李爾精益生產(chǎn)概括

1、 OverviewLean Manufacturing 精益制造概括It is a integrated system of mutually dependent strategies that when combined together maximize operating performance by elimination of wasteful manufacturing practices. 它是經(jīng)過(guò)消除浪費(fèi)性制造來(lái)到達(dá)最大運(yùn)營(yíng)業(yè)績(jī)的相互依賴的戰(zhàn)略綜合集成系統(tǒng)。Not a program!不是一個(gè)工程！Not a project!也不是一個(gè)工程！Not an event!不是一個(gè)事

2、件！What is “Lean Manufacturing? 精益制造是什么？What is “Lean Manufacturing? 精益制造是什么？What are the “objectives of Lean Manufacturing?什么是精益制造的目的？Achievement of business goals in safety, quality, responsiveness, cost and delivery by:到達(dá)平安,質(zhì)量,呼應(yīng),本錢(qián)及運(yùn)輸?shù)臉I(yè)務(wù)目的，經(jīng)過(guò)： making only what is needed 僅需求時(shí)制造 providing only when

3、 needed 提供僅僅需求的 involving employees 員工參予 focusing on continuous improvement 努力于繼續(xù)改善 exposing & solving problems rapidly 快速暴露和處理問(wèn)題 making the status obvious 使形狀明顯 eliminating constraints and bottlenecks 消除限制和瓶頸 improving factory flow 改善工廠流程 LeanWhat are the “objectives? 目的是什么？1. Craft 手工藝- One produc

4、t made complete by 1 person 每人消費(fèi)一件產(chǎn)品- Each product unique 每一件產(chǎn)品都是獨(dú)一的 - Parts not interchangeable 零部件不能互換- High quality, but expensive 高質(zhì)量,但價(jià)錢(qián)昂貴 2. Batch Manufacturing 批量消費(fèi)- One product made by many people 多人消費(fèi)一件產(chǎn)品- Standardized parts 規(guī)范化的零部件- Parts could be interchanged 零部件可以互換- Assemblers move to p

5、roduct 產(chǎn)品由零件組裝3. Assembly Line / Mass裝配線/規(guī)模- Large mass of people involved 由大量的人參與- Vehicles move to assembler運(yùn)輸工具運(yùn)送到裝配者- Low skill level 低程度技藝- Acceptable level defects 可接受一定程度的缺陷- Profit, delivery, quality 利潤(rùn),交付,質(zhì)量4. Lean Manufacturing精益消費(fèi)- Work cells 任務(wù)單元- J.I.T. components J.I.T元件- Multifunction

6、al skill level 多技藝程度- Zero defects 零缺陷- Quality, delivery, profit 質(zhì)量,交付,利潤(rùn)5. Future Manufacturing未來(lái)制造Brief History of Manufacturing 消費(fèi)方式開(kāi)展史LEARLean Manufacturing SystemTransforming The Workplace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(fèi) 消除任何體系中存在的不用要的浪費(fèi)。簡(jiǎn)言之，其目的在于力求完善。穩(wěn)定的消費(fèi)環(huán)境 只需在穩(wěn)定的消費(fèi)環(huán)境中才干消費(fèi)出優(yōu)質(zhì)的產(chǎn)品。存在的問(wèn)題即是種種不穩(wěn)定性。對(duì)于這些不穩(wěn)定

7、性必需迫其迅速出現(xiàn)，并永久地處理。穩(wěn)定的消費(fèi)環(huán)境的目的為：規(guī)范化、銜接性、預(yù)見(jiàn)性及反復(fù)性?？蛻舻睦瓌?dòng)/即時(shí)體系 產(chǎn)品消費(fèi)必需符合客戶的需求。僅消費(fèi)客戶想要的產(chǎn)品，并按時(shí)發(fā)運(yùn)優(yōu)質(zhì)貨物。這種方法可以充分發(fā)揚(yáng)公司內(nèi)各種資源的優(yōu)勢(shì)，為公司帶來(lái)更可觀的經(jīng)濟(jì)效益，并確保任務(wù)的平安。The different roles within the Continuous Improvement Group繼續(xù)改善團(tuán)隊(duì)不同的角色Executive Management執(zhí)行管理層Deployment Champion實(shí)施倡導(dǎo)者M(jìn)aster Black Belt黑帶巨匠Black Belt黑帶Lean Facilita

