精益制造概括

OverviewLeanManufacturing精益制造概括Itisaintegratedsystemofmutuallydependentstrategiesthatwhencombinedtogethermaximizeoperatingperformancebyeliminationofwastefulmanufacturingpractices.它是通过消除浪费性制造来达到最大运营业绩的相互依赖的战略综合集成系统。Notaprogram!不是一个项目！Notaproject!也不是一个工程！Notanevent!不是一个事件！Whatis“Lean”Manufacturing?精益制造是什么？Whatis“Lean”Manufacturing?精益制造是什么？Whatarethe“objectives”ofLeanManufacturing?什么是精益制造的目的？Achievementofbusinessgoalsinsafety,quality,responsiveness,costanddeliveryby:达到安全,质量,响应,成本及运输的业务目标，通过：

makingonlywhatisneeded仅需要时制造

providingonlywhenneeded提供仅仅需要的

involvingemployees员工参予

focusingoncontinuousimprovement致力于持续改善

exposing&solvingproblemsrapidly快速暴露和解决问题

makingthestatusobvious使状态明显

eliminatingconstraintsandbottlenecks消除限制和瓶颈

improvingfactoryflow改善工厂流程

LeanWhatarethe“objectives”?目的是什么？1.Craft手工艺-Oneproductmadecompleteby1person每人生产一件产品-Eachproductunique每一件产品都是唯一的-Partsnotinterchangeable零部件不能互换-Highquality,butexpensive高质量,但价格昂贵

2.BatchManufacturing批量生产-Oneproductmadebymanypeople多人生产一件产品-Standardizedparts标准化的零部件-Partscouldbeinterchanged零部件可以互换-Assemblersmovetoproduct产品由零件组装3.AssemblyLine/Mass装配线/规模-Largemassofpeopleinvolved由大量的人参与-Vehiclesmovetoassembler运输工具运送到装配者-Lowskilllevel低水平技能-Acceptableleveldefects可接受一定水平的缺陷-Profit,delivery,quality利润,交付,质量4.LeanManufacturing精益生产-Workcells工作单元-J.I.T.components

J.I.T元件-Multifunctionalskilllevel多技能水平-Zerodefects零缺陷-Quality,delivery,profit质量,交付,利润5.FutureManufacturing未来制造BriefHistoryofManufacturing生产方式发展史LEARLeanManufacturingSystemTransforming精益制造系统转变工厂精益制造的关键性概念零浪费消除任何体系中存在的不必要的浪费。简言之，其目的在于力求完善。稳定的生产环境只有在稳定的生产环境中才能生产出优质的产品。存在的问题即是种种不稳定性。对于这些不稳定性必须迫其迅速出现，并永久地解决。稳定的生产环境的目标为：标准化、连贯性、预见性及重复性。客户的拉动/即时体系产品生产必须符合客户的需求。仅生产客户想要的产品，并按时发运优质货物。这种方法可以充分发挥公司内各种资源的优势，为公司带来更可观的经济效益，并确保工作的安全。ThedifferentroleswithintheContinuous

ImprovementGroup持续改善团队不同的角色ExecutiveManagement执行管理层DeploymentChampion实施倡导者MasterBlackBelt黑带大师BlackBelt黑带LeanFacilitatorLEAN推广人MajorResponsibilities主要责任WorkwithPlantManagementteamtoidentifyLeanprojectopportunities和公司管理层一道识别LEAN项目机会Co-ordinatethecreation,monitorandreportprogressofleanroadmapsandactivity协调生产、监控及报告LEAN路线图及LEAN活动的进展情况FacilitateLeanworkshopsinlinewithCorporategoals/BusinessMetrics和公司目标/业务目标/业绩保持一致地推动LEAN车间Makesignificantcontributionstotheplantfinancialsavingsbycompletingworkshopsandclosingoutfollowupactions通过车间实施和关闭跟进行动来为公司财务节省作出较大贡献LeanFacilitator

Jobspecification

LEAN推广人的工作说明MajorResponsibilities主要责任WorkwithPlantManagementteamtoidentifyLeanprojectopportunities和公司管理层一道识别LEAN项目机会Co-ordinatethecreation,monitorandreportprogressofleanroadmapsandactivity协调生产、监控及报告LEAN路线图及LEAN活动的进展情况FacilitateLeanworkshopsinlinewithCorporategoals/BusinessMetrics和公司目标/业务目标/业绩保持一致地推动LEAN车间Makesignificantcontributionstotheplantfinancialsavingsbycompletingworkshopsandclosingoutfollowupactions通过车间实施和关闭跟进行动来为公司财务节省作出较大贡献LeanFacilitator

Jobspecification

LEAN推广人的工作说明Weknowleanworks,sowhyarewenot

having

moresuccess?

