Discussion on the application of lean production s

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Discussion on the application of lean production system in small and medium-sized enterprises

I. overview

lean production mode originated from Toyota in the 1950s. It is a production mode created based on the elimination of waste and the pursuit of reasonable manufacturing ideas. The fundamental purpose is to completely eliminate all kinds of waste within the enterprise, so as to improve production efficiency. Since the 1980s, some large enterprises in China have also begun to absorb the experience of lean production in Japan, Europe and the United States. Because the lean production mode can enable an enterprise to meet the requirements of customers with lower production costs, the best product quality and the fastest delivery time, in addition to R large enterprises having sufficient financial strength to carry out lean transformation, small enterprises have more flexible characteristics in the application of lean production. Therefore, based on the comparison of lean production mode between large enterprises and small and medium-sized enterprises, this paper will demonstrate that small and medium-sized enterprises can more flexibly apply lean production system, and should actively pursue the application of lean production system in enterprises

II. Comparison of the characteristics of production modes between large-scale enterprises and small and medium-sized enterprises

the diversification of consumer demand and the increasing personal desire for novel goods have led to the corresponding shortening of the life cycle of products. In order to adapt to this changing market demand environment, many manufacturers compete to launch some products with short production intervals and small production quantities. This production method is called "multi variety and small batch production", that is, lean production system. In view of these characteristics of the dry market, small and medium-sized enterprises with their flexible advantages, the application of lean production system can better adapt to the needs of market consumers, and can respond to the market faster

(I) information transmission

lean production system requires the flattening of organization, but flattening does not necessarily mean the improvement of information transmission efficiency. In addition to the number of nodes, the efficiency of information transmission also depends on the effectiveness of internal communication. Many people are selective and purposeful in transmitting the information they have

in some large enterprises with flat structure, the reduction of cadre levels leads to the reduction of promotion opportunities, and the competition between employees and managers at all levels intensifies, which increases the difficulty of coordination and cooperation. However, because each unit of a large enterprise controls its own goals in terms of economy and management, and each member has the responsibility of information exchange, and because there are many employees, there will inevitably be a lack of information during the transmission of information, resulting in incomplete or even distorted information when it arrives at the destination, Silcotech and Dow Corning began to cooperate to develop this process in July 2013, which has brought many inconveniences to the production work of the enterprise

in small and medium-sized enterprises that implement lean, because there are relatively few people, the flat organization is easier to manage, so the links in the transmission process of information are reduced, and the information can maintain its authenticity. In small enterprises, a few leaders of flat organizations can even communicate directly with each employee to ensure the 100% authenticity of information

(II) team formation

lean production system focuses on team work, emphasizes "people" as the center, and fully mobilize people's potential and enthusiasm. There are many types of production work in large enterprises, and the management level is relatively complex. The formation of a team by cadres involves different types of work and different staffing, so the formation of a team is relatively difficult. In addition, due to the large number of personnel, the formed team is also relatively difficult in communication, coordination and other aspects. It also takes a long time and more energy to form a humanistic atmosphere of communication, mutual respect and cooperation within the team

in small and medium-sized enterprises, there are relatively few production personnel and fewer levels, so the internal purpose of production can be unified quickly, and the team construction is relatively easy. Due to the small number of personnel, the team after the assembly spends relatively less time and energy in other non production aspects such as communication and coordination. The team can try to use its energy in production and other work, which improves the efficiency of team work. In addition, because the teams in small and medium-sized enterprises are relatively streamlined and have the same purpose, they can give full play to the subjective initiative of team members, and indirectly improve the production atmosphere and production efficiency of the team

