河南恒川金属制品有限公司为您介绍线棒精益生产的好处：
一提起管理，很多人觉得非常神秘，对于舶来品的精益生产，那就更觉得神秘莫测。其实，精益生产非常简单，只需要做好三件事，然后按照PDCA的管理模式不断推进、不断改善，就可以达到预期的效果。这三件事就是：规范化管理、标准化管理和简单化管理。推行精益生产的好处分别是：
1、消除八大浪费
企业中普遍存在的八大浪费涉及：过量生产、等待时间、运输、库存、过程（工序）、动作、产品缺陷以及忽视员工创造力。
2、关注流程，提高总体效益
改进流程要注意目标是提高总体效益，而不是提高局部的部门的效益，为了企业的总体效益即使牺牲局部的部门的效益也在所不惜。
3、建立无间断流程以快速应变
建立无间断流程，将流程中不增值的无效时间尽可能压缩以缩短整个流程的时间，从而快速应变顾客的需要。
4、降低库存
需指出的是，降低库存只是精益生产的其中一个手段，目的是为了解决问题和降低成本，而且低库存需要高效的流程、稳定可靠的品质来保证。很多企业在实施精益生产时，以为精益生产就是零库存，不先去改造流程、提高品质，就一味要求下面降低库存，结果可想而知，成本不但没降低反而急剧上升，于是就得出结论，精益生产不适合我的行业、我的企业。这种误解是需要极力避免的。
5、全过程的高质量，一次做对
质量是制造出来的，而不是检验出来的。检验只是一种事后补救，不但成本高而且无法保证不出差错。因此，应将品质内建于设计、流程和制造当中去，建立一个不会出错的品质保证系统，一次做对.精益生产要求做到低库存、无间断流程，试想如果哪个环节出了问题，后面的将全部停止，所以精益生产必须以全过程的高质量为基础，否则，精益生产只能是一句空话。
6、基于顾客需求的拉动生产
JIT的本意是：在需要的时候，仅按所需要的数量生产，生产与销售是同步的。也就是说，按照销售的速度来进行生产，这样就可以保持物流的平衡，任何过早或过晚的生产都会造成损失。过去丰田使用"看板"系统来拉动，现在辅以ERP或MRP信息系统则更容易达成企业外部的物资拉动。
7、标准化与工作创新
标准化的作用是不言而喻的，但标准化并不是一种限制和束缚，而是将企业中最优秀的做法固定下来，使得不同的人来做都可以做得最好，发挥最大成效和效率。而且，标准化也不是僵化、一成不变的，标准需要不断地创新和改进。
8、尊重员工，给员工授权
尊重员工就是要尊重其智慧和能力，给他们提供充分发挥聪明才智的舞台，为企业也为自己做得更好。在丰田公司，员工实行自主管理，在组织的职责范围内自行其是，不必担心因工作上的失误而受到惩罚，出错一定有其内在的原因，只要找到原因施以对策，下次就不会出现了。所以说精益的企业雇佣的是"一整个人"，不精益的企业只雇佣了员工的"一双手"。
9、团队工作
在精益企业中，灵活的团队工作已经变成了一种最常见的组织形式，有时候同一个人同时分属于不同的团队，负责完成不同的任务。最典型的团队工作莫过于丰田的新产品发展计划，该计划由一个庞大的团队负责推动，团队成员来自各个不同的部门，有营销、设计、工程、制造、采购等，他们在同一个团队中协同作战，大大缩短了新产品推出的时间，而且质量更高、成本更低，因为从一开始很多问题就得到了充分的考虑，在问题带来麻烦之前就已经被专业人员所解决。
10、满足顾客需要
满足顾客需要就是要持续地提高顾客满意度，为了一点眼前的利益而不惜牺牲顾客的满意度是相当短视的行为。丰田从不把这句话挂在嘴上，总是以实际行动来实践，尽管产品供不应求，丰田在一切准备工作就绪以前，从不盲目扩大规模，保持稳健务实的作风，以赢得顾客的尊敬。丰田的财务数据显示其每年的利润增长率几乎是销售增长率的两倍，而且每年的增长率相当稳定。
11、精益供应链
在精益企业中，供应商是企业长期运营的宝贵财富，是外部合伙人，他们信息共享，风险与利益共担，一荣俱荣、一损俱损。遗憾的是，很多国内企业在实施精益生产时，与这种精益理念背道而驰，为了达到"零库存"的目标，将库存全部推到了供应商那里，弄得供应商怨声载道：你的库存倒是减少了，而我的库存却急剧增加。精益生产的目标是降低整个供应链的库存。不花力气进行流程改造，只是简单地将库存从一个地方转移到另一个地方，是不解决任何问题的。当你不断挤压盘剥你的供应商时，你还能指望他们愿意提供任何优质的支持和服务吗？到头来受损的还是你自己。
河南最早【精益管产品】供应商—恒川精工，为您企业提供免费设计、免费上门安装、免费送货上门、一条龙服务！为您企业打造一整套环保、舒适、洁净的作业环境，提高生产效率，提升员工整体素质，潜质激发，是恒川金属制品有限公司不懈的追求，为中国制造业提供我们最优质的产品与服务是恒川精工义不容辞的责任！
Henan hengchuan metal products co., LTD will introduce to you the advantages of lean production of wire rod:
When it comes to management, many people find it mysterious, especially when it comes to lean production of imported products. In fact, lean production is very simple, only need to do three things, and then according to the PDCA management model to continue to promote and improve, can achieve the desired effect. These three things are: standardized management, standardized management and simplified management. The benefits of lean production are:
1. Eliminate eight wastes
Eight of the most common types of waste in business involve overproduction, waiting time, transportation, inventory, processes, actions, product defects, and ignoring employee creativity.
