1、Lean(Exercise)精益（练习）Exercise:By table/group come up with your definition of 揕ean练习：练习：按课桌/小组给出您对“精益”的定义What is Lean?什么是精益？What is Lean?什么是精益？Lean 精益lean adj.精益：形容词1 a:lacking or deficient in flesh.b:containing little or no fat a:无肉或少肉 b:少脂肪或无脂肪2:lacking richness 不富裕 3:deficient in an essential or im
2、portant quality or ingredient 在必要性、重要 性、质量或成分方面稀缺4:charac-terized by economy of style or expression 文体或措辞简练 syn.thin,skinny,lanky,scrawny,gaunt,bony,emaciated,svelte,lank 同义词：薄、极瘦、过分瘦长、骨瘦如柴、瘦削的、似骨的、消瘦的、细长的、瘦长的ant.fat,fleshy,overweight,flabby,obese,plump,chunky,corpulent,soft 反义词：肥胖的、多肉的、过重的、不结实的、过分肥
3、胖的、丰满的、粗短的、肥大的、软的Lean 精益What is Lean?-Womack什么是精益1.Define value precisely from the perspective of the end customer从最终用户的角度准确地定义价值2.Identify the entire value stream for each product or product family and eliminate waste确定每一种产品或产品系列的整个价值流，消除浪费 3.Make the remaining value creating steps flow理顺创造价值的步骤4.D
4、esign and provide what the customer wants only when the customer wants it只在客户需要时设计和提供他们所需的东西5.Pursue perfection 追求完美Lean 精益At Delphi,Lean is.A business strategy for maximizing profit by energizing people to respond to customer demand in the shortest possible time by eliminating waste in everything w
5、e do.在德尔福公司，精益表示一种经营战略，它激励人们在所做的任何事情中消除浪费，在尽可能短的时间内对客户需求作出反应，从而使利润最大化。With Lean Production You Can Get:7 of 3090%Reduction in Production Time90%Reduction in Inventories50%Reduction in Errors Reaching Customers50%Reduction in Scrap50%Reduction in Job Related InjuriesThe amount of human effort,time,sp
6、ace,tools,and inventories needed to design and provide a given service or good can typically be cut in half very quickly,and steady progress can be maintained from this point onward to cut inputs in half again within a few years.Lean Thinking,Womack&JonesHenry Ford 亨利亨利福特福特Assembly line mass product
7、ion 装配线大批量生产 Produce in high volume with low variety 生产数量多、品种少Single skill 单一技术Toyota Production System(TPS)丰田公司制造系统丰田公司制造系统Just-In-Time?Production(produce only what is needed)“准时生产制”（只生产所需要的）Pull System 拉动系统Produce enough volume to meet customers?needs 生产足够的数量以满足客户的需要High variety to meet customers
8、wants 多品种以满足客户的要求 COMMON Manufacturing System to Delphi DivisionsVision and Operating PrinciplesSix Interdependent Elements The six interdependent elements provide the basic framework of the manufacturing system.They are the focus of our activities:Developing profound knowledge,planning and implemen
9、tation,and continuous improvement.u德尔福各分部共同的制造系统u前景展望和运行原则u六个相互依存的要素 六个相互依存的要素构成了该制造系统的基本结构。它 们是我们活动的中心：拓展丰富的知识、规划和实施以 及不断改进。Transform&Continuously improve our operations to a Quality Network based,globally dominant manufacturer转变并持续地改进我们的业务从而使其成为基于质量网络的在全球处于主导地位的制造厂商。Reduce Total Manufacturing Cost
10、s降低总的制造成本Reduce Customer Response Time 减少对客户的反应时间Reduce Inventory 减少库存Reduce Non-Value Added Activities 减少非增值活动Increase Productivity 提高生产效率Improve Quality 提高质量Reduce Structural Costs 降低结构成本Engage the work force in the process 让员工参与这一过程Define the Fundamental Basis of the Manufacturing System确定制造系统的主要
