精益制造名詞解釋(中文)

精益制造名詞解釋5Why's/5個(gè)Why一種簡(jiǎn)單有效的用于分析和解決問(wèn)題的方法，通過(guò)持續(xù)問(wèn)五次“為什么”，或者更多次只到找到根本原因。5S來(lái)源于日本，現(xiàn)場(chǎng)管理來(lái)消除浪費(fèi)。5S（日本）：整理、整頓、清掃、清潔、素養(yǎng)5S（DPS）：整理、整頓、整潔、維持、素養(yǎng)7Wastes/8Wastes7大浪費(fèi)/8大浪費(fèi)豐田七大浪費(fèi)指：品質(zhì)不良、過(guò)量生產(chǎn)、過(guò)多流程、庫(kù)存、不必要?jiǎng)幼?、運(yùn)輸及等待八大浪費(fèi)（DPS）增加了忽視創(chuàng)意A3Report/A3報(bào)告豐田用A3尺寸的文件格式來(lái)解決問(wèn)題、原因分析及糾正預(yù)防措施制定的一個(gè)工具。AbnormalityManagement/異常管理能夠清楚并快速采取行動(dòng)來(lái)矯正異常（來(lái)自標(biāo)準(zhǔn)作業(yè)），這是標(biāo)準(zhǔn)化與目視管理的目標(biāo)。ActivityBasedCostingABC/基于活動(dòng)成本一種會(huì)計(jì)管理系統(tǒng)，它根據(jù)執(zhí)行流程所需要的資源將成本分配給每個(gè)產(chǎn)品。AgileManufacturing/敏捷制造術(shù)敏捷制造者必須識(shí)別變革的易變性，并且采取機(jī)制來(lái)處理它。Andon/按燈目視管理工具，來(lái)源于日語(yǔ)“燈泡”。通常，按燈放置在機(jī)器或生產(chǎn)線旁來(lái)指示生產(chǎn)狀態(tài)。AutomaticTime/機(jī)器時(shí)間指人機(jī)在完全分離情況下機(jī)器自動(dòng)運(yùn)行的時(shí)間，在標(biāo)準(zhǔn)作業(yè)中用MCT顯示。Autonomation/自働化當(dāng)發(fā)現(xiàn)一個(gè)不良產(chǎn)品時(shí)自働停止生產(chǎn)線。BackFlushing/反沖指只有當(dāng)產(chǎn)品出貨時(shí)才根據(jù)BOM來(lái)倒沖人力與物料的消耗，而不是通過(guò)物料領(lǐng)用或卡片就直接消耗。反沖系統(tǒng)的目的是減少非增值的事務(wù)性流程。BalanceonHand(BOH)/均衡庫(kù)存零件的庫(kù)存水平BalancedPlant/均衡化工廠一個(gè)所有資源與市場(chǎng)需要完全平衡的工廠。Balancedproduction/均衡化生產(chǎn)所有動(dòng)作或生產(chǎn)線以同樣節(jié)拍來(lái)生產(chǎn)。在均衡化系統(tǒng)中，CT應(yīng)小于TT。BatchManufacturing/批量制造以一個(gè)批量的方式在工序與工序之間來(lái)生產(chǎn)半制品Batch-and-Queue/批量序列以批量方式生產(chǎn)然后轉(zhuǎn)移到下一工序Benchmarking/標(biāo)桿比較與其他類似與相關(guān)企業(yè)來(lái)比較關(guān)鍵績(jī)效指標(biāo)。BillofActivities/活動(dòng)清單生產(chǎn)一個(gè)產(chǎn)品或提供一項(xiàng)服務(wù)所有的活動(dòng)清單。.BillofMaterials(BoM)/物料清單生產(chǎn)一個(gè)產(chǎn)品或提供一項(xiàng)服務(wù)所有的物料清單BlackBelt/黑帶在組織內(nèi)部實(shí)施過(guò)程改善的六西格瑪團(tuán)隊(duì)領(lǐng)導(dǎo)SBlitz/閃電一種快速和聚集的流程用于改進(jìn)業(yè)務(wù)單元，一條生產(chǎn)線、一臺(tái)機(jī)器或者一個(gè)流程。利用跨功能團(tuán)隊(duì)和快速解決問(wèn)題方法，集中制定解決方案來(lái)達(dá)成較好的目標(biāo)！Bottleneck/瓶頸生產(chǎn)能力小于或等于需求的任何資源BreakthroughObjectives/突破目標(biāo)組織的“伸展性目標(biāo)”，代表卓越的改變。CapacityConstraintResources(CCR)/產(chǎn)能限制資源一系列非瓶頸流程作為限制條件影響產(chǎn)能Catch-Ball/接球一系列經(jīng)理與其員工在數(shù)據(jù)、主意、分析等方面的討論就像傳接球一樣。這種開放的、有效率的對(duì)話充斥在整個(gè)公司。CauseandEffectDiagram/因果圖一種用于識(shí)別原因與結(jié)果間關(guān)系的問(wèn)題解決工具。（也稱為魚骨圖、魚刺圖等）Cellularmanufacturing/單元化生產(chǎn)不同類型的機(jī)器布置以嚴(yán)格的步驟來(lái)處理多個(gè)流程，一般是U形線，單件流和柔性的人員配置。Chaku-Chaku/上料-上料一種運(yùn)行單件流的方法，操作工的操作僅為“下料、上料、啟動(dòng)”然后到第二臺(tái)設(shè)備進(jìn)行同樣過(guò)程。ChangeAgent變革促進(jìn)者Thecatalyticforcemovingfirmsandvaluestreamsoutoftheworldofinward-lookingbatch-and-queue.推動(dòng)企業(yè)和其價(jià)值流脫離傳統(tǒng)批量生產(chǎn)方式的催化力量。ChangeManagement/變革管理在組織中進(jìn)行計(jì)劃、準(zhǔn)備、教育、資源分配與執(zhí)行的流程，用于管理變革Changeover/換模時(shí)間從第一個(gè)產(chǎn)品的最后一個(gè)合格品到第二個(gè)產(chǎn)品的第一個(gè)合格品出來(lái)所包含的所有時(shí)間稱為換模時(shí)間。Cloud/云狀思考Thisisthethinkingprocessusedtopreciselydefineaproblem,tosurfacetheunderlyingassumptionsandtoenabletheidentificationofthedirectionofasolutionthatwillremovethisproblem.一種給問(wèn)題精確定義、發(fā)現(xiàn)潛在的假設(shè)以及能夠?yàn)榻鉀Q問(wèn)題的方法指明方向的思考過(guò)程。ConcurrentEngineering并行工程Designingaproduct(orservice),itsproductionprocess,thesupportinginformationflow,anditsdeliverymechanismatthesametime.并行工程是指在設(shè)計(jì)產(chǎn)品（或服務(wù)）、生產(chǎn)過(guò)程時(shí)在同一時(shí)間提供信息流以及傳遞機(jī)制。Constraint/限制Anythingthatlimitsasystemfromachievinghigherperformance,orthroughput.限制系統(tǒng)實(shí)現(xiàn)更高性能或產(chǎn)量的因素。