Lean basic training 精益基础知识培训

1、Agenda 议程Introduction to Lean 精益介绍1.Basic Lean method & tools 基本精益方法及工具2.Key success factors of lean Implementation 实施精益的关键成功因素3.03.09.20222Agenda 议程Introduction to Lean 精益介绍1.The origin of Lean精益起源1.1Important Literature of Lean重要文献1.3Seven wastes七大浪费1.4Value added, direct/indirect waste增值，直接/非直接浪费

2、1.5Toyota Production System 丰田生产系统1.203.09.20223Lion and Gazelle 狮子与羚羊Every morning in Africa, a gazelle wakes up it knows it must run faster than the fastest lion or it will be killed.非洲的早晨，羚羊醒来的时候，它知道它必须跑得比最快的狮子还要快，否则就会被吃掉。Every morning a lion wakes up it knows it must outrun the slowest gazelle o

3、r it will starve to death.每天早晨狮子醒来的时候，它知道它必须跑得比最慢的羚羊快，否则就会饿死。03.09.20224The Essence of Survival生存的本质It doesnt matter whether you are a gazelle or a lion, when the sun comes up, youd better be running不管你是狮子还是羚羊，太阳升起的时候你都要跑起来Lion and Gazelle 狮子与羚羊03.09.20225Agenda 议程Introduction to Lean 精益介绍1.The orig

4、in of Lean精益起源1.1Important Literature of Lean重要文献1.3Seven waste七大浪费1.4Value added, direct/indirect waste增值，直接/非直接浪费1.5Toyota Production System 丰田生产系统1.203.09.20226The origin of Lean 精益起源11880Industrial Revolution工业革命21910FORD Production System福特生产方式31970TOYOTA Production System丰田生产方式41980Lean Produc

5、tion精益生产5200XSuper Lean Production !超级精益生产1920GM Mass Production通用大规模生产In 1920s, Alfred Sloan started the mass production system in GM Auto. Therefore, mass production system spread worldwide. 20世纪20年代，通用汽车第八任总裁阿尔费雷德P斯隆开始了大规模生产，此后全球广泛推广。From 1930s to 1970s, Kiichiro Toyoda, Eiji Toyota, Taiichi Ohno

6、, invented the Toyota Production System. 20世纪30-70年代，丰田汽车的丰田喜一郎，丰田英二，大野耐一，发明了丰田生产系统。In 1973, Toyota is the first vehicle manufacturer recovered from oil crisis, which attracted the attention of US and Europe. 1973年世界石油危机,丰田公司是第一个恢复过来的汽车制造商,引起欧美国家注意.After 4yearsstudy from 1986 to1989, James Womack, D

7、aniel Jones wrote The Machine that Changed the World , Lean production first came to the world. 经过四年的研究，詹姆斯沃麦克，丹尼尔琼斯写出改变世界的机器，“精益生产”一词首次问世。In 1914, Henry Ford set up the assembly-line product system. 1914年，亨利福特建立第一条汽车生产线。03.09.20227Agenda 议程Introduction to Lean 精益介绍1.The origin of Lean精益起源1.1Importa

8、nt Literature of Lean重要文献1.3Seven waste七大浪费1.4Value added, direct/indirect waste增值，直接/非直接浪费1.5Toyota Production System 丰田生产系统1.203.09.20228Toyota and TPS 丰田汽车与丰田生产系统大野耐一(Taiichi Ohno 1912-1990)，著名的丰田生产方式创始人，被日本人称为：“日本复活之父”、“生产管理的教父”、“穿着工装的圣贤”Sakiichi Toyoda丰田佑吉Kiichiro Toyoda丰田喜一郎Eiji Toyota 丰田英二Tai

9、ichi Ohno 大野耐一03.09.20229Toyota Production System丰田生产系统Right Time, Right Quantity, Defined Quality正确的时间正确的数量确定的质量Product Design and Manufacture with Build-in Quality产品设计及制造高品质Standardization & Continuous Improvement标准化及持续改善 Jidoka自働化JIT准时供货High Quality, Low Cost, Shortest Lead Time高质量，低成本，短交货期Toyota

