精益制造概括

OverviewLeanManufacturing精益制造概括Itisaintegratedsystemofmutuallydependentstrategiesthatwhencombinedtogethermaximizeoperatingperformancebyeliminationofwastefulmanufacturingpractices.它是通過消除浪費性制造來達到最大運營業(yè)績的相互依賴的戰(zhàn)略綜合集成系統(tǒng)。Notaprogram!不是一個項目！Notaproject!也不是一個工程！Notanevent!不是一個事件！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:達到安全,質(zhì)量,響應,成本及運輸?shù)臉I(yè)務目標，通過：

makingonlywhatisneeded僅需要時制造

providingonlywhenneeded提供僅僅需要的

involvingemployees員工參予

focusingoncontinuousimprovement致力于持續(xù)改善

exposing&solvingproblemsrapidly快速暴露和解決問題

makingthestatusobvious使狀態(tài)明顯

eliminatingconstraintsandbottlenecks消除限制和瓶頸

improvingfactoryflow改善工廠流程

LeanWhatarethe“objectives”?目的是什么？1.Craft手工藝-Oneproductmadecompleteby1person每人生產(chǎn)一件產(chǎn)品-Eachproductunique每一件產(chǎn)品都是唯一的-Partsnotinterchangeable零部件不能互換-Highquality,butexpensive高質(zhì)量,但價格昂貴

2.BatchManufacturing批量生產(chǎn)-Oneproductmadebymanypeople多人生產(chǎn)一件產(chǎn)品-Standardizedparts標準化的零部件-Partscouldbeinterchanged零部件可以互換-Assemblersmovetoproduct產(chǎn)品由零件組裝3.AssemblyLine/Mass裝配線/規(guī)模-Largemassofpeopleinvolved由大量的人參與-Vehiclesmovetoassembler運輸工具運送到裝配者-Lowskilllevel低水平技能-Acceptableleveldefects可接受一定水平的缺陷-Profit,delivery,quality利潤,交付,質(zhì)量4.LeanManufacturing精益生產(chǎn)-Workcells工作單元-J.I.T.components

J.I.T元件-Multifunctionalskilllevel多技能水平-Zerodefects零缺陷-Quality,delivery,profit質(zhì)量,交付,利潤5.FutureManufacturing未來制造BriefHistoryofManufacturing生產(chǎn)方式發(fā)展史LEARLeanManufacturingSystemTransforming精益制造系統(tǒng)轉(zhuǎn)變工廠精益制造的關(guān)鍵性概念零浪費消除任何體系中存在的不必要的浪費。簡言之，其目的在于力求完善。穩(wěn)定的生產(chǎn)環(huán)境只有在穩(wěn)定的生產(chǎn)環(huán)境中才能生產(chǎn)出優(yōu)質(zhì)的產(chǎn)品。存在的問題即是種種不穩(wěn)定性。對于這些不穩(wěn)定性必須迫其迅速出現(xiàn)，并永久地解決。穩(wěn)定的生產(chǎn)環(huán)境的目標為：標準化、連貫性、預見性及重復性。客戶的拉動/即時體系產(chǎn)品生產(chǎn)必須符合客戶的需求。僅生產(chǎn)客戶想要的產(chǎn)品，并按時發(fā)運優(yōu)質(zhì)貨物。這種方法可以充分發(fā)揮公司內(nèi)各種資源的優(yōu)勢，為公司帶來更可觀的經(jīng)濟效益，并確保工作的安全。ThedifferentroleswithintheContinuous

ImprovementGroup持續(xù)改善團隊不同的角色ExecutiveManagement執(zhí)行管理層DeploymentChampion實施倡導者MasterBlackBelt黑帶大師BlackBelt黑帶LeanFacilitatorLEAN推廣人MajorResponsibilities主要責任WorkwithPlantManagementteamtoidentifyLeanprojectopportunities和公司管理層一道識別LEAN項目機會Co-ordinatethecreation,monitorandreportprogressofleanroadmapsandactivity協(xié)調(diào)生產(chǎn)、監(jiān)控及報告LEAN路線圖及LEAN活動的進展情況FacilitateLeanworkshopsinlinewithCorporategoals/BusinessMetrics和公司目標/業(yè)務目標/業(yè)績保持一致地推動LEAN車間Makesignificantcontributionstotheplantfinancialsavingsbycompletingworkshopsandclosingoutfollowupactions通過車間實施和關(guān)閉跟進行動來為公司財務節(jié)省作出較大貢獻LeanFacilitator

