精益管理实现改善的六个步骤.docx
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精益管理实现改善的六个步骤.docx
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精益管理实现改善的六个步骤
实现改善的六个步骤
LearningtoThinkLean:
SixStepswithR
实现改善的六个步骤LearningtoThinkLean:
SixStepswithReviewPoints
OrganizationscanprofitfromlearningtothinkintermsofLean,aphilosophythataimstoeliminatewaste(in Japan,whereLeanwasdeveloped,thetermismuda).Leanattackswaste mainlybyshorteningthetimebetweenthecustomerorderandshipment.Basedonacustomer-focusedview,six steps canprovideastrongfoundationforanyorganizationthatwantstoincorporateLeanintoitsoperatingphilosophy.ThesestepsinLeanthinkingcanbebestevaluatedattheproducerendbyverifyingandreviewingeachsteponeatatime.
很多组织都可以得益于LEAN的实施,这种方法可以减少浪费.LEAN控制浪费的主要途径是缩短从客户下订单到运达客户的时间.根据以客户为中心的原则,以下六个步骤可以最大限度读地帮助组织或公司应用LEAN的原理.这六个步骤可以根据需要定期进行实施效果的检验.
1. Value价值
2. ValueStream价值细化
3. Flow流程
4. Pull推动
5. Perfection完善
6. Replication重复
Leanthinkingcanbeststartbygivingdueconsiderationtovalue,whichultimatelyisthecustomer'srequirement.Thevalueofanyproduct(goodsorservices)isdefinedbycustomerneedsandnotbyanynon-value-addedactivityatthesupplierorproducerend.Thatis,thecustomerispreparedtopayforoperationsbyproducersortheirsuppliersthattransformtheproductinawaythatismeaningfultothecustomer.Customersdonotwanttopayforwasteattheproducerend.
推动LEAN的关键是改变对价值的看法,要从客户的角度理解一切问题.任何产品的价值无论是物品还是服务都必须是客户认可的,生产供应方要避免一切没有价值的行为.客户只希望为自己需要的有意义的产品付钱,客户的钱不会花在生产者的浪费上.
1.Value(Specifying)价值的定义
Valueisdeterminedbythecustomerswhowanttobuytherightproductwiththerightcapabilitiesattherightprice.Thatis,theproductmustbe"right"everytime–fromdesigntomanufacture,fromdeliverytoerror-freeoperation.Leancompaniesworkonmakingtheirprocessesrightbyeliminatingwaste–somethingnocustomerwantstopayfor.
价值是由客户决定的,客户愿意付钱购买物美价廉的东西.这些产品必须随时都满足客户,无论是设计还是制做,从安装到使用.应用LEAN的公司是通过流程来控制浪费,以此来避免给客户带来损失.
Whilelinkingtheterm"value"generallywithcustomerrequirements,thefollowingquestionscanbeaskedtoreviewthevalueforthecustomerasitrelatestoanyspecificproductissue:
当我们在考虑给客户带来的价值时,可以通过以下内容来特化价值的涵义.
∙Whatistheproblemthatimpactsthecustomer?
会给客户带来什么样的损失?
∙Whatistheproblemthattheteamisgoingtotakeactionon?
我们在采取什么措施来克服这种损失?
∙Whyistheprojectsoimportantthattheorganizationshouldaddressit?
公司为什么要强调该项目的重要性?
∙Whyistheprojectbeingdone?
为什么要完成该项目?
∙Doallthestakeholdersunderstandandagreetotheproblemanditsimpactonbusiness?
Dotheyallagreethatfixingitiscriticalforthebusiness?
Dotheyallsupporttheproject?
是不是所有的股东都认识到该问题会给业务带来损失?
他们都明白处理该问题的重要性吗?
他们支持吗?
∙Aretherolesandresponsibilitiesoftheprojectteammembersclearlydefined?
项目小组的责任和义务规定清楚了吗?
∙Aretheneedsofthecustomersclearlyidentified?
客户需求搞清楚了吗?
∙What'sinitforthecustomers?
Howdotheybenefit?
给客户带来的直接利益是什么?
∙What'sinitforthebusiness?
Howdoesthebusinessbenefit?
给公司业务带来的直接利益是什么?
∙Werethekeyparametersorthemostimportantthingtobefixedidentified?
辨别改善的标准是什么?
∙Doeseveryonedescribewhatwillbemeasuredinthesameway?
