Gold Mine Reading Experience

After reading a work, you must have a lot of experiences worth sharing. At this time, you need to carefully record and write down your reading experience. Have you thought about how to write about your reading experience? Below are examples of gold mine reading experience (selected 5 articles) that I compiled for everyone for your reference. I hope it can help friends in need. Gold Mine Reading Experience 1

I had a certain understanding of lean production before, but after reading the book "Gold Mine", I have a deeper understanding of lean production. This book uses the form of a story and an easy-to-understand language to describe the implementation of lean production in a targeted manner. After reading it, I felt a lot and gained a lot, so I will share some of my experiences with you:

As I closed the book, I was thinking about the corporate production methods described in the book and our relationship with them. What is the difference? Will we also encounter the scenarios and problems described in the book? Can the problem-solving methods of lean production be applied in our actual production?

The essence of lean production is smoothness. The word "fluency" means meeting the different needs of customers, including product quantity and variety, quality, cost and delivery time (QCD), to achieve smooth production without waste. That is, a production method that produces the necessary quantity of products when necessary and delivers them to the necessary locations.

In order to implement lean production, we must first solve the human problem. The success of an enterprise depends entirely on people. It is people who achieve success, and it is people who hinder success. To be able to break through obstacles, it still depends on people. Everything is inseparable from people. Every enterprise will face some problems more or less. The problem itself is not terrible. It requires people to discover and face the problems with a good mood and mentality, and at the same time analyze these problems in the correct way. Therefore, we should have a rigorous working attitude towards problems, ask more "five whys", and find the real causes of these problems, so that we can solve the problems thoroughly.

To achieve smoothness, look at whether the company has the following waste points: unnecessary overproduction; unnecessary waiting; unnecessary transportation; unnecessary operations; unnecessary inventory; unnecessary Necessary movement; unnecessary lack of quality; these are the main points of waste!

All work that does not add value is waste. In our actual production, we sometimes encounter unqualified outsourced and outsourced parts that require repairs by the manufacturer, resulting in unnecessary waiting. Sometimes just a small hole can cause a lot of waste. This requires strengthening the control of outsourced and outsourced parts to ultimately achieve the goal of zero defects in order to completely eliminate this waste. Of course, there is still a long way to go to achieve this goal. Only by establishing an effective quality management system specification and forming a virtuous cycle of continuous quality improvement internally can we achieve the goal of zero defects.

The soul of lean production is continuous improvement, and the emphasis is on continuous improvement with the participation of all employees. "There is only better, not the best" is the portrayal of Lean. Only by truly grasping this point can we truly understand the essence of Lean. In actual work, it is the grassroots employees and production line managers who make the most improvement suggestions, because they know the site best. Therefore, we must mobilize their enthusiasm, listen to their suggestions, respond to good suggestions and implement them as soon as possible. This can be done through activities such as small reforms and rationalization suggestions. Just like the lake and stones mentioned in the book. If an employee points out something unreasonable, we will immediately organize corresponding analysis and improvement until satisfactory results are achieved, and then look for the next improvement project. Only through this cyclical and never-ending improvement process can we make progress every day, the efficiency of the enterprise can be continuously improved, and we can find the real gold mine.

The experience of studying in the past month has given me more understanding of my own work. As a quality manager, you should often go to the scene, see with your eyes, listen with your ears, and solve practical problems, instead of sitting in the office analyzing and holding meetings in the conference room. You cannot be a reviewer who "points the country", but you must go deep into the front line of production and become a "close comrade" of front-line personnel fighting side by side! Only by going to the first site of the company in person can we find and ask real questions.

Analyze the problems found at the production site layer by layer, and observe the production status of the production line, the working methods of the operators, the quality of the products, etc. , through continuous improvement, eliminating waste and greatly improving production efficiency and quality.

Gold Mine Reading Experience 2

This book tells the story of how a production and assembly enterprise that was on the verge of bankruptcy came back to life using lean production methods under the guidance of lean experts. This book aims to introduce to people the principles of lean production and how to carry out lean production.