Jobspecification

LEAN推廣人的工作說明MajorResponsibilities主要責任WorkwithPlantManagementteamtoidentifyLeanprojectopportunities和公司管理層一道識別LEAN項目機會Co-ordinatethecreation,monitorandreportprogressofleanroadmapsandactivity協(xié)調(diào)生產(chǎn)、監(jiān)控及報告LEAN路線圖及LEAN活動的進展情況FacilitateLeanworkshopsinlinewithCorporategoals/BusinessMetrics和公司目標/業(yè)務目標/業(yè)績保持一致地推動LEAN車間Makesignificantcontributionstotheplantfinancialsavingsbycompletingworkshopsandclosingoutfollowupactions通過車間實施和關(guān)閉跟進行動來為公司財務節(jié)省作出較大貢獻LeanFacilitator

Jobspecification

LEAN推廣人的工作說明Weknowleanworks,sowhyarewenot

having

moresuccess?

我們知道LEAN怎樣工作，為什么我們沒有取得更大的成功？Exercise-1SuccessFactorsforLeadingChange領導改變的成功因素Vision愿望Skills技巧Incentives激勵Resources資源ActionPlan行動計劃Change改變SkillsIncentivesResourcesActionPlanConfusion糊涂VisionIncentivesResourcesActionPlanAnxiety焦慮VisionSkillsResourcesActionPlanNoChange無變化VisionSkillsIncentivesActionPlanFrustration受挫VisionSkillsIncentivesResourcesFalseStarts錯誤的開始始SuccessFactorsforLeadingChange領導變化的的成功因素素Past過去Internal/self內(nèi)部/自己External/

environment外部環(huán)境Future將來Explore開拓Resist抵抗Commit承諾Deny否定Re:Scott&Jaffe,1989“Anotherflavourofthemonth””嚼上另一種種味道“ReadytoDoIt”準備做“Everyoneelsehasaproblembutme!”除了我每每個人都有問問題“Starttoseeit”開始看一看看PersonalChangeJourney個人的變化化歷程EXPECTRESISTANCE:希望的抵抗抗“Thedevilyouknowisbetterthantheoneyoudon’t!”你知道的壞壞事情比你你不知道的的壞事情要要好Openresistanceisalwayseasiertodealwiththanpassiveresistance.公開的抗拒拒比不公開開抗拒容易易處理Inordertomanageresistanceandreduceit,youhavetoknowwhatitisbeforeyoucanchangeit.為了管理和和降低抵抗抗,在你改變它它之前你必必須知道它它是什么？？EXPECTRESISTANCE所希望的抵抵抗PeoplearetheRealAssets人是真正的的財富PEOPLE人Needtoknow&understandbusinessobjectives&goals需要知道和和理解業(yè)務務目標及目目的Needtoknowhowthiswillrelatetotheirroleintheorganization需要知道他他們在組織織中的角色色相關(guān)程度度“Whatwillhappentothem?”對他們將會會發(fā)生什么么？NeedtoknowwhatchangestheywillberequiredtoMake需要知道他他們需要作什么變化化Needtoknowwhatnewskillstheywillrequiretodothejob做工作時需需要知道他他們需要什什么技能ByRESPECTINGpeoplewecancreatetheCLIMATEFORCHANGE通過尊重人人才我們就就能夠產(chǎn)生生一個變化化的環(huán)境氣氣候LeanJourneyLeanvilleorbust!NOUTURNStrategicDirection戰(zhàn)略方向TrainingProcess培訓過程Deployment推廣LeanOverview總結(jié)精益之路Whyarewehere?為何我們在在這里ToLearn去學習15LeanToolContents

