精益生产与种类型的浪费

Lean/DMSOverviewLean(Exercise)精益（练习）Exercise:Bytable/groupcomeupwithyourdefinitionof揕ean练习：按课桌/小组给出您对“精益”的定义WhatisLean?什么是精益？WhatisLean?什么是精益？Lean精益lean

adj.

精益：形容词1a:lackingordeficientinflesh.b:containinglittleornofat a:无肉或少肉 b:少脂肪或无脂肪2:lackingrichness不富裕3:deficientinanessentialorimportantqualityoringredient 在必要性、重要性、质量或成分方面稀缺4:charac-terizedbyeconomyofstyleorexpression文体或措辞简练syn. thin,skinny,lanky,scrawny,gaunt,bony,emaciated,svelte,lank同义词：薄、极瘦、过分瘦长、骨瘦如柴、瘦削的、似骨的、消瘦的、细长的、 瘦长的ant. fat,fleshy,overweight,flabby,obese,plump,chunky,corpulent,soft反义词：肥胖的、多肉的、过重的、不结实的、过分肥胖的、丰满的、粗 短的、肥大的、软的Lean精益WhatisLean?-Womack什么是精益1.Definevaluepreciselyfromtheperspectiveoftheendcustomer 从最终用户的角度准确地定义价值2.Identifytheentirevaluestreamforeachproductorproductfamilyand eliminatewaste 确定每一种产品或产品系列的整个价值流，消除浪费3.Maketheremainingvaluecreatingstepsflow 理顺创造价值的步骤4.Designandprovidewhatthecustomerwantsonlywhenthecustomerwantsit 只在客户需要时设计和提供他们所需的东西5.Pursueperfection 追求完美Lean精益AtDelphi,Leanis...Abusinessstrategy

formaximizing

profitbyenergizingpeople

torespondtocustomerdemandintheshortestpossibletime

byeliminatingwaste

ineverythingwedo.在德尔福公司，精益表示…一种经营战略，它激励人们在所做的任何事情中消除浪费，在尽可能短的时间内对客户需求作出反应，从而使利润最大化。MassProductionvs.LeanManufacturingWithLeanProductionYouCanGet:

7of3090%ReductioninProductionTime

90%ReductioninInventories

50%ReductioninErrorsReachingCustomers 50%ReductioninScrap 50%ReductioninJobRelatedInjuriesTheamountofhumaneffort,time,space,tools,andinventoriesneededtodesignandprovideagivenserviceorgoodcantypicallybecutinhalfveryquickly,andsteadyprogresscanbemaintainedfromthispointonwardtocutinputsinhalfagainwithinafewyears.

LeanThinking,Womack&JonesWhatisDMS?什么是德尔福制造系统ChangeinManufacturing制造业的演化HenryFord亨利·福特Assemblylinemassproduction装配线大批量生产Produceinhighvolumewithlowvariety生产数量多、品种少Singleskill单一技术ToyotaProductionSystem(TPS)丰田公司制造系统Just-In-Time?Production(produceonlywhatisneeded)

“准时生产制”（只生产所需要的）PullSystem拉动系统Produceenoughvolumetomeetcustomers?needs生产足够的数量以满足客户的需要Highvarietytomeetcustomerswants多品种以满足客户的要求

