Although the lean production method originates from the automobile industry, it also shows great power in the non automobile industry. Its success in IBM, Dell, Boeing, Motorola, Acelor, SASS and Calgate marks that the lean method has been widely recognized in almost all industries. In fact, Chinese enterprises or foreign-funded companies have also introduced lean production mode in their factories in China. The customer industry that the Department serves for consulting can also be seen (as shown in the figure). Generally speaking, lean production will enable you to benefit a lot from the following issues:

1. Customers often request to change orders;

2. The customer requires a smaller supply method;

3. The delivery date of an enterprise always fails to meet the needs of customers;

4. A large number of overstocked stocks occupy the production site, leading to on-site confusion;

5. Unstable production quality leads to a large number of returns and customer complaints;

6. Faced with increasing pressure from competitors;

7. The price war in the industry led to a sharp decline in corporate profits.

Regardless of the size, nature and industry of your enterprise, if you are faced with the above problems, technically speaking, turning to lean production management will give you more than the actual cash return.

A small number of enterprises have launched "projects" of lean production, but after the completion of the project, they have not achieved the expected benefits. After consulting and analyzing these enterprises, Kewei found the following four main reasons:

1. Think of lean production as "sports" and conduct sports war. Rushing for success, lacking "lean thinking", seriously violating the basic philosophy of continuous improvement of lean production, and the promotion strategy and entry point of lean production are incorrect.

2. Too much emphasis on "tools". They do not have a deep understanding of lean production, but just copy the tools, taking the tools themselves as the purpose, resulting in the imperfect integration of tools and the current situation of the enterprise. Just like drinking coffee with a spoon, but the spoon itself is not coffee.

3. Lack of corresponding technology. There is a lack of lean production technical personnel in the enterprise, and technical problems can not be solved. For example, we did not really master some necessary implementation methods, control methods and testing methods of lean production.

4. Lack of management means. This includes support from senior management of the enterprise, correct lean production promotion strategy and publicity, and corresponding human resource policy coordination. If lean production cannot be incorporated into daily management, continuous improvement cannot be substantially carried out.