我们知道LEAN怎样工作，为什么我们没有取得更大的成功？Exercise-1SuccessFactorsforLeadingChange领导改变的成功因素Vision愿望Skills技巧Incentives激励Resources资源ActionPlan行动计划Change改变SkillsIncentivesResourcesActionPlanConfusion糊涂VisionIncentivesResourcesActionPlanAnxiety焦虑VisionSkillsResourcesActionPlanNoChange无变化VisionSkillsIncentivesActionPlanFrustration受挫VisionSkillsIncentivesResourcesFalseStarts错误的开始始SuccessFactorsforLeadingChange领导变化的的成功因素素Past过去Internal/self内部/自己External/

environment外部环境Future将来Explore开拓Resist抵抗Commit承诺Deny否定Re:Scott&Jaffe,1989“Anotherflavourofthemonth””嚼上另一种种味道“ReadytoDoIt”准备做“Everyoneelsehasaproblembutme!”除了我每每个人都有问问题“Starttoseeit”开始看一看看PersonalChangeJourney个人的变化化历程EXPECTRESISTANCE:希望的抵抗抗“Thedevilyouknowisbetterthantheoneyoudon’t!”你知道的坏坏事情比你你不知道的的坏事情要要好Openresistanceisalwayseasiertodealwiththanpassiveresistance.公开的抗拒拒比不公开开抗拒容易易处理Inordertomanageresistanceandreduceit,youhavetoknowwhatitisbeforeyoucanchangeit.为了管理和和降低抵抗抗,在你改变它它之前你必必须知道它它是什么？？EXPECTRESISTANCE所希望的抵抵抗PeoplearetheRealAssets人是真正的的财富PEOPLE人Needtoknow&understandbusinessobjectives&goals需要知道和和理解业务务目标及目目的Needtoknowhowthiswillrelatetotheirroleintheorganization需要知道他他们在组织织中的角色色相关程度度“Whatwillhappentothem?”对他们将会会发生什么么？NeedtoknowwhatchangestheywillberequiredtoMake需要知道他他们需要作什么变化化Needtoknowwhatnewskillstheywillrequiretodothejob做工作时需需要知道他他们需要什什么技能ByRESPECTINGpeoplewecancreatetheCLIMATEFORCHANGE通过尊重人人才我们就就能够产生生一个变化化的环境气气候LeanJourneyLeanvilleorbust!NOUTURNStrategicDirection战略方向TrainingProcess培训过程Deployment推广LeanOverview总结精益之路Whyarewehere?为何我们在在这里ToLearn去学习15LeanToolContents