10、 Production System丰田生产系统（丰田屋）03.09.2022101970Toyota promotes TPS due to cost controlling requirements丰田由于成本控制要求促成了丰田生产系统2004Toyota achieves the operating profit equal to GM and Daimler Chrysler 丰田的营业利润是通用汽车和戴姆勒克莱斯勒汽车的总和2007Toyota becomes biggest automotive manufacturer worldwide 丰田成为世界最大的汽车制造商Toyota

11、 Production System丰田生产系统03.09.202211Lean Methods and Tools are easy to “copy and paste”学习方法工具非常简单Every year, thousands of managers go to Toyota for plant tours and learning TPS management in order to find their own management way每年都有成千上万的经理人参观丰田,学习丰田管理,以找出自己的管理之路HOWEVER, why are they not able to ach

12、ieve the success of Toyota?但是，为什么他们无法取得丰田的成就？Invisible methods and tools (DNA) cant be copied但是丰田的DNA难以复制Hancho System - challenge and foster peoplePrecise and detailed standardization of production processesProblem identification via continuous verification of standardsProblem solving via standardi

13、zed learning routinesToyota Production System丰田生产系统03.09.202212Agenda 议程Introduction to Lean 精益介绍1.The origin of Lean精益起源1.1Important Literature of Lean重要文献1.3Seven waste七大浪费1.4Value added, direct/indirect waste增值，直接/非直接浪费1.5Toyota Production System 丰田生产系统1.203.09.202213Important Literature about Le

14、an Thinking 有关精益思想的重要文献“Workplace management” by Taiichi Ohno 现场管理，大野耐一“Toyota production system” by Taiichi Ohno 丰田生产方式，大野耐一“The Machine that Changed the World” (1990) by James Womack, Daniel Jones and Daniel Ross 改变世界的机器，1990，詹姆斯沃麦克，丹尼尔琼斯和丹尼尔罗斯“Lean Thinking” (1996) by James Womack and Daniel Jone

15、s 精益思想，1996，詹姆斯沃麦克，丹尼尔琼斯“Lean Solution” (2005) by James Womack and Daniel Jones 精益解决方案，2005，詹姆斯沃麦克，丹尼尔琼斯03.09.202214Agenda 议程Introduction to Lean 精益介绍1.The origin of Lean精益起源1.1Important Literature of Lean重要文献1.3Seven waste七大浪费1.4Value added, direct/indirect waste增值，直接/非直接浪费1.5Toyota Production Syst

16、em 丰田生产系统1.203.09.202215Basics of Lean Management: Definition 精益定义Generally speaking, Lean is the methodology to create more value for your customers withfewer resources.通常来说，精益指用最少的资源给顾客创造最大价值的方法论。A Lean organization understands customer value and focuses its key processes to continuously increase

17、it. 精益组织了解客户价值，关注关键流程，并持续优化。The ultimate goal is to provide perfect value to the customer through a perfect value creation process that has zero waste.最终目标是通过完美零浪费的增值流程给客户提供完美的价值。Maximize customer value while minimizing waste 顾客价值最大化的同时，浪费最小化Elimination of waste!消除浪费!03.09.202216Defects缺陷Inventory库存

18、Transportation运输Waiting等待Motion动作Processing流程7 Types of Waste 七大浪费（MUDA）Overproduction过量生产03.09.202217Waste of Overproduction 过量生产Problems问题:Unnecessary work is done不必要的工作waiting time 等待时间stock and additional space required 库存及额外空间additional transports 额外搬运danger of confusion 混淆的风险danger of dust and

19、 defects 灰尘及缺陷的风险Solutions措施:Keep lot size保持批量Avoid interruption of orders避免订单干扰Use detailed resource planning使用详细的资源计划Effective production有效生产No stockpiling“没有存储Space for over-production must be constricted限制过量生产产品的空间Just produce those parts which will be needed; in the right time and the right qua