Continuousflow/連續(xù)流ContinuousImprovement/持續(xù)改進(jìn)ControlChart/控制圖ControlElement/控制元素CoreProblem(CP)/關(guān)鍵問(wèn)題CostofQuality/質(zhì)量成本CounterclockwiseFlow/逆時(shí)針流CriticalCapacityResource(CCR)/關(guān)鍵產(chǎn)能資源CriticalChain/關(guān)鍵鏈CriticalChainCompletionBuffer(CCCB)關(guān)鍵鏈完整緩沖CriticalChainFeederBuffer(CCFB)關(guān)鍵鏈直屬緩沖CriticalPath/關(guān)鍵路徑CurrentRealityTree(CRT)/當(dāng)前可信度樹CurrentStateMap/現(xiàn)狀圖Cycletime/周期時(shí)間DaysSupplyofInventory(DSI)/庫(kù)存天數(shù)DemandFlow/需求流Dependency/依賴度DesignforManufacturing(DFM)/制造設(shè)計(jì)DesignofExperiments(DOE)/正交試驗(yàn)設(shè)計(jì)Drum/節(jié)點(diǎn)EconomiesofScale/經(jīng)濟(jì)批量ElementsofWork/工作元素工作元素是：增值工作、非增值工作及浪費(fèi)Empowerment/授權(quán)Aseriesofactionsdesignedtogiveemployeesgreatercontrolovertheirworkinglives.更好的控制雇員工作生活的一系列行動(dòng)。Errorproofing/防錯(cuò)Aprocessusedtopreventerrorsfromoccurringortoimmediatelypointoutadefectasitoccurs.See"poka-yoke."用于防止錯(cuò)誤發(fā)生或在錯(cuò)誤發(fā)生時(shí)能夠立即指出的一項(xiàng)工序。見(jiàn)“poka-yoke防呆防錯(cuò)”EvaporatingClouds/蒸發(fā)云AmethodusedinTheoryofConstraints.SameasConflictResolution.一種在約束論中使用的方法，與解決沖突相同。ExternalSetUp/外部設(shè)置當(dāng)機(jī)器仍然運(yùn)作時(shí)可以做的所有設(shè)置動(dòng)作。FailureModesandEffectsAnalysis(FMEA)/故障模式及危害性分析Astructuredapproachtodeterminingtheseriousnessofpotentialfailuresandforidentifyingthesourcesofeachpotentialfailure.一種結(jié)構(gòu)方法,用于確定潛在故障的嚴(yán)重性以及確定每種潛在故障的根本原因。FeederBuffer/直屬緩沖區(qū)Thetimebufferthatisplacedontheendofnoncriticalchainsthatfeedintothecriticalchain.SometimesreferredtoasCriticalChainFeederBuffer(CCFB).位于非關(guān)鍵鏈末尾與關(guān)鍵鏈之間的時(shí)間緩沖,有時(shí)會(huì)被稱為關(guān)鍵鏈直屬緩沖區(qū)。Feederlines/反饋線Aseriesofspecialassemblylinesthatallowassemblerstoperformpreassemblytasksoffthemainproductionline.反饋線就是一個(gè)特殊的裝配生產(chǎn)線，它允許裝配工在主生產(chǎn)線之外執(zhí)行裝配任務(wù)。FirstInFirstOut(FIFO)/先進(jìn)先出Processingordersinapuresequentialflow.在單純的順序流中處理訂單。FlexibleManufacturingSystem/柔性化制造系統(tǒng)Anintegratedmanufacturingcapabilitytoproducesmallnumbersofagreatvarietyofitemsatlowunitcost;anFMSisalsocharacterizedbylowchangeovertimeandrapidresponsetime.一種集成的制造能力，以低單位成本生產(chǎn)少量多種類的物品。柔性化制造系統(tǒng)還有一個(gè)特點(diǎn)就是轉(zhuǎn)換時(shí)間短，響應(yīng)時(shí)間迅速。Flow/流動(dòng)Amainobjectiveoftheleanproductioneffort,andoneoftheimportantconceptsthatpasseddirectlyfromHenryFordtoToyota.Fordrecognizedthat,ideally,productionshouldflowcontinuouslyallthewayfromrawmaterialtothecustomerandenvisionedrealizingthatidealthroughaproductionsystemthatactedasonelongconveyor.流動(dòng)是精益生產(chǎn)的主要目的，也是亨利福特直接傳遞給豐田的重要概念之一。福特意識(shí)到：理論上說(shuō)產(chǎn)品應(yīng)該從原材料到客戶一直不間斷的保持流動(dòng)，可以通過(guò)一個(gè)作為長(zhǎng)輸送帶的上產(chǎn)系統(tǒng)來(lái)實(shí)現(xiàn)這個(gè)理想。FlowChart/流動(dòng)圖Aproblemsolvingtoolthatmapsoutthestepsinaprocessvisually.Theflow(orlackthereof)becomesevidentandthewastesandredundanciesareidentified.通過(guò)畫出過(guò)程步驟達(dá)到可視化來(lái)解決問(wèn)題的一種工具。流程變得簡(jiǎn)單，浪費(fèi)與過(guò)剩都被標(biāo)識(shí)出來(lái)。FlowProduction/流動(dòng)生產(chǎn)Awayofdoingthingsinsmallquantitiesinsequentialsteps,ratherthaninlargebatches,lotsormassprocessing.少量的連續(xù)生產(chǎn)。FunctionalLayout/功能性布置Thepracticeofgroupingmachinesoractivitiesbytypeofoperationperformed.根據(jù)操作類型對(duì)機(jī)械或步驟進(jìn)行編排組合的實(shí)驗(yàn)FutureRealityTree(FRT)/將來(lái)可性度樹TheTOCThinkingProcessdiagramthatdescribeshowthetheagreeddirectionforasolutionunavoidablethroughsolidlogicleadstothedesiredresultsorbenefits.約束理論的思維過(guò)程圖描述了一個(gè)解決方案被通過(guò)的過(guò)程，都不可避免的要經(jīng)過(guò)嚴(yán)密的邏輯實(shí)現(xiàn)想要的結(jié)果或者利益。FutureStateMap/未來(lái)圖Thevisionofafutureoptimalprocess,whichformsthebasisofyourimplementationplanbyhelpingtodesignhowtheprocessshouldoperate.未來(lái)最佳工藝的藍(lán)圖，通過(guò)幫助設(shè)計(jì)流程的運(yùn)作形成實(shí)施計(jì)劃的基礎(chǔ)。Gemba/現(xiàn)場(chǎng)日語(yǔ)“實(shí)際地點(diǎn)”或“創(chuàng)造價(jià)值的地點(diǎn)”Gembutsu/現(xiàn)物日語(yǔ)“真實(shí)事物”或“真實(shí)產(chǎn)品”Genjitsu/現(xiàn)實(shí)日語(yǔ)“事實(shí)”或“現(xiàn)實(shí)”GreenBelt/綠帶SomeonewhohasbeentrainedontheimprovementmethodologyofSixSigmawhowillleadaprocessimprovementorqualityimprovementteam.經(jīng)過(guò)六西格瑪改進(jìn)方法培訓(xùn)的人領(lǐng)導(dǎo)一個(gè)流程或質(zhì)量改進(jìn)小組。