15精益工具内内容TheLeanAssessmentToolcontainsfifteenattributeworksheetsdescribingtheLeanbestpracticesthatconstitutethefollowingAttributesofLeanmanufacturing:评审工具包包含15个个要素工作作表，描述述组成下列列精益生产产要素的示示例：1.STANDARDWORK标准化作业业8.LEANCONTAINERSANDPACKAGING精益容器及及包装2.WORKPLACEORGANISATION(5S’s)车间组织（（5S）9.ANDON3.AUDIO&VISUALCONTROLS声音及目视视控制10.INPROCESSQUALITYAUDIT制程质量审审核4.OPERATIONCERTIFICATION操作保嫜11.CONTINUOUSIMPROVEMENTPROCESS(Kaizen)持续续改改善善过过程程5.INTERNALPULL&MATERIALCONVEYANCE12.PROBLEMSOLVING(PDCA)用PDCA解决决问问题题内内部部拉拉动动及及物物料料运运输输6.EXTERNALLPULL&TRANSPORTATIONSYSTEM13.TOTALPRODUCTIVEMAINTENANCE(TPM)外部部拉拉动动及及运运输输系系统统全全员员性性生生产产维维护护7.CENTRALMATERIALSTORAGE14.ERRORPROOFING防错错中央央物物料料储储存存15.QUICKCHANGEOVER(SMED)快速速换换模模HigherValueStandards更高高的的价价值值标标准准Inreality...现实实中中......itisnot:它不不是是...Insteaditis:取而而代代之之的的是是:JIT/17(Cost)+(Profit)=(SellingPrice)成本本+利润润=卖价价(SellingPrice)-(Cost)=(Profit)卖价-成本=利润增值”的的含义增值”的的含义1在改充产产品的根根本性质质时，即即为对产产品增加加了价值值。例如如：截取取一段钢钢质卷材材，经过过冲压后后制成支支架；或或如：将将一把椅椅子的两两只座垫垫组装到到一起。。2其他的东东西即为为非增值值的产品品或浪费费。两种类型型的浪费费：第一种——或称“必必要”浪浪费——为使产品品接近客客户的要要求而必必须进行行的非增增值行为为。例：发运并不不增加价价值，却却又是必必需的。。第二种——或称“不不必要””浪费——是指那种种我们现现在就可可以合并并、减少少或消除除的非增增值行为为。零浪费意意思是：将第一类类浪费转转化为第第2类。合并、减减少或者者消除第2类浪费。。WasteWalk“The7Wastes””浪费行走走”7种浪费7种浪费等待过量生产产返工移动过量加工工库存运输TypeofWaste浪费类型型Description描述1.WasteofOverProduction:Producingovercustomerrequirements,producingunnecessarymaterials/products,orproducingtosoon.过量生产产的浪费费生生产多多于客户户需求，，生产不不必要的的材料/产品或生生产多一一点2.WasteinWaiting(Time):Timedelays,idletime(nonvalueaddedtime)等待浪费费时时间延迟迟，呆时时间(不增值)3.WasteinTransportation:Multiplehandling,delayinmaterialhandling,unnecessaryhandlingortransportation(nonvalueaddedconveyance).运输浪费费多多次搬搬运，材材料处理理延迟，，不必要要搬运或或运输（（非增值值运输））4.WasteinProcessing:Unnecessaryprocessing,stepsorworkelements/procedures(nonvalueaddedwork).加工的的浪费费不不必必要的的加工工，步步骤或或工作作单元元，程程序（（不增增值））5.WasteofInventory:Producingunnecessaryinventory,holdingorpurchasingunnecessaryinventory,RS,WIP,FG.库存的的浪费费产产生不不必要要的库库存，，保留留或采采购不不必要要的库库存，，原材材料、、WIP、成品品6.WasteofMotion:Wasteofmotions,excessivehandling,unnecessarystepsofmotion(nonvalueaddedmotions).移动浪浪费移移动动浪费费，过过度搬搬运，，不必必要的的移动动步骤骤（非非增值值）7.WasteofProducingFailures:Correctionoferrorsorrework,scrap(qualityproblems)产生失失败的的浪费费错错误校校正、、返工工、报报废（（质量量问题题）WasteWalk““The7Wastes””Definitions浪费行行走”7种浪费费”定义三种不不同的的公司司3第三等等级的的公司司每个人人都随随处乱乱扔垃垃圾而而没有有人拣拣起来来第二等等级的的公司司有专人人将别别人乱乱扔的的垃圾圾拣起起来第一等等级的的公司司每个人人都自自觉维维护环环境的的清洁洁，没没人乱乱扔垃圾。。