The main factors are: unbalanced homework, improper homework arrangement, unexpected materials, poor quality and so on.

The second type: handling waste.

The main factors are: the workshop layout adopts mass production, and the centralized horizontal layout varies according to different stations. (that is, mass production according to the technological process), there is no concept of assembly line production.

The third type: waste of defective products.

The main factors are: there is no standard confirmation or standard confirmation in process production, but it is not operated according to the standard and the management is not strict.

The fourth type: waste of action

The main factors are: the planning of production site is not in place, the design of production mode is not comprehensive, and the production action is not standardized and unified.

Fifth: processing waste.

The main factors are: the operation and processing procedures in the manufacturing process are not optimized, and they can be omitted, replaced, reorganized or merged without timely inspection.

Sixth: inventory waste

The main factors are: managers control one-time batch production for their own convenience or local output quantification, and do not combine with the main production plan for assembly line production, resulting in local large-scale inventory.

Manifestations of inventory damage include:

(1): unnecessary wastes such as handling, stacking, placing, protective treatment and searching are generated.

(2): Make FIFO operation difficult.

(3): Interest loss and management fee.

(4): The value of commodities will decrease and become sluggish.

(5): It occupies the space of the factory building, resulting in repeated investment waste in the construction of the factory building and warehouse.

(6) There is no management tension, which hinders improvement.

(7): misjudgment of equipment capacity and personnel requirements.

Seventh: making too much (early) waste.

The main factors are as follows: managers think that too much premature manufacturing can improve efficiency or reduce the loss of productivity and balance the productivity of the workshop.

Damage caused by excessive (premature) manufacturing includes:

(1): Spending expenses (material expenses and labor expenses) in advance will not create profits.

(2) Hiding the "waste of waiting" makes managers ignore the occurrence and existence of waiting.

(3): Naturally, the backlog of WIP will not only make the process time longer (invisible), but also enlarge the working space on site, thus increasing the distance between machines and gradually devouring profits.

(4) The waste of processing and accumulation makes FIFO operation difficult. Combined with the actual situation of Dalian Sanyo Refrigeration carrying out lean production mode, this paper focuses on seven kinds of waste in production site and how to effectively eliminate it.

Countermeasures 1

One of the Seven Wastes: the Waste of Waiting

Waiting is doing nothing, waiting for the next action, this waste is beyond doubt. The reasons for waiting are usually: unbalanced work, improper work arrangement, waiting for work, poor quality and so on. Take the electronic control board waiting in the performance test class of manufacturing department as an example. Because the electronic control panel can't enter the factory in time as required, it may not be delivered on time. The electric control panel needs to be rushed into the factory, and overtime and quality problems may occur. The other is the waste of "monitoring machines". Some factories bought some high-speed and expensive automatic machines. In order to make them work normally or other reasons, such as troubleshooting, supplementary materials, etc. They usually arrange others to stand by and watch. Therefore, although it is automated equipment, it still needs people to take care of it. This is the so-called "idle watching" waste. For example, in the process of product testing, debuggers and helium inspectors stand by and wait for the product. Is this still the case?

Apart from waiting in the direct production process, is there no such waste in other management work? When the manufacturing department has some problems in the production of new products, can the technical department and the quality assurance department solve them immediately without the need for on-site personnel to wait for a long time? How to reduce this waiting?

Countermeasure 2

The second of the seven wastes: the waste of treatment.

Most people will agree that carrying is an invalid action, and some people will think that carrying is a necessary action, because without carrying, how to do the next action? Many people have this idea. Because of this, most people acquiesce in its existence without trying to eliminate it. Some people think of using conveyor belts to overcome it, but they can only spend a lot of money to reduce physical consumption, but the waste of handling itself has not been eliminated, but it has been hidden. If the transported waste is decomposed, it also includes the waste placed, stacked, moved and classified.

In 2002, the production management department and the manufacturing department analyzed the total working hours of each month, and found that the actual working hours decreased while the total working hours increased. After careful analysis, it is found that the transportation hours between the two factories are high, especially the transportation hours of raw materials from the second factory to the first factory account for the majority. How to overcome it? In order to reduce handling, Japan Sanyo Taipan merged four workshops into two, and the processing of some parts was changed from processing elsewhere to processing beside the production line, thus reducing handling. If handling cannot be completely eliminated, the production layout should be readjusted to minimize the handling distance. You can consider how to change the production layout of our company. How to minimize processing?