15精益工具內(nèi)內(nèi)容TheLeanAssessmentToolcontainsfifteenattributeworksheetsdescribingtheLeanbestpracticesthatconstitutethefollowingAttributesofLeanmanufacturing:評審工具包包含15個個要素工作作表，描述述組成下列列精益生產(chǎn)產(chǎn)要素的示示例：1.STANDARDWORK標準化作業(yè)業(yè)8.LEANCONTAINERSANDPACKAGING精益容器及及包裝2.WORKPLACEORGANISATION(5S’s)車間組織（（5S）9.ANDON3.AUDIO&VISUALCONTROLS聲音及目視視控制10.INPROCESSQUALITYAUDIT制程質(zhì)量審審核4.OPERATIONCERTIFICATION操作保嫜11.CONTINUOUSIMPROVEMENTPROCESS(Kaizen)持續(xù)續(xù)改改善善過過程程5.INTERNALPULL&MATERIALCONVEYANCE12.PROBLEMSOLVING(PDCA)用PDCA解決決問問題題內(nèi)內(nèi)部部拉拉動動及及物物料料運運輸輸6.EXTERNALLPULL&TRANSPORTATIONSYSTEM13.TOTALPRODUCTIVEMAINTENANCE(TPM)外部部拉拉動動及及運運輸輸系系統(tǒng)統(tǒng)全全員員性性生生產(chǎn)產(chǎn)維維護護7.CENTRALMATERIALSTORAGE14.ERRORPROOFING防錯錯中央央物物料料儲儲存存15.QUICKCHANGEOVER(SMED)快速速換換模模HigherValueStandards更高高的的價價值值標標準準Inreality...現(xiàn)實實中中......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+利潤潤=賣價價(SellingPrice)-(Cost)=(Profit)賣價-成本=利潤增值”的的含義增值”的的含義1在改充產(chǎn)產(chǎn)品的根根本性質(zhì)質(zhì)時，即即為對產(chǎn)產(chǎn)品增加加了價值值。例如如：截取取一段鋼鋼質(zhì)卷材材，經(jīng)過過沖壓后后制成支支架；或或如：將將一把椅椅子的兩兩只座墊墊組裝到到一起。。2其他的東東西即為為非增值值的產(chǎn)品品或浪費費。兩種類型型的浪費費：第一種——或稱“必必要”浪浪費——為使產(chǎn)品品接近客客戶的要要求而必必須進行行的非增增值行為為。例：發(fā)運并不不增加價價值，卻卻又是必必需的。。第二種——或稱“不不必要””浪費——是指那種種我們現(xiàn)現(xiàn)在就可可以合并并、減少少或消除除的非增增值行為為。零浪費意意思是：將第一類類浪費轉(zhuǎn)轉(zhuǎn)化為第第2類。合并、減減少或者者消除第2類浪費。。WasteWalk“The7Wastes””浪費行走走”7種浪費7種浪費等待過量生產(chǎn)產(chǎn)返工移動過量加工工庫存運輸TypeofWaste浪費類型型Description描述1.WasteofOverProduction:Producingovercustomerrequirements,producingunnecessarymaterials/products,orproducingtosoon.過量生產(chǎn)產(chǎn)的浪費費生生產(chǎn)多多于客戶戶需求，，生產(chǎn)不不必要的的材料/產(chǎn)品或生生產(chǎn)多一一點2.WasteinWaiting(Time):Timedelays,idletime(nonvalueaddedtime)等待浪費費時時間延遲遲，呆時時間(不增值)3.WasteinTransportation:Multiplehandling,delayinmaterialhandling,unnecessaryhandlingortransportation(nonvalueaddedconveyance).運輸浪費費多多次搬搬運，材材料處理理延遲，，不必要要搬運或或運輸（（非增值值運輸））4.WasteinProcessing:Unnecessaryprocessing,stepsorworkelements/procedures(nonvalueaddedwork).加工的的浪費費不不必必要的的加工工，步步驟或或工作作單元元，程程序（（不增增值））5.WasteofInventory:Producingunnecessaryinventory,holdingorpurchasingunnecessaryinventory,RS,WIP,FG.庫存的的浪費費產(chǎn)產(chǎn)生不不必要要的庫庫存，，保留留或采采購不不必要要的庫庫存，，原材材料、、WIP、成品品6.WasteofMotion:Wasteofmotions,excessivehandling,unnecessarystepsofmotion(nonvalueaddedmotions).移動浪浪費移移動動浪費費，過過度搬搬運，，不必必要的的移動動步驟驟（非非增值值）7.WasteofProducingFailures:Correctionoferrorsorrework,scrap(qualityproblems)產(chǎn)生失失敗的的浪費費錯錯誤校校正、、返工工、報報廢（（質(zhì)量量問題題）WasteWalk““The7Wastes””Definitions浪費行行走”7種浪費費”定義三種不不同的的公司司3第三等等級的的公司司每個人人都隨隨處亂亂扔垃垃圾而而沒有有人揀揀起來來第二等等級的的公司司有專人人將別別人亂亂扔的的垃圾圾揀起起來第一等等級的的公司司每個人人都自自覺維維護環(huán)環(huán)境的的清潔潔，沒沒人亂亂扔垃圾。。