Of course it is necessary.

First, publicity is a sharing technology.

In fact, it is a shared technology to express lean thoughts, ideas, methods and lean practice effects. In an emotional way.

Imagine what you would think if these good things were just put in your computer or in your head. How do others get lean information?

Grass-roots employees, in particular, will not have the opportunity to attend various meetings and trainings without computers and many documents. If the information is not open and transparent, everyone can't share it effectively. So, how can we promote lean?

Lean is not a tool for a few people, and improvement is not a battle for one or two people. It is a very important link for all to share lean.

B. Publicity is a training platform.

We often talk about lean training for all employees, but the training methods are not limited to lectures in the training room, and the training forms can be varied.

Promote lean concepts, tools and practices through posters, billboards, evening activities, slogans, knowledge contests, salons and other different forms of publicity activities.

In fact, it is the simplest and quickest training for employees, and employees can easily accept these diverse and participatory training methods, even far better than a single classroom teaching.

C. Publicity is an interactive skill.

Through colorful publicity activities, such as parties, activities, competitions, salons, etc. , you can establish an interactive channel between lean production and employees.

Employees are no longer just step-by-step executors, they can participate in the lean cause through these activities.

And form a benign communication and interaction between managers and employees, narrow the distance between employees and managers, and enhance employees' sense of corporate belonging.

D, publicity is the carrier of cultural construction

We often talk about the construction of lean culture. Speaking of concrete actions, what should we do?

The answer is simple. The most direct and easiest thing to do is to infiltrate lean ideas, methods and practices into all employees through rich publicity activities, and form lean thinking in a subtle way, which will affect employees' words and deeds.

As the president of an enterprise who successfully introduced lean management said, "To make lean become our language, we must exchange three sentences and start lean thinking." .

When lean becomes everyone's working language, lean culture begins to take root, and in this process, publicity is essential.

Especially in some labor-intensive enterprises, grassroots employees account for the majority. Without a lot of publicity activities, those lean ideas, tools and lean practices are difficult to pass on to employees.