在宏观经济下行压力续增,烟草行业“四大难题”日益凸显的形势下,烟草企业转变观念、眼观向内,将精益管理作为管理质量和水平提升、降本增效、促推内生发展的基础性、关键性工程来抓好抓实,取得了一些成效,但同时,也暴露出一些问题和不足。本文主要通过对烟草公司推进精益管理过程中发现的问题和不足进行分析,提出“五破五立”的精益思路及配套举措,着力搭建起五位一体的精益管理体系,让精益成为干部员工的一种习惯,在企业落地生根、开花结果,推进企业管理持续提质增效、不断发展,仅供参考。 Under the macro-economic downward pressure continued to increase, the tobacco industry “four major problems ” increasingly prominent situation, the tobacco companies to change their concepts, eye inward, the lean management as the quality and level of management, cost reduction and efficiency promotion Endogenous development of the basic and key projects to do a good job and achieve some results achieved, but at the same time, but also revealed some problems and deficiencies. This article mainly analyzes the problems and deficiencies found in the process of promoting lean management by tobacco companies, puts forward the lean thinking and supporting measures of “five broken five sets” and tries their best to set up a five-in-one lean management system so that lean can become a cadre employee A habit of taking root in the business, flowering results, and promote business management continued to improve efficiency, continuous development, for reference purposes only.