11、基础确定制造系统的主要基础Ensure that the Health and Safety of all our people is our priority.确保所有员工的健康和安全是我们的首要任务Aggressively improve Customer response time.积极缩短对客户的反应时间Implement Quality at the Source.从源头处保证质量Create a Learning,Supportive,and Cooperative Culture.创造一个相互学习、相互支持和相互协作的企业文化Competitively manufacture a
12、t any volume and be Flexible to any quest.在任何制造批量下都具有竞争力并能灵活地满足客户需求Relentlessly pursue the Elimination of Waste.不懈努力，不懈努力，消除浪费消除浪费Establish process measurements that contribute to Business Goals.建立有助于实现业务目标的过程衡量指标建立有助于实现业务目标的过程衡量指标Drive the Transformation Process through Knowledgeable and Involved L
13、eadership.通过知识渊博和全身心投入的领导人员推动变革进程Define and Understand Roles and Responsibilities.确定并理解岗位和责任Optimize the Manufacturing System through balanced Implementation of the Interdependent Elements.通过均衡地实施六个相互依存的要素来优化制造系统通过均衡地实施六个相互依存的要素来优化制造系统CorrectionOverproductionMaterial Movement/conveyanceMotionWaiting
14、InventoryProcessing改正改正过度生产过度生产物料的移动和运输物料的移动和运输动作动作等候等候库存库存加工过程的浪费加工过程的浪费Definition:u Producing MoreThan Neededu Producing Faster Than Needed定义定义:生产超过了需求生产超过了需求 生产快过了需求生产快过了需求Characteristics 特点特点:Inventory Stockpiles 库存积压库存积压Extra Equipment 额外的设备额外的设备 Extra Storage Racks 额外的仓储架额外的仓储架Extra Manpower 额
15、外的人力额外的人力Additional Floor Space 更多的工作场地更多的工作场地Causes 原因原因:Incapable Processes 过程能力低下过程能力低下Lack of Communication 缺乏交流缺乏交流Long Tool Changes 工具更换周期长工具更换周期长Low Uptimes 计划工时利用率低计划工时利用率低 Lack of Stable/Consistent Schedules 缺乏稳定缺乏稳定/连贯的计划安排连贯的计划安排Definition:Rework of a Productor Service to Meet Customer Re
16、quirements定义定义:为满足客户的要为满足客户的要求求，对产品或服对产品或服务进行的返工务进行的返工。Characteristics 特点特点:Extra Time Required by Workforce to Inspect/Rework/Repair 工工人需要额外的时间来检查人需要额外的时间来检查/返工返工/修理修理 Missed Shipments/Deliveries 错过了装运错过了装运/交货时间交货时间 Organization Becomes Reactive(Fire Fighting,Expediting Vs.Prevention Orientation)使组
17、织变得被动使组织变得被动(疲于疲于“救火救火”，而不是采取各种预防措施，而不是采取各种预防措施)Causes 原因原因:Incapable Processes 过过程能力低下程能力低下 Operator Control Error 操作者控制失误操作者控制失误 Insufficient Training 缺缺少足够的培训少足够的培训Definition:Any movement of material that does not directly support a lean system.定义定义:任何不直接支持任何不直接支持一个精益系统一个精益系统的材料移动。的材料移动。Character
18、istics 特点特点:Extra Fork Trucks 额外的叉车额外的叉车Multiple Storage Locations 多处储存地点多处储存地点Extra Facility Space 额外的设施空间额外的设施空间Incorrect Inventory Counts 不正确的存货清点不正确的存货清点Opportunity for Damage/Floor Loss 存在损存在损坏坏/丢失物品可能丢失物品可能Causes 原因原因:Unleveled Schedules 计划安排不平衡计划安排不平衡Long Change Over Times 更换品种时间长更换品种时间长Lack
19、of Work Place Organization 工作场工作场地缺乏组织地缺乏组织Improper Facility Layout 设备布局不当设备布局不当 Larger Buffer and Banks 缓冲库存区过大缓冲库存区过大Definition 定义定义:Any movement of people or machines which does not contribute value to the product or service.任何对生产和服务没有带来价值的人员或机器的运动任何对生产和服务没有带来价值的人员或机器的运动。Characteristics 特点特点:uLoo
20、king for Tools 寻找工具寻找工具uExcessive Reaching/Bending 过度伸展过度伸展/弯腰弯腰uMachines/Material Too Far Apart(Walk Time)机器机器/材料距离过远（步行的时间）材料距离过远（步行的时间）uShuttle Conveyors Between Equipment to Carry Parts 零件在设备间传送带上的来回传送零件在设备间传送带上的来回传送uExtra 揃揃usy?Movements While Waiting 等候期间的额外等候期间的额外“忙乱忙乱”动作动作Causes 原因原因:Equipme
21、nt,Office&Plant Layout 设备设备、办公室和工厂的布局不当、办公室和工厂的布局不当Lack of Work Place Organization 工作场地缺乏组织工作场地缺乏组织Poor Person/Machine Effectiveness 人员人员/机器效率不高机器效率不高Poor Ergonomic Design 人机工程方面的设计不好人机工程方面的设计不好Inconsistent Work Methods 不一致的工作方法不一致的工作方法Large Batch Sizes 加工批量过大加工批量过大Definition:Idle Time That Is Produ
