What Is Lean Management?

Lean management is derived from lean production and is a management philosophy derived from Toyota's production methods. Lean management has succeeded from the initial management practice in the production system and has gradually extended to various management businesses of the enterprise. It has also evolved from the original specific business management method to a strategic management concept.

Lean management

(A management philosophy)

Lean Production (LP-Lean Production) is a professor of Massachusetts Institute of Technology James. P. According to the survey and comparative analysis of more than 90 automobile manufacturers in 17 countries around the world by the "International Automotive Program (IMVP)", experts such as Womack believe that the production method of Japan's Toyota Motor Corporation is the most suitable organization for modern manufacturing enterprises Management methods.

In 1985, IMVP organized an international research team, costing 5 million US dollars, and lasted five years, covering more than 90 automobile manufacturers in 17 countries and regions (North America, Western Europe, Japan, South Korea, Mexico, Taiwan, China, etc.) Survey and comparative analysis, wrote a large number of research reports, and finally published a book entitled "Change the World Machine", which introduced a Japanese production method based on "

Lean management means management:

"Fine"-less investment, less resource consumption, less time, especially to reduce the investment and consumption of non-renewable resources, high quality.

"Benefit"-more economic benefits to achieve the goal of enterprise upgrading. Even better.

The concept of a lean enterprise originated in the Just-in-Time (JIT) concept implemented by Toyota's Taiichi Ohno. Its core is to completely eliminate the company's production links and other operating activities. Waste.

In the past, lean thinking was often understood as simply eliminating waste, manifested in many enterprises in the production to promote savings, improve efficiency, cancel inventory (JIT), reduce staff, process reengineering and so on. However, this only requires "doing things right" and is a one-sided, 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 continuously eliminate waste under the goal of creating value.

Under the background of globalization, enterprises are facing increasingly fierce competition. Lean reform of enterprises has become a development trend.

BPM and Lean Management

Traditional lean management ideas paint a beautiful blueprint for enterprises, and BPM provides an excellent way to achieve lean management.

Lean Production LP

The core idea of Lean Production is to strive to eliminate all waste and pursue perfection, which is called "the core of world-class manufacturing technology". The superiority of the lean production method is not only reflected in the manufacturing system, but also rises to product development, collaborative support, marketing networks, and business management, and rises to lean management. It will become the standard 21st century global enterprise management system.

One of the main themes of business process management is to make the final output (whether it is a physical product or an intangible service) have better consistency and stability, it is more able to adapt to the requirements of production on demand and consumption rationality to improve the quality of products and services. Level requirements. Lean production relies on manufacturing processes, and business process management depends on business processes. From this aspect, BPM pursues lean business processes. Lean management and BPM pursue the same goals.

BPM achieves process precision

Lean production uses advanced production management methods such as just-in-time production, zero inventory, one-stream production and automation to improve the management level of the enterprise. BPM emphasizes quantifying process performance goals. Without quantification, there is no precision.

The evaluation of the quality of a business process cannot be based on feelings and impressions. The process index is an objective measure of the performance of the process and is the embodiment of the precision of the process. The most commonly used process indicator is the lead-time of processes and business activities, that is, the time period required to complete a certain process or business activity. Such as packaging intact rate and on-time delivery rate in the shipping process.

BPM achieves management excellence

Lean management emphasizes "very punctual" and "production on demand". It requires the timely connection of all links in the production process, without unnecessary logistics stops and inventory, and production according to user quality, quantity and delivery requirements. Just-in-time production is achieved by improving the logistics and information flow of the production process. What customers want is: fast, correct, cheap and easy. The requirements of lean management are to achieve the fastest speed, punctual quantity, optimal cost, and most considerate service. Similarly, BPM is centered on the goal of management excellence and pursues continuous improvement in 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 resource utilization, the highest productivity, the lowest production cost, accurate delivery date, the strongest market adaptability and so on. This management excellence in BPM solutions is designable, simulatable and measurable. BPM pursues excellence through continuous activities, continuous change.

However, enterprises that have undergone lean transformation have found that there is no way to achieve lean production in one step, and the improvement of lean is endless. Although BPM has established excellent and measurable process goals, it is also a closed-loop management effort for continuous improvement.

