What is production management Kanban and what is lean production.

A billboard, also known as a summons card, is a tool for transmitting signals. It can be a card, a signal, a notice board, etc. Kanban was originally created by Toyota Motor Company in the 1950s, inspired by the operating mechanism of American supermarkets, as a tool for transmitting production and delivery instructions. There are many forms of signboards, such as various cards, signboards, balls of various colors, signal lights, etc. According to the functional differences and application objects of kanban, it can be divided into: (1) Process kanban, which is a kanban used between each process. 1) Pick-up sign. Operators go to the previous process to receive parts according to the numbers listed on the kanban, and are not allowed to receive them without a kanban. 2) Delivery sign. The subsequent process will fill in the required quantity of parts for pickup, and when the previous process delivers goods, the delivery and receipt list will be brought back as the basis for the next delivery. 3) Processing Kanban. A kanban that instructs a certain process to process and manufacture a specified quantity. It is generally prepared separately according to the needs of mechanical processing, assembly, transportation, delivery, and external ordering. 4) Signal board. As a signboard for production instructions on a fixed production line, it is usually a signal light or small balls of different colors, etc. 5) Material Kanban. Refers to the kanban used for material preparation during production. 6) Temporary billboard. Kanban boards used when defective products, temporary tasks, or overtime work occur during production are only used once and taken back immediately after use. (2) Outsourcing parts dashboard. When a factory places an order with an external party, it is a kind of receipt board used to indicate the quantity, time, etc. of parts that should be delivered from the outside. It is only applicable to fixed collaborating factories. (3) Production management board 1) Instruction management board. The manager does not give verbal instructions, but uses the management board to let the operators understand the content and priority of the day's work. Allocate individual tasks to each device by instructing the management board. Confirm the tasks and order of the day, mark them as homework instructions, and allocate as much time as possible. 2) Progress management board. Through this, we can grasp the production progress of the relevant plan and understand the necessity of overtime or delivery date changes. Through the progress management board, we can grasp and adjust the production delay status and use it to determine the delivery date. 3) Delivery management board. Understand the delivery time of each product and manage the product delivery time. Through the delivery management board, you can understand the scheduled and actual dates of product storage and formulate countermeasures to prevent delays.

Lean Manufacturing, referred to as "Lean", is a production method that uses an elimination of waste and an uninterrupted work process rather than batches and queues. Lean production is a management philosophy derived from the Toyota Production System. 1. Lean is best known for its focus on reducing the seven wastes originating from Toyota, thereby increasing overall customer value, but the jury is still out on which is the best way to achieve this goal. Toyota Motor Corporation's steady growth from a small company to the world's largest automaker2 focused its attention on how to achieve this goal. The core is to eliminate all ineffective labor and waste. It sets the goal of perfection and ensures the company's advantage in market competition by continuously reducing costs, improving quality, enhancing production flexibility, and achieving no waste products and zero inventory. At the same time, lean production decentralizes responsibilities to all levels of the organizational structure, adopts group working methods, fully mobilizes the enthusiasm and intelligence of all employees, and eliminates defects and waste in every position in a timely manner. Principle 1: Eliminate eight major wastes

The eight major wastes prevalent in enterprises include: overproduction, waiting time, transportation, inventory, process (process), movement, product defects, and neglect of employee creativity.

Principle 2: Pay attention to the process and improve overall efficiency

Management guru De Ming once said: "Employees are only responsible for 15% of the problems, and the other 85% are attributed to the system and process." What? This kind of process will produce what kind of performance. When improving the process, we should pay attention to the goal of improving overall efficiency, rather than improving the efficiency of local departments. For the overall benefit of the enterprise, we will not hesitate to sacrifice the efficiency of local departments.

Principle 3: Establish a non-stop process to respond quickly

Establish a non-stop process and compress the non-value-added ineffective time in the process as much as possible to shorten the time of the entire process, so as to respond quickly customer needs.

Principle 4: Reduce inventory

It should be pointed out that reducing inventory is only one of the means of lean production. The purpose is to solve problems and reduce costs, and low inventory requires efficient processes. , stable and reliable quality to ensure.

When many companies implement lean production, they think that lean production means zero inventory. Without first transforming the process and improving quality, they blindly ask the following to reduce inventory. As you can imagine, the result is that instead of reducing the cost, it rises sharply. So we came to the conclusion , Lean production is not suitable for my industry and my company. This misunderstanding needs to be avoided at all costs.

