How to correctly understand lean production or Toyota Production System 1. Future Manufacturing From the perspective of manufacturing strategy and manufacturing management, lean production method and

How to correctly understand lean production or Toyota Production System 1. Future Manufacturing From the perspective of manufacturing strategy and manufacturing management, lean production method and lean management have become major strategies for the development of manufacturing industry in various countries. and key to management improvement. Years of practice in world-class advanced lean manufacturing and management companies have shown that the implementation of lean production methods must start from the following aspects: Correctly understand the concepts, principles, methods and tools of lean methods, combine national conditions and the actual situation of the enterprise, and use the concept of lean Transform the company's culture into lean, and make senior managers and employees at all levels gradually become smart and capable talents from the aspects of personnel recruitment, use, motivation and training; pay more attention to learning and sampling the latest lean technologies, methods and tools ; Apply Six Sigma method to enterprises, and use Six Sigma method to track the implementation of enterprise lean methods, and provide customers with high-quality, "flawless" products and services; Transform the enterprise's supply chain and carry out lean supply chain management and customer relationship management , "squeeze out and remove" the excess water in the supply chain to create a lean supply chain that can support the lean operation of the enterprise; use the information and data obtained through horizontal comparison to effectively measure the performance of the lean enterprise; the key to success is Introduce lean management experts to implement lean management based on studying and studying lean enterprise cases. 2. How to correctly understand lean production? In the 1990s, China's engineering and business circles once launched a "lean production craze", and there were many research papers and books. However, there is very little independent research, development and application, and a large number of "second-hand goods" are copied, lacking in-depth research and comprehensive and correct understanding of the Toyota Production System and lean production. There is insufficient research and preparation for implementing lean production. Because this craze includes the misguidance of individual researchers' strong assumptions and the eager "practice" of implementers, it has resulted in the consequences of today's university - we have to re-learn, understand, recognize and utilize JIT philosophy and lean Production. 1. There is no essential difference between lean production and the Toyota Production System. The current consensus is that the Toyota Production System will become the dominant production method in the world manufacturing industry in the 21st century, replacing the mass production method and the single-piece production method. For example, in the above-mentioned MIT book, the author clearly stated: "We are convinced that lean production methods will replace mass production methods and remaining single-piece production methods in all fields of industry, becoming the global standard production system in the 21st century." Today, the industry has proposed that "lean production/Toyota Production System is the dominant production model in the 21st century." Therefore, we must face up to the development trend of world manufacturing and actively learn and apply the Toyota Production System. In the past 10 years, our country, like many other countries, has certain prejudices and misunderstandings about lean production. Stuart Cramer pointed out in his book "A Century of Management" that in the past 40 years (from the 1960s to the present), Western automobile manufacturers have always been one step behind (Japanese automobile manufacturers), and the object they are catching up with is the Japanese giant, Toyota. From a theoretical perspective, there is nothing innovative or revolutionary about lean production. In fact, the Toyota Production System/System (or commonly known as Lean Production) is based on the three principles of just-in-time (JIT), every employee is responsible for quality, and value flow. Its essence is to hide the soul and ideas of Deming's quality control, that is, Toyota adopts the basic principles of quality management promoted by Deming. Just-in-time production proposition: The production of cars or other products based on blind demand is useless. Production must be closely linked to market demand; all waste (loss) is bad, and a just-in-time system must be implemented to produce according to orders or market demand. In the Toyota Production System, every employee should be responsible for quality and implement producer autonomy. Once any quality defects are discovered, they should be corrected as soon as possible. In the Toyota Production System, new technologies and techniques have been integrated into the analysis, design and reengineering of the production process and the continuous improvement of the process, so that the company's intellectual property rights and technical advantages are contained in the manufacturing process. 