Four Misunderstandings Of Lean Management In Textile Workshop

In recent years, intelligent manufacturing has become a hot topic in textile mills. Many people in the industry believe that smart manufacturing is ahead of lean. But in production practice, how can enterprises implement lean production to bring real benefits? How to avoid deviation in the process of implementation?

Myth 1: fewer people and fewer people.

Less humanization is one of the intuitive indicators that reflect the effectiveness of lean production. In general enterprises, lean production should be studied to improve the work efficiency of personnel. By optimizing the staff and saving labor costs, the word "less humanization" is often used in lean enterprises.

However, there is a premise for implementing less Humanization: improving the overall efficiency and balancing the process. The real meaning of lean small humanization is to use appropriate equipment, optimize the operation process, reduce unnecessary actions to improve the work value of employees, and achieve the improvement of personnel's energy, rather than simple addition and subtraction of numbers. If this process (Department) increases by 1 people, it can reduce the workload of 2 people in the next process (other departments), which is less humanization, and this is the real meaning of "less humanization". Therefore, enterprises should follow the following three principles in implementing the "less humanized" item.

1., we should study the balance of the overall process and measure the optimal allocation of personnel from the overall level.

2. reduce the pause and wait in the process, and speed up the process and work.

3. reduce the waste of individual links and increase the effective rate of work for each person.

Myth two: reduce transportation and eliminate completely.

As one of the seven wastes in lean production, transportation waste is undeniable. Warehousing and logistics personnel in enterprises should have the greatest opinion. A staff member in a warehouse department of a spinning and weaving department complained, "now that the company is talking about lean, it's a waste of us to move and move."

The contents of the employee's work are:

After the production of the sample, the workshop will be sent to the sales department. The salesperson will check the sample to confirm whether it is qualified or not. From the surface of the process, there are indeed many handling and pausing links.

Therefore, in order to improve the process, suppose that the objects are not moving, after the samples are sent out, the salesmen run to the workshop to process the samples (away from 1500m), and the sales department has 20 salesmen, with an average of 30 minutes per person per day, which takes 600 minutes per day, which wastes much more than the waste of a specialized employee.

Therefore, the necessity of transportation should be measured from the value. After determining the necessity, we should study how to optimize it. In depth study of the employee's handling techniques and related processes, the time is mainly spent on hand pulling and the need to move the goods to the five floor of the sales department. Therefore, it is suggested to increase the electric motor vehicle (using electric power instead of manpower), and change the terminal and mailing site to the first floor, so that the transportation time and sample delivery time to customers can be greatly reduced, so as to achieve the best balance between sales and warehousing.

Misunderstanding three: multi task increase workload

With the implementation of lean in the enterprise, more grassroots employees will participate in it. Multifunction is the content that lean will involve in the enterprise. Employees tend to be conflicting at this time. It is easy to produce such a concept: enterprises advocate multi skilled workers, train their skills of multiple positions, and whether they are going to do a few things after one person is not very tired.

In conventional ideas, we need to do more than we know. Therefore, many enterprises do not work well because they are often processed by strong processing. However, the multiplayer in lean is not a simple increase in workload. To achieve the multiple positions of employees, it is necessary to use ECRS (cancel, merge, rearrange, simplify) to eliminate and re adjust the waste of jobs, and to set workload through scientific measurement and arrangement, so as to ensure that employees can perform different jobs on the premise of being competent, rather than simple workload pressure. At the same time, we must establish a pay system that embodies the ability of "more work and more work". Multi skilled workers are important channels to improve employees' abilities and rewards. For employees, the remuneration increases when creating more value for enterprises. This is a win-win situation for both enterprises and employees.

Misunderstanding four: automation of automation

There is a word "lean" in lean. The word "Qi" here is much more than the word "move" which we usually see. In recent years, "intelligent manufacturing" and "industrial 4" are also vigorously promoted and promoted. Indeed, with the increase of manpower cost and the improvement of automation level, automation will be a trend in the development of manufacturing enterprises.

Some bosses don't seem to buy smart devices and are embarrassed to advertise their own businesses. The price of intelligent equipment is usually relatively high, so many enterprises naturally think of expensive machines or high-tech computers when they hear "self turning", and mistakenly believe that automation of lean production requires huge amounts of capital, far from their own businesses.

Lean production comes from poor thinking. The word "Zi" is more common than the word "moving", so the two words are different. The "self localization" in lean is to use human intelligence and machine detection to identify machine abnormalities, quality abnormalities, job delays, and so on, and immediately stop manually or machine to solve problems. First of all, human intelligence is not only rely on machines; but the common "self motion" means that machinery is not artificially operated in sequence, and is controlled by mechanical or electrical functions. Lean and full participation to activate the wisdom of employees.

The employees who can find the scene problems most are employees, and the most problem-solving ones are employees. It is the way of lean praise to solve big problems with the wisdom of employees (small cost). The wisdom of employees is the self promotion that is really advocated in lean.