精益生产外文文献.docx

精益生产外文文献.docx

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精益生产外文文献

DiscussiononIntegrationofLeanProductionandSixSigmaManagement

TiehuaChen

SchoolofManagement,Xi’anUniversityofScienceandTechnology,Xi’an710054,China

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Abstract

ThepaperintroducestheemergenceanddevelopmentofLeanProductionandSixSigmamanagement,comparesandanalyzesonLeanProductionandSixSigmamanagement,italsoanalyzesthenecessaryandfeasibilityinintegrationofLeanProductionandSixSigmamanagement,andpointsoutthewaysforintegrationofLeanProductionandSixSigmamanagement:

integrationoforganizationalmanagement,integrationofimplementingprocess,integrationofprocessmethod,integrationofusingtool,EstablishingconformableenvironmentforLeanSixSigma.Finally,thepaperpresentsninemainpartsthatintegratingLeanProductionandSixSigmamanagementshouldbepaidattentionto.

Keywords:

LeanProduction,SixSigmamanagement,LeanSixSigma

LeanProductionandSixSigmamanagementarethetwomanagementmethodsofbroadimpact.Thetwomethodshavebroughttremendousbenefitstotheenterpriseswhichhavesuccessfullyimplementedthetwomethods.LeanProductionandSixSigmamanagementcannotonlybeusedalone,alsobecombined,eachhasitsownadvantagesanddisadvantages,andthetwohavecomplementarystrengths.Theyarereinforcedandlinkedmutually.IfLeanSixSigmacanbeintegrallyused,itwillhaveabiggereffect.

1.IntroductionofLeanProductionandSixSigmamanagement

1.1LeanProduction

LeanProductionoriginatesintheJapaneseToyotaMotorCorporation.ItcomesfromthestudyandfurtherdevelopmentofmanagementofAmericanFordMotorCompany.Itscoreideaistoremoveallnon-value-addedactivitiesoflinksofenterprises,tocreatevalueofproductionasmuchaspossiblewithlessmanpower,lessequipment,inashortertimeandvenues,furthertomeetcustomerproductionorservicerequirement.Itemphasizesonreducingwastageandnon-valueaddedchaintoreducecost.Leanisnotonlythemostproductivewayoftheofimpactonhumansociety,butisasymboloftheneweraofindustrialization.

1.2SixSigmaManagement

SixSigmamanagementwasputforwardinthemid-1980sMotorola.Motorolasummeditupbypracticeinordertobeagainstthepressureonenterprisedevelopmentandimprovethequalitystandard.Itisbasedoninordertoimprovethequalitystandardandtotalqualitymanagementtheoryandmathematicalstatisticsonthetotalqualitymanagementtheoryandmathematicalstatistics.Itscoreideaismakingallbusinessworkasaprocess,basingondataandfacts.Theuseofquantitativemethodsintheflowofthefactorsaffectingquality.Identifykeyfactorstoimproveandcontinuetoreducevolatilitysothattheirabilitytooperateisthebestandachievecustomer’ssatisfaction.Itfollowstheprocessbystreamliningprocesses,controlsflowvariations,eliminatesvariabilityofthequalityproductsintheprocess,therebysavingcosts.FollowedMOTOROLA,GE,somanyworld’stopmultinationalcompanieslikeDELL,TOSHIBA,HP,SONY,CITIBANK,DESNEY,HiltonHotelhaveadoptedSixSigmamanagementtostrengthenmanagement,improvetheirmanagementlevel,reducecostsandimprovecustomerloyalty,increasesalesandincreasetheircorecompetitiveness

2.LeanandSixSigmaintegrationofthenecessityandfeasibility

2.1LeanSixSigmaandtheneedforintegration

Fromtheabovetwocomparativeanalysiscanbeseen,LeanandSixSigmamanagementhavetheirownadvantagesanddisadvantagesofeachotheriftheyabsorbeachother’smerits,theperformancewillbebetter.First,LeanProductionspecializesinsystemsanalysis,thesuccessofenterprisesdependsontheeffectivefunctioningofagoodprocess,nomatterhowhardworkingthestaff,aretheycan’tgobeyondthedesigncapacityoftheprocess?

LeanprocessmanagementprovidesaframeworkfortheprojectmanagementofSixSigma.Secondly,leanproductionneedsexperts’uniquetalentsof

knowledge,lackingofknowledgeofthenormative.SixSigmamanagementintegratevarioustoolsandsolvingproblemsinastandardizedDMAICprocessprovidestrongoperabilitymanagementtoolsfortheprojectmanagement.Again,Lean’sexpertanalysisonthescene,managetoquicklyovercometheproblemsexposedatthescene,andfocusonBlackBelt.SixSigmamanagementundertheguidanceofquantitativeanalysisforthecomplexissuesunderlyingcausescanbefoundtosolvethecomplexprocesstheproblem,butitneedsalongertimetosolvetheproblem.Differentproblems,needtocombinethetwo,chooseadifferentapproachtosolvetheproblemcanincreasetheefficiencyandcapacity.Finally,fromtheoperationallevel,thetwomanagementmodelsoftraining,systemimprovements,andsoneedtointegratetheway,oneofthesingleusearedefective（Zhou,He&Gao,2006,6,1-4）.

