英国精益生产大师培训教材(英文版)2(pdf 21)
精益生产培训教材((000002)
16
业绩对比
项目
地区
生产率（辆/人/年）
质量（缺陷/100辆车）
场地（平方英尺/车/年
库存（8个样件,天）
团队（占劳动力%）
工种轮换（0-无 4-高 ）
建议数/年/雇员
缺勤率
自动化（组装）
日本
55 60 5.7 0.2 69 3.0
61.6 5.0 1.7
北美
6 82 7.8 2.9 17 0.9
• Ongoing efforts to improve Quality, Productivity, and Responsiveness
• Recognition of employee abilities
• 消除浪费 • 不断改进 • 员工参与
• Builds on synchronous manufacturing
Starting with Toyota in the late 50’s and
catching on in the mid – 80’s in the reminder of the industrial world, Lean Manufacturing has become a key strategy for manufacturers
交货期的保障
2020/1/11
21
生产管理的任务
Quality 质量
Cost 成本
ivery 交货
2020/1/11
22
生产管理者的职责
• 组长：质量及不合格品的注意；生产线 停线的责任
• 领班：生产力改进；成本降低 • 主管：生产控制，作业标准，质量控制，
福特首创的装配线是大规模低品种生产方式的代表， 工人被当成工作的机器
精益生产工具课件英文版
Lean Production Tools Courseware (English Edition) IntroductionThe Lean Production Tools courseware is designed to provide an overview of essential tools and techniques used in lean production systems. This course aims to equip individuals and organizations with the knowledge and skills necessary to improve their manufacturing processes, minimize waste, and achieve operational excellence. This course covers a wide range of tools commonly used in lean production, including 5S, Kanban, Value Stream Mapping, Kaizen, and more. The course emphasizes the importance of continuous improvement and actively involves participants in hands-on exercises and case studies to reinforce their learning.Course ObjectivesThe objectives of this course are as follows:1.Understand the principles and concepts of lean production.2.Familiarize participants with the key tools and techniques used inlean production.3.Learn how to identify and eliminate different types of waste in themanufacturing process.4.Develop skills in value stream mapping to visualize and analyze thevalue stream.5.Gain practical knowledge in implementing 5S system to improveworkplace organization and efficiency.6.Learn how to create and manage a Kanban system to optimizeinventory levels.7.Understand the concept of Kaizen and its role in continuousimprovement.8.Learn how to use visual management tools to communicateinformation effectively.9.Develop problem-solving skills through root cause analysis andimplementation of corrective actions.10.Nurture a culture of continuous improvement within the organization.Course Outline1.Introduction to Lean Production–Definition and principles of lean production–Benefits and challenges of lean production implementation2.5S Workplace Organization–Overview of the 5S methodology–Step-by-step implementation process–Benefits of 5S and sustainability3.Value Stream Mapping (VSM)–Introduction to VSM and its role in lean production–Step-by-step process of creating a value stream map–Analyzing and improving the value stream4.Kanban System–Introduction to Kanban and its purpose–Types of Kanban systems–Implementing and managing a Kanban system5.Kaizen Continuous Improvement–Understanding the concept of Kaizen–Creating a culture of continuous improvement–Practical tools and techniques for Kaizen implementation6.Visual Management–Importance of visual management in lean production–Visual tools for improved communication and understanding–Implementing visual management techniques7.Problem Solving–Introduction to problem-solving methodologies–Root cause analysis and the 5 Whys technique–Implementing and monitoring corrective actions8.Summary and Next Steps–Recap of key concepts and tools covered in the course–Developing an action plan for implementing lean production techniques–Continuous improvement as an ongoing process Course DeliveryThe Lean Production Tools course is typically delivered as a combination of lectures, interactive discussions, case studies, and hands-on exercises. Participants are encouraged to actively engage in group activities to reinforce their learning and apply the tools and techniques taught in the course. The course duration is typically two days, but can be customized based on the specific needs of the organization. Participants will receive a comprehensive course manual in electronic format, which can be used as a reference even after completing the course.Who Should AttendThis course is suitable for individuals and organizations involved in manufacturing operations, process improvement, and operational excellence. It is designed for a wide range of professionals, including:•Operations managers•Production supervisors•Engineers and technicians•Continuous improvement professionals•Lean production practitioners•Quality assurance professionals•Supply chain and logistics professionalsConclusionThe Lean Production Tools courseware provides a comprehensive overview of essential tools and techniques used in lean production systems. By participating in this course, individuals and organizations can gain the necessary knowledge and skills to achieve operational excellence and create a culture of continuous improvement. Implementing lean production practices can result in higher efficiency, reduced waste, improved quality, and increased customer satisfaction. Start your lean journey today by enrolling in the Lean Production Tools course.For more information or to request a customized course, contact us at [email protected]。
英国精益生产大师培训教材(英文版)4(pdf26)
managing broken processes.”
