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从2014年4月开始,借助麦肯锡诊断的契机,山钢股份莱芜分公司启动“加快推进运营转型、全面实施精益管理”(简称“运营转型、精益管理”)工作。在近两年的时间内,从理论指导到实践回归,不断反思优化路径设计,逐步探索并形成了具有公司特色的精益转型之路。一、精益转型系统设计与推进的背景(一)精益管理是一套企业可用好用的先进理论精益管理源于精益生产。以日本丰田汽车公司为代表的制造企业,在生产系统的管理实践中获得
Starting from April 2014, with the help of McKinsey’s diagnosis, Laiwu Branch of the Company initiated the work of “speeding up operation transformation and implementing Lean Management” (“Operational Transformation, Lean Management”). In the past two years, from theoretical guidance to practical regression, the author constantly rethinks the optimization path design and gradually explores and forms the lean transformation path with company characteristics. First, lean transformation system design and promote the background (A) Lean Management is a set of advanced theories available to enterprises Lean management from lean production. Manufacturing companies represented by Toyota Motor Corporation in Japan are acquired in the management practices of production systems