GreenField/綠地Anewproductionfacilitywhereleanprinciplesaredesignedintomanufacturingandmanagementsystemsfromthebeginning.從一開始就在生產(chǎn)管理系統(tǒng)中引入精益原則的新型工業(yè)企業(yè)。Hanedashi/自動(dòng)退料自動(dòng)退料系統(tǒng)Heijunka/平準(zhǔn)化Amethodoflevelingproductionatthefinalassemblylinethatmakesjust-in-timeproductionpossible.在最后的裝配線上均衡生產(chǎn)的方法，使即時(shí)生產(chǎn)成為可能。Histogram/直方圖Aproblemsolvingtoolthatdisplaysdatagraphicallyindistribution.一種用圖表表示數(shù)據(jù)的解決問(wèn)題的工具。HorizontalHandling/水平傳遞Whentasksareassignedtoapersoninsuchawaythatthefocusisonmaximizingacertainskillsetoruseofcertaintypesequipment.把工作分配到個(gè)人時(shí)，重點(diǎn)在于最大限度的發(fā)揮設(shè)備技能或其使用功能。HoshinKanri/戰(zhàn)略計(jì)劃Astrategicplanningapproachthatintegratesthepracticesofleadershipwiththepracticesofmanagement.使領(lǐng)導(dǎo)層與管理層做法相結(jié)合的一種戰(zhàn)略計(jì)劃。HoshinPlanning(HP)/方針計(jì)劃Ameansbywhichgoalsareestablishedandmeasuresarecreatedtoensureprogresstowardthosegoals.一種手段，目標(biāo)是建立和創(chuàng)建措施，以確保對(duì)這些目標(biāo)的進(jìn)展情況。InformativeInspection/信息檢驗(yàn)Aformofinspectionusedtodeterminenon-conformingproduct.一種檢查的形式，用于確定不合格產(chǎn)品。IntegrationPoint/整合點(diǎn)Commonterminaprojecttodescribewheretwoormoretasksjointogether.常用來(lái)描述一個(gè)項(xiàng)目中合并的兩個(gè)或更多的任務(wù)。IntermediateObjective(IO)/中間目標(biāo)Themilestonethatmustbereachedinordertoovercomeanobstacletoanambitioustargetorinjection.為了克服障礙完成最終目標(biāo)而必須達(dá)到的里程碑。InternalSetup(IED)/內(nèi)部設(shè)置僅在機(jī)器停下來(lái)可以執(zhí)行的動(dòng)作Inventory/庫(kù)存所有原材料、外購(gòu)件、在制品及未賣給客戶的成品Jidoka/自働化不良品產(chǎn)生時(shí)自動(dòng)停止生產(chǎn)線。JudgmentInspection/判斷檢驗(yàn)Aformofinspectionusedtodeterminenon-conformingproduct.一種檢查形式，用于確定不合格產(chǎn)品。JustinTime(JIT)/準(zhǔn)時(shí)化Makingwhatthecustomerneedswhenthecustomerneedsitinthequantitythecustomerneeds,usingminimalresourcesofmanpower,material,andmachinery.使用最少的人力、材料、機(jī)械，在客戶需要時(shí)生產(chǎn)并提供給他所需的數(shù)量。Jutsu/藝術(shù)Totalk,or'theartof'(i.e.,'leanjutsu:theartofleanproduction').…的藝術(shù).(比如,leanjutsu:精益生產(chǎn)的藝術(shù))Kai-aku/改惡Kaizen改善的反義詞，變差Kaikaku/變革性改善Radicalimprovementsorreformthataffectthefuturevaluestream.激進(jìn)的改進(jìn)或改革，影響未來(lái)的價(jià)值流。Kaizen/改善Japanesefor'changeforthebetter'or'improvement'.“好轉(zhuǎn)”、“改善”的日語(yǔ)KaizenEvent/改善活動(dòng)Anyactionwhoseoutputisintendedtobeanimprovementtoanexistingprocess.旨在改進(jìn)現(xiàn)有工序的所有行動(dòng)。KaizenNewspaper/改善新聞Atoolforvisuallymanagingcontinuousimprovementsuggestions.一種工具，在可視化管理中持續(xù)改進(jìn)的建議。Kanban/看板Japanesetermwhichmeanscardsignal.Kanbanistheinformationsignalusedtoindicatetheneedformaterialreplenishmentinapullproductionprocess.日語(yǔ)，意思是信號(hào)卡?？窗寰褪且环菪畔⒈?，用于顯示拉動(dòng)的生產(chǎn)過(guò)程中需要補(bǔ)充材料信息。KanoMethods/卡諾方法Amodelusingthreetypesofproductrequirementswhichinfluencecustomersatisfactionindifferentways.一種模型，根據(jù)三種產(chǎn)品要求，以不同方式影響客戶滿意度。Karoshi/過(guò)勞死Deathfromoverwork.過(guò)度工作導(dǎo)致的死亡Kitting/成套用品Aprocessinwhichassemblersaresuppliedwithkitsofparts,fittingsandtools.為裝配工提供零件包、配件和工具的工序。KnowledgeManagement/知識(shí)管理Themanagementofknowledge,especiallyinnovativeknowledge,thatiscriticaltobusinesssustainability.對(duì)知識(shí)的管理，尤其是對(duì)業(yè)務(wù)的持續(xù)發(fā)展有關(guān)鍵作用的創(chuàng)新知識(shí)。LastInFirstOut(LIFO)/后進(jìn)先出TheresultofatypicalmaterialorinformationflowsystemwithoutFIFO,resultinginearlierordersbeingperpetuallydelayedbynewordersarrivingontopofthem.一個(gè)典型的材料或信息流系統(tǒng)不按先進(jìn)先出順序的后果就是：早期的訂單永遠(yuǎn)被新訂單延遲Leadtime/訂貨至交貨時(shí)間Thetotaltimeacustomermustwaittoreceiveaproductafterplacinganorder.客戶從下訂單直至收到產(chǎn)品所必須等待的總時(shí)間。Lean/精益Abusinesspracticecharacterizedbytheendlesspursuitofwasteelimination.一種商業(yè)業(yè)務(wù)，特點(diǎn)是追求無(wú)止境的消除浪費(fèi)。