所有人都知道衡量改善的标准吗?
∙Cantheprimarymetricbemanipulated?
Howdoesitdrivetherightbehavior?
以前是怎样测量成败的指标的?
∙Whatcangoworseasaresultoftheproject?
项目失败的潜在因素是什么?
∙Wheredoestheproblemoccur?
Didtheteamidentifyitcorrectly?
Didtheteamworkonthisparticularissuetocompletion?
问题发生在哪里?
如何发现的?
项目小组的人员纠正那些问题了吗?
∙Whatdoessuccesslooklike?
Howwillsuccessbequantified?
项目成功的标准是什么?
怎样量化?
2.ValueStreamMapping(Identifying)价值链的描述
Oncevalueisspecifiedbythecustomers,thenextLeanstepistoidentifytherightprocess–aprocessthatonlyaddsvaluetotheproduct,inotherwords,awaste-freeprocess.Thevaluestreamforaproducthasthreecategoriesofactivities:
一旦客户认可了我们产品的价值,下一步就是要设计正确的流程.该流程只能给产品带来价值,或者说该流程应该是天衣无缝的.产品价值的实现一般有三个主要特征.
1. Processstepsthatdefinitelycreatevalue:
Inanymanufacturingprocess,thestepsthatareactuallytransformingthefit,formorfunctionoftherawmaterial,andbringitastepclosertothefinishedproduct.
可以实现价值的流程步骤,任何制造流程都是为原材料转化成为终端成品而度身定做的.
2. Processstepsthatcreatenovaluebutarenecessary,duetocurrentstateofthesystem:
Inanymanufacturingprocess,activitieslikeinspection,waitingandsometransportationsteps.
没有直接价值但是必须的流程步骤,其存在是由于现有工艺或系统的限制:
在任何制造流程中的一些动作,比如质量检验,等候,运输等步骤.
3. Processstepsthatcreatenovalueandcanbeeliminated:
Anyactivitythatdoesnotfallintotheabovetwocategories.
Whilethepartsofaprocessthatcreatenovalueshouldbeeliminated,anyactionoractivitythatisrecognizedasnon-value-addedbutcurrentlynecessaryshouldbetargetedforimprovement.Atthispointadetailedprocessflowdiagramshouldbegeneratedforeachproductorproductcategory.Toascertainwhichstepsintheprocessareunnecessary,anintensequestioningandre-examiningmethod(Japanesetermiskaikeku)isappliedtoeveryaspectoftheprocessunderconsideration.
不产生价值但是可以避免或控制的步骤:
一旦发现任何没有价值但是由于现实条件不得不采取的步骤,都要作为下一步改善的目标.解决问题的方法是将该产品或产品类别的详细生产流程描绘出来,注明哪些是有待于改进的步骤.
Thereviewpointsatthisstageare:
需要经常检查的项目如下
∙Doestheteamunderstandhowthewholeprocessworks?
大家了解该流程的操作过程吗?
∙Didtheteammanagetocompleteadetailedprocessflowdiagramatthisstage?
有没有把详细的流程图画出来?
∙Didtheteamidentifythewasteintheprocess?
我们知道这个流程中产生浪费的步骤是在哪里?
∙Didtheteamfollowkaikeku–theradicalimprovementapproach?
我们有改善计划吗?
∙Werethereanyparticularprocessesthatdidnotsupportthecustomerneed?
是否有些流程根本不能满足客户需求?
∙Didtheteammakeuseoftheknowledgeandexperiencewithinthebusinesstoestablishthis?
我们是否应用大家的智慧和经验去解决?
∙Whatconstraints/flowproblemsexistintheprocessthatarehurtingthebusiness?
该流程中有没有给业务带来损失的因素?
∙Cantheteamquantifyanydifferenceinpeople,shiftsanddayscausinghiddenconstraints/flowproblems?
我们有没有量化流程中所存在的问题的手段?
∙Doestheteamknowthecausesoftheconstraints/flowproblems?
我们知道产生问题的原因吗?
∙Whatimpactonthebusinessandcustomersaretheseconstraints/flowproblemscausing?
当发生问题时对业务和客户产生怎样影响?
∙Whenwilltheteamhaveenoughinformation/dataabouttheissuesthatcouldbecausingtheproblem?
何时我们可以有足够的数据来分析问题的所在?
