Littel Dongguan completed the transformation from bankruptcy to model enterprise relying on lean production. The top-down lean strategy and the bottom-up reform within the group make the profit and return of Lingte Dongguan increase year by year. But in the process of lean improvement, there are also some difficulties. For example, well conceived designs don't increase capacity well after implementation. Has Lingte's lean production moved towards formalism? Does lean production become an unnecessary operation under certain circumstances?