LeanTransformation/精益轉(zhuǎn)變Developingaculturethatisintoleranttowasteinallofitsforms.所發(fā)展的文化就是無(wú)法容忍其所有形式中存在浪費(fèi)。Leveling/平準(zhǔn)Smoothingouttheproductionschedulebyaveragingoutboththevolumeandmixofproducts.通過(guò)平均數(shù)量和產(chǎn)品結(jié)構(gòu)，理順生產(chǎn)計(jì)劃。LineBalancing/線平衡Theprocessofevenlydistributingboththequantityandvarietyofworkacrossavailableworktime,avoidingoverburdenandunderuseofresources.Thiseliminatesbottlenecksanddowntime,whichtranslatesintoshorterflowtime.整個(gè)過(guò)程中可用工作時(shí)間內(nèi)，數(shù)量和品種均勻分布的工作；避免資源的過(guò)度使用或未充分利用。線平衡消除了瓶頸和停機(jī)時(shí)間，將之轉(zhuǎn)換為更短的時(shí)間流。LineBalancing/生產(chǎn)線平衡Equalizingcycletimesforrelativelysmallunitsofthemanufacturingprocess.在制造過(guò)程中相對(duì)較小的單位就是均衡的周期時(shí)間。Load-Load/裝載-裝載Amethodofconductingsingle-pieceflow,wheretheoperatorproceedsformmachinetomachine,takingthepartformonemachineandloadingitintothenext.一種進(jìn)行單件流的方法，從機(jī)器到機(jī)器的運(yùn)作形式，從一臺(tái)機(jī)器下料，然后裝載到下一臺(tái)機(jī)器上。（下料-上料）MachineCycleTime/機(jī)器周期時(shí)間Thetimeittakesforamachinetoproduceoneunit.一臺(tái)機(jī)器生產(chǎn)一個(gè)單位產(chǎn)品的時(shí)間。MachineWork/機(jī)器工作Workthatisdonebyamachine.由機(jī)器完成的工作。ManualWork/手動(dòng)工作Workthatisdonebypeople.由人完成的工作。ManufacturingResourcesPlanning(MRPII)/物料需求計(jì)劃MRPAsecondgenerationMRPsystemthatprovidesadditionalcontrollinkagessuchasautomaticpurchaseordergeneration,capacityplanning,andaccountspayabletransactions.第二代物料需求計(jì)劃增加了額外的控制聯(lián)系，如采購(gòu)訂單自動(dòng)生成，容量計(jì)劃，以及應(yīng)付賬款業(yè)務(wù)。MasterBlackBelt/黑帶大師MasterBlackBeltsareSixSigmaQualityexpertsthatareresponsibleforthestrategicimplementationswithinanorganization.黑帶大師是為組織實(shí)現(xiàn)戰(zhàn)略負(fù)責(zé)的六西格瑪質(zhì)量專家。MaterialsRequirementsPlanning(MRP)/物料需求計(jì)劃Acomputerizedinformationsystemthatcalculatesmaterialsrequirementsbasedonamasterproductionschedule.計(jì)算機(jī)管理系統(tǒng)，計(jì)算主要生產(chǎn)計(jì)劃中的物料需求。MistakeProofing/錯(cuò)誤預(yù)防Anychangetoanoperationthathelpstheoperatorreduceoreliminatemistakes.幫助減少或消除行動(dòng)中出現(xiàn)錯(cuò)誤的任何改變。MixedModelProduction/混合模式生產(chǎn)Capabilitytoproduceavarietyofmodels,thatinfactdifferinlaborandmaterialcontent,onthesameproductionline.生產(chǎn)各種各樣模型的能力，在同樣的生產(chǎn)線上用不同的勞動(dòng)力和材料內(nèi)容。Mokeru/工業(yè)工程Japanesetermforindustrialengineering.日語(yǔ)，工程管理學(xué)。Monument/紀(jì)念碑Anydesign,schedulingorproductiontechnologywithscalerequirementsnecessitatingthatdesigns,ordersandproductsbebroughttothemachinetowaitinqueueforprocessing.Theoppositeofaright-sizedmachine.也稱為“線外加工”，在群組外有一臺(tái)設(shè)備，用適量的產(chǎn)品進(jìn)行銜接。Muda/浪費(fèi)Japanesefor'waste'.Anyactivitythataddscostwithoutaddingvaluetotheproduct.日語(yǔ)中的浪費(fèi)。沒(méi)有增加產(chǎn)品價(jià)值卻增加了成本的所有行為。MultiMachineHandling/多機(jī)操作Whenamachineoperatorisrunningmorethanonemachineofacertaintype.操作員能夠操作兩種以上的機(jī)器。MultiProcessHandling/多流程操作Whenamachineoperatorisdoingtasksformultipleprocessessequentially,andthisiscontributingtotheflowofmaterial.操作員連續(xù)操作多個(gè)進(jìn)程，能夠促進(jìn)材料的流動(dòng)。MultiTasking/多任務(wù)Breakingintooneactivitybeforeitiscompletetomoveontoatleastoneothertaskbeforereturningcompletetheoriginaltask.在一項(xiàng)活動(dòng)完全回到原任務(wù)之前，將之分解為轉(zhuǎn)換到另一任務(wù)之前的活動(dòng)。Mura/變異的浪費(fèi)Variationsandvariabilityinworkmethodortheoutputofaprocess.工作方法或進(jìn)程輸出的變化和可變性。Muri/費(fèi)力、過(guò)度工作的浪費(fèi)Exertion,overworking(apersonormachine),unreasonableness.勞累，超負(fù)荷工作（人或機(jī)器），不合理Nagara/納加拉Accomplishingmorethanonetaskinonemotionorfunction.Japanesefor'whiledoingsomething'.在一項(xiàng)議案或一項(xiàng)功能的情況下完成兩種或兩種以上的任務(wù)。日語(yǔ)的意思是“當(dāng)在做什么的時(shí)候”NagaraSystem/長(zhǎng)柄系統(tǒng)Aproductionsystemwhereseeminglyunrelatedtaskscanbeproducedbythesameoperatorsimultaneously.一個(gè)生產(chǎn)系統(tǒng)，即看似無(wú)關(guān)的任務(wù)可以由同一個(gè)操作員同時(shí)完成。