MSA术语.docx
- 文档编号:9767368
- 上传时间:2023-02-06
- 格式:DOCX
- 页数:12
- 大小:142.52KB
MSA术语.docx
《MSA术语.docx》由会员分享,可在线阅读,更多相关《MSA术语.docx(12页珍藏版)》请在冰豆网上搜索。
MSA术语
CommonLeanQuestions
∙HowdoIgetstarted?
∙Isthereanessentialimplementationsequenceandifso,whatisit?
∙Doesleanapplytonon-manufacturingsettings?
∙Whatarethemostcommonmistakesinimplementinglean?
∙HowdoesleancomparetootherimprovementprocessessuchasSixSigma?
∙HowdoesleancomparewiththeTheoryofConstraints,orTOC?
∙HowdoIconvincemyleadersandassociatestopracticelean?
∙Whatarethebestleanresources?
∙Whatarethebestcasestudiesandexamplesofleanpractice?
HowdoIgetstarted?
Whileeveryindividualorcompanyembarkingonaleanjourneywillhavedifferentchallengesbasedontheirparticularsetofcircumstances,thereareseveralcrucialstepsthatcanhelpreduceresistance,spreadtherightlearning,andengenderthetypeofcommitmentnecessaryforleanenterprise.OneofthebestoverallguidestogettingstartedonyourleanjourneycanbefoundinChapter11ofthebookLeanThinking,appropriatelytitled,AnActionPlan.Herearethekeystepsastheyareelaborated:
∙Findachangeagent.Thiscouldbeyou—oranyoneoftheorganization:
thekeyisthatthismustbealeaderwhowilltakepersonalresponsibilityfortheleantransformation.
∙Gettheleanknowledge.It’simportanttodrawfromatrueandthoroughsourceoflean,whetherfromanex-Toyotasenseiorsomeotherreputablesource,soyourinternalchangeagentsmasterleanthinkingtothepointwhereitbecomessecondnature. Andalwaysimplementleantechniquesaspartofasystem,notasisolatedprograms.
∙Findorcreateacrisis.Unfortunately,fewifanyfirmswilltakethenecessarystepstoadoptleanthinkingacrosstheboardunlesstheyarefacingacrisis.
∙Forgetgrandstrategyforthemoment.Startbysimplyeliminatingwasteeverywherepossible.
∙Mapthevaluestreams,beginningwiththecurrentstateofhowmaterialandinformationflownow,thendrawingaleanerfuturestateofhowtheyshouldflowandcreatinganimplementationplanwithtimetable.(Forthebestresourceteachingyouhowtodothis,tryLearningtoSee).
∙Beginassoonaspossiblewithanimportantandvisibleactivity.
∙Demandimmediateresults.
∙Assoonasyou’vegotmomentum,expandyourscope.Linkimprovementsinthevaluestreamsandmovebeyondtheshopfloortoofficeprocesses.Practicekaizen,orconstantimprovement,relentlessly!
Forbeginnersseekinganoverviewoftheentireleansystem,aswellasasenseofthetypesofhumanchallengeswhichleanleadersencounter,TheGoldMine:
ANovelofLeanTransformationrepresentsanexcellentstartingpoint.Moreover,exploretheGoldMineLibrarypageforawealthofinformationaboutthebook,includingexcerpts,authorinterviews,andsupplementaryresources.
ThereisalsoacomprehensiveandextremelyusefulpaperonthissitetitledTrainingRecommendationsforImplementingLean.Finally,LEIfounderJimWomackshareshisthoughtsongettingstartedGettingStartedontheLeanJourney:
First,TakeAWalk!
Returntoquestions
Isthereanessentialimplementationsequenceandifso,whatisit?
Yes,thereis.Thefivestepsofleanimplementationareasfollows:
specifyvalue,mapthevaluestream,maketheremainingstepsflow,letthecustomerpull,andthenpursueperfectionrelentlessly.
Whenitcomesdowntotheactualnitty-grittyofleanimplementation,veteransmayusetheseprinciplesasmereguidelinesforproceeding,asopposedtoafixedsequence.Forexample,asillustratedinthenovelTheGoldMine,thefirststepthatthesenseitakes isasimplewalkalongthefactoryfloor,payingcloseattentiontothefactsofhowpeoplework.Moreover,someleanexpertsdifferoverwhentostartcreatingvalue-streammaps.AndsowerecommendasakeyfirststepthatyoufamiliarizeyourselfwithkeybookssuchasLeanThinkingandTheGoldMine,andthenselecttheappropriatetoolstoguideyourjourney.
Inaddition,hereisanexcellentillustrationthatcanhelpyouselecttherightsequenceoftraining.
Returntoquestions
Doesleanapplytonon-manufacturingsettings?
Absolutely.Everycoreleanprincipleappliesjustasstrongly,ifnotmoreso,beyondtheshopfloor.Infact,manyofthemostexcitingbreakthroughsaretakingplaceinareassuchasservices,healthcareandgovernment.
AsJohnShookLEIsenioradvisorandco-authorofLearningtoSee,says,"TPSisdescribedasamanufacturingsystem,butthethinkingofTPSorleanappliestoanyfunction.Whetheryou¹redealingwith15,000parts,15parts,orjustprovidingaservice,leanworks.Itworksbecauseitisawayofthinking,awholesystemsphilosophy.Techniquesaside,leanthinkinggivesyouabroadperspectiveonprovidinggoodsandservicesthatgoesbeyondthebottomline,beyondthestodgyprinciplesofmass-producingcapitalism.Itisahumansystem,customerfocused,customerdriven;whereinemployeeswithinandoutsidetheworkplacearealsocustomers."