COMMONManufacturingSystemtoDelphiDivisionsVisionandOperatingPrinciplesSixInterdependentElementsThesixinterdependentelementsprovidethebasicframeworkofthemanufacturingsystem.Theyarethefocusofouractivities:Developingprofoundknowledge,planningandimplementation,andcontinuousimprovement.德尔福各分部共同的制造系统前景展望和运行原则六个相互依存的要素六个相互依存的要素构成了该制造系统的基本结构。它们是我们活动的中心：拓展丰富的知识、规划和实施以及不断改进。WhatisDMS?什么是德尔福制造系统Transform&ContinuouslyimproveouroperationstoaQualityNetworkbased,globallydominantmanufacturer转变并持续续地改进我我们的业务务从而使其其成为基于于质量网络络的在全球球处于主导导地位的制制造厂商。。ReduceTotalManufacturingCosts降低总的制制造成本ReduceCustomerResponseTime减少对客户的反应应时间ReduceInventory减少库存ReduceNon-ValueAddedActivities减少非增值值活动IncreaseProductivity提高生产效效率ImproveQuality提高质量ReduceStructuralCosts降低结构成成本Engagetheworkforceintheprocess让员工参与与这一过程程DMSObjectives德德尔福制造造系统目标标OperatingPrinciples运行原则DefinetheFundamentalBasisoftheManufacturingSystem确定制造系系统的主要要基础EnsurethattheHealthandSafetyofallourpeopleisourpriority.确保所有员工工的健康和安安全是我们的的首要任务AggressivelyimproveCustomerresponsetime.积极缩短对客客户的反应时时间ImplementQualityattheSource.从源头处保证证质量CreateaLearning,Supportive,andCooperativeCulture.创造一个相互互学习、相互互支持和相互互协作的企业业文化CompetitivelymanufactureatanyvolumeandbeFlexibletoanyquest.在任何制造批批量下都具有有竞争力并能能灵活地满足足客户需求RelentlesslypursuetheEliminationofWaste.不懈努力，消消除浪费EstablishprocessmeasurementsthatcontributetoBusinessGoals.建立有助于实实现业务目标标的过程衡量量指标DrivetheTransformationProcessthroughKnowledgeableandInvolvedLeadership.通过知识渊博博和全身心投投入的领导人人员推动变革革进程DefineandUnderstandRolesandResponsibilities.确定并理解岗岗位和责任OptimizetheManufacturingSystemthroughbalancedImplementationoftheInterdependentElements.通过均衡地实实施六个相互互依存的要素素来优化制造造系统CorrectionOverproductionMaterialMovement/conveyanceMotionWaitingInventoryProcessing7TypesofWastes7种类型的浪浪费改正过度生产物料的移动和和运输动作等候库存加工过程的浪浪费Definition:ProducingMoreThanNeededProducingFasterThanNeededWasteofOverproduction过过度生产的浪浪费定义:生产超过了需需求生产快过了需需求Characteristics特特点:InventoryStockpiles库库存积压ExtraEquipment额额外的设备备ExtraStorageRacks额额外的仓储架架ExtraManpower额额外的人力AdditionalFloorSpace更多的的工作场地Causes原因:IncapableProcesses过过程能力低下下LackofCommunication缺乏交流流LongToolChanges工具更更换周期长LowUptimes计划工时时利用率低LackofStable/ConsistentSchedules缺乏稳稳定/连连贯的计划安安排WasteofOverproduction过过度生产的浪浪费Definition:ReworkofaProductorServicetoMeetCustomerRequirementsWasteofCorrection改改正的浪费费定义:为满足客户的的要求，对产产品或服务进进行的返工。。Characteristics特特点:ExtraTimeRequiredbyWorkforcetoInspect/Rework/Repair工人需要要额外的时间间来检查/返返工/修理MissedShipments/Deliveries错错过了装运/交货时间OrganizationBecomesReactive(FireFighting,ExpeditingVs.PreventionOrientation)使组织变得被被动(疲于于“救火”，，而不是采取取各种预防措措施)Causes原因:IncapableProcesses过过程能力低下下OperatorControlError操作者者控制失误InsufficientTraining缺少足够够的培训WasteofCorrection改改正的浪费费Definition:Anymovementofmaterialthatdoesnotdirectlysupportaleansystem.WasteofMaterialMovement/Conveyance材料移动/传传送的浪费定义:任何不直接支支持一个精益系统统的材料移动。。