精益生产外文文献文档格式.docx

1、 AbstractThe paper introduces the emergence and development of Lean Production and Six Sigma management, compares and analyzes on Lean Production and Six Sigma management, it also analyzes the necessary and feasibility in integration of Lean Production and Six Sigma management, and points out the wa

2、ys for integration of Lean Production and Six Sigma management: integration of organizational management, integration of implementing process, integration of process method, integration of using tool, Establishing conformable environment for Lean Six Sigma. Finally, the paper presents nine main part

3、s that integrating Lean Production and Six Sigma management should be paid attention to.Keywords: Lean Production, Six Sigma management, Lean Six SigmaLean Production and Six Sigma management are the two management methods of broad impact. The two methods have brought tremendous benefits to the ente

4、rprises which have successfully implemented the two methods. Lean Production and Six Sigma management cannot only be used alone, also be combined, each has its own advantages and disadvantages, and the two have complementary strengths. They are reinforced and linked mutually. If Lean Six Sigma can b

5、e integrally used, it will have a bigger effect.1. Introduction of Lean Production and Six Sigma management1.1Lean ProductionLean Production originates in the Japanese Toyota Motor Corporation. It comes from the study and further development of management of American Ford Motor Company. Its core ide

6、a is to remove all non-value-added activities of links of enterprises, to create value of production as much as possible with less manpower, less equipment, in a shorter time and venues, further to meet customer production or service requirement. It emphasizes on reducing wastage and non-value added

7、 chain to reduce cost. Lean is not only the most productive way of the of impact on human society, but is a symbol of the new era of industrialization.1.2 Six Sigma ManagementSix Sigma management was put forward in the mid-1980s Motorola. Motorola summed it up by practice in order to be against the

8、pressure on enterprise development and improve the quality standard. It is based on in order to improve the quality standard and total quality management theory and mathematical statistics on the total quality management theory and mathematical statistics. Its core idea is making all business work a

9、s a process, basing on data and facts. The use of quantitative methods in the flow of the factors affecting quality. Identify key factors to improve and continue to reduce volatility so that their ability to operate is the best and achieve customers satisfaction. It follows the process by streamlini

10、ng processes, controls flow variations, eliminates variability of the quality products in the process, thereby saving costs. Followed MOTOROLA, GE, so many worlds top multinational companies like DELL, TOSHIBA, HP, SONY,CITIBANK, DESNEY, Hilton Hotel have adopted Six Sigma management to strengthen m

11、anagement, improve their management level, reduce costs and improve customer loyalty, increase sales and increase their core competitiveness2. Lean and Six Sigma integration of the necessity and feasibility2.1 Lean Six Sigma and the need for integrationFrom the above two comparative analysis can be

12、seen, Lean and Six Sigma management have their own advantages and disadvantages of each other if they absorb each others merits, the performance will be better. First, Lean Production specializes in systems analysis, the success of enterprises depends on the effective functioning of a good process,

13、no matter how hardworking the staff, are they cant go beyond the design capacity of the process? Lean process management provides a framework for the project management of Six Sigma. Secondly, lean production needs experts unique talents ofknowledge, lacking of knowledge of the normative. Six Sigma

14、management integrate various tools and solving problems in a standardized DMAIC process provide strong operability management tools for the project management. Again, Leans expert analysis on the scene, manage to quickly overcome the problems exposed at the scene, and focus on Black Belt .Six Sigma

15、management under the guidance of quantitative analysis for the complex issues underlying causes can be found to solve the complex process the problem, but it needs a longer time to solve the problem. Different problems, need to combine the two, choose a different approach to solve the problem can in

16、crease the efficiency and capacity. Finally, from the operational level, the two management models of training, system improvements, and so need to integrate the way, one of the single use are defective （Zhou, He & Gao, 2006, 6,1-4）.2.2 The feasibility of integration of Lean Production and Six Sigma

