【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

请看正文

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.

通过限制在制品，我们在部分或者整个工作流程中使用拉动系统。拉动系统，可以通过使用多种方法来实现，包括DBR、CONWIP，或者看板等。无论如何，要记住的是，在每个流程状态的WIP都需要被限制，而一旦WIP能提供足够的容量，任何适当的新工作都被拉到下一个状态。

备注

1.DBR是TOC（约束理论）中的一种管理方法，Drum-Buffer-Rope，简称 DBR，中文直译为“鼓、缓冲、绳子方法”。

DBR是TOC应用于制造工厂排程时的一个计划、排程与实施的方法论，它恰当地抓住TOC排程的技巧，使之在工厂层面易于理解和执行。正是这种简单化使DBR非常有效。

2.CONWIP，即Constant Work In Progress，意思是：定量在制品法。CONWIP，是美国西北大学的Spearman等人在上世纪90年代提出，其本质是一种推动/拉动混合的策略。

The flow of each work item from each stage to the next within the workflow needs to be continually monitored and accurately reported. Flow means movement of goods and activities and, in this case, what is of the biggest interest is the speed and smoothness of the movement. The ideal situation is for the flow to be fast and smooth. Fast and smooth flow is an indication that the kanban-based system is generating value in the shortest possible time and minimizing the risk and cost caused by delays. What’s more,it is being achieved in a predictable way.

从一个阶段到下一个阶段，每个工作条目的工作流程，都需要被连续地监控和准确地报告。流程，意味着商品与活动的移动，在这种情况下，最让人关注的是运动的速度和平稳，而理想的情况是流动要快速而平稳。快速和平稳的流动，是看板系统在最短的时间内产生价值，并将由延迟引起的风险与成本最小化一种指示。更重要的是，其

正在以一种可预测的方式来实现。

Until the exact mechanisms or processes of an organizations operation are explicitly laid out, it is almost impossible to talk about improvements. If there is no clear understanding of how things work or how the work is actually done, discussion of problems with the process will be anecdotal, subjective and emotional. By offering an explicit understanding, kanban makes it possible to have a discussion of the issues that is objective, rational and based on empirical evidence.

在明确组织运作的确切机制或者流程之前，谈论改进几乎不可能的事情。如果没有清楚地了解事物是如何运作，以及工作实际上是怎么完成的，那么，讨论流程中的问题，将是不正式的、主观的，并带有情绪的。通过准确的理解，基于经验证据，看板让我们客观、理性的讨论问题成为一种可能。

Ultimately limiting of the work in progress is what stimulates any discussion of process problems. Anything that impedes the flow of work, or introduces perturbations which cause the flow to be inconsistent will make limiting WIP a major challenge. The team then has two options: break the WIP limit, ignore the issue and proceed, or to face the problem together, have an informed discussion and suggest improvements by consensus.

最终限制在制品，是激励流程讨论问题的原因。任何阻碍工作流程的因素，或者引发流程不一致的扰动都会让限制在制品充满挑战。这时，团队有两种选择：要么打破在制品限制，忽略问题并继续，或者共同直面问题，进行合理的讨论，并并通过协商一致提出改进的建议。

结论

The key principles behind the kanban methodology have

been designed to be the foundation on which an organization can see incremental improvement. The design of a kanban system needs to be adaptable over time to meet the complex needs of organizations.

看板，背后的关键原则已经被设计成组织可以看到渐进式改进的基础。随着时间的推移，看板系统的设计要进行适当地改变，以满足组织的复杂需求。

#END#