From January 14 to 15, 2018, Kemet Company held the 2018 Lean Management Annual Conference in Feixian Factory Area and High-tech Zone Factory Area respectively. The meeting was attended by Chairman and General Manager Qian Chunping, Executive Deputy General Manager Ou Qunlin, middle and senior leaders of the company, workshop directors, team cadres and employee representatives from the production line. The meeting summarized the lean management work in 2018 and made arrangements for the tasks and plans for 2019. At the
meeting, the person in charge of the workshop made a summary of the lean work of the workshop in 2018 in turn. By giving examples, listing data, showing pictures and other methods, he made a comprehensive, objective and in-depth summary and analysis of the key lean work in 2018, summed up the experience and shortcomings, and made plans and measures for lean management in 2019 according to various problems.
In addition, the Lean Management Office also reported on the implementation of the company's overall lean management in 2018, focusing on the progress of various projects, including on-site 6S management, project management, proposal management, bit-by-bit education, lean quality, etc. At the same time, it also made plans and arrangements for 2019 major work. Through the comparison of lean development in 2017 and 2018, the overall results of lean management in 2018 were remarkable, and various management levels rose to a new level. The
meeting also commended the outstanding teams and departments that performed well in lean management in 2018, and achieved the goal of common progress for all employees by setting benchmarks and reward mechanisms. Everyone congratulated the award-winning departments and individuals, saying that they would follow their example, learn from the advanced and make common progress.
Since the promotion of lean management, Kemet Company has achieved remarkable results in the development of both on-site and various projects. It has made all-round improvements in optimizing process layout, management efficiency, order delivery, risk prevention and control, personnel structure, etc. In particular, lean elements have been implanted in various links such as research and development, production and procurement, and lean information management has been systematically carried out from point to line and from line to surface, it has laid a good and solid foundation for the formation of lean culture and the successful completion of the company's 2019 business plan.
