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Lean thinking (Lean Thinking) originated from the lean production (Lean Production) invented by Benfeng in the 1980s, which brought quality and cost advantages to Ben, which once surpassed the American automobile industry and tilted the world automobile industry towards cost. Lean thinking sums up the new management thinking contained in lean production from the degree of theory, and extends the lean production method to all areas except manufacturing, especially the tertiary industry, and extends the lean production method to all sectors of enterprise activities. it is no longer limited to the field of production, from "prompting managers" to rethink business processes, eliminating waste, creating value, empowering people, and creating continuous improvement. Lean thought is initially reflected in the control of product quality, that is, it does not pursue the cost advantage and technological leadership of the product, and emphasizes the reasonable matching and coordination between the cost of the product and technology. Since then, the business community has gradually extended the lean thinking to the whole process of business activities, that is, the pursuit of business investment and economic output of the most refined, the most valuable.

From the meaning of the word, "essence" is reflected in quality, pursuing "perfection" and "Excelsior"; "benefit" is reflected in cost, and only enterprises whose cost is lower than the average cost of the industry can get benefits. Because of this, lean thinking is not only the pursuit of the lowest cost and the best quality in the eyes of enterprises, but also the pursuit of the quality satisfied by both customers and enterprises, the best allocation of cost and quality, and the best price of products. The landing practice of lean thinking includes a series of ideas, such as lean production, lean management, lean design, lean product development, lean customer experience, lean supply and lean innovation, etc. its core is to achieve "order-driven production" through on-site management segments such as "timely and moderate quantity", "zero inventory", "signal card" and "value stream", so as to ensure product quality and reduce cost, improve quality and create more value.

First, the background

Shortly after the end of the war, the world-dominating production mode in the auto industry was the "batch" production model represented by Ford, which was in the form of streamlined production lines, with fewer varieties and "batch" products. At that time, the mode of "batch production" was an advanced management idea and method. Through the quantity of specialized equipment and specialized "batch" production, the cost could be reduced, the production rate could be increased, and the demand of "quantity not satisfied" in the "scarce market" could be met.

"We can order any Yan Yan's car, as long as it is cheap." -Henry, King of Automobile. Ford

Ford Model T (commonly known as Tin Lizzie or Flivver) is a model automobile product launched by Ford Motor Corp. in 1908 and 1927. The finished Model T was born on September 27, 1908 and is located in Piquette, Detroit, Michigan. Its birth made 1908 an important year in the history of the industry: type T made the automobile as a kind of home for ordinary people with its low price, and the United States also became a "country on the wheel". The success of this giant is due to several new projects of Henry Ford, the founder of Ford, including measures such as replacing traditional individual production with large-scale operations of streaming "assembly lines" and "paying employees" to boost market demand. Compared with the American automobile industry, which is absolutely dominant, the automobile industry of Yamamoto is in a relatively naive stage. During the period from Chengxing to 1950, the total output of Fengli Automobile Company was even lower than that of Ford in 1950. As a key development industry of this economic doubling plan, the auto industry has sent "quantity" personnel to the United States to inspect. After visiting the automobile industry in the United States, Fengyi Automobile Co., Ltd. found that there is still room for further improvement in reducing costs by adopting the mode of mass production, and the company is still facing serious difficulties such as poor demand and backward technology. In addition, after the war, there is a serious shortage of domestic capital, and it is difficult to have a large amount of capital investment to ensure that domestic automobile production reaches a competitive scale. therefore, they believe that the "production" type of "production" with a small number of varieties is not desirable, and that a "production organization strategy" that can better meet the needs of the local market should be considered. After continuous exploration, the founders of Lean production, represented by Fengyi, have finally found a set of automobile production models suitable for their own national conditions: just-in-time production, total quality management, just-in-time production, fully cooperative team production and integrated supply chain relationship management, gradually creating a unique lean production method of multi-variety, batch, quality and low consumption. In Fengli's "production" formula, each production unit is engaged in the production of a variety of products, which is called multi-energy, unlike the one in Ford's flow line that is only responsible for production. The production style of Fenglu is suitable for multi-variety and batch products. Due to the low demand, it is not worth to build a proprietary production line, which requires the ability of the staff to adapt to the different needs of many varieties. In the following figure, the A production unit is a unit that can produce a variety of product components, providing products for three production lines. The "strip" production line consists of multiple negative feedback systems, and each "production unit" contains multiple negative feedback systems. Through Kanban, the information transmission of pull production is realized (as shown in the following figure).

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