-sided and dangerous perspective. The so-called lean thinking should not only focus on eliminating waste, but also "do the right thing" with the goal of creating value. To sum up, lean thinking is to constantly eliminate waste under the goal of creating value.

Under the background of globalization, enterprises are facing increasingly fierce competition, and it has become a development trend to carry out lean reform of enterprises.

BPM and lean management

The traditional lean management thought paints a beautiful blueprint for enterprises, and BPM provides an excellent way to realize lean management.

Lean production LP

The core idea of lean production is to eliminate all waste and pursue perfection, which is called "the core of world-class manufacturing technology". The advantages of lean production mode are not only reflected in manufacturing system, but also in product development, cooperation, marketing network and management. Lean management will become the standard system of global enterprise management in the 2 1 century.

One of the main purposes of business process management is to make the final output (whether physical products or intangible services) more consistent and stable, to better meet the requirements of on-demand production and consumption rationality, and to improve the high-level requirements for products and services. Lean production depends on manufacturing process, while business process management depends on business process. In this respect, BPM pursues lean business processes, and the goals pursued by lean management and BPM are the same.

BPM implementation process is accurate

Lean production adopts advanced production management methods such as just-in-time production, zero inventory, one-step production and automation to improve the management level of enterprises. BPM emphasizes the quantification of process performance objectives, without which there is no accuracy.

The evaluation of the quality of a business process cannot be based solely on feelings and impressions. Process index is an objective measure to evaluate process performance and the embodiment of process precision. The most commonly used process indicator is the preparation time of processes and business activities, that is, the time required to complete a process or business activity. For example, the packaging integrity rate and the transportation punctuality rate in the distribution process.

BPM has achieved the goal of excellent management.

Lean management emphasizes "very punctual" and "on-demand production", requiring all links in the production process to be connected on time, without unnecessary logistics pause and inventory, and producing according to the quality, quantity and delivery date requirements of users. Just-in-time production is realized by improving the logistics and information flow in the production process. What customers want is: fast, correct, cheap and easy. The requirement of lean management is to achieve the fastest speed, punctuality and accuracy, the best cost and the most thoughtful service. Similarly, BPM pays attention to excellent management objectives and pursues continuous improvement of product quality, cost and service.

BPM and excellent management have the same pursuit, such as the lowest inventory, the shortest production cycle, the most reasonable utilization of resources, the highest productivity, the lowest production cost, accurate delivery time, the strongest market adaptability and so on. In BPM solutions, this excellent management can be designed, simulated and measured. BPM is constantly changing, pursuing excellence through continuous activities.

However, after lean transformation, enterprises find that lean production cannot be achieved in one step, and the improvement of lean is endless. Although BPM has established excellent and measurable process objectives, it is also a closed-loop management work of continuous improvement.

BPM is a high embodiment of team management.

Lean management emphasizes the role of team in management, and regards the wisdom and creativity of employees as valuable wealth and driving force for future development of enterprises; All methods of lean management are ultimately realized through the work and labor of all employees. Group work rules are the organizational basis for achieving this goal. The idea of group work method stems from its new understanding of the role of people in enterprises. Group work method inherits the golden mean thought of oriental culture, emphasizes everyone's enthusiasm and creativity, emphasizes team spirit, allows employees to participate more in enterprise affairs, cultivates their loyalty to the enterprise, and closely combines the interests of employees and enterprises. This is the spiritual pillar for the success of group working methods.

BPM has changed from traditional function-oriented management to process-oriented management. The new concept of enterprise emphasizes process and wholeness, and the key is to let employees establish the concept of process and manage and operate the enterprise according to the enterprise process. After the completion of BPM, each role in the business process is often an excellent person in the original management area, and they will become the core of new projects and new process lines. BPM establishes the goal analysis, standardized design, automation and monitoring of the whole process that runs through all stages of the life cycle, and realizes the team assessment based on the process, so that the whole team can break down departmental barriers and form an efficient enterprise cell for the overall interests of the process.

BPM realizes the customer-oriented management mode.