NegativeBranch(Nbr)Ideasorsolutionsgreetedwithnegativeresponsesorconcerns.以消極的反應(yīng)或疑慮對(duì)待思路或解決方案。Ninjutsu/忍術(shù)Theartofinvisibility.隱形的藝術(shù)。Non-ValueAdded/非增值A(chǔ)ctivitiesoractionstakenthataddnorealvaluetotheproductorservice,makingsuchactivitiesoractionaformofwaste.活動(dòng)或采取的行動(dòng)，添加沒(méi)有實(shí)際價(jià)值的產(chǎn)品或服務(wù)，這種活動(dòng)或行動(dòng)就是一種浪費(fèi)的形式。Obstacle(Obs)/障礙Anysignificantthingthatwillblocktheachievementofanambitioustargetoraninjection.妨礙遠(yuǎn)大目標(biāo)完成的任何事物。OnePieceFlow/單件流Producingoneunitatatime,asopposedtoproducinginlargelots.(FromAdvancedManufacturing)相對(duì)于許多大型生產(chǎn)的生產(chǎn)方式，每次都生產(chǎn)一個(gè)單件。One-TouchExchangeofDies(OTED)/單鍵切換Thereductionofdieset-upwherediesettingisreducedtoasinglestep.模具設(shè)置的減少，就是在設(shè)置模具時(shí)減少到單個(gè)步驟。OpenRoomEffect/開放效果ThiscommonpracticeinJapaneseofficesinvolvestakingdownthewallsandcubiclesofanofficeandlayingallofthedesksoutintoonebig'openroom'.日本辦公室墻和隔間的慣例，鋪設(shè)的桌子大到成為一個(gè)大的“開放式空間”。OperatorCycleTime/操作員周期時(shí)間Thetimeittakesforaworkerormachineoperatortocompleteasequenceofoperations,includingloadingandunloading,butnotincludingwaitingtime.一個(gè)工人或操作員完成一系列操作的時(shí)間，包括上下料，但不包含等待的時(shí)間。OverallEquipmentEffectiveness(OEE)/整體設(shè)備效率CalculatedasAvailabilityxPerformancexQualitytodeterminehowmuchofthetimeapieceofequipmentisbeingusedwhileitisactuallymakinggoodpartsatanappropriatespeed.計(jì)算公式為：可用率*效能比率*品質(zhì)合格率。用于確定一臺(tái)設(shè)備在正常使用情況下生產(chǎn)出良品的時(shí)間。Overproduction/過(guò)量生產(chǎn)Producingmore,soonerorfasterthanisrequiredbythenextprocessorcustomer.比下道工序或比客戶需求的量生產(chǎn)更多或更快。Pacemaker/節(jié)拍器Adeviceortechniqueusetosetthepaceofproductionandmaintaintakttime.一臺(tái)設(shè)備或一項(xiàng)技術(shù)，用來(lái)確定生產(chǎn)節(jié)奏和節(jié)拍時(shí)間。Pareto/柏拉圖Abarchartthatdisplaysbyfrequency,indescendingorder,themostimportantdefects.一個(gè)條形圖，通過(guò)頻率顯示，依次為最重要的缺陷。Path/路徑Anyseriesoflinked(dependent)tasksinaprojectplan.一個(gè)項(xiàng)目計(jì)劃中一系列連接或相關(guān)的任務(wù)。PDCA(Plan,Do,Check,Act)/PDCAThisisabasicprinciplefollowedforeffectiveproblemsolvingduringkaizen.在改善過(guò)程中，這是一項(xiàng)遵循有效解決問(wèn)題的基本原則。PerformanceManagement/績(jī)效管理Usingasetoftoolsandapproachestomeasure,improve,monitorandsustainthekeyindicatorsofabusiness.使用一套工具和方法來(lái)衡量、改善、監(jiān)測(cè)和維持企業(yè)的主要指標(biāo)。PERT/項(xiàng)目資源評(píng)價(jià)工程ProjectResourceEvaluationTechnique項(xiàng)目資源評(píng)價(jià)技術(shù)。PhysicalTransformationTask/物理轉(zhuǎn)移工作Thetaskoftakingaspecificproductfromrawmaterialstoafinishedproductinthehandsofthecustomer.從原材料到交付給客戶的成品，搬運(yùn)特定產(chǎn)品的任務(wù)Pitch/間距Thepaceandflowofaproduct.產(chǎn)品的間隔和循環(huán)。PointofUse/使用點(diǎn)Keepingallitemsneededforthejobatthelocationofuseinaneatandorganizedmanner.在一個(gè)整潔，有規(guī)劃的位置存放所有工作需要的項(xiàng)目。Poka-yoke/防呆防錯(cuò)Japanesewordthatreferstoamistake-proofingdeviceorprocedureusedtopreventadefectduringtheproductionprocess.日語(yǔ)，指的是一個(gè)錯(cuò)誤打樣設(shè)備或程序，用來(lái)防止生產(chǎn)過(guò)程中的缺陷。PolicyDeployment/戰(zhàn)略部署Theselectionofgoals,projectstoachievethegoals,designationofpeopleandresourcesforprojectcompletion,andestablishmentofprojectmetrics.戰(zhàn)略部署包括：目標(biāo)的確定，實(shí)現(xiàn)目標(biāo)的項(xiàng)目，為完成項(xiàng)目而指定人和資源，項(xiàng)目統(tǒng)計(jì)的建立。PQPR/產(chǎn)品數(shù)量與工藝路線ProductQuantityProcessRoutingAnalysis.ThePQ(ProductQuantity)referstoParetoanalysistodeterminethe80/20ruleofthetopproductsorservicesthatmakeup80%ofworkvolume.ThePR(ProcessRouting)referstotheParts-ProcessMatrixanalysistodetermineproductfamiliesbygroupingofproductswithsimilarprocessflows.產(chǎn)品數(shù)量及工藝過(guò)程路線分析。PQ（產(chǎn)品數(shù)量）指的是柏拉圖分析用來(lái)定義80/20法則中主要產(chǎn)品或服務(wù)占到了80%的工作內(nèi)容。PR（工藝路線）指的是零部件加工矩陣分析中通過(guò)接近的流程分類產(chǎn)品來(lái)定義產(chǎn)品族。