2. Focus on the process and improve the overall benefit
To improve the process, the goal should be to improve the overall efficiency, not the efficiency of local departments, even at the expense of local departments for the overall efficiency of the enterprise.
3. Establish uninterrupted process for quick response
Establish a continuous process to reduce the non-value-added invalid time in the process as much as possible to shorten the whole process time, so as to quickly respond to the needs of customers.
4. Reduce inventory
It should be pointed out that inventory reduction is only one of the means of lean production to solve problems and reduce costs, and low inventory requires efficient process, stable and reliable quality to ensure. Many enterprises, when implementing lean production, think that lean production means zero inventory. Without first reforming the process and improving the quality, they blindly ask to reduce inventory. As a result, the cost is not reduced but sharply increased, so they come to the conclusion that lean production is not suitable for my industry and my enterprise. This misunderstanding needs to be avoided.
5, the whole process of high quality, do it right
Quality is manufactured, not tested. Inspection is only an ex post facto remedy, not only costly but also unable to guarantee the error. Therefore, should be built in quality of design, process and manufacture, not an error to establish a quality assurance system, to do at a time. Lean production requirements do low inventory, uninterrupted flow, which link is wrong, just think if will stop all behind, so lean production must be based on the quality of the whole process, otherwise, lean production can only be empty talk.
6. Pull production based on customer demand
JIT means to produce only as much as is needed when it is needed. Production and sales are synchronized. In other words, production can be carried out at the rate of sales so as to maintain the balance of logistics, and any early or late production will cause losses. In the past, Toyota used "kanban" system to pull. Now, it is easier to pull materials outside the company with ERP or MRP information system.
7. Standardization and work innovation
The role of standardization is self-evident, but standardization is not a limit and shackle, but the best practices in the enterprise fixed, so that different people can do the best, give full play to the maximum effect and efficiency. Moreover, standardization is not rigid and unchangeable. It needs to be constantly innovated and improved.
8. Respect and empower employees
To respect employees means to respect their intelligence and ability, to provide them with a stage to fully display their intelligence, and to do better for the enterprise and for themselves. In Toyota, employees practice independent management and act on their own within the scope of the organization's responsibilities. They do not have to worry about being punished for their work mistakes. There must be an internal reason for the mistakes. So lean companies hire "the whole person," while non-lean companies only hire "the hands."
9. Team work
Agile team work has become one of the most common forms of organization in lean organizations, with the same person sometimes assigned to different teams to accomplish different tasks. The most typical team work than Toyota's new product development plan, the plan driven by a large team, team members from different departments, marketing, design, engineering, manufacturing, purchasing, etc., they work together in the same team, greatly shorten the time of the new product launch, and higher quality, lower cost, because from the beginning a lot of problems have been fully consider, before the trouble problem has been solve by professionals.
10. Meet customer needs
To meet the needs of customers is to continuously improve customer satisfaction. It is rather short-sighted to sacrifice customer satisfaction for a bit of immediate benefit. Toyota never talks about this, but always takes action to practice. Although products are in short supply, Toyota never blindly expands its scale before all preparations are made, and keeps a steady and pragmatic style to win the respect of customers. Toyota's financial figures show that its annual profit growth rate is almost double that of sales, and the annual growth rate is fairly steady.
11. Lean supply chain
In a lean enterprise, suppliers are valuable assets for the long-term operation of the enterprise, as well as external partners. They share information, share risks and interests, and both gain and lose. Unfortunately, many domestic enterprises run counter to this lean philosophy when implementing lean production. In order to achieve the goal of "zero inventory", they push all their inventory to the suppliers, causing the suppliers to complain, "your inventory has decreased while mine has increased sharply. The goal of lean production is to reduce inventory throughout the supply chain. No problem is solved by simply moving inventory from one place to another without the effort of process modification. When you're squeezing your suppliers, can you expect them to be willing to provide any quality support and service? At the end of the day, it's you who are hurting.
Henan's earliest [lean products] supplier - hengchuan seiko, for your enterprise to provide free design, free home installation, free home delivery, one-stop service! For your enterprise to create a set of environmental protection, comfortable, clean working environment, improve production efficiency, improve the overall quality of staff, potential to stimulate, is the constant pursuit of hengchuan metal products co., LTD., to provide the best quality products and services for China's manufacturing industry is hengchuan seigong's responsibility!
Henan Hengchuan Metal Products Co. , Ltd. .
Tel: 0371-56737123
Mobile Phone: + 8615713691365
Mailbox: 1789950288@qq.com
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