8、torLEAN推行人Major Responsibilities主要責(zé)任 Work with Plant Management team to identify Lean project opportunities和公司管理層一道識(shí)別LEAN工程時(shí)機(jī) Co-ordinate the creation, monitor and report progress of lean roadmaps and activity協(xié)調(diào)消費(fèi)、監(jiān)控及報(bào)告LEAN道路圖及LEAN活動(dòng)的進(jìn)展情況 Facilitate Lean workshops inline with Corporate goals / Busin

9、ess Metrics和公司目的/業(yè)務(wù)目的/業(yè)績(jī)堅(jiān)持一致地推進(jìn)LEAN車(chē)間 Make significant contributions to the plant financial savings by completing workshops and closing out follow up actions經(jīng)過(guò)車(chē)間實(shí)施和封鎖跟進(jìn)展動(dòng)來(lái)為公司財(cái)務(wù)節(jié)省作出較大奉獻(xiàn)Lean Facilitator Job specification LEAN推行人的任務(wù)闡明Major Responsibilities主要責(zé)任 Work with Plant Management team to identif

10、y Lean project opportunities和公司管理層一道識(shí)別LEAN工程時(shí)機(jī) Co-ordinate the creation, monitor and report progress of lean roadmaps and activity協(xié)調(diào)消費(fèi)、監(jiān)控及報(bào)告LEAN道路圖及LEAN活動(dòng)的進(jìn)展情況 Facilitate Lean workshops inline with Corporate goals / Business Metrics和公司目的/業(yè)務(wù)目的/業(yè)績(jī)堅(jiān)持一致地推進(jìn)LEAN車(chē)間 Make significant contributions to the pla

11、nt financial savings by completing workshops and closing out follow up actions經(jīng)過(guò)車(chē)間實(shí)施和封鎖跟進(jìn)展動(dòng)來(lái)為公司財(cái)務(wù)節(jié)省作出較大奉獻(xiàn)Lean Facilitator Job specification LEAN推行人的任務(wù)闡明We know lean works, so why are we nothaving more success?我們知道LEAN怎樣任務(wù)，為什么我們沒(méi)有獲得更大的勝利？Exercise-1 Success Factors forLeading Change指點(diǎn)改動(dòng)的勝利要素Vision愿望Sk

12、ills技巧Incentives鼓勵(lì)Resources資源Action Plan行動(dòng)方案Change改動(dòng)SkillsIncentivesResourcesAction PlanConfusion糊涂VisionIncentivesResourcesAction PlanAnxiety焦慮VisionSkillsResourcesAction PlanNo Change無(wú)變化VisionSkillsIncentivesAction PlanFrustration受挫VisionSkillsIncentivesResourcesFalse Starts錯(cuò)誤的開(kāi)場(chǎng)Success Factors fo

13、r Leading Change指點(diǎn)變化的勝利要素Past過(guò)去Internal/self內(nèi)部/本人External/environment外部環(huán)境Future未來(lái)Explore開(kāi)辟Resist抵抗Commit承諾Deny否認(rèn)Re: Scott & Jaffe, 1989“Another flavour of the month嚼上另一種味道“Ready to Do It預(yù)備做“Everyone else has a problembut me!除了我 每個(gè)人都有問(wèn)題“Start to see it開(kāi)場(chǎng)看一看Personal Change Journey個(gè)人的變化歷程EXPECT RESISTA

14、NCE:希望的抵抗“The devil you know is better than the one you dont! 他知道的壞事情比他不知道的壞事情要好Open resistance is always easier to deal with than passive resistance.公開(kāi)的抗拒比不公開(kāi)抗拒容易處置In order to manage resistance and reduce it, youhave to know what it is before you can change it.為了管理和降低抵抗,在他改動(dòng)它之前他必需知道它是什么？EXPECT RESI

15、STANCE所希望的抵抗People are the Real Assets人是真正的財(cái)富PEOPLE人Need to know & understand business objectives & goals需求知道和了解業(yè)務(wù)目的及目的Need to know how this will relate to their role in the organization需求知道他們?cè)诮M織中的角色相關(guān)程度“What will happen to them?對(duì)他們將會(huì)發(fā)生什么？Need to know what changes they will be required to Make需求知道他們

16、需求作什么變化Need to know what new skills they will require to do the job做任務(wù)時(shí)需求知道他們需求什么技藝By RESPECTING people we can create the CLIMATE FOR CHANGE經(jīng)過(guò)尊重人才我們就可以產(chǎn)生一個(gè)變化的環(huán)境氣候Lean Journey Leanvilleor bust!NOUTURNStrategic Direction戰(zhàn)略方向Training Process培訓(xùn)過(guò)程Deployment推行Lean Overview總結(jié)精益之路Why are we here?為何我們?cè)谶@里To L

