精益生产提升‘中国制造’

Transform‘MadeinChina’withLeanProduction精益生产提升中国制造’MaryKiang• VariousleadershiproleswithPPGinsupplychain,salesmgmt,&leanmgmt担任过PP公司在供给链，销售管理和精益管理方面的重要职位• Certifiedtrainerinbusinessprocessimprovementandleancourses商务流程改良和精益课程的资质培训师GeorgeSun孙朝阳• SeniorManager,PWCShanghaiBranch普华永道咨询上海分公司绩效提升部的高级经理• Experiencesinoperations&strategymgmtformfg.&Hi-tech.在制造业及高科技产业的战略管理和运营管理咨询方面拥有十多年的经验PWC普华永道• Largestcompanyprovidersconsultancy,auditing&taxationservicesin150countries;• 全球最大的专业效劳机构,在150个国家中提供咨询、审计和税务效劳，• LargestserviceprovidersinChina普华永道在中国也是最大的专业效劳公司Transform‘MadeinChina’withLeanProduction精益生产提升中国制造’June2021

/Contents 议程/内容Challengeof‘MadeinChina’ 中国制造〞的挑战WhatisLeanProduction 什么是精益生产LeanProductioninChina 精益生产在中国PwCApproachtoLeanImplementation普华永道对精益生产的探索CaseStudy1–ontour 案例分析1-ContourCaseStudy2–AclientinChina案例分析2-一个中国的客户Challengesof‘MadeinChina’ageofthreetimesinourfactoryduringthelast10years,"saysDavidHeofHongKong'sLingTinCapacitor.ThecompanysetpshopinDongguang,Guangdongprovince,adecadeagobecauseofcheaperlabourandlSincethen,theaveragemonthlyincomeforworkersinHe'sfactoryincreasedfrom(US)$40to$120,whilesalariesforengineersandmanagemntincreasedfrom$200to$600—ormore… (ElectronicBusiess,October2007)StrongerRMBbringshighermanufacturingcosts强势人民币带来的高制造本钱…SincethebeginnngofOctobertheyuanhasclibedatanannualrateof13%aganstthedolar—itsfastestpacesinceChnastoppedpeggngtotheolarnJuly0.Snce2005ithasappreciatedbyatotalof%.(TheEconoist,Risingenergyandrawmaterialcosts不断增加的能源及原材料本钱'srrex(I)forindustrialproductsroseeightpercntinMarchyear-n-year,hiethefactorygatepriesofrawaterals,fueladpwrwrep1rcent..Factorygatepcesofcreoilugd37.9percentyear-on-year..theproducerprcesofrawcoaljumped27.4percent(hnaDaily,March2021)Increasingglobalcompetition全球竞争的加剧anyChinesebusnessessaytheirresponsetoagraualstrengthenngoftheyuansincelastJulyhasbentoacelrateteirsifttoardhgher-endproductswihfatterpofitargins,fomshestocrs.Asaresult,ChinaisgraduallyovingfromcopetingthcontrskeThaadandIndonesiatovyingthtrnntrsdthra,eventually,withthelikesofFrance,GerChallengesof‘MadeinChina’of‘MadeinChina’现在是让精益生产提升中国制造的时候了！Agenda/Contents 议程/内容Challengeof‘MadeinChina’ “中国制造〞的挑战WhatisLeanProduction 什么是精益生产LeanProductioninChina 精益生产在中国PwCApproachtoLeanImplementation普华永道对精益生产的探索CaseStudy1–ontour 案例分析1-ContourCaseStudy2–AclientinChina案例分析2-一个中国的客户Whatis‘LeanProduction’ r；精益就是通过不断的消除浪费，时刻关注能给客人提供增值的活动，从而提升核心竞争力；- Achangeprocesswhichmustbemanaged精益本身就是一个对必须管理与控制的工艺与变量进行厘清并约促的动态过程；- Awayofthinkingwhichcannotbeboughtbuthastobegrown；精益更是这样一种思路与解决方案：分析哪些浪费可以防止进而必须成长为给客人带来增值的有意义活动；-• WhatcanLeanprovideforaclient?精益能给它的实施者带来什么？- Delivercustomerservice,productivity,significantcostreduction,qualityofwork精益能显著提升客户效劳、生产力、制造本钱下降、改良工作的质量；- Reinvigoratetheworkforcesotheydonot“hanguptheirbrains〞whenenteringthebuilding更重要的是：精益的理念改造了制造者----他们不再是头脑空空的进入制造现场，他们是为创造精益求精的生产而来；

