Application Research Of Lean Production Of Electronic Connector In CB Company

With the rapid development of the electronics industry, the electronic connector industry also evolved quickly. The competition among international and domestic electronic connector factories, however, is becoming fiercer and fiercer. The electronic connector market calls for higher quality, lower cost and faster delivery day by day, and the labor cost and ground rents continue to raise, so electronic connector factories are forced to improve management.As a medium-sized and small enterprise whose resources like equipment, management experience are limited, Shenzhen CB Company faces the following problems.(1) As for hardware, adequate judoka equipments are absent. Manual processing and inspection leads to not only lower efficiency, but also poorer quality and worse reputation.(2) As far for software, CB Company lacks scientific knowledge and experience, methods are not adequate enough to support improvement continuously.Many cases show that Lean Production can help companies find the bottleneck of the problem, and can be a kind of effective management style to accelerate capital turnover.CB Company leaders attach great importance and study modestly, according to the determined "full attention, organization guarantee, system planning, step-by-step implementation, fostering talents" of the 20 characters principle, all team members discuss the target. The execution team determines the overall steps and details and work steadily in strict accordance with the law of the implementation of Lean Production. This paper expounds the process of Lean Production in detail by taking FPC8 as an example. The results show that total direct income of 5 years is RMB 1520000, the improvement contributes to cultivating talents, improving team spirit, and creating all-employee involved improvement culture. CB Company consolidates improvement results and builds long-term effective mechanism.The research has carried on the beneficial exploration for the implementation of Lean Production in medium-sized and small discrete factories and has achieved relatively obvious effect, so it’s worthy of reference. The limitation of the research is that the lean culture building has not been involved enough and implementation effect in big companies has not been validated because of limitations. The research will be furthered in these respects hereafter.