Characteristics特特点:ExtraForkTrucks额外的的叉车MultipleStorageLocations多处储存存地点ExtraFacilitySpace额额外的设施施空间IncorrectInventoryCounts不正确的的存货清点OpportunityforDamage/FloorLoss存存在损坏/丢失物品可可能Causes原因:UnleveledSchedules计计划安排不平平衡LongChangeOverTimes更换品品种时间长LackofWorkPlaceOrganization工作场地地缺乏组织ImproperFacilityLayout设设备布局不当当LargerBufferandBanks缓冲冲库存区过大大WasteofMaterialMovement/Conveyance材料移动/传传送的浪费Definition定义:Anymovementofpeopleormachineswhichdoesnotcontributevaluetotheproductorservice.任何对生产和和服务没有带带来价值的人人员或机器的的运动。WasteofMotion动动作的浪费费Characteristics特特点:LookingforTools寻找工工具ExcessiveReaching/Bending过度度伸展/弯腰腰Machines/MaterialTooFarApart(WalkTime)机器/材材料距离过远远（步行的时时间）ShuttleConveyorsBetweenEquipmenttoCarryParts零零件在设备备间传送带上上的来回传送送Extra揃揃usy?MovementsWhileWaiting等候期间的额额外“忙乱””动作Causes原因:Equipment,Office&PlantLayout设备、、办公室和工工厂的布局不不当LackofWorkPlaceOrganization工作场地地缺乏组织PoorPerson/MachineEffectiveness人人员/机器器效率不高PoorErgonomicDesign人机工程程方面的设计计不好InconsistentWorkMethods不不一致的工工作方法LargeBatchSizes加工批批量过大WasteofMotion动动作的浪费费Definition:IdleTimeThatIsProducedWhenTwoDependentVariablesAreNotFullySynchronized.WasteofWaiting等候的浪浪费定义:当两个相关的的变量不完完全同步时产产生的停顿时间。。Characteristics特特点:PersonWaitingforMachine人员等候候机器MachineWaitingforthePerson机机器等候人人员OnePersonWaitingforAnotherPerson一个人人等候另一个个人UnbalancedOperations(Work)不平平衡的操作（（工作）UnplannedEquipmentDowntime计划划外停机Causes原因:InconsistentWorkMethods不不一致的工工作方法LongMachineChangeOverTimes机机器设置时时间长PoorMan/MachineEffectiveness人员/机器效率不不高LackofProperMachines缺乏乏合适的机器器LackofEquipmentResources缺乏设设备资源WasteofWaiting等候的浪浪费Definition:Anysupplyinexcessofprocessrequirementsnecessarytoproducegoods.WasteofInventory库存存的浪费定义:任何超过生产产产品过程所需要的的供应。Characteristics特点:ExtraSpaceonReceivingDock在进货仓库中中占据额外的的空间StagnatedMaterialFlow物流停滞MassiveReworkCampaignsWhenProblemsSurface当出现问题时时，不得不进进行大规模的的返工RequiresAdditionalMaterialHandlingResources(People,Equipment,Racks,Storage,Space/Systems)要求更多的材材料处理资源源(人力、设设备、货架、、仓库、空间间/系统)SlowResponsetoChangesinCustomerDemands对客户要求的的改变反应迟迟缓Causes原因:IncapableProcesses过程能力低下下LongChangeOverTimes更换品种时间间长ManagementDecisions管管理决策不不当LocalOptimization局部最优化InaccurateForecastingSystems不准确的预测测系统WasteofInventory库存存的浪费DEFINITION:Effortwhichaddsnovaluetoaproductorservice.Enhancementswhicharetransparenttothecustomers,orworkwhichcouldbecombinedwithanotherprocess.WasteofProcessing加加工过程的的浪费定义:对产品或服务务附加的无效效的