Jun.2021Slide7Fiveprinciplesoflean 精益生产的五项原那么1. Specifyvaluefromcustomerperspectives从客人的角度定义价值 Valueiswhatthecustomerwantsandonlywhatthecustomerwants.价值就是客人〔仅仅是客人，而不是其他任何方〕希望得到的东西； Valuecanonlybedefinedbytheultimatecustomer.Andit‘sonlymeaningfulwhenexpressedintermsofaspecificproduct(agoodoraservice,andoftenbothatonce)价值只能由最终的客人确认，而且只有通过最终的产品或效劳来实现〔通常由二者共同完成〕； Thisrequiresapreciseunderstandingofthespecificneedsofthecustomer.这就要求必须对客人的特定的要求有一个精确的理解与把握； Itissaidthatupto95%ofprocessactivitiescouldbenon-valueadding. 我们常说，对最终客人而言95％以上的活动是非增值的；

Jun.2021Slide8Fiveprinciplesoflean 精益生产的五项原那么2. UnderstandtheValueStream理解真正有意义的价值链Identifyallthestepsinthevaluestreamforeachproductfamily,eliminatingeverystepandeveryactionandeverypracticethatdoesnotcreatevalue.Therearemanywastedactivitieswithinabusinessprocess,forexamples:对每一个产品家族鉴别其价值流的所有步骤，剔除任何不能带来价值的步骤，努力及操作。在一个典型的业务操作中，有很多无意义的活动，如：Jun.2021. Jun.2021. Overproduction 过渡生产. RejectsandRework 拒收与返工. UnnecessaryMotion 非必要的动作. UnnecessaryProcessing 非必要的处理. ExcessInventory 过甚的库存. ExcessTransportation 过多的运送PricewaterhouseCoopersLLP Fiveprinciplesoflean 精益生产的五项原那么3.Createflow 使价值流动起来Eliminatingwasteneedstobesupportedbyactionswhichsimplifythewaywework.Designingprocessestomaximiseflowisfundamentaltoleanimplementation.Thesuccessofflowdependsonallthestepswithintheprocessbeingconsistentlyeffectiveandthebenefitsbeingrealisedattheendpoint通过简化的方法来明晰我们的需求，剔除不必要的浪费；执行精益的根底是通过设计流程使价值流最大化；价值流成功的关键在于：在价值流动的程序内，所有的步骤是持续有效的，同时所有的价值在程序结束时能被有效实现；

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56 47 38 29 1Fiveprinciplesoflean 精益生产的五个原那么

4.Letcustomerpulltheproduction让客户的需求拉动生产Innon-leanorganisationsworkispushedthoughthesystemattheconvenienceoftheoperatorsandsoyouproduceoutputsthatarenotrequired.在未推行精益生产的组织中，产出不是出于需求而是根据安排由系统来推动的．insteadofschedulingproductiontooperatebyasalesforecast,LeanProductioncannowsimplymakewhatthecustomertellsthemtomake.Inotherwords,nooneupstreamfunctionordepartmentshouldproduceagoodorserviceuntilthecustomerdownstreamasksforit.由销售预测取代生产方案，精益生产把一切改变为按照客户的要求行事，换言之，直到下游的客户提出要求，作为上游的机构或部门才会为其提供产品和效劳．Fiveprinciplesoflean 精益生产的五个原那么

5.Continuousimprovement- ursueperfection续善–追求尽善尽美Afterhavingimplementedthepriorleanprinciples,it"dawnsonthoseinvolvedthatthereisnoendtotheprocessofreducingeffort,time,space,cost,andmistakeswhileofferingaproductwhichisevermorenearlywhatthecustomeractuallywants,"writeWomackandJones."Suddenlyperfection,thefifthandfinalprinciple,doesn¹tseemlikeacrazyidea."执行了之前精益生产提出的原那么后，所有相关的－－－减少时间、空间、本钱、以及降低错误的发生的过程都是没有终点的．在提供产品时永远都要最接近客户的需求．WomackandJones 写道“突然间的完美，第五条也是最后一条原那么，并不象看上去那样只是个不切实际的想法．〞Jun.2021Slide12Agenda/Contents 议程/内容Challengeof‘MadeinChina’ “中国制造〞的挑战WhatisLeanProduction 什么是精益生产LeanProductioninChina 精益生产在中国PwCApproachtoLeanImplementation 普华永道对精益生产的探索CaseStudy1–ontour 案例分析1-ContourCaseStudy2–AclientinChina案例分析2-一个中国的客户LeanProductioninChina-Currentexpansion精益生产在中国－当前的拓展Companiesofallsizes—fromlargemultinationalstosmallnicheplayers—areincreasinglytestingthewaters(seeFigure below).各种规模的公司－从大型的跨国企业到小的公司－都已尝试〔图例如下〕PricewaterhouseCoopersLLP

