Enterprise Lean Management &Nbsp; How Much Do You Know?

What is lean? Administration It involves all aspects. So as Jinjiang How much do entrepreneurs know? What problems do they see in their eyes as a stumbling block hindering the implementation of lean management in Jinbei enterprises?

In recent Jinjiang Enterprises lean management At the seminar, the author randomly selected 50 representatives from Jinjiang entrepreneurs to conduct a questionnaire survey on lean management of enterprises.

In the survey, the reporter found that with the improvement of business owners' awareness, more and more business owners have gone out of the initial ignorance of lean management, and more or less have known about this aspect. 90% of respondents believe that if conditions permit, their enterprises are very willing to implement lean management to improve the weak links in the process of production management. Only 10% of respondents believe that the problem remains to be considered.

Jin enterprise management short board highlights

With the further development of enterprises, the management of Jin enterprises in various aspects is becoming more and more perfect. However, when they score the management of their own enterprises, the respondents still show a "low key": the survey data show that 40% of respondents think their enterprises do better in management, while 40% of respondents think their enterprises are relatively general in this respect. Meanwhile, the remaining 20% of respondents believe that their enterprises need to be improved in this respect.

"This is closely related to the development experience of Jinjiang enterprises. Most of the enterprises in Jinjiang are private enterprises. Compared with state-owned enterprises, private enterprises are relatively flexible in management. Especially in the early days of private enterprises, there are basically no strict rules and regulations to restrict all aspects of enterprises. When the scale of enterprises is relatively small, the lack of management system of private enterprises may become an advantage, "small boats turn around"; but when the enterprises develop to a certain extent, due to the lack of various standardized management systems, the short board of private enterprises will gradually show that: because it is human management rather than system management, it is easy to see some unseen dead corners, so as the company's plates are bigger and bigger, the management cost of enterprises also increases year by year. An insider who is familiar with the situation of Jinjiang enterprises is an analysis. One hundred and eleven

In fact, this view has also been recognized by many entrepreneurs in Jinjiang. At the time of the survey, 70% of respondents considered the problem of "increased management cost" as the most needed improvement for their enterprises. In comparison, the occupancy of production funds, the quality risk of product batch, and other links in the opinion of the respondents, their respective enterprises are still more in place.

Employment of "external brain" as a consensus

Bosses in Jinjiang have a very clear understanding of the weak links in the management of enterprises. In their view, there are many ways to make up for the short board, for example, the enterprises that are more successful in this respect and the introduction of external consulting companies. Among them, "hiring professionals who are familiar with the field" to enter the company has become the consensus of the 90% respondents.

Wang Wenbi, chairman of Fulong company, is one of the 90%. Although the size of his company is ranked in the Jinjiang industry, Wang Wenbi is not satisfied with the company's production management. In his view, Fulong company has a long way to go in management. "For Jinjiang enterprises, whether it is to hire relevant personnel or to introduce external consulting companies is a way to try. If we have a short board in this respect, there is no need to cover it up. "

"For Jinjiang enterprises, it is not just a slogan to carry out management reform and improve management efficiency, but something urgent to do. For Jinjiang enterprises, it is more advantageous to carry out management reform, such as Heng An and Anta, which have already taken the lead, providing a way for other enterprises to learn from. For example, Heng An has been highly appraise in the industry through the introduction of external consulting companies and the implementation of the two management transformation, resulting in continuous reduction in business management costs and continuous improvement in performance. Jinjiang Economic Development Bureau official told reporters.

Change can not be copied.

As for the benefits that lean management can bring to enterprises, they are familiar with them. However, how to implement them concretely, many enterprises are having trouble.

The implementation of lean management is bound to affect the benefits of the interests of the former under the old system. Those vested interests are still more critical in the position of enterprises in most cases, and they will have strong resistance to the new system. If we can not solve this problem well, we will never be able to fall into lean management and management reform. The system is always just written on the wall. A professional manager who asked not to be named told reporters.

However, in the view of Guo Wenyi, deputy general manager of Yide plastics, as long as the business owners have enough awareness of lean management and have strong desire to implement, the appeal problem will become easier to solve. "In my view, it is a headache for lean management to take root. After all, different enterprises have different problems. If we move the other people hastily, it will not only fail to achieve the intended purpose, but it will also be counterproductive.