∙Doestheinformationrevealanythingnewabouttheproblem?
通过分析是否提示对问题有新的理解?
∙Didtheteamunderstandthetypeofproblemthatisbeingfaced?
我们知道自己面临问题的属性吗?
∙Cantheteamstatewhatthecurrentperformanceoftheprocessis?
我们可以描述清楚目前这个流程的实际能力吗?
∙Isitclearyetwhatthebusinessentitlementisfromtheprocess?
流程中那些可以影响业务的授权?
∙Isthereaneedtogobackandrefineorchangewhatwaslearnedinthetwovaluesteps?
有必要从新检查流程的步骤吗?
3.Flow流程
ThisLeanstepfocusesonrapidproductflow(RPF).Thespecificprocesswasteisidentifiedateachstageofprocessflowandiseliminated.TheteaminvolvedinLeanwillphysicallywalktheprocessandwritedownthedistancetheproducttravelsduringitsprocessflow.Thenon-value-addeddistancesareeliminatedbyphysicallayoutchange,whichinvolvesbothhumanandmachine.Factoryfloorsarelaidoutincellsratherthaninfunctionalgroupings,whichreducesthedistancethepartstravelintheprocessflow.
LEAN的步骤主要体现在快速提供产品的效率性.它可以随时发现流程中的浪费步骤并加以控制.项目小组的人员都必须身体力行,记录和测量产品在整个生产过程中的详细经过.通过动手调整布局来减少不必要的步骤,合理安排人力或必要的设备.工厂的布局更倾向于设计成小功能单元,而不是根据功能来划分.这样一来可以减少零部件的运输过程.
ItisatthispointthattheLeanenterpriseimplements5S,atooldevelopedforreducingtheslackhiddeninmanufacturingprocesses.5SisthebasisforLeanmanufacturingandthefoundationforadisciplinedapproachtothecleanworkplace.Thefivestepsof5Sare(inJapaneseandEnglish):
LEAN其实倾向于通过5S来实现管理.
1.Seiri/Sort:
Meaningsortingorsegregatingthroughthecontentsoftheworkplaceandremovingallunnecessaryitems.
2.Seiton/Straighten:
Meaningputtingorarrangingthenecessaryitemsintheirplaceandprovidingeasyaccessbyclearidentification.
3.Seiso/Shine:
Meaningcleaningeverything,keepingitcleanandusingcleaningtoinspecttheworkplaceandequipmentfordefects.
4.Seiketsu/Standardize:
Meaningcreatingvisualcontrolsandguidelinesforkeepingtheworkplaceorganized,orderlyandclean,inotherwords,maintainingtheseiso,orshine.
5.Shitsuke/Sustain:
Meaninginstitutingtraininganddisciplinetoensurethateveryonefollowsthe5Sstandards.
Questionstobeaskedatthispointare:
∙Howistheimpactofcustomerdemandontheprocessbeingtranslatedorunderstood?
∙Didtheteamphysicallyvisittheprocesstorealizetheprocesssteps?
∙Didtheteamidentifythenon-value-addeddistancestraveledbyparts?
∙Didtheteamidentifythemovementsandtransportations?
∙Havethehotspot(s)thatareconstrainingtheprocessbeenidentified?
∙Whatstepshavebeeninitiatedtostabilizetheconstraintsbeforethemainimprovementismade?
∙HastheLeanteamdoneenoughtobuild5Scultureintheorganization?
∙Hastheteamtakentherightstepstoclosetheloopofeach5Sstep?
4.Pull
ThebenefitsofLeanSteps1,2and3allowacompanytoproducemorethanbeforeandinawaythatvalueisaddedateverystepintheproductionprocess.ThefourthLeanstepcanbedirectedtowardeitherremovingexcesscapacity(inventory)orincreasingtherateofpull.
Lean,whichidentifiesthesevendeadlywastesasdefects,over-production,transportations,waiting,inventory,motionandprocessing(ortheacronym,DOTWIMP),listsinventoryasasourceofwaste.Hence,producinganythingthatisnotsoldimmediatelyandiswaitingatanypointoftimefordeliveryiswaste.Apullsystem,whichontheproductionsideismakingaproductatthesamerateatwhichitisbeingsold,alsoisawaste-eliminatingstep.Onthesupplyside,apullsystemisflowingresourcesintoaproductionprocessbyreplacingonlywhathasbeenc
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