Jun.2021Slide14LeanProductioninChina–KeyChallenges精益生产在中国－主要的挑战CulturalDifferences 文化的不同long-standingculturalandbusinessidealsthatmustbeacknowledgedforLeanconceptstobesuccessfulinChina.AcoredifferencebetweenWesternandChineseprinciplesrestsintheconceptofguanxi,theChinesepracticeofbuildingrelationshipsWorkforceChallenges 劳动力的挑战Chcsareslmthatthesewrkers,mostfromruralagriculturalvillage,willbeabletoeffectivelyidentifyinefficienciesandsuggestprocessimprovements.TheChallengeoflocalsuppliersandserviceproviders 外乡供给商和效劳提供者的挑战Itisdifficulttoestablishdependablelocalsuppliersandserviceproviders.CusomsclearanceproceduresforimportsandexportsarenotoiouslycomplexinChina.Shipmentscanbestalledatairportsfordays.Drivershavetohandoffcargotootherdriversfromdifferentlogisticsproviderswhentheyreachprovincialboundaries,etc.PricewaterhouseCoopersLLP

Jun.2021Slide15Agenda/Contents 议程/内容Challengeof‘MadeinChina’“中国制造〞的挑战WhatisLeanProduction什么是精益生产LeanProductioninChina精益生产在中国PwCApproachtoLeanImplementation 普华永道对精益生产的探索CaseStudy1–Contour 案例分析1-ContourCaseStudy2–AclientinChina 案例分析2-一个中国的客户PricewaterhouseCoopersLLPAdiagramaticapproachtoLeanimplementation关于精益生产的图示VisualManagementofProcesses可视化管理的程序

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ValueStreamManagerJun.2021ElementsoftheLeanImplementation 精益生产执行的根本要素Leadsto• Improvedflowthroughtheprocesses 改善流程过程• Reducedreworkatkeystages 减少关键区域的重复工作• Improvedhousekeepingandconsistency 改善工作和一致性• earercontrol 更清晰的控制• Improvedownershipofprocessperformance 改善过程关系的表现Leadsto• Reducedrequirementforindirctsupport 减少间接支持的需求• Improvedeffectivenssofresource 改善资源的有效性• Rectoninwaste 减少浪费• Improvedresponsivenessanddelivey 改善响应和输送PricewaterhouseCoopersLLP

Jun.2021Slide20ElementsoftheLeanImplementation 精益生产执行的根本要素Insummary,PwC’sapproachtoLean;普华永道对如何执行精益生产总结;•hasaprovenroutefromteamforingtoimplementation拥有从团队形成到投入执行的可行性路线；•remainsflexibletoallowformoretailoredpragmaticdelivery;makingforbetterfitsinnon-manufacturingenvironments允许更多实用，特别的理念的灵活运用为非生产环境创造更好的需求；•seesengagementwiththelineandsupervisorystructureascriticaltosustainability将接触线和监督结构作为可持续性的关键•focusesonbuildingmomentumearlybyplanningforsmallandfrequentchangeinthefirstfewweeks–whilebuildingsupportforthechangeagenda,don’t‘takeon‘theworld’通过开始几个星期的小型而频繁变化，将重点关注在推进力的建—当组织改变议程的支持时，不要“承当整个世界〞•usesatrainingapproachwhichispractical–wherepossibleadoptinga‘traininthemorning,dointheafternoon’principle采用培训这个切实可行的方法，尽可能采用“先培训，后实践〞的原那么；•supportstheoverallchangeprogrmmebydrigtk,wesustainableprinciplessuchasvisualmanagement当建立例如可视化管理的可持续原那么时，通快速出击来支持整体的改革方案PricewaterhouseCoopersLLP