Which is why Toyota will be No 1 by 2010!
• The French Army understood the need for interchangeable parts before 1789
• Brunel was making standardised parts in process sequence for the British navy by 1807
• Founder of the non-profit Lean Enterprise Academy in Байду номын сангаасhe UK, which is a member of the Lean Global Network set up by the Lean Enterprise Institute
• We publish workbooks on the building blocks of lean, and support these with advanced level workshops
• “Lean production” was perfected by 1970 and extended across the whole enterprise and across the whole of Toyota City – as the “Toyota Way”
Production Systems Conference – Stuttgart - 14 June 2004
精益生产中英文互译
An outline of：Lean Thinking Banish Waste and Create Wealth in YourCorporationBy James P。
Womack and Daniel T。
JonesNew York, NY：Free Press，Simon ＆Schuster，Inc., 1996, Second Edition，2003 Preface to the 2003 Edition. Forecasts are always wrong. That is why lean thinkersstrive to reduce order—to—delivery time. During the 2002 meltdown，this 1996 book went back on the Business Week bestseller list。
We have added what we have learned since 1996 in this edition. Lean Thinking is more relevant today。
Lean ideas are the single most powerful tool available for creating value and eliminating waste in any organization。
Part I: Lean PrinciplesTaiichi Ohno （1912 – 1990), a Toyota executive，identified seven types of waste found in any process:• Transportation. Unnecessary transport of parts under production.• Inventory. Stacks of parts waiting to be completed or finished products waiting to be shipped.• Motion。
精益生产知识--培训课程
Flow：使产品顺畅地流动起来；
Pull：让客户拉动； Perfection：通过持续管理达到完美。
始终坚持以上五个原则，
避免仅仅关注到孤立的
技术上。
价值与价值流程图——现状的价值流程图（光网络）
2004.12.06 PM 16:30 2E27R
Supplier Forecast 3 months) Weekly PO
大规模定制
• High variety • Small volume per product • Near perfect quality • Engaged workforce 1975 2000
1875
1900
1925
1950
精益生产的历史与含义
精益思想的五个基本原则：
没有任何事 情是完美的 持续改进 Perfect 完美 站在客户的立 场上思考价值 Value 价值 从订单到发货 过程一切有价 值的活动 Value stream 价值流
精益生产的历史与含义
精益生产：Lean Manufacturing or Lean Production
Lean Means “Manufacturing without waste”. 浪费（日语叫Muda）有很多种形式，如多余的材料、等待时间、闲 置的设备、库存等。
大部分公司浪费了70%~90%的可用资源，即使是业界最Lean的企业 也有30%的浪费。
I
50 pcs
1
1
I
50 pcs
1 C/T = 4 days C/O = 0 1 shift=8 hs 1 shifts
C/T = 1.5 mins C/O = 3 mins 1 shift=8 hs 2 shifts Uptime=65% ? days ? days 1.5 minutes
精益生产培训教材(PPT 41页)
The Job
工 作
Time Fluctuation 时间波动
Job Element Sheet 工作要素单
Element 1 要素 1
Job Element Sheet 工作要素单
Element 2 要素 2
Job Element Sheet 工作要素单
Element 3 要素 3
Job Element Sheet 工作要素单
TIME FLUCTUATION WORKSHEET 时间波开工作单 JOB ELEMENT SHEET 工作要素单 TIME MEASUREMENT SHEET 时间测量单
STANDARDISED OPERATIC THEET 标准作业单
Quality Process Sheet
Department/ Welding 05
精益生产
课程内容
• 定义 • 产生与开展 • 特点与优越性 • 核心内容与生产要素 • 标准化介绍 • 最终目的
什么是精益生产？
• 精益生产是 通过系统结构、人员组织、运行方式和市 场供求等方面的变革，使生产系统能很快适应用户需 求不断变化，并能使生产过程中一切无用、多余的东 西被精简，最终到达包括市场供销在内的生产的各方 面最好的结果。
Worksheet
#
5-140
Opr
WGL
Page__1__ of__1__
Sup
Maint
Eng
3302246
QC QUICK
CHANGE OVER
VISUAL FACTORY
FORD Total Prod.T
F
M
Maint.