20、ntity.在需要的时候，正确的时间，生产出数量正确的产品。03.09.202218Waste of Waiting 等待Find and discuss ways to reduce waiting time.讨论找出减少等待时间的方法Problems:问题Waiting for manufactured items等待加工物品Waiting due to unavailable or defect parts因零件没有或缺陷导致等待Waiting due to process times of the machines因设备工艺时间导致等待Waiting due to of unlevel

21、ed work contents at the assembly line因装配工位之间工作内容不均衡导致等待Solutions:措施Just provide good quality parts to the next process给下道工序提供合格产品Execute Material postings in real time物料适时供应Accurate maintenance of equipment设备正确维护Equally divide work contents at assembly line装配工位之间工作等分Follow-up and continuously improv

22、e abnormalities and process disturbances持续改善异常及工序干扰03.09.202219Waste of Motion 多余动作Problems:问题Material/ tools are too far away物料/工具距离太远Badly organized sequences of work steps工作步骤顺序差Bad arrangements of the workplace organization (layout) 工位组织安排差（布局）Unnecessary physical constrain不必要的身体限制Solutions:措施Im

23、prove work step sequences改善工序顺序Sorted material next to workplace工作区整理好物料Analyze workplaces under ergonomically aspects从人机工程角度分析工作区域Apply helping technologies (lifting table, etc.)增加辅助装置（升降台等）Improve workplace layout (5S)改善工作区布局（5S）03.09.202220Waste of Processing 过程不当Improve work instructions and lay

24、out to bring parts and tools as near as possible to the workplace.改善工作指导书及布局，使零件和工具尽可能靠近工作区域Problems:问题Not optimized manufacturing methods没有优化的制造方法Equipments not optimally used设备没有使用良好additional consumption of materials额外物料消耗assignment of too much staff 分配太多的工作人员increased waste浪费增加Solutions:措施Keep t

25、he defined machine set up 指定设备保持调整设定值Carful exposure to power谨慎接触电源Manage scrap carefully and recycle immediately (e.g. granulate)妥善处理废品，并立即重新利用Dont use unsuitable tools不要使用不合适的工具Dont accept temporary solutions as final solutions不要把临时措施当成最终方案03.09.202221Waste of Inventory 库存浪费Stocks are the root of

26、all evil!库存是万恶之源Problems:问题Requires more space需要更多空间Unnecessary work like 产生不必要的工作Sorting整理Transports运输inventory management库存管理Cleaning清洁Extra staff is needed需要更多的员工Risk of damage存在损坏的风险Solutions:措施Demand-oriented, suitable container以需求为导向，采用合适的物料箱Direct transfer after production生产后立即传递Production or

27、der acc. to current requirements根据当前需求制定生产订单Always provide necessary material提供必需的物料03.09.202222Waste of Material Movement / Conveyance物料搬运An optimized logistic concept results in reduced material handling.优化的物流概念会减少物料搬运Problems:问题Staff and transportation vehicles / tools are necessary需要必要的员工/运输车辆/工

28、具Delivery of material to (internal) customer not in time供货不及时Increased risk of accident by the use of transportation vehicles / tools使用运输车辆/工具可能增加事故风险Floor space required for drive ways需要运输空间Solutions:措施Change sequence of work steps改变工作顺序Minimize the distance between processes减少工序之间距离Guarantee optim

29、al material flow保证最优物料流Deliver parts directly to point of consumption零件直接运到消耗位置Avoid empty transportation circles避免空运输03.09.202223Waste of Inspection/Correction/Rework 检验/校正 / 返工Use systematic problem solving process to reduce rework/ scrap使用系统的问题解决流程减少返工/报废Problems:问题Rework and scrap返工和报废Additional

30、 transports额外运输Additional controls and places for reworking process返工工序需要额外控制和区域Disposal of scrap报废品处理Wasting machine capacity浪费机器产能Insufficient training for employees员工培训不足Solutions:措施Fast feedback about failures错误及时反馈Identify the root cause and resolve it确定根本原因并解决Right quality from the first time做

