To better serve customer needs, the company has been fully implementing Lean Management in its production system since March 2023, with “eliminating waste, continuous improvement, and value-driven” as the core principles. This is combined with digital management and Total Quality Management (TQM) to ensure that products are consistently excellent, stable, and reliable.

Through full participation, we address issues in the production and operation processes and establish a problem-solving mindset. The first step was to reorganize the organizational structure, adding more personnel to conduct higher‑frequency inspections during production (process control). Based on the restructured framework, job responsibilities were redefined. At the same time, digital management and an automatic metering control system were introduced. Customer demand was analyzed to define product families and takt time. Video recording and analysis were carried out for the production processes in the compound additive workshop and the additive workshop, identifying unnecessary non‑value‑added (waste), necessary non‑value‑added, and necessary value‑added actions and workflows. Corresponding improvement measures were developed, including job segmentation and balancing, and the overall production line was redesigned. During this period, supply chain improvements were also implemented, such as introducing a two‑bin system to shorten lead times and reduce inventory.

Simultaneously, on‑site 5S management was organized. Team member responsibilities were clarified, implementation policies and objectives were formulated, 5S implementation plans were developed, 5S training was conducted, and a layered 5S audit system and 5S management procedures were established and put into practice. Full rollout, inspections, continuous improvement, and performance assessments were integrated into routine management activities.

Ongoing Lean training was provided to all departments, covering topics such as: 5S and visual management, TPM (KPI metrics, equipment inspection and maintenance, preventive maintenance mechanisms), TQM (A3 reports, QCC, quality control tools), Lean line systems and performance evaluation, single‑piece flow and value stream mapping (leveled production, eight wastes, takt time, motion analysis, standard operating procedures, multi‑skill employee training, andon systems), and the two‑bin system, among others.

Through the implementation of Lean projects, management personnel have become proficient in using the Toyota A3 tool to address recurring quality issues in production, effectively improving product quality. The overall layout of the production workshop and the introduction of 5S have optimized production processes, standardized operations, and enhanced the company’s overall efficiency and image. The management team has transitioned from a traditional, extensive management style to a Lean management mindset.