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How to implement lean production
Lean production implementation steps
A considerable number of enterprises to implement a lean production, the result is that the success and failures. A large number of successful experience in the extract of the implementation of lean manufacturing methods and procedures.
These steps are:
1. The right to determine the value of the awareness of the reform
To determine the correct value to the customer's perspective is to determine the business from design to production to delivery of the whole process to achieve the maximum to meet customer needs.
Lean values to the interests of merchants and customers to unify, rather than opposing the views of the past. Customer-centric business values are to be examined in the process of product design, manufacturing process, services will find the process too much waste: does not meet customer demand from the excessive and redundant functions of non-value-added consumption. Of course, the elimination of the direct beneficiaries of such waste is not only business customers.
In contrast, enterprises are based on the values of the past as the center of their own. Entirely by the business of the design and manufacture of products, designed entirely by the business services, aimed at those much-touted increase in profit, additional, or even 'superfluous' function, which is not necessarily a function of the needs of users, or required. Finally, a lot of wasted cost passed on to the user. However, users simply enjoy the hospitality of ulterior motives.
2. To identify the value stream mapping
Value stream is defined as the raw materials into finished products, and it gives value to all activities. These activities include: from concept to design and engineering, and technical production process, from order processing, to plan, the information delivery process, and products from raw materials to the material conversion process, and product life-cycle support and services process. Lean thinking to identify the meaning of the value of stream flow is found in the value of which is the real value-added activities, which are not immediately removed from the value-added activities. Lean thinking in business processes all consume resources and do not waste called value-added activities.
3. Flow --- the pursuit of 'a stream'
'Flow' and 'Pull' Lean thinking which is the solution for the waste. Lean thinking requires the creation of the value of various activities (steps) flows, and to emphasize that uninterrupted 'flow' 'Value stream' is itself 'mobile', but as a result of deep-rooted traditional attitudes and practices, such as division of labor sector (inter-departmental transfer at the time of transfer and waiting), high-volume production (in the machine next to waiting for products), etc. blocking up the flow of value should be. Lean all the stagnation of waste as a business, called on 'all people and departments have to be of, the struggle against the idea of mass production,' the use of continuous improvement, JIT, a flow (one-piece flow) and other methods to create value continuous flow.
4. Pull
'Pull' is designed according to customer demand inputs and outputs, allowing users precise time they need to be needed. After pulling the implementation, the user or manufacturer in the downstream as the shelves of supermarkets, like get what they need, rather than the users do not want to forcibly push the product to users. Driving principle of production and demand as a result of a direct counterpart, the elimination of the premature excessive input, thus reducing a large amount of inventory and on-site in the products, a large number of compressed lead-time.
The implementation of JIT production and flow and pull a product development time will be reduced by 50%, order cycle by 75%, 90% lower production cycle, which is simply the improvement of the traditional is a miracle.
5. Perfection
4 principles of the above-mentioned result of the interaction of the value of mobility must be significantly accelerated the pace. This must continue to use the value stream analysis to identify more hidden waste, for further improvements. Such a virtuous cycle tends to perfect the process of becoming. Because the external market environment is changing, the enterprise must continue to change, so a 'perfect' job is not forever, but the continued pursuit of perfection will never create a dynamic and continuous progress of the enterprise.
The implementation of lean manufacturing strategy is commonly used to achieve the stability of the process, including: quality, equipment, personnel, logistics, sourcing, production load, and then the further implementation of continuous flow, can be considered automatic, the use of Kanban pull.
The road to Lean Enterprise
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