存在的的問題題●工廠廠變得得愈加加擁擠擠；●在員員工中中間一一些不不必要要的儲儲藏箱箱子、、料架架、貨貨架等等堆積積成山山，阻阻礙了了交流流；●時間間在尋尋找零零件和和工具具中浪浪費掉掉；●過多多的現(xiàn)現(xiàn)場物物品隱隱藏了了其他他生產(chǎn)產(chǎn)問題題；●不需需要的的零件件和設設備使使得工工藝流流程更更困難難；KeyCharacteristicsina5SEnvironment5S環(huán)境的的關(guān)鍵鍵特征征Aneasilyunderstandablelayout簡單易易懂的的布局局圖Anopenview視野開開放Acleanatmosphere清潔的的環(huán)境境Activemanagement靈活的的管理理DAILYACTIVITY日常性性活動動5S:WorkplaceOrganisation工場組織TheFoundationoftheVisualWorkplace建立車車間目目視管管理基基礎1S-SORT-----------------------------Eliminatewhatisnotneeded整理(分類)除去不不需要要的東東西2S-STRAIGHTEN--Aplaceforeverythingandeverythinginitsplace整頓(系統(tǒng)安安排)物有其其位物物歸其其位3S-SHINE-------------Cleaningandlookingforwaystokeepitclean清潔清清潔潔并設設法保保持清清潔4S––STANDARDISE------------Maintainandmonitorthefirst3S’’s標準化化保保持并并監(jiān)控控前三三個S5S-SUSTAIN------------------------------------Sticktotherules5S-素養(yǎng)形形式式規(guī)則則85sIMPLEMENTATION5S實施ContinuouslyimproveourcompetitivepositionbydeployingkeyLeanpracticesthatwill:通過應用主主要的精益益實例來持續(xù)改改善我們的的競爭地位位：Organizetheworkplace工廠組織(5s)Enablestatusataglance(VisualManagement)建立一目了了然的狀況況（目視管管理）Eliminatewaste,redundanciesandnon-valueaddedpractices消除浪費、、多余的及及不增值作作法IncreaseValueAddedWorkactivities增加增值工工作活動Improvefloorspaceutilization提高面積利利用Improvedirectandindirectlaborefficiency提高直接和和間接勞動動力效率Reduceoperatingcosts降低營運成成本Freefloorspacefornewbusiness為新業(yè)務釋放放面積EstablishJust-In-Time/PullSystems建立JIT拉動系統(tǒng)Reduceinventory,WIPandFGI減少庫存WIP及成品庫存Improvefactoryflow(material,peopleandinformation)改善工廠流程程（材料、人人員及信息））Improveresponsiveness(MTTRandMTBF)提高響應（平平均故障時間間及故障間隔隔時間）Enablebuild-in-station崗位做好品質(zhì)質(zhì)（一次做好好品質(zhì)）Solveandpreventproblems解決和預防問問題Levelandreducevariation均衡及降低變變異Engageandempowertheworkforce勞動力參予及及授權(quán)LeanDeploymentGoals精益應用目的的LeanLeanManufacturingSystemUtilizehands-onplantfloorresultsbasedcoretrainingworkshopstoaccelerateimplementationandunderstanding:基于主要的培培訓車間利用用實習工廠(現(xiàn)狀)來加速實施和和理解：ValueStreamMapping價值流LeanManufacturingOverview精益制造全貌貌StandardizedWork/MethodsImprovement標準化工作及及方法改善Five‘‘S’:WorkplaceOrganization5S:工廠組織Audio&VisualManagement聲頻及目視管管理PracticalProblemSolving/PDCA實際問題解決決/PDCAJIT/PullSystems準時化生產(chǎn)/拉動系統(tǒng)TotalPreventive&PredictiveMaintenance(TPM)全面預防性和和預測性維護護Andon&ErrorProofingAndon及防錯Identification&EliminationofWaste識別及消除浪浪費MasterPlanning總體規(guī)劃LeanTrainingRoll-OutProcess:精益培訓的滾滾動過程Train:Executives,OperationsDirectors,PlantStaffs,SixSigmaBlackBelts,IndustrialEngineers,ManufacturingEngineersShopFloorLeaders,UnionLeaders,HourlyWorkforce培訓：執(zhí)行總總裁、營運總總監(jiān)、工廠管管理人員、6西格瑪黑帶、、工業(yè)工程師師、制造工程程師、車間主主管、工會領領導、計時工工Facilitatorscascadetrainingtoplantworkforce推廣者將培訓訓滾動到員工工LeanEducationApproach精益教育方法法Direct指導ExecutiveSteeringCommittee行動指導委員會