17、earn去學(xué)習(xí)15 Lean Tool Contents15精益工具內(nèi)容The Lean Assessment Tool contains fifteen attribute worksheetsdescribing the Lean best practices that constitute the followingAttributes of Lean manufacturing:評(píng)審工具包含15個(gè)要素任務(wù)表，描畫(huà)組成以下精益消費(fèi)要素的例如： 1. STANDARD WORK規(guī)范化作業(yè)8. LEAN CONTAINERS AND PACKAGING 精益容器及包裝 2. WORKPLAC

18、E ORGANISATION (5Ss) 車(chē)間組織5S9. ANDON 3. AUDIO & VISUAL CONTROLS聲音及目視控制10. IN PROCESS QUALITY AUDIT制程質(zhì)量審核 4. OPERATION CERTIFICATION操作保嫜11. CONTINUOUS IMPROVEMENT PROCESS (Kaizen) 繼續(xù)改善過(guò)程 5. INTERNAL PULL & MATERIAL CONVEYANCE12. PROBLEM SOLVING (PDCA)用PDCA處理問(wèn)題 內(nèi)部拉動(dòng)及物料運(yùn)輸 6. EXTERNALL PULL & TRANSPORTAT

19、ION SYSTEM13. TOTAL PRODUCTIVE MAINTENANCE (TPM) 外部拉動(dòng)及運(yùn)輸系統(tǒng) 全員性消費(fèi)維護(hù) 7. CENTRAL MATERIAL STORAGE14. ERROR PROOFING 防錯(cuò) 中央物料儲(chǔ)存15. QUICK CHANGEOVER (SMED)快速換模Higher Value Standards 更高的價(jià)值規(guī)范In reality . . .現(xiàn)實(shí)中. . . .it is not:它不是. . .Instead it is :取而代之的是 :JIT / 17(Cost) + (Profit) = (Selling Price)本錢(qián)+利潤(rùn)=賣(mài)

20、價(jià)(Selling Price) - (Cost) = (Profit)賣(mài)價(jià)-本錢(qián)=利潤(rùn) 增值的含義增值的含義 1 在改充產(chǎn)品的根本性質(zhì)時(shí)，即為對(duì)產(chǎn)品添加了價(jià)值。例如：截取一段鋼質(zhì)卷材，經(jīng)過(guò)沖壓后制成支架；或如：將一把椅子的兩只座墊組裝到一同。 2其他的東西即為非增值的產(chǎn)品或浪費(fèi)。兩種類(lèi)型的浪費(fèi)： 第一種或稱“必要浪費(fèi)為使產(chǎn)品接近客戶的要求而必需進(jìn)展的非增值行為。 例：發(fā)運(yùn)并不添加價(jià)值，卻又是必需的。 第二種或稱“不用要浪費(fèi)是指那種我們?nèi)缃窬涂梢院喜?、減少或消除的非增值行為。零浪費(fèi)意思是： 將第一類(lèi)浪費(fèi)轉(zhuǎn)化為第2類(lèi)。 合并、減少或者消除第2類(lèi)浪費(fèi)。Waste Walk “The 7 Waste

21、s浪費(fèi)行走7種浪費(fèi)7種浪費(fèi)等待過(guò)量消費(fèi)返工挪動(dòng)過(guò)量加工庫(kù)存運(yùn)輸 Type of Waste 浪費(fèi)類(lèi)型 Description 描畫(huà) 1. Waste of Over Production: Producing over customer requirements, producing unnecessary materials / products, or producing to soon. 過(guò)量消費(fèi)的浪費(fèi) 消費(fèi)多于客戶需求，消費(fèi)不用要的資料/產(chǎn)品或消費(fèi)多一點(diǎn) 2. Waste in Waiting (Time): Time delays, idle time (non value adde

22、d time) 等待浪費(fèi) 時(shí)間延遲，呆時(shí)間(不增值) 3. Waste in Transportation: Multiple handling, delay in material handling, unnecessary handling or transportation (non value added conveyance). 運(yùn)輸浪費(fèi) 多次搬運(yùn)，資料處置延遲，不用要搬運(yùn)或運(yùn)輸非增值運(yùn)輸 4. Waste in Processing: Unnecessary processing, steps or work elements/ procedures (non value adde

23、d work). 加工的浪費(fèi) 不用要的加工，步驟或任務(wù)單元，程序不增值 5. Waste of Inventory: Producing unnecessary inventory, holding or purchasing unnecessary inventory, RS, WIP, FG. 庫(kù)存的浪費(fèi) 產(chǎn)生不用要的庫(kù)存，保管或采購(gòu)不用要的庫(kù)存，原資料、WIP、廢品 6. Waste of Motion: Waste of motions, excessive handling, unnecessary steps of motion (non value added motions).

