Accelerate management improvement and achieve the "lean integration strategy" of the enterprise

With the decision of the State owned Assets Supervision and Administration Commission at the beginning of the year to carry out a two-year management improvement activity in central enterprises, more and more large state-owned enterprises have begun to attach importance to lean management activities and closely link them with their management improvement activities, attempting to improve their management mechanisms, enhance their management level, and find a path of change suitable for their own enterprises through lean management activities.

Based on years of experience in providing lean management consulting services to Chinese enterprises, AiBorui Group has established long-term cooperation with the Chinese manufacturing industry and tailored lean management solutions for the Chinese manufacturing industryOn the basis of "whole system and whole process lean", summarize the "lean integration" strategic consulting model suitable for China's manufacturing industry. Through continuous enterprise practice, it has been demonstrated that this new lean management implementation methodology tailored specifically for the Chinese manufacturing industry has strong vitality and guiding role, and "lean integration" is increasingly favored by more and more enterprises.

As the Vice President of AiBorui Group and the Dean of AiBorui Lean Academy, the author personally participated in the planningThe entire process of research and practice of the "lean integration strategy", and as the keynote speaker, I have provided systematic training and guidance to managers of large state-owned enterprises multiple times. In order to attract more enterprises to pay attention to and better utilize the "lean integration strategy", the author would like to introduce some experiences and insights on constructing this strategy. We kindly ask for your correction.

Firstly, let's talk about the relationship between management improvement and lean management.

Management improvement activities are realized by the State owned Assets Supervision and Administration CommissionThe "Twelfth Five Year Plan" strategy is a major measure to promote the goal of "becoming stronger and better world-class" for central enterprises, and it is an effective carrier for enterprises to promote lean management mode.

Management improvement activities are primarily aimed at solving current problems and achieving the 12th Five Year Plan goals, laying the foundation for future development; Lean management is an important part of the development strategy of manufacturing enterprises, and it is also a continuous and long-term process of continuous improvement. Carrying out management improvement activities will inevitably promote enterprise management change, and implementing lean management is precisely the only way to complete enterprise change.

管理提升活动细化了企业的工作重点，比如：投资决策管理、全面预算管理、全面风险管理、科技创新管理、人力资源管理、产权管理、法律管理、采购管理、安全生产管理、管理信息化、社会责任管理、党建管理和反腐倡廉管理等，而精益管理为许多管理模块提供了大量可实施运用的工具、方法和改进经验。如精益研发、精益采购、精益人力资源、精益财务、精益信息化、精益现场等，其最终目的就是消除企业内部各业务流程中的浪费（而不仅仅是生产制造流程的浪费）来实现企业整体效率最大化。

其次，我们如何理解“精益一体化战略”？

 “精益一体化战略”是以企业全价值链为改进方向，突出企业全部门产生的价值功能，以企业整体经营效果的变化为依据，反映企业综合改善实力，并以战略方针、目标为引领，战略实践课题为导向的精益全系统管理模式。它由经营改善活动（研发、采购、制造、销售）和支援改善活动（精益人才、精益财务、精益信息化等）以及基础改善活动（精益班组、精益现场）三部分所组成。“精益一体化战略”始终关注企业整体价值链上的改进，并以在企业整体价值链上获得成功和效益为最终目标。

众所周知，精益生产管理方式是一种源自日本丰田汽车公司的现场管理方式。而精益现场改善是企业推进精益管理活动中最基础的一环。精益现场改善顾名思义是将精益生产制造技术（管理技术）及其工具运用到企业生产制造现场并使其在最短的时间内，使现场某一个层面或者范围发生较大的改善变化，也就是我们通常所说的示范区（线、点）的改善，泛指精益现场改善。应该承认，精益现场改善是企业推进精益生产管理活动首先实施的第一步，在企业整个精益生产管理活动的推进中起着至关重要的作用。但是由于现场效果的局限性，不能为企业带来更多更大的改进效果。同时，由于企业的各职能部门不能参与到这场变革活动中来，因此往往推进到一定阶段或者时期，精益就推不下去甚至失败。笔者近几年总结了许多大型国有企业推进精益管理的经验感到，许多企业之所以精益推进不成功，最大的问题就在于没有从企业战略的高度和精益全系统一体化的角度来改善整个企业的价值链，单纯的只是看到现场部分的变化，所以成效不大。

那么如何推进“精益一体化战略”？以下是笔者的经验和心得与读者分享。

首先，应该分析自己企业的经营环境，通过外部市场和企业所处的环境得出推进“精益一体化战略”的必要性，同时，通过分析环境导出推进“精益一体化战略”的战略课题。

第二，以方针管理和目标管理引领“精益一体化战略”的推进。

方针管理是“精益一体化战略”的前提，它不同于日常管理，是企业推进变革活动时的跨越式管理，而“精益一体化战略”的推进正是企业深化管理、完成变革的过程。方针之下的目标管理是为企业实施“精益一体化战略”的课题锁定了各项目标和实施指标。

第三、“精益一体化战略”追求的是企业全价值链上最大效益，因此全员、全部门的参与是实现“精益一体化战略”的关键。

各系统、各职能部门必须全方位的参与支持，彻底消除企业各个管理流程中的浪费，努力打造企业全系统密切合作和协同工程，以保证“精益一体化战略”的实施。

第四，强调价值链上主要经营活动的最大效率化，特别是直接支撑企业经营绩效的改善活动，力争在这些主要经营活动中取得最佳改善效果。如：精益研发、精益采购、精益营销等活动往往在整个企业价值链中影响力巨大。

第五、建立长效机制，推进“精益一体化战略”，从组织保证到整体设计，从健全工作改善机制到绩效评价考核，从全员宣传营造氛围到逐步推进的课题改善，从方针目标的管理到具体改善活动的实施。必须体现出细化责任落实、追求整体效果、全员参与改善、企业得以发展的良好状态，最终将“精益一体化战略”推向成功。

“精益一体化战略”的实施不同于一般的现场改善活动，它必须由企业的最高管理层发起并引领，同时紧密的与企业的经营和发展连同一体，通过不断的推进和深入的展开使企业的价值创造能力、市场竞争能力、人才培养能力、环境应变能力等得到不断的提升，最后成为真正的精益企业。

消息来源/天津爱波瑞科技发展有限公司