河南恒川金屬制品有限公司為您介紹精益生產(chǎn)的優(yōu)點

1.降低庫存 降低庫存只是精益生產(chǎn)的其中一個手段，目的是為了解決問題和降低成本，而且低庫存需要高效的流程、穩(wěn)定可靠的品質(zhì)來保證。很多企業(yè)在實施精益生產(chǎn)時，以為精益生產(chǎn)就是零庫存，不先去改造流程、提高品質(zhì)，就一味要求下面降低庫存，結(jié)果可想而知，成本不但沒降低反而急劇上升，于是就得出結(jié)論，精益生產(chǎn)不適合我的行業(yè)、我的企業(yè)，這種誤解是需要極力避免的。

2.關(guān)注流程，提高總體效益 什么樣的流程就產(chǎn)生什么樣的績效。改進流程要注意目標是提高總體效益，而不是提高局部的部門的效益，為了企業(yè)的總體效益即使犧牲局部的部門的效益也在所不惜，所以流程管理很重要，流程管理好了，對提高整體效益是很不錯的呢。

3建立無間斷流程以快速應(yīng)變 建立無間斷流程，將流程中不增值的無效時間盡可能壓縮以縮短整個流程的時間，從而快速應(yīng)變顧客的需要，這點對于精益生產(chǎn)是很重要的呢。

4.消除八大浪費 企業(yè)中普遍存在的八大浪費涉及：過量生產(chǎn)、等待時間、運輸、庫存、過程（工序）、動作、產(chǎn)品缺陷以及忽視員工創(chuàng)造力，只有從根本上消除這些，那么企業(yè)就會快速發(fā)展起來了。

5.全過程的高質(zhì)量，一次做對 質(zhì)量是制造出來的，而不是檢驗出來的。檢驗只是一種事后補救，不但成本高而且無法保證不出差錯。因此，應(yīng)將品質(zhì)內(nèi)建于設(shè)計、流程和制造當中去，建立一個不會出錯的品質(zhì)保證系統(tǒng)，一次做對。精益生產(chǎn)要求做到低庫存、無間斷流程，試想如果哪個環(huán)節(jié)出了問題，后面的將全部停止，所以精益生產(chǎn)必須以全過程的高質(zhì)量為基礎(chǔ)，否則，精益生產(chǎn)只能是一句空話。

6.基于顧客需求的拉動生產(chǎn) 在需要的時候，僅按所需要的數(shù)量生產(chǎn)，生產(chǎn)與銷售是同步的。也就是說，按照銷售的速度來進行生產(chǎn)，這樣就可以保持物流的平衡，任何過早或過晚的生產(chǎn)都會造成損失。

7.標準化與工作創(chuàng)新 標準化的作用是不言而喻的，但標準化并不是一種限制和束縛，而是將企業(yè)中最優(yōu)秀的做法固定下來，使得不同的人來做都可以做得最好，發(fā)揮最大成效和效率。而且，標準化也不是僵化、一成不變的，標準需要不斷地創(chuàng)新和改進。

8.尊重員工，給員工授權(quán) 尊重員工就是要尊重其智慧和能力，給他們提供充分發(fā)揮聰明才智的舞臺，為企業(yè)也為自己做得更好。員工實行自主管理，在組織的職責范圍內(nèi)自行其是，不必擔心因工作上的失誤而受到懲罰，出錯一定有其內(nèi)在的原因，只要找到原因施以對策，下次就不會出現(xiàn)了。所以說，精益的企業(yè)雇傭的是"一整個人"，不精益的企業(yè)只雇傭了員工的"一雙手".

9.滿足顧客需要滿足顧客需要就是要持續(xù)地提高顧客滿意度，為了一點眼前的利益而不惜犧牲顧客的滿意度是相當短視的行為。企業(yè)要以實際行動來實踐，盡管產(chǎn)品供不應(yīng)求，在一切準備工作就緒以前，從不盲目擴大規(guī)模，保持穩(wěn)健務(wù)實的作風(fēng)，以贏得顧客的尊敬。

10.精益供應(yīng)鏈 在精益企業(yè)中，供應(yīng)商是企業(yè)長期運營的寶貴財富，是外部合伙人，他們信息共享，風(fēng)險與利益共擔，一榮俱榮、一損俱損。遺憾的是，很多國內(nèi)企業(yè)在實施精益生產(chǎn)時，與這種精益理念背道而馳，為了達到"零庫存"的目標，將庫存全部推到了供應(yīng)商那里，弄得供應(yīng)商怨聲載道：你的庫存倒是減少了，而我的庫存卻急劇增加。精益生產(chǎn)的目標是降低整個供應(yīng)鏈的庫存。不花力氣進行流程改造，只是簡單地將庫存從一個地方轉(zhuǎn)移到另一個地方，是不解決任何問題的。當你不斷擠壓盤剝你的供應(yīng)商時，你還能指望他們愿意提供任何優(yōu)質(zhì)的支持和服務(wù)嗎？到頭來受損的還是你自己。