24、 挪動(dòng)浪費(fèi) 挪動(dòng)浪費(fèi)，過(guò)度搬運(yùn)，不用要的挪動(dòng)步驟非增值 7. Waste of Producing Failures: Correction of errors or rework, scrap (quality problems) 產(chǎn)生失敗的浪費(fèi) 錯(cuò)誤校正、返工、報(bào)廢質(zhì)量問(wèn)題Waste Walk “The 7 Wastes Definitions 浪費(fèi)行走7種浪費(fèi)定義三種不同的公司 3第三等級(jí)的公司 每個(gè)人都隨處亂扔渣滓而沒(méi)有人揀起來(lái) 第二等級(jí)的公司有專(zhuān)人將他人亂扔的渣滓揀起來(lái)第一等級(jí)的公司每個(gè)人都自覺(jué)維護(hù)環(huán)境的清潔，沒(méi)人亂扔渣滓。存在的問(wèn)題工廠變得愈加擁堵；在員工中間一些不用要的貯藏箱子、

25、料架、貨架等堆積成山，妨礙了交流；時(shí)間在尋覓零件和工具中浪費(fèi)掉；過(guò)多的現(xiàn)場(chǎng)物品隱藏了其他消費(fèi)問(wèn)題；不需求的零件和設(shè)備使得工藝流程更困難；Key Characteristics in a 5S Environment 5S環(huán)境的關(guān)鍵特征An easily understandable layout 簡(jiǎn)單易懂的規(guī)劃圖An open view 視野開(kāi)放A clean atmosphere清潔的環(huán)境Active management 靈敏的管理DAILY ACTIVITY 日常性活動(dòng) 5S: Workplace Organisation工場(chǎng)組織The Foundation of the Visual

26、Workplace 建立車(chē)間目視管理根底1S - SORT-Eliminate what is not needed 整理(分類(lèi)) 除去不需求的東西2S - STRAIGHTEN-A place for everything and everything in its place 整頓(系統(tǒng)安排) 物有其位物歸其位3S - SHINE-Cleaning and looking for ways to keep it clean 清潔 清潔并設(shè)法堅(jiān)持清潔 4S STANDARDISE-Maintain and monitor the first 3 Ss 規(guī)范化 堅(jiān)持并監(jiān)控前三個(gè)S5S - SU

27、STAIN-Stick to the rules5S-素養(yǎng) 方式規(guī)那么85s IMPLEMENTATION 5S實(shí)施 Continuously improve our competitive position by deploying key Lean practices that will:經(jīng)過(guò)運(yùn)用主要的精益實(shí)例來(lái)繼續(xù)改善我們的競(jìng)爭(zhēng)位置： Organize the workplace 工廠組織(5s) Enable status at a glance (Visual Management) 建立一目了然的情況目視管理 Eliminate waste, redundancies and no

28、n-value added practices 消除浪費(fèi)、多余的及不增值作法 Increase Value Added Work activities 添加增值任務(wù)活動(dòng) Improve floor space utilization 提高面積利用 Improve direct and indirect labor efficiency 提高直接和間接勞動(dòng)力效率 Reduce operating costs 降低營(yíng)運(yùn)本錢(qián) Free floor space for new business 為新業(yè)務(wù)釋放面積 Establish Just-In-Time/Pull Systems 建立JIT拉動(dòng)系統(tǒng)

29、 Reduce inventory, WIP and FGI 減少庫(kù)存WIP及廢品庫(kù)存 Improve factory flow (material, people and information) 改善工廠流程資料、人員及信息 Improve responsiveness (MTTR and MTBF) 提高呼應(yīng)平均缺點(diǎn)時(shí)間及缺點(diǎn)間隔時(shí)間 Enable build-in-station 崗位做好質(zhì)量一次做好質(zhì)量 Solve and prevent problems 處理和預(yù)防問(wèn)題 Level and reduce variation 平衡及降低變異 Engage and empower th

