Which One First Lean Manufacturing Or Six Sigma

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外刊每日精读 Making trouble

外刊每日精读 | Making trouble文章脉络【1】看重制造业的国家都有工业战略，但是英国没有。

【2】英国对自己的可再生能源产业非常自满。

【3】安迪·霍尔丹称英国很可能在这场再工业化军备竞赛中落后。

【4】与中国相比，西方在绿色技术方面觉醒地太晚了。

【5】英国想要成为一个制造业“超级大国”还有一段路要走。

【6】英国不再是一流的制造业经济体，而且几十年以来都不是。

【7】戴森最近宣布将把电池工厂建在新加坡，这也完美诠释了英国现在正面临的挑战。

【8】戴森没有选择在英国建厂有多重原因。

【9】英国进行高价值的脑力劳动，其他国家负责生产的想法已经不再符合实际。

【10】国家相关战略的缺失让制造商处于竞争劣势。

【11】缺少合适的、有规划的工业战略是英国的致命弱点。

【12】从行动来看，英国似乎并没有参与竞争。

经济学人原文Making trouble：UK needs an industrial strategy to compete in manufacturing【1】Countries that are serious about manufacturing have industrial strategies.The US and China have one. So do Germany and France. Britain does not . Rishi Sunak talks about turning the UK into a “science and technology superpower” but that’s all it is: talk. It is a PR strategy masquerading as an industrial strategy.【2】Faced with the challenge presented by Joe Biden’s inflation reduction act (IRA), the government says it has no need to respond to the package of green subsidies being provided by Washington because Britain has already established a thriving renewables sector and the Americans are playing catch up. The complacency is staggering.【3】Andy Haldane , once the Bank of England’s chief economist and now the chief executive of the Royal Society of Arts, last week said: “The world is facing right now an arms race in re-industrialisation. And I think we’re at risk of falling behind in that arms race unless we give itthe giddy-up.”【4】China, Haldane added, had been focusing on green technology for many, many years and had forged ahead in tech such as solar and batteries. “The west has belatedly woken up,” he said. “The IRA is throwing cash to the wall on that. The cost of that [is] almost certainly north of half a trillion dollars. Possibly north of $1tn. The EU is now playing catch up, [and] the UK currently is not really in the race at any kind of scale.”【5】A quick glance at the latest trade figures shows Britain has some way to go to be a manufacturing“superpower”.manufacturing’s share of the economy shrank from more than 30% to less than 10% of national output in Elizabeth II’s reign. The goods deficit, last in surplus in the early 1980s, stood at £55bn in the first three months of this year, with imports more than 50% higher than exports. A £40bn quarterly surplus in services was not enough to close the trade gap.【6】Those who supported Brexit say the UK now has the freedom to export more to faster growing parts of the world economy . Those who opposed it say exporting to the EU has become more burdensome. Both are right, but both are missing the point. Before Britain can take advantage of export opportunities it has to have stuff to export. The fact is the UK is no longer a firstrank manufacturing economy and hasn’t been for decades.【7】Dyson’s recent announcement that it will build a battery factory in Singapore is a perfect illustration of the challenge facing the UK. There was never the remotest possibility that the plant would be in the UK due to what its founder James Dyson, a prominent Brexit supporter, called in a letter to the Times, t he “scandalous neglect” of science and technology businesses.【8】Only part of the company’s reluctance to manufacture in the UK is due to the recent jump in corporation tax, though that wipes out any benefit from tax breaks for research and development. It is also the planning system, the lack of trained engineers, the disdain shown for science and technology, and government interference in the way businesses are run.【9】The company says the UK will remain a centre for R&D, and it will invest £100m in a new tech centre in Bristol for software and AI research. But the idea that Britain can do all the high-value brain power stuff while other countries do the production is an illusion. Increasingly, Dyson’s R&D happens in Singapore, the site of its global HQ, and in the Philippines.【10】Dyson is by no means alone. A report by the lobby group Make UK found that six in 10manufacturers thought government had never had a longterm vision for manufacturing, while eight in 10 considered the absence of a strategy put their company at a competitive disadvantage compared with other manufacturing nations. It is no surprise that AstraZeneca recently announced it was building its new factory in Ireland .【11】Stephen Phipson, Make UK ’s chief executive , said last week the US was spending 1.5% of national output on its IRA. The equivalent sum in the UK would be £33bn. It was not just the money, though. “A lack of a proper, planned industrial strategy is the UK’s achilles heel ,” Phipson said. “Every other major economy, from Germany, to China, to the US, has a long-term national manufacturing plan, underlying the importance of an industrial base to the success of its wider economy. The UK is the only country to not have one.“If we are to not only tackle our regional inequality, but also compete on a global stage, we need a national industrial strategy as a matter of urgency.”【12】One option is to concentrate instead on sectors where the UK does have global clout: financial and business services, for example. In that case, the pretence has to stop that levelling up will be delivered by new factories turning out world-beating products.The government can either make Britain an attractive place for manufacturing companies to invest or it can decide not to compete. Judged by its actions rather than by its rhetoric, it seems to have chosen the latter option.。

制造业生产计划管理英文书籍

制造业生产计划管理英文书籍Manufacturing Production Planning and Control.Introduction.Manufacturing Production Planning and Control is a crucial aspect of any manufacturing organization. It involves the coordination and management of resources, processes, and activities to ensure efficient and effective production. This book aims to provide a comprehensive guide to the principles, practices, and techniques used in manufacturing production planning and control.Chapter 1: Fundamentals of Manufacturing Production Planning.Manufacturing production planning is the process of planning, scheduling, and controlling the production of goods and services within a manufacturing organization. It involves the identification of production requirements,determination of the optimal production mix, allocation of resources, and monitoring and controlling the production process.The first step in manufacturing production planning is the identification of production requirements. This involves understanding the demand for products or services and translating it into production requirements. Production requirements can be derived from various sources such as customer orders, forecasted demand, and inventory levels.Once the production requirements are identified, the next step is to determine the optimal production mix. This involves deciding which products or services to produce, in what quantities, and when to produce them. The production mix should be optimized to maximize profitability, minimize costs, and meet customer demand.The allocation of resources is another crucial step in manufacturing production planning. Resources such as raw materials, equipment, labor, and capital need to be allocated efficiently to ensure smooth production. Resourceallocation should take into account the availability of resources, production requirements, and the capacity of the production system.Monitoring and controlling the production process is essential to ensure that production plans are being executed effectively. This involves tracking production performance, identifying bottlenecks and issues, and taking corrective actions to ensure that production remains on track.Chapter 2: Production Scheduling.Production scheduling is the process of developing a detailed plan for the production of goods and services based on the identified production requirements. It involves scheduling production activities, allocating resources, and ensuring that production deadlines are met.There are various types of production scheduling methods, including forward scheduling, backward scheduling, and constraint-based scheduling. Forward schedulinginvolves starting with the first available production slot and scheduling activities forward in time. Backward scheduling, on the other hand, starts with the final production deadline and schedules activities backward in time. Constraint-based scheduling focuses on identifying and managing the constraints that limit production capacity and scheduling activities around these constraints.Effective production scheduling requires the use of advanced planning and scheduling tools. These tools help manufacturers to analyze production requirements, identify bottlenecks, optimize resource allocation, and generate detailed production schedules.Chapter 3: Production Control.Production control is the process of monitoring and controlling the production process to ensure that production plans are being executed effectively. It involves tracking production performance, identifying bottlenecks and issues, and taking corrective actions to ensure that production remains on track.Production control systems are used to monitor and control the production process. These systems collect real-time data on production activities, analyze performance, and generate reports and alerts when issues arise. Manufacturers can use this information to identify bottlenecks, optimize production processes, and take corrective actions to improve production efficiency.In addition to production control systems, manufacturers also need to consider quality control and lean manufacturing principles. Quality control involves ensuring that products meet specified quality standards and customer requirements. Lean manufacturing, on the other hand, focuses on eliminating waste and improving production efficiency through continuous improvement and process optimization.Conclusion.Manufacturing Production Planning and Control is a critical aspect of any manufacturing organization. Itinvolves the coordination and management of resources, processes, and activities to ensure efficient and effective production. By understanding the fundamentals of manufacturing production planning, using advanced planning and scheduling tools, and implementing effective production control systems, manufacturers can optimize production processes, improve production efficiency, and meet customer demand.。

LeanManufacturing4精益生产4英文

“every problem is an improvement opportunity”
PPT文档演模板
LeanManufacturing源自精益生产4英文problem solving
traditional method of correcting problems •correct problems off – line in rework areas/bays •added layers of inspection •reluctance to identify problems & solutions not explored •problems continue, added cost to correct later •application of 6 sigma and SPC to solve problems
PPT文档演模板
LeanManufacturing4精益生产4英文
problem solving
•Problem Solving Process
•1.Define Problem
•plete root cause analysis
PPT文档演模板
•3.Consider solutions through consensus
PPT文档演模板
LeanManufacturing4精益生产4英文
problem solving
plete root cause analysis •Analysis not clouded – no preconceived ideas of source of problem •Analysis continued until true “root” cause of problem are discovered •Multiple causes for problems – complete comprehensive analysis •Various problem solving tools available