22、ced When Two Dependent Variables Are Not Fully Synchronized.定义定义:当两个相关的变量当两个相关的变量 不完全同步时产不完全同步时产生生的停顿时间。的停顿时间。Characteristics 特点特点:uPerson Waiting for Machine 人员等候机器人员等候机器uMachine Waiting for the Person 机器等候人员机器等候人员uOne Person Waiting for Another Person 一个人等候另一个人一个人等候另一个人uUnbalanced Operations(Work)
23、不平衡的操作（工作）不平衡的操作（工作）uUnplanned Equipment Downtime 计划外停机计划外停机Causes 原因原因:Inconsistent Work Methods 不一致的工作方不一致的工作方法法Long Machine Change Over Times 机器设置机器设置时间长时间长Poor Man/Machine Effectiveness 人员人员/机器机器效率不高效率不高Lack of Proper Machines 缺乏合适的机器缺乏合适的机器Lack of Equipment Resources 缺乏设备资源缺乏设备资源Definition:Any
24、supply in excess of process requirements necessary to produce goods.定义定义:任何超过生产产品任何超过生产产品过程所需要的供应。过程所需要的供应。Characteristics 特点特点:uExtra Space on Receiving Dock 在进货仓库中占据额外的空间在进货仓库中占据额外的空间uStagnated Material Flow 物流停滞物流停滞uMassive Rework Campaigns When Problems Surface 当出现问题时当出现问题时，不得，不得不进行大规模的返工不进行大规模的
25、返工uRequires Additional Material Handling Resources(People,Equipment,Racks,Storage,Space/Systems)要求更多的材料处理资源要求更多的材料处理资源(人力、人力、设备设备、货架、货架、仓库仓库、空间、空间/系统系统)uSlow Response to Changes in Customer Demands 对客户要求的改变反应对客户要求的改变反应迟缓迟缓Causes 原因原因:Incapable Processes 过程能力低下过程能力低下Long Change Over Times 更换品种时间长更换品种
26、时间长Management Decisions 管理决策不当管理决策不当Local Optimization 局部最优化局部最优化Inaccurate Forecasting Systems 不准确的预不准确的预测系统测系统DEFINITION:Effort which adds no value to a product or service.Enhancements which are transparent to the customers,or work which could be combined with another process.定义定义:对产品或服务附加的无效的对产品或
27、服务附加的无效的工作，或可以结工作，或可以结合在另一过程的工作合在另一过程的工作。Characteristics 特点特点:Process Bottlenecks 工作过程出现瓶颈工作过程出现瓶颈Lack of Boundary Samples or Clear Customer Specifications 缺乏边界样品或明晰的客户规格要求缺乏边界样品或明晰的客户规格要求Endless Refinement 没完没了的修饰没完没了的修饰Redundant Approvals 过多的批准程序过多的批准程序Extra Copies/Excessive Information 额外的复印件额外的复
28、印件/过多的信息过多的信息Causes 原因原因:u Engineering Changes Without Process Changes 工艺过程没工艺过程没有随着工程的更改而改变有随着工程的更改而改变u New Technology Used in Other Processes 在其他工艺过程在其他工艺过程中使用了新技术中使用了新技术u Decision Making at Inappropriate Levels 在不适当的层次上在不适当的层次上制定的决策制定的决策u Ineffective Policies and Procedures 无效的政策和程序无效的政策和程序u Lack
29、 of Customer Input Concerning Requirements 对客户的对客户的有关要求缺乏了解有关要求缺乏了解Game:Find the WasteEstablish process measurements that contribute to Business Goals.建立有助于实现业务目标的过程衡量指标 Ensure that the Health and Safety of all our people is our priority.确保所有员工的健康和安全是我们的首要任务 Aggressively improve Customer response ti
30、me.积极缩短对客户的反应时间 Implement Quality at the Source.从源头处保证质量 Create a Learning,Supportive,and Cooperative Culture.创造一个相互学习、相互支持和相互协作的企业文化 Competitively manufacture at any volume and be Flexible to any quest.在任何制造批量下都具有竞争力并能灵活地满足客户需求 Relentlessly pursue the Elimination of Waste.不懈努力，消除浪费Define the Fundam
31、ental Basis of the Manufacturing System确定制造系统的主要基础确定制造系统的主要基础Drive the Transformation Process through Knowledgeable and Involved Leadership.通过知识渊博和全身心投入的领导人员推动变革进程Define and Understand Roles and Responsibilities.确定并理解岗位和责任Optimize the Manufacturing System through balanced Implementation of the Inter
