It is necessary to use the implementation of lean management as a carrier and a platform to enable the ideological concepts of all cadres and employees to undergo a qualitative transformation and sublimation in the collision of innovation and conservatism, complacency and self-improvement, and guide cadres and employees to actively think about how to sustain and rapid development of tobacco enterprises. , firmly establish the goal and vision of the tobacco enterprise and its cadres and employees to develop together, making it the intrinsic driving force for the tobacco enterprise to promote lean management. 2. The concept of rapid innovation is the inevitable way for tobacco companies to promote lean management. "We must fully understand the purpose and significance of promoting lean management." The best should be to eliminate the rough, continue to refine, summarize, and carefully screen, so as to find effective solutions to problems. The beneficial thing is to be meticulous and understand the root cause, from the coarse to the fine, from the surface to the inside, so as to find the inner connections and laws of things. It can be seen that "profit" is a necessary process of lean, and "lean" is the natural result of lean management. Lean management must be fully integrated into the practice of tobacco enterprise management processes and promoted. Rapid innovation of concepts is the inevitable way. , because the change of concepts can only cope with the current conventional management, and the rapid innovation of ideas can grasp the development and future of tobacco enterprises. Lean management is characterized by continuous self-improvement. To improve yourself, you must change your concepts, innovate quickly, and innovate continuously. Innovation is the eternal theme of management. Only by constantly updating concepts can we continuously innovate work ideas, constantly deny ourselves in innovation, and continuously make new progress. To achieve "higher-level cigarettes" and the company's development goals, we must not be satisfied with the current status quo and achievements, but must use the strategic vision of "Where are the dividends of reform? Where is the potential for development? Where is the goal of catching up?" To examine the lean management of this enterprise. With the determination of the development goals of the entire industry and the continuous deepening of institutional reforms within the industry, competition among enterprises within the industry has also become increasingly prominent. This competition is not only reflected in safety production, profitability, and quality management, but more importantly, It is reflected in the management level within each enterprise. To adapt to this series of competition and develop in the competition, we must innovate our ideas while changing our ideas. In addition, we must also understand that advanced ideas and concepts are also factors of productivity. Advanced ideas and concepts can also promote the development of productivity and promote the dialectical relationship between the management level of tobacco companies; we must educate and guide the majority of cadres and employees to establish a mindset of being prepared for danger in times of peace, and failing to advance will lead to retreat. The sense of competition makes every cadre and employee of the tobacco company become a unity of power and responsibility, allowing every cadre and employee to realize ideologically that the work they are doing is no longer just responsible for their own leaders, but also It is responsible for the sustained and rapid development of tobacco companies. Tobacco enterprises have been wholly state-owned enterprises for a long time. They have developed brilliantly for more than 30 years, have a good management foundation, and have a harmonious atmosphere of continuous progress and positivity. At present, tobacco companies have the best development opportunities with the high attention and support of the central government and party committees and governments at all levels. However, as a company that has been developing domestically for a long time, there is no doubt that tobacco companies need to constantly update their management ideas. , the phenomenon of extensive management affecting the economic benefits of tobacco companies still exists. This is also a bottleneck in the management level of tobacco companies. Some companies are still in the embarrassing situation of being large but not strong. To change the status quo, we should adapt to market competition as soon as possible. We must achieve further ideological emancipation, further innovation in concepts, further reform in management systems and mechanisms, and further improvement in management. We must constantly trigger and enhance the conceptual awareness of cadres and employees. Rapid innovation, continuous improvement of cadres and employees' response to market and internal competition, and continuous improvement of the overall quality of cadres and employees are not only the key to tobacco companies' implementation of lean management, but also the inevitable choice for tobacco companies to cope with competition and challenges. 3. Implementing lean management is an inevitable measure and choice for tobacco companies to improve efficiency. “Lean management cannot be regarded as a temporary, temporary, or short-term behavior, but should be regarded as an important part of improving the level of corporate management. To tap management potential and improve management level, we must achieve new progress and improvement. "Great things in the world must be done with detail, and difficult things in the world must be done with precision."All the difficult things in the world start from precise requirements, and all the big things in the world start from small things. Doing every simple thing well is extraordinary, doing every ordinary thing well is extraordinary, and doing every ordinary thing well is extraordinary. Easy things are not easy to do well. Mistakes in any detail of production and marketing management of tobacco companies may devour the development achievements of these years. In recent years, tobacco managers are all aware of lean management and its practical theory, but it is often difficult to achieve the expected results once implemented. Through in-depth study of the spirit of the 2013 National Tobacco Industry Enterprise Management On-site Meeting, it is not difficult to find that many enterprises that implement lean management often implement lean tools, such as 5S, TPM, QCC, TQM, etc., but they The core of lean management-continuous improvement is ignored. Although some companies have been advocating continuous improvement, they have achieved little success. The author believes that if tobacco companies want to successfully implement lean management, they must also conscientiously establish and improve the following systems: (1) An improvement proposal system with full participation. The improvement proposal system is the basis for all employees to participate in continuous improvement. The improvement proposals here are different from improvement proposals, rationalization suggestions, etc. The improvement proposals are to improve first and then propose, that is to say, do it first, improve first, and then propose. (2) Issue improvement system for middle-level companies. Every middle-level cadre needs to lead a topic. This topic is called a major topic or a focus topic. Most of them involve larger improvements such as process improvement. (3) All-member press conference system. The improved results will be displayed on-site, and those who participated in the presentation will be able to enjoy the improved results. Whether it is an improvement proposal or a major improvement project, the release of results must be used as a way to evaluate achievements. The way of publication is not just a report, but also a live demonstration.
(4) Expert diagnosis and management diagnosis system. The process of diagnosis is also a process of testing the improvement effect of the previous period. What are the current issues? Where do you need to go next? This requires guidance from external experts and corporate management. (5) All-staff training on relevant improvement tools. This includes training at all levels from new employees to veteran employees to promoters, from grassroots to leadership. Because you can’t improve without mastering the improvement tools, and even if you want to improve, you won’t be able to start. For the successful implementation of lean management, there are three key points that must be paid attention to: (1) The role of leading cadres. The role of leading cadres is key to whether lean management in tobacco companies can be successfully implemented. Leading cadres in tobacco companies should use the greatest determination to promote lean management, use the greatest power to support lean management, and use the best example to promote lean management. Incorporate the implementation of lean management into the company's business policy, formulate medium- and long-term goals and implementation plans for the implementation of lean management, and incorporate the implementation results into the performance appraisal of each department. Managers at the middle and lower levels must be hands-on, start with me, take the initiative to learn, accept humbly, and resolutely implement. If they are not satisfied with the status quo, they must nag their subordinates to urge them to implement standards. (2) Quick action. The implementation of lean management is not a document that stays on paper, but a continuous practice improvement process. It requires quick action, quick practice, and proof with facts when you have ideas. (3) Change your mentality. Lean management is a process of breaking old traditions, old habits, and old practices. It is also a process of breaking "vested interests." If implemented according to outdated old habits, the effectiveness of lean management will be reduced. Establishing a good foundation is the guarantee for the successful implementation of lean management. Tobacco companies can improve the above-mentioned basic system at the same time as the implementation of lean management. They can also make some changes before full implementation and issue a comprehensive implementation of lean management to all cadres and employees. signals and guidance. Because lean management is not just a few improvement tools, but involves the entire management system of product development, manufacturing, sales and logistics, as well as suppliers and customers.