WHAT IS LEAN MANUFACTURING?
什么是精益生产？
A Lean Overview
精益生产概述
TOPICS 主题
• Lean History 精益历史 • Lean Defined & Key Concepts 精益定义及关键概念 • The Lean Techniques 精益技术 • The Leanest of the Lean 精益精髓 • Report Card of Lean in the U.S.A. 精益在美国的业绩
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DEFINING LEAN 定义精益
“A systematic approach to identifying and eliminating waste (non-value-added activities) through continuous improvement by flowing the product at the pull of the customer in pursuit of perfection”
If NO 如果不是
Can it be eliminated?是否能消除？ If not, can it be reduced? 如果不是，是否可减少
NOTES: Be sure to include all the wasteful activities that occur “occasionally.” 注意：确定包括了所有的” 偶而“发生的浪费行为“
精益生产=消除浪费
• Overproduction • 生产过剩 • Defects 缺点 • Non-value added • 无附加值 • Processing处理 • Waiting 等待 • Underutilized • 未充分使用 • People人员 • Excess motion过剩动作 • Transportation运输 • Excess inventory超额库存
公司应针对它们的行业和特殊的公司情况应用适当的精益原则。
• Something that a company does once.
某些事情一个公司只会做一次
Lean is NOT an end point; it is a never ending improvement process. Lean is a journey. 精益生产并不是个终点，它是个永无止境的改进过程。精益生产是个长的旅程。
Inventory Level库存水平线 Product
成品
Poor
Plant Layout
Scrap
Downtime
较差的工厂布局 废品
检修停厂期
Long Supplier Process
Lack of Poor
Unlinked
Lead-times
Imbalances Training Tooling Schedules
Poor Tooling
Unlinked Schedules
NoUnclear源自PoorImproper
Standardization Specifications Housekeeping Reward System
LEAN THINKING: VALUE-ADDING ANALYSIS
精益思想：增值分析
一个经批准的方式以管理和进行精益生产. By Stephen A. Ruffa and Michael J. Perozziello (recipient of the 2001 Shingo Prize for Excellence in Manufacturing Research) 2001年度卓越生产研究领域Shingo奖项获奖者.
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BREAKING THE COST BARRIER
BOOK SUMMARY
图书摘要
“…strong improvement in both inventories and cycle time is seen only when cycle time variation has been greatly mitigated.” p. 67
精益定义和关键概念
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LEAN IS NOT 精益生产不是
• A cookie cutter approach to improvement.
曲奇切割机的方式来进行改进的。 Companies must apply the appropriate Lean principles for their industry and specific company situation.
--The MEP Lean Network 精益生产是一种通过推动客户产品流动以追求完美来持续改进从 而识别和排除浪费（无附加值活动）的系统化方法。
ANOTHER DEFINITION 另一种定义
“A manufacturing philosophy that shortens the time line between the customer order and the shipment by eliminating waste (non-value-adding activities).” 一种在客户订单和出货过程中消除浪费（无附加值活动）以缩短 时间的生产哲学。
Look at the service(s) that you provide. Review each activity. 着眼于你所能提供的服务，审核每项行为活动。
Is the activity adding value? 每项行为是否增加了价值？
If YES 如果是
Is this the best way to do it? 是不是最佳的方式去做了
当仅只有周期时间变差被较大的减少时，可以见到的是库存和周期时间有了较大的改 进。
“Only with the management of variation are dramatic cost savings
seen.” p. 67 仅只有变差管理才可戏剧性的见到费用节省。
Time Based Management
时间为基础的管理
Synchronous Flow Manufacturing 同步流程生产
End-Lining Operations
Continuous Flow Manufacturing持续流程生产
内衬操作
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Lean Defined & Key Concepts
Stephen A. Ruffa
BS in Aerospace Engineering in 1982 from University of Maryland, College Park MS in Technology Management in 1995, UMUC 1982获得马里兰大学航空工程理学学士,1995,UMUC公园大学工业管理硕士学位. A study of the commercial and military aircraft industry – sponsored by the Joint Strike Fighter organization 商用和军用飞机制造行业研究-由联合冲击战斗机机构赞助.
降低库存而无需解决问题
Raw Material
Finished Product
Poor
Long Set-ups InPvlaentnLtaoyroyut LeveSl crap
Downtime
Long Supplier Process
Lack of
Lead-times
Imbalances Training
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KEY CONCEPTS 关键概念
• Waste Reduction 减少浪费 • Lead Time Reduction • 减少订货至交货的时间 • Variation Reduction减少变差 • Product Flow 产品流程 • Pull of the Customer 拉动客户 • Continuous Improvement持续改进
Remember – Value is defined by the CUSTOMER 记住-价值是由客户定义的。
.
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VARIATION 变差
BREAKING THE COST BARRIER打破成本障碍
A Proven Approach to Managing and Implementing Lean Manufacturing
现金
KEY QUESTION – Are my customers willing to pay for this ????
关键问题-我的客户是否愿意为此付出？ 10
Value added 增值部分 5%
Non-value added 无附加值
LEAN = ELIMINATING THE WASTES
2
LEAN HISTORY 精益历史
1900
1940
1980
2000
3
NOTABLE QUOTE
著名引言
“The Toyota system is not opposed to the Ford system. Rather, it is a progressive enhancement--a system geared to the Japanese market that mass-produces in small lots with minimum stocks.”
长时间供应商交货时间 流程不平衡 缺少培训 劣质加工 脱节的进程
No
Unclear
Poor
Improper
Standardization Specifications Housekeeping Reward System