The lean production methods introduced include value flow, takt time, standardized operations, pull production, Kanban system, balanced production and continuous improvement.

There have been a lot of introductions about lean production on various occasions and on the Internet. I will write down a few points here, and I feel deeply about them. The points are relatively scattered, and there is no logic in them. I just feel that these points can be used in work immediately.

1. What should you pay attention to when arriving at the scene? On a production line, you must first consider these factors:

--How many pieces each worker produces per day; (output)

--The scrap rate (scrap rate) on the production line

--Work in progress inventory (WIP)

2. Use the "Oh No!" method. As we all know, it is difficult to get people to accept change psychologically. When the Japanese Taiichi Ohno was the production manager of Toyota, when the managers had 100% of the human resources to smoothly carry out a certain production, Ohno would transfer 10% of the personnel to make the production utilization 90% personnel can also complete the work. At this time the workers will shout "Oh No!". Of course, some problems will be encountered at this time, but after improvements, the goal of 90% of personnel completing this work can be achieved. In fact, my own understanding is: nothing is impossible, so the "Oh No!" approach can also inspire people to seek better production methods to achieve their goals.

3. Disposal of unqualified products. Nowadays, workers on the production line can be seen everywhere in the company doing various reworks, such as blowing cleans or picking up bottles for use, checking whether the products in the previous process are qualified, etc. So what should be done? Only products with zero defects will be accepted. This means that workers refuse to accept defective parts and materials and do not rework them. Red boxes can be placed on site to store scrap and unqualified products. For the time being, special personnel outside the line can perform rework and record the reasons for failure. The purpose is to allow employees to do value-added work; and then to expose problems -> solve them.

4. Standardized operations and MTM. When measuring action time, it is best to measure 20 times, at least 10 times, so that the data will comply with statistical principles. And when measuring, there must be a precise starting point and ending point.

The steps of standardized operations are:

--Carry out some measurements; (at least 10 times)

--Find out the causes of unstable variables; (Eliminate as much as possible)

--Decompose work into basic operations (action decomposition)

--Combine and balance operations according to takt time

Of course We also need to pay attention to communication, telling employees our plans and how to do it. In particular, the work arrangement of employees will be saved. Or let employees measure the time themselves, tell them the method, and let them optimize according to the takt time.

5. After making any changes, a double quality inspection should be carried out. That is to ensure that these changes do not have an adverse impact on quality.

6. Establishing and implementing standardized operations is the most important job of managers.

Okay, let’s do these first. Gold Mine Reading Experience 3

At work, there are not a few people who come into contact with and understand the eight words "lean management, tap profits", but in the actual implementation process, they often find it difficult to do so. Many people who have wanted to try "lean management" think it is a serious challenge that they know but are not easy to get started with. This book deeply analyzes the problem mainly caused by "people": the success of an enterprise depends entirely on people: it is people who force success, and it is people who hinder success. It is people who remove obstacles, and everything is inseparable from people. open. A leader in an enterprise will definitely find ways to activate the fighting spirit of its employees, lead them to understand the crisis, accept changes, continue to improve, and constantly find the gold everywhere in the workshop. Throughout the book, whether it is thoughts or operations, the execution of each step is constantly detailed.

For example, keep the site clean and place items, and often ask the "five whys." Careful operations will bring unexpected gains, and careful thinking will bring about major changes, achieving twice the result with half the effort. The gold mine is all around us, in our hands. If we use every thinking cell to discover every small problem, use an attitude of never giving up to solve problems, prepare what I want for me, provide value where I need it, and provide it when I need it Value, reducing my decision-making options when solving problems, then we will definitely be ahead of our competitors.

I regard "Lean" as a long march, a never-ending improvement process. In this process, only by down-to-earth discovery of problems and solving them can we truly understand "Lean". "The essence of. When you start thinking, your abilities can be infinitely improved. When you start working meticulously, details can be refined into miracles!

For a long time, it can be said that from the perspective of most of us, we are very clear and familiar with 5S. In fact, this is due to our self-righteous psychology that prevents us from further understanding. Didn't implement 5S very well. The same goes for me who is about to conduct 5S training for others. I always thought I knew 5S very well.