11."自我反省"和"現(xiàn)地現(xiàn)物" "自我反省"的目的是要找出自己的錯誤，不斷地自我改進。當錯誤發(fā)生時，并不責罰個人，而是采取改正行動，并在企業(yè)內(nèi)廣泛傳播從每個體驗中學(xué)到的知識。這與很多國內(nèi)企業(yè)動不動就罰款的做法是完全不同的-絕大部分問題是由于制度流程本身造成的，懲罰個人只會使大家千方百計掩蓋問題，對于問題的解決沒有任何幫助。

12.團隊工作 在精益企業(yè)中，靈活的團隊工作已經(jīng)變成了一種最常見的組織形式，有時候同一個人同時分屬于不同的團隊，負責完成不同的任務(wù)，團隊的力量是很強大的呢。一個企業(yè)光靠老板和領(lǐng)導(dǎo)是不行的呢，一定要有自己強有力的團隊。更多詳情可以登錄華天謀官方網(wǎng)站進行咨詢。

Henan hengchuan metal products co., LTD. Introduces the advantages of lean production

1. Reducing inventory reducing inventory is just one of the means of lean production, the purpose is to solve problems and reduce costs, and low inventory requires efficient process, stable and reliable quality to ensure. Many enterprises in the implementation of lean production, the thought that lean production is zero inventory, don't go to the transformation process, improve the quality, not always demand under the lower inventory, can imagine as a result, a sharp rise in the cost not only didn't reduce, so he came to the conclusion that lean production is not suitable for my industry and enterprise, this is the need to avoid misunderstanding.

2. Pay attention to the process and improve the overall benefits. Improve the process to pay attention to the goal is to improve the overall benefit, not to improve the benefit of the local department, in order to the overall benefit of the enterprise even at the expense of the local department benefit, so the process management is very important, the process management is good, to improve the overall benefit is very good.

It is very important for lean production to establish a continuous process and shorten the time of the whole process by reducing the non-value-added invalid time in the process as much as possible so as to quickly respond to the needs of customers.

Eliminate the eight common wastes in the enterprise: overproduction, waiting time, transportation, inventory, process (process), action, product defects and neglect of employee creativity. Only by eliminating these fundamentally, can the enterprise develop rapidly.

5. The whole process of high quality, do it right once the quality is manufactured, not checked out. Inspection is only an afterthought, it is costly and there is no guarantee that anything will go wrong. Therefore, the quality should be built into the design, process and manufacturing to build an error-free quality assurance system, do it right once. Lean production requires low inventory and continuous flow. Just think that if any link goes wrong, all the rest will be stopped. Therefore, lean production must be based on the high quality of the whole process.

6. Pull production based on customer demand. When needed, only the required quantity shall be produced, and production and sales shall be synchronized. That is, to produce at the rate of sales, so that the logistics balance can be maintained, any production too early or too late will cause losses.

7. The role of standardization and work innovation standardization is self-evident, but standardization is not a restriction and restraint, but the best practices in the enterprise fixed, so that different people can do the best, maximize the effectiveness and efficiency. Moreover, standardization is not rigid and unchanging, and standards need to be constantly innovated and improved.

To respect employees is to respect their wisdom and ability, to provide them with a stage to give full play to their talents, and to do better for the company as well as for themselves. Employees implement independent management and act independently within the scope of the responsibilities of the organization. They do not need to worry about being punished for their mistakes in work. There must be internal reasons for their mistakes. So lean companies hire "the whole person," while non-lean companies only hire "the whole hands."

Meeting customer needs meeting customer needs is to continuously improve customer satisfaction. Sacrificing customer satisfaction for a little immediate benefit is rather short-sighted. Enterprises to practical action to practice, although the product is in short supply, before all the preparatory work is ready, never blindly expand the scale, maintain a steady and pragmatic style, in order to win the respect of customers.

10. Lean supply chain in a lean enterprise, suppliers are the precious wealth of the long-term operation of the enterprise and the external partners. They share information, share risks and interests, and all will prosper and lose. Unfortunately, when many domestic enterprises implement lean production, they run counter to this lean concept. In order to achieve the goal of "zero inventory", they push all the inventory to the supplier, which makes the supplier complain: your inventory is reduced, but my inventory is increased sharply. The goal of lean production is to reduce inventory throughout the supply chain. Simply moving inventory from one place to another without the effort of process modification solves nothing. When you are squeezing your suppliers, can you expect them to be willing to provide any quality support and service? In the end it is you who suffer.

The purpose of self-reflection is to find out what is wrong with yourself and make continuous improvement. Instead of punishing individuals when mistakes occur, corrective actions are taken and the knowledge learned from each experience is widely disseminated throughout the organization. This is totally different from the practice of many domestic enterprises to impose fines at the drop of a pen -- most of the problems are caused by the system process itself, and punishing individuals will only make everyone do everything possible to cover up the problems, which will do nothing to help solve the problems.

12. Team work in lean enterprises, flexible team work has become one of the most common organizational forms. Sometimes the same person belongs to different teams at the same time and is responsible for completing different tasks. An enterprise can not only rely on the boss and leadership, must have their own strong team. More details can be found on the official website of huatianmou