Section 1 Mainstream Status of Mass Production Mode and Economic (Financial) Crisis
The mainstream position of lean production mode and economic (financial) crisis in the second quarter
The mainstream position of virtual enterprise management and economic (financial) crisis
Section IV Lean management will become the mainstream management mode in 2 1 century.
Chapter II Lean Strategy of Enterprises
Section 1 The concept of enterprise strategy
The second quarter enterprise lean strategy thought
Section III Enterprise Lean Overall Strategy
The fourth quarter enterprise lean competition strategy
Section 5 Principles for Realizing Enterprise Lean Strategy
Chapter III Lean Marketing Management of Enterprises
Section 1 Enterprise Lean Marketing Concept
Section 2 Lean Marketing Strategy of Enterprises
Section 3 Selecting the Right Customer
The fourth quarter carries on the correct brand positioning
Section 5 Providing Appropriate Customer Benefits
Section 6 Let customers pay properly
Section 7 Choosing the Right Distribution Channel
Section VIII Appropriate Promotion
Chapter IV Lean Operation Strategy of Enterprises
The first section traditional business strategy
Section 2 Thoughts on Lean Operation of Enterprises
Section III Lean Operation Strategy of Enterprises
Chapter V Enterprise Lean Operation Plan Management
Section 1 Types and Characteristics of Operation Plan for Lean Production
Section II Formulation and Implementation of Lean Operation Plan
The third quarter production schedule control
Chapter VI Lean New Product Development of Enterprises
Section 1 Ideas and Strategies for Lean New Product Development
Section 2 Development of New Products with Appropriate Quality
Section III Timely Development of New Products
Section 4 "Zero Defect" Design
The fifth part: Choose a suitable organizational model for new product development.
Chapter VII Lean Production Management of Enterprises
Section 1 Ideas and Strategies of Lean Production Management in Enterprises
Section II Shortening the Production Cycle
Section 3 Mixed-flow Assembly
Section 4 Production of U-shaped Flexible Flow Device
Section 5 Multifunctional Workers
Section 6 Pull Production
Section 7 Fast Switching
Section 8 Balanced Production
Section 9 Flexible Production
Chapter VIII Lean Logistics Management of Enterprises
Section 1 Ideas and Strategies of Lean Logistics Management
Section 2 Timely Procurement
Section III Timely Sales Logistics
Chapter IX Lean Service Management of Enterprises
Section 1 Ideas and Strategies of Lean Service Management in Enterprises
Section II Providing Service Packages with Appropriate Levels
Section 3 Creating Appropriate Customer Expectations
The fourth quarter, choose the appropriate service operation mode
Section 5 Providing an Appropriate Service Environment
Section 6 Appropriate Service Contacts
Chapter 10 Quality Management of Lean Operation of Enterprises
Section 1 Ideas and Strategies of Enterprise Lean Operation Quality Management
Section 2 5S management
Section 3 Visual Management
The fourth quarter system self-discipline control
Section 5 Full Productive Maintenance
Chapter III Financial Management of XI Lean Enterprise
Section 1 Ideas and Strategies of Lean Financial Management in Enterprises
Section 2 Lean Financial Management of Enterprises
Section 3 Lean Investment Management of Enterprises
Section IV Lean Liquidity Asset Management of Enterprises
Section 5 Lean Cost Management of Enterprises
Chapter XII Lean Human Resource Management in Enterprises
Section 1 Ideas and Strategies of Lean Human Resource Management in Enterprises
Section 2 Choosing the Right Organizational Structure
Section 3 Appropriate Employment
The fourth quarter lean management personnel training
Section 5 lean culture construction of enterprises
appendix
QFD and quality house
Lean management principle
First, determine the value stream.
Value stream is a set of specific activities necessary for a specific product to pass the three key management tasks of any business activity. These three tasks are: from concept conception, through detailed design and engineering, to the task of solving problems in the whole process of production; The task of information management in the whole process from accepting orders to making detailed progress to delivery; In the material conversion task of manufacturing the final product from raw materials and sending it to users. Determining the value stream of each product is the second step of lean production.
In particular, value stream analysis almost always shows three activities along the value stream: (1) There are many clear steps to create value; (2) There are many other steps that are inevitable under the existing technology and production conditions, although they do not create value (we call them Class I waste); (3) There are many steps that do not create value and can be removed immediately (we call them type II waste).
If we look at our production process in this way, you will find that there is so much waste in the production mode we are used to, and more importantly, we still know nothing about it.
In modern society, the outsourcing projects of enterprises are gradually increasing, while the self-made projects are gradually decreasing. What we really need to do is to form a voluntary alliance with all parties with the same interests and look at the divided value stream together. This kind of alliance should test a step to create value and last until the end of the product.
Second, accurately determine the value of the product.
The key starting point of lean thinking is value. Accurate determination of product value is an important prerequisite and fundamental guarantee for lean production. On a global scale, most enterprises have such a misunderstanding: our customers think that value is created by producers, and the labor of producers is the reason for the formation of value and the reason for the existence of producers; In Europe, especially in Germany, the company's senior managers are keen to improve the performance and production technology level of products (they think this is the value of products), and then introduce and sell their products to customers, even though the functions of their products are not practical for users; In Japan, enterprises pay more attention to the position of creating value when defining product value. Even in Toyota, a pioneer of lean production, in order to meet the domestic society's demand for long-term employment and stable relationship with parts suppliers, most senior managers first consider how to design and manufacture products in China when defining value.
Aside from the three most important value distortions in the world, the definition of value is distorted by the existing organization, technology, the power of undepreciated assets and outdated economies of scale. Managers all over the world like to say, "We know how to use the materials and equipment we buy to produce this product. If users don't accept it, we can adjust the price or add some decorations. " In fact, what they really need to consider is to rethink the value from the standpoint of users.
