精益生产英文资料介绍

精益生产英文资料介绍
General questions about lean operations
What is lean?
Lean operations involve the elimination of waste, whether it be time, materials, efficiency or processes. It also means figuratively tightening the belt in pursuit of increased productivity gains that will increase a company’s ability to compete more successfully.
Why lean?
Increased global competition will likely force all but the strong to the sidelines. Belt tightening and a lean mindset will enable the game to continue as companies steady themselves for the challenges and opportunities that await them.
The truly lean company of today will be a survivor in the global battle for customers and bottom line profits. The need for lean is obvious and the potential rewards are dazzling. There will be those who will probably resist the necessary changes. Training will start you on the road to overcoming this resistance and ultimately achieving a successful transition.
Who participates in lean Operations?
Eventually, everyone in the company is a participant in the quest for a lean organization.
Is lean applicable only to manufacturing?
The concept includes many non-manufacturing areas such as purchasing, clerical, office and technical. Also, these areas often contribute in making lean achievements in manufacturing more successful.
What organizations can benefit from lean projects?
Every organization offers goods or services. This includes such diverse sectors as merchandising, hospitals, banking, insurance, public utilities, government, military, prisons, churches, schools and, of course, manufacturing.
Can lean activities be started in more than one division at a time?
Yes, it can be done, but starting in one division is preferable. The experience gained permits corrections and mod ifications to be introduced with less fuss. In this way, any “bugs” can be eliminated before the concept is initiated plant-wide.
How should employees approach problems?
They should approach problems with a positive attitude—one that says, “We can solve it!” Open discussion and use of various problem-solving tools, in a positive and cooperative manner, will shed new light on any problem.
How important is it to establish objectives and milestones?
Individuals or groups working on lean projects should be encouraged to establish an objective and develop a plan to achieve it. The plan is further broken into milestones so that progress can be constantly measured against the plan. This information should be charted and posted for all to see and have it serve as a constant reminder.
What if a lean project overlaps into other areas of an organization?
That will happen, especially in the long run, but in the short run and particularly the early phases, it should be avoided. We are talking about change and many people resist having to do and support new ways of doing things. When it is clear that a project is going to affect more than one area, try to involve those who will be affected in coming up with solutions.
Examples of measurements and results in a lean environment
Measuring improvements in lean operation organizations requires the use of several traditional and many non-traditional measurements. The following is an explanation of some frequently used measurements and examples of how they have been applied:
Work in process (WIP)
This is a measure of the amount of material which has left raw materials stock but has not yet become finished goods. Examples:
•WIP cut from twenty-two days to one day
o Disc drives and tape storage
•WIP on floor cut 67%
o Electrical circuit breakers
Inventory
Inventory consists of both raw materials and finished goods. Examples:
•Finished goods inventory cut 92%
o Large—size twist drills
•Inventory turns up from 3.5 to 20
o Motorcycle assembly
Floor space requirements
Floor space reductions result in lower costs for utilities, building maintenance and capital
investment to meet expansion requirements. Examples:
•Space reduced to one—third of original requirements
o Computer printers
•Floor space cut from 51,000 to 9,000 square feet
o Computer logic unit
wcy506 (2006-8-13 13:08:15)
Lead-Time
Lead-time is the time which elapses between receipt of an order and the time the product or service is shipped to the customer. Examples:
•Reduced lead time from 17 weeks to 1 week
o CAD/CAM equipment
•Cut production lead time from 14 days to 2 days
o Defense weapons systems
Flow distance
Flow distance is the distance a part or document travels during the manufacturing process. Examples:
•Flow distance cut from 1,100 to 180 feet
o Diagnostic drug analyzer
•Flow distance cut from 31,000 to 275 feet
o Computer products
Scrap and rework
Scrap and rework reductions can represent huge savings. Examples:
•Defects reduced 52%, number of inspectors cut from 75 to 6
o Motorcycle assembly
•Scrap and salvage cost reduced 54%
o Electronic air cleaners
Product or model changeover
The speed and frequency of product or model changeovers (set-ups) is an indication of the degree to which the organization can respond to changing demands in the market place and its ability to efficiently reduce inventories by building only what is needed. Examples:
•Reduced from one model changeover per month to several per day
o Self-propelled lawn mowers
•Reduced time per changeover from 8 hours to 18 minutes
o Cough drops
Other measures
Productivity:
•Reduced paperwork by 70% (Kanban)
o Hydraulic valves
•Productivity, including yield, up 35%
o Disc packs and discs
Jobs:
•Number of job categories cut 95%
o Semiconductors
Equipment:
•Storage racks cut 67%
o Circuit breakers
Training
Who provides the training?
Leader training is commonly provided by the coordinator. The leader trains the members, with help from the coordinator, as necessary. Member training can be done all at once or a little at a time and as needed.
What are some of the techniques, expressions and concepts used by members of a lean team?
