精益生产中英文互译Word格式文档下载.docx
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Leanideasarethesinglemostpowerfultoolavailableforcreatingvalueandeliminatingwasteinanyorganization。
PartI:
LeanPrinciples
TaiichiOhno(1912–1990),aToyotaexecutive,identifiedseventypesofwastefoundinanyprocess:
•Transportation.Unnecessarytransportofpartsunderproduction。
•Inventory.Stacksofpartswaitingtobecompletedorfinishedproductswaitingtobeshipped.
•Motion。
Unnecessarymovementofpeopleworkingonproducts.
•Waiting。
Unnecessarywaitingbypeopletobeginthenextstep。
•Over—Processingtheproductwithextrasteps.
•Over-Productionofproductsnotneeded。
•Defectsintheproduct。
Wehaveaddedaneighthwaste:
goodsandservicesthatdonotmeetthecustomer’sneeds。
Otherauthorshaveadded:
underutilizationofpeople
LeanThinkingistheantidotetowaste。
Thereare(5)LeanPrinciples:
•SpecifyValue。
Valuecanbedefinedonlybytheultimatecustomer。
Valueisdistortedbypre-existingorganizations,especiallyengineersandexperts.Theyaddcomplexityofnointeresttothecustomer.
•IdentifytheValueStream.TheValueStreamisalltheactionsneededtobringaproducttothecustomer.Ifthemelter,forger,machiner,andassemblernevertalk,duplicatestepswillexist。
•Flow.Makethevalue—creatingstepsflow。
Eliminatedepartmentsthatexecuteasingle—taskprocessonlargebatches.
•Pull。
Letthecustomerpulltheproductfromyou.Sell,one。
Makeone。
•PursuePerfection。
Thereisnoendtotheprocessofreducingtime,space,costandmistakes.
Leanisdoingmorewithless.Usetheleastamountofeffort,energy,equipment,time,facilityspace,materials,andcapital–whilegivingcustomersexactlywhattheywant.
ThePrizeWeCanGraspNow.Convertingabatch-and-queuesystemtocontinuousflow,withpull,will:
Doublelaborproductivity
•Cutthroughputtimeby90%
•Reduceinventoryby90%
•Cuterrorsby50%
•Cutinjuries
1:
Value
AHouseoraHassle—FreeExperience?
DoyleWilsonHomebuilderfoundthatcustomers“valued”ahassle—freedesignprocessandon-timedelivery.Allhisprocesseswerethenre-alignedtomeetthisgoal.
DefineValueinTermsoftheWholeProduct。
Astheproductflows,eachfirmdefinesvaluedifferently.Thinkofairtravel.Eachfirm–agent,airline,taxi,currencyexchange,customs,immigration–definestheirownpriorities,duplicatesefforts,andworksindisharmonywiththewholeprocess。
Thecustomerisnotsatisfied.
2:
TheValueStream
TheViewfromtheAisle。
Avaluestream“map”identifieseveryactiontodesign,order,andmakeaspecificproduct。
Eachstepisthensortedintothreecategories:
(1)thosethataddvalue,
(2)thosethataddnovaluebutarecurrentlynecessary,and(3)thosethataddnovalueandcanbeeliminated。
Afterthethirdcategoryhasbeeneliminated,thesecondcategoryshouldbeaddressedthroughflow,pull,andperfectiontechniques。
TheValueStreamforaCartonofCola。
TheBritishgrocerychainTescoretailsproductswiththousandsofvaluestreams。
Inthecannedcolavaluestream,threehoursofvalue-addedactivitytake319daystoperform。
3:
Flow
TheWorldofBatch—and—Queue.Five—sixthsofhome-buildingiswaitingforthenextsetofspecialistsorrework.Flowprinciplestypicallycuthalftheeffortandthetimerequired.
TheTechniquesofFlow。
The1ststepistomaintainfocusontheproduct.The2ndstepistoignorejobboundariesanddepartmentsIOTremoveimpedimentstocontinuousflowofthespecificproduct.The3rdstepistorethinkworkpracticestoeliminatebackflow,scrap,andstoppagesIOTmaketheproductcontinuously.
•Takttimesynchronizestherateofproductiontotherateofsales.(48)bikesperdaysolddividedby(8)hoursofproduction=(6)bikesandhour,or
(1)bikeeverytenminutes。
•Flowrequiresallworkersandmachinestobecapableatalltimes.Thisrequirescross—training.
•Flowrequiresworkerstoknowthestatusofproductionatalltimes.Thisrequiresvisualcontrols。
•Allactivitiescanflow。
Concentrateonthevaluestreamforaspecificproduct,eliminateorganizationalbarriers,andrelocateandright-sizetools.
4:
Pull
Pullmeansthatnooneupstreamshouldproduceanythinguntilthecustomerdownstreamasksforit.“Don’tmakeanythinguntilitisneeded,thenmakeitveryquickly。
”“Sellone,buyone。
”“Shipone,makeone。
”
TheBadOldDaysofProduction.TheToyotabumperreplacementsystemsufferedlongleadtimes。
Theabilitytogetpartsquicklyfromthenextupstreamproducerenabledre-ordersinsmallamounts。
Thisisthesecrettoreducinginventory。
Cutleadtimesandinventories。
Demandshouldinstantlygeneratenewsupply.