30、e workforce 勞動(dòng)力參予及授權(quán)Lean Deployment Goals 精益運(yùn)用目的LeanLean Manufacturing System Utilize hands-on plant floor results based core training workshops to accelerate implementation and understanding: 基于主要的培訓(xùn)車(chē)間利用實(shí)習(xí)工廠(現(xiàn)狀)來(lái)加速實(shí)施和了解： Value Stream Mapping 價(jià)值流 Lean Manufacturing Overview 精益制造全貌 Standardized Work/

31、Methods Improvement 規(guī)范化任務(wù)及方法改善 Five S: Workplace Organization 5S:工廠組織 Audio & Visual Management 聲頻及目視管理 Practical Problem Solving/PDCA 實(shí)踐問(wèn)題處理/PDCA JIT/Pull Systems 準(zhǔn)時(shí)化消費(fèi)/拉動(dòng)系統(tǒng) Total Preventive & Predictive Maintenance (TPM) 全面預(yù)防性和預(yù)測(cè)性維護(hù) Andon & Error Proofing Andon及防錯(cuò) Identification & Elimination of W

32、aste 識(shí)別及消除浪費(fèi) Master Planning 總體規(guī)劃 Lean Training Roll-Out Process: 精益培訓(xùn)的 滾動(dòng)過(guò)程 Train: Executives, Operations Directors, Plant Staffs, Six Sigma Black Belts, Industrial Engineers, Manufacturing Engineers Shop Floor Leaders, Union Leaders, Hourly Workforce培訓(xùn)：執(zhí)行總裁、營(yíng)運(yùn)總監(jiān)、工廠管理人員、6西格瑪黑帶、工業(yè)工程師、制造工程師、車(chē)間主管、工會(huì)指點(diǎn)

33、、計(jì)時(shí)工 Facilitators cascade training to plant workforce 推行者將培訓(xùn)滾動(dòng)到員工Lean Education Approach 精益教育方法Direct指點(diǎn)ExecutiveSteeringCommittee行動(dòng)指點(diǎn)委員會(huì) Provide Strategic Direction 提供戰(zhàn)略方向 Provide Resource 提供資源 Make Decisions 做決議 Meet Regularly 經(jīng)常碰頭(開(kāi)會(huì)) Guide Deployment 指點(diǎn)運(yùn)用Plan方案HeadquartersLean SupportTeam 總部精益支持團(tuán)

34、隊(duì) Provide Tactical Direction 提供戰(zhàn)術(shù)方向 Coordinate Planning 協(xié)調(diào)方案 Develop Training Material 開(kāi)發(fā)培訓(xùn)資料 Coordinate Training 協(xié)調(diào)培訓(xùn) Develop Operating Standards 開(kāi)發(fā)運(yùn)作規(guī)范 Provide Lean Expertise 提供精益專(zhuān)家 Support Implementation 支持實(shí)施 Assess Progress 評(píng)價(jià)進(jìn)展Implement實(shí)施Plant LeanFacilitators工廠精益推行者 Develop & Integrate Plans 開(kāi)

35、發(fā)并有機(jī)結(jié)合方案 Execute Plans 執(zhí)行方案 Conduct Training 開(kāi)展培訓(xùn) Assist Implementation 協(xié)助實(shí)施 Lean Resident Resource 精益必有資源 Conduct Assessment Process 進(jìn)展過(guò)程評(píng)價(jià) Establish a structure to drive implementation in a common approach.用同種方法建立構(gòu)造組織來(lái)驅(qū)動(dòng)完成Lean Deployment 精益部署 Owner Subject Purpose Standard Requirements Links Owner

36、 Subject Purpose Standard Requirements Links Owner 一切者 Subject 主題 Purpose 目的 Standard 規(guī)范 Requirements 要求 Links 銜接LearLeanPlaybookPeople Empowerment 人力授權(quán) Lean Vision精益遠(yuǎn)景觀念 Well Prepared People 預(yù)備好人 Self Directed Work Groups 自我指點(diǎn)任務(wù)組 Education & Training Process 教育培訓(xùn)過(guò)程 Communication Process 溝經(jīng)過(guò)程 Standa

