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The 9th Jinji Lake Lean Digitalization Seminar has come to a successful end!
来源：The International Association of Business Excellence发布时间：2020-07-31 21:41:08 浏览次数：37
The COVID-19 has had a huge impact on the global economy, and has also brought many challenges to the operation and management of many enterprises. The introduction of lean management mode to adapt to changes has become the first choice for enterprises to plan for new development. In the digital era, many enterprises are sailing on the path of lean Digital transformation. Against this background, it is sponsored by the International Association for Operations Excellence (Singapore) Jiangsu Representative Office and undertaken by Zhiyuan Yi Consulting, The 9th Jinjihu Lean Digitalization Seminar, co organized by Suzhou Enterprise Excellence Operation Association, will be launched as scheduled on June 20, 2020. This event invited 18 industry leaders from well-known enterprises such as SMC, Ingersoll Rand, Eaton, Kone Elevator, ABB, Chengdu Kede Baobaoling, Shanghai Pharmaceutical Group, General Electric, Nanjing Quality Inspection Institute, Abettor, Cargill, Valeo, Mary Kay, Siemens, Boehringer Ingelheim, and Mattebao to broadcast the live broadcast for 8 hours continuously under the three ground wires of Suzhou, Shanghai and Nanjing. This is the first time to try this method in previous conferences, This approach undoubtedly broadens the audience and enriches the themes shared, especially during the pandemic, which is a very timely and down-to-earth digital lean innovation conference mode.
Association Introduction
Firstly, Chairman Yang Zhou of the International Association for Excellence in Operations gave a brief introduction to the history of the International Association for Excellence in Operations. From 2010 when Suzhou Lean Six Sigma Club was a public welfare organization, it began to go out of Suzhou in 2016 and carry out activities in Nanjing, Shanghai, Wuxi, Hangzhou, Hefei, and Changzhou.
Sharing theme "Lean Digital Development after the Epidemic"
Subsequently, the theme shared by Chairman Yang Zhou was "Lean Digital Development after the Epidemic".
There are over 150 Fortune Global 500 companies located in Suzhou. How to excavate management waste in daily work, extract methods and routines, and turn them into a gold mine? Many industries are transitioning from traditional mass production to multi variety and small batch production, which requires these technologies and management as support. After the epidemic, everyone wants to keep the supply chain at home instead of relying solely on global supply chains. At the same time, how to ensure continuous and efficient operation to meet QCD quality and cost delivery time after product development? Many companies have implemented MES and ERP, but they find it inconvenient and ultimately have to return to Excel management mode. These are the puzzles and difficulties that an enterprise faces in transformation. A good overall solution for Digital transformation should be able to achieve the following five points: description, diagnosis, prediction, prevention, and first mover. What is suitable for the enterprise is the best.。
Theme sharing "Lean Promotion and Digital Exploration of SMC"
Next, we connected Mr. Ma Qinghai, the General Manager of SMC China from Beijing, and shared the "Lean Promotion and Digital Exploration of SMC".
SMC is a well-known Japanese foreign-funded enterprise. Mr. Ma shared five insights: having a great entrepreneur, having a capable marketing team, having a strong supply system, focusing on technical products and continuous innovation, and building an excellent manufacturing management team.
During the pandemic and the China US trade show, the resilience (timeliness speed) of enterprises is the core, and outsourcing suppliers ensure continuous delivery time, quality, and cost. SMC China adheres to the development concept of "guarding, breaking, and leaving" in three steps, and has created a manufacturing process management method with Chinese characteristics. Now, the various indicators of Chinese factories have surpassed all factories worldwide.
Mr. Ma specifically mentioned several points:
1. Senior support: Senior management's awareness and participation in lean management are paramount
2. Business Department: Strive for deep communication with customers, grasp their needs, actively propose, and create customers and demands
The editor has a deep understanding of this point. If the customer's needs are vague and unclear, and even the customer does not know what they want, what can a supplier provide or what good suggestions they have? If there is a lack of proactive deep communication and positive proposals in the early stage, the source is wrong. How can lean start? To be lean, we must start with sales.
3. Management department: HR, finance, administrative IT, and support departments must be streamlined and efficiently operated. The entire company has 7000 people, and these departments only have 120 people
4. Each person has three pieces, one proposal for each member, and there is a specialized guidance manual. Each month, there is a theme, such as focusing on quality in January, safety in February, and so on. For the cultivation of middle and senior managers and benchmark learning, special attention should be paid to the cultivation of frontline team leaders. This is like Chairman Mao building the Party branch into a company in a war, which is a key fortress for our success
5. Jointly grow with suppliers, form a team of 20 people for specialized guidance in procurement, quality, and technology
Editor's Feeling: This is the typical win-win thinking of Japanese companies, which is willing to invest resources in a process oriented "shepherding model", which can truly achieve excellence throughout the entire supply chain. However, many European and American companies' unwillingness to invest resources in a result oriented "hunter model" often superficial
6. When it comes to how to respond to the epidemic and turn crises into opportunities, SMC has established a dedicated project team to resolve the crisis. In fact, we must pay attention to that automation and digitization are only means, making the enterprise more competitive is the goal. SMC has truly connected the supply chain of 140 suppliers, maximizing waste removal, lean manufacturing, and lean marketing
Theme sharing "Lean Operations System Supporting Business Growth"
We continued to connect Mr. Li Xiaodong, Vice President of Ingersoll Rand's Asia Pacific Operation Excellence, who shared the theme of "Lean Operation System to Support Business Growth".