生产工艺流程的设计步骤

生产工艺流程的设计步骤英文回答：Designing a production process involves several steps to ensure efficiency and effectiveness. Here are the key steps involved in the design process:1. Identify the objectives: The first step in designinga production process is to clearly define the objectives. This involves determining what the desired outcome of the process is and what needs to be achieved. For example, if the objective is to increase productivity, the process design should focus on streamlining operations and eliminating bottlenecks.2. Analyze the current process: Once the objectives are defined, it is important to analyze the existing process. This involves mapping out the current workflow, identifying any inefficiencies or areas for improvement, and understanding the inputs, outputs, and resources required.For instance, if there are unnecessary steps in the current process that are causing delays, they can be identified during this analysis.3. Brainstorm and generate ideas: After analyzing the current process, it is time to brainstorm and generate ideas for the new process design. This can be done through team discussions, brainstorming sessions, or by seeking input from relevant stakeholders. It is important to consider different perspectives and think outside the box to come up with innovative solutions. For example, if the objective is to reduce waste, ideas such as implementing lean manufacturing principles or introducing automation can be considered.4. Evaluate and select the best solution: Once a range of ideas has been generated, it is important to evaluate and select the best solution. This involves considering factors such as feasibility, cost-effectiveness, and impact on productivity. It may also involve conducting pilot tests or simulations to assess the effectiveness of the proposed solution. For instance, if one of the proposed solutions isto implement a new technology, a pilot test can be conducted to evaluate its performance and suitability.5. Develop a detailed plan: After selecting the best solution, a detailed plan needs to be developed. This plan should outline the specific steps, resources, and timeline required to implement the new process. It should also consider any potential risks or challenges that may arise during implementation. For example, if the new process involves training employees on new equipment, the plan should include a timeline for training sessions andallocate resources for the training program.6. Implement and monitor the process: The next step is to implement the new process according to the developed plan. This involves training employees, making any necessary changes to equipment or infrastructure, and ensuring smooth transition from the old process to the new one. Once implemented, it is important to monitor the process and gather feedback to identify any issues or areas for further improvement. For instance, regular performance reviews and feedback sessions can be conducted to assessthe effectiveness of the new process and make any necessary adjustments.中文回答：生产工艺流程的设计包括几个步骤，以确保效率和有效性。

供应链竞争英文

供应链竞争英文Supply Chain CompetitionIn today's globalized business environment, supply chain competition has become increasingly intense. Companies are constantly striving to gain a competitive edge by optimizing their supply chain operations and keeping up with the latest trends and technologies. This article will discuss the concept of supply chain competition and highlight some strategies that companies can adopt to excel in this highly competitive landscape.Supply chain competition refers to the competition that takes place among different supply chains in the market. It is not only about competing for customers, but also about managing the flow of goods, information, and finances effectively and efficiently. A well-designed and well-managed supply chain can give companies a significant advantage over their competitors, leading to increased customer satisfaction, reduced costs, and improved overall performance.To excel in supply chain competition, companies need to focus on several key areas. First and foremost, they need to have a clear understanding of their customers' needs and expectations. By understanding what customers value and prioritize, companies can tailor their supply chain operations to meet these requirements. This may involve investing in technologies that enhance visibility and transparency in the supply chain, such as advanced tracking systems or real-time analytics tools. By doing so, companies can respond quickly to changing customer demands and anticipate potential disruptions in the supply chain.Another important aspect of supply chain competition is collaboration and partnerships. Companies that excel in supply chain competition understand the value of collaboration and are willing to work closely with their suppliers, customers, and other stakeholders to achieve mutual benefits. This may involve forming strategic alliances, sharing information and resources, or even co-investing in supply chain infrastructure. Collaborative partnerships can help companies streamline their supply chain processes, reduce costs, and improve overall efficiency.In addition to collaboration, companies should also focus on continuous improvement in their supply chain operations. This can be achieved through regular monitoring and evaluation of key performance indicators, such as on-time delivery, inventory turnover, or order accuracy. By identifying areas for improvement, companies can implement process optimization initiatives, such as lean manufacturing or Six Sigma, to eliminate waste, reduce lead times, and improve overall productivity. Continuous improvement requires a culture of learning and innovation, where employees are encouraged to suggest and implement ideas for enhancing supply chain performance.Technology also plays a crucial role in supply chain competition. Companies need to invest in the latest technologies and tools that can help them streamline their supply chain operations and gain a competitive advantage. For example, adopting automation and robotics can help reduce human error, increase productivity, and improve overall efficiency. Similarly, implementing cloud-based supply chain management systems can enhance visibility, facilitatecollaboration, and enable real-time decision-making. Embracing emerging technologies, such as Internet of Things (IoT) or blockchain, can also revolutionize supply chain operations by providing greater transparency, traceability, and security.Finally, companies need to adopt a proactive approach towards risk management in supply chain competition. Supply chains are susceptible to various risks and uncertainties, such as natural disasters, geopolitical conflicts, or supplier disruptions. To mitigate these risks, companies should develop robust risk management strategies, such as dual sourcing, inventory buffering, or supply chain diversification. Furthermore, companies should have contingency plans in place to quickly respond to unexpected events and ensure business continuity.In conclusion, supply chain competition has become a critical factor in the success of companies in today's globalized business environment. Companies that excel in supply chain competition understand the importance of customer focus, collaboration, continuous improvement, technology adoption, and risk management. By adopting these strategies, companies can gain a competitive edge, deliver superior customer value, and position themselves as leaders in their respective industries.Sure! Here are some additional points to expand on the topic:1. Customer-Centric Approach: To excel in supply chain competition, companies need to have a deep understanding of their customers' needs and preferences. This requires gathering and analyzing data on customer buying behavior, preferences, and feedback. By leveraging this information, companies can tailortheir supply chain processes to ensure timely delivery, personalized customer experiences, and efficient handling of returns or after-sales service. Companies can also leverage technology, such as customer relationship management (CRM) systems, to better manage customer information and enhance customer-centricity.2. Sustainable Supply Chain Practices: In today's environmentally-conscious world, companies that adopt sustainable supply chain practices have a competitive advantage. This includes incorporating environmental considerations into their supply chain operations, such as using sustainable materials, reducing carbon emissions, and minimizing waste generation. Implementing sustainable practices not only helps companies meet regulatory requirements but also appeals to customers who prioritize eco-friendly brands. By adopting sustainable practices, companies can differentiate themselves from competitors and attract environmentally-conscious customers.3. Training and Development: Companies need skilled and knowledgeable employees to effectively manage supply chain operations. To excel in supply chain competition, companies should invest in training and development programs that enhance the skills of their workforce. This includes providing training on supply chain management principles, emerging technologies, and industry best practices. Additionally, companies should encourage employees to attend conferences, seminars, or workshops related to supply chain management to stay updated on the latest trends and innovations.4. Supplier Relationship Management: Suppliers play a crucial role in the success of a company's supply chain. Therefore, it is important to establish strong and collaborative relationships with suppliers. Companies can achieve this by selecting suppliers based not only on cost but also on factors such as reliability, quality, and flexibility. Additionally, companies can provide incentives to suppliers who consistently meet or exceed performance expectations. The goal is to create a mutually beneficial relationship that fosters trust, transparency, and long-term commitment between the company and its suppliers.5. Data Analytics and Predictive Analytics: Data analytics plays a vital role in optimizing supply chain operations. By leveraging data from various sources, such as sales, inventory, and transportation, companies can gain valuable insights into their supply chain performance and make data-driven decisions. Predictive analytics can also help companies forecast demand, identify potential bottlenecks, and optimize inventory levels. By using data analytics tools, companies can identify inefficiencies, improve forecasting accuracy, and optimize their supply chain processes, resulting in cost savings and improved customer service.6. Agility and Flexibility: In a competitive supply chain landscape, companies need to be agile and flexible in responding to changing market conditions. This requires the ability to quickly adapt to disruptions, such as sudden changes in demand or supply chain disruptions. Companies can achieve agility by implementing agile supply chain practices, such as demand sensing, collaborative forecasting, or flexible manufacturing. Additionally, companies should have contingency plans in place to mitigate potentialdisruptions and ensure seamless operations even in the face of unexpected events.7. Supply Chain Visibility: Supply chain visibility refers to the ability to track and monitor the movement of products and information throughout the supply chain. It allows companies to proactively address bottlenecks, delays, or issues that may arise during the supply chain process. To enhance supply chain visibility, companies can invest in technologies such as radio frequency identification (RFID), barcode systems, or advanced tracking systems. By having real-time visibility into their supply chain, companies can make informed decisions, optimize logistics, and enhance overall supply chain performance.In conclusion, supply chain competition is intensifying, and companies need to implement strategies to gain a competitive edge. This includes adopting a customer-centric approach, implementing sustainable practices, investing in training and development, strengthening supplier relationships, leveraging data analytics and predictive analytics, embracing agility and flexibility, and enhancing supply chain visibility. By focusing on these areas, companies can optimize their supply chain operations, deliver superior customer value, and excel in supply chain competition.。

Lean Manufacturing Overview - executives2

4. Sustain素养
1st S – Sort整理整理
• Remove all unnecessary things from the workplace将所有不必要的物品从工作台上拿开 • Set up Red Tag areas. Red tagging is a visible way to identify items that are not needed or in the wrong place. 设立红色标签区。红色区域是用来辨认那些不需要或放错了地方的物品。
3rd S – Shine清扫清扫
• Developed cleaning checklist per dept.在各个部门发展清洁检查表 • Daily roving inspection by 7S coordinator 7S协调员每天例行检查
4th S – Standardize清洁清洁
Protective Gear 保护装置
Warning Signs 警告标志
Safety Installations 安全装置
6th S – Safety安全安全
Before以前
After之后 Auto magnetic locking system自动锁系统
7th S – Smile微笑微笑
Toyota’s Success丰田的成功丰田的成功
• Toyota is benchmarked as the best in its class for high quality, high productivity, manufacturing speed and flexibility.丰田在同类行业中成为高质量、高生产力、制造速度和灵活性基准中最好的。 • Annual profit in 2003 was $8.13 Billion. Larger than combined earnings of GM, Chrysler and Ford. Biggest profit by any automaker in a decade. 2003年利润$81.3亿美元。超过了GM，克莱斯勒和福田的利润总和。是近十年所有汽车制造商的年利润冠军。 • Corolla is the top selling small cars in the world Corolla 是世界小汽车的销售冠军 • The Lean System has triggered a global transformation in every industry over the last decade until now最近的十年开始至今，全球各生产行业开始向精益制造系统转变

精益制造全英文.ppt

10
Value added 10 %
Non-value added
LEAN = ELIMINATING THE WASTES
• Overproduction • Defects (NG) • Non-value added
processing • Waiting • Excess motion • Transportation • Excess inventory • Underutilized
8
KEY CONCEPTS
• Waste Reduction • Lead Time Reduction • Variation Reduction • Product Flow • Pull of the Customer • Continuous Improvement
9
VALUE ADDED
Companies must apply the appropriate Lean principles for their industry and specific company situation.
• Something that a company does once.
Lean is NOT an end point; it is a never ending improvement process. Lean is a journey.
Shigeo Shingo
4
MANY NAMES, BUT THE SAME CONCEPT
Toyota Production System Just-In-Time
JIT/TQC/EI/TPM
One-Piece-Flow Cellular Manufacturing

lean principles(精益原则)

Fred Qin
Defects Production defects and service errors waste resources in four ways. First, materials are consumed. Second, the labor used to produce the part (or provide the service) the first time cannot be recovered. Third, labor is required to rework the product (or redo the service). Forth, labor is required address any forthcoming customer complaints.
Discussion: What is waiting for the resources? What are the resources in your opinion?
Fred Qin
Transportation Materials should be delivered to its point of use. Instead of raw materials being shipped from vendor to a receiving location, processed, moved into a warehouse, and then transported to the assembly line, Lean demands that the material be shipped directly from the vendor to the location in the assembly line where it will be used.

