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At present, the competition in the printing market is becoming increasingly hot, the rising prices of raw materials and the increase in labor costs have brought tremendous pressure on the development of enterprises. How to improve the management level of enterprises and enhance the core competitiveness of enterprises has become a major problem that needs to be solved urgently in the survival and development of Chinese enterprises.
First, What is “lean management”?
The so-called lean management refers to the use of nuanced management tools to maximize the effectiveness of limited resources. “Fine” refers to less investment, while “benefit” refers to more output. At its core, it eliminates all inefficient labor and waste by minimizing resource inputs, including manpower, equipment, capital, materials, time and space, by continually reducing costs, improving quality, increasing production flexibility, and achieving no waste and zero inventory. Thereby creating as much value as possible. Similarly, lean management is also suitable for printing companies, which can help printing companies focus on increasing value and reducing waste. By effectively reducing costs and ensuring that the company's business strategy is at the core, it will fundamentally enhance the market competition of enterprises. force.
Second, the necessity of implementing lean management in printing enterprises
The implementation of the lean management model is very necessary for the upgrading and transformation of China's printing enterprises. It can reform the operation and management mode of China's printing enterprises to the greatest extent, and provide a huge impetus for enterprises to enhance their competitiveness. At present, China has become one of the world's printing powers, but there is still a big gap compared with developed countries, and it is still not a world printing power. From the perspective of printing efficiency, the United States is 16 times that of China, Japan is 18 times that of China, and Germany is 17 times that of China.
From the quality point of view, although China's printing companies have purchased a large number of advanced equipment, such as Germany's Manroland, Heidelberg, etc., but the printing quality is not satisfactory. Printing technology, printing technology, and printing management are relatively backward, and the technical quality of printing workers is generally low. These are the practical difficulties placed in front of enterprises.
From the perspective of innovation ability, the innovation ability of China's printing enterprises is generally weak. For foreign advanced equipment and technology, there are problems of re-introduction and light digestion, insufficient innovation ability and serious lack of international competitiveness.
In terms of the scale of enterprises, most of them have small scale of operation, weak technical equipment, low level of professional skills, overcapacity, and unregulated management. The structural contradictions of the entire industry are still not compatible with China's rapidly developing national conditions.
In terms of profitability, with the increase in the price of printing raw materials, the increase in customer requirements, and the intensification of competition among peers, the profits of printing companies have become increasingly profitable, and the pressure of survival has increased dramatically.
According to the survey conducted by the relevant departments on 800 loss-making state-owned enterprises, the policy losses accounted for 8.29%, and the macroscopic reasons accounted for 9.1%, while the internal management mismanagement accounted for 80.51%, and other reasons accounted for 2.1%. . At present, most of China's printing enterprises are still using the extensive development management model. This model is not only costly, wasteful, and the product quality is not guaranteed, and it cannot adapt to the development trend of modern society. Lean management far surpasses the traditional goal planning with the value of profit or assets as the sole criterion. It can help enterprises establish market competitive advantages and form long-term effective operational capabilities. Therefore, it is imperative for printing companies to conduct lean management.
1 lean management is conducive to maximizing customer satisfaction
In the increasingly fierce market competition, the company's business objectives are to maximize customer satisfaction. Lean management requires companies to focus on customer needs, from the customer's point of view, to analyze every aspect of product design, manufacturing and ordering, to find out the waste that can not provide value-added. Create action-creating action plans based on the principles of uninterrupted, non-returning, non-reversing, non-waiting and non-recycling, creating customer-driven value.
2 lean management is conducive to enterprises to control costs
The ultimate goal of any business is to make a profit, while lean management maximizes the benefits. Lean management provides us with a set of management concepts and methods for effective cost control. The core is to minimize costs by eliminating all waste in production. There are two main ways for enterprises to maximize profits: First, increase output, that is, increase product sales or increase prices; second, reduce product costs. In today's market competition, it is difficult for companies to implement their goals through the first route. Therefore, they can only increase their profits by reducing the production cost of products. To increase profits, it must be implemented through lean management.