BPM is a high reflection of team management

Lean management emphasizes the role of the team in management, and regards the wisdom and creativity of employees as the company's valuable wealth and the driving force for future development; all methods of lean management must ultimately be achieved through the work and labor of all employees. The group work principle is the organizational basis for achieving this goal. The idea of the group work method is derived from its brand-new understanding of the role of people in the enterprise. The group work method inherits the golden mean of Eastern culture, which emphasizes the enthusiasm and creativity of each individual, and emphasizes teamwork, allowing employees to participate more Corporate affairs, cultivating employee loyalty to the enterprise, and tightly combining the interests of employees and the enterprise are the spiritual pillars for the success of the group work method.

BPM has transformed from traditional function-oriented management to process-oriented management. The new enterprise concept emphasizes the process and the whole. The key is to enable the employees of the enterprise to establish a process perspective, and to manage and operate the enterprise according to the enterprise process. Each role in the business process is often an excellent person in the original management area after the BPM is completed, and they will become the core of the new project and new process line. BPM through the various stages of the life cycle, established the analysis of the entire process objectives, standardized and standardized design, automation and monitoring, to achieve the assessment of the process unit team, the entire team broke the departmental barriers to form an efficient corporate cell in the overall process benefits.

BPM realizes customer first management mode

Lean management believes that in order to maintain and expand market share, enterprises must first have relatively stable sales channels and customers. In order to ensure product quality and technical content, they must have relatively stable suppliers of raw materials and supporting parts and collaborative parts. The relationship between an enterprise and its sales agents, customers, and suppliers is no longer simply an object of business dealings, but a partnership of benefit sharing. This is a major change in modern management concepts.

BPM sets the processes directly related to customers as key processes, sets costs, services, quality, and time as core indicators, deploys corresponding solutions, and implements a customer-oriented management model that unifies the interests of customers and enterprises. Corporate goals provide the possibility to truly achieve a customer-centric operation.

Main contents and characteristics

Lean management is a summary and improvement of Toyota's production methods, and represents rich practical experience and profound management ideas in many industries and fields. The essence of lean management is to continuously improve value stream efficiency by eliminating various forms of waste. The author believes that the main contents of lean management include at least:

1) The definition and abhorrent attitude to waste: In addition to the seven classic wastes that everyone is familiar with in the manufacturing field, there are also widespread business operations such as communication barriers, rigid architecture, conflict of directions, wrong tools, faults, Various forms of waste such as useless information, waiting, knowledge abandonment, premature setting, human resources and labor skills.

2) Lean corporate culture: Examining corporate activities from the perspective of customers, and striving to improve the efficiency of value stream; the harmony between labor and management, and the establishment of a real team within the enterprise; the team members' passion for perfection, continuous improvement, and the concept of excellence are implemented in everyone In the head.

3) The operation of just-in-time (JIT): provide the right number of products or services at the right time and place, and use the least resources. Be as moving as a rabbit, as quiet as a virgin. Provide the right amount of products and services in a timely manner according to the needs of customers, no sooner or later. Enterprise process standards are not rigid, internal processes can be changed due to market changes, and the market's response is more sensitive and fast.

4) Enterprise process automation: The business operation mechanism is designed to automatically identify anomalies, prompt them, and suspend operations if necessary. Especially in various major decision-making processes, such as the adjustment and setting of corporate strategies and operating systems, from a perspective of checks and balances, it should include risk assessment and prevention systems, as well as emergency plans and measures.

5) Foolproof system: Various operations, processes, and systems can effectively prevent various low-level errors that are prone to occur, and reduce various types of quality accidents and safety accidents.

6) The company's operation embodies the idea of "pulling": the company is guided by the market's response and the needs of customers, and the company internally establishes a rapid response and pulling mechanism to the market demand. The development and operation of an enterprise are not characterized by administrative destiny, but rather focus on humane management, and lead and improve all employees in the direction of development in a "guided" rather than "promoted" manner.

Instructors

Sun Shaoxiong: Known as "the first person to implement 5S activities in mainland China". Former senior manager of the biotechnology department and manufacturing department of Matsushita Electric in Japan. He has been engaged in coaching and training for nearly ten years, and has given hundreds of lectures. He is well-known for helping the companies such as China Mobile and Coca-Cola achieve breakthrough management improvements.