Lean Manufacturing

Lean Manufacturing, or Lean Production, refers to a business concept wherein the goal is to minimize the amount of time and resources used in the manufacturing processes and other activities of an enterprise, with emphasis on eliminating all forms of wastage. It is basically the fusion of various management philosophies designed to make operations as efficient as possible. Business philosophies invoked by lean manufacturing include Just-in-Time (JIT) Manufacturing, Kaizen, Total Quality Management (TQM), Total Productive Maintenance (TPM), Cellular Manufacturing, and the like. The roots of lean manufacturing can be traced to Japan, or more specifically, Toyota.Lean manufacturing operates on three principles: 1) that 'muda', or waste, is bad; 2) that the manufacturing processes must be closely tied to the market's requirements; and 3) that a company should be seen as a continuous and uniform whole that includes its customers and suppliers, a concept known as 'value stream'. Lean manufacturing is not merely a tool - it is a way of life that all members of an organization must appreciate, and practice.The basic elements of lean manufacturing are: 1) just-in-time, higher efficiency manufacturing through the principle of 'continuous product flow' (also known as 'single piece workflow' ); 2) continuous improvement of processes along the entire value chain, primarily in terms of quality and cost; and 3) setting up of multi-functional and multi-skilled teams at all levels to achieve its goals. Lean manufacturing is, in essence, the 21st century's upgraded version of the 20th century's'mass-production' philosophy.Among these elements, the most eye-catching is perhaps the 'continuous product flow', which entails the redesign of the production floor such that a product is manufactured progressively from one workstation to another with minimal waiting time and handling operations between stations. This may mean the dedication of an entire process line to a group of similar products, or a group of products that undergo similar processing. The equipment and worktables are arranged in a 'streamlined' lay-out that keeps production continuous and efficient. Such a manufacturing set-up is also known as ' cellular manufacturing'. Attention to machine maintenance, up-time, and utilization is also a 'must.'According to lean manufacturing, the following are forms of 'waste' and should be eliminated: 1) waiting; 2) staging of inventories; 3) transport of inventories; 4) overproduction; 5) overprocessing; 6) unnecessary motion; and 7) defective units. By adopting a production floor that conforms to continuous product flow, these wastes can be reduced. Another technique is through the practice of'customer pull', which means that only products that are immediately needed by the customer (or the next station) must be produced. Thus, a station needing inventories to process should be the one to'pull in' these inventories from the previous station.Kaizen, or the Japanese concept of 'continuous improvement', is a major influence on lean manufacturing. This is why lean manufacturing promotes teamwork among multi-skilled, multifunctional individuals at all levels to effect the continuous achievement of process improvements toward zero non-moving inventories, zero downtimes, zero paper, zero defects, and zero delays allthroughout the organization.Benefits realized by companies that implemented lean manufacturing include: 1) waste reduction, and therefore, production cost reduction; 2) shorter manufacturing cycle times; 3) lower manpower requirements; 4) minimal inventories; 5) higher equipment utilization and manufacturing capacity; 6) improved cash flow; 7) higher product quality and reliability; and 8) better customer service. The profits of the company are, as expected, also increased because of these benefits.Cellular Manufacturing (CM) refers to a manufacturing system wherein the equipment and workstations are arranged in an efficient sequence that allows a continuous and smooth movement of inventories and materials to produce products from start to finish in a single process flow, while incurring minimal transport or waiting time, or any delay for that matter. CM is an important ingredient of lean manufacturing.In order to set up a single process flow (or single product flow) line, it is necessary to locate all the different equipment needed to manufacture the product together in the same production area. This is in contrast with the traditional 'batch and queue' set-up wherein only similar equipment are put in the same area. Under a 'batch and queue' set-up, products that need to undergo processing under a certain equipment need to be transported to the area where the equipment are located. There they are queued for processing in batches. Such a system sometimes results in transport and batching delays. In a single process flow set-up, the products simply transfer from one equipment to the next along the same production line in a free-flowing manner, avoiding transport and batching delays.The single process flow set-up described above is an example of a 'work cell'. A work cell is defined as a collection of equipment and workstations arranged in a single area that allows a product or group of similar products to be processed completely from start to finish. It is, in essence, aself-contained mini-production line that caters to a group of products that undergo the same production process. Cellular manufacturing involves the use of work 'cells', which is how it got its name.Since differently-processed products need different work cells, a large company with diversified products needs to build several, different work cells if single process flows are desired. Given enough volume of products to work with, work cells have been proven by experience to be faster and more efficient in manufacturing than 'batch and queue' systems.Because of the free flow of materials in cellular manufacturing, it has the ability to produce products just in time. This means that every unit processed at one station will get processed in the next station. As such, no inventories that have already undergone processing at one station will be left unprocessed in another station. This prevents the build-up of non-moving inventories, which are products that have already incurred some production costs but can not generate revenues because they are stuck somewhere along the process. Aside from preventing non-moving inventories, process issues are immediately detected by just-in-time production, since defective products are seen earlier than ifproducts are manufactured in large batches and queued.One technique that cellular manufacturing can use to achieve 'just-in-time' production is the 'pull system', wherein required inventories and materials are requested or 'pulled in' by each station from the station preceding it. This 'pull' can originate from the end customer itself, thereby ensuring that the products manufactured are only those needed to satisfy a customer order. This prevents wastes from products not being sold.It is not enough to simply arrange different equipment in sequence to make cellular manufacturing really work. Bottlenecks along the single process flow must be eliminated, usually by balancing the equipment capacities with each other. If bottlenecks exist, then the higher-capacity equipment within the line will be underutilized. Balancing equipment capacities may mean: 1) choosing 'right-sized' equipment that match each other; and/or 2) combining two or more smaller capacity equipment to match one larger-capacity equipment.If properly implemented, the benefits of cellular manufacturing include: 1) higher production efficiency; 2) elimination of waste; 3) reduced inventory levels; 4) optimized use of floor space; 5) shorter production cycle times; 6) higher effective manufacturing capacity; and 7) improved customer response time. As a result, the over-all production cost becomes lower and profits become greater.Total Quality Management is a structured system for managing the quality of products, processes, and resources of an organization in order to satisfy its internal and external customers, as well as its suppliers. Its main objective is sustained (if not progressive) customer satisfaction through continuous improvement, which is accomplished by systematic methods for problem solving, breakthrough achievement, and sustenance of good results (standardization).There is no standard or hard-line procedure for implementing TQM. Every company can practice TQM in a manner it sees best for its organization. However, a company’s TQM program must always be structured and internally standardized, i.e., everyone within an organization must practice TQM in the structured manner set forth by management.Most companies today have chosen to adopt a TQM program that’s patterned after an already established TQM model, e.g., the Deming Application Prize, the Malcolm Baldrige Criteria for Performance Excellence, the ISO Series of Standards, etc.TQM may be considered as a collection of principles and processes that have been proven to be effective in business quality management over time. It goes back to the teachings of Drucker, Juran, Deming, Ishikawa, etc, who each have studied and developed ideas for improving organizational management.A very simple model of TQM consists of the following steps: 1) the company reviews the needs of its customers and if these are being delivered by the company; 2) the company plans the activities needed(both day-to-day and long-term activities) to meet these customer needs; 3) the company establishes and stabilizes the processes required to deliver the products and services needed by the customer; 4) the company implements systems to further improve its processes, products, and services. Note that Steps 1-4 above constitute a cycle, and may be iterated indefinitely for continuous improvement.The SDCA CycleThe Standardize-Do-Check-Act (SDCA) cycle is a popular model for establishing and stabilizing a process. A process needs to be stabilized through standardization to make it more measurable, predictable, and controllable. Improvements can not and must not be made to a process unless it is stable.As its name indicates, it has 4 distinct steps: 1) standardization, which refers to the definition and documentation of operating procedures, process requirements, and other process specifications to ensure that the process is always executed in a standard and repeatable manner; 2) doing, which refers to conformance to the defined standards; 3) checking, which is the act of verifying if conformance to the standards results in process stability (high process Cpk); and 4) action, which is the response appropriate for the observed effects of the standards.In step 4, if the process has become stable with implementation of the standards, then the standards are made permanent and even deployed more widely. If the effects on process stability are negligible or even negative, the cycle is repeated using a different set of standard specifications.The PDCA CycleThe Plan-Do-Check-Act (PDCA) cycle, also known as the Shewhart Cycle or the Deming Cycle, is a popular model for continuous improvement. As the name indicates, it consists of 4 distinct steps: 1) planning, which refers to the act of identifying opportunities for improvement and identifying ways of achieving these improvements; 2) doing, which refers to the actual implementation of the actions needed to effect the change; 3) checking, which refers to the act of verifying whether the implemented changes resulted in the desired improvements; and 4) action, which is what one does in response to the effects observed.In step 4, if the effects observed are the desired improvements, then the actions implemented are made permanent and even deployed more widely. If the effects are negligible or even negative, the cycle is repeated using a different plan of action.Principles of TQM1) Quality can and must be managed.2) Everyone has a customer to delight.3) Processes, not the people, are the problem.4) Every employee is responsible for quality.5) Problems must be prevented, not just fixed.6) Quality must be measured so it can be controlled.7) Quality improvements must be continuous.8) Quality goals must be based on customer requirements.Just-In-time manufacturing, or JIT, is a management philosophy aimed at eliminating manufacturing wastes by producing only the right amount and combination of parts at the right place at the right time. This is based on the fact that wastes result from any activity that adds cost without adding value to the product, such as transferring of inventories from one place to another or even the mere act of storing them.The goal of JIT, therefore, is to minimize the presence of non-value-adding operations and non-moving inventories in the production line. This will result in shorter throughput times, better on-time delivery performance, higher equipment utilization, lesser space requirement, lower dpm’s, lower costs, and greater profits.JIT finds its origin in Japan, where it has been in practice since the early 1970’s. It was developed and perfected by Taiichi Ohno of Toyota, who is now referred to as the father of JIT. Taiichi Ohno developed this philosophy as a means of meeting customer demands with minimum delays. Thus, in the olden days, JIT is used not to reduce manufacturing wastage, but primarily to produce goods so that customer orders are met exactly when they need the products.JIT is also known as lean production or stockless production, since the key behind a successful implementation of JIT is the reduction of inventory levels at the various stations of the production line to the absolute minimum. This necessitates good coordination between stations such that every station produces only the exact volume that the next station needs. On the other hand, a station pulls in only the exact volume that it needs from the preceding station.The JIT system consists of defining the production flow and setting up the production floor such that the flow of materials as they get manufactured through the line is smooth and unimpeded, thereby reducing material waiting time. This requires that the capacities of the various work stations that the materials pass through are very evenly matched and balanced, such that bottle necks in the production line are eliminated. This set-up ensures that the materials will undergo manufacturing without queueing or stoppage.Another important aspect of JIT is the use of a 'pull' system to move inventories through the production line. Under such a system, the requirements of the next station is what modulates the production of a particular station. It is therefore necessary under JIT to define a process by which the pulling of lots from one station to the next is facilitated.JIT is most applicable to operations or production flows that do not change, i.e., those that are simply repeated over and over again. An example of this would be an automobile assembly line, wherein every car undergoes the same production process as the one before it.JIT has likewise been practiced successfully by some semiconductor companies. Still, there are some semiconductor companies that don’t practice JIT for the simple reason that their operations are too complex for JIT application. On the other hand, that’s precisely the challenge of JIT – creation of a production set-up that is simple enough to allow JIT.Guidelines for Successful JIT Implementation1) Make the factory loadings uniform, linear, and stable. Fluctuations in manufacturing loadings will result in bottlenecks.2) Reduce, if not eliminate, conversion and set-up times.3) Reduce lot sizes. This will smoothen out the flow of inventories from one station to another, although this may necessitate more frequent deliveries or transfers.4) Reduce lead times by moving work stations closer together and streamlining the production floor lay-out, applying cellular manufacturing concepts, using technology to automate processes and improve coordination.5) Reduce equipment downtimes through good preventive maintenance.6) Cross-train personnel to achieve a very flexible work force.7) Require stringent supplier quality assurance since an operation under JIT can not afford to incur errors due to defects.8) Use a control system to convey lots between workstations efficiently; the use of a kanban system is an example of thisKanban SystemsKanban systems are often associated with JIT implementation. In fact, some people have the misimpression that JIT requires the use of a kanban system. Having a kanban system is not a strict requirement of JIT implementation, but their use as a tool for practicing JIT has become quite popular owing to its simplicity.A kanban is a card attached to the carrier or container of a lot used to match what needs to be produced in a work station and what needs to be delivered to the next station. As mentioned, a JIT system is basically a 'pull' system, which means that what needs to be produced in a particular station dependson what the next station needs. Ultimately the production is therefore modulated by end customer orders. Kanbans, which contain information about the lots and quantities involved, are therefore used to facilitate the execution of this 'pull' system. With this 'pull' system, no parts that can not be processed in succeeding stations will be produced.There are two types of kanban assigned to every lot, namely, a production kanban (P-kanban) and a conveyance kanban (C-kanban). The P-kanban denotes the need to produce more parts while theC-kanban denotes the need to deliver more parts to the next station. No parts can be produced unless authorized by a P-kanban. On the other hand, a C-kanban triggers the 'pulling' or 'withdrawal' of units from the preceding station. C-kanbans are also known as 'move' or 'withdrawal' kanbans.What's notable about normal distributions is that regardless of their standard deviationvalue, the % of data falling under a given number of standard deviations is constant. For example, say that the standard deviation of process 1 is 100, and the standard deviation of process 2 is 200. Process 1 and Process 2 will have different data distribution shapes (Process 1 being more stable), but for both processes, 66% of the data under the normal curve will fall within +/- one (1) standard deviation from the mean of the distribution (i.e., between {mean - 1 sigma} and {mean + 1 sigma}), and 37% of the data will be outside it. Table 1 shows the percentages of data falling under different numbers of sigma.Skewed DistributionsPerfectly normal curves are hard to come by with finite samples or data. Thus, some data distributions that are theoretically normal may not appear to be one once the data are plotted, i.e., the mean may not be at the center of the distribution or there may be slight non-symmetry. If a normal distribution appears to be 'heavy' or leaning towards the right side of the distribution, it is said to be skewed to the left. A normal distribution that's leaning to the left is said to be skewed to the right.Many response parameters encountered in the semiconductor industry behave normally, which is why statistical process control has found its way extensively into this industry. The objective of SPC is to produce data distributions that are stable, predictable, and well within the specified limits for the parameter being controlled.。