2.2ThefeasibilityofintegrationofLeanProductionandSixSigma

Firstofall,botharethemodelofcontinuousimprovementandpursuitofperfection.Thisisthehomogeneityoftheiressencesthatisthereasonwhycantherebepossibilityofintegration.

Secondly,LeanProductionandSixSigmamanagementarebothcloselyconnectedwithTQM,andtheirimplementationareverysimilartoPDCAmodel,whichprovidesabasisfortheintegration.

Again,althoughtherearemanydifferencesbetweenleanproductionandSixSigmamanagementontheoperationallevel,theyarenotmutuallyexclusive.Takethecultureforexample,today’smanagementemphasizestheintegrationofeasternandwesterncultural,andabsorptionoftheadvantagesofdifferentculturesforeasymanagement;trainingmethodsandimprovementmethodsofsystemallcanbeintegrated（Zhou,he&Gao,2006,6,1-4）.

3.IntegrationapproachofLeanProductionandSixSigma

3.1Integrationofmanagement

Matrix-typeorganizationcanbeusedinLeanSixSigma.Figure1showsthestructure.

Therearetwolinesinthesystem,oneismainlyvalueflowmanagersatalllevelsthroughoutthebusinessprocess;theotherismainlyBlackBeltandgreenbeltthroughouttheprojectmanagement.Theyarecross-combined.Thefirstlineisrelativelystableandthestaffsarefull-time,whileinthesecondline,thestaffsarepart-timeexceptblackbelt.LeantheoreticalcontentmustbeincreasedinBlackBelt,GreenBeltandotherstaffstraining.Thehighestvalueflowleadermustbeavicepresident

（hecanbeoperatingmanager）,whoisalsoanadvocatorofSixSigmamanagement（Zhou,He&Gao,2006,6,1-4）.

3.2Integrationofimplementationprocess

TheprincipleofLeanshouldbeintegratedwithDMAICofSixSigmamanagementunderthestrategicframeworkintheprocessofintegration.Thenewimplementationprocessofdefinition-Measurement-Analysis-improvement-controlisusedandknownasDMAIC.ThedifferencebetweenDMAICandtraditionalDMAICisLeanphilosophy,methodsandtoolsareaddedintheprocess.（He,Zhou&Gao,2006,1,13-17）Table1showstheimplementationstepsofLeanSixSigma.

3.3IntegrationofMethods

SixSigmamanagementusesDMAICandSIPOCprocessanalysismodeldevelopedfromDeming’sPDCAcircular.LeanproductionusesthevalueflowanalysisinthecourseofproductrealizationmethodwhichisverysimilartoSIPOC,butithasnotputforwardDMAICmodelasSixSigmamanagementinresolvingspecificissues.Therefore,theintegrationofthemcanbeadopted.First,pursueleanproduction,thendrawcurrentprocesschartoftheenterprise,implementvalueflowchartanalysis,eliminateallMUDAinoldprocessandremoveunnecessarywaste.Onthebasis,analyzeremainedprocessusingDMAICandimplementcontinuousimprovementtooptimizationprocess（Zhang,2006,11,14-16）.

3.4Integrationoftools

TheimplementationoftheLeanproductionmakesenterpriseorderandtheexistingproblemscanbediscoveredintime,thenSixSigmamanagementanalyzesthedatausingstatisticalmethodsandtechnology,andlookingforthecausesfromdeeplevel.Sothetwotoolscanorganicallyintegrated,complementarilyadvantages.Theintegrationcanbecarriedoutcombiningwiththeimplementationprocess.Table2showsthespecifictools.

3.5Toestablisha“LeanSixSigma”managementoftheenvironment（Zhang&Zeng,2005,6,25-28）

Theestablishmentof“LeanSixSigma”managementoftheenvironment,cansetaboutfromtwoaspects:

First,constructthelogisticsnetworkof“LeanSixSigma”,establishthenecessaryinformationmanagementenvironment

andthemanagementofinformationsystemstechnologyplatform.Generallyspeaking,thesettlementofacertainproduct

qualityandprocess’sfluctuationsanddefects,usetheSixSigmamanagement,throughlocalprocessingprocessesand

equipmentadjustmentscanberealized.However,theprocessofimprovetheprocessandshortenthecycleofteninvolve

large-scaleenterprisesintothetransformationofprocess,andevenorganizationalstructurechanges.Thisrequiresthe

Table1.TheimplementationstepsofLeanSixSigma

Table2.ToolsofLeanSixSigmaatdifferentstages

41

InternationalBusinessResearch

enterpriseexistinglogisticssystems,suchasproductionlayout,productiontechnologyandrawmaterialsupplies,end

products,andmaterialsflowsurveyconductedinthebuildingprocessefficiencyonthebasisoftheevaluationcriteria,and

setupacustomerdemand-orientedfineLeanSigmaLogisticspullingmechanism,itisorganizationalguaranteeofthe

fundamentalresolutionofupgradingthequality,speedandcostreduction,andthisis“LeanSixSigma”logisticsnetwork

building.Meanwhile,wemustestablishthenecessaryinformationmanagementenvironmentandthemanagementof

informationsystemstechnologyplatforms,andrealizeCAD,CAM,MRPII,APSintegratedwithPDM.Theseadvanced