PrerequisiteTree(TrT)/先決樹TheTOCthinkingprocessusedtobreaktheinjectionsneededinthesolutiondownintosmallerlogicalsteps.TOC的思維過(guò)程用來(lái)分解方案所需要的步驟，使之成為更小的邏輯步驟。ProblemSolvingTask/問(wèn)題解決方法Thetaskoftakingaspecificproductfromconceptthroughdetaileddesignandengineeringtoproductionlaunch.通過(guò)詳細(xì)設(shè)計(jì)和工程，使特定產(chǎn)品從概念到投產(chǎn)的工作，Process/過(guò)程Aseriesofactivitiesthatcollectivelyaccomplishadistinctobjective.集體完成一個(gè)明確目標(biāo)的一系列活動(dòng)。ProcessCapacityTable/制程產(chǎn)能表Achartprimarilyusedinmachiningprocessesthatcomparesset-upandmachineloadtimestoavailablecapacity.在加工工藝中以圖表為主，與可用功率比較設(shè)備和記載時(shí)間。ProcessHierarchy/過(guò)程層次Ahierarchicaldecompositionfromcorebusinessprocessestothetasklevel.從核心業(yè)務(wù)流程到任務(wù)級(jí)別的層次分解。ProcessKaizen/過(guò)程改善Continuousimprovementthroughincrementalimprovements.通過(guò)漸進(jìn)改善達(dá)到持續(xù)改善。ProcessSegment/過(guò)程分割A(yù)seriesofactivitiesthatdefineasubsetofaprocess.定義一個(gè)過(guò)程子過(guò)程的一系列活動(dòng)。ProcessingTime/過(guò)程時(shí)間Thetimeaproductisactuallybeingworkedoninamachineorworkarea.一個(gè)產(chǎn)品在機(jī)器上或工作區(qū)制作的時(shí)間ProductDeliveryProcess/產(chǎn)品出貨流程Thestreamofactivitiesrequiredtoproduceaproductorservice.生產(chǎn)一種產(chǎn)品或服務(wù)的一系列活動(dòng)。ProductionPreparationProcess(3P)/生產(chǎn)準(zhǔn)備流程Theproductionpreparationprocessisatoolusedfordesigningleanmanufacturingenvironments.Itisahighlydisciplined,standardizedmodel.3Presultsinthedevelopmentofanimprovedproductionprocesswherelowwastelevelsareachievedatlowcapitalcost.生產(chǎn)準(zhǔn)備流程是一種用來(lái)定義精益生產(chǎn)環(huán)境的工具。這是一個(gè)非常嚴(yán)格的標(biāo)準(zhǔn)化模式。3P能在較低資本成本和低浪費(fèi)水平的基礎(chǔ)上帶來(lái)生產(chǎn)過(guò)程的再次改進(jìn)。ProductionSmoothing/生產(chǎn)平滑Keepingtotalmanufacturingvolumeasconstantaspossible.盡可能的保持總生產(chǎn)量不變。ProjectBuffer/項(xiàng)目緩沖ThetimebufferplacedattheendofthecriticalchaintoprotectthecustomerfromthefluctuationsanddisruptionsthatoccurintheCriticalChain.SometimescalledCriticalChainCompletionBuffer(CCCB).時(shí)間緩沖出現(xiàn)在關(guān)鍵鏈的末尾，用來(lái)避免發(fā)生在關(guān)鍵鏈中的波動(dòng)和干擾影響客戶。有時(shí)被稱為關(guān)鍵鏈完整緩沖（CCCB）ProtectiveCapacity/保護(hù)能力Protectivecapacitydescribestheamountofinstalledcapacitythatisnecessarytoovercomedisruptions.保護(hù)能力說(shuō)的是需要用于克服干擾的裝機(jī)量Pullproduction/拉動(dòng)生產(chǎn)Productsaremadeonlywhenthecustomerhasrequestedor"pulled"it,andnotbefore.只有當(dāng)客戶需要時(shí)才生產(chǎn)產(chǎn)品，而不是在客戶需要之前。PushSystem/推系統(tǒng)Productispushedintoaprocess,regardlessofwhetheritisneeded.不論是否需要，產(chǎn)品都被推到生產(chǎn)線上。QCD(Quality,Cost,andDelivery)/品質(zhì)、成本、交期Keycustomersatisfactionmetricsthatdetermineifacompanyiscompetitive.關(guān)鍵客戶滿意度調(diào)查標(biāo)志著一家公司的競(jìng)爭(zhēng)力。QCDSM(Quality,Cost,Delivery-Safety&Morale)/品質(zhì)、成本、交期、安全與士氣Asetofperformancemanagementmeasuresthatincludesemployeesatisfaction(safety&morale)aswellascustomersatisfaction.一套績(jī)效管理措施除客戶滿意度外還包括了員工滿意度（安全和士氣）。Quality/品質(zhì)Meetingexpectationandrequirements,statedandun-stated,ofthecustomer.客戶申明或不申明的期望和要求。QualityFunctionDeployment(QFD)/質(zhì)量功能展開Usingacross-functionalteamtoreachconsensusthatfinalengineeringspecificationofaproductareinaccordwiththevoiceofthecustomer.利用跨功能團(tuán)隊(duì)達(dá)成共識(shí)：對(duì)一個(gè)產(chǎn)品的最終設(shè)計(jì)規(guī)格需要與客戶達(dá)成一致。QueueTime/排隊(duì)時(shí)間Thetimeaproductspendsinalineawaitingthenextdesign,orderprocessing,orfabricationstep.一個(gè)產(chǎn)品花費(fèi)在等待下一個(gè)工序，訂單處理或制作步驟上的時(shí)間。QuickChangeover/快速切換Theabilitytochangetoolingandfixturesrapidly(usuallyminutes),somultipleproductscanberunonthesamemachine.快速換工具或夾具的能力，使得多種產(chǎn)品可以在同一臺(tái)機(jī)器上運(yùn)行。QuickResponseManufacturing(QRM)/快速反應(yīng)制造Amethodologyandsystemallowingrapidresponsetochangingcustomerrequirements.一種方法和系統(tǒng)，可以快速響應(yīng)不斷變化的客戶需求。