存在的的问题题●工厂厂变得得愈加加拥挤挤；●在员员工中中间一一些不不必要要的储储藏箱箱子、、料架架、货货架等等堆积积成山山，阻阻碍了了交流流；●时间间在寻寻找零零件和和工具具中浪浪费掉掉；●过多多的现现场物物品隐隐藏了了其他他生产产问题题；●不需需要的的零件件和设设备使使得工工艺流流程更更困难难；KeyCharacteristicsina5SEnvironment5S环境的的关键键特征征Aneasilyunderstandablelayout简单易易懂的的布局局图Anopenview视野开开放Acleanatmosphere清洁的的环境境Activemanagement灵活的的管理理DAILYACTIVITY日常性性活动动5S:WorkplaceOrganisation工场组织TheFoundationoftheVisualWorkplace建立车车间目目视管管理基基础1S-SORT-----------------------------Eliminatewhatisnotneeded整理(分类)除去不不需要要的东东西2S-STRAIGHTEN--Aplaceforeverythingandeverythinginitsplace整顿(系统安安排)物有其其位物物归其其位3S-SHINE-------------Cleaningandlookingforwaystokeepitclean清洁清清洁洁并设设法保保持清清洁4S––STANDARDISE------------Maintainandmonitorthefirst3S’’s标准化化保保持并并监控控前三三个S5S-SUSTAIN------------------------------------Sticktotherules5S-素养形形式式规则则85sIMPLEMENTATION5S实施ContinuouslyimproveourcompetitivepositionbydeployingkeyLeanpracticesthatwill:通过应用主主要的精益益实例来持续改改善我们的的竞争地位位：Organizetheworkplace工厂组织(5s)Enablestatusataglance(VisualManagement)建立一目了了然的状况况（目视管管理）Eliminatewaste,redundanciesandnon-valueaddedpractices消除浪费、、多余的及及不增值作作法IncreaseValueAddedWorkactivities增加增值工工作活动Improvefloorspaceutilization提高面积利利用Improvedirectandindirectlaborefficiency提高直接和和间接劳动动力效率Reduceoperatingcosts降低营运成成本Freefloorspacefornewbusiness为新业务释放放面积EstablishJust-In-Time/PullSystems建立JIT拉动系统Reduceinventory,WIPandFGI减少库存WIP及成品库存Improvefactoryflow(material,peopleandinformation)改善工厂流程程（材料、人人员及信息））Improveresponsiveness(MTTRandMTBF)提高响应（平平均故障时间间及故障间隔隔时间）Enablebuild-in-station岗位做好品质质（一次做好好品质）Solveandpreventproblems解决和预防问问题Levelandreducevariation均衡及降低变变异Engageandempowertheworkforce劳动力参予及及授权LeanDeploymentGoals精益应用目的的LeanLeanManufacturingSystemUtilizehands-onplantfloorresultsbasedcoretrainingworkshopstoaccelerateimplementationandunderstanding:基于主要的培培训车间利用用实习工厂(现状)来加速实施和和理解：ValueStreamMapping价值流LeanManufacturingOverview精益制造全貌貌StandardizedWork/MethodsImprovement标准化工作及及方法改善Five‘‘S’:WorkplaceOrganization5S:工厂组织Audio&VisualManagement声频及目视管管理PracticalProblemSolving/PDCA实际问题解决决/PDCAJIT/PullSystems准时化生产/拉动系统TotalPreventive&PredictiveMaintenance(TPM)全面预防性和和预测性维护护Andon&ErrorProofingAndon及防错Identification&EliminationofWaste识别及消除浪浪费MasterPlanning总体规划LeanTrainingRoll-OutProcess:精益培训的滚滚动过程Train:Executives,OperationsDirectors,PlantStaffs,SixSigmaBlackBelts,IndustrialEngineers,ManufacturingEngineersShopFloorLeaders,UnionLeaders,HourlyWorkforce培训：执行总总裁、营运总总监、工厂管管理人员、6西格玛黑带、、工业工程师师、制造工程程师、车间主主管、工会领领导、计时工工Facilitatorscascadetrainingtoplantworkforce推广者将培训训滚动到员工工LeanEducationApproach精益教育方法法Direct指导ExecutiveSteeringCommittee行动指导委员会