3 lean management is conducive to the formation of corporate culture
Regarding the development of enterprises, the general saying is that "small enterprises rely on leadership, medium-sized enterprises rely on institutions, and large enterprises rely on culture." Lean management reflects a corporate culture that pursues excellence. The core idea of lean management is to maximize the workflow, eliminate waste and all non-value-added activities, get the maximum output with the least investment, and provide the lowest cost and best quality products and services to the market to meet the market. Demand. It emphasizes the individual's intervention in the production process, and tries to exert the individual's subjective initiative. Each employee does not simply execute the higher-level command in the work, but actively participates in the decision-making and auxiliary decision-making. Lean management reflects the corporate culture of unity and collaboration. Lean management requires not that each unit is completed by itself, but by units. The culture of collaboration has led to a significant increase in productivity, ensuring that every production task is completed with the required quality as quickly as possible.
Third, the printing enterprise implements lean management countermeasures
In order to improve the management level of printing enterprises and gradually become bigger and stronger, it is recommended to implement lean management from the following two aspects.
1 target
(1) Eliminate waste
At present, the cost issue has become a problem that many printing companies need to solve first and urgently need to solve. Under the premise of producing qualified products, how to reduce various wastes in production becomes the key. In lean management, waste is defined as "any action or process that does not add value to a product or service." Lean management summarizes all waste into eight categories: substandard products, waiting, redundant movements, over-processing, excess handling, inventory, overproduction or premature production, underutilized resources. Anything that does not add value to any production process can be considered waste, and must be improved and continuous improvement achieved.
For example, books that have been offline from the binding line need to be checked on a case-by-case basis. The company has set up a special inspection team for this purpose. The books after the offline are first placed and transported to the inspecting group, and then checked, stamped, and placed, and finally transported to the packing group for packaging. After group analysis, in this process, there are three processes involved, and there are problems with unnecessary handling. The employees analyzed and improved the site layout from the perspective of reducing the handling. Finally, the proposal was to extend the linkage line and combine the three operations into one, and then re-arranged according to the book, inspection, stamping, and packing sequence. The personnel were also reasonably configured to achieve a labor-saving and time-saving effect.
In the lean production management, the customer's needs are the first factor. On the basis of ensuring the basic quality, the products are prepared according to the customer's needs. Therefore, the production manager of the printing enterprise must know what must be done, and what is unnecessary, and must be resolutely eliminated for unnecessary processing.
(2) on time, fast working condition
Lean production emphasizes “just-in-time production”, which means “production of the required products in the required amount only when needed”. For example, in the case of the binding process waiting for the matching, the printing of the cover and the text is not synchronized, or the finishing process of the finishing process, the processing of the book core, and the progress of the book case processing are not synchronized, which may result in the next process not being able to produce on time and quickly. The result is that the delivery cannot be delivered on time. Sometimes, in order to “synchronize”, there will be insufficient processing time due to the progress of the process, resulting in quality problems such as unqualified semi-finished products. In the implementation of lean management, you can start from the layout of the process, re-plan the process line, break down into each operable small unit, determine the most basic action requirements of each unit, and then according to the consistency of the product structure, before and after The differences, the relative uniqueness of the operating tools, the comfort and inertia of the humanized operation, the process, the process value map and the process value flow table are redefined, and the operation process of the entire production line is finally coordinated.
Quick setup is important during the production process. In order to minimize the pre-press preparation time, the following measures can be taken: Separate the internal setting operation (the operation that can be performed when the press is stopped) and the external setting operation (the operation that can be completed while the printing machine is still running); Operation is converted to external setup operations, such as the use of carts or ink cartridges in flexographic or gravure presses, enabling offline setting of the inking system and ink metering system; for all tools, fixtures, fasteners and fixtures Analyze and standardize; use fixtures or other positioning aids; set up with multiple people working in parallel; improve setup steps and standardize them; place tools and supplies nearby; try to cancel adjustments, for example, to make plates For faster registration, locating pins can be used.
TPM (Total Productive Maintenance) provides an important guarantee for rapid production. The TPM of the printing company makes it a visible, continuous, standardized operation by taking pictures of the maintenance process and becomes part of every printing operator, with the goal of optimizing equipment performance and eliminating common equipment downtime. The waste caused by poor equipment performance, and the equipment that is put into operation due to poor maintenance, resulting in prolonged pre-press preparation time and reduced production capacity due to equipment not being able to operate at full speed.
2 choose a reasonable method
In order to improve the management level of China's printing enterprises, control costs, reduce waste, and gradually enlarge and strengthen enterprises, we must apply corresponding management tools to implement reforms.