32、dependent Elements.通过均衡地实施六个相互依存的要素来优化制造系统uLean Metrics Lean Metrics Uptime Uptime Maintenance(MERV)Maintenance(MERV)Scrap%Scrap%Rework%Rework%Capacity Utilization Capacity Utilization Internal Productivity Internal Productivity Manufacturing Expense Manufacturing Expense Total Production Cycle Time
33、 Total Production Cycle Time Inventory Turns Inventory Turns uQuality and Safety Metrics Quality and Safety Metrics RRPPM RRPPM Recordable Accident Rate Recordable Accident Rate Lost Work Day Case Rate Lost Work Day Case Rate 30 of 30Establish process measurements that contribute to Business Goals.建
34、立有助于实现业务目标的过程衡量指标 Ensure that the Health and Safety of all our people is our priority.确保所有员工的健康和安全是我们的首要任务 Aggressively improve Customer response time.积极缩短对客户的反应时间 Implement Quality at the Source.从源头处保证质量 Create a Learning,Supportive,and Cooperative Culture.创造一个相互学习、相互支持和相互协作的企业文化 Competitively manu
35、facture at any volume and be Flexible to any quest.在任何制造批量下都具有竞争力并能灵活地满足客户需求 Relentlessly pursue the Elimination of Waste.不懈努力，消除浪费Define the Fundamental Basis of the Manufacturing System确定制造系统的主要基础确定制造系统的主要基础Drive the Transformation Process through Knowledgeable and Involved Leadership.通过知识渊博和全身心投入
36、的领导人员推动变革进程Define and Understand Roles and Responsibilities.确定并理解岗位和责任Optimize the Manufacturing System through balanced Implementation of the Interdependent Elements.通过均衡地实施六个相互依存的要素来优化制造系统Employee Environment&Involvement员工环境于参与员工环境于参与Business ObjectivesScrapJan.Apr.Jul.Dec.UptimeGoalOn Time Delive
37、ryGoalGoalEmployee Information CenterJan.Apr.Jul.Dec.Jan.Apr.Jul.Dec.Our improvement team抯 efforts havehelped us meetour goals.Workplace Organization工作场地组织工作场地组织PULLCARDSTRASHTOWE LSGLOVESTOOLSFlow Manufacturing 流动制造流动制造CoatingMachiningWeldingPressingOur integrated line isbalanced to meetcustomer de
38、mand.Our people are flexible,and WIP is down dueto single piece flow.Now that we do quickchangeovers,we canrun every part every day.Quality 质量质量Error ProofingTwo-point InspectionCONTROLWARNINGJigThe light goeson if themachine fails.jammingpinThe part won抰go on unlessit抯 oriented properlyI checked it
39、,but let me knowif there are anyproblems.I抣l check it outbefore I do thenext operation.Material Movement 物料流动物料流动Make what we need when we need itPull SystemKITADDRESS0017-0010-002ROperational Availability操作可用性操作可用性If I do need help,the white light meansI need more material.This machine runsgreat no
40、w that we抮抮edoing preventativemaintenance!MACHINE P.M.SCHEDULECHANGE AIR FILTERCHANGE LIGHT BULBSCHANGE BELTCHANGE COOLANTCHANGE OIL FILTERCLEAN OUT SUMPADJUST TENSIONTIGHTEN GIBBSINSPECT WAYSMOTOR SIGNATURE1 2 3 4 5 6 7 8 LIGHT CODESGREEN-RUNNINGAMBER-SUPPORTRED-MACHINE DOWNWHITE-NEED STOCKBLUE-MAI
41、NTENANCE.ACTUAL.657.GOAL.700.ANDON BOARDLOCKOUTRULES Flow ManufacturingWorkplace Organization(Visual Controls)Material MovementQualitySystemsEmployeeEnvironmentand InvolvementOperationalAvailability$Savings Available$The GoalEnables FlowThe Foundationfor Flow可实现的节约可实现的节约目标目标实施流动实施流动流动的流动的基础基础流动制造流动制造工作场地组织工作场地组织（直观控制）（直观控制）物料流动物料流动质量系统质量系统员工环境和参与员工环境和参与操作可用性操作可用性