Jun.2021Slide21Agenda/Contents 议程/内容Challengeof‘MadeinChina’ “中国制造〞的挑战WhatisLeanProduction 什么是精益生产LeanProductioninChina 精益生产在中国PwCApproachtoLeanImplementation 普华永道对精益生产的探索CaseStudy1–Contour 案例分析1-ContorCaseStudy2–AclientinChina案例分析2-一个中国的客户PricewaterhouseCoopersLLPCaseStudy–AircraftSeatManufacturer案例—飞机座椅制造商Poorfinancialperformance / 糟糕的财政状况•Prioryearslost£14m&£17mcash前几年损失1百万-1千百万英镑现金•£19m-workingcapital 周转资金百万英镑3productslaunchedinlate03 / 个产品在3年底推出•Slowtomarketandoverbudget 对市场及预算超支的反响过慢•Inappropriatemanufacturingmodel 不适宜的制造模式Resultingin… / 结果•Seriousfinancialdifficulty 严峻的财务状况•Deliveries,quality,productionfailings 交付，质量，产品的落后•Customerconfidence&reputationdifficulties 客户信任度和声誉的降低Objectives / 目标•PreventClosure 减少自身环境的封闭•RestoreConfidence 重新建立信任度•Returntoprofitabiity 实现盈利PricewaterhouseCoopersLLP

Jun.2021CaseStudy–AircraftSeatManufacturer案例—飞机座椅制造商How..../ 怎样实现•Stabilise,Simplify 稳定，简单化•ReduceCosts 减少支出•ImproveProcesses改良过程Benefits/ 回报•£4m/yrcostreduction每年百万英镑的本钱降低•Productivitytrebled 三倍生产力的增加•BIT+veSept04年9•SustainableprofitQ404 04年第季度到达可持续利润•£2.5m/yrmaterialreduction材料本钱每年降低二百五十万英镑•90%scheduleadherence 90%的进度按方案执行•NeworderswoninQ404 0年第季度获得新订单PricewaterhouseCoopersLLP

....Through/如何实现• Directimprovementinprocessesthroughadoptionofleantoolset• 直接在过程改善中采用精益生产工具• Introductionofstrongvisualmanagement 采用强大的可视化管理• ValueAnalysis/ValueEngineeringofproductdesign 评估分析/价值工程的产品设计Jun.2021Slide24Agenda/Contents 议程/内容Challengeof‘MadeinChina’ “中国制造〞的挑战WhatisLeanProduction 什么是精益生产LeanProductioninChina 精益生产在中国PwCApproachtoLeanImplementation 普华永道对精益生产的探索CaseStudy1–ontour 案例分析1-ContourCaseStudy2–AclientinChina案例分析2-一个中国的客户PricewaterhouseCoopersLLP

Jun.2021CaseStudy–MNCCoatingsManufacturerinChina案例—中国的MNCCoatings制造商SupplyChainCrisis/供给链危机•1.7MilUSDcostinairfreight 一百七十万美元用于空运•ShutdownGeneralMotors–1MilUSDfine造成通用汽车停线—一百万美元罚LackofSupplyChainControl/缺乏供给链管理•InabilitytosupplyproductfromEUbasedonGMdemand无法基于通用的要求从欧洲供给产品•Excessiveinventory 过量的库存Resultingin…/结果。。。•SeriousrisksinlosingGM 失去通用汽车的严重风险•Ongoingfinancialcosttobufferustalesupplychain款不稳定的供给链导致费用增加款•Internalfirefightngandfingerpointing 内部斗争和分歧Objectives/目标•Ontimedeliverytocustomer 及时供货•Stablesupplychainprocess 稳定的供给链•Eliminateexpensiveairfreightcost 消除昂贵的空运费用•Eliminatesurprises! 减少惊喜！PricewaterhouseCoopersLLP

Jun.2021Slide26CaseStudy–MNCCoatingsManufacturerinChina案例—中国的MNCCoatings制造商How..../怎样实现。。。。•Stabilise,Simplify,Streamline稳定化，简单化，有效化•ReuceCsts 降低本钱•ImproveProcesses 改良过程Bnefits•.7MilUSDcostreduction

....Through/。。。如何实现？• Valuestreammappinganddatagatheringtounderstandtheproblems•