Lean management believes that in order to maintain and expand market share, enterprises must first have relatively stable sales channels and customers, and in order to ensure the quality and technical content of products, they must have relatively stable suppliers of raw materials, supporting parts and cooperative parts. The relationship between enterprises and sales agents, customers and suppliers is no longer a simple business object, but a partnership with * * * *, which is a major change in modern management concepts.

BPM sets the process directly related to customers as the key process, takes cost, service, quality and time as the core indicators, deploys corresponding solutions, realizes the customer-oriented management mode, and unifies the interests of customers and enterprises into enterprise goals, thus making it possible to truly realize the customer-centered operation mode.

Main contents and characteristics

Lean management is a summary and promotion of Toyota's production mode, which represents rich practical experience and profound management ideas in many industries and fields. The essence of lean management is to continuously improve the efficiency of value flow by eliminating various forms of waste. I think the main contents of lean management at least include:

1) Definition and abhorrent attitude towards waste: In addition to the seven classic wastes that are familiar to everyone in the manufacturing field, there are also various forms of waste in business activities, such as communication barriers, rigid structure, direction conflict, tool errors, failures, useless information, waiting, knowledge abandonment, premature setting, human resources and labor skills.

2) Lean enterprise culture: look at enterprise activities from the standpoint of customers and strive to improve the efficiency of value flow; Labor-capital harmony helps to establish a real team within the enterprise; The team members enthusiastically pursue perfection, and the concept of continuous improvement and Excellence is carried out in everyone's heart.

3) Just-in-time (JIT) operation: provide the right quantity of products or services at the right time and place, and use the least resources. Active as a rabbit, quiet as a virgin. Provide appropriate products and services according to customers' needs, neither too early nor too late. The enterprise's process standard is not rigid, the internal process can be changed due to market changes, and the response to the market is more sensitive and rapid.

4) Business process automation: The business operation mechanism aims to automatically identify anomalies, prompt anomalies, and stop running when necessary. Especially in various major decision-making processes, such as the adjustment and setting process of enterprise strategy and operation system, risk assessment and prevention system, emergency plan and measures, etc., should be included from the perspective of checks and balances.

5) Fool-proof system: Various operations, processes and systems can effectively prevent all kinds of easy-to-occur low-level errors and reduce all kinds of quality accidents and safety accidents.

6) The operation of the enterprise embodies the idea of "pulling": the enterprise is guided by market response and customer demand, and establishes a rapid response and pulling mechanism to market demand within the enterprise. The development and operation of enterprises are not characterized by administrative orders, but pay more attention to humanized management, and lead and promote all employees in the direction of development by "guiding" rather than "pushing".

Lecturer introduction

Sun Shaoxiong: Known as "the first person in Chinese mainland's 5S activities". He served as the senior manager of the Biotechnology Department and the Manufacturing Department of Matsushita, Japan. He has been engaged in counseling and training for nearly ten years, and has given hundreds of speeches, enjoying a good reputation in the north and south of the country, helping many companies such as China Mobile and Coca-Cola to make breakthrough improvements in management.

He has served as grass-roots supervisor, middle-level cadre and senior leader of Japanese enterprises, American enterprises and Taiwan enterprises, and has many years of practical management experience in world-class enterprises.

Many years of consulting practice have enabled Mr. Sun to accumulate rich practical management experience, especially in the aspects of 5S management, quality improvement, standardized management, on-site improvement and human resource management.

He has served dozens of enterprises such as ABB Electronic Control, Swire Coca-Cola, Wandashan Enterprise Group, China Railway Express, Jiangsu Yizheng Chemical Fiber and Far East Cable Group. Good at courses: enterprise diagnosis and counseling, organization and personnel system, production management, quality management, IE industrial engineering, etc.

course syllabus

Summary of the first CD

First, 5S is the symbol of first-class enterprises.

5S lean management is the key to future competition, a sharp weapon to win the market and a symbol of the quality of first-class enterprises.

Second, analyze the biggest shortcomings of our employees.

Do whatever you want, there are no rules!

There are rules, there are frauds, and there are no rules!

Obey the rules, but always can't!

Once we overcome these shortcomings, it is just around the corner to overtake the United States and Japan!

Third, learning 5S lean management lies in learning spirit, not form.