新乡重夫

新乡重夫新乡重夫（1909年－1990年，日语原文：新郷重夫，假名：しんごうしげお，罗马字：Shing ō Shigeo），日本工程师，出身于佐贺县，曾在品质管理方面作出重大贡献，在美国出版了不少有关品质方面的著作。

新乡曾指出，“零损坏”就是品质要求的最高极限。

另也曾发表以“防呆”（ポカヨケ，Poka-yoke）系统去完全消除错误。

快速换模（SMED， Single Minute Exchange of Dies ）是日本人在工业工程（IE）领域中发明的革新性概念之一，这一思路，是丰田公司的顾问IE工程师新乡重夫开发的。

Shigeo Shingo (新郷重夫, Shingō Shigeo, 1909-1990), born in Saga City, Japan, was a Japanese industrial engineer who distinguished himself as one of the world’s leading experts on manufacturing practices and the Toyota Production System. Shingo is known far more in the West than in Japan, as a result of his meeting Norman Bodek, an American entrepreneur and founder of Productivity Inc in the USA. In 1981 Bodek had travelled to Japan to learn about the Toyota Production System, and came across books by Shingo, who as an external consultant had been teaching Industrial Engineering courses at Toyota since 1955. Shingo had written his Study of The Toyota Production System in Japanese and had it translated, very poorly, into English in 1980. Norman Bodek took as many copies of this book as he could to the USA and arranged to translate Shingo's other books into English, eventually having his original study re-translated. Bodek also brought Shingo to lecture in the USA and developed one of the first Western lean manufacturing consultancy practices with Shingo's support.The myth prevails that Shingo invented the Toyota Production System but he did document the system and added two words to the Japanese and English languages—Poka-yoke (mistake-proofing, not 'fool-proofing', which Shingo rejected as a term) and single-minute exchange of dies (SMED). In 1988, Utah State University recognized Dr. Shingo for his lifetime accomplishments and created the Shingo Prize that recognizes world-class, lean organizations and operational excellence.Shingo's influence extended into fields outside of manufacturing. For example, his concepts of SMED, mistake-proofing, and "zero quality control" (eliminating the need for inspection of results) have all been applied in the field of sales process engineering.Shingo is the author of numerous books including: A Study of the Toyota Production System; Revolution in Manufacturing: The SMED System; Zero Quality Control: Source Inspection and the Poka-yoke System; The Sayings of Shigeo Shingo: Key Strategies for Plant Improvement; Non-Stock Production: The Shingo System for Continuous Improvement; and The ShingoProduction Management System: Improving Process Functions. 一、新乡重夫简介新乡重夫（日语原文：新郷重夫假名：しんごうしげお罗马字：ShigeoShingo，1909年－1990年），日本工程师，出身于佐贺县，工业工程（IE）领域世界著名的品质管理专家，著名的丰田生产体系创建人。

lean精益生产术语中英文版

回流焊炉的标准WIP
= 6 min / 30 sec
= 12 Pcs
11
第11页，共59页。
What is Standard WIP 什么是标准WIP
Example 2: 例子2
WIP in the tester at backend assembly with process time 60 sec and Takt Time 30 sec.
Example 1: 例子1 WIP in the reflow oven for curing with process time 6 min and Takt time 30 sec. 在回流焊炉中固化的WIP，制程时间 6 min，节拍时间 30 sec.
Standard WIP in the curing oven = Process Time / Takt Time
N
Leveling Assembly
Chart/SWCS 手动作业装配
Receiving,
Work
Standard 3
Y
Y
N
N
作业标准
Y
Water Spider,
Y
Andon 异常报警系
统
HR, Testing 收货，水蜘蛛
，HR，测试
4 第4页，共59页。
3 Types of Standard Works 3种标准作业
8
第8页，共59页。
What is Standard WIP 什么是标准WIP
Various types of WIP in our manufacturing process
生
产过程中存在各种类型的WIP
1. Standard WIP

