Operational Excellence Seminar Journey - Tailor-made by Lean management expert Jianhong Fei for the middle and senior management of enterprises and core operational teams, integrating expert lectures, benchmarking visits and practical seminars, focusing on the main line of “from concept to practice”, in-depth deconstruction of Lean and Operational Excellence Benchmarking Cases, and assisting in the transformation and upgrading of the organization.
Located in the Intelligent Industrial Park of KU, Yingtong Electric has independently researched and developed and formed a series of low-voltage power quality products centered on energy saving and consumption reduction, improving the safety and stability of power grids, and improving the quality of power, which are heavily used in key energy-consuming industries such as electric power, industry, and petroleum. As a leader in the field of power quality, Yingtong has deeply recognized the operational challenges and is actively seeking breakthroughs. We are honored to invite Mr. Li Zhaohua, the senior manager of TPS Promotion Center of Toyota Motor Taiwan, as a strategic consultant to carry out the Operational Excellence Study Tour and explore the road of production management refinement together.
1 Senior consultant's in-depth insight and strategy layout
With rich practical experience and deep theoretical attainments in Toyota TPS Promotion Center, Mr. Li Zhaohua went deep into the production site, conducted a comprehensive and in-depth investigation and made a special presentation. He put forward the “Three No's” principle as the initial optimization direction of the site:
Avoid low head operation
By optimizing the workstation layout and introducing ergonomic tools, we reduce the need for workers to lower their heads to operate, improving work comfort and efficiency.
Reduce bending
Adjust equipment heights and explore automation solutions to reduce bending frequency, protect employee health, and accelerate production rhythms.
Eliminate heavy lifting
Utilize mechanical equipment such as cranes and handling robots to replace manual handling of heavy objects, ensuring operational safety and improving overall productivity.
2 Systematic Implementation of Lean Six Sigma Strategies
Value Recognition
Accurately grasp the demand to ensure that all production activities are centered on value creation. Deep understanding of customer needs: Through market research, customer interviews, data analysis and other means, fully grasp the real needs and expectations of customers, and identify which product or service features have the most value for customers. In the whole process from product design to delivery, identify which parts of the process really create value for customers and which are non-value-added activities that waste resources. This helps the company define the core objective of its production activities, which is to maximize customer satisfaction and value creation. Based on the results of value identification, production activities are prioritized to ensure that resources are invested in the most value-generating processes, thereby improving overall productivity and market competitiveness.
Value Stream Mapping and Improvement
Identify and eliminate non-value-added activities to continuously optimize the production process. Through visualization tools, such as flowcharts or value stream maps, each step in the current production process is depicted in detail, including both value-added and non-value-added activities. This helps to clearly identify bottlenecks and waste points in the process. For non-value-added activities, such as over-processing, inventory backlog, waiting time, handling, unnecessary movements and defects, develop specific improvement measures, such as the application of lean manufacturing tools (5S, JIT, Kanban management, etc.), to eliminate waste and enhance process efficiency. Establish a regular review and evaluation mechanism for continuous optimization of the production process. Encourage employees to put forward improvement suggestions to form a culture of full participation and continuous improvement.
Flow Manufacturing
Improve the seamless production system, reduce waiting and enhance process fluency. By means of rearranging production lines, optimizing processes and introducing automated equipment, achieve continuous flow of the production process and reduce the waiting time and handling distance of products between processes. Minimize the production batch and adopt the production method of single-piece flow or small batch flow to reduce the inventory cost and improve the response speed. For the production needs of multiple varieties and small batches, introduce the system of quick mold change (SMED) to shorten the production switching time and improve the production flexibility.
Continuous Improvement Culture
Establish a continuous improvement mechanism to constantly pursue the perfection of the production process. Enhance employees' awareness of the importance of continuous improvement through training and publicity, and stimulate their enthusiasm and creativity to participate in continuous improvement. Transform best practices and lessons learned into standardized operating instructions and operating procedures to ensure the stability and repeatability of production activities. Establish a fault-tolerant mechanism to encourage employees to innovate and experiment on the premise of following the basic principles, and constantly try new production methods and tools in order to promote the continuous optimization and upgrading of the production process.
3 Looking to the future: the road to Lean, creating brilliance together
Integrate lean concepts into production practices to create a more efficient, safe and superior quality production environment. Through the in-depth implementation of Lean Six Sigma, we will not only improve internal productivity and product quality, but also set up a benchmark in the market to provide customers with products and services that exceed their expectations. We invite our partners and potential customers to witness this transformation process and share the exploration and achievement in the journey of operational excellence!
