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Henan QiangNian (Weizhou Hesheng) Product Hotline: 13903781186 - Mr. Liu

Focus on the big picture system, viewing and examining through the lens of our clients.

The purpose of observing the process is to determine if a company has a lean layout and whether it is creating a continuous operation process to visualize problems. The process is crucial; a layout that changes over time is filled with waste, while a lean layout can eliminate much waste at the design stage. Implementing lean management and conducting a lean layout upfront is vital.

Visualization simplifies problems and is a way of managing with the eyes. It also reflects the corporate management atmosphere and the direct communication of management levels. The manifestation of visualization is the visual management board, which I categorize into static and dynamic boards. Static boards mainly convey the long-term management philosophy of the organization, while dynamic boards are the management information that managers need to grasp at any time. I believe that dynamic management boards are more reflective of an organization's management levels and capabilities.

A business undoubtedly has many standards, and the term "standardization" refers to the dissemination of these standards to an executable level. Establishing standards involves four key questions:

Imbued with the superficial manifestation of cultural elements that one overhears in a company. If the word "improve" is not heard within the first five minutes, and "on-site" within the first ten, it's not a lean enterprise.

If a company has such a lean culture, first and foremost, it requires senior management to be on the production line, directly listening to the voices of employees.

Next, within this culture, lean tools are utilized daily to bring potential issues to the surface. Everyone asks, "Why?" until the root cause is identified and appropriate countermeasures are proposed, with continuous checks on the effectiveness of these measures.

Thirdly, it's a "problem-first" culture where senior management works alongside employees to tackle issues, and appreciates those who identify new challenges and problems.

Lean corporate culture is the intrinsic driving force of enterprise development. With lean processes, visible problem management methods, standardized management benchmarks, and an innovative corporate culture, this enterprise is one worth observing and learning from.