新质生产英语作文素材事例

新质生产英语作文素材事例Case Study: Embracing Innovation for Enhanced Productivity and Sustainability in Manufacturing.Amidst the rapidly evolving landscape of the manufacturing industry, businesses are seeking innovative solutions to enhance productivity, optimize operations, and minimize their environmental impact. One transformative approach that has gained significant traction is the adoption of new quality production techniques.1. Lean Manufacturing: A Path to Efficiency and Cost Reduction.Lean manufacturing principles have revolutionized the production process, fostering a culture of continuous improvement and waste reduction. By focusing on eliminating non-value-added activities, companies can streamline operations and reduce production time. For instance,Toyota's implementation of lean manufacturing practices ledto a dramatic increase in productivity and a significant reduction in waste, resulting in substantial cost savings.2. Digital Transformation: Enhancing Quality and Precision.The integration of digital technologies into the manufacturing process has opened up new possibilities for improving quality and precision. Advanced sensors,artificial intelligence (AI), and industrial automation systems enable real-time monitoring of production equipment, allowing for early detection of potential defects and predictive maintenance. This reduces downtime and ensures consistent product quality, resulting in increased customer satisfaction.3. Additive Manufacturing: Redefining Design and Production.Additive manufacturing, also known as 3D printing, has revolutionized the way products are designed and manufactured. Unlike traditional subtractive methods, whichremove material from a solid block, additive manufacturing builds objects layer by layer, allowing for the creation of complex geometries and customized parts. This technologyhas potential applications in various industries, including aerospace, medical, and consumer products, enabling faster prototyping, reduced lead times, and increased design flexibility.4. Sustainable Production: Reducing Environmental Impact.In response to growing environmental concerns, new quality production techniques prioritize sustainability throughout the manufacturing process. By incorporating eco-friendly materials, optimizing energy consumption, and implementing waste reduction programs, companies can minimize their carbon footprint and contribute to a cleaner, greener environment. For example, Levi Strauss & Co. has made significant progress in reducing water consumption in its jeans production process, demonstrating the environmental benefits of sustainable manufacturing practices.5. Collaborative Automation: Enhancing Productivity and Worker Safety.Collaborative automation, which involves integrating robots and automation systems with human workers, has emerged as a game-changer in manufacturing. By automating repetitive or hazardous tasks, collaborative robots free up workers to focus on more complex and value-added activities. This not only enhances productivity but also improvesworker safety by reducing the risk of injuries.Case Study: General Electric (GE)。

新乡重夫

新乡曾指出，“零损坏”就是品质要求的最高极限。

另也曾发表以“防呆”（ポカヨケ，Poka-yoke）系统去完全消除错误。

剑桥雅思阅读10答案精讲（test1）

剑桥雅思阅读10答案精讲(test1)雅思阅读部分的真题资料，同学们需要进行一些细致的总结，比如说解析其实就是很重要的内容，接下来就是小编给同学们带来的关于剑桥雅思阅读10原文翻译解析(test1)的内容，一起来详细的分析一下吧，希望对你们的备考有所帮助。

