精益思想外文翻译文献.docx

精益思想外文翻译文献.docx

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精益思想外文翻译文献

精益思想外文翻译文献

（文档含中英文对照即英文原文和中文翻译）

原文：

Anoutlineof:

LeanThinkingBanishWasteandCreateWealthinYourCorporation

ByJamesP.WomackandDanielT.Jones

NewYork,NY:

FreePress,Simon&Schuster,Inc.,1996,SecondEdition,2003

Prefacetothe2003Edition.Forecastsarealwayswrong.Thatiswhyleanthinkersstrivetoreduceorder-to-deliverytime.Duringthe2002meltdown,this1996bookwentbackontheBusinessWeekbestsellerlist.Wehaveaddedwhatwehavelearnedsince1996inthisedition.LeanThinkingismorerelevanttoday.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,troubleshoot