Principle 5: High quality in the whole process, done right the first time

Quality is produced, not inspected. Inspection is only an after-the-fact remedy, which is not only costly but also cannot guarantee that there will be no errors. Therefore, quality should be built into design, process and manufacturing, and an error-free quality assurance system should be established to do it right the first time. Lean production requires low inventory and uninterrupted processes. Just imagine that if there is a problem in any link, all subsequent ones will stop. Therefore, lean production must be based on high quality throughout the entire process. Otherwise, lean production can only be an empty talk.

Principle 6: Drive production based on customer needs

The original intention of JIT is: to produce only the required quantity when needed, and production and sales are synchronized. In other words, production is carried out at the speed of sales, so that the logistics balance can be maintained. Any production too early or too late will cause losses. In the past, Toyota used the "Kanban" system to pull materials, but now it is easier to pull materials from outside the company with the help of ERP or MRP information systems.

Principle 7: Standardization and work innovation

The role of standardization is self-evident, but standardization is not a restriction or restraint, but the integration of the best practices in the enterprise It is fixed so that different people can do their best and maximize their effectiveness and efficiency. Moreover, standardization is not rigid and immutable. Standards need to be constantly innovated and improved.

Principle 8: Respect employees and empower them

Respecting employees means respecting their intelligence and abilities, providing them with a stage to give full play to their talents, and doing the best for the company and for themselves. better. At Toyota, employees practice self-management and do their own thing within the scope of the organization's responsibilities. They don't have to worry about being punished for work mistakes. There must be inherent reasons for mistakes. As long as you find the cause and take countermeasures, it won't happen next time. . Therefore, a lean enterprise employs "a whole person", while a non-lean enterprise only employs "a pair of hands" of employees.

Principle 9: Team work

In lean In enterprises, flexible team work has become the most common organizational form. Sometimes the same person belongs to different teams at the same time and is responsible for completing different tasks. The most typical team work is Toyota's new product development plan. This plan is promoted by a large team. Team members come from various departments, such as marketing, design, engineering, manufacturing, purchasing, etc., and they are in the same team. Collaborative operations have greatly shortened the time for new product launches, with higher quality and lower costs, because many problems have been fully considered from the beginning and have been solved by professionals before they cause trouble.

Principle 10: Satisfy customer needs

Meeting customer needs means continuously improving customer satisfaction. It is quite short-sighted to sacrifice customer satisfaction for the sake of immediate benefits. Toyota never talks about this, but always puts it into practice with practical actions. Although the supply of products exceeds demand, Toyota never blindly expands its scale before all preparations are ready, and maintains a steady and pragmatic style to win the respect of customers. Toyota's financial data shows that its annual profit growth rate is almost twice the sales growth rate, and the annual growth rate is quite stable.

Principle 11: Lean supply chain

In a lean enterprise, suppliers are valuable assets for the long-term operation of the enterprise and are external partners. They share information, risks and benefits. When we bear the burden, we will both be prosperous and suffer losses. Regrettably, many domestic companies run counter to this lean concept when implementing lean production. In order to achieve the goal of "zero inventory", they push all their inventory to their suppliers, causing suppliers to complain: Your inventory has decreased. , and my inventory increased dramatically. The goal of lean manufacturing is to reduce inventory throughout the supply chain. Simply moving inventory from one place to another without putting in the effort to transform the process won't solve any problems.

When you are constantly squeezing and exploiting your suppliers, can you still expect them to be willing to provide any quality support and service? In the end, it's you who suffers. If you are a strong player in the supply chain, you should, like Toyota, take on the role of a leader and integrate a lean supply chain to benefit everyone.

Principle 12: "Self-reflection" and "genchi genbutsu"

There are two outstanding characteristics in lean culture: "self-reflection" and "genchi genbutsu".

The purpose of "self-reflection" is to find out your own mistakes and continuously improve yourself. Toyota believes that "problems are opportunities" - when mistakes occur, rather than punishing individuals, corrective actions are taken and the learning from each experience is widely disseminated throughout the company. This is completely different from the practice of many domestic companies that impose fines at every turn - most of the problems are caused by the system process itself. Punishing individuals will only make everyone do everything possible to cover up the problem, which will not help solve the problem.

"Genchi Genbutsu" advocates that everyone, regardless of their position, should go deep into the scene, thoroughly understand the true situation of what happened, and manage based on the facts. This "genchi genbutsu" work style can effectively avoid "bureaucracy." Among domestic listed companies, CIMC Group can be said to be outstanding. Among its more than a dozen subordinate factories, the factory in Nantong has been doing One of the important reasons is that the leadership of Nantong CIMC follows the idea of ??"genchi genbutsu". Senior leaders must take time to go to the production line every day to check on the situation and solve problems.

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