In the workshop, the first bad thing is not to stop production, but to produce reworked products! The second bad thing is the hidden danger and low efficiency, and the third bad thing is the stop of production. This is especially true in the garment, bag and other industries. The most terrible thing is not because of the power failure and the late delivery, but the problem of cutting, the color difference of the finished product and so on...
1- Lean is a culture of continuous improvement
This is a gradual and cumulative process, and its ultimate goal is to achieve the improvement of local and overall efficiency, and the growth of personal income and enterprise benefits.
2 -- Customers don't pay for your ineffective work
When encouraging employees to contribute ideas, it is important to stress that the company needs suggestions that will help eliminate ineffective labor.
What is ineffective labor? Any operation that does not add value to the product is ineffective labor. Points, movements, redundant procedures, unnecessary inspections, rework, storage, and waiting are all ineffective labor.
If it is difficult to determine whether an operation is value-added or wasteful, ask the question: Would the customer be willing to pay more for the job?
3--Managers are not "fire captains"
Whereas in the past a company's success depended on having a quick-fire "hydrant" of ability, today it requires a "long-term holistic approach to improvement."
The front-line managers should follow the requirements of JIT (just-in-time management). When quality problems arise, they should be immediately exposed and concentrated on solving them, rather than dealing with the current orders, and the old problems will come out in the production of the next batch of large cargo, which will become a vicious cycle.
Managers should focus on the root causes of quality, delivery and other problems so as to solve them once and for all. Short-term "fire-fighting" by tinkering is not allowed.
The solution to quality and yield problems can be revealed step by step by reducing inventory.
JIT is not a strategy for inventory reduction, but rather the natural result of successful problem solving.
4--Managers should learn to set goals
To maintain smooth production in an enterprise, a very important content is to have sufficient information communication between various departments and teams, so that everyone can fully understand the company's goals and understand what they can do to achieve these goals.
5 -- Always motivate, never blame
It is unrealistic to expect employees to take responsibility for the business before they have had the opportunity to participate and feel like owners.
The only way to make the vision of the company a reality is to make every employee responsible for changing the culture of the company in some way.
People on the front line always have solutions to problems. Often, front-line workers solve problems that management and technical departments canPeople on the front line always have solutions to problems. Often, front-line workers solve problems that management and technical departments cannot solve for several years in a few weeks.
If a good lean culture is not formed, employees will always have various excuses when something goes wrong: "It's not my problem".
How can we train them to participate in the improvement process, changing "it's not my problem" to "what can we do to make it more efficient?"
Finally, as the workers improved their designs and experienced the joy of success, a sense of responsibility that had never been felt before arose.
Reform is a gradual process, not a revolution.
Understand that cultures don't change or develop overnight. They work best when they are built over time, and are a result of sustained, incremental change in the right direction.
However, when it is a matter of life and death, the change should be made in a drastic way, and the company's goal must be very clear and determined to achieve.
7 -- Go from commanding to guiding, be a coach to your employees
Managers, from the command style, to guide the management style, as from a commander to coach:
Although the coach still has the final say, their job is to develop the ability of the team to think and solve problems on their own.
A manager with a facilitator style would say something like this:
"Try out your new idea."
"Whatever you think will satisfy the customer's needs, that's what you'll produce."
"You know best how to accomplish this, so tell me what help you need."
"The more kinds of work you can do, the better."
"If you're free now, go help someone else or try to innovate."
As a coordinator, one of the responsibilities of the manager is to convey the overall picture of the enterprise's development to all employees and to make clear the role of each person in this picture. Only when employees have a clear understanding of their roles can they take appropriate actions in participating in management.
8 -- The greatest waste is not just one kind of production disruption
Traditional factory management, where large inventories exist, can cause much greater waste than disruptions to production.
Let's say that in a manufacturing process, there are three nodes, A, B, and C. When C is down (due to a lack of parts, equipment failure, sick leave, or any numberLet's say that in a manufacturing process, there are three nodes, A, B, and C. When C is down (due to a lack of parts, equipment failure, sick leave, or any number of other reasons), A and B continue to produce, which causes a huge inventory of parts to be built up for C to process.
Finally C resumed production and worked overtime to finish the processing tasks of those spare parts in stock. However, he found a large number of defective products in stock. What a waste!
It is not that when an assembly line is interrupted, everyone on the shop floor should be idle or go home; it is that you should not continue to produce half-finished products just to keep workers idle.
Workers can help out in other shifts, get trained, or use the rare amount of free time to have a freewheeling group meeting and brainstorm.
The first evil is not to stop production, but to produce inferior products; the second evil is to have hidden troubles and inefficiency; the third evil is to stop the production process, and the customer will not pay for your hard work and ineffective labor! This is the principle that managers should understand in lean improvement.
(www.profiles-aluminum.com; sales@profiles-aluminum.com).