First, team members must be familiar with problem-solving and process control techniques such as: brainstorming, data gathering (sampling), Pareto analysis, cause and effect problem analysis, histograms, control charts, stratification, scatter diagrams, etc.
Secondly, there are a number of techniques and expressions that should be familiar to lean practioners. Some examples include:
•The 5S
•Kaizen activities
•Inventory reduction
•SMED (Single Minute Exchange of Die)
•TPM (Total Preventative Maintenance)
•Poka Yoke (Mistake Proofing)
•Waste Elimination
•The Pull Concept
•Just-In-Time
•Cycle time reduction
•Takt Time
•Other items include
-Lean production layout
-Communication strategies and the “visual factory”
What are the 5S
The 5S are initials of Japanese words that stand for several aspects of housekeeping. The comparable words in English are:
•Sort
-“What is not in use, throw it out”
•Set-In-Order
-“Rearrange the work area”
•Shine
-”Cleanliness is next to godliness”
•Standardize
-“Establish policy guidelines”
•Sustain
-“Keep 5-S activities from unraveling”
Why would we start with cleaning and organizing the workplace? Well, why not? It is not a daunting task. Actually, it is to everyone’s advantage to start with a clean slate, so to speak. Some degree of success is assured. Because the results of cleaning and organizing are so visible, ideas should abound as employees from one department observe what is happening in other departments around the plant.
What are Kaizen activities?
Kaizen is a Japanese word that means “continuous improvement.” The improvements individually are usually small and incremental, but collectively dramatic. Masaaki Imai, a Japanese consultant, has popularized Kaizen as an important business strategy. He believes the following six major systems should be in place in order to successfully achieve a Kaizen strategy: •Total quality management
•Just-in-time
•Total productive maintenance
•Policy deployment
• A suggestion system
•Team activities
What is the importance of inventory reduction?
Lead time can be dramatically reduced at a number of places in the processing of orders.
Work-in-progress (WIP) is a leading cause of long lead time. WIP can include paperwork, raw materials, in-process inventory and even finished products.
There must be a unified approach between management and operators on how to achieve inventory reduction.
Office paperwork can be, and usually is, just as likely to hit “log jams” as the physical pro ducts are that are out in the shop.
What is SMED?
SMED stands for “Single Minute Exchange of Die.” If refers to the time it should take to set-up a machine to produce a part. In automotive plants there are numerous instances where it would take three or four hours to do a set-up. However, after the application of lean techniques, the set-up time would be reduced to minutes!
What is TPM?
TPM stands for “Total Preventative Maintenance.” The goal of TPM is to maximize equipment effectiveness throughout the life of the equipment.
The absence of a lean mentality is obvious when machine maintenance is totally the responsibility of the maintenance specialists. The truth is that operators can contribute in keeping the equipment in good condition. TPM should involve everyone at all levels. The Lean team can contribute to developing a maintenance system that they are a part of. The goal should be zero breakdowns.
What is Poka-Yoke?
Poka-yoke is a Japanese word meaning “mistake proofing.” Poka-yoke devices can dramatically cut defects. A simple example is the three pronged electric plug-in. You can not plug it in wrong! There are poka-yoke devices to detect errors that have been made. Other poka-yoke devices are designed to shut down the machine before it could create a defective part.
wcy506 (2006-8-13 13:09:59)
wcy506 (2006-8-13 13:11:01)
The continuous improvement coordinator
What is the role of the continuous improvement coordinator?
The coordinator is the individual responsible for successfully coordinating and directing lean activities within an organization.
What does the coordinator do?
The duties of the coordinator include the following:
•See to it that the policies of the steering committee are understood and are followed by everyone involved.
•Establish an ongoing education and training program per the dictates of the steering committee. Personally conducts training and/or arranges for competent instructo，。

rs to do it.
•Provides guidance and feedback to team leaders regarding their meetings and other activities.
•Maintains awareness of world-class improvement strategies no matter where they are. •Monitors team progress and achievements.
•Communicates team achievements to other groups throughout the facility.
What qualifications should the coordinator have?
The coordinator has been described as a facilitator, catalyst, coach, innovator, promoter and teacher. The point is that it takes a special person to do the job right. The coordinator should be as comfortable talking to the president of the company as to the entry-level clerical or factory employee.
When should the coordinators be selected?
When a definite decision is made to implement lean activities. The steering committee is also started at about this same time. Sometimes, the first task of the steering committee is to select the coordinator.
Who does the coordinator report to?
Usually the coordinator is on the staff of a high-level company official who strongly supports lean activities. In some instances, the coordinator reports to the company president. In a factory, the coordinator usually reports to the director of manufacturing.
The leader and members
Who is the team leader?
Experience demonstrates that your lean activities will have a greater chance of success when the supervisor is the initial leader. The lean concept gains quicker acceptance when it fits into the existing organizational structure. The supervisor is already designated to perform a leadership role in that structure. If lean activities did not operate within the existing organizational setup, it might be viewed by some as a competing organization.
