Study On The Improvement Strategy Of Operation Management In Ruikod

With the fast advance of world economic integration and informatization as well as market competition getting ever fiercer,China's development has entered into a new normal,which is illustrated in the gradual disappearance of labor dividend and transfer of domestic industries.Due to small scale,backward management mode and lack of innovation,small and medium-sized enterprises in China's lighting industry often run at low profit or loss,facing many difficulties,e.g.homogenization and simplification of products,lack of competitiveness,capital shortage caused by high financing cost and financing difficulty,continued increase of raw material price and labor cost(squeezing up profit).The core of lean production is to get rid of waste,obtain higher output with relatively low cost,create more value with lesser labor,equipment and costs,thus improving the fast response ability,competitiveness and increasing profit of the company.Therefore,lean production is a necessary tool to improve the management and operation of small and medium-sized enterprises.Ruikod,developed from a trade company in Shenzhen,has improved fast during the past 9 years.The number of its employees has increased from 10 to over 200,and its highest annual revenue on record is up to RMB 300 million.With the fast development of the company,its management team also expands,but the company's management has not improved accordingly.During operation,the company often delays delivery time,and many products are under production,with quite various quality problems.Meanwhile,the number of small orders is quite large,so there are frequent changes in the production line,resulting in unsmooth internal logistics.This text,based on lean production,proceeds from the actual operation condition of Ruikod and cuts to the point with such aspects as piling of products under production,delivery cycle,product quality and so on.Meanwhile,it analyzes and dissects the such detailed problems as piles of products under production,product quality flaws,unreasonable logistic and workshop layout,delivery time delay and management disorder,etc by using as guidance the theory in lean production,industrial engineering,quality management and on-the-scene management and such tools as literature method,field study and diagram analysis as well as bar graph and fishbone diagram tools.After finding the root cause for these problems through analysis,the text proposes detailed improvement strategy from quality,costs,time and service.Lastly,the text clarifies the safeguard measures for the implementation of improving strategy from the perspective of organization,system,training,corporate culture and so on.