RealValue/真正價(jià)值A(chǔ)ttributesandfeaturesofaproductorservicethat,intheeyesofcustomers,areworthpayingfor.在客戶眼中是值得買單的產(chǎn)品或服務(wù)的屬性或功能。Reengineering/業(yè)務(wù)流程再設(shè)計(jì)Improvingfundamentalbusinessprocesses.提高基本的業(yè)務(wù)流程。ResourceActivation/資源激化Usingaresourceregardlessofwhetherthroughputisincreased.使用資源，不論其吞吐量是否增加。ResourceUtilization/資源再利用Usingaresourceinawaythatincreasesthroughput.使用資源，在某種程度上提高吞吐量Right-size/合適尺寸Matchingtoolingandequipmenttothejobandspacerequirements.與工作、空間要求相配的工具和設(shè)備。RootCause/根本原因Themostbasicunderlyingreasonforaneventorcondition.事件或情況的最根本的原因。Sanitizing/清潔Theactofcleaningtheworkarea.清理工作區(qū)域的行為。Sensi/外部精益專家Anoutsidemasterorteacherthatassistsinimplementingleanpractices.在外的主管或老師，協(xié)助實(shí)施精益實(shí)踐。SequentialChangeover/最小換模時(shí)間WhenchangeovertimesarewithinTakttime,changeoverscanbeperformedoneafteranotherinaflowline.SequentialchangeoverassuresthatthelosttimeforeachprocessinthelineisminimizedtooneTaktbeat.當(dāng)轉(zhuǎn)換時(shí)間在節(jié)拍時(shí)間之內(nèi)，換模能在流水線上實(shí)現(xiàn)。連續(xù)換模能夠確保此線上每個(gè)進(jìn)程的丟失時(shí)間最小化到一個(gè)節(jié)拍跳動(dòng)。SetUpReduction/設(shè)置減少Reducingtheamountoftimeamachineoraprocessisdownduringchangeoverfromthelastgoodpiecetothefirstgoodpieceofthenextproduct.在換模制作下一個(gè)產(chǎn)品合格品之前，減少關(guān)閉一個(gè)機(jī)器或過(guò)程時(shí)間量。ShippingBuffer/航運(yùn)緩沖區(qū)Thetimebufferthatisplacedbeforethecustomertoprotectthemfromdisruptions.客戶收到產(chǎn)品之前的時(shí)間緩沖。ShojinkaContinuallyoptimizingthenumberofworkersinaworkcentertomeetthetypeandvolumeofdemandimposedontheworkcenter.不斷優(yōu)化員工數(shù)目，滿足工作所需的員工種類和數(shù)量。ShusaTheleaderoftheteamwhosejobistodesignandengineeranewproductanditintoproduction.團(tuán)隊(duì)的領(lǐng)導(dǎo)者，設(shè)計(jì)新產(chǎn)品并將之投入生產(chǎn)。Sifting/篩選Screeningthroughunnecessarymaterialsandsimplifyingtheworkenvironment.篩選不必要的材料，簡(jiǎn)化工作環(huán)境。Simulation/仿真，模擬3Dtechniqueusedtobalancetheline.三維技術(shù)用于平衡生產(chǎn)線SingleMinuteExchangeofDies(SMED)/快速換模Aseriesoftechniquesdesignedforchangeoversofproductionmachineryinlessthantenminutes.專門為生產(chǎn)機(jī)械設(shè)計(jì)的一系列技術(shù)，轉(zhuǎn)換時(shí)間少于10分鐘。Single-pieceflow/單件流Aprocessinwhichproductsproceed,onecompleteproductatatime,throughvariousoperationsindesign,order-takingandproductionwithoutinterruptions,backflowsorscrap.一種產(chǎn)品生產(chǎn)中每次生產(chǎn)出完整單品的工藝，需要通過(guò)設(shè)計(jì)各種沒(méi)有中斷的操作、沒(méi)有回流的訂單和零報(bào)廢的生產(chǎn)。SixSigmaAmethodologyandsetoftoolsusedtoimprovequalitytothan3.4defectspermillionorbetter.一種用來(lái)提高質(zhì)量的方法和工具，每百萬(wàn)出現(xiàn)3.4缺陷或者更低。Sorting/挑選Organizingessentialmaterials.組織重要物資。StandardWork/標(biāo)準(zhǔn)工作Specifyingtaskstothebestwaytogetthejobdoneintheamountoftimeavailablewhileensuringthejobisdonerightthefirsttime,everytime.在確保工作的現(xiàn)有時(shí)間內(nèi)完成工作的最好方法就是每次都第一時(shí)間完成。StandardWorkCombinationSheet(SWCS)/標(biāo)準(zhǔn)工作組合表AdocumentdetailingthesequenceofproductionstepsassignedtoasingleworkerperformingStandardWork.一份文件，詳細(xì)介紹了分配給一個(gè)工人執(zhí)行的標(biāo)準(zhǔn)工作生產(chǎn)步驟順序。StandardWorkSheet(SWS)/標(biāo)準(zhǔn)工作表Showstheworksequence,takttime,standardworkingprocess,andlayoutofthecellorworkstation.顯示工作順序，節(jié)拍時(shí)間，標(biāo)準(zhǔn)工作流程，以及單件流的布局格式。StatisticalFluctuations/統(tǒng)計(jì)起伏Informationthatcannotbepreciselypredicted.不能精確預(yù)測(cè)的信息。StrategicPlanning/戰(zhàn)略計(jì)劃Developingshortandlong-termcompetitivestrategiesusingtoolssuchasSWOTAnalysistoassessthecurrentsituation,developmissionsandgoals,andcreateanimplementationplan.要發(fā)展短期和長(zhǎng)期的競(jìng)爭(zhēng)策略，就要使用SWOT分析法分析當(dāng)前的形勢(shì)，發(fā)展任務(wù)和目標(biāo)并創(chuàng)建一個(gè)執(zhí)行計(jì)劃。StudentSyndrome/學(xué)員證Oneofthecommonbehavioursinaprojectthatleadtotasksbeinglaterthantheyneedbe.項(xiàng)目中的共同行為之一，導(dǎo)致任務(wù)晚于其需要的時(shí)候出現(xiàn)。