What are examples of duties preformed by the leader?
•Prior to the formation of the team, the prospective leader must acquire skills and knowledge related to continuous improvement techniques.
•Provides training in lean operation techniques to the team members.
•Ensure s that meetings are job oriented and do not drift into general “bull sessions.” Adheres to the meeting schedule.
•Guides team projects to assure adherence to a logical problem solving process. •Encourage participation from all team members.
•Coordinates closely with the continuous improvement coordinator.
Do continuous improvement teams develop leaders?
Yes, These lean oriented teams provide the training and experience to make a good leader better. Team activity will also help identify members with leadership potential.
What is the role of the team members?
•Attend all meetings
•Acquire knowledge of the various problem solving techniques by attending designated training sessions
•Contribute suggestions for improvement
•Select team projects
•Communicate openly with co-workers who are not team members about team projects •Help the team follow an agreed problem solving process
Is there a relationship between the lean team and the job?
Team members are people who normally work together. The projects they work on relate to the work they do.
Improvement projects
How are lean projects identified?
Projects may originate from several possible sources, such as:
•Suggestions from team members
•Suggestions from their management
•Recommendations by staff personnel
•Suggestions from other teams
•Suggestions from non-members.
What if a project turns out to be too complex?
Sometimes a team bites off more than it can chew. If so, the coordinator can help by locating specialists who can assist the team.
Does a lean team ever run out of problems?
No. Members may occasionally think so, but a brainstorming session usually identifies many problems that need immediate attention.
Recognition
What kind of recognition is provided to the teams?
Several forms of recognition are used. The practice varies from company to company but includes:
•Presentations to management
•Write-ups in the organi zation’s activity report
•Recognition in the company newspaper
•Photos and other items posted on bulletin boards
•Certificates
•Trophies, pins, etc.
精益生产的概念和基本原则The concept and principle of lean production
六西格玛品质论坛精益生产的历史:TPS及其演变The history of lean production: TPS and its changing
精益生产的原则The principle of lean production:
价值和浪费；快速响应客户Value and Muda, quick response
精益生产的思想Lean production thinking: 追求完美和持续改善Seek perfect and continuous improvement
七大浪费7-Muda
精益生产的基础The fundamental of leano production
5S的含义The meaning of 5S:整理、整顿、清扫、清洁、素养SEIRI, SEITON, SEISO, SEIKETSU, and SEITSUKE
5S的推行方法The implement methods for 5S
5S的实务技巧5S implement skills
5S实施过程的优化5S implement process optimizing4 o1
流线化生产Flowo production
流线化生产的八个条件8-condition for flow production
TAKT TIME与CYCLE TIME
单元设计Cellular layout
流线化生产的设备选择Equipment selecting for flow production
看板管理Kanban managemento
什么是看板What is Kanban
看板的实施方法The implement methods for Kanban
实施看板管理的限制条件The limited condition of Kanban management implement
快速换线SMED
快速换线的理念The idea of SMED
内部作业与外部作业的分离Separate the-operation between outside and inside
将内部作业转化为外部作业Turn the inside-operation to outside operation
作业的优化Operation optimizing
精益生产的设备管理Equipment management in lean production TPM
TPM的概念和发展The concept and development of TPM
TPM的设备基础管理Equipment essential management of TPM
六西格玛品质论坛TPM的八大支柱8 columns of TPM
六西格玛品质论坛TPM实施的十三步骤13 phases for TPM implementing
案例分析Case studyo
工厂5S分析(根据现场拍摄照片)Workshop 5S analysis (depends on photos taken from on-site)
工厂生产线设置分析Production line layout analysis
快速换线案例分析Case study for SMED
实施看板管理的限制条件The limited condition of Kanban management implement
内部作业与外部作业的分离Separate the operation between outside and inside
六西格玛品质论坛将内部作业转化为外部作业Turn the inside operation to outside operation
作业的优化Operation optimizing
六西格玛品质论坛精益生产的设备管理Equipment management in lean production TPM
TPM的八大支柱8 columns of TPM
TPM实施的十三步骤13 phases for TPM implementing
案例分析Case study
工厂5S分析(根据现场拍摄照片)Workshop 5S analysis (depends on photos taken from on-site)
工厂生产线设置分析Production line layout analysis
快速换线案例分析Case study for SMED
六西格玛品质论坛TPM案例分析Case analysis for TPM
六西格玛品质论坛批量生产与均衡生产Batch production and level production
快速换线的好处The benefits from QCO
换线时间和换线中的浪费Change time and waste in changeover operations
内部和外部换线时间Internal and External Change Time
换线作业中的浪费Waste in changeover operations
消除调整Eliminate adjustment8
采用功能化标准Adopt functional standards
协同工作Work in parallel
换线小窍门Tips for QCO application。