2. "Pull production method" must be better than "push production method"? In the 1990s, there was a view that "pull production method is better than push production method". It is true that a major innovation in the Toyota Production System was the introduction of the pull production method. However, this conclusion is not consistent with the results of production practice. The analysis of the theory of constraints (TOC) shows that both the pull method and the push method have their own application conditions and scope of application. The task of the enterprise is to flexibly determine which method to choose based on the TOC analysis results, rather than subjectively. "Lift-pull method and push-pull method". After comparative analysis and research, we can draw the following three basic points that should be mastered: The basic feature of pull-type management and operation is that the flow direction of information flow is opposite to the flow direction of material flow, and the output of its production plan is the same as the actual output. , can achieve zero inventory or less inventory. The basic characteristics of push-style management and operation are exactly the opposite of pull-style management. The direction of information flow is the same as that of material flow, and the planned output is different from the actual production output. Because this production method requires the use of intermediate inventory (WIP) to decouple the coupling interactions between the interconnected workstations (work centers) on the production line, especially between the bottleneck workstations, to eliminate or alleviate the coupling effects. trouble. Therefore, the key for Chinese enterprises to learn and implement lean production is to get rid of impetuousness and eagerness for success, and seriously integrate the basic concepts, basic principles, applicable new technologies and new management of lean production with the company's customers and resource conditions, and Implemented in the entire manufacturing process (process) to form a competitive advantage that is unique to the enterprise and difficult to be learned, imitated and stolen by competitors. The Machinery Branch of the Machinery Industry Press has specially invited Mr. Yang Shenzhong, a senior foreign company executive, to compile a book "Lean Production Practice" based on the confusion currently encountered by enterprises in lean production. The book brings together a large number of practical application management of enterprises that can be used for reference. Charts are highly targeted, practical, adoptable and reference. In fact, it is a rare good book for the management of enterprises and institutions, a magic weapon for reducing costs and increasing profits! Book Category: Production Technology Management Book Title: Lean Production Practice ISBN: 978-7-111-30489-0 Author: Yang Shenzhong Editor-in-Chief Publication Date: July 2010 Volume: B5 Pages: 312 Pages Word Count: 402 Price per thousand words: 39.00 Content introduction: This book is a summary of the author's many years of experience in high-level management of foreign-funded enterprises. It is also a practical summary of the management concept of "lean production". This book is divided into ten chapters. From the challenges faced by my country's manufacturing industry, the development of lean production, the unification of lean enterprises and lean thinking, lean production operations, lean quality management, lean material procurement and supplier management, lean equipment management, lean safety management to lean finance (general affairs) Management and other contents are comprehensively and concretely introduced in practical terms. The book collects a large number of practical enterprise application management charts that can be used for reference, which are highly targeted, practical, adoptable and reference. This book can be used as a reference for management workers at all levels of enterprises and institutions, and has reference value for integrating theory with practice for teachers and students majoring in management in colleges and universities. Lean Production Practice/Editor-in-Chief Yang Shenzhong.-Beijing: Machinery Industry Press, 2010.5 ISBN 978-7- 111-30489-0 F273-53 Planning Editor: Shen Hong Responsible Editor: Shen Hong July 2010 1st Edition·1st Printing 169mm Section 4 Implementation of sustainable development of manufacturing industry Section 4 Direction of adjustment of manufacturing industry structure Chapter 2 Development of lean production Section 1 Single piece and small batch production Section 2 Mass production Section 3 Lean production methods Section 4 Lean production principles Chapter 1 Chapter 3 Lean Enterprise Production and Lean Thinking Section 1 Establishing Lean Production Management Model Section 2 Lean Enterprise Management Section 3 Cultivating Lean Enterprises Section 4 The Essence of Lean Section 5 Creating Lean Thinking Chapter 4 Lean Production Operations Section 1 Toyota Production Core Analysis Section 2 Production Operation Management Section 3 Operation Process Table (Engineering QC Table) and Process Inspection Standard (Inspection Score Table) Section 4 Batch Management Section 5 Initial Material Management Section 6 Work in Process Management Section 7 Production Ability Demonstration Section 8 Production Planning and Control Chapter 5 Lean Technology Management Section 1 Technical Management Section 2 Product Process Management Section 3 New Product Development Section 4 Technical Workflow Chapter 6 Lean Quality Management Section 1 Contents of Quality Management Section 2 Establishing Quality Evaluation Section 3 Quality Assurance System Section 4 Process Quality Management Form Section 5 Exception Handling Section 6 Sampling Inspection Chapter 7 Lean Materials, Procurement and Supplier Management Section 1 Material Management Section 2 Procurement Management Section 3 Supplier Management Chapter 8 Lean Equipment Management Section 1 Modern Equipment Management Section 2 TPM (Equipment) Management System Section 3 Equipment Process Layout Section 4 Equipment Status Management Section 5 Equipment Diagnosis Technology Section 6 RBI Inspection Application of Technology Section 7 Management and Control of Equipment, Facilities and Working Environment Chapter 9 Lean Safety Management Section 1 Enterprise