ProvideStrategicDirection提供战略方向

ProvideResource提供资源

MakeDecisions做决定

MeetRegularly经常碰头(开会)GuideDeployment指导应用Plan计划HeadquartersLeanSupportTeam总部精益支持团队

ProvideTacticalDirection提供战术方向

CoordinatePlanning协调计划

DevelopTrainingMaterial开发培训材料

CoordinateTraining协调培训

DevelopOperatingStandards开发运作标准

ProvideLeanExpertise提供精益专家

SupportImplementation支持实施

AssessProgress评估进展Implement实施PlantLeanFacilitators工厂精益推广者

Develop&IntegratePlans开发并有机结合计划

ExecutePlans执行计划

ConductTraining开展培训

AssistImplementation帮助实施

LeanResidentResource精益必有资源

ConductAssessmentProcess进行过程评估Establishastructuretodriveimplementationinacommonapproach.用同种方法建建立结构（组组织）来驱动动完成LeanDeployment精益部署OwnerSubjectPurposeStandardRequirementsLinksOwnerSubjectPurposeStandardRequirementsLinksOwner所有者Subject主题Purpose目的Standard标准Requirements要求Links连接LearLeanPeopleEmpowerment人力授权LeanVision精益远景观念念WellPreparedPeople准备好人SelfDirectedWorkGroups自我指导工作作组Education&TrainingProcess教育培训过程程CommunicationProcess沟通过程Standardization标准化StandardizedWork标准化工作-Scrolling(MovingLine)滚动（移动线线）-WorkFlowDiagramming工作流程图LevelMix&BuildRestrictions均衡产品系列列和制造限制制LineBalanceProcess线平衡过程WorkplaceOrganization(Five‘S’)工厂5S组织Audio&VisualControls声频及目视管管理OperationCertification操作证书QualitySystem质量系统Andon(Build-In-Station)Andon（岗位做好））ErrorProofing防错ProductQualityStandards产品质量标准准In-ProcessControl&Verification制程控制和验验证QualitySystemManagement质量系统管理理ContinuousImprovement持续改进ContinuousImprovementProcess持续改进过程程ProblemSolving/PDCA问题解决/PDCAJust-In-TimeSystem准时化系统LevelSchedules&Volume平衡计划及数数量ScheduledShipping/Receiving有计划运输及及接收FixedPeriodOrderingSystem定期时订购系系统LeanContainers&Packaging精益容器及包包装Kitting&Sequencing成套及成系列列TemporaryMaterialStorage暂时材料存储储InternalPull&MaterialConveyance内部拉动及材材料运输ExternalPull&TransportationSystem外部拉动及材材料运输SupplyChainManagement供应链管理LeanDesigns精益设计LeanTools,Equipment&Fixtures精益工具，设设备及夹具LeanFacility&Layouts精益工厂&平面布置DesignForLean(DFL)为精益而设计计TotalPreventiveMaintenance全员预防维护护LeanLeadership精益领导LeanMasterPlanning精益总体规划划LeanPlanningTeam精益计划团队队LeanSteeringCommittee精益方向指导导委员会ShopFloorManagement车间管理ManagementByTakt节拍管理OperatingStandards操作标准LearLMSStrategies李尔精益制造造系统战略GlobalMarket全球ChangingConditions不断变化的情情况FierceCompetition激烈的竞争•CustomersExpect:顾客期望ShortLeadTimes短的时间周期期100%Quality质量100％好Just-In-TimeDelivery及时化运输AnnualCostReductions每年的成本降降低StrategicCollaboration&Partnership战略合作及伙伙伴Innovativesolutions创造性的方法法FlawlessPerformance无缺点绩效SuperiorServiceandSupport更优服务及支支持•ImprovedEmployeeSkillsRequired提高雇员技能能的需要Multi-Skilled多功能Flexible灵活WhyLean?为什么用精益益？GrowTheBusiness增长生意AchieveOurVision完成我们的远景Why?Why?为什么？SatisfyCustomers,Employees&Stockholders使客户、雇员及股东满意Why?Why?为什么？