However, for example: just like cleaning mentioned in the book, many people will be confused, and I was also confused. Okay, the book talks about cleaning not just simply cleaning the workshop, it actually focuses on maintenance. I don’t think many people would think of this. Just look at our 5S training, which is not satisfactory. The training seems to have become a task that we are eager to complete. It is just a ppt and it is over. It also starts from step by step like Mike's father in the book with various aspects of our lives. The content of 5S is explained in "Little Things", and the entire 5S is described very thoroughly and easily. You will know what to do next at a glance. After explaining it to everyone, we will develop a series of promotion schedules, tools and so on. At the scene, all employees can participate, and employees can easily accept it.

Second point: The promotion of lean production is best carried out when on-site standards are reached to a certain extent, and lean production requires a lot of training (including seven wastes, IE, Kanban management, standardized operations, and value stream mapping , even TPM). I was really unfamiliar with lean production at the beginning. My colleagues told me a lot of related content but I didn’t understand it. After reading this book, I finally understood what was going on. I thought about the issues mentioned in the book. All kinds of tools have been faced by everyone every day in the past work. I think management personnel who have read this book will sigh with emotion. If they had read this book earlier, they would have saved a lot of shortcuts.

The book mentions that lean has been widely used by many different companies today, and its effectiveness has been fully certified. Companies represented by Toyota Motor have achieved record high profits on the one hand, and have also laid a good foundation for future development on the other. While these successful leaders show passion and confidence, many people who have tried lean management think that implementing lean production is a daunting challenge that is difficult to get started with.

"Gold Mine" describes how a company facing bankruptcy turned a loss into a win. This company had both technological advantages and market advantages but fell into financial difficulties. Experienced lean experts It helped this company establish a socially competitive production and operation system. Through continuous improvement, it increased competitiveness, eliminated waste, greatly improved production efficiency and product quality, and inventory quickly turned into working capital.

The book focuses on people’s participation. This book frankly analyzes the problems of human nature. The success of an enterprise depends entirely on people. It is people who force success and people who hinder success. We must eliminate The obstacle still depends on people, everything is inseparable from people. A leader in an enterprise will definitely find ways to activate the fighting spirit of employees, lead everyone to understand the crisis, accept changes, continue to improve, and constantly find the gold everywhere in the workshop. Freddie, Bole, Mike, and Bole wrote this book to help us eliminate the confusion of "lean management". This book uses the form of a novel to introduce the entire storyline using lean concepts. Many examples prove that as long as you think about it, , capabilities can be infinitely improved, and never giving up is a characteristic of lean.

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Balanced production continues to improve. The ten parts explain the entire process of lean production step by step from the beginning. I believe that after reading this, managers at the production level will find another challenge and will determine direction, attack on the lean road, lead his team to break through the siege, eliminate waste, and transform the workshop into a lean production management model based on Toyota's model. The entire lean production model focuses on reducing costs, improving quality and production efficiency. The book says that the prerequisite for reducing costs is to go through improvement steps, improve quality, reduce rework, and improve production efficiency to reduce inventory. Only in this way can we truly reduce costs. This is the production concept "OH.ON" theory proposed by "Taiichi Ohta" mentioned in the book. In the first section, it straightforwardly pointed out the lifeblood of our enterprise - cash. In "Gold Rolling", "Ohta Taiichi" has a production concept "OH.ON" to improve production efficiency. For example, when a manager has 100 worker resources and can successfully complete a certain production, Ohta Taiichi will transfer 10% of the workers. He hopes that the manager can still smoothly complete a certain production task with 90% of the resources. Get the job done. Of course, management will encounter some problems at this time. After they complete the new goal, Taiichi Ohta comes over and says, "I want to transfer 10% of the workers now." At this time, the operator will shout "OH. ON". This method is feasible for him, I believe

