In 2015, Benlang Lean Manufacturing successfully held its first competition.
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Subsequently, Guo Wenke, Director of Human Resources, made a comment on the competition. Guo said that the PK process in the competition was actually a process of self-reflection from various departments. This event fully mobilized the enthusiasm of all employees to think about lean production, and hoped to pass the Benlang School of Management. Regarding the training and learning of lean production content, everyone can professionally use the “Eight Steps to Solve the Problem†to continue to improve the project.
In the end, Yin Yuhang, the chairman and general manager, summed up the competition in the competition. Mr. Yin reviewed the pace of the company's development of lean management from the founding to the present, and pointed out that between theory and practice, the company's lean management still has a huge value space. Mining and innovation, there is more room for improvement in the entire lean production system. Especially for the emerging new base, it is a great opportunity for the company to display lean. It is hoped that this "white paper" will depict the best blueprint for the company's lean management from planning to practice.
In addition, Mr. Yin put forward five requirements for lean learning and practice for all employees of the company: First, strengthen the training of all employees in lean management knowledge, improve the awareness of all employees in lean innovation, make lean production thinking become a culture; second, lean To improve the project, it is necessary to have a systematic thinking, avoid simplification, and should return to meet the needs of customers. Lean improvement value is ultimately reflected in creating value for customers. Third, learning to use lean management methods and processes to learn to flow from the value of the system. Think, find the root cause of the problem, and make breakthroughs. Fourth, participate in seminars, competitions, and other professional exchanges and discussion platforms. Don't be bored, open up ideas and deepen problems in the team's brainstorming. Subsidiaries should also set up such a platform to advocate full participation; fifth, they must have innovative ideas in the lean improvement process, improve the company's competitiveness (including differentiated competition, low-cost competition, etc.), such as collective compensation for employees. Innovations in piece counting and employee personal timekeeping improve the enthusiasm of employees. 
It is reported that after the on-site voting, the improvement project proposed by the frontline employees of the five workshops won the first place in the competition and the second place in the first workshop. This first round of the ring race is of extraordinary significance. It is not so much a PK game with professional skills. It is better to say that it is a lean exchange meeting that stimulates the active participation of all members, the collision of all members, and the reflection of all members. Through this competition, the company has strengthened its determination to take the road of lean management and innovation. From lean reflection to innovative practice, it is imperative to make the enterprise bigger and stronger through this advanced management method that keeps pace with the times! 