ProvideStrategicDirection提供戰(zhàn)略方向

ProvideResource提供資源

MakeDecisions做決定

MeetRegularly經(jīng)常碰頭(開會)GuideDeployment指導應用Plan計劃HeadquartersLeanSupportTeam總部精益支持團隊

ProvideTacticalDirection提供戰(zhàn)術(shù)方向

CoordinatePlanning協(xié)調(diào)計劃

DevelopTrainingMaterial開發(fā)培訓材料

CoordinateTraining協(xié)調(diào)培訓

DevelopOperatingStandards開發(fā)運作標準

ProvideLeanExpertise提供精益專家

SupportImplementation支持實施

AssessProgress評估進展Implement實施PlantLeanFacilitators工廠精益推廣者

Develop&IntegratePlans開發(fā)并有機結(jié)合計劃

ExecutePlans執(zhí)行計劃

ConductTraining開展培訓

AssistImplementation幫助實施

LeanResidentResource精益必有資源

ConductAssessmentProcess進行過程評估Establishastructuretodriveimplementationinacommonapproach.用同種方法建建立結(jié)構(gòu)（組組織）來驅(qū)動動完成LeanDeployment精益部署OwnerSubjectPurposeStandardRequirementsLinksOwnerSubjectPurposeStandardRequirementsLinksOwner所有者Subject主題Purpose目的Standard標準Requirements要求Links連接LearLeanPeopleEmpowerment人力授權(quán)LeanVision精益遠景觀念念WellPreparedPeople準備好人SelfDirectedWorkGroups自我指導工作作組Education&TrainingProcess教育培訓過程程CommunicationProcess溝通過程Standardization標準化StandardizedWork標準化工作-Scrolling(MovingLine)滾動（移動線線）-WorkFlowDiagramming工作流程圖LevelMix&BuildRestrictions均衡產(chǎn)品系列列和制造限制制LineBalanceProcess線平衡過程WorkplaceOrganization(Five‘S’)工廠5S組織Audio&VisualControls聲頻及目視管管理OperationCertification操作證書QualitySystem質(zhì)量系統(tǒng)Andon(Build-In-Station)Andon（崗位做好））ErrorProofing防錯ProductQualityStandards產(chǎn)品質(zhì)量標準準In-ProcessControl&Verification制程控制和驗驗證QualitySystemManagement質(zhì)量系統(tǒng)管理理ContinuousImprovement持續(xù)改進ContinuousImprovementProcess持續(xù)改進過程程ProblemSolving/PDCA問題解決/PDCAJust-In-TimeSystem準時化系統(tǒng)LevelSchedules&Volume平衡計劃及數(shù)數(shù)量ScheduledShipping/Receiving有計劃運輸及及接收FixedPeriodOrderingSystem定期時訂購系系統(tǒng)LeanContainers&Packaging精益容器及包包裝Kitting&Sequencing成套及成系列列TemporaryMaterialStorage暫時材料存儲儲InternalPull&MaterialConveyance內(nèi)部拉動及材材料運輸ExternalPull&TransportationSystem外部拉動及材材料運輸SupplyChainManagement供應鏈管理LeanDesigns精益設計LeanTools,Equipment&Fixtures精益工具，設設備及夾具LeanFacility&Layouts精益工廠&平面布置DesignForLean(DFL)為精益而設計計TotalPreventiveMaintenance全員預防維護護LeanLeadership精益領導LeanMasterPlanning精益總體規(guī)劃劃LeanPlanningTeam精益計劃團隊隊LeanSteeringCommittee精益方向指導導委員會ShopFloorManagement車間管理ManagementByTakt節(jié)拍管理OperatingStandards操作標準LearLMSStrategies李爾精益制造造系統(tǒng)戰(zhàn)略GlobalMarket全球ChangingConditions不斷變化的情情況FierceCompetition激烈的競爭?CustomersExpect:顧客期望ShortLeadTimes短的時間周期期100%Quality質(zhì)量100％好Just-In-TimeDelivery及時化運輸AnnualCostReductions每年的成本降降低StrategicCollaboration&Partnership戰(zhàn)略合作及伙伙伴Innovativesolutions創(chuàng)造性的方法法FlawlessPerformance無缺點績效SuperiorServiceandSupport更優(yōu)服務及支支持?ImprovedEmployeeSkillsRequired提高雇員技能能的需要Multi-Skilled多功能Flexible靈活WhyLean?為什么用精益益？GrowTheBusiness增長生意AchieveOurVision完成我們的遠景Why?Why?為什么？SatisfyCustomers,Employees&Stockholders使客戶、雇員及股東滿意Why?Why?為什么？