If our workshop wants to implement lean production, the production concept "OH.ON" of "Ota Taiichi" will be a very useful theory for us to learn. . In the case of reducing personnel, completing a certain job should be the most economical and affordable cost. The book reiterates in detail the seven major wastes we encounter in real work, how to learn to solve the problems we face, how to boost production, how to insist on continuous improvement, etc. This is also the theme throughout the book. It left me not only the tips and teachings in the book, but also a richer wealth than "Gold Mine". It allowed me to continuously improve my skills at work. Management philosophy, constantly excavating the shortcomings accumulated in our enterprise. In addition, the book also mentioned that driving production and Kanban management are indispensable and important means in lean production. In my previous company, I only understood that Kanban was only used for simple information and the like, but I didn’t know The importance of this is that on the Toyota production line, Kanban is a means of transmitting production information and a perfect way to combine information and logistics. When it comes to central air conditioning, under the repeated guidance of Lu Gong, when I come in person When we started Kanban management, we began to pay attention to the importance of Kanban. In today's employee forum, I also have a deep understanding of Kanban management. The role of Kanban is not only well communicated in our work, but also in our care for employees. In terms of life and health, we can also provide more knowledge through the billboard to let everyone understand the life and health aspects, so that employees can understand that in addition to work, we should care more about our own health issues. This is also what our comprehensive module will focus on next. Finally, I have heard and seen many seniors who have seen and engaged in lean production say this: "Lean is a long march, a never-ending improvement process. You must be able to find problems down-to-earth and successfully implement them." To solve problems, "there is only better, there is no best" is another interpretation of lean. Only by truly grasping this point can we truly understand the essence of lean. "It is very true, so I also quote this sentence as my own. I will conclude with my thoughts after reading the book. Gold Mine Reading Experience 4

"Gold Mine" tells a simple story: a company with dual advantages in technology and market fell into financial difficulties due to various reasons and was on the verge of bankruptcy. In times of crisis, the company calls in an experienced lean expert. Experts came to the scene, discovered the problem, and suggested that the company establish a lean production operation system as soon as possible. By eliminating waste and making continuous improvements, the company's production efficiency and product quality have been greatly improved. Inventories were quickly turned into working capital, and the company turned a corner. The authors, Freddie Bole and Mike Bole, a father and son, have no intention of winning through narrative; The focus was on "elaborating management ideas in the form of novels", fully demonstrating the lean manufacturing culture of "close to customers, treating employees well, low cost, and zero defects".

In Chapter 2 of "Gold Mine", Bole and his son had a conversation about "production waste". My father said: "Waste can be divided into 7 types: overproduction, that is, you start production before there is demand; unnecessary waiting, which is due to inefficient work procedures; unnecessary handling, which means work The process is not direct and smooth enough; unnecessary operations, some work can be merged; unnecessary inventory; unnecessary movement, some actions of workers cannot create any value for the product at all, such as finding parts, tools, documents, etc. ;Quality defects, which lead to rework and more waste. "A good trick to be efficient is to maximize value, that is, to make your customers feel that your product is really worth buying, so Dad. It is recommended that “consultants should be consulted to help you systematically reduce waste”.

As we see in the second half of the novel, the father and son adopted a series of countermeasures against various wastes in the production process. For example, in order to control costs and eliminate waste, the company implemented a just-in-time production system management method. This means that production must be customer-oriented and demand-oriented. "Only by reducing ineffective labor (waste) to 0 and bringing the proportion of work close to 100% can we truly improve efficiency. The Toyota Production System pursues on-demand production, so personnel must be controlled well so that excess production capacity can be used at the same time. "Lean management" insists that inventory is the "root of all evil" in uneconomical production. Due to unnecessary inventory, corporate funds are accumulated and capital costs are increased; more importantly, there are Without inventory, even if substandard products appear on the production line, workers can calmly repair them, thus relaxing the pursuit of "zero repair rate." Therefore, it only makes sense for companies to combine efficiency improvements with cost reductions. To this end, efforts must be made in the direction of producing only the required number of products with the minimum number of personnel; regarding efficiency, we must focus on each operator and the production line organized by them, and every link must be improved to ensure Receive the overall effect

