什么是lean精益生产.ppt

什么是lean精益生产.ppt

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WhatisLean?

LeanImplementation11350NorthMeridianSt.,Suite.345Carmel,IN46032Tele:

1-317-818-2430Fax:

1-317-818-2434AnImplementationServicesCompany2003KaufmanGlobal,LLC2WhatisLean?

DescriptionLeadershipImplementationBenefitsAgenda2003KaufmanGlobal,LLC3EstablishAwarenessConcerning“Lean”OutlineLeanImplementationFocus&PrioritiesDiscussCriticalWorkstreamstoImplementLeanPortraytheOrganizationtoSustainandFurtherPromoteCIObjectivesofPresentation2003KaufmanGlobal,LLC4WhatisLean?

ALeadershipApproach&AManagementPhilosophy&ASetOfTacticalMethodsThat,AsACompleteSystem,CreatesandSustains:

DecreasingWaste,CostandCycleTimeIncreasingCapacityPotentialIncreasingQualityLowAbsenteeism/VoluntaryTurnoverExtensiveMeasurementofKeyProcessesHighLevelsofWorkerInvolvement,OwnershipandCommitmentImplementingLeanreducesLeadTimewhichisthesinglemostimportantindicatorofourcompetitiveness;withleadtimereductionfollowsdefect&costreductionweseekWhereDoesLeanComeFrom?

Notmerelyonephilosophyortool,butanevolvinginterdisciplinaryknowledgebaseOrganizationDynamicsIndustryBestPracticesInsightsFromMassProductionApproachesGroupDynamicsThe“LowTech”ApproachCurrent“Stateoftheart”LeanConstraintManagement.NewLeanTools（e.g.,20Keys）ToyotaProductionSystem（SMED,kanbans,JIT,TPM,etc.）FordProductionSystemChryslerOperatingSystem2003KaufmanGlobal,LLC6LeanEmploysALow-TechApproachFocusIntentlyOnTheEliminationOfAllWasteMaximizeProductivityAndEfficiencyFromExistingProcesses,PeopleAndSystemsBeforeBuyingTechnologicalSolutions-UseCreativityBeforeCapitalOptimizeManual,Low-techSystemsBeforeAutomatingContinuallyPursueImprovement（Kaizen）ThroughTheAggressiveInvolvementOfEveryoneLeanisHighTouch&LowTechEnablingtheInvolvementOfEveryone!

2003KaufmanGlobal,LLC7TechnologyIsnttheAnswerDontThinkThatComputerSystems,PCs,E-mailOrThe“Web”WillHelpUsBecomeTrulyCompetitiveTechnologyIsAProductInOurIndustry,NotABusinessProcessTechnologyThatEveryonePossessesBestowsACompetitiveAdvantageOnNoOneAmongTechnologicalEquals,TechnologyIsAConstant,LikeHelmetsInTheNFL（YouSufferIfYoureTheOnlyOneWithoutOne;HavingOneConfersNoAdvantageIfEveryoneElseHasOne）IfYouLookToTechnologyToSaveUs,WeWillBeCaughtFromBehind,OverrunAndButcheredByTheCompetition2003KaufmanGlobal,LLC8LearntoRecognizetheTypesofWasteFromTaiichiOhno,ArchitectoftheToyotaProductionSystemPEOPLETYPESOFWASTEProcessingMotionWaitingFixingDefectsMakingTooMuchMovingThingsInventoryQUANTITYQUALITYOverproduction/MakingToMuchTiesupcapital,divertsproductionfromcustomerrequirements,lossofinventoriesTransporting/MovingThingsUnnecessarilyincreasesproductiontime,extraWIPUnnecessaryStock/InventoryTiesupcapital,riskofchangesWaitingDecreasesproductivity,wastespersonnelresourcesUnnecessaryMotionIncreasesproductiontime,unnecessaryoperatormotionProcessingPoorlydesigned/incapableprocessesDefectsScrap,rework,returnsLeadtimereductionisachievedbyidentifyingandeliminatingwaste2003KaufmanGlobal,LLC9SoWhatsDrivingTheWaste?

Distance（plantlayout）Longset-uptimesIncapableprocessesPoormaintenancePoorworkmethodsLackoftrainingAdherence（ornot）toprocessesSupplierqualityWorkplaceorganizationHistoricsupervisoryrolesIneffectiveperformancemeasurementsPoorplanningorschedulingWhatelse?

Teamslearntoworktogethertorapidlyimplementsolutionsforthesebarriers2003KaufmanGlobal,LLC10Value-Addedvs.NonValue-AddedfromthetheCustomersPerspectiveValue-AddednTransformstheproductorthedocumentationinsomewaythatmeetscustomerrequirements（andhasnotpreviouslybeenattempted）NonValue-AddednDoesnottransformtheproductordocumentationnDoesnotleadtofulfillingaCustomerRequirementnReworksapreviousmistakeormisunderstandingWasteisNonValue-Added.Workconstructsthat“servetheconfiguration”（andnotthecustomer）areenablersofwaste2003KaufmanGlobal,LLC11CriticalDifferenceFromPastCIInitiativesPlacesAFocusonNonValue-AddedSegmentTargetingLeadTimeReductionReducingvalue-added（VA）activitiesresultsinonlyminorgainsReducingwasteresultsinmajorleadtimereductionsDontmakecapitalinvestmentsonimprovingVAsuntiltheNVAsachieveequilibriumwiththeVAsTypicalcompanyVANVAOriginalleadtimeTraditionalprocessimprovementVANVAMinorimprovementVANVAMajorimprovementKaizenwastereduction2003KaufmanGlobal,LLC12BenefitsofLeanTheBenefitsAreThereForTheTakingTheBenefitsAlwaysIncludeIncreasedMarketShare,LoweredCostHigherProfitsAndHappierCustomers（AndShareholders）“Lean”IsTheOnlyAnswerKnownThatProvidesTheseBenefits“Lean”NeverFailsIfYou（R-E-A-L-L-Y）DoItSaying“Lean”IsNotDoingLeanEverySuccessfulBusinessThatCompetesInAnOver-capacityOrPrice-sensitiveMarketIsDoing“Lean”WhetherTheyK