OntheLEIsiteyoucanfindawealthofarticlesandresourcesdocumentingleanbreakthroughs.PerhapsthebestplacetostartisLeanBeyondProductionbyGeorgeTaninecz,whichprovidesdetailedexamplesofsuccessfulleanpracticeinvarioussettings.
Inaddition,StevenJ.SpearhasbeenattheforefrontofillustratinghowleancanbeappliedtohealthcarewitharticlessuchasTheHealthFactoryandFixingHealthCarefromtheInside,Today.
Returntoquestions
Whatarethemostcommonmistakesinimplementinglean?
Firstofall,ifyouaretakingonthechallengeonleanpractice,youaretobecongratulatedforgettingstarted.Thatsaid,therearesomeofthemostcommonpitfallstobeawareof.
Tostartwith,leanmustneverbeseenasatoolforheadcutreductionormindlesscost-cutting.Thisfundamentallymissesthepurposeoflean,whichistocreatevaluethrougheliminatingwaste.Ascompaniesimprovetheirprocessestheyshouldbeabletoreallocatetheirproductiveresourcestonewvalue-creatingwork.
Anotherimportantattitudetoavoidfromthebeginningistheimpulsetoimplementindividualleantoolswithoutseekingtounderstandthesysteminwhichtheyfit.Thisishardtoavoid,sincemanytools,like5S,deliverimmediatepayoffs.Butultimatelyallleanworkersmustunderstandthewhybehindthetools,ortheirvaluewillbelost.
Leanbeginnersshouldalsolimitthescopeoftheirinitialprojectsoastobetterinsuresuccess,besurethattheyhavealeaderwithdeepknowledgeandagembaattitudei.e.alwaysbaseone'sthinkingonacloseobservationoftheworkitself,andneverrelaxintheirefforts.Indeed,oneofthehardestchallengestheywillfaceisthedegreetowhichindividualleansuccesseswillinvariablyuncovernewproblemsandgreaterchallenges.Sointhisregard,simplybeawareofhowdifficultthisworkwillbe.
TherearemoredetailedresponsesinthearticleMisunderstandingsAboutValue-StreamMapping,FlowAnalysisandTaktTimeaboutothercommonmistakes,byJohnShookandMikeRother.
Returntoquestions
HowdoesleancomparetootherimprovementprocessessuchasSixSigma?
Whiletherearemanyspecificdifferencesamongthedifferentschoolsofthought,JimWomackcautionsagainstgettinglostinthecompetingschools.Forveteransofeachpracticeoftengetlostinfinelydetailedargumentsovertechnicalorevenphilosophicaldifferences.Inane-letteroutliningthekeydifferences,henonethelessgroundsthediscussionbysaying,“Attheendofthedaywearealltryingtoachievethesamething:
Theperfectvaluestream.”Hislettergivesaniceoverviewofhowtovieweachapproach.
QualityProgressmagazinepublishedanartcleHowToCompareSixSigma,LeanandtheTheoryofConstraintswhichoffersaverygoodoverviewthatcanhelpyouchoosethebestframeworkforyourorganization.
InLeanorSigma,authorsMichaelandFreddyBalleprovideathoroughexplanationofakeydistinctionbetweenleanandsixsigma,detailingthedeeper“mentalmodel”requiredforacompleteleanenterprise.
Returntoquestions
HowdoesleancomparewiththeTheoryofConstraints,orTOC?
Thisschoolofthoughtisanorganizationalchangemethodfocusedonprofitimprovement,arguingthateveryorganizationfacesaconstraint,orbottleneck,limitingperformance.PopularizedbyEliyahuGoldrattinhisbookTheGoal,thisisoneofthemostwell-knownsystems.ThearticleWhatistheTheoryofConstraints,andHowDoesitComparetoLeanThinking?
isanexcellentoverviewandcomparisonofthetwosystems.
Returntoquestions
HowdoIconvincemyleadersandassociatestopracticelean?
Thisparamountchallengetranscendsleanitself.Here’showauthorsMichaelandFreddyBallerespondtothisquestion.(Formoreonthis,readtheirbookTheGoldMine,andviewtheirauthorQ&AontheGoldMineintheLEILibrary)
“Wefindithardtodistinguish“technical”issuesfrom“people”issues.Indeed,thetwocannotbeseparated.Andsotherealquestionthatmattersisthis:
whatdoesittakeforleantobecomepartofthecompany'sculture?
Theansweris:
acriticalmassofpeoplewhoboththinkleanandactlean.Regardlessofhowmuchhasbeenpublishedaboutthetopic,thinkingleanisnotthatobvious.Mostpeoplewhoobservetheiroperationsconcludethatwhiletheymightunderstandthisleanconceptverywell,itjustdoesn'tapplytotheirparticularcircumstance.Theyneedhelpinseeingtheconnection."
“OneofthemostpowerfulinsightsfromWomackandJonesisthatleanisnotsimplyatoolbox,butatotalperspective.Inotherwords,youmusttrustpeopletosolvetheirproblems,regardlessofthewaytheproblemhasbeendefined.Aplantmanager,forexample,typicallydefinesaproblemas,Hityournumbers,keepthefactoryloaded,andavoid
- 配套讲稿:
如PPT文件的首页显示word图标,表示该PPT已包含配套word讲稿。双击word图标可打开word文档。
- 特殊限制:
部分文档作品中含有的国旗、国徽等图片,仅作为作品整体效果示例展示,禁止商用。设计者仅对作品中独创性部分享有著作权。
- 关 键 词:
- MSA 术语