SafetyQualityResponsivenessCostsWhyLean?AchieveBusinessObjectives完成業(yè)務目標Why?Why?為什么？EliminateWaste消除浪費Why?Why?為什么？LeanStrategies李爾戰(zhàn)略Why?Why?為什么？WhyLean?為什么要做精精益？Howdowe…我們怎樣做takeittothenextlevel把它現(xiàn)狀帶到到下一階段growthebusiness增加生意reducecosts降低成本achievebusinessobjectives完成業(yè)務目標標satisfythecustomer滿足客戶makemoney賺錢engagetheworkforce員工積極參與與Howdowe我們怎樣做…Paintedinacorner!從一角涂起LeanManufacturingSystem精益制造系統(tǒng)統(tǒng)ValueStreamMapping價值流ProblemSolving問題解決SelfDirectedWorkGroups自我管理工作作團隊VisualManagement目視管理WorkplaceOrganization工廠組織AndonSystemAndon系統(tǒng)ErrorProofing防錯StandardizedWork標準化工作JITPullSystemJIT拉動系統(tǒng)Kitting&Sequencing成套及成系列列SmallLotProduction小批批量量生生產(chǎn)產(chǎn)QuickSet-Up快速速設設置置LeadTime周期期時時間間HighCosts高成成本本QualityIssues質(zhì)量量問問題題LeanCompetition精益益競競爭爭ExcessInventory過量量庫庫存存Inefficiencies低效效率率CashFlow現(xiàn)金金流流Overtime加班班Uptime運行行時時間間FloorSpace車間間面面積積ThisWayOut這是出口Dowhatwe’’vealwaysdone(itgotuswhereweare).做我我們們通通常?？偪傇谠谧鲎龅牡模ǎㄋ故刮椅覀儌兊降竭_達我我們們所所在在的的位位置置））Donothingnew,justworkharder.不做新東西，，只是工作努努力一些Dowhat’sbestfortheemployees.做對雇員最好好的事Dowhat’srightforthelongevityofthebusiness.做對生意的長長期性正確的的事Dowhatourcustomer’’swant.做我們客戶想想做的事BreakingTheBusinessAsUsual““DoLoop”打破經(jīng)常做循循環(huán)的常規(guī)Dowhatthestockholdersneed.做股東需要的的事LeanDowhatsomebodyelsedoes.做其他人也做做的事LeanManufacturingSystemBreakingTheBusiness打破常規(guī)FlowInformation信息流FlowMaterial材料流FullEmptyWalkInstallWalkWalkWalkInstall安裝InstallInstallFlowOperations操作FlowProcess過程流FIFOFIFOCashFlowIt’sallaboutflow!它都是關(guān)于流流程的現(xiàn)金LeanLink精益連接SixSigmaProjects6西格瑪項目Processes精益過程ReduceCost降低成本ImproveQuality改善質(zhì)量OnTimeDelivery及時運輸EliminateWaste消除浪費InvolvePeople人員參予SolveProblems解決問題PreventProblems預防問題ApplyLeanTechniques應用精益技術(shù)術(shù)ContinuousImprovement持續(xù)改進PullSystem拉式系統(tǒng)AndonErrorProofing防錯TPM全面預防維護護FTQSystem一次成材SelfDirectedWorkGroups自我指導工作作組StandardizedWork標準化工作WorkBalancing工作平衡LevelScheduling計劃均衡PracticalProblemSolving實際問題解決決Five‘‘S”/WPO(WorkPlaceOrg.)5S（工廠組織））Audio&VisualControls聲頻及目視管管理LeanPlantLayouts精益工廠平面面布置LeanEquipmentDesign精益設備設計計LeanPartDesign精益零件設計計ProblemSolvingProjects解決問題的項項目StatisticalProcessControl統(tǒng)計過程控制制RootCauseAnalysis根原因分析VariationReduction減少變異DesignOfExperiments試驗設計RegressionAnalysis回歸分析FMEA故障模式分析析GageR&RMeasurement重復性和再現(xiàn)現(xiàn)性測量CommonGoals共同目的LEANLeanLink精益連接StructuralBackbonePlantDesignProcessLayoutToolDesignEquipmentDesignConnectiveTissuePeopleSystemMaterialSystemQualitySystemMaintenanceSystemInformationSystemManagementSystemPolicyDeploymentWorkMethodsLEANTHINKINGDNACustomer客戶Transportation運輸Receiving接收Transportation運輸Storage儲存Inspection檢查Assembly總裝Shipping運送Suppliers供應商PhysicalCharacteristics實際特征“Howthingsaredesignedandbuilt”實際事情怎樣樣設計及制造造Strategic&TacticalCharacteristics戰(zhàn)略及戰(zhàn)術(shù)特特征“Howworkisdone”怎樣做工作TheLEARLeanManufacturingSystems李爾精益制造造系統(tǒng)