Countermeasure 3

The third of seven kinds of waste: waste of defective products

In the process of product manufacturing, any defective product will cause waste of materials, machines and manpower. Any repair is an extra charge. Lean production can find the defective products as early as possible, and it is easy to determine the source of the defective products, thus reducing the occurrence of defective products. This article is easy to understand, the key is to get it right the first time, but it is difficult to implement. You might as well think it over. Apart from product production, is there any similar waste in management?

One of the ideas of lean production mode is to eliminate and reduce the waste caused by all non-value-added activities, such as inspection, handling and waiting. The specific method is to implement "zero repair rate", that is, a part must be qualified once and done well once. More importantly, it is necessary to prevent unqualified parts and raw materials from flowing into the later production process at the source of production and pursue zero rejection rate, which is basically the same as the 3C Site Quality Management Law of our company. (Note: 3C on-site quality management method won the first prize of 200 1 New Achievements of Management Innovation in Liaoning Province).

Countermeasure 4

The fourth of the seven wastes: the waste of action.

To achieve the goal of the same homework, there will be different actions, which actions are unnecessary? Do you have to take it, and do you take it so often? Is it necessary to reverse, walk, bend, align, turn at right angles, etc. If the design is good, many actions can be omitted! In management theory, there is a special kind of "action research", but it is more complicated to implement. We can use the above basic ideas to reflect on what behaviors are unreasonable in our daily work. How to improve?

Countermeasure five

Five-sevenths of waste: waste in processing.

In the manufacturing process, in order to achieve the purpose of operation, some processing procedures can be omitted, replaced, reorganized or merged. If you examine them carefully, you will find that there are many wastes waiting for you to improve.

When visiting the production line of Sanyo household air conditioner in Japan, the Japanese class teacher led us to the assembly line of heat exchanger and told us how to eliminate waste through reorganization and merger:

In the original heat exchanger production line, one employee needs to box the heat exchanger that has passed through the tube and transport it to the tube expanding equipment by trolley, then another employee operates the equipment to expand the tube, and finally the third employee transports the heat after the tube expansion to another cantilever transportation line. After innovation, they extended the conveyor belt of the hot melt assembly line to one side of the pipe expanding equipment, which could reduce one transport worker. In the future, they are going to move the pipe expanding equipment to the side of the cantilever line, and the pipe expanding workers will directly transfer the heat to the cantilever, thus saving a porter. The process was reorganized and merged twice, and the number of operators was reduced from 3 to 1 person. How many places like this need to be improved in our company? Turn a blind eye? Don't you want to improve? Or is there enough strength inside but not enough strength? How to improve within your own power and then promote it?

Countermeasure 6

Six-sevenths of waste: inventory waste

Lean production mode holds that "inventory is the root of all evil". This is the biggest difference between Toyota's view on waste and the traditional view, and it is also the driving force for Toyota to bring huge benefits to enterprises.

Almost all improvement actions under lean production mode will be directly or indirectly related to eliminating inventory. Why does lean production regard inventory as the root of all evils and do everything possible to reduce inventory? Because inventory will cause the following waste:

1, causing unnecessary waste such as handling, stacking, placing, protective treatment and searching.

When the inventory increases, the processing capacity will increase, and it is necessary to increase the stacking and placing places, protective measures, extra time for daily management and picking, and even the time for inventory counting. These are all wastes.

2. It is difficult to operate FIFO.

When the inventory increases, take the copper tube as an example. The newly arrived copper tube is pressed on the original copper tube. If the first batch is put into storage, it must be carried extra. However, if a new copper tube is used first to save trouble, the long-term storage of the original copper tube will bring a series of problems such as quality.

3. Interest losses and management fees.

When the inventory increases, a large amount of funds used for production and business activities will be deposited on the inventory, which will not only increase the total amount of funds, but also increase interest and storage management costs. These are often hidden in the company's management expenses. Only by listing them in detail can we find out the seriousness of the existing problems, and then face it squarely and try to solve it.

4. The value of commodities will decrease and become sluggish.

When the inventory increases, the inventory will exceed the usage, and even cause a long-term backlog, especially when the products change, this problem may become more serious. In the process of localization of C-type machine and transformation to G-type machine, our company has produced a large backlog of materials due to excessive original inventory, which needs additional investment to revitalize these backlog materials. In addition, due to the long storage time, it is possible to buy a new model in 2003 with a 60% discount on the original materials purchased in bulk, resulting in a decrease in actual value, an increase in cost and a decrease in profit. Think about the overstocked materials, at what price 200 1 was purchased, and at what price in 2002, you will understand.

