MindMap Gallery Enterprise lean production management thinking
Lean thinking further summarizes the new management thinking contained in lean production from a theoretical level, and expands lean methods to all fields other than manufacturing, especially the tertiary industry, and extends lean production methods to all aspects of corporate activities. In terms of aspects, it is no longer limited to the production field, thus prompting managers to rethink corporate processes and eliminate waste...
Edited at 2023-01-30 15:29:06El cáncer de pulmón es un tumor maligno que se origina en la mucosa bronquial o las glándulas de los pulmones. Es uno de los tumores malignos con mayor morbilidad y mortalidad y mayor amenaza para la salud y la vida humana.
La diabetes es una enfermedad crónica con hiperglucemia como signo principal. Es causada principalmente por una disminución en la secreción de insulina causada por una disfunción de las células de los islotes pancreáticos, o porque el cuerpo es insensible a la acción de la insulina (es decir, resistencia a la insulina), o ambas cosas. la glucosa en la sangre es ineficaz para ser utilizada y almacenada.
El sistema digestivo es uno de los nueve sistemas principales del cuerpo humano y es el principal responsable de la ingesta, digestión, absorción y excreción de los alimentos. Consta de dos partes principales: el tracto digestivo y las glándulas digestivas.
El cáncer de pulmón es un tumor maligno que se origina en la mucosa bronquial o las glándulas de los pulmones. Es uno de los tumores malignos con mayor morbilidad y mortalidad y mayor amenaza para la salud y la vida humana.
La diabetes es una enfermedad crónica con hiperglucemia como signo principal. Es causada principalmente por una disminución en la secreción de insulina causada por una disfunción de las células de los islotes pancreáticos, o porque el cuerpo es insensible a la acción de la insulina (es decir, resistencia a la insulina), o ambas cosas. la glucosa en la sangre es ineficaz para ser utilizada y almacenada.
El sistema digestivo es uno de los nueve sistemas principales del cuerpo humano y es el principal responsable de la ingesta, digestión, absorción y excreción de los alimentos. Consta de dos partes principales: el tracto digestivo y las glándulas digestivas.
Lean production Cost reduction and efficiency improvement
Traditional cost reduction Ideas
Increase revenue and reduce expenditure
Open source
After marketization, control over sales prices and sales volume will decrease.
Throttle
Control costs
Can achieve
cost structure
1. 50% of raw and auxiliary materials
Price*Quantity=Cost of raw materials
Bargain with suppliers
Reduce quantity input
2. Labor 20%
Build factories in places with low labor costs
commercial nomads
Reduce labor input
Resources price, quantity Lower too much
Quality cannot be guaranteed
3. Management and operating costs 30%
Lean cost reduction ideas
Resource analysis
Why use these resources
resource usage efficiency
idle
performance degradation
Bad workmanship
EquipmentOEE
50-60%
Why is efficiency so low?
The way of doing things is different
manufacturing process
Organization
Task flow
The more average the better
Otherwise, there will be uneven busyness and leisure
Equipment and manpower efficiency are greatly reduced
How to improve efficiency
traditional thinking
The efficiency of everything needs to be improved
Lean thinking
Improvement points
value
Things that add value
marketing
design
machining
welding
Things that don’t add value
store
carry
test
Rework
Prioritize removal
If it cannot be cleared, then think about improving efficiency.
eliminate waste
Capacity
Used
Unused
shutdown
idle
loss
Improve efficiency
Find the source by working backwards from the phenomenon of waste
methodology
purpose of improvement
Things get better 40% the more you do them
People→Improvement→Process
By improving processes, personnel’s knowledge, abilities, and values continue to spiral upward.
DNA double helix structure
Therefore, improvement is the link between the simultaneous progress of systems and people (the capabilities and flexibility).
Staff growth by 60%
Improve → experience → personnel growth (firm belief and behavior, improve knowledge and skills) → further improvement
The process of cultivating mentality
The best strategy for cultivating talent
Toyota Kata = Improvement Kata Coaching Kata
implement
1. Goal result Y pursued
Must be quantified and have a scoring table
Release transcript
2. All conditions X that contribute to the realization of the result
Sort out the list of conditions
3. Sort out the logical and sequential relationship of X
Structured, standardized
4.F
Let all X have an effect on Y
How does it work?
Knowledge
experience
Skill
5. Verify whether Y=aX is established
6. Maintain reliability
mechanism
Management infrastructure
7. In case the equal sign does not hold
Quick correction (daily management)
Visualization
Result recovery
8. Continuous improvement
Assume that 8 X's are known
All under control
Y is still abnormal
Explore the unknownX
Craftsman spirit
assets
protect
Not afraid of others learning
But I am afraid of losing myself
Otherwise, things that have been improved will be improved again.
The key to inheritance of causal knowledge
How to make sure everyone knows, especially newbies·
explicit knowledge
Preparation process experience
All experts return to work in the workshop for 3 months
Be familiar with tacit knowledge
How to ensure that if you know it, you can do it?
