The introduction of lean management needs to achieve these nine points in advance

Lean management is also called lean production , It was first summarized by American production management experts from the management practice of Toyota , It is a scientific management concept proved by practice , And gradually more and more enterprises learn and learn from . 1996 year ,James P.Womack and Daniel T.Jones stay 《 Machines that change the world 》 On the basis of , Published 《 Lean thinking 》 A Book , The book theorizes lean production , The principles and methods of lean are systematically described , Formed a lean ideological system .

With the learning upsurge set off by lean management , Many enterprises are also engaged in the transformation of Lean Management . Many enterprises have solved many problems perplexing themselves through lean management , It has increased production and efficiency , Established a lean management system suitable for their respective enterprises , But there are also many unsuccessful explorations . The reason is , It is usually because the core of lean management is not combined with the enterprise's own development . Understand lean management only ：“5s、 Kanban 、 Anton (Andon) System 、JIT (Just In Time)、 Leveling ” And a series of management tools , So these tools can be applied to the daily management of their respective enterprises .

Enterprises want to introduce lean management , You need to first understand the concept of Lean Management . And make it clear that its core is ： Authors efficiency , Reduce waste , Finally, improve the efficiency of the enterprise . in general , When enterprises use lean management , We must first understand and agree with the following nine points about the basis of Lean Management , So as to help the lean management model get more recognition in enterprises , Finally achieve a better landing .

One 、 Lean management requires long-term persistence

Lean management requires a long-term manifestation process , In the early or middle stage of implementing lean management in enterprises , The profit or benefit of the enterprise has not increased significantly , There may even be short-term stagnation . But to achieve lean production , Enterprises need to set lean management as the goal of giving priority to the short-term growth of enterprises .

Two 、 Establish a cycle 、 Uninterrupted workflow

The process of an enterprise needs continuous iteration 、 improve , To adapt to the changing market environment , Through lean management , Guide managers to pay more attention to process , By establishing a loop 、 Continuous process , The production and management of the enterprise will run at a high speed , It is possible to minimize the time of idle waiting or waiting to cooperate with other work in the production process .

3、 ... and 、 Transformation of the original production mode

Lean management thought believes that , Corporate waste is everywhere , There will be tangible and intangible waste in the production process , These can be avoided through lean management mode , Carefully analyze customer needs , Through the needs of customers , Allocate all links of production , The final supply of products in line with customer demand . in fact , In the process of software development , Waste can also be seen everywhere , Even more amazing , These wastes are mainly reflected in ：

1. Additional feature settings

In the traditional software development process , Will intentionally or unintentionally create a large number of functions that people don't need , And these too many functional features will make the system redundant , It will also increase the cost of the team .

2. stock

One of the seven major wastes in traditional manufacturing is “ stock ”, This also exists in software development , The common phenomenon is that the completed functions have to wait for a long time to be tested , The tested functions will wait for a long time before being accepted by the customer , All of these are in the process of software development , They are the second biggest waste in software development .

3. Over handling

Overhandling is not just in software requirements , It still exists in the code . Many programmers or R & D teams , Will do a lot in the code “ preventive ” Work , To deal with possible problems . On the one hand, this approach increases the unnecessary complexity of the program , On the other hand, if “ Possible ” It never happened , This code becomes a waste .

4. Information transmission

The situation that development teams often face is that it is difficult to find customers to communicate and confirm their needs , Or have to spend a lot of time and energy looking for all kinds of needed information , The time the team spent looking for information , Does not directly create the value of software , So it can also be classified as a waste .

5. Software defect

In the process of software development , Find out Bug、 The report Bug、 location Bug、 Repair Bug、 verification Bug We have to put manpower into it 、 Material force and time , This is also an invisible waste in the process of software development .

6. wait for

A software from research and development to delivery , A long or short waiting time in between . Whether it's the customer's waiting , Or wait for each other within the development team , Are worthless things . meanwhile , Waiting will also delay the exposure and resolution of the problem , Inevitably lead to waste .

To avoid this waste , Let software development also “ Lean ” get up , Enterprises and R & D teams need to change the way they work into ” PULL “ Production by production , Introduce Kanban Management Visualization for continuous pulling , Try to reduce inventory , Improve R & D efficiency 、 Identify R & D needs and avoid over design , Reduce... As much as possible Bug Bring unnecessary waste . Encourage full communication between teams 、 Reduce communication during R & D 、 Waiting time , Let production management circulate efficiently . However , Any change is not easy . Before implementing lean management , We need to have the determination to change production .

Four 、 Establish the courage to pause immediately to solve the problem

A culture that values quality management from the beginning . On Toyota's production line , There is a set called Andon System ( Anton system ） Line stopping device for , Any worker can because of quality 、 Safety and other issues , Stop the production line immediately . Lean management believes that , Establish an immediate pause to solve the problem , This ensures that the problem is stopped when it is found , Ensure product quality .

5、 ... and 、 Develop standardized workflow

Lean management encourages all departments to do routine work in their work , Made by “ Standardization work instruction ” And so on , And constantly optimize it in combination with daily work , improve , In order to improve work efficiency , It is more conducive to quickly train new people for the company and department .

6、 ... and 、 Try to use visual management

The purpose of visualization is to tell employees what to focus on , For example, safety. 、 quality 、 efficiency 、 cost 、 staff 、 Culture and so on . In fact, the content that can be presented is more than that , Enterprises and managers can put any important information in production management . Visual display through electronic Kanban or whiteboard . In this way, the idea advocated by the company 、 Work objectives 、 A series of problems such as job requirements , Present clearly every day . You can also use A3 Methods of data management .A3 Data is a standard method and core communication tool commonly used by Toyota in lean management . The specific implementation method ： Use one A3 Paper summarizes a problem , Solve the problem 8 A step ( Clarify the problem 、 Break down the problem 、 Set a goal 、 Grasp the truth 、 Develop countermeasures 、 The implementation of 、 Evaluation results and process 、 Consolidate results ） Summarize , Make the problems that need to be solved A3 Information , Through the discussion between the leader and the team , Find a solution quickly .

7、 ... and 、 Promote lean thinking learning

Implement lean management in enterprises , We should not push forward blindly , We need to cultivate teams and individuals who can accept and recognize the concept of Lean Management , So that the values of lean management can be effectively implemented . And through regular learning and training, constantly strengthen , Teach employees how to achieve efficient cooperation between teams in a lean way of thinking , Work with the company to achieve business objectives .

8、 ... and 、 Determination to continuously improve

Naiichi Ono once proposed “ No problem is the biggest problem ”. In Toyota's lean management ,PDCA It's a continuous rolling upward cycle . Break the status quo , Continuous improvement , Set goals , Achieve the goal , If the result deviates from the goal , We need to review the problem , adopt PDCA Cycle management , Help the company continuously explore the rising space .

Nine 、“ people oriented ” The values of

Toyota's lean management model , From its corporate values and management philosophy , Toyota's basic idea of people is “ The so-called respect for human nature , Is to keep people from doing ineffective work , Improve people's value ”. Lean management also advocates “ The spirit of challenge 、 Keep improving 、 Teamwork and respect for others ” The humanistic spirit of . Therefore, the implementation of lean management requires enterprises to “ Respect for the individual 、 people oriented ” As the dominant belief , Give full play to each employee's ability and personal value .

in summary , Learn and implement lean management thinking , Enterprises and teams need to do their homework in advance , Lean not only in tools and management methods , It also needs to be at the level of the company's values , Complete the transformation of lean thinking . Build lean culture and lean management system . Lay a solid foundation for the lean management of the company 、 Be prepared .