5. Take up workshop space, resulting in waste of repeated investment in workshop and warehouse construction.

When the inventory increases, additional storage locations need to be added. In 2002, due to the increase of steel products, a material yard was added to the north of our No.2 Factory, which increased the investment, but did not bring benefits.

In addition, the intangible losses caused by inventory are no less than the above-mentioned tangible losses. Lean production mode thinks that inventory will hide problems, and "problems" are regarded as treasures in lean production mode. If we can constantly find and solve problems, we will continue to generate benefits. Inventory hides the problem points, resulting in the following consequences:

There is no management tension, which hinders improvement: if there is more inventory, the adverse consequences caused by mechanical failures and defective products will not be immediately apparent, and there will be no countermeasures. With sufficient inventory, problems can be put on the top first, and problems can be solved slowly or even not. At the very least, it is covered up, there is no hurry, and it will not be investigated by superiors, so the work performance of this department will come out.

6. misjudgment of equipment capacity and personnel demand: due to the existence of inventory, equipment capacity is unbalanced (the more inventory, the more ugly it is). There is no way to know whether there is a surplus of personnel. Because there is more inventory, the supply department needs to increase personnel, the manufacturing line needs more personnel to produce products to replenish inventory, and it needs to increase equipment to ensure the equipment capacity required for production inventory, thus forming a new round of waste.

The biggest reason why there is inventory is "fear of problems"-what should I do if something goes wrong? Will some equipment problems affect the production of the whole production line or factory? In this way, in order not to expand the influence, inventory has become necessary, and many problems have been hidden. The pace of all progress and making money (finding problems and solving them is making money) naturally slowed down. No wonder lean production calls inventory the root of all evil, and it is absolutely not allowed to exist. If there is inventory in 2002, we should do everything possible to reduce it and strive for zero inventory. (Note: "zero" of zero inventory does not mean "nothing" in the mathematical sense, but "the necessary degree to reduce inventory to the lowest level". )

Countermeasure 7

Seven kinds of waste: making too much (early) waste.

The above-mentioned inventory is the root of all evils, and excessive manufacturing or premature completion is regarded as Toyota's biggest waste.

Lean production mode emphasizes "just-in-time production", that is, making necessary quantities of necessary items when necessary. Besides, it's a waste. The so-called necessary things and necessary time refer to the quantity and time that the customer has decided to buy. Suppose the customer only needs 100 pieces, each piece is 1 yuan. If 150 pieces are produced, the price will not be 150 yuan, because the extra 50 pieces have not been sold, but become inventory, and there is no way to generate profits. In other words, it is a waste to do too much.

Doing it too early is also a waste, but why do many factories do it too early? The biggest reason is that they don't understand that this is a waste. Instead, they think that doing more can improve efficiency, and doing it early can reduce the loss of production capacity. ), obviously this is a great misunderstanding.

There is a view that excessive manufacturing and premature manufacturing can improve efficiency or reduce capacity loss, because the real profit comes from sales, not efficiency and capacity. In order to see more efficiency and productivity, it is cost-effective to manufacture too much and too early without increasing sales and only increasing inventory.

Therefore, lean production emphasizes that it is absolutely not allowed to make too much (prematurely) because:

1, it just used up the expenses (materials and labor) in advance and didn't get any benefits.

2. It will also hide the "waste of waiting" so that managers can ignore the occurrence and existence of waiting.

3. It will naturally accumulate WIP, which will not only make the production cycle longer (invisible), but also expand the working space on site, thus increasing the distance between machines and requiring more factories, which will gradually devour our profits unconsciously.

4. There will also be waste of handling and accumulation, making FIFO operation difficult. Some old employees of the manufacturing department may still remember the places where homemade parts were placed between classes in 1995 and 1996:

Because the growth of production capacity is greater than the growth of sales capacity, the output is out of control, all processes are "working hard" to produce, and there are homemade parts everywhere. There are endless disputes between classes about the placement position, and finally departments need to coordinate and solve them. The article "Zero Inventory Production Management Thought" was written under this background. Although the work has been greatly improved since then, there are still some problems that need the concerted efforts of Qi Xin. Besides work in progress, it is even more terrible to make too many finished products. At the beginning of 1998, the scene of finished product inventory exceeding 100 sets seemed to be in sight:

The product has been put into the green channel; It is almost impossible to change the order of products. To move products from the assembled state to the helium detection state, at least three products must be continuously lifted to make room. The distance between products can not be entered by one person sideways, and product collisions occur many times during hoisting. There is an increasing demand for finding warehouses that can store mainframe products. What is the cause of this terrible situation?