SafetyQualityResponsivenessCostsWhyLean?AchieveBusinessObjectives完成业务目标Why?Why?为什么？EliminateWaste消除浪费Why?Why?为什么？LeanStrategies李尔战略Why?Why?为什么？WhyLean?为什么要做精精益？Howdowe…我们怎样做takeittothenextlevel把它现状带到到下一阶段growthebusiness增加生意reducecosts降低成本achievebusinessobjectives完成业务目标标satisfythecustomer满足客户makemoney赚钱engagetheworkforce员工积极参与与Howdowe我们怎样做…Paintedinacorner!从一角涂起LeanManufacturingSystem精益制造系统统ValueStreamMapping价值流ProblemSolving问题解决SelfDirectedWorkGroups自我管理工作作团队VisualManagement目视管理WorkplaceOrganization工厂组织AndonSystemAndon系统ErrorProofing防错StandardizedWork标准化工作JITPullSystemJIT拉动系统Kitting&Sequencing成套及成系列列SmallLotProduction小批批量量生生产产QuickSet-Up快速速设设置置LeadTime周期期时时间间HighCosts高成成本本QualityIssues质量量问问题题LeanCompetition精益益竞竞争争ExcessInventory过量量库库存存Inefficiencies低效效率率CashFlow现金金流流Overtime加班班Uptime运行行时时间间FloorSpace车间间面面积积ThisWayOut这是出口Dowhatwe’’vealwaysdone(itgotuswhereweare).做我我们们通通常常总总在在做做的的（（它它使使我我们们到到达达我我们们所所在在的的位位置置））Donothingnew,justworkharder.不做新东西，，只是工作努努力一些Dowhat’sbestfortheemployees.做对雇员最好好的事Dowhat’srightforthelongevityofthebusiness.做对生意的长长期性正确的的事Dowhatourcustomer’’swant.做我们客户想想做的事BreakingTheBusinessAsUsual““DoLoop”打破经常做循循环的常规Dowhatthestockholdersneed.做股东需要的的事LeanDowhatsomebodyelsedoes.做其他人也做做的事LeanManufacturingSystemBreakingTheBusiness打破常规FlowInformation信息流FlowMaterial材料流FullEmptyWalkInstallWalkWalkWalkInstall安装InstallInstallFlowOperations操作FlowProcess过程流FIFOFIFOCashFlowIt’sallaboutflow!它都是关于流流程的现金LeanLink精益连接SixSigmaProjects6西格玛项目Processes精益过程ReduceCost降低成本ImproveQuality改善质量OnTimeDelivery及时运输EliminateWaste消除浪费InvolvePeople人员参予SolveProblems解决问题PreventProblems预防问题ApplyLeanTechniques应用精益技术术ContinuousImprovement持续改进PullSystem拉式系统AndonErrorProofing防错TPM全面预防维护护FTQSystem一次成材SelfDirectedWorkGroups自我指导工作作组StandardizedWork标准化工作WorkBalancing工作平衡LevelScheduling计划均衡PracticalProblemSolving实际问题解决决Five‘‘S”/WPO(WorkPlaceOrg.)5S（工厂组织））Audio&VisualControls声频及目视管管理LeanPlantLayouts精益工厂平面面布置LeanEquipmentDesign精益设备设计计LeanPartDesign精益零件设计计ProblemSolvingProjects解决问题的项项目StatisticalProcessControl统计过程控制制RootCauseAnalysis根原因分析VariationReduction减少变异DesignOfExperiments试验设计RegressionAnalysis回归分析FMEA故障模式分析析GageR&RMeasurement重复性和再现现性测量CommonGoals共同目的LEANLeanLink精益连接StructuralBackbonePlantDesignProcessLayoutToolDesignEquipmentDesignConnectiveTissuePeopleSystemMaterialSystemQualitySystemMaintenanceSystemInformationSystemManagementSystemPolicyDeploymentWorkMethodsLEANTHINKINGDNACustomer客户Transportation运输Receiving接收Transportation运输Storage储存Inspection检查Assembly总装Shipping运送Suppliers供应商PhysicalCharacteristics实际特征“Howthingsaredesignedandbuilt”实际事情怎样样设计及制造造Strategic&TacticalCharacteristics战略及战术特特征“Howworkisdone”怎样做工作TheLEARLeanManufacturingSystems李尔精益制造造系统