剑桥雅思阅读10原文(test1)READING PASSAGE 1You should spend about 20 minutes on Questions 1-13，which are based on Reading Passage 1 below.StepwellsA millennium ago, stepwells were fundamental to life in the driest parts of India. Richard Cox travelled to north-western India to document these spectacular monuments from a bygone era During the sixth and seventh centuries, the inhabitants of the modern-day states of Gujarat and Rajasthan in north-western India developed a method of gaining access to clean, fresh groundwater during the dry season for drinking, bathing, watering animals and irrigation. However, the significance of this invention —the stepwell —goes beyond its utilitarian application.Unique to this region, stepwells are often architecturally complex and vary widely in size and shape. During their heyday, they were places of gathering, of leisure and relaxation and of worship for villagers of all but the lowest classes. Most stepwells are found dotted round the desert areas of Gujarat (where they are called vav) and Rajasthan (where they are called baori), while a few also survive in Delhi. Some were located in or near villages as public spaces for the community; others were positioned beside roads as resting places for travellers.As their name suggests, stepwells comprise a series of stone steps descending from ground level to the water source (normally an underground aquifer) as it recedes following the rains. When the water level was high, the user needed only to descend a few steps to reach it; when it was low, several levels would have to be negotiated.Some wells are vast, open craters with hundreds of steps paving each sloping side, often in tiers. Others are more elaborate, with long stepped passages leading to the water via several storeys. Built from stone and supported by pillars, they also included pavilions that sheltered visitors from the relentless heat. But perhaps the most impressive features are the intricate decorative sculptures that embellish many stepwells, showing activities from fighting and dancing to everyday acts such as women combing their hair or churning butter.Down the centuries, thousands of wells were constructed throughout north?western India, but the majority have now fallen into disuse; many are derelict and dry, as groundwater has been diverted for industrial use and the wells no longer reach the water table. Their condition hasn’t been helped by recent dry spells: southern Rajasthan suffered an eight-year drought between 1996 and 2004.However, some important sites in Gujarat have recently undergone major restoration, and the state government announced in June last year that it plans to restore the stepwells throughout the state.In Patan, the state’s ancient capital, the stepwell of Rani Ki Vav (Queen’s Stepwell) is perhaps the finest current example. It was built by Queen Udayamati during the late 11th century, but became silted up following a flood during the 13th century. Butthe Archaeological Survey of India began restoring it in the 1960s, and today it is in pristine condition. At 65 metres long, 20 metres wide and 27 metres deep, Rani Ki Vav features 500 sculptures carved into niches throughout the monument. Incredibly, in January 2001, this ancient structure survived an earthquake that measured 7.6 on the Richter scale.Another example is the Surya Kund in Modhera, northern Gujarat, next to the Sun Temple, built by King Bhima I in 1026 to honour the sun god Surya. It actually resembles a tank (kund means reservoir or pond) rather than a well, but displays the hallmarks of stepwell architecture, including four sides of steps that descend to the bottom in a stunning geometrical formation. The terraces house 108 small, intricately carved shrines between the sets of steps.Rajasthan also has a wealth of wells. The ancient city of Bundi, 200 kilometres south of Jaipur, is renowned for its architecture, including its stepwells.One of the larger examples is Raniji Ki Baori，which was built by the queen of the region, Nathavatji, in 1699. At 46 metres deep, 20 metres wide and 40 metres long, the intricately carved monument is one of 21 baoris commissioned in the Bundi area by Nathavatji.In the old ruined town of Abhaneri, about 95 kilometres east of Jaipur, is Chand Baori, one of India’s oldest and deepest wells; aesthetically it’s perhaps one of the most dramatic. Built in around 850 AD next to the temple of Harshat Mata, the baori comprises hundreds of zigzagging steps that run along three of its sides, steeply descending 11 storeys, resulting in a striking pattern when seen from afar. On the fourth side, verandas which are supported by ornate pillars overlook the steps.Still in public use is Neemrana Ki Baori, located just off the Jaipur-Delhi highway. Constructed in around 1700, it is nine storeys deep, with the last two being underwater. At ground level, there are 86 colonnaded openings from where the visitor descends 170 steps to the deepest water source.Today, following years of neglect, many of these monuments to medieval engineering have been saved by the Archaeological Survey of India, which has recognised the importance of preserving them as part of the country’s rich history. T ourists flock to wells in far-flung corners of north?-western India to gaze in wonder at these architectural marvels from hundreds of years ago, which serve as a reminder of both the ingenuity and artistry of ancient civilisations and of the value of water to human existence.Questions 1-5Do the following statements agree with the information given in Reading Passage 1?In boxes 1-5 on your answer sheet, writeTRUE if the statement agrees with the informationFALSE if the statement contradicts the informationNOT GIVEN if there is no information on this1 Examples of ancient stepwells can be found all over the world.2 Stepwells had a range of functions, in addition to those related to water collection.3 The few existing stepwells in Delhi are more attractive than those found elsewhere.4 It took workers many years to build the stone steps characteristic of stepwells.5 The number of steps above the water level in a stepwellaltered during the course of a year.Questions 6-8Answer the questions below.Choose ONE WORD ONLY from the passage for each answer.Write your answers in boxes 6-8 on your answer sheet6 Which part of some stepwells provided shade for people?7 What type of serious climatic event, which took place in southern Rajasthan, is mentioned in the article?8 Who are frequent visitors to stepwells nowadays?Questions 9-13Complete the table below.Choose ONE WORD AND/OR A NUMBER from the passage for each answer. Write your answers in boxes 9-13 on your answer sheetStepwell Date Features Other notesRani Ki Vav Late11thcentury As many as 500 sculptures decorate the monument Restored in the 1960sExcellent condition, despite the 9 _______ of 2001Surya Kund 1026 Steps on the10 ______ produce ageometrical patternCarved shrines Looks more like a 11 _______than a wellRaniji Ki Baori 1699 Intricately carved monument One of 21 baoris in the area commissioned by Queen Nathavatji Chand Baori 850 AD Steps take you down 11 storeys to the bottom Old, deep and very dramaticHas 12 _____ whichprovide a view of the stepsNeemrana Ki Baori 1700 Has two 13 ______levels Used by public todayREADING PASSAGE 2You should spend about 20 minutes on Questions 14-26, which are based on Reading Passage 2 on the following pages.Questions 14-21Reading Passage 2 has nine paragraphs, A-I.Choose the correct heading for paragraphs A-E and G-I from the list of headings below.Write the correct number，i-xi, in boxes 14-21 on your answer sheetList of Headingsi A fresh and important long-term goalii Charging for roads and improving other transport methods iii Changes affecting the distances goods may be transportediv Taking all the steps necessary to change transport patterns v The environmental costs of road transportvi The escalating cost of rail transportvii The need to achieve transport rebalanceviii The rapid growth of private transportix Plans to develop major road networksx Restricting road use through charging policies alonexi Transport trends in countries awaiting EU admission14 Paragraph A 19 Paragraph G15 Paragraph B 20 Paragraph H16 Paragraph C 21 Paragraph I17 Paragraph D18 Paragraph EExample AnswerParagraph F viiEUROPEAN TRANSPORT SYSTEMS1990-2010What have been the trends and what are the prospects for European transport systems?A It is difficult to conceive of vigorous economic growth without an efficient transport system. Although modern information technologies can reduce the demand for physical transport by facilitating teleworking and teleservices, the requirement for transport continues to increase. There are two key factors behind this trend. For passenger transport, the determining factor is the spectacular growth in car use. The number of cars on European Union (EU) roads saw an increase of three million cars each year from 1990 to 2010, and in the next decade the EU will see a further substantial increase in its fleet.B As far as goods transport is concerned, growth is due to a large extent to changes in the European economy and its system of production. In the last 20 years, as internal frontiers have been abolished, the EU has moved from a ‘stock’ economy to a ‘flow’ economy. This phenomenon has been emphasised by the relocation of some industries, particularly those which are labour intensive, to reduce production costs, even though the production site is hundreds or even thousands of kilometres away from the final assembly plant or away from users.C The strong economic growth expected in countries which are candidates for entry to the EU will also increase transport flows, in particular road haulage traffic. In 1998, some of these countries already exported more than twice their 1990 volumes and imported more than five times their 1990 volumes. And although many candidate countries inherited a transport systemwhich encourages rail, the distribution between modes has tipped sharply in favour of road transport since the 1990s. Between 1990 and 1998，road haulage increased by 19.4%, while during the same period rail haulage decreased by 43.5%, although — and this could benefit the enlarged EU — it is still on average at a much higher level than in existing member states.D However, a new imperative — sustainable development —offers an opportunity for adapting the EU’s common transport policy. This objective, agreed by the Gothenburg European Council, has to be achieved by integrating environmental considerations into Community policies, and shifting the balance between modes of transport lies at the heart of its strategy. The ambitious objective can only be fully achieved by 2020, but proposed measures are nonetheless a first essential step towards a sustainable transport system which will ideally be in place in 30 years’ time, that is by 2040.E In 1998，energy consumption in the transport sector was to blame for 28% of emissions of CO2，the leading greenhouse gas. According to the latest estimates, if nothing is done to reverse the traffic growth trend, CO2 emissions from transport can be expected to increase by around 50% to 1,113 billion tonnes by 2020，compared with the 739 billion tonnes recorded in 1990. Once again, road transport is the main culprit since it alone accounts for 84% of the CO2 emissions attributable to transport. Using alternative fuels and improving energy efficiency is thus both an ecological necessity and a technological challenge.F At the same time greater efforts must be made to achieve a modal shift. Such a change cannot be achieved overnight, all the less so after over half a century of constant deterioration infavour of road. This has reached such a pitch that today rail freight services are facing marginalisation, with just 8% of market share, and with international goods trains struggling along at an average speed of 18km/h. Three possible options have emerged.G The first approach would consist of focusing on road transport solely through pricing. This option would not be accompanied by complementary measures in the other modes of transport. In the short term it might curb the growth in road transport through the better loading ratio of goods vehicles and occupancy rates of passenger vehicles expected as a result of the increase in the price of transport. However, the lack of measures available to revitalise other modes of transport would make it impossible for more sustainable modes of transport to take up the baton.H The second approach also concentrates on road transport pricing but is accompanied by measures to increase the efficiency of the other modes (better quality of services, logistics, technology). However, this approach does not include investment in new infrastructure, nor does it guarantee better regional cohesion. It could help to achieve greater uncoupling than the first approach, but road transport would keep the lion’s share of the market and continue to concentrate on saturated arteries, despite being the most polluting of the modes. It is therefore not enough to guarantee the necessary shift of the balance.I The third approach, which is not new, comprises a series of measures ranging from pricing to revitalising alternative modes of transport and targeting investment in the trans-European network. This integrated approach would allow the market shares of the other modes to return to their 1998 levels and thus makea shift of balance. It is far more ambitious than it looks, bearing in mind the historical imbalance in favour of roads for the last fifty years, but would achieve a marked break in the link between road transport growth and economic growth, without placing restrictions on the mobility of people and goods.Questions 22-26Do the following statements agree with the information given in Reading Passage 2?In boxes 22-26 on your answer sheet, writeTRUE if the statement agrees with the informationFALSE if the statement contradicts the informationNOT GIVEN if there is no information on this22 The need for transport is growing, despite technological developments.23 To reduce production costs, some industries have been moved closer to their relevant consumers.24 Cars are prohibitively expensive in some EU candidate countries.25 The Gothenburg European Council was set up 30 years ago.26 By the end of this decade, CO2 emissions from transport are predicted to reach 739 billion tonnes.READING PASSAGE 3You should spend about 20 minutes on Questions 27-40, which are based on Reading Passage 3 below.The psychology of innovationWhy are so few companies truly innovative?Innovation is key to business survival，and companies put substantial resources into inspiring employees to develop new ideas. There are, nevertheless, people working in luxurious, state-of-the-art centres designed to stimulate innovation who find that their environment doesn’t make them feel at all creative. And there are those who don’t have a budget, or much space, but who innovate successfully.For Robert B. Cialdini, Professor of Psychology at Arizona State University, one reason that companies don’t succeed as often as they should is that innovation starts with recruitment. Research shows that the fit between an employee’s values and a company’s values makes a difference to what contribution they make and whether, two years after they join, they’re still at the company. Studies at Harvard Business School show that, although some individuals may be more creative than others, almost every individual can be creative in the right circumstances.One of the most famous photographs in the story of rock’n’roll emphasises Ciaidini’s views. The 1956 picture of singers Elvis Presley, Carl Perkins, Johnny Cash and Jerry Lee Lewis jamming at a piano in Sun Studios in Memphis tells a hi dden story. Sun’s ‘million-dollar quartet’ could have been a quintet. Missing from the picture is Roy Orbison, a greater natural singer than Lewis, Perkins or Cash. Sam Phillips, who owned Sun, wanted to revolutionise popular music with songs that fused black and white music, and country and blues. Presley, Cash, Perkins and Lewis instinctively understood Phillips’s ambition and believed in it. Orbison wasn’t inspired by the goal, and only ever achieved one hit with the Sun label.The value fit matters, says Cialdini, because innovation is, in part, a process of change, and under that pressure we, as a species，behave differently, ‘When things change, we are hard-wired to play it safe.’ Managers should therefore adopt an approach that appears counter?intuitive — they should explainwhat stands to be lost if the company fails to seize a particular opportunity. Studies show that we invariably take more gambles when threatened with a loss than when offered a reward.Managing innovation is a delicate art. It’s eas y for a company to be pulled in conflicting directions as the marketing, product development, and finance departments each get different feedback from different sets of people. And without a system which ensures collaborative exchanges within the company, it’s also easy for small ‘pockets of innovation’ to disappear. Innovation is a contact sport. You can’t brief people just by saying, ‘We’re going in this direction and I’m going to take you with me.’Cialdini believes that this ‘follow-the-leader syndrome is dangerous, not least because it encourages bosses to go it alone. ‘It’s been scientifically proven that three people will be better than one at solving problems, even if that one person is the smartest person in the field.’ To prove his point, Cialdini cites an interview with molecular biologist James Watson. Watson, together with Francis Crick, discovered the structure of DNA, the genetic information carrier of all living organisms. ‘When asked how they had cracked the code ahead of an array of highly accomplished rival investigators, he said something that stunned me. He said he and Crick had succeeded because they were aware that they weren’t the most intelligent of the scientists pursuing the answer. The smartest scientist was called Rosalind Franklin who, Watson said, “was so intelligent she rarely sought advice”.’Teamwork taps into one of the basic drivers of human behaviour. ‘The principle of social proof is so pervasive that we don’t even recognise it,’ says Cialdini. ‘If your project is beingresisted, for example, by a group of veteran employees, ask another old-timer to speak up for it.’ Cialdini is not alone in advocating this strategy. Research shows that peer power, used horizontally not vertically, is much more powerful than any boss’s speec h.Writing, visualising and prototyping can stimulate the flow of new ideas. Cialdini cites scores of research papers and historical events that prove that even something as simple as writing deepens every individual’s engagement in the project. It is, he says, the reason why all those competitions on breakfast cereal packets encouraged us to write in saying, in no more than 10 words: ‘I like Kellogg’s Com Flakes because… .’ The very act of writing makes us more likely to believe it.Authority doesn’t have to inhibit innovation but it often does. The wrong kind of leadership will lead to what Cialdini calls ‘captainitis, the regrettable tendency of team members to opt out of team responsibilities that are properly theirs’. He calls it captainitis because, he says, ‘crew members of multipilot aircraft exhibit a sometimes deadly passivity when the flight captain makes a clearly wrong-headed decision’. This behaviour is not, he says, unique to air travel, but can happen in any workplace where the leader is overbearing.At the other end of the scale is the 1980s Memphis design collective, a group of young designers for whom ‘the only rule was that there were no rules’. This environment encouraged a free interchange of ideas, which led to more creativity with form, function, colour and materials that revolutionised attitudes to furniture design.Many theorists believe the ideal boss should lead from behind, taking pride in collective accomplishment and givingcredit where it is due. Cialdini says: ‘Leaders should en courage everyone to contribute and simultaneously assure all concerned that every recommendation is important to making the right decision and will be given full attention.’ The frustrating thing about innovation is that there are many approaches, but no magic formula. However, a manager who wants to create a truly innovative culture can make their job a lot easier by recognising these psychological realities.Questions 27-30Choose the correct letter, A, B, C or D.Write the correct letter in boxes 27-30 on your answer sheet.27 The example of the ‘million-dollar quartet’ underlines the writer’s point aboutA recognising talent.B working as a team.C having a shared objective.D being an effective leader.28 James Watson suggests that he and Francis Crick won the race to discover the DNA code because theyA were conscious of their own limitations.B brought complementary skills to their partnership.C were determined to outperform their brighter rivals.D encouraged each other to realise their joint ambition.29 The writer mentions competitions on breakfast cereal packets as an example of how toA inspire creative thinking.B generate concise writing.C promote loyalty to a group.D strengthen commitment to an idea.30 In the last paragraph, the writer suggests that it isimportant for employees toA be aware of their company’s goals.B feel that their contributions are valued.C have respect for their co-workers’ achievements.D understand why certain management decisions are made.Questions 31-35Complete each sentence with the correct ending, A-G, below.Write the correct letter, A-G, in boxes 31-35 on your answer sheet31 Employees whose values match those of their employers are more likely to32 At times of change, people tend to33 If people are aware of what they might lose, they will often34 People working under a dominant boss are liable to35 Employees working in organisations with few rules are more likely toA take chances.B share their ideas.C become competitive.D get promotion.E avoid risk.F ignore their duties.G remain in their jobs.Questions 36-40Do the following statements agree with the claims of the writer in Reading Passage 3?In boxes 36-40 on your answer sheet, writeYES if the statement agrees with the claims of the writerNO if the statement contradicts the claims of the writerNOT GIVEN if it is impossible to say what the writer thinksabout this36 The physical surroundings in which a person works play a key role in determining their creativity.37 Most people have the potential to be creative.38 Teams work best when their members are of equally matched intelligence.39 It is easier for smaller companies to be innovative.40 A manager’s approval of an idea is more persuasive than that of a colleague.剑桥雅思阅读10原文参考译文(test1)Passage 1 参考译文：梯水井一千年前，对存活于印度最干旱的地区的生命来说，阶梯水丼是非常重要的。

