To achieve Industry 4.0, lean management is the only way
Author: admin Time: 2019-02-01 14:52
Lean Office of Xi'an Xima Electric Group Co., Ltd . : With the introduction of Made in China 2025, how manufacturing plants can achieve Industry 4.0 has become a hot topic. During this period, experts and scholars and industry veterans have continuously made their own suggestions and opinions based on the actual status of the manufacturing industry. Among them, lean production has been widely recognized. A large number of industry people believe that the realization of Industry 4.0 is inseparable from lean production.
Leanization, automation, intelligence, and intelligence are the four axes for realizing Industry 4.0. Among them, Leanization is the foundation of the other three modernizations. Leanization accompanies the entire process of enterprises moving towards Industry 4.0. Of course, the lean road is not easy to go, and it is even more difficult to have lean thinking and actively take lean actions.
Unify lean thinking
On the surface, the lean system is to help enterprises build a production and operation system that continuously enhances competitiveness, low cost, short delivery time, and multiple varieties and small batches. But in essence, the key to lean production lies in people, how to cultivate people's ability to solve problems in a systematic way, and to develop scientific thinking ability through the use of tools. Therefore, it is critical to unify people's thinking and let the company's leadership and executives fully understand the process and role of lean.
For example, at present, training is an important way for many companies to motivate employees to make changes, but the facts show that training has little effect, that training cannot help employees to be completely inert, and that employees' attitudes to training are passable. Such improvement activities have had limited success.
Therefore, enterprises must first cultivate the lean thinking of employees. First of all, business leaders should learn lean thinking with an open mind, and rely on strong leadership to introduce lean improvement activities to guide employees to take action. Second, start with small improvements and minor improvements that can be done around them, so that employees can realize the benefits of change. Only then can employees take the initiative and actively make changes to further build interest and confidence.
Take lean actions
After solving the problem of how to do it, it naturally comes back to the methodological problem, because all problems will be attached to the process. However, each company's lean progress is different, and the related actions and methods adopted will also be different.
For example, from the perspective of waste in the factory, there are eight kinds of common waste in the factory: waiting for waste; handling waste; bad waste; waste of action; waste of processing; waste of inventory; excessive manufacturing (premature) waste; post-mortem management waste. Different lean actions need to be taken for different waste behaviors. Inventory waste can reduce high-volume production and large-volume purchases, but some companies can always maintain low or low inventory, so this does not apply to them. Creating too much (premature) waste is extremely serious and you need to take action accordingly.
In short, there are process problems in lean production, no matter which one has to find a corresponding solution tool: to solve the problem of process speed, you can find tools and methods related to lean production; to solve the problem of process stability and volatility, you can Find Six Sigma related tools and methods; if existing process capabilities are not enough to solve the problem, look for tools and methods related to process design. Each enterprise needs to start from its own reality and make corresponding adjustments.
Continuous improvement activities
The essence of lean is continuous improvement. It does not require the company to have a professional team to manage lean work, but it requires each employee to participate in the improvement work. As a lean creation company, Toyota does not have a dedicated staff to manage lean production, but their lean production is doing very well, which is due to their continuous improvement activities.
First of all, employees must have a sense of improvement and a sense of improving efficiency, and managers must take improvement as part of employee performance assessment in order to increase employee motivation.
Second, improvement should be visualized. Visualization can expose problems and identify breakthroughs for improvement. For example, if you want to improve the material flow line, you must collect the operation of the logistics vehicle at all times of the day, where it has waited, where it has been blocked, and where it has met the car. With this moment Can only be found in the running state.
In short, lean is in every corner and every step of the company's production, and tireless improvement activities are the starting point of lean. Lean is the foundation and the process on the way of enterprises towards Industry 4.0. Of course, in return, Lean can allow companies to more effectively achieve automation, intelligence, and intelligentization of the three modernization constructions than their competitors, and provide capital and cultural support for the construction of the three modernizations.
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