6Sigma六西格玛精益生产持续改善分析管理常用工具资料 The_Lean_Enterprise_03_Why_Change_22__pgs(为什么要改变)

1、The Lean EnterpriseWhy Change ?Lean FoundationsContinuous Improvement TrainingThe purpose of the Key Concepts module is to recognize a need to change. PurposeThe purpose of the Key Concepts module is to recognize a need to change. Also, to allow you to become familiar with some of the basic principl

2、es of Lean and basic improvement methods behind Process Analysis.PurposeThe purpose of the Key Concepts module is to recognize a need to change. Process Analysis is the foundation toward achieving Process Excellence.Also, to allow you to become familiar with some of the basic principles of Lean and

3、basic improvement methods behind Process Analysis.PurposeHistory of ManufacturingMade to customer specSingle piece mfg each product uniqueVariable qualityLittle inventoryHigh cost made for the richCraftInterchangeable parts WhitneyDivision of labor TaylorAssembly lines FordLabor strifeMass Productio

4、nHigh varietySmall batch sizesPPM qualityEngaged workforceThe “Lean” EnterpriseWhy Change ?A need for change is usually characterized by:Quality is a “Q.A.” department responsibilityLarge production lotsLarge centralized storesCustomer dissatisfactionEnormous part and process variationSet-up measure

5、d in hours instead of minutesOrder entry times measured other than in minutesProduct margins eroded by increasing operating costsEver-increasing competitive pressuresWhy Change ?Need for change is a STRATEGIC ISSUE which any and every Manufacturer must address:Quality - How to improve it Cost - How

6、to control itOn-time Delivery - How to ensure itFailure to improve in all three areas means a loss of competitiveness in todays global marketplace.Why Change ? “Lean Linking” is Forward Thinking ! Why Change ? “Lean Linking” is Forward Thinking ! xEvolutionary vs. Revolutionary Change Having a forwa

7、rd looking perspective on continuous improvement is a requirement of the competitive marketplace and is the first step in becoming world-class.DO NOT set incremental improvement goals over previous performance, rather - Think of where we need to be: Continually declining costs Zero defects Minimal i

8、nventories Fully satisfied customersWhat can we expect with Lean Thinking? (over 5 years)Defects reduced by 20% per yearDelivery Lead Times reduced by more than 75%On Time Delivery improved to 99+%Productivity (sales per employee) increases of 15-25% per yearInventory (working capital) reductions of

9、 more than 75%Return on Assets improvement of 100%+Analyzing and Improving ProcessesAn integrated approach to utilizing Capital, Materials, and Human resources to produce just what is needed, when it is needed. In the amount needed with minimum Materials, Equipment, Labor and Space.A Lean Definition

10、Identify and eliminate waste (MUDA).Overriding PrincipleWhats in a Name . . .Toyota Production System, J.I.T., Lean Manufacturing, Demand Flow Technology, Kaizen, is really Process Analysis !Building Blocks of The Lean Enterprise “Continuous Improvement” TeamworkRewards / RecognitionTraining “Contin

11、uous Improvement” ValueStreamMappingTeamworkRewards / RecognitionTrainingBuilding Blocks of The Lean EnterpriseQuick ChangeoverStandard WorkBatch ReductionLayoutMistake Proofing5S SystemProjectsVisual ManagementPOUCellular / FlowPull / KanbanTPM “Continuous Improvement” ValueStreamMappingTeamworkRew

12、ards / RecognitionTrainingBuilding Blocks of The Lean EnterpriseAn Operational Excellence Mission StatementDevelop the ability:To recognize and identify wasteTo have to courage to call it wasteTo have the desire to eliminate itEliminate the wasteTruly understand that wasteRaises costsProduces no cor

13、responding benefitThreatens all of our jobsThe Lean Enterprise is a Strategy for turning manufacturing and business processes into competitive weapons.Producing what is needed, when it is needed, with a minimum amount of materials, equipment, labor and space.“Prime Directive” - to continually seek o

14、ut and eliminate waste and wasteful practices. The Lean Enterprise is a Strategy with these 4 Main Goals:#1) IMPROVE QUALITY#2) ELIMINATE WASTE#3) REDUCE LEAD TIME#4) REDUCE TOTAL COSTSWith an overriding principle: Safety 1st !to continually seek out and eliminate unsafe operating conditions and pra

15、ctices in every aspect of our Business. The Lean Enterprise is a Strategy with these 4 Main Goals:#1) IMPROVE QUALITY#2) ELIMINATE WASTE#3) REDUCE LEAD TIME#4) REDUCE TOTAL COSTSWith an overriding principle: to continually seek out and eliminate unsafe operating conditions and practices in every asp

16、ect of our Business and every process within our Operations and to constantly, and consistently, enhance Health/Welfare, Safety and Environmental concerns and issues. With a well-planned implementation, overall expected RESULTS may include a (within 12 months)35% to 50% reduction in lost time/ safet

17、y-related incidents and accidents15% to 30% decrease in scrap and rework25% to 40% reduction in total cycle timeThe Promise of LeanDefining Project Criteria - Breakout (Optional)This breakout will give you the opportunity to think about change Each team is asked to brainstorm a list of criteria for a good KAIZEN (Process Analysis) project. Something you need to change. These criteria could include Customer complaints, company culture issues, length of time to complete, an area of Lean focus or anythi