车间常用英语

车间常用英语一、车间基本介绍车间是指工厂或者生产单位中进行生产加工的场所，是生产流程中的核心部门。

车间通常由各种设备、机械、工具和工人组成，用于生产、创造和加工产品。

二、车间常用英语词汇1. Equipment（设备）- Machinery（机械）- Tools（工具）- Conveyor belt（传送带）- Crane（起重机）- Forklift（叉车）- Welding machine（焊接机）- Cutting machine（切割机）- Press machine（压力机）- Packaging machine（包装机）- Assembly line（装配线）2. Production（生产）- Manufacturing（创造）- Processing（加工）- Assembly（装配）- Inspection（检查）- Quality control（质量控制）- Efficiency（效率）- Productivity（生产率）- Output（产量）- Waste reduction（减少浪费）3. Safety（安全）- Protective equipment（防护设备）- Safety goggles（安全护目镜）- Safety helmet（安全头盔）- Safety gloves（安全手套）- Fire extinguisher（灭火器）- Emergency exit（紧急出口）- First aid kit（急救箱）- Safety training（安全培训）- Hazardous materials（危（wei）险物质）- Accident prevention（事故预防）4. Production Process（生产流程）- Raw materials（原材料）- Work in progress（生产中的产品）- Finished products（成品）- Assembly instructions（装配说明）- Production schedule（生产计划）- Quality inspection（质量检查）- Packaging and labeling（包装和标签）- Inventory management（库存管理）- Order fulfillment（定单执行）- Shipping and logistics（运输和物流）5. Job Positions（职位）- Supervisor（主管）- Operator（操作员）- Technician（技术员）- Engineer（工程师）- Quality inspector（质检员）- Maintenance staff（维修人员）- Production planner（生产计划员）- Warehouse manager（仓库经理）- Logistics coordinator（物流协调员）- Safety officer（安全员）6. Communication（沟通）- Instructions（指示）- Report（报告）- Meeting（会议）- Announcement（公告）- Memorandum（备忘录）- Email（电子邮件）- Conversation（对话）- Training session（培训会议）- Feedback（反馈）- Collaboration（合作）7. Quality（质量）- Defect（缺陷）- Non-conformance（不符合）- Standard（标准）- Specification（规格）- Quality control plan（质量控制计划）- Quality assurance（质量保证）- Continuous improvement（持续改进）- Root cause analysis（根本原因分析）- Corrective action（纠正措施）- Customer satisfaction（客户满意度）8. Maintenance（维护）- Preventive maintenance（预防性维护）- Breakdown（故障）- Repair（修理）- Lubrication（润滑）- Calibration（校准）- Replacement（更换）- Troubleshooting（故障排除）- Downtime（停机时间）- Spare parts（备件）- Equipment reliability（设备可靠性）9. Lean Manufacturing（精益生产）- Waste（浪费）- 5S methodology（5S方法论）- Value stream mapping（价值流图）- Kaizen（改善）- Just-in-time (JIT)（准时生产）- Kanban system（看板系统）- Poka-yoke（防错）- Standardized work（标准化工作）- Continuous flow（连续流）- Visual management（可视化管理）10. Performance Evaluation（绩效评估）- Key performance indicators (KPIs)（关键绩效指标）- Productivity rate（生产率）- Efficiency ratio（效率比率）- Defect rate（缺陷率）- Downtime percentage（停机时间百分比）- Cycle time（生产周期）- OEE (Overall Equipment Effectiveness)（设备综合效率）- Scrap rate（废品率）- Employee turnover rate（员工流动率）- Customer complaints（客户投诉）三、结语以上是车间常用英语的一些词汇和表达，通过学习这些常用术语，您可以更好地理解和参预车间的工作和沟通。

vue制作工业工艺流程

vue制作工业工艺流程英文回答：Industrial process engineering is a field that involves designing and optimizing the processes used in various industries, such as manufacturing, chemical, and pharmaceutical industries. As a process engineer, my roleis to analyze the production requirements, developefficient and cost-effective processes, and ensure the smooth operation of the production line.One of the key steps in industrial process engineeringis process design. This involves determining the sequenceof operations, selecting the appropriate equipment and tools, and designing the layout of the production line. For example, in a manufacturing plant, I may need to design a process for assembling electronic devices. I would need to consider factors such as the order of assembly, therequired tools and equipment, and the layout of the assembly line to ensure efficient and error-free production.Once the process design is complete, the next step is process optimization. This involves analyzing the existing processes and identifying areas for improvement. For example, I may use statistical analysis to identify bottlenecks in the production line or implement lean manufacturing techniques to reduce waste and improve efficiency. By optimizing the processes, I can increase productivity, reduce costs, and improve product quality.In addition to process design and optimization, I also play a role in process control and monitoring. Thisinvolves setting up control systems to ensure that the processes operate within the desired parameters and making adjustments as needed. For example, in a chemical plant, I may set up a control system to maintain the temperature and pressure within a reactor. If the temperature goes too high, the control system will automatically adjust the cooling system to bring it back to the desired range.Overall, industrial process engineering is a complexand challenging field that requires a combination oftechnical knowledge, problem-solving skills, and creativity. By designing and optimizing processes, I can contribute to the efficiency and success of various industries.中文回答：工业工艺流程工程是一个涉及到设计和优化各种行业（如制造业、化工业和制药业）工艺流程的领域。

制作方法的英文

制作方法的英文Document on the Production Method。

The production method is the process of creating goods and services. It involves a series of steps and activities that transform inputs into outputs. In this document, we will discuss the production method in detail, including its importance, key elements, and best practices.Importance of Production Method。

The production method is crucial for businesses as it directly impacts the quality, cost, and efficiency of their products and services. By understanding and implementing effective production methods, businesses can improve their competitiveness, meet customer demands, and achieve sustainable growth.Key Elements of Production Method。

1. Planning: The first step in the production method is planning. This involves setting production goals, determining resources needed, and creating a production schedule.2. Design: The design phase involves creating a blueprint for the product or service. This includes determining the specifications, materials, and processes required for production.3. Procurement: Procurement is the process of acquiring the necessary materials, equipment, and labor for production.4. Production: The production phase involves the actual manufacturing or delivery of the product or service according to the design and plan.5. Quality Control: Quality control is essential to ensure that the products and services meet the required standards and specifications.Best Practices for Production Method。

负责车间工艺优化英语作文

负责车间工艺优化英语作文Title: Workshop Process Optimization。

In the realm of industrial production, workshop process optimization stands as a crucial endeavor to enhance efficiency, quality, and ultimately, the bottom line. This essay delves into the significance of optimizing workshop processes and discusses various strategies and methodologies to achieve this objective.First and foremost, optimizing workshop processes entails the systematic analysis and improvement of manufacturing procedures to streamline operations and maximize output. It involves identifying inefficiencies, eliminating bottlenecks, and implementing innovative solutions to enhance productivity while maintaining product quality. By optimizing processes, organizations can reduce production costs, minimize waste, and enhance overall competitiveness in the market.One fundamental approach to workshop process optimization is the implementation of lean manufacturing principles. Lean manufacturing emphasizes the elimination of waste, including overproduction, excess inventory, unnecessary motion, waiting time, over-processing, and defects. By adopting lean practices such as 5S (Sort, Setin order, Shine, Standardize, Sustain), value stream mapping, and continuous improvement (Kaizen), workshops can achieve significant improvements in efficiency and resource utilization.Furthermore, the integration of advanced technologies plays a pivotal role in process optimization. Automation, robotics, and artificial intelligence (AI) are revolutionizing manufacturing processes by enhancing precision, speed, and flexibility. Automated systems can perform repetitive tasks with unparalleled accuracy and efficiency, freeing up human resources for more complex and value-added activities. Additionally, AI-driven analytics enable real-time monitoring of production data,facilitating proactive decision-making and predictive maintenance to prevent downtime and optimize resourceallocation.Collaborative robotics, commonly known as cobots, represent another promising technology for workshop process optimization. Unlike traditional industrial robots, cobots are designed to work alongside human operators, enhancing productivity and safety. These cobots can assist in various tasks, including assembly, material handling, and quality inspection, thereby improving overall workflow efficiency and ergonomics.Moreover, the implementation of quality management systems (QMS) such as ISO 9001 can significantly contribute to process optimization by establishing standardized procedures, ensuring compliance with regulatory requirements, and fostering a culture of continuous improvement. By adhering to rigorous quality standards, workshops can enhance customer satisfaction, mitigate risks, and sustain long-term success in the marketplace.In addition to technological advancements and quality management, employee empowerment and training are essentialcomponents of workshop process optimization. Engaging employees in the optimization process fosters a sense of ownership and commitment to excellence. Training programs should be tailored to equip workers with the necessary skills and knowledge to operate equipment effectively, troubleshoot issues, and contribute ideas for process improvement. Furthermore, fostering a culture of open communication and collaboration enables teams to identify and address challenges collectively, driving innovation and efficiency.In conclusion, workshop process optimization is paramount for enhancing competitiveness, sustainability, and profitability in today's dynamic manufacturing landscape. By leveraging lean principles, advanced technologies, quality management systems, and employee empowerment, workshops can achieve significant improvements in efficiency, quality, and customer satisfaction. Continuous investment in process optimization ensures adaptability to evolving market demands and positions organizations for long-term success.。