37、rdization 規(guī)范化 Standardized Work 規(guī)范化任務(wù) - Scrolling (Moving Line) 滾動(dòng)挪動(dòng)線 - Work Flow Diagramming 任務(wù)流程圖 Level Mix & Build Restrictions 平衡產(chǎn)品系列和制造限制 Line Balance Process 線平衡過(guò)程 Workplace Organization (Five S) 工廠5S組織 Audio & Visual Controls 聲頻及目視管理 Operation Certification 操作證書(shū) Quality System 質(zhì)量系統(tǒng) Andon (Bui

38、ld-In-Station) Andon崗位做好 Error Proofing 防錯(cuò) Product Quality Standards 產(chǎn)質(zhì)量量規(guī)范 In-Process Control & Verification 制程控制和驗(yàn)證 Quality System Management 質(zhì)量系統(tǒng)管理Continuous Improvement 繼續(xù)改良 Continuous Improvement Process 繼續(xù)改良過(guò)程 Problem Solving/PDCA問(wèn)題處理/PDCAJust-In-Time System 準(zhǔn)時(shí)化系統(tǒng) Level Schedules & Volume 平衡方案

39、及數(shù)量 Scheduled Shipping/Receiving有方案運(yùn)輸及接納 Fixed Period Ordering System 定期時(shí)訂購(gòu)系統(tǒng) Lean Containers & Packaging 精益容器及包裝 Kitting & Sequencing 成套及成系列 Temporary Material Storage暫時(shí)資料存儲(chǔ) Internal Pull & Material Conveyance內(nèi)部拉動(dòng)及資料運(yùn)輸 External Pull & Transportation System 外部拉動(dòng)及資料運(yùn)輸 Supply Chain Management供應(yīng)鏈管理Lean

40、 Designs 精益設(shè)計(jì) Lean Tools, Equipment & Fixtures精益工具，設(shè)備及夾具 Lean Facility & Layouts 精益工廠&平面布置 Design For Lean (DFL) 為精益而設(shè)計(jì) Total Preventive Maintenance 全員預(yù)防維護(hù)Lean Leadership 精益指點(diǎn) Lean Master Planning 精益總體規(guī)劃 Lean Planning Team 精益方案團(tuán)隊(duì) Lean Steering Committee 精益方向指點(diǎn)委員會(huì) Shop Floor Management 車(chē)間管理 Managemen

41、t By Takt 節(jié)拍管理OperatingStandards操作規(guī)范 Lear LMS Strategies李爾精益制造系統(tǒng)戰(zhàn)略Global Market 全球 Changing Conditions 不斷變化的情況 Fierce Competition 猛烈的競(jìng)爭(zhēng) Customers Expect: 顧客期望 Short Lead Times 短的時(shí)間周期 100% Quality 質(zhì)量100好 Just-In-Time Delivery 及時(shí)化運(yùn)輸 Annual Cost Reductions 每年的本錢(qián)降低 Strategic Collaboration & Partnership戰(zhàn)

42、略協(xié)作及同伴 Innovative solutions 發(fā)明性的方法 Flawless Performance 無(wú)缺陷績(jī)效 Superior Service and Support 更優(yōu)效力及支持 Improved Employee Skills Required提高雇員技藝的需求 Multi- Skilled 多功能 Flexible 靈敏Why Lean?為什么用精益？Grow The Business增長(zhǎng)生意Achieve Our Vision完成我們的遠(yuǎn)景Why?Why?為什么？Satisfy Customers, Employees & Stockholders使客戶、雇員及股東稱心

43、Why?Why?為什么？ Safety Quality Responsiveness CostsWhy Lean?Achieve Business Objectives完成業(yè)務(wù)目的Why?Why?為什么？Eliminate Waste消除浪費(fèi)Why?Why? 為什么？Lean Strategies李爾戰(zhàn)略Why?Why? 為什么？Why Lean? 為什么要做精益？How do we我們?cè)鯓幼?take it to the next level 把它現(xiàn)狀帶到下一階段 grow the business添加生意 reduce costs降低本錢(qián) achieve business objectiv

44、es 完成業(yè)務(wù)目的 satisfy the customer滿足客戶 make money賺錢(qián) engage the workforce員工積極參與How do we我們?cè)鯓幼鯬ainted in a corner! 從一角涂起Lean Manufacturing System精益制造系統(tǒng) Value Stream Mapping 價(jià)值流 Problem Solving問(wèn)題處理 Self Directed Work Groups自我管理任務(wù)團(tuán)隊(duì) Visual Management 目視管理 Workplace Organization 工廠組織 Andon System Andon系統(tǒng) Err