He has successively served as the grass-roots director, middle-level cadre, and senior leader of the top 500 companies in Japanese, American, and Taiwan enterprises, and has many years of practical management experience in a world-class enterprise.

Many years of practice in consulting work has allowed Mr. Sun to accumulate a wealth of practical management experience, especially in training and practical guidance in 5S management, quality improvement, standardized management, on-site improvement, human resource management and other aspects.

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

Course Outline

First round content

5S is a sign of first-class enterprises

5S lean management is the key to future competition, the market's winning weapon, and the symbol of first-class corporate character.

Anatomy of the biggest shortcomings of our employees

· Do things freely and without rules!

· With rules, falsify, don't obey rules!

· Follow the rules, but always do not do it!

Once we overcome these shortcomings, catching up with the Super League is just around the corner!

3. Learning 5S Lean Management lies in learning God, not in form.

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

Improve the company's management level by changing the way people think and the quality of action, strengthening the operation of norms and processes

Objects of 5S Lean Management

· Person--standardization

· Things--process

· Property--standardization

What 5S lean management brings us

Reduce failures and promote quality

Reduce waste and save costs

Establish safety and ensure health

Improve morale and efficiency

Establish an image and gain trust

· Cultivate culture, cultivate quality

Executive summary of the second set

How companies look in the mirror

Enterprises can not cover up the lack of management due to the existing benefits, and learn to constantly look in the mirror to find the gaps in time to make up for the shortcomings is the rule of self improvement.

4. The Trilogy of 5S Lean Management

· Lives look at the excitement and build the right consciousness

The land and things are clear and orderly, and the management status is clear

· Experts look at the doorways and define job specifications

Clear operation process and control points

· Enterprises look at culture, everything is thoroughly implemented

The company has formed 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 to manage, implement the rules of management of one person, one thing and one thing, and clarify the responsibility of people, things, and things.

The division of labor is clearly for better cooperation

Promote the effective operation of the organization

· How to form an effective management network

· Methods for supervisors to take the initiative

· How to make the lead person operate effectively

Allow employees to have a consensus on issues

Development and implementation of plans

· Development of policies, goals and implementation contents

· Setting and development of theme activities

· Activity assessment methods

Third round summary

I. Analysis of the differences between Chinese and Japanese enterprises in implementing 5S

Compare nationality, 5S positioning, and implementation methods to avoid more verbal actions than actual actions

Main points of 5S content

Only by grasping the main points and essence of the activity can you get real effect and achieve more with less.

Third, the implementation process reference description

The comparison and comparison of positive and negative case pictures and real-world reference of first-class companies can give us the most perceptual knowledge and can be directly applied to actual work to achieve immediate results

Summary of the fourth set

I. Visual Management and Kanban Management

Make the project (information) you want to manage known to everyone at a glance

Explanation of visual management examples on site, tooling, warehouse

Essentials of visual management and kanban management

2. Evaluation of the level of 5S activities

Set the level of the theme activity and regularly evaluate it, to clearly understand the achievement of the goal of the activity and the release of follow-up efforts

Misunderstandings often made in 5S activities

Analyze common misunderstandings, understand the causes of misunderstandings, and how to correctly understand them. As soon as the obstacles are lifted, the effect is easier to be displayed.

Fifth set summary

First, create a good 5S lean management atmosphere

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

Literacy improvement in the Trinity

The improvement of literacy requires the expert to continually find problems and point out problems; it is necessary to be accused of experts to review problems in a timely manner and improve the problems;

The interests of the team

Cultivation of good habits

The idea of employees is inspiration, not simple dogma. From having an idea, to feeling the touch inside, and then turning into action, eventually developing good habits is one

Process. Requires individual, team and overall atmosphere building to achieve

Fourth, full participation

Everyone must have a clear 5S responsibility, and all staff must participate in the implementation and work together to create change

V. Key Points for Success and Failure of 5S Lean Management Activities

Analyzing the causes of success and failure, let us do more with less. 6S management is endless, we must continuously pursue precision, precision and leanness

Summary of the sixth set

I. Case Study of 5S Lean Management Improvement in Treasury

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

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

Fourth, the case study of 5S lean management improvement in manufacturing industry

Five, 5S lean management thought sharing