31、好第一次Controllable manufacturing method可控的制造方法Initiate problem solving processes and lesson learned sessions 启动问题解决流程，以及经验教训学习03.09.202224Waste is anything other than the minimum amount of equipment, materials, technology, space, and workers time that are essential to add value to the product, service

32、, or information required by the customer. 为提供客户所需产品,服务或信息增值, 需要必要的最小数量的设备,材料,技术,空间,以及工人工作时间,超出部分即为浪费.Waste is a symptom, NOT a cause.浪费是现象,而不是原因.Waste points to underlying problems within the system (at both the process and value stream levels).浪费指出系统内根本问题（在流程及价值流层面）We need to find and address the

33、underlying problems (root causes of waste) to improve the performance of the overall system。 我们要找到并解决根本问题（浪费的根源），以提高整个系统能力。Always Remember about Waste 时刻关注浪费03.09.202225Agenda 议程Introduction to Lean 精益介绍1.The origin of Lean精益起源1.1Important Literature of Lean重要文献1.3Seven wastes七大浪费1.4Value added, dir

34、ect/indirect waste增值，直接/非直接浪费1.5Toyota Production System 丰田生产系统1.203.09.2022267 Types of Waste: Value Adding Model 七大浪费: 增值模型Process related work consist of three different types 流程相关工作由三类组成:Value Adding Work增值工作Indirect Waste非直接浪费Direct Waste直接浪费Indirect Waste非直接浪费Direct Waste直接浪费Value Adding Work增

35、值工作03.09.202227Definition定义:A step for which the customer is willing to pay and a task which hereby adds value to the product. 客户愿意支付的，产品增值的活动。Examples例如:Manufacturing acc. to specs 根据规范加工制造Assembly装配Printing油漆Value Adding Work 增值工作Direct Waste直接浪费Value Adding Work增值工作Indirect Waste非直接浪费Value adding

36、 tasks are usually only a small part of the work process. 增值工作仅占很小一部分.03.09.202228Definition定义:Steps within the working process that do not add value to the product, but must be carried out in order to accomplish the value adding tasks. 工作流程中并未对产品增值，但是为了完成增值工作必须要做。Examples例如:Transport of material物料运

37、输Changing of tools / products更换工具产品Unnecessary quality checks不必要的质量检查Indirect Waste 非直接浪费Direct Waste直接浪费Value Adding Work增值工作Indirect Waste非直接浪费Indirect Waste is not visible at first glance. Thus, we have to search for it. However, our customer does not pay for it.非直接浪费并非一眼可见，所以我们要寻找它。但是对于这部分活动，我们的

38、客户并不付费。03.09.202229Definition定义:Steps within the working process that clearly do not add value to the product.工作流程中明显未对产品增值的活动.Examples例如:Process scrap报废Sorting and rework of products产品整理及返工Long walking distances远距离行走Searching for tools寻找工具Unnecessary material movements不必要的物料移动Unplanned/unscheduled

39、downtime计划外停机 Direct Waste直接浪费Direct Waste直接浪费Value Adding Work增值活动Indirect Waste非直接浪费Direct Waste is clearly visible and our customer does not pay for it. 直接浪费清晰可见,客户对这部分活动不付费.03.09.202230Value Adding Work /Direct Waste/Indirect Waste 增值活动/非直接浪费/直接浪费非直接浪费（半增值工作）直接浪费（非增值工作）增值活动03.09.202231The target

40、 is to eliminate direct (obvious) waste and reduce indirect (hidden) waste. Thus, we can increase the percentage of time dedicated to value adding tasks (PCE), productivity and efficiency.目标是消除直接浪费(显性)和减少非直接浪费(隐性).这样可以提高增值活动比例,生产率及效率.Before optimization优化前After optimization优化后Target: zero direct (ob