PeopleInvolvement&Ownership員工參與SupportTheOperator支持員工ContinuousImprovementMentality支持改善思想RelentlessFocusOnWaste無情地關(guān)注浪費FocusOnFlow關(guān)注流程Flexibility:People&Processes靈活性:人員和制程QualityBuild-In-Station:control崗位做好品質(zhì):質(zhì)量控制StatusAtAGlance一目了然的狀況RapidResponse快速反應FTQGates:Control&Communicate一次材:控制&溝通ProduceOnDemand需要時生產(chǎn)SmallLotProduction小批量生產(chǎn)QuickChangeCapability快速改變能力MachineAvailability機器利用率FrequentDeliveries頻繁傳送ReplenishOnDemand需要時補充APlaceForEverything…每件東西有一個地方EverythingInIt’sPlace每件東西放在自己的位置上ErrorPrevention/Avoidance防/避免錯ProblemResolution&Prevention解決問題/防止問題SupplierInvolvement&Relationship供應商參與及關(guān)系VariationReduction:Schedule,Volume,Mix減少變化:計劃、容量,品種Standardization:Jobs,Processes,Facilities標準化:工作,制程及設施LeadTimeReduction減少交貨時間CommonSystem:Nationally&Worldwide共同系統(tǒng)：國內(nèi)/際通用KeyFeatures主要特征

TeamConcept/Projects/Meetings團隊概念及會議PilotTeams領導團隊KaizenEvents持續(xù)改善DesignForLean(EaseofBuild)設計考慮精益(易于生產(chǎn))LeanInfrastructure(LeanLayouts)精益基礎(精益平面布置)LeanFacilities(FactoryDesign&Shape)精益設施(工廠設計及成形)OneTouchEquipmentDesign一次觸動的設備設計Automation:IntelligentMachines自動化:智能機器SynchronousOperatorAssistDevices同步員工幫助設施AndonSystem系統(tǒng)Decoupling&Buffering緩沖區(qū)StandardizedWork標準化工作Five‘S’Process5SSingleMinuteExchangeofDies(SMED)快速換模Kanban(AllTypes)看板WindowDelivery&Shipping窗口傳送及發(fā)貨TotalPreventiveMaintenance預防性維護PracticalProblemSolving實際問題解決ValueStreamMapping價值流程圖LeanManufacturingTrainingProcess精益制造培訓過程SupplierDevelopment(Worldwide)供應商開發(fā)FastVDPStrategy快速數(shù)據(jù)處理戰(zhàn)略KeyEnablers能動因素SixSigma,Lean,orKaizenProject?項目LeanSixSigmaTilt-O-MeterTILTTILT傾斜的拍子Thisisafamiliarquestionthatisoftenaddressedbyorganizations.Infact,it’sthewrongquestion.Theseconceptsarenothingmorethantoolsinyourmanagementtoolbox.Youdon’’tfixawatchwithahammer,andyougetthesameresultswhenyoudeploySixSigma,Lean,andKaizenincorrectly.這是組織經(jīng)常常提出的類似似提問，事實實上這是一個個錯誤的提問問，(6西格瑪、精益益和快速閃電電戰(zhàn))這些概念都只只是你的管理理工具箱中的的工具而已。。你沒有用錘錘子修表，在在你沒有正確確地采用6西格瑪、精益益和持續(xù)改善善閃電戰(zhàn)時，，你就會得出出同樣的(以下)結(jié)論。PeoplespendmonthsdrillingtheSixSigmaprocessandstatisticaltoolsintotheirheadsuntiltheylookateverysituationasaSixSigmaproblem.人們花了幾個個月時間動腦腦筋鉆研6西格瑪過程及及統(tǒng)計工具,最后他們把每每一件事情都都看成6西格瑪問題Ontheotherextreme,somehighanxietymanagerstendtolookatverycomplexprocessvariationorlargescalestrategicproblemasAKaizenBlitzthatcanbefixedbytomorrow.另一個極端則則是一些非常常焦急的經(jīng)理理往往把非常常復雜的過程程變異或大規(guī)規(guī)模的戰(zhàn)略問問題看成是明明天就可以一一揮而蹴的一一次持續(xù)改善善閃電戰(zhàn)SixSigma,Lean,orKaizenProject?項目？Information信息Understanding理解Commitment承諾Action行動DevelopAVision創(chuàng)造遠景EstablishStructureForChange建立改變組織結(jié)構(gòu)ProvideLeanExpertise提供LEAN專門技術(shù)知識DefineStandards定義標準DevelopChampions開發(fā)冠軍TrainEntireOrganization培訓組織DevelopActionPlans開發(fā)行動計劃DevelopAShowcase開發(fā)范例包SeizeOpportunities抓住機會LeanLessons精益經(jīng)驗Beware!注意Peoplearecomfortablewithextrainventory,WIP,manpowerandexcesscapacitybecauseitcovers-upsins.人們對特別庫庫存、WIP、人力及過量能能力感到舒適因為它掩蓋了了過失Peoplewilladamantlydefendexcessesandwhattheycreated。人們總總是保保護超超量和和他們們所生生產(chǎn)的的東西西Resistancetochangeisinevitable.抵抗變變化是是必然然的Leantakespeopleoutoftheircomfortzonebecauseitexposesthings.LEAN把人從從其舒舒適區(qū)區(qū)帶出出來，，因為為它暴暴露事事情/問題題Beprepared(plan)forredeploymentofdisplacedpeople.準備替替代員員工的的再顧顧用計計劃Peopleissueswillarise.會引起起人力力問題題Somefolksviewtheword““Lean””as““Mean””.一些人人看““LEAN””不舒服服Ifwewerecapableandwillingtomakeproductivitygains…wewouldhavedoneitalready(I.E.talentdepth?Training?Politics?)正如我我們有有能力力并愿愿意通通過提提高生生產(chǎn)效效率的的話、、我們們就已已經(jīng)去去做到到了（I。E資深、培訓訓、問題））LinkingheadcountreductiondirectlywithLeanSystemsimplementationcouldspellproblems.把降低人頭頭直接和精精益系統(tǒng)聯(lián)聯(lián)系可能會會引發(fā)問題題LeanLESSONSLEARNEDBeware注意!DirectLaborProductivity直接人工生生產(chǎn)力HighLowDirectLaborManpower直接人工IndirectLaborManpower間接人工Sequencing排序Kitting成套Repacking在包裝FrequentDeliveries頻繁運輸KaizenActivities持續(xù)改善BeforeandafterInternalLeanImplementation內(nèi)部精益實實施前后AfterInternalLeanImplementationBeforeInternalLeanImplementation內(nèi)部精益實實施前BeforeandafterExternalLeanImplementation外部LEAN實現(xiàn)前后DirectLaborProductivity直接人工生生產(chǎn)力HighLowDirectLaborManpower直接人力IndirectLaborManpower間接人工IndirectLaborProductivity間接人工生生產(chǎn)力StandardizeWorkloads標準化工作負荷StandardDeliveryRoutes標準化運輸路線OrganizedStorage存儲有組織OutsourceStorage外部存儲SuppliersSequence供應商排序SuppliersKit供應商配套DownsizedPackaging減少包裝AfterExternalLeanImplementationBeforeExternalLeanImplementation外部精益實實施前OperatorInsideOutNot…OutsideIn!內(nèi)到外..不是外到內(nèi)內(nèi)