Improvement of all employees
Executors familiar with tacit knowledge
Those who do this matter should participate in the improvement
tacit knowledge
You must realize it yourself (Practice)
How to learn to ride a bicycle
broken
Road to Road, very Avenue
Several major misunderstandings
Misunderstanding
The overall system is incomplete
Participate in the system
Production system (workshop)
Problem exposure link
Not participating in the system by default
design system
human system
Procurement system
The benefits are not realized smoothly
plan
Senior leaders and departments must pay attention to participation
Release of project results
Redemption link
Lean production process Lean production system
production ideas
traditional status quo
Complex management
need to lose weight
management thought
Standards, processes, authorization
Run on its own
Exception management
Don't come to me if you have nothing to do. Come to me if you have something to do.
Problem taking shape
Lean thinking
Core: the process of creating conditions
Unity of knowledge and action
Target
Eliminate 7 major wastes
wait
in stock
carry
Non-value-added links
The aftermath of defective products
redundant processing
redundant action
value-added link
Purchase and produce too much, too early
three no policy
every position
Do not accept defective products
Do not produce defective products
No defective products will be released
trilogy of questions
Problem taking shape
Something went wrong
The JIT where the problem occurred just in time
period time
Problem occurs→Problem discovery
The longer the time, the lower the probability of finding the cause.
Statistical quality control
SQC
TQC
Tradition
One hundred products, sampled
Something went wrong
Send samples
Testing Equipment
Measurement data
Comparison standard
Issue a report
problem found
Lean
Evolution 1
first article inspection
On-site testing
Eliminate sample delivery time
Issue a report
Evolution 2
Quick check
Quick inspection tool
Qualified and unqualified
Unexpected data
A problem occurs → Problem is found
1 beat
Achieve full inspection
problem found
question type
Routine response to accidents (Post-event management: fire fighting)
prevent spread
stop production
emergency correction
spread tracking
From the time of occurrence to discovery, the product has flowed into every link
Clean up the aftermath
Screening and elimination
Rework and repair
Scrap and redo
Investigate responsibility
emergency response
Change plan
Scheduling management
Emergency line change
Emergency goods transfer
Working overtime to catch up on work
Change to air freight
Change delivery date
The biggest order in the workshop
Often not big customers
But a rework order
Treating the symptoms rather than the root cause
Failure to solve the problem from the source
Habits become natural, taken for granted
Post-event management
performance appraisal
process standardization
Complicated rules and regulations
Enterprise "fat"
superfluous waste
Finishing work, can’t stop
Warehouse delivery
question
Produce 500 pieces and send 600 blanks
Counting, issuing orders and returning inventory
plan
To the workshop spare parts
Accurate quantity supply
On-site trash removal
question
Packaging Materials
Broken newspapers, cardboard boxes
plan
Parts sent to the workshop
Must be bare
Since the process is completed
Problem discovery → Cause discovery
Check whether the initial parameters of the device have changed
Visualization of parameter condition benchmarks
Clamp fasteners
When the first one passes
Hexagonal nut line mark
a beat
Quick correction
Lean thinking key solution areas
problem analysis
Four Lean Capabilities
1. Understand the consequences
It’s terrible not to cure the root cause
subtopic
2. 7 major wastes and their root causes
7 wastes
how to find
time lapse method
Horizontal
Time spent in each phase of the product cycle
invalid time
time not doing anything
wait
carry
in stock
process breakpoint
Effective time
time to do things
bad aftermath
redundant action
redundant processing steps
lead to
Purchasing and manufacturing too much too early
portrait
8 hours a day, where does the time go?
5why
Five horizontal and vertical directions
1. Why is this happening? Ask why...
Ask 5 reasons in a row
2. Why do you do this? Ask the purpose...
Ask 5 goals in a row
3. What will happen if you don’t do this? Ask about the consequences...
Ask 5 consequences in a row
Until it is linked to increasing revenue and reducing expenditure
Key points to realize benefits
4. Why can it be merged? Ask about conditions...
Ask 5 conditions in a row
5. Why not? Ask about constraints...
Ask 5 constraints in a row
The key to people growth
3. Source management
Create conditions
Keep accidents to a minimum
Case
Find the faucet and turn off the water outlet
Otherwise: Keep mopping the floor
Problem occurs JIT
The shortest cycle
4. Eliminate unnecessary links
problem solved
solution
Process breakpoint merging
Difficulty in implementation~
Only turn off the "faucet" in the production system
Design, scheduling, and human resources are not involved
Economic benefits not realized
Case
In-plant logistics consolidation (Few forklifts)
Redemption process
Reduce forklifts
people
manager
Redundant drivers diverted
machine
Idle forklift for sale
Inspection and maintenance costs
Maintenance
repair
spare parts
material
Dharma (ability)
Reduced fuel consumption losses
ring
technical system
Application cost: human-machine material method environmental testing
Scheduling plan shortened
Procurement cycle shortened
subtopic
Case
Efficiency improvement
Can the sales department resist?
Shorten cycle time
Throttle
Add batch switching
Queuing time reduced
Batch size (amount produced each time) decreases
Reduce production stock quantity (inventory ↓)
Free up liquidity
Reduce capital costs (no interest on loans)
Open source
Response speed becomes faster
Small batch orders can be accepted