精益管理实现改善的六个步骤.docx

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