The delivery of the marketing department is not smooth, but in the face of fierce market competition, I hope that the main models in the company are in stock so that the contract can be delivered as soon as it is signed.

The information communication between the marketing department and the manufacturing department is not smooth, and the delivery date confirmation is inaccurate. Not according to the actual delivery date, but according to the contract delivery date to replenish the inventory.

In order to improve efficiency and equipment utilization, the manufacturing department put into production in batches.

Although this situation was basically reversed at the beginning of 2003, some products were still completed according to the delivery date for a long time after storage, resulting in waste. Therefore, all firms should be required to really pay attention to the confirmation of the delivery date, and timely and accurately feed back the information one month before the delivery date of the contract, so as to avoid the situation that the notification is not made until the upper and lower cylinders are assembled, which can prevent most of the over-standard finished products from being manufactured. In system management, a lot of daily work that should be done is basically not done seriously, ignoring the daily standardized management and lacking basic work. Before the audit, the surface work is carried out to cooperate with the audit, and the actual effect can be imagined.

The work assigned by the company was not completed as planned, and some superficial articles were made to cope with the company's inspection. If you add the personnel who undertake the inspection work to deal with it, or don't point it out out out of emotion, it will form air-to-air

When it comes to systematic and streamlined work, if some links, especially the first part, are not serious, it will have a great impact on the follow-up work, such as inaccurate and untimely delivery date confirmation, which will lead to various wastes of manufacturing systems.

At work, there is no plan, no introspection, just doing the present. Over time, I forgot or even didn't do it. Lack of initiative in work, let's do something, just deal with it, not strictly demand ourselves to do better. If you can't do what you should do, you won't have to do it again, you won't learn, you won't feel ashamed of not doing what you should do in this position, and what's more, you won't tell me how to do it at all. These dereliction of duty caused great harm to the work. What happened yesterday has no result today, and I don't know what to do tomorrow. There is no basis for planning. The company has not issued indicators, and the department can't work out its own work objectives. After the company's goals and indicators are issued, I don't know how to decompose them. The department leader didn't tell me how to do it, and he didn't know how to make a plan. The plan doesn't change as fast as they do, so it can't be worked out in time. The general department does not forget to declare the plan, and there is no accumulation and statistical basis for daily work. Without the quota standard, it is impossible to prepare the plan. There is no concept of planning work, no long-term work planning, and the work is done casually. In order to meet the requirements of the comprehensive planning department, the reported scheme lacks enforceability and is full of loopholes, which requires the comprehensive planning department to spend a lot of time and manpower to analyze and find errors, revise and adjust them again, resulting in great waste.

The implementation of the plan is not serious. There was a plan, but the leader didn't give it to me. I don't know what the plan is, so I can't carry it out. The plan changed so quickly that it could not be implemented. There is no plan because of the work temporarily assigned or arranged by the leader. The planning work cannot be completed because the previous work was not completed. For various reasons, the plan was forced to be adjusted frequently. The company's goals and indicators are not implemented because of difficulties, but according to their own imagination. After the plan is made, I don't look at it at all, and I don't know anything about the plan. For example, the cost reduction plan and the cost reduction project plan were not strictly implemented and were shelved.

This plan has not been carefully checked. Anyway, the plan assessment is conducted by the unified department of the company, so I don't have to compare it every day. The reason for the deviation of the plan is either that the plan is overstated or omitted, and the reasons for the formation and the next rectification measures are not carefully analyzed from the phenomenon of the problem.

The disposal of the plan is not perfect. Because there is no careful analysis of the implementation of the plan, it is naturally impossible to understand and master the progress, completion and existing problems of the plan. Even if problems are found through other departments, they do not reflect and objectively analyze the reasons for the differences, and then find out the improvement measures. Instead, it emphasizes the reasons and shirks the responsibility. After the problems in the plan were discovered, measures were also formulated, but they were not reflected or corrected in the next plan, resulting in long-term problems.

The cost input does not match the income (income). Is it the same to spend the same money? Expenditure 100 Yuan Whether the income or income of 10000 Yuan has been received. Have you ever calculated the hidden loss and waste caused by your weak sense of responsibility or management mistakes? Did you achieve your goal after using the money? How much has it reached? Have you calculated and analyzed it carefully?