The essence of 5s lean management is: the standardization of people and the clarity of land and things.

By changing people's way of thinking and quality of action, we will strengthen standardization and process operation, and then improve the management level of the company.

Fourth, the object of 5S lean management

Personnel standardization

Thing-process

Normalization of things

Second, 5S lean management, what have we brought?

Reduce failures and improve quality.

Reduce waste and save costs

Establish safety and ensure health.

Improve morale and efficiency.

Establish an image and gain trust.

Cultivate culture and quality.

Summary of the second CD

Third, how do enterprises look at themselves in the mirror?

Enterprises can't cover up management deficiencies because of existing interests. Learn to look in the mirror constantly, find the gaps in time and make up for the shortcomings. This is the only way for enterprises to improve themselves.

Four, 5S lean management trilogy

The layman watches the excitement and establishes a correct consciousness.

The land and things are clear and orderly, and the management position is clear.

Experts should look at the doorways and make clear the job specifications.

The operation process is clear and the monitoring points are controllable.

Enterprises always implement culture thoroughly.

Enterprises form a good atmosphere, and everyone works hard.

Five, establish a clear chain of responsibility

Create an atmosphere where everyone has something to do and everything is in charge, implement the management rules of one person and one thing, and clarify the responsibilities of people, things and things.

A clear division of labor is for better cooperation.

Six, promote the effective operation of the organization

How does the company form an effective management network?

Ways to let the supervisor take the initiative to perform his duties.

How to make the lead personnel operate effectively?

Let employees have a * * * understanding of the problem.

Seven. Formulation and implementation of the plan

Formulation of policies, objectives and implementation contents

Design and development of thematic activities

Evaluation method of activity level

Summary of the third CD

First, the analysis of the differences between Chinese and Japanese enterprises in implementing 5S

By comparing nationality, 5S positioning and implementation methods, we can avoid verbal actions more than actual actions.

Second, the implementation points of 5S content

Only by grasping the main points and essence of activities can we achieve real results and get twice the result with half the effort.

Third, the implementation process example reference.

The comparison of positive and negative cases shows that the practical reference of first-class enterprises can give us the most emotional understanding and can be directly applied to practical work, with immediate results.

Summary of the fourth CD

First, visual management and kanban management.

Make the project (information) you want to manage clear at a glance.

Describe an example of visual management of site, tools and warehouse.

Key points of visual management and kanban management

Second, 5S evaluates the level of each activity.

Set the level of theme activities, evaluate them regularly, make clear the achievement of activity goals, and let go of follow-up efforts.

Third, 5S activities often make mistakes.

Analyze common misunderstandings, understand the causes of misunderstandings and how to understand them correctly. Once the obstacles are removed, the effect will be easier to show.

Summary of the fifth CD

First, create a good 5S lean management atmosphere.

The creation of 5s lean management atmosphere is the most important guarantee for the continuous promotion of activities. When 5S lean management becomes a belief of employees' work, it will bring unexpected results to management.

Second, the trinity of literacy improvement

The improvement of literacy requires the accusation master to constantly discover and point out problems; Need to be accused of experts to review the problem in time and improve the problem; Need to feel that the owner is standing

Consider and solve problems in the interests of the team.

Third, the formation of good habits

The idea of employees lies in inspiration, not simple dogma. From having an idea to being touched in the heart, then turning it into action, and finally forming a good habit is one.

A process. It needs the construction of individuals, teams and the whole atmosphere to achieve it.

Fourth, full participation.

Everyone should have a clear 5S responsibility, and all employees should participate in the implementation and jointly create changes.

Verb (abbreviation of verb) 5S Key Points of Success or Failure of Lean Management Activities

Analyze the main reasons for success and failure, so that we can get twice the result with half the effort. 6S management is endless, and we should constantly pursue precision, accuracy and lean.

Summary of the sixth CD

First, the warehouse 5S lean management improvement case sharing

Second, the service industry 5S lean management basic operation training method case sharing

Third, the catering industry 5S lean management service skills training case sharing

Fourth, case sharing of 5S lean management improvement achievements in manufacturing industry

Five, 5S lean management thought points to share