P
ERROR PROOFING D
精益生产培训教材
3 Shifts TAKT Time CT = C/O Time = DT = Scrap / Rework = # Operators WIP =
# Material Handlers Max Size 2 Shifts 0 Overtime
分析当前状态 设计将来状态
C/O Time = DT = Scrap = WIP =
课程一： 课程一：
精益生产概论
精益生产的发展历史
福特生产系统 •生产线大量生产 •大批量标准化产品 •工人掌握单一技术 丰田生产系统(TPS) 丰田生产系统(TPS) (TPS •JIT生产(按客户需求品种和数量准时生产) •拉动生产 •强调生产数量和库存数量与市场匹配 •按照客户需求定制产品
精益生产的发展历史
消除浪费的四步骤
第一步： 第一步： 了解什么是浪费 了解什么是浪费
第二步： 第二步： 识别工序中哪里存在浪费 识别工序中哪里存在浪费
第四步： 第四步： 实施持续改进措施 实施持续改进措施， 持续改进措施， 重复实施上述步骤
第三步： 第三步： 使用合适的工具来消除 使用合适的工具来消除 已识别的特定浪费
精益生产既是一种以最大限度地减少企业生产所占用的资 源和降低企业管理和运营成本为主要目标的生产方式，同 源和降低企业管理和运营成本为主要目标的生产方式， 时它又是一种理念，一种文化。实施精益生产就是决心追 时它又是一种理念，一种文化。 求完美的历程，也是追求卓越的过程。 求完美的历程，也是追求卓越的过程。
1985年美国麻省理工学院组织了世界上14个国家的专家、 学者，花费了5年时间，耗资500万美元，对日本等国汽车 工业的生产管理方式进行调查研究后总结出来的生产方式， 在日本称为丰田生产方式。
精选精益生产培训资料
准时化
自働化
两大支柱
柔性生产.U型线.多能工
平均化与平准化
物品放置场.容器.位置.
标准作业与少人化.
看板运营
生产量管理.
品质改善
设备管理.
一个流生产(目视化)
小LOT化.交替搬运改善.
精益生产的实现方法及技术体系
企业教育、开发、人力资源、5S
全面质量管理防错体系
低成本自动化LCIA
设备的快速切换SMED
Supermarket
Customer Process
Supplier Process
Make What the Customer Needs
When it is Needed
In the Quantity Needed
拉动生产运行基本模式
“牵引式”的计划指挥系统
返回
二、看板控制（一）看板的类别及作用
1、销售额增加一倍
浪费的含义：
（丰田汽车公司）凡是超过生产产品所绝对必要的最少量的设备、材料、零件和工作时间的部分。
（丰田）只使成本增加的生产诸要素（不会带来任何附加价值的诸因素）。
大野耐一 企业现有生产能力 = 产出 + 浪费
七大浪费
过量生产库存搬运作业本身等待多余动作不良
浪 费
未利用的员工的创造力。
任何不增加产品或服务价值的人员和设备的动作
5、动作的浪费
当两个关联要素间未能完全同步时所产生的空闲时间
6、等待的浪费
为了满足顾客的要求而对产品或服务进行返工!