PeopleInvolvement&Ownership员工参与SupportTheOperator支持员工ContinuousImprovementMentality支持改善思想RelentlessFocusOnWaste无情地关注浪费FocusOnFlow关注流程Flexibility:People&Processes灵活性:人员和制程QualityBuild-In-Station:control岗位做好品质:质量控制StatusAtAGlance一目了然的状况RapidResponse快速反应FTQGates:Control&Communicate一次材:控制&沟通ProduceOnDemand需要时生产SmallLotProduction小批量生产QuickChangeCapability快速改变能力MachineAvailability机器利用率FrequentDeliveries频繁传送ReplenishOnDemand需要时补充APlaceForEverything…每件东西有一个地方EverythingInIt’sPlace每件东西放在自己的位置上ErrorPrevention/Avoidance防/避免错ProblemResolution&Prevention解决问题/防止问题SupplierInvolvement&Relationship供应商参与及关系VariationReduction:Schedule,Volume,Mix减少变化:计划、容量,品种Standardization:Jobs,Processes,Facilities标准化:工作,制程及设施LeadTimeReduction减少交货时间CommonSystem:Nationally&Worldwide共同系统：国内/际通用KeyFeatures主要特征

TeamConcept/Projects/Meetings团队概念及会议PilotTeams领导团队KaizenEvents持续改善DesignForLean(EaseofBuild)设计考虑精益(易于生产)LeanInfrastructure(LeanLayouts)精益基础(精益平面布置)LeanFacilities(FactoryDesign&Shape)精益设施(工厂设计及成形)OneTouchEquipmentDesign一次触动的设备设计Automation:IntelligentMachines自动化:智能机器SynchronousOperatorAssistDevices同步员工帮助设施AndonSystem系统Decoupling&Buffering缓冲区StandardizedWork标准化工作Five‘S’Process5SSingleMinuteExchangeofDies(SMED)快速换模Kanban(AllTypes)看板WindowDelivery&Shipping窗口传送及发货TotalPreventiveMaintenance预防性维护PracticalProblemSolving实际问题解决ValueStreamMapping价值流程图LeanManufacturingTrainingProcess精益制造培训过程SupplierDevelopment(Worldwide)供应商开发FastVDPStrategy快速数据处理战略KeyEnablers能动因素SixSigma,Lean,orKaizenProject?项目LeanSixSigmaTilt-O-MeterTILTTILT倾斜的拍子Thisisafamiliarquestionthatisoftenaddressedbyorganizations.Infact,it’sthewrongquestion.Theseconceptsarenothingmorethantoolsinyourmanagementtoolbox.Youdon’’tfixawatchwithahammer,andyougetthesameresultswhenyoudeploySixSigma,Lean,andKaizenincorrectly.这是组织经常常提出的类似似提问，事实实上这是一个个错误的提问问，(6西格玛、精益益和快速闪电电战)这些概念都只只是你的管理理工具箱中的的工具而已。。你没有用锤锤子修表，在在你没有正确确地采用6西格玛、精益益和持续改善善闪电战时，，你就会得出出同样的(以下)结论。PeoplespendmonthsdrillingtheSixSigmaprocessandstatisticaltoolsintotheirheadsuntiltheylookateverysituationasaSixSigmaproblem.人们花了几个个月时间动脑脑筋钻研6西格玛过程及及统计工具,最后他们把每每一件事情都都看成6西格玛问题Ontheotherextreme,somehighanxietymanagerstendtolookatverycomplexprocessvariationorlargescalestrategicproblemasAKaizenBlitzthatcanbefixedbytomorrow.另一个极端则则是一些非常常焦急的经理理往往把非常常复杂的过程程变异或大规规模的战略问问题看成是明明天就可以一一挥而蹴的一一次持续改善善闪电战SixSigma,Lean,orKaizenProject?项目？Information信息Understanding理解Commitment承诺Action行动DevelopAVision创造远景EstablishStructureForChange建立改变组织结构ProvideLeanExpertise提供LEAN专门技术知识DefineStandards定义标准DevelopChampions开发冠军TrainEntireOrganization培训组织DevelopActionPlans开发行动计划DevelopAShowcase开发范例包SeizeOpportunities抓住机会LeanLessons精益经验Beware!注意Peoplearecomfortablewithextrainventory,WIP,manpowerandexcesscapacitybecauseitcovers-upsins.人们对特别库库存、WIP、人力及过量能能力感到舒适因为它掩盖了了过失Peoplewilladamantlydefendexcessesandwhattheycreated。人们总总是保保护超超量和和他们们所生生产的的东西西Resistancetochangeisinevitable.抵抗变变化是是必然然的Leantakespeopleoutoftheircomfortzonebecauseitexposesthings.LEAN把人从从其舒舒适区区带出出来，，因为为它暴暴露事事情/问题题Beprepared(plan)forredeploymentofdisplacedpeople.准备替替代员员工的的再顾顾用计计划Peopleissueswillarise.会引起起人力力问题题Somefolksviewtheword““Lean””as““Mean””.一些人人看““LEAN””不舒服服Ifwewerecapableandwillingtomakeproductivitygains…wewouldhavedoneitalready(I.E.talentdepth?Training?Politics?)正如我我们有有能力力并愿愿意通通过提提高生生产效效率的的话、、我们们就已已经去去做到到了（I。E资深、培训训、问题））LinkingheadcountreductiondirectlywithLeanSystemsimplementationcouldspellproblems.把降低人头头直接和精精益系统联联系可能会会引发问题题LeanLESSONSLEARNEDBeware注意!DirectLaborProductivity直接人工生生产力HighLowDirectLaborManpower直接人工IndirectLaborManpower间接人工Sequencing排序Kitting成套Repacking在包装FrequentDeliveries频繁运输KaizenActivities持续改善BeforeandafterInternalLeanImplementation内部精益实实施前后AfterInternalLeanImplementationBeforeInternalLeanImplementation内部精益实实施前BeforeandafterExternalLeanImplementation外部LEAN实现前后DirectLaborProductivity直接人工生生产力HighLowDirectLaborManpower直接人力IndirectLaborManpower间接人工IndirectLaborProductivity间接人工生生产力StandardizeWorkloads标准化工作负荷StandardDeliveryRoutes标准化运输路线OrganizedStorage存储有组织OutsourceStorage外部存储SuppliersSequence供应商排序SuppliersKit供应商配套DownsizedPackaging减少包装AfterExternalLeanImplementationBeforeExternalLeanImplementation外部精益实实施前OperatorInsideOutNot…OutsideIn!内到外..不是外到内内

