“I volunteer to dedicate myself to lean transformation, changing mindsets, starting lean from the heart, and making improvements starting with myself. I will resolutely strive to eliminate waste, continuously improve, pursue excellence, and achieve perfection.” Recently, Taixing Co., Ltd. organized dozens of cadres and employees to participate in a lean management oath-taking ceremony in the fourth-floor conference room.
To promote in-depth and effective lean management activities and leverage their role in improving quality, increasing efficiency, and optimizing processes, Taixing Co., Ltd. has focused on boosting employee confidence, recognizing outstanding performance on the factory floor, and benchmarking to improve skills. This has launched a full-scale, company-wide initiative for lean management.
The company introduced a lean management evaluation mechanism, establishing "Red Flag Excellence Awards" for production teams and "Black Flag Warning Awards" for support teams. The top-ranked team receives a red flag, while the lowest-ranked team receives a black flag, and performance is assessed based on these rankings. The implementation of this mechanism has significantly boosted employee morale and engagement. Employees have actively cleaned up oil stains in workshop corners, organized cluttered tool racks, and even arranged everyday brooms in neat formations, resulting in a completely transformed workshop environment.
To ensure the fairness and impartiality of the evaluation results, the company's inspection team adopted a "four no's and two direct" surprise inspection model: no prior notice, no predetermined inspection routes, and direct inspections on the production line, preventing last-minute efforts to prepare for inspections.
In the process of implementing lean management, Taixing Co., Ltd. also focused on solving the problem of the previous 6S management system, which was characterized by "inspections being a fleeting effort, followed by a rebound to the old ways." They specifically appointed full-time 6S inspectors and established a closed-loop management mechanism encompassing "daily patrols, immediate issuance of corrective action forms, time-bound rectification, and on-site verification."
"Now, if a screw falls on the ground, before you even have a chance to bend down and pick it up, a corrective action form has already been delivered," a worker joked, vividly illustrating the strictness and efficiency of this system.
Under regular supervision, returning tools to their designated places without being reminded, immediately updating unclear equipment labels, and emptying trash cans on time have gradually become everyone's conscious actions. Good habits of "cleaning up and organizing as you go" are being cultivated subtly, and 6S management is no longer a periodic "major cleanup," but an integral part of daily work.
To further broaden its lean management approach, the company also actively "goes out" to benchmark and learn from advanced practices.
✔ Visit Luhong Environmental Protection to learn how to stack goods as neatly as "Lego" blocks;
✔ Learn from Dongchen Ruisen how to achieve rapid response and cost control in logistics for small-batch orders;
✔ Benchmark against Shengquan Group to learn the secrets of intelligent upgrades in warehousing.
From building consensus through lean management pledges to stimulating motivation through red and black rating systems, and then consolidating foundations through closed-loop management and improving core capabilities through benchmarking and learning, they are using multifaceted lean management practices to internalize lean principles and translate them into action, injecting continuous momentum into creating a safe, clean, and efficient production environment.