(1) Value Stream Analysis
The value stream map is different from the traditional engineering flow diagram. The main purpose of engineering flow chart analysis is to accurately grasp the entire production process, that is, the actual process of production process, inspection process, and transportation process, discover and remove process waste and irrationality, and realize operational process instruction and information system integration.
The value stream contains all the raw materials (print plates, inks, substrates, solvents, etc.) that flow through the various production processes. Some operations (such as press operation) can create more value for printed products than other operations (such as prepress preparation). Operations that provide little or no value are labeled as “wasted”. Recognizing how an operational process and other operational processes (such as platemaking and prepress preparation) interact with each other can enable us to better understand the overall state of increased corporate value from within and outside the enterprise.
In contrast, the engineering flow diagram is a very simple display of the sequence of the production process and what is happening, and the value flow diagram is much more detailed. Its focus is on recognizing and managing everything related to the value of the customer. Activities, while engineering flow diagrams only focus on the order of the production process.
(2) Continuous improvement (Kaizen)
Kaizen refers to small, continuous, incremental improvements. Implementing lean production is not a one-time thing, and needs to be solved step by step. This method means that the company improves the detailed activities in a series of production and operation processes, such as continuously reducing non-value-added activities such as handling, eliminating raw material waste, improving operating procedures, improving product quality, shortening product production time, and continuously motivating employees to lean. The goal is moving forward.
Production managers in printing companies often put all their energy into production. They want to find a revolutionary and quick solution that tries to change their production performance by adopting the latest and best technology. In fact, only the basic continuous improvement can get the best results.
3 Specific measures for implementing lean management
(1) Organizational guarantee, full participation
As with the successful implementation of all projects, the successful implementation of the lean production model must first be unanimously recognized and highly valued by the top management of the company, and must be personally led by the top leaders; secondly, the middle-level cadres must be consciously responsible for promoting implementation. The backbone and backbone role fully promote the grassroots level. If the driving force and execution ability of middle-level cadres are not strong, lean management will be difficult to continue. Third, all employees must be consciously involved in implementing lean management without the full participation of employees. It is impossible to achieve the desired results, and it is impossible to form a long-term competitiveness of the enterprise.
The lean production method has clear requirements for the internal management system and organizational structure of the enterprise: The high-level can control the macro, the middle-level and grass-roots organizations can work together and strictly enforce; the production plan is subject to the sales plan, the sales plan is subject to the market demand; It is conducive to the overall optimization of production site and enterprise management, which is conducive to the implementation of standard operations, improve product quality and reduce costs.
According to this, the printing enterprise should first set up a leading group, and then according to different projects, form a multi-functional implementation team of various departments, the implementation team is responsible for the specific implementation of the work.
(2) 5S system
5S originated in Japan and refers to the effective management of production factors such as people, machines, materials and methods at the production site. This is a unique management method for Japanese companies. 5S refers to five items such as finishing, rectifying, cleaning, standardizing or systemizing and maintaining.
Japanese-style companies use the 5 S movement as the basis for management work and implement various quality management methods. After the Second World War, the quality of products was rapidly improved and established the status of an economic power. Under the promotion of Toyota, 5 S was aimed at shaping the image of the company, reducing costs, on-time delivery, safe production, and high level. Standardization, the creation of a pleasant workplace, and on-site improvement have played a huge role and are gradually recognized by the management circles of various countries. With the development of the world economy, 5 S has become a new trend in factory management.
(3) Lean Six Sigma Quality Management
Six Sigma (6σ) Quality management considers quality issues from the customer's point of view, adopts a scientific approach, pursues “no defect” quality in all areas of business, reduces the operating costs of the company, and enhances the competitiveness of the company. Its goal is to eliminate no value-added activities, shorten production cycles and increase profits. Lean Six Sigma combines two key tools that drive business success. Lean increases process speed by reducing waste and eliminating non-value added processes. Six Sigma improves performance by focusing on key process quality factors and eliminating process fluctuations from a customer perspective.
Conclusion
The application of lean management applies a variety of management techniques and methods to the site, and emphasizes the role of the overall function, so as to achieve maximum output with the least amount of investment. Printing companies should implement the idea of eliminating all waste into the management process, aim at better, face up to the shortcomings, and implement lean management in an all-round, healthy and continuous manner. This is a must for the future survival and development of enterprises. At the same time, it must be realized that lean management is a long-term, systematic project that needs to be continuously improved and explored in work practice.