Safety Management Section 2 Hazard Classification Section 3 Safety Evaluation Section 4 Lean Safety Management Methods Chapter 10 Finance (General Affairs) Management Section 1 Financial (General Affairs) Management System Section 2 Annual Comprehensive Plan and Budget Section 3 Financial Workflow and Charts Section 4 Regulations on Financial Expenditures Section 5 Nine Common Wastes Section 6 Position Rights and Responsibilities Section 7 Section Work Report Requirements References Preface Currently, our country’s economy is facing an unprecedented challenge. Product updates have accelerated significantly; production costs have risen sharply; customer (market) requirements are increasing day by day; the profit margins of enterprises (units) have dropped again and again, entering the "meager profit era." From the perspective of economic development, this is an inevitable trend. China has entered a stage of deep industrialization. This stage has three important characteristics: first, the market economy has transformed from breadth to depth, and the survival opportunities of enterprises have significantly declined; second, enterprises have shifted from single manufacturing to high-end extension of the industrial chain, or The increase in batches of product series forces companies to find new breakthroughs; thirdly, product profit margins have seriously shrunk, and companies that relied on low labor costs and high workloads to support business operations have significantly declined. In order to seize the current market opportunities, gain a firm foothold in the industry, and achieve the accumulation necessary for enterprise growth, through lean production, we will gradually establish lean management and thinking, so as to shorten the product production cycle by another 5%~~10%; product inventory Reduce it by another 10% to 15%; increase production efficiency by another 5%; reduce the failure rate by another 10%, etc. The essence of lean production and operation is to pursue efficiency and value expression, that is, to do the same thing better than its opponents, so that enterprises can continuously improve their execution ability to meet market requirements! The key to lean production is to eliminate waste, manage the value stream process, and reduce or eliminate non-value-added activities in the process to reduce manufacturing costs and support the implementation of a pull-driven production system. This book uses a large number of production practice cases to help enterprises understand and apply international advanced management methods more quickly. In response to the new situations, new trends, and new problems that have emerged in market competition since the reform and opening up, the majority of business operators urgently need a professional management book that systematically describes lean production practices to guide current work. This book is a summary of the author's experience in senior management work in foreign-funded enterprises for many years. It is also a practical summary of the management concept of "lean production". This book draws on a wide range of materials and is compiled from the latest business management materials and practical application charts. It can be used as a reference for the majority of production managers and business leaders; at the same time, it is also a valuable reference training material for teachers and students of management majors in colleges and universities, and industrial and mining enterprises to carry out continuing education. The first, fifth, and sixth chapters of this book are written by Yang Shenzhong, Xu Xiaoli, Wang Liang, and Yang Wei; the second chapter is written by Yang Shenzhong, Yang Wei, Li Xiuzhong, and Wang Liang; the third chapter is written by Yang Shenzhong, Lu Yongkai, and Wang Feng , written by Zhu Tongyu; Chapter 4 is written by Yang Shenzhong, Yang Wei, Li Qingdong, and Tan Genlong; Chapter 7 is written by Yang Shenzhong, Xu Xiaoli, Wang Liang, and Zhu Tongyu; Chapters 8 and 10 are written by Yang Shenzhong, Xu Xiaoli, Yang Wei, Lu Yongkai, and Wang Written by Feng, Li Qingdong, and Wang Liang; Chapter 9 is written by Yang Shenzhong, Xu Xiaoli, Li Xiuzhong, Yang Wei, and Zhu Tongyu. Due to the limited editor's level, deficiencies in the book are inevitable, and readers are requested to correct them. More good book recommendations: Book Category: Business Management Book Title: Lean Production Practice: A Complete Guide to Implementation for Enterprises of Any Size Series Title: International Manufacturing Advanced Technology Translation Series Number: 978-7-111-25218-4 Author: (US) Written by Hobbes; translated by Zhou Haipeng and Chai Bangheng Publication date: January 2009 Format: B5 Number of pages: 228 pages Word count: 242 Thousand words Price: 38.00 Yuan Introduction: Implementing lean production is an effective way for manufacturing enterprises to improve their core competitiveness , the original author of this book has rich practical experience in lean production in many industries. In the book, he fully describes and explains the details of the planning, operation and maintenance of lean production. The content of this book consists of 3 parts and 9 chapters, discussing the history and modern application of lean production; how to conduct strategic business analysis; understanding your products, processes and needs; production line layout and station identification with connecting and balancing processes; Kanban Strategy; managing innovation with Kanban system; team building; milestone checklist in implementing lean production; managing lean production lines. This book can provide business leaders and production managers in the manufacturing industry with a comprehensive understanding of lean production, and can also be used as a guide for the implementation of lean production.