7、不良的浪费
第一层次的浪费（过剩的生产能力） 多余的人员 过剩的设备 过剩的库存
多余的劳务费 多余的折旧费 多余的利息支出
精益生产培训教材(PPT 144页)
细致、简单、重复 不需专门技能
较粗、多技能、丰富 多技能
高 低 高 物资匮乏、供不应求
低 更低 更高 买方市场
科学管理阶段
20世纪20年代后期开始，科学管理逐渐发展对整个生产领域进行全 面、系统的设计和组织的工业工程学。工业工程学是生产系统管理 工作的一个分支专业领域，指的是对生产所提供的直接支持性服务 ，包括生产进度安排、绩效标准（工时定额）的制订、工作方法的 改进、质量控制、生产设施布局和物料搬运方法的设计等。泰罗、 甘特、吉尔布雷斯是奠基人。
二战后日本的国情
1、没有钱------投资不起 2、没有廉价劳动力----- 3、没有适合的市场
向美国人学习，却不适合自己。
丰田生产方式的起源
1、大野耐一：1948年 丰田发动机制造部经理，供货不及时，停机待料现象，生产忙闲不 均……之前的改善思想可以发挥作用。 （1）检验：运用防错技术控制机器，员工自行实施产品质量检测 （2）1953年——看板管理 按需求生产 （3）机器从加工群到生产单元移动（U型线） 以上行动，日本企业有分歧： A、超大型机床，集中一起作业； B、精密、自动化的生产线和组装线，利用机器人。
精益生产工具实战培训教材
制作看板：根据设计内容，制作看板，确保看 板的清晰、易读。
安装看板：将制作好的看板安装到相应的位置， 确保所有人都能够方便地查看。
维护看板：定期对看板进行维护，确保数据的 及时更新和准确性。
看板管理应用范围
生产现场管理：用于实时掌握生产进 度、品质状况等信息
精益生产工具
价值流图：识别浪费和改进机 会
5S管理：保持现场整洁有序
目视化管理：直观展示信息， 提高工作效率
持续改进：不断寻求改进机会， 提高生产效率和质量
5S管理实战培训
5S管理定义
整理（Seiri）：区分要与不要的物品，将不要的物品处理掉 整顿（Seiton）：将需要的物品分类放置，保持整齐有序 清扫（Seiso）：定期清扫工作场所，保持干净整洁 清洁（Seiketsu）：维持清洁状态，防止污染和不良现象的发生 素养（Shitsuke）：培养员工良好的工作习惯和职业素养
通过减少资源消耗来提高效益
添加标题
添加标题
添加标题
添加标题
强调消除浪费、持续改进和顾客需 求导向
实现企业价值最大化
精益生产原则
消除浪费：识别并 消除生产过程中的 浪费，提高生产效 率
持续改进：不断寻 求改进机会，持续 优化生产过程
尊重员工：重视员 工的建议和意见， 激发员工的积极性 和创造力
客户需求导向：以 客户需求为导向， 提高产品质量和客 户满意度
销售流程：从 客户询价到合 同签订、订单 处理、发货和
收款等环节
采购流程：从 供应商选择到 采购计划、订 单下达、验收
入库等步骤
库存管理流程： 财务管理流程：
英国精益生产大师培训教材(英文版)4(pdf 26)
Professor Daniel T Jones
Chairman, Lean Enterprise Academy
Production Systems Conference – Stuttgart - 14 June 2004
Production Systems Conference – Stuttgart - 14 June 2004
Lean in Germany
• Has been a big disappointment – so far – I am surprised that so little was learnt from Porsche • Growth by acquisition was a big distraction for the German assemblers – who are not immune from a big push by Toyota and Lexus into European markets • The surprisingly high defect levels from suppliers shows that the focus on process has not been learnt • Maybe we will now see a second wave of lean in Germany – with a retranslation of Lean Thinking and a new Lean Management Institute in Aachen
Production Systems Conference – Stuttgart - 14 June 2004
精益生产培训(for-line-leader)PPT课件
准等
备 作 业 浪 费 、 瓶 颈 工 序 浪 费 等 ；
造 成 的 浪 费 、 空 运 转 浪 费 、 移 动 过 大 的 浪 费 、
指 不 必 要 的 加 工 或 作 业 中 使 用 不 合 适 的 工 装 具
步
行 的 浪 费 等
有 不 必 要 的
运
动
、
没
有
附
加
价
值
的
动
作
、
寻
找
的
浪
费
守
标 准 的 浪 费 等
陈海芬 2006.7.11
1
什么是精益生产？
• 精益生产就是指在生产中通过过程控制，消
除浪费的、不经济的部分，保留产品竞争力 的一种策略。
简单明了的一句话： 减去浪费，减少投入，提高产量。
2
精益生产的益处
★ 增强工厂的生产力
增加人均产量； 增加产量； 降低库存； 节省空间； UT降低；
★ 提高产品质量 ★ 改善售后服务
有 材 料 的 浪 费
、
投
入
的
加
工
费
浪
费
、
检
查
浪
费
、
未
遵
堆
积 材 料 的 浪 费 等 ；
有 入 库 与 出 库 的 浪
费
、
空
间
浪
费
、
清
点
数
量
的
浪
费
、
发
生 的 浪 费 ， 造 成 过 剩 库 存 浪 费 ；
不 必 要 的 产 品 、 在 不 需 要 的 时 候
生
产
出
不
需
要
精益生产培训资料
Synchronous 同步生产 • Focused on total elimination of waste • Ongoing efforts to improve Quality, Productivity, and Responsiveness • Attention to detail • Recognition of employee abilities • 消除浪费 • 不断改进 • 员工参与
The are two ways to think about the relationship of Price, Cost and Profit 在价格，成本和利润的关系中，有两种不同的思考方法： 1。传统的方法 销售价格 = 成本 + 利润 2。新的方法
利润 =销售价格 – 成本
The Cost / Lean Relationship 精益生产与成本的关系
Toyota Production System (TPS) • Just-In-Time Production (produce only what is needed) • Pull System • Produce enough volume to meet customers needs • High variety to meet customers wants
What is Lean Manufacturing 什么是精益生产-五个原则
Value 价值
Perfect 完美
站在客户 的立场上
Value Stream 价值流
没有任何事物 是完美的 不断改进
Lean Manufacturing 精益生产
从接单到发货 过程的一切活动
Demand Pull 需求拉动
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Lean Service Summit – Amsterdam, 24 June 2004
The Perfect Process
• The steps/actions in the process must be linked by: 9 Flow (in low volume with high variety, TPS) 9 Pull (Toyota Production System) 9 Leveled demand, from the pacemaker step/action (TPS)
Lean Service Summit – Amsterdam, 24 June 2004
The Perfect Process In Summary
• The right purpose (value). • The best method (process). • The highest sense of accomplishment (people).
