I'm sure you've read many articles analyzing the reasons for the failure of lean production, and you have to admit that they are all right, but they are all scratching their boots and have no guiding significance at all. After reading them, you still don't know exactly how to proceed. The following is a list of reasons you see:

Leadership implementation issues

Without determination, it is difficult to persist.

People at all levels have the same ideas?

Quick success?

Didn't find a good starting point?

Didn't you do the "5S" homework on the spot?

When you encounter difficulties in the implementation process, you will stagnate?

Too much money?

Surface implementation, little effect?

Is it insufficient to improve by relying on the external force of consulting company?

Is the role of lean implementation office not playing well?

Respect for employees only stays on slogans?

Lean implementation is not combined with performance management.

?

To sum up, I may feel a little heavy after reading it, because all parties in the factory have high requirements for the successful implementation of lean production. If any of the following five points is not achieved, it is impossible to successfully implement lean production. We will not blindly encourage you to carry out lean production. If there is no Jin Gangzuan, don't undertake the work of touching porcelain, otherwise it will not only fail to achieve good results, but will make management worse. Some questions may give you a suggestion, but sometimes there is no panacea. If you can't find the right person, you just can't do it without such high awareness. ?

"procrastination"

Everyone knows that lean management is also a part of project management, and the three most important elements of project management are time node, person in charge and tracking feedback. Any lean project must have "milestone" management. However, plans are always perfect, but accidents are always constant. You will see that the original plans have been "delayed" one by one, and many projects have been dragged to death in this way. Finally, people are distracted and go away. Maybe you will say that this is a manifestation of poor execution and poor team management ability, but I also want to tell you that even if you solve all the problems of execution and management system, you still have many unexpected problems. What I can tell you is that the way to solve project procrastination is similar to the way to overcome personal procrastination. There are three ways:

1

Go as far as possible.

If you have an 8-month cycle, the planned nodes must be designed, tracked and managed in 6 months or less. It is not that shortening the planning cycle can prevent accidents, but that accidents will happen ahead of time and give you time to deal with them.

2

Give play to team effect

When a person is in a bad state and inefficient, you can discuss with others or call a short meeting. When a person is placed in a team, opportunities will stimulate your desire to express, and collective wisdom will enable you to deal with problems with a broader mind. So is a team. Monthly summary meeting, weekly meeting and pre-class meeting as reasonable as possible. It can make everyone tighten that string all the time.

three

Strictly abide by the reward and punishment system.

If a person does it wholeheartedly, the probability of finishing it on time is 90%, but if he doesn't try his best, the result will drop below 30%. This is the deadliest part of the project. With everyone going all out, we can't guarantee to finish it on time, let alone if others don't work hard enough. Therefore, the team must have a clear assessment and reward and punishment system with only one purpose, that is, everyone in the team should do their best.

Lack of "human" leadership. "

What is "leadership"?

At the command, everyone rolled up their sleeves and went into battle. Is this the leader? Maybe the front is the encirclement of the enemy, and that is to let everyone die. You may say, what if this leader is a wise leader? That's only temporary. A favorite saying of many leaders or managers is "Don't ask more questions, it's definitely right to ask you to do so." This is the reason why lean production can't be thoroughly implemented in the field.

The employee is a living person. No matter what job he does, he is eager to be respected and to show his value. However, many leaders regard them as machines and equipment. If this method and concept remain unchanged, the site will never change, and you can't make continuous improvement at all. So what should we do? That is to ask leaders to have "people's leadership", so what is people's leadership? Mainly includes the following three points:

● Pay attention to front-line employees, produce employees first, and then produce products. Any front-line operator is an expert in his field. If he is not now, you should turn him into an expert, stamping expert, grinding expert, lathe expert, inspection expert and welding expert. ...

● With the "experts" on the spot, the next step is to play their role. Let every expert understand what is "waste" and what is standardized production. They know the production process and site best, and their participation in improvement is the premise of continuous improvement.