SupportForTheOperator支持员工Involvement参与Responsiveness快速反应ProvideWhat’sNeededWhen需要时提供Needed(NotBefore)（而不是之前）PartPresentation传送零件

OperatorOptimization优化人员BalancedOperations平衡操作LevelMix平衡产品系列65%>ValueAddedContent增值65%

OperationEffectiveness有效操作JobDesign工作设计CompressWorkArea缩小工作区OperatorAssistDevices员工帮助设备

MinimizeWaste减少浪费Motion移动Processing加工Waiting等待StartHere开始点MaterialHandling材料处理Maintenance维护Inspection检敛SupportPersonnel支持人员ThenHereSuppliers供应商LogisticsProviders物流供应者TransportationCompanies运输公司ThenHereEventProjectBlitzBlitzConnectingTheDotsProject

PullSystems拉动系统WindowReceiving收料（定位）WindowShipping发货（定位）PointOfUseDelivery靠近使用点MilkRuns平凡使用缓冲区Kitting&Sequencing成套及排序DollyExchange推车转换ElectronicKanban电子看板KanbanCards看板卡片StandardDeliveryRoutes标准运输线路BufferingStrategy缓冲区战略SmallLotProduction小批量生产SmallLotContainers小批量集装箱StandardizedWork标准化工作LeveledMix均衡产品系列Five‘S’5SAudio&VisualControls目视化管理AndonSystemAndon系统ErrorProofing防错FixedPositionStops固定位置的停顿Decoupling坼分（工序）SelfDirectWorkGroups自我结果工作组TPMQuickChangeover快速换模PocketsofSuccessMarginalProgressShortTermApproachTotallyIntegratedSystemApproach全集成系统的方法

TheTrap!TheTrap!陷阱LeanProblemSolvingErrorProofingAndonQuickSet-UpJITTeamConceptQualityCirclesTPMVisualControlsThroughputTQMStandardizedWork5’sWasteKaizenVSMappingWhatnext?Let’stry...ClickClickWheelofFortuneLessonsLearnedCherrypickingdoesnotwo