The core of lean production is not complex theory, but customer-oriented, using scientific methods to eliminate waste throughout the entire process, optimize resource allocation, and achieve a two-way improvement in cost and efficiency. It is not a one-time change movement, but a way of thinking and action guidelines that permeate daily operations, relying on data support, process optimization, and full participation of all staff to make every task generate practical value.

Identifying and eliminating waste is the starting point of lean production and the key to cost reduction. The waste on the production site is often hidden in details, such as waiting time for materials, excess production inventory, repetitive handling processes, rework of non-conforming products, etc. These links not only consume resources but also slow down overall efficiency. Scientific waste identification needs to rely on value stream sorting, sorting out the entire chain from order receipt, raw material procurement to product delivery, distinguishing between value-added activities and non value-added activities - only activities that can bring value to customers and customers are willing to pay are value-added activities, and the rest need to be optimized accordingly. For example, by analyzing equipment downtime and material turnover cycles through data statistics, the core reasons for waiting waste can be accurately identified. Then, by adjusting production schedules and optimizing material distribution routes, ineffective waiting can be reduced, ensuring that equipment and manpower are always in efficient operation.

On site improvement is the core focus of implementing lean production, emphasizing starting from the actual situation on the front line and using simple and effective methods to solve problems. Unlike large-scale technological transformation, on-site improvement focuses more on small step iteration and continuous optimization, encouraging employees to discover areas for improvement from their own work. For example, implementing 5S management, through standardized requirements for organization, rectification, cleaning, cleanliness, and literacy, standardizing the placement of materials, tool placement, and environmental maintenance on site, can not only reduce the waste of time searching for materials and tools, but also reduce safety hazards and improve employee work status. Another example is the rapid mold change (SMED) method, which separates the internal mold change and external mold change processes, prepares the parts of the work that originally needed to be stopped in advance, greatly shortens the equipment change time, and improves equipment utilization. It is especially suitable for multi variety and small batch production scenarios, making the production line more flexible.

Standardized homework is an important means to ensure stable efficiency and avoid waste rebound. In the production process lacking standards, employees are prone to arbitrary operations, resulting in unstable product quality and inconsistent process time, which in turn increases rework and management costs. Scientific standardization is not a fixed process, but rather the development of practical and quantifiable operating standards based on best practices, clarifying the operational steps, time nodes, quality standards, and division of responsibilities for each process. At the same time, standardized operations need to be combined with continuous improvement, encouraging employees to discover inconsistencies in the process of implementing standards, propose optimization suggestions, and update standards after verification, forming a closed loop of "standards execution improvement new standards". This dynamic standardization can ensure the stability of the production process and continuously improve efficiency.

Full participation is the key to implementing lean production, and it is difficult to achieve comprehensive optimization solely through management promotion. Frontline employees are most familiar with the pain points and bottlenecks on the production site, and their experience and suggestions can often accurately solve practical problems. Therefore, companies need to establish an improvement mechanism that involves all employees, such as establishing an improvement proposal system that recognizes and rewards effective suggestions put forward by employees; Conduct lean training to ensure that every employee understands the lean concept and masters basic improvement methods, such as fishbone diagram analysis, 5Why questioning, etc., and learns to solve problems from the root rather than just dealing with surface phenomena. When lean thinking penetrates into every position, employees will actively avoid waste and optimize operations, creating an atmosphere of "everyone talks about lean and strives for efficiency in everything", making cost reduction and efficiency improvement a conscious action of all employees.

Data driven is the scientific core of lean production, avoiding the misconception of relying on experience and brainstorming to improve work. By collecting key data during the production process, such as production pace, defect rate, overall equipment efficiency (OEE), inventory turnover rate, etc., a data monitoring system can be established to accurately locate problems and evaluate improvement effects. For example, by analyzing the comprehensive efficiency data of the equipment, it was found that the main reason for equipment downtime was untimely maintenance. Therefore, the equipment maintenance plan was adjusted from regular maintenance to preventive maintenance to reduce unplanned downtime; By monitoring inventory turnover, optimizing procurement and production plans, reducing inventory backlog, and lowering capital occupation costs. Data can not only guide the direction of improvement, but also make the improvement effect measurable and traceable, ensuring that every lean initiative can generate actual economic value.

The practice of lean production is not achieved overnight, and requires enterprises to abandon the mentality of seeking quick success and instant benefits and gradually promote it. In the initial stage, we can start with easy to implement links, such as on-site 5S organization and small-scale process optimization. After accumulating successful experience, we can gradually promote it to the entire process; At the same time, attention should be paid to the adaptation of corporate culture, integrating lean concepts with existing corporate culture and avoiding formal execution. In the process of promotion, it is inevitable to encounter resistance, such as employees' resistance to change, poor collaboration between departments, etc. This requires management to guide and coordinate, through case sharing and achievement display, so that employees can intuitively feel the changes brought by lean production and enhance their participation enthusiasm.

Ultimately, lean production is a self innovation that uses scientific methods as tools and aims for continuous improvement. It does not pursue extreme cost compression, but optimizes resource allocation to maximize the value of every investment; Not pursuing efficiency in a single link, but achieving seamless collaboration throughout the entire process. Whether in the manufacturing or service industries, as long as we adhere to customer value as the core, rely on data, be on-site, and mobilize all employees, we can break through efficiency bottlenecks and reduce operating costs through lean practices, and build sustainable core advantages in market competition.