● Three-dimensional production organization with clear responsibilities. Every factory has a production director and a section chief, but not so many foremen. Generally, every 5-7 people need a foreman. This foreman is not a manager, but the most experienced person in that station. He is responsible for the implementation of "5S", observing the implementation of standardization, finding anomalies, and even solving them when anomalies occur. The section chief and factory director should be responsible for the transshipment of parts, long-term maintenance of equipment, and solve problems that cannot be solved by each station. It must be top-down demand transmission, bottom-up results and problem feedback.

outside

Lean production has no profound theory, but it has brilliant methods and ideas: finding value-understanding the process-finding waste-solving problems, and then repeating this process, that is, constantly pursuing better. However, the essence of this process lies in "finding problems on the spot". The biggest problem of many lean people is that they especially like to talk on paper, and they like to pull some data out of the system for analysis and make beautiful reports. But the result is that it has no effect on the improvement of production management.

Any lean project that leaves the production site is doomed to failure. Taiichi Ono of Toyota drew a circle next to the equipment. Why? It is to let everyone pay attention to the scene, have a scene attitude, find problems with their own observations, and find out unreasonable and wasteful places. For example, when a friend who is engaged in a lean consulting project leads the team to do a lean project, there is a particularly important link, that is, put several chairs in the workshop, and then the project team members sit in the chairs to continuously observe the production site, and then tell the problems you see in turn. At first, everyone thought it was okay, but as time went on, they began to ask, why did he run so far to get the tools? Why is he squatting there for surgery? Why so much rework? ... leaning towards hegemony

This is what we want to see. Only when we find the problem can we find a solution to it. Different product types and workshops can classify problems, but they are not the same. Of course, the solution will be different. Therefore, there are no two identical leaves in the world, and similarly, there is no completely universal lean method in the world. We must focus on the "site" and spend 2/3 of our time on the site to find problems every day, otherwise the lean project will not succeed. ?

Be indecisive and indecisive.

Do you think that even if you find problems and provide solutions, all problems will be solved naturally? Of course not. One of our biggest obstacles is "people". In the final analysis, all our improvements will change people. They can accept and continue to implement your improvement plan, which determines the outcome of the project. ? According to past experience, most people can understand through communication and explanation, but there will always be some people who have strong resistance to change. They will defend their "empiricism" to the death and refuse to change. What should I do if this happens?

We have met many leaders who have chosen to compromise with these people, or have chosen to compromise. As a result, the resistance to lean is growing, pushing people who stood on one side of support to the other. Of course, as you can imagine, the lean project ended up with nothing.

As a leader or person in charge, we must show the determination and action of "setting an example" and punish the punishment. Sometimes we need to expel some "stubborn old people". Only in this way can we clear the way for the improvement. Never be indecisive, be afraid of wolves before and tigers after. You may have lost an experienced welder, but you have gained many other employees who can give you more suggestions for improvement and will continue to improve. Absolutely worth it!

There is no continuous improvement.

The core of lean improvement is to solve problems, and the core of lean culture is "continuous improvement". Generally, after a lean project has achieved phased results, many of them cannot achieve continuous improvement. Why? One is that the method is wrong and I don't know how to improve it next. The other is complacency and self-righteousness.

We mainly talk about how to continuously improve. You should have heard the story of sea water and icebergs. Only when the sea water decreases can you see more parts of the iceberg. In this metaphor, seawater represents stocks and glaciers represent problems. If you find it difficult to find new problems, it is because your current batch and inventory cover up many problems, then try to continue to reduce batches and pursue faster circulation, so that deeper problems will be exposed, and only in this way can we continue to improve!

In short, if you can't do any of the above five points, the lean project will fail. Therefore, the requirements of a successful lean project are very high. There is no completely failed lean production project, even if the result is not satisfactory, your process will affect many people. Please use your practical actions to contribute to the progress of manufacturing industry in China. When you are lonely, just look at the stars in the sky and you will find that you are getting closer and closer to them!

Copyright statement: Xiongxiong respects copyright and thanks every author for his hard work; Such as articles, videos, pictures, etc. If copyright is involved, please contact us as soon as possible, and we will confirm the copyright according to the provided proof materials and delete it immediately!