From point to line to surface, from factory to supply chain, to service, to sales, 20 years of understanding: Lean is not just a tool, but should be a systematic thing of enterprise management information system.
Editor's Feelings: The two points of moving towards the supply chain and towards sales shared with SMC Mr. Ma resonate with each other.
From the financial point of view, the shareholder's net return on assets is the net profit divided by the owner's equity.
Net profit rate, total Asset turnover (the faster the benefit is, the better), equity multiplier.
In summary, there are three points: having the ability to make money, being able to make money (sustainable), and using whose money to make money.
Editor's Feelings: The chairman also made this point at the beginning of the article. It seems that heroes have similar ideas, but lean still requires foresight and a deep understanding of the interests of customers, shareholders, and the company from a financial perspective.
Process improvement+employee competency development as the pillar, basic thinking concepts as the foundation,
Expand through the GDP X-Matrix layer by layer, from the CEO's three-year strategic goals, to the first year's goals, to priority improvement items, to KPIs, and to the person in charge.
Lean should not only focus on points, it must be decomposed from top to bottom from value stream analysis to daily management systems.
How to avoid waste in some office management activities and focus personnel on more valuable activities (visiting customers), standardized sales operations.
Editor's feedback: Both Mr. Ma and Mr. Li discussed a very important point, based on value flow and precise exploration of customer needs.
Lean improvement requires maintaining a sense of rhythm, with a cycle of 9 weeks per week
The purpose of any visual management is to enable the management to see the problem at a glance, with the highlight being the 6-week training for team leaders who are fully out of production.
Editor's feedback: May I ask how many companies can achieve this? Just like SMC President Ma's suggestion to build a party branch into a company, the frontline team leader is the true value provider
A good lean enterprise must see how its senior leaders practice lean. When Ingersoll Rand's CEO and president come to the factory, they go deep into the site to do Gemba on-site inspection. The senior managers should become coaches for coaching.
Senior management also needs to conduct lean training, and sales are also conducting lean training.
How to invert the triangle and let frontline employees or sales (value providers) take the lead, transforming traditional leadership into service-oriented leadership.
The frontline team leader is responsible for daily management, the middle level improves the process, and the senior level makes breakthrough strategic improvements; How to practice a service-oriented leader, with three key points: Go See, Ask Why, and Show Respect
How to become a coach instead of a commander, and the executor is a question worth considering.
A lean enterprise should be managed with A3 thinking throughout the entire enterprise, allowing all employees in the organization to work efficiently with the same mindset.
Theme sharing "Eaton Electric's Excellent Operating System
Digital Journey"
Next, Mr. Yang Shanliang, the Excellent Operations Manager from Eaton Electric's Asia Pacific region, shared the "Digital Journey of Eaton Electric's Excellent Operations System".
Editor's perception: Manager Yang came up with EBS (Eaton Business System), which ultimately means tools, processes, and culture, covering OAS (Factory Operation Evaluation System). It is evaluated every three years and self evaluated every year. Then, when it comes to OMS (Operation Management System), strategy, management system, and tools are the pillars. The editor is dazzled and deserves to be a member of the Fortune 500. This culture, this strategy, this process, and now you can take a look at this tool.
Previously, employees' proposals were all paper based, and there were many issues, such as low efficiency, inability to track, employee resistance, out of control approval, and lack of rewards. However, this system and process encourage employees to raise and solve their own proposals. Not only do the proposers have points, but the executors also have points, which can be exchanged for many prizes.
The rapid response system is actually based on the WeChat platform, coupled with clear responsibilities, automated notifications, standardized processes, data-driven issues, process visualization, rapid processing, recorded solutions, accumulated knowledge and experience, and promoted continuous improvement.
For LPA paper signage, this is also an old problem, such as forgetting too many action plans and lacking data and analysis for previous issues
However, through digital signage, all information is integrated and a hierarchical meeting management system is established to track, Tier Meeting, and LPA hierarchical audit digital system.
The Digital transformation will not succeed without lean production. From lean production to automation to digitalization to networking to intelligence, with the above, management decisions will be clearer. A dragon boat race, drummer, helmsman and rower are indispensable.
Theme sharing: Digital transformation of Manufacturing Industry under the Epidemic Crisis
We are connecting again to the last guest to share this morning, Mr. Deng Xiaowei, Vice President of Phoenix Contact China. The theme he shared was Digital transformation of Manufacturing Industry under the Epidemic Crisis.
Phoenix, as one of the first nine German Industry 4.0 manufacturing lighthouses in the world, has a lot of successful and rich experience. Transformation is difficult, just like losing weight. Many people understand the truth but it is actually difficult to achieve. The three methods that support transformation are talent, digitalization, lean, and lean, which is the foundation of digitalization.
Editor's Reflection: Lean is the foundation, lean is the foundation, lean is the foundation. To be honest, I have said it three times, and all the experts have said the same thing. Comrades, don't rush to digitize now. If the foundation is not solid, you will stumble
In the afternoon activity segment, in addition to retaining the shared topics from the main venue, our seminar also opened three parallel sub venues: "Lean Digitization", "Challenges and Responses in the Post pandemic Era", and "Quality Management in the Digital Era".
The report of the three sub venues is omitted here by the editor. Please follow the detailed activity reports of the three sub venues separately in the future. We look forward to meeting again at the Jinji Lake Lean Digital Seminar next year.
