Lean production management, as a management philosophy pursuing continuous improvement, eliminating waste and enhancing value flow, has promoted the reform of enterprise management to a certain extent since its introduction in China.
However, it still faces many challenges in its depth and breadth of practice. Most enterprises’ understanding of lean management remains on the surface, lacking in-depth understanding and system application, and often only focus on local optimization, while ignoring the strategy, systematization and sustainability of lean management.
In addition, in the implementation of lean production management, enterprises often show obvious “stage” characteristics, that is, to focus on solving some obvious problems in the short term, but it is difficult to form a long-term mechanism.
The cognitive bias and practical errors of lean management include treating lean as a tool to improve the management level, rather than a holistic management philosophy. In addition, enterprises in the implementation process often show the characteristics of stage,discontinuity, resulting in difficult to consolidate the management results, repeated problems.
At the same time, with the rise of intelligent manufacturing, some enterprises fall into the misunderstanding that the introduction of intelligent equipment can achieve lean production, ignoring the core of lean management lies in the continuous optimization of the process and the smooth flow of value flow.
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