What is lean management? Lean management originates from lean production. To put it bluntly, through continuous improvement, companies can create as much value as possible with minimal resource investment, including manpower, equipment, funds, materials, time and space, and provide customers with new products and timely services. The overall purpose is to reduce waste and increase profits. For example, Chapter 3 of the book talks about production "takt time", which refers to the ratio of total effective production time to customer demand quantity within a certain length of time. Its function is to regulate and control production and prevent waste and discontinuous segmented supply. Through comparative analysis of the rhythm and production cycle, the links that need improvement can be clarified, so that targeted measures can be taken to make adjustments. For example, when the production rhythm is greater than the production cycle, the production capacity will be excessive; if the production is arranged according to the actual production capacity, it will cause overproduction, resulting in a large backlog of intermediate products, causing problems such as rising inventory costs and tight site use. If production is arranged according to the production rhythm, it will lead to idle equipment and waiting for labor, resulting in a waste of production capacity. When the production rhythm is smaller than the production cycle, the production capacity cannot meet the production needs. At this time, problems such as overtime, scheduled production in advance, and increased segmented storage will occur. Therefore, if the production cycle is longer or shorter than the production cycle, it will have a negative impact on production.

Specifically speaking to an enterprise, first of all to its employees. An enterprise without employees will be some empty buildings and static machines with no input, no output, and of course no profit at all. The enterprise will not be an enterprise. The mental outlook of employees and their dedication to work directly determine the status of the company. Strong cohesion and centripetal force are a group army operation. The effect produced is not the superposition of everyone's strength, but exponential growth. How to improve employee cohesion is to start with the problem, find solutions, create a positive cultural atmosphere, and actively use the wisdom of employees, rather than just paying employees for their hands. Therefore, companies can:

1. Attract people with fair benefits

The company’s salary level determines the company’s ability to retain key employees. Guanzi said: "If you have a solid warehouse, you will know etiquette; if you have enough food and clothing, you will know honor and disgrace."

"The wages are too low, and employees have no food to eat, no family to care for, and no home to call home. They can only play the cymbals and sing "I'm back after a long journey." How can companies retain talents? The impact of salary not only depends on The absolute amount of remuneration is determined by the average salary in the industry, business operating conditions and employee performance. It also depends on the relative amount of remuneration and the fairness and satisfaction felt by employees. In many cases, companies pay too much attention to "fairness" so that egalitarianism prevails and employee remuneration. It is linked to seniority and has little to do with employees' actual performance, leading to an imbalance in employees' sense of fairness and dissatisfaction. Therefore, companies should judge heroes based on performance, determine rewards based on contributions, and promote efficiency through competition.

2. Build a stage for employees to show themselves

Employees of the company, no matter how talented they are, all hope to be able to display their talents. Managers should respect and cherish talents from the bottom of their hearts and create an environment where everyone can make the most of their talents. < /p>

3. Give ordinary employees the opportunity to grow

The current employment situation makes many managers not worry about the resignation of ordinary employees. In fact, ordinary employees are not ordinary, they are like members of a building. The foundation of the building has been shaken. How can the building last? Moreover, the cost of training a new employee in the same position is ten times that of an old employee. The work attitude, labor skills, and values ??of ordinary employees affect the enterprise. As for the overall performance level and the evolution of corporate culture, excellent leaders will never leave ordinary employees alone. If they treat ordinary employees as outstanding employees and value the growth and development of each employee, then ordinary employees can also create achievements. The same performance as excellent employees.

4. Thoughts on technology

Management, some say it is about people, some say it is about things; some say it is technology, and some say it is about things. Art; some people say that people are managed through directors. There are many, no comment on whether they are right or wrong. These remarks have their correct aspects and are all correct, but they are not comprehensive. Through this book, I realized that, There is no fixed method for management, only the most suitable one is the best. So is there no trace of it? No! We should realize that in recent years, some Western management theories have gradually entered our country. There is a saying of management science. Management is science and management is technology. Management should adopt different strategies according to the environment. Management is a function of a motivated workforce and appropriate technology. Methods, the organic combination of these two pillars can create miracles and accomplish impossible tasks.