45、or Proofing 防錯(cuò) Standardized Work 規(guī)范化任務(wù) JIT Pull System JIT拉動(dòng)系統(tǒng) Kitting & Sequencing 成套及成系列 Small Lot Production 小批量消費(fèi) Quick Set-Up 快速設(shè)置Lead Time周期時(shí)間High Costs 高本錢(qián)Quality Issues質(zhì)量問(wèn)題Lean Competition精益競(jìng)爭(zhēng)ExcessInventory過(guò)量庫(kù)存Inefficiencies低效率Cash Flow現(xiàn)金流Overtime加班Uptime運(yùn)轉(zhuǎn)時(shí)間Floor Space車(chē)間面積This Way Out這是出口

46、Do what weve always done (it got us where we are).做我們通?？傇谧龅乃刮覀兊竭_(dá)我們所在的位置 Do nothing new, just work harder.不做新東西，只是任務(wù)努力一些 Do whats best for the employees.做對(duì)雇員最好的事 Do whats right for the longevity of the business.做對(duì)生意的長(zhǎng)期性正確的事 Do what our customers want.做我們客戶想做的事Breaking The Business As Usual “Do Loop突

47、破經(jīng)常做循環(huán)的常規(guī) Do what the stockholders need.做股東需求的事Lean Do what somebody else does.做其他人也做的事Lean Manufacturing SystemBreaking The Business 突破常規(guī)Flow Information信息流Flow Material資料流FullEmptyWalkInstallWalkWalkWalkInstall安裝InstallInstallFlow Operations操作Flow Process過(guò)程流FIFOFIFOCash FlowIts all about flow!它都是關(guān)

48、于流程的現(xiàn)金Lean Link精益銜接Six SigmaProjects6西格瑪工程Processes 精益過(guò)程Reduce Cost 降低本錢(qián)Improve Quality 改善質(zhì)量On Time Delivery 及時(shí)運(yùn)輸Eliminate Waste 消除浪費(fèi)Involve People 人員參予Solve Problems 處理問(wèn)題Prevent Problems 預(yù)防問(wèn)題Apply Lean Techniques 運(yùn)用精益技術(shù)Continuous Improvement繼續(xù)改良 Pull System 拉式系統(tǒng) Andon Error Proofing 防錯(cuò) TPM 全面預(yù)防維護(hù) F

49、TQ System 一次成材 Self Directed Work Groups自我指點(diǎn)任務(wù)組 Standardized Work 規(guī)范化任務(wù) Work Balancing 任務(wù)平衡 Level Scheduling 方案平衡 Practical Problem Solving實(shí)踐問(wèn)題處理 Five S/ WPO (Work Place Org.)5S工廠組織 Audio & Visual Controls 聲頻及目視管理 Lean Plant Layouts 精益工廠平面布置 Lean Equipment Design 精益設(shè)備設(shè)計(jì) Lean Part Design 精益零件設(shè)計(jì) Probl

50、em Solving Projects處理問(wèn)題的工程 Statistical Process Control統(tǒng)計(jì)過(guò)程控制 Root Cause Analysis根緣由分析 Variation Reduction減少變異 Design Of Experiments實(shí)驗(yàn)設(shè)計(jì) Regression Analysis回歸分析 FMEA 缺點(diǎn)方式分析 Gage R & R Measurement反復(fù)性和再現(xiàn)性丈量 Common Goals共同目的LEANLean Link 精益銜接Structural Backbone Plant Design Process Layout Tool Design Eq

51、uipment DesignConnective Tissue People System Material System Quality System Maintenance System Information System Management System Policy Deployment Work MethodsLEAN THINKING DNACustomer客戶Transportation運(yùn)輸Receiving接納Transportation運(yùn)輸Storage儲(chǔ)存Inspection檢查Assembly總裝Shipping運(yùn)送Suppliers供應(yīng)商Physical Chara

52、cteristics實(shí)踐特征“How things are designed and built實(shí)踐事情怎樣設(shè)計(jì)及制造Strategic & TacticalCharacteristics戰(zhàn)略及戰(zhàn)術(shù)特征“How work is done怎樣做任務(wù)The LEAR Lean Manufacturing Systems李爾精益制造系統(tǒng) People Involvement & Ownership員工參與 Support The Operator支持員工 Continuous Improvement Mentality支持改善思想 Relentless Focus On Waste無(wú)情地關(guān)注浪費(fèi) F