Sub-Optimization/次優(yōu)化Aconditionwheregainsmadeinoneactivityareoffsetbylossesinanotheractivityoractivities,createdbythesameactionscreatinggainsinthefirstactivity.當(dāng)一個(gè)活動(dòng)取得的成效被其他活動(dòng)的損失抵消，SunkCost/沉淀成本Anyexpenditurethathasalreadytakenplaceandcannotbeundone.任何已經(jīng)花費(fèi)不可撤銷的費(fèi)用。Supermarket/超市Atoolofthepullsystemthathelpssignaldemandfortheproduct.Inasupermarket,afixedamountofrawmaterial,workinprocess,orfinishedmaterialiskeptasabuffertoschedulevariabilityoranincapableprocess.拉系統(tǒng)中幫助發(fā)出產(chǎn)品需求信號(hào)的工具。固定數(shù)額的原材料、工作過(guò)程或者是成品材料存放在超市里，被當(dāng)做用來(lái)應(yīng)對(duì)變化的緩沖區(qū)。Sustaining/維持Thecontinuationofsifting,sweeping,sortingandsanitizing.繼續(xù)進(jìn)行篩選，清掃，整理，消毒。Sweeping/清掃Collectingnonessentialgoodsandremovingthemfromtheworkarea.收集不必要的商品并將之轉(zhuǎn)移出工作區(qū)域。Synchronization/同步Thebringingtogetherofmaterialsinformationandanythingelseneededinacoordinatedmannersuchthatnopartiswaitinglongforanother將材料信息和其他任何需要的協(xié)調(diào)方法進(jìn)行同步，所以每個(gè)部分都不需要長(zhǎng)時(shí)間等待其他部分。TaktTime/節(jié)拍時(shí)間Dailyproductionnumberrequiredtomeetordersinhanddividedintothenumberofworkinghoursintheday.每日生產(chǎn)數(shù)量要求達(dá)到訂單上的數(shù)量，將之分解到一天的工作時(shí)間中就是節(jié)拍時(shí)間。TargetCosting/目標(biāo)成本Awayofestablishingacostgoalforaproductorserviceinthedesignphase.在設(shè)計(jì)階段為產(chǎn)品或服務(wù)建立成本目標(biāo)的一種方法。Tebanare/人機(jī)分離Japanesefor'hands-free'.Thegoaloftebanareistouselowcostautomationonmanualmachinestoallowpeopletodoworkthatismorevaluablethatonlyapersoncando.日語(yǔ)，即“免提”。人機(jī)分離的目標(biāo)就是在手動(dòng)機(jī)上用低成本的自動(dòng)化，讓所做的工作更有價(jià)值。Teian/泰揚(yáng)Aproposal,proposition,orsuggestion.Ateiansystemcanbelikenedtoasystemwhichallowsandencouragesworkerstoactivelyproposeprocessandproductimprovements.一項(xiàng)提案，提議或建議。一個(gè)泰揚(yáng)系統(tǒng)就是允許并鼓勵(lì)員工積極對(duì)過(guò)程和產(chǎn)品改進(jìn)提出建議。TheoryofConstraints(TOC)/約束論Amanagementphilosophythatstressesremovalofconstraintstoincreasethroughputwhiledecreasinginventoryandoperatingexpenses.一種管理哲學(xué)，強(qiáng)調(diào)取消限制提高吞吐量，同時(shí)減少庫(kù)存和運(yùn)營(yíng)的費(fèi)用。Throughput/生產(chǎn)量Theratethesystemgeneratesmoneythroughsales.ThroughputTime/吞吐時(shí)間Thetimerequiredforaproducttoproceedfromconcepttolaunch,ordertodelivery,orrawmaterialsintothehandsofthecustomer.一個(gè)產(chǎn)品從概念到投產(chǎn)，從訂單到交付，或是從原材料變?yōu)榭蛻羰种谐善返臅r(shí)間。TimeBuffer/時(shí)間緩沖AkeypartoftheTOCapplicationsthatprotectsagainstdisruptions約束論應(yīng)用的關(guān)鍵部分，用于避免損壞。Time-BasedStrategy/時(shí)間戰(zhàn)略Drivingimprovementactivitythroughfocusontimeanditsrelationtoquality,cost,delivery,safety,andmorale.通過(guò)關(guān)注時(shí)間與質(zhì)量、成本、交貨期、安全和士氣的關(guān)系，推進(jìn)改進(jìn)活動(dòng)。TotalProductiveMaintenance(TPM)/全員生產(chǎn)維護(hù)Maximizingequipmenteffectivenessanduptimethroughouttheentirelifeoftheequipment.最大限度的提高整個(gè)設(shè)備的效能和設(shè)備有效使用時(shí)間內(nèi)的正常運(yùn)行時(shí)間。ToyotaProductionSystem(TPS)/豐田生產(chǎn)系統(tǒng)Amethodologythatresultedfromover50yearsofKaizenatToyota.TPSisbuiltonafoundationofLeveling,withthesupportingpillarsofJust-in-TimeandJidoka.由豐田50多年改善總結(jié)出的一種方法。豐田生產(chǎn)系統(tǒng)建立在一個(gè)以準(zhǔn)時(shí)化和自動(dòng)化為主要支撐的水平基礎(chǔ)上。TransitionTree(TrT)/過(guò)渡樹ATOCprocessusedtoconstructtheactionsneededtoachieveanintermediateobjective.約束論的一個(gè)過(guò)程，用于明確行動(dòng)以達(dá)到中間目標(biāo)。Tsurube/Awaytokeepproductflowcontinuousevenwhenthereareinterruptionssuchasoutsideprocessingorbatchoperations.當(dāng)遇到像境外加工或批量操作之類的中斷時(shí)，連續(xù)保持產(chǎn)品流的一種方法，Two-BinSystem/兩箱系統(tǒng)Anexampleofbothvisualmanagementandthepullsystem,wherebytwobinsorcontainersareusedtriggerreorderofpartsormaterials.可視化管理和拉系統(tǒng)的一個(gè)例子，憑借兩箱觸發(fā)重新排序的零件或材料。UnDesirableEffect/不良影響(UDE)Thesearethenegat