【精益生产英文】高效看板系统的5大准则

【精益生产英文】高效看板系统的5大准则

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The kanban method, also known in Japanese as 'kamban’ and translates into the equivalent of 'signboard’ in Chinese, is a concept that stresses visualization of a person or team that is available to take on new work. This concept is closely related to just-in-time (JIT) and Lean production, both of which utilize it as a scheduling system which tells a manufacturer what needs to be produced, when it should be produced and exactly how much of it needs to be produced.

看板方法，日语中被称为“kamban”，翻译成中文就是“看板”。看板，是一种用来强调个人或者团队可以接受新工作的理念。“看板”这一理念，与准时制生产方式（JIT）及精益生产密切相关。准时制生产方式及精益生产，都被用作为调度系统，告诉生产商什么时候需要生产，以及到底需要生产多少。

Ideally, the kanban system controls the overall value chain starting from the raw materials supplier to the final consumer of the goods or services. Ensuring that there is control helps to avoid disruption of supply as well as overstocking of inventory at any stage of the manufacturing process.

理想情况下，看板系统控制从原料供应商到最终消费者的商品或者服务的整体价值链。一定要确保有控制，这将有助于避免供应的中断，并有助于避免在制造过程中任一阶段的库存积压。

In particular, kanban gives particular attention to any bottlenecks in the process that could result in a slowdown of production or inefficiency in operation. The ultimate aim is to obtain a higher level of throughput and lower delivery times without sacrificing quality by following the following principles that guide the kanban system.

尤其是，看板能让我们特别关注流程中的瓶颈问题，瓶颈问题则会导致生产放缓与运作低效，而终极目标则是：遵循影响看板系统的5大原则，在没有牺牲质量的情况下，获得更高的生产能力，并缩短交付时间。

A kanban system typically examines state changes within the work process. These are a general reflection of any change in an activity that generates information on the states of the work. For instance, the activity of analysis generates specific information. When it reaches a point of diminishing returns, the work is now defined as 'analyzed,’ and is then changed into a new activity that will generate additional information such as design or testing. This process of punctuating the arrival of information is what kanban practitioners use to visualize workflow.

看板系统，通常会检查工作流程中的状态变化。这些是对生成工作状态信息的活动的变化的综合反映。例如，分析的活动会生成特定的信息。在达到递减点的时间，工作被定义为“分析”，然后，变成新的活动，将产生额外的信息，诸如，设计或者测试。信息的穿插过程，是看板系统的实践者用来可视化工作流程。

By limiting work in progress we put in place a pull system within part of, or the entire workflow. This system can be implemented using a variety of methods including DBR, CONWIP or kanban, among others. Regardless of this, the essential thing to remember is that the WIP within each state of the flow needs to b e limited while any new work available is 'pulled’ into the next state as soon as the WIP provides sufficient capacity.