53、ocus On Flow 關(guān)注流程 Flexibility: People & Processes靈敏性:人員和制程 Quality Build-In-Station: control崗位做好質(zhì)量:質(zhì)量控制 Status At A Glance一目了然的情況 Rapid Response快速反響 FTQ Gates: Control & Communicate一次材:控制&溝通 Produce On Demand 需求時(shí)消費(fèi) Small Lot Production 小批量消費(fèi) Quick Change Capability 快速改動(dòng)才干 Machine Availability 機(jī)器利用率

54、Frequent Deliveries 頻繁傳送 Replenish On Demand 需求時(shí)補(bǔ)充 A Place For Everything 每件東西有一個(gè)地方 Everything In Its Place 每件東西放在本人的位置上 Error Prevention/Avoidance 防/防止錯(cuò) Problem Resolution & Prevention處理問(wèn)題/防止問(wèn)題 Supplier Involvement & Relationship供應(yīng)商參與及關(guān)系 Variation Reduction: Schedule, Volume, Mix減少變化:方案、容量,種類(lèi) Stand

55、ardization: Jobs, Processes, Facilities規(guī)范化:任務(wù),制程及設(shè)備 Lead Time Reduction減少交貨時(shí)間 Common System: Nationally & Worldwide共同系統(tǒng)：國(guó)內(nèi)/際通用Key Features主要特征 Team Concept/Projects/Meetings團(tuán)隊(duì)概念及會(huì)議 Pilot Teams指點(diǎn)團(tuán)隊(duì) Kaizen Events繼續(xù)改善 Design For Lean (Ease of Build)設(shè)計(jì)思索精益 (易于消費(fèi)) Lean Infrastructure (Lean Layouts) 精益根底(

56、精益平面布置) Lean Facilities (Factory Design & Shape) 精益設(shè)備(工廠設(shè)計(jì)及成形) One Touch Equipment Design一次觸動(dòng)的設(shè)備設(shè)計(jì) Automation: Intelligent Machines自動(dòng)化:智能機(jī)器 Synchronous Operator Assist Devices 同步員工協(xié)助設(shè)備 Andon System 系統(tǒng) Decoupling & Buffering 緩沖區(qū) Standardized Work 規(guī)范化任務(wù) Five S Process 5S Single Minute Exchange of Dies

57、 (SMED)快速換模 Kanban (All Types)看板 Window Delivery & Shipping窗口傳送及發(fā)貨 Total Preventive Maintenance預(yù)防性維護(hù) Practical Problem Solving實(shí)踐問(wèn)題處理 Value Stream Mapping價(jià)值流程圖 Lean Manufacturing Training Process精益制造培訓(xùn)過(guò)程 Supplier Development (Worldwide)供應(yīng)商開(kāi)發(fā) Fast VDP Strategy快速數(shù)據(jù)處置戰(zhàn)略Key Enablers能動(dòng)要素Six Sigma, Lean, o

58、r Kaizen Project?工程LeanSix SigmaTilt-O-MeterTILTTILT傾斜的拍子This is a familiar question that is often addressed by organizations. In fact, its the wrong question. These concepts are nothing more than tools in your management toolbox. You dont fix a watch with a hammer, and you get the same results when

59、 you deploy Six Sigma, Lean, and Kaizen incorrectly.這是組織經(jīng)常提出的類(lèi)似提問(wèn)，現(xiàn)實(shí)上這是一個(gè)錯(cuò)誤的提問(wèn)，( 6西格瑪、精益和快速閃電戰(zhàn))這些概念都只是他的管理工具箱中的工具而已。他沒(méi)有用錘子修表，在他沒(méi)有正確地采用6西格瑪、精益和繼續(xù)改善閃電戰(zhàn)時(shí)，他就會(huì)得出同樣的(以下)結(jié)論。People spend months drilling the Six Sigma process and statistical tools into their heads until they look at every situation as a Six

60、Sigma problem.人們花了幾個(gè)月時(shí)間動(dòng)腦筋研討6西格瑪過(guò)程及統(tǒng)計(jì)工具,最后他們把每一件事情都看成6西格瑪問(wèn)題On the other extreme, some high anxiety managers tend to look at very complex process variation or large scale strategic problem asA Kaizen Blitz that can be fixed by tomorrow. 另一個(gè)極端那么是一些非常焦急的經(jīng)理往往把非常復(fù)雜的過(guò)程變異或大規(guī)模的戰(zhàn)略問(wèn)題看成是明天就可以一揮而蹴的一次繼續(xù)改善閃電戰(zhàn)Six