(III) operation of production line

in order to achieve the unity of flexibility and productivity, lean production requires high flexibility in organization, labor and equipment

in terms of organization, large enterprises have the characteristics of more organizations and more nodes between organizations. Because high flexibility requires a faster response speed to external changes, these characteristics of large enterprise production line organization have brought certain difficulties to implement high flexibility operation; In terms of labor, large-scale enterprises have many employees on the production line, and the division of labor is different. To make changes on the production line requires complex and delicate arrangements. Therefore, in the face of complex and volatile external environment, it is also difficult for large-scale enterprises to make a rapid response; In terms of equipment flexibility, there are many production lines in large enterprises. Although the equipment is supported by flexible automation technology, it is more designed for small batch and multi variety production. Once the complete change of the production line is involved, large enterprises highlight the relative shortage of realizing high flexible operation

small and medium-sized enterprises in 3. Electromechanical: excellent electronic universal experimental electric machines adopt exchange servo speed regulation system. The organization is few and single, there are fewer nodes within the organization and nodes between organizations, the execution of production tasks is high, and they can respond quickly to external changes. Therefore, the annual production and sales of new and medium-sized energy vehicles reach 2million. Small enterprises are relatively easy to implement the high flexibility operation of production lines; In terms of labor force, the production line of small and medium-sized enterprises has fewer employees, the arrangement is relatively simple, and it is easy to make changes. In the face of complex and volatile external environment, they can react quickly to meet the requirements of high flexibility production line; In terms of equipment flexibility, small and medium-sized enterprises have relatively few production lines and equipment, simple change procedures, and can respond quickly to external requirements, so they have more advantages in the flexibility of production lines

(IV) inventory management

lean production system requires reducing inventory waste and striving for "zero inventory". Generally speaking, the larger the enterprise, the larger the market and the more products, so the more inventory is inevitable, and the management of inventory is more complex. Large enterprises have a huge market, and production and sales cannot be fully combined, so it is difficult to avoid unplanned inventory. Therefore, it is inevitable to invest more human, material and financial resources in inventory management, which increases the cost of products. Because the market of small and medium-sized enterprises is relatively small, the sales and production of products can be more closely combined. Compared with large enterprises, they can reduce inventory and reduce unnecessary costs caused by inventory

(V) procurement of production materials

the relationship between enterprises and suppliers in lean production system is a relationship of mutual assistance and cooperation. Under the current actual situation in China, large enterprises have many suppliers and customers, which are competitive with each other, so it is difficult to achieve mutual assistance and cooperation. Due to the relatively small market and single customers, small and medium-sized enterprises have the characteristics of flexibility, so it is easier for them to establish a relationship of mutual assistance and cooperation, and can promote each other and grow together

(VI) implementation of 5S

as a major support of lean production system, 5S is very important in the daily production of enterprises. Activities should be valued and participated by all staff in order to achieve good results. In large enterprises, 5S is implemented in many places with high cost, and it is difficult to implement, inspect and maintain. In small and medium-sized enterprises, 55 places are relatively few, there are fewer personnel, tasks are easier to assign to individuals, and the effect can be clear at a glance, so the implementation is relatively simple, the cost is low, and the implementation, inspection and maintenance are less difficult

III. conclusion

Chinese enterprises have many successful enterprises in the application of lean production system, such as FAW, Dongfeng Motor, etc., but they are mainly some large state-owned enterprises or Sino foreign joint ventures, while in small and medium-sized private enterprises or collective enterprises, the application of lean production system is very few, but the practice and theory prove that relatively large state-owned enterprises and Sino foreign joint ventures, Lean production is more applicable to small and medium-sized enterprises. Small and medium-sized private enterprises in China have made up for the vacancy of large enterprises in the market to a certain extent, and are an important part of China's economic development in accelerating the industrialization and wide-ranging utilization of key varieties. However, many small and medium-sized enterprises have suffered losses or closed down due to poor management. To further improve the management and production mode of private enterprises, we must integrate management and production with the world's advanced concepts. The above has proved in many ways that the application of lean production system in small and medium-sized enterprises is more flexible than that of large enterprises, so it is wise for Chinese small and medium-sized enterprises to apply lean production system more actively if they want to develop in the long run. (end)

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