41、vious) waste.目标:零直接浪费Waste Detection and Reduction浪费的发现及减少Direct Waste直接浪费Value Adding Work增值工作Indirect Waste间接浪费Direct Waste直接浪费Value Adding Work增值工作Indirect Waste间接浪费03.09.202232Agenda 议程Introduction to Lean 精益介绍1.Basic Lean method & tools 基本精益方法及工具2.Key Success Factors of Lean Implementation 实施精益

42、的关键成功因素3.03.09.202233Agenda 议程Basic Lean method & tools 基本精益方法及工具2.5S2.1Visual management目视化管理2.3TPM全员生产性维护2.5SMED快速换型2.6JIDOKA自働化2.7Shop Floor Management 现场管理2.4Red tag 红牌2.2Standardize work标准化作业2.8PUSH vs PULL推动拉动式生产2.9VSM/VSD价值流程图2.1003.09.2022345S: What is 5S? 什么是5S？SeiriSeisoSeitonSeiketsuShitz

43、ukeJapanUSASortierenSichtbare OrdnungSauberhaltenStandardisierenStandards einhalten und verbessernGermanySortSet in OrderShineStandardizeSustainThe 5S program was developed in Japan to eliminate waste and maximize human contributions in order to continuously improve.5S起源于日本。目的是减少浪费，最大限度发挥员工贡献，以持续改进

44、03-Sep-2235Wuhu Continental AG整理整顿清扫清洁(标准化)素养(保持)5S: Why 5S? 为什么要做5S？Comfort on the workplace for all employees提高员工工作区域舒适度Opportunity to take part in design and optimization of workplace and process for all employees给员工提供机会，以参与工作场所及流程的设计/优化Stimulate an ergonomic workplace design incl. a system to su

45、stain improvements 模拟工作场所人机工程设计，包括持续改进的体系Protection of environment and work safety.保护环境，工作更安全Clearly visible deviations偏差清晰可见Reduction of reaction time to deviations (in quality, quantity, work safety)减少对偏差的反应时间（质量，数量，工作安全）All employees in the company!所有员工都要参与！03-Sep-2236Wuhu Continental AG5S: Why 5

46、S?为什么要做5S？Things are positioned in a defined and optimized place物品放置在指定最佳区域Better space utilization空间利用更好Shorter preparation time减少准备时间Faster and shorter routes更快，路径更短Avoidance of waste避免浪费Positive impact on costs and quality对成本和质量有积极影响Easier for material flow and utilization物料流及利用更加方便Safer, more er

47、gonomic and cleaner workplace (reduced accidents)更加安全，更加符合人体工效学，工作场所更清洁（减少事故）Clear and defined responsibilities职责明确定义Increased identification with the workplace工作场所标识增加Faster integration of new employees新员工更快融入03-Sep-2237Wuhu Continental AG5S: 1. Sort 整理Sorting means整理含义:Separating necessary from un

48、necessary items in the workplace.工作场所区分必要与不必要的物品Removing nonessential and unused items.不必要和不使用的物品移走Sorting prevents通过整理可以避免:The occupation of places, shelves, and cabinets with unnecessary items.空间位置/架子/柜子被无用的物品占用The handling and transportation caused by unnecessary and additional storage.不必要的物品搬运/运

49、输The assembly problems caused by wrong or defective materials.错误及缺陷物料带来问题Unnecessary walking.不必要的走动03-Sep-2238Wuhu Continental AG5S: 2. Set in Order 整顿Setting in order means整顿含义:Store all necessary objects in a defined location. These objects are easy to find and use when needed.整理区域内所有所需物品，需要的时候容易找

50、到并使用。Everything has its own place and is returned following use!所有物品都在各自区域，使用完毕归位。However it doesnt mean但是不意味着:Clean objects are orderly deposited close to one another, but that each object has its own defined and visualized place.清洁的物品靠近放置。但是每个物品有自己的区域，并目视化。03-Sep-2239Wuhu Continental AG5S: 3. Shin