Therefore, lean thinking begins with a conscious attempt to accurately define the value of products with specific functions and specific prices through dialogue with users.
Third, the flow of value stream.
This is the most wonderful stage in lean production: let the remaining steps create value streams. However, most managers still believe that various activities should be grouped according to types in order to operate effectively and manage conveniently.
In automobile manufacturing, Henry Ford and his assistants were the first people to realize the potential of mobility. 19 13, Ford changed the car assembly production to continuous flow production, which reduced the assembly workload of Ford model t by 90%. Similarly, Ford applied this principle to other production processes, greatly improving the productivity of the whole production process. However, Ford only found a special case. The real challenge is to create continuous flow in a small production cycle.
Lean method is to redefine the roles of functions, departments and enterprises to make positive contributions to creating value; It is to explain the real needs of employees at every point in the value stream, so it is in the interests of employees to let the value flow. This not only needs to establish a lean enterprise for each product, but also needs to rethink the traditional enterprises, functions and occupations and the development of lean strategy.
Fourth, perfection.
When various organizations begin to accurately determine the value, identify the whole value flow, let the steps of creating value for specific products flow continuously, and let users pull value from the enterprise, miracles begin to appear. It shows that when providing a product that is closer to the real needs of users than ever before, people are also endlessly reducing their own efforts, time, space, costs and mistakes. Suddenly, the fifth principle of lean thinking-perfection-doesn't look like a fantasy.
Why is this happening? Because the above four principles are interactive in a virtuous circle. Making the value stream faster can always expose the hidden waste in the value stream. The harder you pull, the more obstacles will hinder the flow of value, so as to eliminate them. Full-time product teams can always determine the value more accurately through direct dialogue with users, and often learn various methods to increase traffic and pull.
The most important driving force for the pursuit of perfection is transparency. Everyone in the lean system, from subcontractors, first-class suppliers, assembly plants, wholesalers, users to employees, can see everything, so it is easy to find a better way to create value. And the improvement made by employees can get positive feedback almost immediately. This is the key feature of lean work, and it is also a powerful driving force for continuous improvement. When employees can get timely feedback from product development, order taking and production process, and can see customer satisfaction, the "carrot and stick" method in traditional management is mostly unnecessary.
V. Customer pull
From "department" and "batch" to "production team" and "process", the first visible effect is that the time required from concept production, sales to delivery and raw materials to users is greatly reduced. After the introduction of mobility, products that take several years to design can be completed in a few months; Orders that take a few days to complete can be completed in a few hours. Moreover, the lean system can arbitrarily combine all the products being produced, so it can meet the changed needs in time.
This lean production practice can save a lot of money from the decline of inventory and the acceleration of investment recovery. This is indeed a revolutionary achievement. Because, once you have the ability to design, schedule and manufacture the products that users really need when they need them, it means that you can put aside the sales forecast and directly produce according to the actual needs that users tell you. In other words, you can let users pull products from you according to their needs, instead of pushing products that users don't want to users.
Sixth, act quickly.
When we have the concept of lean, the transition to lean has become the most important goal and the most difficult step before us.
First of all, it begins with overcoming the inertia existing in the gray field organization. In order to quickly produce an effect that your organization can't ignore, you need a change agent. You also need to master the essence of lean knowledge (which many people can master), draw a value flow chart with a certain kind of crisis as the lever of change, and be determined to improve your value creation activities quickly and thoroughly.
Attention problem
(A) the implementation of lean management is a step-by-step process, which cannot be achieved overnight. Rome was not built in a day or two. For the growing China Gas Company, we should be down-to-earth, combine the study and practice of lean management, find loopholes in the management chain, reduce costs in the value chain, choose key points, choose breakthroughs, control business risks from point to area, explore a set of effective lean management measures and methods, persist in continuous improvement, make great efforts, tap potential in depth, and achieve our goals.
(B) correctly handle the relationship between safety production input and lean management. To do a good job in safety production, there must be corresponding capital and manpower input, and lean management does not deny reasonable input, but only opposes waste. Therefore, in the process of implementing lean management, we must ensure scientific and reasonable safety investment, and we must never ignore safety investment in order to save costs, and we must not waste funds on the grounds of "safe production".
(3) Give full play to the enthusiasm of every employee. The barrel theory tells us that the capacity of a barrel is determined by the shortest piece of wood, and the degree of each employee's participation in refined management determines the effectiveness of lean management in enterprises. Lean management requires that every employee is a manager and must actively participate in the process of lean management, so that lean management can have a foothold. At the same time, the capacity of wooden barrel is determined by the gap between wooden boards, and the cooperation and coordination among enterprise members is also the decisive factor to determine the effectiveness of enterprise system operation. We must work hard to cultivate team spirit, and only excellent teams can create excellent performance.
(D) Cultivate lean corporate culture. This is the most difficult point. In the process of implementing lean management, many people need to change their inherent thinking and ways of doing things. Lean management requires excellence, perfection and continuous improvement. It's easier said than done. When introducing lean management, we should correctly guide employees, constantly change their thinking and working methods, subtly implant the concept of lean management into the company's corporate culture, and maximize the enthusiasm and initiative of employees. Lean management is the key to improve the management level and promote the long-term development of enterprises, and it is also the management principle that China Petroleum and Natural Gas Group must follow in the process of striding forward to a modern enterprise and striving to become an international oil supplier. Now we have realized that the concept of lean management can play a huge role in enhancing the connotation of enterprises and improving the economic benefits of enterprises. What we need to do is to think, improve and implement it in a down-to-earth manner according to the ideas and methods of lean management. The day when Sinopec becomes a real international water supplier is just around the corner.