17、First of all, both are the model of continuous improvement and pursuit of perfection. This is the homogeneity of their essences that is the reason why can there be possibility of integration.Secondly, Lean Production and Six Sigma management are both closely connected with TQM, and their implementat

18、ion are very similar to PDCA model, which provides a basis for the integration.Again, although there are many differences between lean production and Six Sigma management on the operational level, they are not mutually exclusive. Take the culture for example, todays management emphasizes the integra

19、tion of eastern and western cultural, and absorption of the advantages of different cultures for easy management; training methods and improvement methods of system all can be integrated （Zhou, he &3. Integration approach of Lean Production and Six Sigma3.1 Integration of managementMatrix-type organ

20、ization can be used in Lean Six Sigma. Figure 1 shows the structure.There are two lines in the system, one is mainly value flow managers at all levels throughout the business process; the other is mainly Black Belt and green belt throughout the project management. They are cross-combined. The first

21、line is relatively stable and the staffs are full-time, while in the second line, the staffs are part-time except black belt. Lean theoretical content must be increased in Black Belt, Green Belt and other staffs training. The highest value flow leader must be a vice president（he can be operating man

22、ager）, who is also an advocator of Six Sigma management （Zhou, He &3.2 Integration of implementation processThe principle of Lean should be integrated with DMAIC of Six Sigma management under the strategic framework in the process of integration. The new implementation process of definition - Measur

23、ement - Analysis - improvement - control is used and known as DMAIC . The difference between DMAIC and traditional DMAIC is Lean philosophy, methods and tools are added in the process. （He, Zhou & Gao, 2006, 1,13-17） Table 1 shows the implementation steps of Lean Six Sigma.3.3 Integration of Methods

24、Six Sigma management uses DMAIC and SIPOC process analysis model developed from Demings PDCA circular. Lean production uses the value flow analysis in the course of product realization method which is very similar to SIPOC, but it has not put forward DMAIC model as Six Sigma management in resolving

25、specific issues. Therefore, the integration of them can be adopted. First, pursue lean production, then draw current process chart of the enterprise, implement value flow chart analysis, eliminate all MUDA in old process and remove unnecessary waste. On the basis, analyze remained process using DMAI

26、C and implement continuous improvement to optimization process （Zhang, 2006, 11,14-16）.3.4 Integration of toolsThe implementation of the Lean production makes enterprise order and the existing problems can be discovered in time, then Six Sigma management analyzes the data using statistical methods a

27、nd technology, and looking for the causes from deep level. So the two tools can organically integrated, complementarily advantages. The integration can be carried out combining with the implementation process. Table 2 shows the specific tools. 3.5 To establish a “Lean Six Sigma” management of the en

28、vironment （Zhang & Zeng, 2005, 6,25-28）The establishment of “Lean Six Sigma” management of the environment, can set about from two aspects:First, construct the logistics network of “Lean Six Sigma”, establish the necessary information management environmentand the management of information systems t

29、echnology platform. Generally speaking, the settlement of a certain productquality and processs fluctuations and defects, use the Six Sigma management, through local processing processes andequipment adjustments can be realized. However, the process of improve the process and shorten the cycle often

30、 involvelarge-scale enterprises into the transformation of process, and even organizational structure changes. This requires theTable 1. The implementation steps of Lean Six SigmaTable 2. Tools of Lean Six Sigma at different stages41International Business Researchenterprise existing logistics system

31、s, such as production layout, production technology and raw material supplies, endproducts, and materials flow survey conducted in the building process efficiency on the basis of the evaluation criteria, andset up a customer demand-oriented fine Lean Sigma Logistics pulling mechanism, it is organiza

32、tional guarantee of thefundamental resolution of upgrading the quality, speed and cost reduction, and this is “Lean Six Sigma” logistics networkbuilding. Meanwhile, we must establish the necessary information management environment and the management ofinformation systems technology platforms, and realize CAD, CAM, MRPII, APS integrated with PDM. These advanced