ChinesemanufacturingKanbanwhencombinedwiththecorporatecultureForindustrialenterprisesinChina,withtheexpansionofthescaleofdevelopment,productionandoperationofmodernbusinessleadersthenecessaryhomework,manymanufacturingenterprisesinordertohavetolearnforeignadvancedmanagementexperiencewithinternationalstandards,suchasToyota’sfirstKanbanmanagementmode.theseadvancedmanagementmethodstoinfusefreshimpetusatthesametimehasalsobroughtsomeconfusionperform.manybusinessmanagersforthismajorheadache:whysuchagoodmodelintheimplementationoftheirownbusinessdoesnotgo?BojancaseeffecttosomecustomersusedtotalkaboutthedifficultiesencounteredbytheKanbanmanagementmodeinthelandingofChineseenterprises.iftheenterpriseinaworkshopsignagevisualconstructionalonespenthundredsofthousands,andthefinalimplementationabitmoreharmthangoodtaste,whichmakestheenterpriseandbitnijopuzzled,exactlywhereistheproblem?kanbanvisualovertakennotyetin---本文于网络，仅供参考，勿照抄，如有侵权请联系删除---place?IbelievethatthereasonwhyToyotacreatedKanbanmanagementmodelisbasedonJapan’suniquecorporatecultureunderthepremiseofdifferentpeoplesandcountries,aswellasdifferentregions,differentbusinesseswillhavedifferentcorporatecultureasintheUnitedStates,theresultisoftenthemostimportantEuropeancompaniespaythemostattentiontotherules,inJapan,businessformationa“Dayanculture”,theorderisthemostimportant,whileinChina,presentedbythecorporatecultureisa“cubetype“structure,”totalkaboutabusinessdealwithChinesecompanies,allaspectsneedtothinkoutsidetheboxtothinkclearly.“weaksenseofteamworkinChineseenterprises,Chineseenterprisesintheirdailywork,thestaffaretolookbeyondthem,itislessonewouldhavethoughtsomeoneelseandhowtobecomeacornerstoneoftheothers,inWesterncompanies,teamcooperationisoftenemphasized.KanbanmanagementmodelfortheChineseenterprisesintheuseofJapanesecompaniesisnecessarytoconsiderhowtocombinetheactualsituationoftheirowncorporatecultureimprovementandthenimplementasenterprise-levelrelationalschemais---本文于网络，仅供参考，勿照抄，如有侵权请联系删除---vertical,ieleadership,middle,Finally,thegrass-rootslevel,needtotakeadvantageofthisfeatureintheimplementationofkanbanmanagementmodellayerbylayerpenetrationfirstneedtobuildacompletesetofmanagementsystem:concentratingontheestablishmentofhierarchicalresponsibilitysystembytheleadershipofthechargeofproduction,bytechnology,equipmentmanagement,quality,personneldepartments,tradeunionsandotherdepartmentsworkcloselywiththeimplementationoftheprojectbythecompany’spromotionalpositions,suchasplant,galleries,hangingpostersandothervisualcommunicationinpublicopinion,andstepbysteptrainingforhigh-,mid-levelmanagers,andorganizationstovisitandstudyKanbanimplementationofsuccessfulbusiness,KanbanimageandaclearunderstandingofsynchronouswriteKanbanspeciallearningmaterialsonwardtransportteam,organizationstafftolearn,aftercounselingbytheleadershipoftheseniorandmiddlestaffstudyandpractice.Second,Chineseculturetendtohavea“foreignmonkschanting”feature,pleaseauthoritativethirdpartyintheprocessoftheimplementationofthe---本文于网络，仅供参考，勿照抄，如有侵权请联系删除---specificKanbanmodeltopointoutshortcomingsandareasforimprovement,andsoiseasiertobeaccepted,toobtainTheeffectwillbemoreobvious.China’scorporateculturehasnotyetformedanatmosphereofinnovationandhabits,iflarg...