Strengthening management and continuous improvement are the core of an enterprise. Only when an enterprise is well managed can it be successful. Having basic competitiveness, "basic competitiveness" + "core competitiveness" is the comprehensive competitiveness of an enterprise. Only enterprises with comprehensive competitiveness can survive and develop in the fierce market competition. Gold Mine Reading Experience 5

Recently, I had the opportunity to read a good book on lean management, "Gold Mine - Lean Management, Mining Profits". This book is in the form of a novel, which is very easy and interesting to read. It mainly describes a company. How to turn a bankrupt company into a profit. Initially, this company had both technical and market advantages, but it ran into financial difficulties. In times of crisis, experienced lean experts help enterprises establish competitive production and operation systems. Through continuous improvement and elimination of waste, production efficiency and quality are greatly improved, customer needs are met, and enterprises and shareholders benefit. Good returns.

From the chapter arrangement of the whole book, it introduces lean management in ten aspects:

1. Profit is king, cash is king; 2. Gold is rolling in. Flow; 3. Takt time; 4. Standardized operations; 5. Everything depends on people; 6. Drive production; 7. Kanban system; 8. On-site attitude; 9. Balanced production; 10. Continuous improvement.

In the first and second chapters, we talked about more overproduction, unnecessary waiting, unnecessary transportation, unnecessary operations, unnecessary inventory, unnecessary walking and Inefficiency caused by quality defects, etc. cannot maximize product value. This is also the case in our aviation food company. There is no systematic consideration of the problem, no comprehensive review of the serious impact of 5M1E on product quality, and the lack of effective production control and process optimization, so that the current work can only be forced by the results. and point analysis of on-site process data to improve it.

In the takt time issue discussed in Chapter 3, takt time expresses the ratio of the total effective production time and the customer demand quantity within a certain production working time. Through comparative analysis of the rhythm and production cycle, the links that need improvement are identified and implemented by formulating effective measures.

At present, airlines' flight production plans have many and fast changing factors. However, by calculating the rhythm during working hours, the total working hours and margins can be completely controlled, by considering waste, imbalance and overload, and by reasonable scheduling and overtime adjustment. Rest and wait to ensure meal supply and backup inventory.

The standardized operations mentioned in Chapter 4 are the same as the 6S management work carried out by our airline catering company. It is necessary to establish 6S rules as the best practice for standardized operations. Use standardized SOPs to standardize everyone. , standardization and institutionalization. At the same time, it is equipped with a reasonable incentive reward and punishment system, and continuous inspection and improvement are made to make standardized operations deeply rooted in the hearts of the people.

Everything mentioned in Chapter 5 depends on people. For domestic enterprises, it is really very important. All work is performed by people, improved by people, and improved by people. Training is managed by people. The corporate culture of a company determines the current situation faced by an enterprise and determines the survival status of the enterprise in the future. The leadership's management philosophy and governance ideas, as well as the training and accumulation of employees' quality and literacy, are all very critical and important.

The Kanban system chapter is commonly referred to as visual management. It is clear at a glance, that’s it. Production plans, maintenance plans, cleaning plans, on-site management points, customer needs and requirements, etc., can all be carried out in the form of a Kanban board based on the principle of openness and transparency. On-site managers can use visual management channels and Communicate and report with leaders and lower-level employees to improve work efficiency and reduce errors.

When talking about the chapter on continuous improvement, what I feel deeply is that our company must strengthen on-site management. Continuous improvement is the core and employees are the cornerstone. Only through continuous improvement, eliminating waste, improving quality, improving efficiency, and making systematic, comprehensive and holistic improvements can the company's market be competitive and the company's innovation and development be guaranteed.

Finally, I quote Teacher Taiichi Ohno: When you start thinking, your abilities can be infinitely improved. In the future work and life, firstly, we must constantly learn and improve; secondly, we must implement it on-site unremittingly; thirdly, we must have a close-knit implementation spirit; fourthly, we must pioneer and innovate ideas; fifthly, we must build unity and be passionate team.