精益生产管理方式(英文版)

Lean Production Management Approach (English Version) IntroductionLean Production Management Approach, also known as Lean Manufacturing, is a systematic method that focuses on eliminating waste and improving the efficiency and effectiveness of production processes. It was first developed by Toyota in the 1940s and has since been adopted by numerous manufacturing industries worldwide. This document provides an overview of the Lean Production Management Approach and its key principles.Key Principles of Lean Production Management Approach1. Identify and Eliminate WasteOne of the core concepts of Lean Manufacturing is the identification and elimination of waste. Waste is defined as any activity or process that does not add value to the product or service. There are seven types of waste, also known as the 7 Wastes:1.Overproduction: Producing more than what is required by thecustomer2.Waiting: Idle time or delay between production steps3.Transportation: Unnecessary movement of goods or materials4.Overprocessing: Performing unnecessary or excessive work5.Inventory: Excessive stock that ties up capital and space6.Motion: Unnecessary movement of workers or equipment7.Defects: Products or services that do not meet customer requirementsBy identifying and eliminating these wastes, organizations can improve their productivity and reduce costs.2. Focus on Continuous ImprovementContinuous improvement is a fundamental principle of Lean Manufacturing. It emphasizes the need for organizations to constantly strive for better ways of doing things. This can be achieved through regular evaluation of processes, gathering feedback from employees, and implementing changes to optimize efficiency.3. Empowerment of EmployeesLean Production Management Approach recognizes the importance of involving employees in the improvement process. Employees are encouraged to contribute their ideas and suggestions for process improvement, and are provided with the necessary training and support to implement these changes. This creates a cultureof employee empowerment and encourages ownership and accountability for their work.4. Standardization of ProcessesStandardization is crucial in Lean Manufacturing to ensure consistency and reliability in production processes. By establishing standardized work procedures and guidelines, organizations can reduce variability and improve overall quality. Standardization also enables easier training and onboarding of new employees.5. Value Stream MappingValue Stream Mapping is a tool commonly used in Lean Manufacturing to visually map the flow of materials and information through the production process. This helps identify areas of waste and inefficiency, enabling organizations to develop strategies for improvement. By analyzing the entire value stream, from supplier to customer, organizations can optimize the flow of materials and information, ultimately improving lead times and customer satisfaction.6. Continuous FlowLean Manufacturing emphasizes the importance of achieving a continuous flow of production. This means eliminating bottlenecks and delays in the production process, ensuring that products or services flow smoothly from one process to another without interruptions. By achieving a continuous flow, organizations can increase throughput, reduce lead times, and improve overall efficiency.7. Just-in-Time (JIT) ProductionThe Just-in-Time (JIT) production approach is a key component of Lean Manufacturing. It involves producing and delivering products or services at the precise moment they are required, minimizing inventory and reducing the risk of overproduction. JIT production relies on effective coordination and communication between suppliers, manufacturers, and customers to ensure a seamless flow of materials and information.Benefits of Lean Production Management ApproachImplementing the Lean Production Management Approach offers several benefits to organizations, including:1.Increased efficiency and productivity2.Reduced waste and costs3.Improved product quality4.Shorter lead times5.Enhanced customer satisfaction6.Greater employee engagement and empowermentConclusionThe Lean Production Management Approach provides organizations with a systematic method to improve the efficiency and effectiveness of their production processes. By identifying and eliminating waste, focusing on continuous improvement, empowering employees, standardizing processes, and implementing value stream mapping and just-in-time production, organizations can achieve higher productivity, reduced costs, and improved customer satisfaction. By adopting Lean Manu facturing principles, organizations can gain a competitive advantage in today’s ever-changing business environment.。

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80% of problems come from 20% of the causes
By employing the Pareto’s 80/20 rules 80% of benefits can be derived via application of 20% of the tools at one time
improvement in claims processing resulting USD13million savings
SIX SIGMA Tools
Process Mapping SIPOC CTQ SPC
FMEA DOE QFD DFSS
Cost of Quality
ANOVA Multi-Variance Hypothesis Testing Regression Statistical Tools MSA Gauge RR Root Cause Analysis
Dedicated Black Belt Program Long Project Duration Candidate Issues
LEAN
or
SIX SIGMA
Which one is for you?
COMPARISON
Lean Theme of Reduction Key Justification Saving from Enhance Value Phase 1 Learning Curve Technicality Project Leadership Waste Speed OpCost Delivery Short Moderate Kaizen Six Sigma Variation 3.4 DPMO CoPQ Quality Long High Black Belt
Technology
Level Load/ Balanced Flow
TPM
Pull/ Kanban
Six Sigma
Quick Changeover
Batch Reduction
Cellular/ Layout
Poka-Yoke
People
Value Analysis
Standardized Work
/dr97.htm
WHO IS PURSUING
LEAN SIGMA ?
The End
Thank You
Lean Sigma Institute
Penang Tel:604-656 6722 Fax:604-659 9800 KL Tel:603-9012 3014 Fax:603-9100 2016
- Reduction in DPMO from 4500 to 1000 - 25% reduction in check st’s IT Department
reported in CIO magazine
Cost Saving Customer Satisfaction
LEAN SIX SIGMA
Billions Dollars Club
LEAN SIX SIGMA
TOYOTA Wiremold Lantech Boeing Solectron MOTOROLA GE DuPont Honeywell Kodak
more to the lists…
Key Points Summary
LEAN SIGMA Speed Loop
Search & Select LeanSigma X-Plan©
Opportunity Analysis
DMAIC
Roll-Out Plan
Tools Selection
Improvement Execution
LeanSigma X-Plan©
IT
System
Benchmark Result
84 companies across 23 industries
40% 35%
38% Preferred Lean Sigma 29% Pursuing Six Sigma 33% Other Approaches
30% 25% 20% 15% 10% 5% 0%
LEAN BENEFITS:
Space Saving Productivity Improved WIP Reduction Lead Time Reduction Quality Improvement
2004 Shingo Prize Winners
DELNASA 5&6 - DELPHI
- 41% productivity improvement - 70% inventory turn improvement - 40% improvement on 1st time quality - 200% participation in employee suggestion - 22 million work-hour without a lost day
Which one to use? How to use? How often? Partial or full impact? Who is leading?
LEAN CHALLENGES
Process Incapability and Instability Demand Fluctuation People Issues
Lean Sigma Six Sigma Others
Source : Best Practice llc “Insights for implementing Lean and Six Sigma and other productivity platform” Survey authorized by Global Benchmarking Council. August 2003
Cost Reduction Shorten Delivery
LEAN TOOLS
5S Workplace Value Stream Mapping Kaizen Work Standardization Demand/Load Leveling Visual Management Employee Involvement One Piece Flow Cellular Production Pull Production Poka-Yoke Quick Changeover Total Productive Maintenance Supply Chain Management
Alex Teoh
Principal Consultant Lean Sigma Institute alex@
Lean or Six Sigma?
Which One First?
Two most recognized productivity improvement platforms… by world class companies around the world…
SIX SIGMA BENEFITS:
Critical Process Stability Simplified Process Reliability & Stability Defect Reduction Yield Improvement Bank Of America
report at ISSP Conference 2003
not complete list
LEAN SUCCESS
lies in finding the Effective Ways to eliminate wastes
5Q that influence success
5S Workplace
Cellular Production Value Stream Mapping Pull Production Poka-Yoke Quick Changeover Demand/Load Leveling Visual Management Employee Involvement Total Productive Maintenance
FMEA DOE QFD MSA Gauge RR ANOVA Multi-Var and Hypothesis Regression
Which one to use? How to use? How often? Partial or full impact? Who is leading?
SIX SIGMA CHALLENGES
Not complete list
SIX SIGMA SUCCESS
lies in Expert application of
Statistical Tools
to eliminate process variation
5Q that determine success
Process Mapping SIPOC SPC
Visual Controls
5S Workplace
Employee Involvement
MTS
VSM
ABC
VoC
LEAN SIGMA unique features
Rapid Deployment Clear Targets Higher Improvement Yield Higher Improvement Pace
Seeking a suitable
IMPROVEMENT PLATFORM
Integrating Lean and Six Sigma
Lean Sigma
Lean
6 Sigma
combine
Speed
Quality
DIFFERENCE
LEAN SIGMA via Pareto Principle

Which One First Lean Manufacturing Or Six Sigma

外刊每日精读 Making trouble

制造业生产计划管理英文书籍

LeanManufacturing4精益生产4英文

生产工艺流程的设计步骤

供应链竞争英文

Lean Manufacturing Overview - executives2

精益制造 全英文.ppt

lean principles(精益原则)

Lean Manufacturing

新乡重夫

lean精益生产术语中英文版

新质生产英语作文素材事例

新乡重夫

剑桥雅思阅读10答案精讲（test1）

车间常用英语

vue制作工业工艺流程

制作方法的英文

负责车间工艺优化英语作文

精益生产管理方式(英文版)

精益制造全英文.ppt