5:
Perfection
TheIncrementalPath。
Freudenberg-NOK,agasketmanufacturer,improvedasingleprocesssixtimesinthreeyears.“Whydidn’ttheygetisrightthefirsttime?
"
Becauseperfectioniscontinuous。
ContinuousRadicalandIncrementalImprovement.Ifyouarespendingcapital,youaredoingitwrong.Onceleadersunderstandthefirstfourleanprinciples–valuespecification,valuestreamidentification,flow,andpull–theirperfectionstepstartswithpolicy:
avisionoftheidealprocess,andthestep-wisegoalsandprojectstogetthere。
Transparencyiseverything。
Everyonemustknowwhatyouareattemptingtoachieveandwhatareaisthefirstpriority。
Theforcebehindthisistheleaderknownasthechangeagent.
PartII:
FromThinkingtoAction:
TheLeanLeap
6:
TheSimpleCase
Lantechmanufacturersstretchwrapmachines.“ProcessVillages”–Sawingdepartment,Machiningdepartment,Weldingdepartment,Paintingdepartment,andSub-assemblydepartment–allgeneratedlongleadtimes.Batchesoftenweremanufacturedtoshipone.Inventoryoverwhelmedthefactory.Orderchangescreatedhavocintheplant。
“Themoreinventoryyouhave,thelesslikelyyouwillhavethepartyouneed.”
•TheLeanRevolution.RonHicksleanedLantech.Hecreatedfourcells,oneforeachproduct。
Hedefinedstandardwork:
ontime,onspec,everytime.Takttimewasintroduced:
numberofproductsneededperdaydividedbynumberofhours(8/8=1hour).Heright—sizedmachinestofitinsideworkcells。
Heimplementedquickchangeovertomakemultipledifferentpartswithlittlemachinedowntime。
•Result.Lantechcut30%excessspace,doubledproductoutput,cutdefectsfrom8perproductto0.8perproduct,andcutleadtimefromsixteenweekstofourteenhours。
On-timeshippingrosefrom20to90%。
7:
AHarderCase
TheChangeAgent.ArtByrnewashiredasCEOofWiremoldin1991.“CEOsaretimidtochangetheshopfloor。
”Byrneledleantrainingusingamanualhewrotehimself。
Heledtoursoftheplanttoobservewastethathismanagerswerenowabletosee.
•ImprovementsMustbeFast。
ThreedayswasByrne’sstandard。
•PostaScorecardforEachProductTeam.Wiremoldtracked:
Productivity–salesperemployee,Service–percentdeliveredon—time,Inventory–turns,andQuality–mistakes.
•TeachPeopleHowtoSee。
Createaleantrainingfunction.Teachallemployeesthefiveprinciplesoflean:
Value,ValueStream,Flow,Pull,andPerfection。
Teachallemployeesleantechniques:
standardwork,takttime,visualcontrol,pullscheduling,andsingle-pieceflow。
•Results.Wiremoldfreed50%factoryfloorspace,eliminatedawarehouse,andconverted$11Mofinventoryinto$24Minsales.Leadtimefellfromfourweekstotwodays。
8:
TheAcidTest
Pratt&
Whitney(P&W)。
In1991,CEOKarlKrapekandcost—cutterMarkCoranleanedP&
W.
•JetEngines.Foundedin1860,P&
Wledtheaircraftenginebusinessby1929.Whentheyabandonedpistonenginestogambleonjetsin1946,businesssoared.Productioninefficiencieswereoverlooked.
•Overcapacity。
Facedwithcompetitioninthe1980s,P&
Wrationalizedplantlayoutandaddresseddevelopmentcosts。
Theyneededlowerproductioncostsandflexibilitytoreacttocustomerneeds.WhydidP&Wneedsomuchspace,tools,inventoryandpeopletogetsolittledone?
DailyoutputofenginesandsparepartscouldfitinsideCEO'
soffice。
Failuretomanageassets.P&
Wcutpeople,cutmanagers,andoverhauledtheirentireproductioncultureandprocesses。
•TheMonumentofallMonuments。
A“monument”isamachineorprocesstoobigtobemovedandwhosescalerequiresoperatinginbatchmode.Monumentsareevil,generatinghugeamountsofwaste。
P&
Whadan$80Mgrindingsystem,representingobsoletethinking.Althoughspeedingupgrindingfrom75minutesto3minutesandeliminatingmultiplemanualgrindingjobs,inactualitygrindingjobstooklonger(duetoeight—hourchangeoversandbatchscheduling),andrequiredmorepeople(22computertechnicians).P&Wretiredthe$80Mmonument,returnedto75-minuteproduction。
9:
LeanThinkingversusGermanTechnik
Porche.ChairmanWendelinWiedekingintroducedleanthinkingtoPorche.In1994,thefirst—everPorscherolledoffthelinewithnothingwrongwithit.
•Engineers.Porcheisledbyengineers,intriguedwithuniquesolutionsthataredifficulttomanufacture。
Workersarecraftsmen。
Unfortunately,muchcraftsmanshipiswaste。
Tinkeringwiththeproduct–repairingandpolishingrawmaterials,troubleshooting,re-assemblingelements,repaintingandr
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