工作，，或可以结合在另一过程程的工作。Characteristics特特点:ProcessBottlenecks工工作过程出现现瓶颈LackofBoundarySamplesorClearCustomerSpecifications缺乏边边界样品或明明晰的客户规规格要求EndlessRefinement没完完没了的修饰饰RedundantApprovals过过多的批准程程序ExtraCopies/ExcessiveInformation额外的复复印件/过多多的信息Causes原因:EngineeringChangesWithoutProcessChanges工艺艺过程没有随随着工程的更更改而改变NewTechnologyUsedinOtherProcesses在其其他工艺过程程中使用了新新技术DecisionMakingatInappropriateLevels在在不适当的层层次上制定的的决策IneffectivePoliciesandProcedures无无效的政策策和程序LackofCustomerInputConcerningRequirements对客户的的有关要求缺缺乏了解WasteofProcessing加加工过程的的浪费Game:FindtheWasteOperatingPrinciples运行原则EstablishprocessmeasurementsthatcontributetoBusinessGoals.建立有助于实实现业务目标标的过程衡量量指标EnsurethattheHealthandSafetyofallourpeopleisourpriority.确保所有员工工的健康和安安全是我们的的首要任务AggressivelyimproveCustomerresponsetime.积极缩短对客客户的反应时时间ImplementQualityattheSource.从源头处保证证质量CreateaLearning,Supportive,andCooperativeCulture.创造一个相互互学习、相互互支持和相互互协作的企业业文化CompetitivelymanufactureatanyvolumeandbeFlexibletoanyquest.在任何制造批批量下都具有有竞争力并能能灵活地满足足客户需求RelentlesslypursuetheEliminationofWaste.不懈努力，消消除浪费DefinetheFundamentalBasisoftheManufacturingSystem确定制造系统统的主要基础础DrivetheTransformationProcessthroughKnowledgeableandInvolvedLeadership.通过知识渊博博和全身心投投入的领导人人员推动变革革进程DefineandUnderstandRolesandResponsibilities.确定并理解岗岗位和责任OptimizetheManufacturingSystemthroughbalancedImplementationoftheInterdependentElements.通过过均均衡衡地地实实施施六六个个相相互互依依存存的的要要素素来来优优化化制制造造系系统统LeanMetricsUptimeMaintenance(MERV)Scrap%Rework%CapacityUtilizationInternalProductivityManufacturingExpenseTotalProductionCycleTimeInventoryTurnsQualityandSafetyMetricsRRPPMRecordableAccidentRateLostWorkDayCaseRateKeyMetrics30of3012/29/2022OperatingPrinciples运行行原原则则EstablishprocessmeasurementsthatcontributetoBusinessGoals.建立立有有助助于于实实现现业业务务目目标标的的过过程程衡衡量量指指标标EnsurethattheHealthandSafetyofallourpeopleisourpriority.确保保所所有有员员工工的的健健康康和和安安全全是是我我们们的的首首要要任任务务AggressivelyimproveCustomerresponsetime.积极极缩缩短短对对客客户户的的反反应应时时间间ImplementQualityattheSource.从源源头头处处保保证证质质量量CreateaLearning,Supportive,andCooperativeCulture.创造造一一个个相相互互学学习习、、相相互互支支持持和和相相互互协协作作的的企企业业文文化化CompetitivelymanufactureatanyvolumeandbeFlexibletoanyquest.在任任何何制制造造批批量量下下都都具具有有竞竞争争力力并并能能灵灵活活地地满满足足客客户户需需求求RelentlesslypursuetheEliminationofWaste.不懈懈努努力力，，消消除除浪浪费费DefinetheFundamentalBasisoftheManufacturingSystem确定定制制造造系系统统的的主主要要基基础础DrivetheTransformationProcessthroughKnowledgeableandInvolvedLeadership.通过过知知识识渊渊博博和和全全身身心心投投入入的的领领导导人人员员推推动动变变革革进进程程DefineandUnderstandRolesandResponsibilities.确定并并理解解岗位位和责责任OptimizetheManufacturingSystemthroughbalancedImplementationoftheInterdependentElements.通过均均衡地地实施施六个个相互互依存存的要要素来来优化化制造造系统统InterdependentElements相相互互依存存的要要素EmployeeEnvironment&Involvement员工环境于参与BusinessObjectivesScrapJan.Apr.Jul.Dec.UptimeGoalOnTimeDeliveryGoalGoalEmployeeInformationCenterJan.Apr.Jul.Dec.Jan.Apr.Jul.Dec.Ourimprovementteam抯effortshavehelpedusmeetourgoals.WorkplaceOrganization工作场地组织PULLCARDSTRASHTOWELSGLOVESTOOLSFlowManufacturing流动制造CoatingMachiningWeldingPressingOurintegratedlineisbalancedtomeetcustomerdemand.Ourpeopleareflexible,andWIPisdownduetosinglepieceflow.Nowthat