SupportForTheOperator支持員工Involvement參與Responsiveness快速反應ProvideWhat’sNeededWhen需要時提供Needed(NotBefore)（而不是之前）PartPresentation傳送零件

OperatorOptimization優(yōu)化人員BalancedOperations平衡操作LevelMix平衡產(chǎn)品系列65%>ValueAddedContent增值65%

OperationEffectiveness有效操作JobDesign工作設計CompressWorkArea縮小工作區(qū)OperatorAssistDevices員工幫助設備

MinimizeWaste減少浪費Motion移動Processing加工Waiting等待StartHere開始點MaterialHandling材料處理Maintenance維護Inspection檢斂SupportPersonnel支持人員ThenHereSuppliers供應商LogisticsProviders物流供應者TransportationCompanies運輸公司ThenHereEventProjectBlitzBlitzConnectingTheDotsProject

PullSystems拉動系統(tǒng)WindowReceiving收料（定位）WindowShipping發(fā)貨（定位）PointOfUseDelivery靠近使用點MilkRuns平凡使用緩沖區(qū)Kitting&Sequencing成套及排序DollyExchange推車轉(zhuǎn)換ElectronicKanban電子看板KanbanCards看板卡片StandardDeliveryRoutes標準運輸線路BufferingStrategy緩沖區(qū)戰(zhàn)略SmallLotProduction小批量生產(chǎn)SmallLotContainers小批量集裝箱StandardizedWork標準化工作LeveledMix均衡產(chǎn)品系列Five‘S’5SAudio&VisualControls目視化管理AndonSystemAndon系統(tǒng)ErrorProofing防錯FixedPositionStops固定位置的停頓Decoupling坼分（工序）SelfDirectWorkGroups自我結(jié)果工作組TPMQuickChangeover快速換模PocketsofSuccessMarginalProgressShortTermApproachTotallyIntegratedSystemApproach全集成系統(tǒng)的方法

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