mimihong
We support the implementation of lean enterprise. Promote the rational mode of production is the inevitable trend of development of enterprises, however, that some errors and fatal errors have to say.
1, lean implementation process of the errors
1, the first key to Lean: Man is the first element of the implementation of Lean, the companies keep people, it must meet or exceed the time many aspects of local employment requirements, such as: wages, overtime pay, living conditions, labor benefits, vocational development, and economic compensation for terminating the contract, etc., within the framework of laws and regulations, and workers do not bargain.
2, planning is not sufficient: in practice, groping and waste aircraft (already confirmed).
3, the company executives excessive authority: he did not in-depth practice, but urged, or look out the results as soon as possible.
4, experimental results did not last: the first project for an effective and there is no maintenance, and the measurement is not accurate, there are rhetorical phenomenon (eg increase 70%, 40%, 20%, etc.).
5, and propaganda is not enough: To conduct appears to lean activities throughout the plant, in fact, not many people know only a few people Mimi touch, there is no real bar to the grass-roots publicity to watch.
6, a public finance is not enough: Financial did not take in the most cutting-edge, or finance is not fully transparent, so ultimately remain in the form of lean.
7, results-oriented, neglect processes: Lean is the core of lean processes to produce lean process lean results.
8, authorization and funds linked to is not enough: In the lean process, to stimulate people's initiative is the most effective way to performance appraisal. There examination, there must be rewards and punishments, there are rewards and punishments must be linked with the funds.
9, Lean is not a massive construction projects: The purpose of Lean is to eliminate waste, rather than as a model and engage in the image of engineering; Lean is to adjust the use of existing resources, through the implementation of lean thinking and produce the greatest benefits. Workshop do not have to change, as long as the change in production line; structure should not be changed by simply changing the layout to change the people's ideas and production tools (equipment, automation level).
10. Misunderstand handling waste: the normal handling in the enterprise is inevitable, and the so-called "one-way flow" is the side into the side out, do not turn back, do not repeat the action. Workshop is now changed, still can not change this phenomenon, all of the goods or to get into card board, into the cart, or elevator, one into the links, not "one-way flow", and lean not force required to do so.
Questions added: 2, absolutely the wrong approach
1, indicative of the A4 Report: A4 no indicators, but rather in the implementation process, full of ideas into the stage of good behavior when the naturally produced by action, rather than by task.
2, cumbersome Kanban: Kanban is now used by more than 1,000 pieces, by such a development would be more than 2000, and everyone in the operation of kanban, who will do something? Enough useful things like, do not tend to form.
3, enterprise system, too: Our business is large or medium-sized or small business? This concept must be made clear, otherwise be unable to pursue a number of systems. Now the system is in operation long enough for a large enterprise overwhelmed, but we are a little income of enterprises, many of the systems can be supported it? If a person can have several systems asked him to perform, he was able to do a good job do? Or enterprises to deploy sufficient manpower to undertake their own system. A person to do more is no problem, but there must be regularity of their daily work before they can operate freely.
4, the company has no clear goals and targets: So far, we have never seen the company's annual plan and it has no clear objectives and targets (at least the grass-roots do not see), any thing is to play a blind fool around, and no clear lines of responsibility , Hun Fanchi can find a place.
5, the most the wrong place: too many members of the Hong Kong occupied the company's control over resources, in addition to the Board of Directors members and the owner of the families, the one sector up to a Hong Kong workers, with an additional one or two is enough to communicate with the outside.