Lean Service Summit – Amsterdam, 24 June 2004der Entry
Customer
Sales Dept.
Quoting
Applications Engineering
Verify Design & BOM
Capable?
Capable?
Capable?
Capable?
Capable?
Available?
Available?
Available?
Available?
Available?
Available?
Available?
Available?
Available?
Adequate?
Adequate?
Adequate?
Lean Service Summit – Amsterdam, 24 June 2004
The Perfect Process
• The actions in the process are satisfying for people to perform and managers to manage: 9 No injuries. 9 No fatigue. 9 No boredom. 9 A sense of providing a valuable good or service. 9 A sense of personal fulfillment & accomplishment. Note that putting good people in a bad process is the best way to produce “bad” people!
Lean Service Summit – Amsterdam, 24 June 2004
The Perfect Process
• Each step within the process must be: 9 Valuable 9 Capable (Six Sigma) 9 Available (Total Productive Maintenance) 9 Adequate (Theory of Constraints or TPS) 9 Flexible (Toyota Production System)
Lean Service Summit – Amsterdam, 24 June 2004
Creating the Perfect Process
Ask who is responsible for each process. When you discover that the answer is “no one”, appoint someone! Note that in the early going it helps if the someone is a “someone”. (That is, a widely respected person with a bright future in the organization.) Responsibility doesn’t necessarily mean a full time job and it certainly doesn’t mean direct reporting by everyone involved in the process.
Lean Service Summit – Amsterdam, 24 June 2004
Creating the Perfect Process
Select the most important processes (but only a few). Form a team of the responsible person and those involved in the process – customers, participating employees across functions, technical advisors. Map the process as it currently operates, taking extra care to specify value from the standpoint of the customer (external or internal). Label this map the “current state”, making sure that everyone agrees that the map is truly accurate.
Lean Service Summit – Amsterdam, 24 June 2004
The Types of Processes
• Some processes are primary, serving an external customer. Example: A transactional process such as processing an insurance claim or conveying a letter from mailer to receiver. • Some processes internal, to support the primary processes. Example: A hiring process to obtain the needed employees to process the insurance claim or collect, sort, and deliver letter mail. • Primary processes are easier to see, but support processes are equally necessary.
Creating the Perfect Process
Ask how the process should be changed to move toward perfection. ¾ Note that if the value of the existing process is found to be incorrectly specified, the entire process may need to be changed or even eliminated. ¾ Note that in many cases, one tangled process with many exceptions may need splitting into a number of processes, each with its own flow path. Label this map the “future state”, making sure that everyone agrees about the key changes in the process.
Lean Service Summit – Amsterdam, 24 June 2004
How Can We Create the Perfect Process for Every Service?
Start by identifying the key processes in your organization: • Which are primary? • Which are support? • Which are most important to the customer? • Which are most important to the success of the organization? • Which are most troubling to your people?
Lean Service Summit – Amsterdam, 24 June 2004
The Perfect Process
We are all in search of the perfect process. But perhaps you have not realized this! The perfect process has some simple but challenging attributes: • It creates precisely the right value for the customer. Value is hard to determine for external processes and even harder for support processes. But note: In the absence of correctly specified value, every step in any process is muda!