51、e 清扫Cleaning means清扫含义:Clean workplaces initially, then sustain cleanliness in order to make the work easier and safer.初步清扫工作场所，然后保持，以使工作更加简单安全Painting may be considered during this task.可以考虑使用油漆。Cleaning helps us to清扫可以让我们:Achieve a clean workplace获取一个清洁的工作场所Increase safety at the workplace提高工作场所安全

52、Recognize and eliminate defects发现消除缺陷Feel comfortable at the workplace提高在工作场所舒适度03-Sep-2240Wuhu Continental AG5S: 4. Standardize标准化Sort, set in order and clean your workplace. 整理，整顿，清扫工作场所Then standardize the first 3S by通过以下方法标准化前面三个Sestablishing rules建立标准using visualizations使用目视化and integrate them

53、in daily work.并在日常工作中结合起来.1. Sort 整理2. Set in Order 整顿3. Shine 清洁4. Standardize标准化:Sort整理Set in Order整顿Shine清扫03-Sep-2241Wuhu Continental AG5S: 5. Sustain保持Sustain established standards.保持现有标准.Work to continuously improve standards.持续改进标准Audit 5S program performance.开展5S审核.Define improvement actions

54、, responsibilities and deadlines.制定改进措施,责任以及期限.Visualize department 5S targets and level of achievement.部门5S目标目视化,结果分级.1.Sort 整理2. Set in Order 整顿3. Shine 清扫4. Standardize标准化5. Sustain all steps and continuously improve保持前面所有步骤,持续改进Standards only make sense when they are followed!标准只有在遵守时才有意义!03-Sep

55、-2242Wuhu Continental AGAgenda 议程Basic Lean method & tools 基本精益工具及方法2.5S2.1Visual management目视化管理2.3TPM全员生产性维护2.5SMED快速换型2.6JIDOKA自働化2.7Shop Floor Management 现场管理2.4Red tag 红牌2.2Standardize work标准化作业2.8PUSH vs PULL推动拉动式生产2.9VSM/VSD价值流程图2.1003.09.202243Definition of Red Tag“红牌定义The Red Tag“ is an app

56、liance for all divisions of a company. With the easy handling by Red Tag“, all employees can mark faillure parts or problems for easier clarifying. The Red Tag can also be used for cases for clarification.红牌是一种工具，适用于公司的各个部门。通过开展简单的红牌作战，所有的员工都能够更加容易地标明、发现存在的问题。红牌也可以用于难题的解决。Benefits of Red Tag“:红牌的优点e

57、asy handling for the employee易于员工操作Bug/Problem at the machine rather in the company become transparent不仅仅是简单的机器问题甚至存在于公司的内部问题都能透明化Marking a problem alleviates adjustment标明问题，易于整改Feedback on a board to the writer of Red Tag“ (current status is presented)红牌反映的问题，在一张看板上展现并反馈（当前什么问题很明了）General applicati

58、on is possible (also for cases of clarification)大部分人参与得以实现Everyone is able to and shall write Red Tags“.每个人都可以并应当填写红牌03-Sep-2244Wuhu Continental AGProcedure-1st Step: Fill in Red Tag填写红牌1234If the problem is identified take a new Red Tag“ and fill in the white fields.如果发现问题，取一张新红牌，填写在白色区域If there is

59、 an acute problem inform immediately the responsible division如果是紧急问题，立即通知责任部门Explain the problem as detailled as possible尽可能详细描述问题Priorities are allocated as followed:优先级high高 = 2-3 days天medium 中 = 2 week周Elimination of the problem解决问题Fill in Red Tag“填写红牌 Forward Red Tag“ to responsible division将问题传

60、递给责任部门 Approval of measure确认问题03-Sep-2245Wuhu Continental AGProcedure-1st Step: Fill in Red Tag填写红牌1234Elimination of the problem解决问题Fill in Red Tag“ 填写红牌 Forward Red Tag“ to responsible division将问题传递给责任部门 Approval of measure确认问题The white and yellow labels were seperated and will be affixed at the m