精益生产的管理文件——英汉互译
生产运营管理中的英汉对照
生产运营管理中的英汉对照：生产运营管理 production/operation management全面质量管理 total quality management (TQM)准时化生产 just in time (JIT)进度管理 delivery management丰田生产方式 Toyota production system (TPS)企业过程重组 business process reengineering (BPR) 成本管理 cost management供应链管理 supply chain management (SCM)战略体系 strategic system服务传递 service delivery产品战略 product strategy制造柔性 manufacturing flexility运营战略 operation strategy竞争能力 competition capability核心能力 core capability定制服务 customer-built service生产过程 production process工艺专业化 process focus生产类型 production type对象专业化 production focus单件生产 simplex production均衡率 equality rate大量生产 mass production均衡能力指数 equality capability index成批生产 batch production并行作业 parallel task新产品 new products工艺设计 craft design产品开发 development of products工艺管理 craft management生产能力 productive capability不变价格 constant price生产计划 production program现行价格 current price工业净产值 clean production value in industry机会成本 opportunity cost工业总产值 industry total production value商品产值 merchandise production value选址 location相关图 correlative map工艺专业化原则布局 process layout 布局 layout 十字形象限法 cross-quadrant method固定布局 fixed layout对象专业化原则布局 product layout成组技术 group technology/technique平面布置 ichnography layout产品-流程矩阵 product-process matrix流程改造 process improvement 流程 process工时研究 man-hour study物流 logistics业务流程重组 business process reengineering (BPR)流程设计 process design大规模生产方式 large-scale mode of production在制品 works in process装配线 assembly line流程线工作指示图表 standard operation process indication 流水线 production line在制品定额法 WIP ration节拍 rhythm生产周期 produce cycle time批量 quantity提前期 advanced period经济批量 economic quantity柔性制造系统 flexible manufacturing system工艺流程分析 craft procedure analysis项目管理 project management 项目 project计划评审技术 PERT最早开始时间 early start time最早结束时间 last finish time最迟开始时间 last start time最迟结束时间 last finish time时差 time difference关键工序 critical procedure关键路线 critical path总工期 total time limit for a project工期-资源优化 time-resource optimization时间成本优化 time cost optimization生产现场 producing spot现场管理 bottom-round management定置管理 fixed location management5S管理 5S management零库存 zero inventory订货模型 order modelABC分析法 ABC analysis定期订货控制法 control method of periodic order订购点控制法 control method of order point定量储存模型 quantity inventory model设备综合工程学 terotechnology设备故障曲线 curve of equipment malfunction全员生产维修制 TPM设备的寿命 life of equipment预防维修 preventive maintenance设备改造 equipment upgrading设备磨损 equipment depreciation质量管理 quality management 质量 quality六西格玛管理 6σ management质量改进 quality improvementPDCA循环 PDCA cycle统计质量管理 statistical quality management抽样检验 acceptance sampling控制图 control chart零缺陷 zero defect合作伙伴 cooperation partnership配送体系 distribution system物料需求计划 material requirements planning (MRP)企业资源计划 enterprise resource planning (ERP)制造资源计划 manufacturing resource planning (MRPⅡ)独立需求 independent demand相关需求 dependent demand精益生产 lean production看板 kanban敏捷制造 agile manufacturing制造执行系统 manufacturing execution system (MES)并行工程 concurrent engineering (CE)逆向工程 reverse engineering计算机集成制造系统 computer integrated manufacturing system (CIMS) 虚拟制造 virtual manufacturing (VM)绿色制造 environmentally conscious manufacturing。
精益生产关键词中英文对照表
LMS Lean Manufacturing System,精益制造系统。
PIPeople Involvement ,全员参与。
BIQBuilding in Quality ,制造质量。
SLTShort Leading Team,缩短制造周期。
STDStandardization,标准化。
CIContinuous Improvement,持续改进。
MEmanufacturing engineer,制造工程师。
PE products engineer,产品工程师。
QE quality engineer,质量工程师。
SQEsupplier quality engineer,供应商质量工程师。
SDEsupplier develpement engineer,供应商开发工程师。
PPlan,计划。
DDo,实施。
CCheck,检查。
AAction,行动。
A ATTactual take time,实际单件工时。
BPD bussiness plan deployment,业务计划实施。
BIQbuilt in quality,制造质量。
CADcomputer-aided design,计算机辅助设计。
CAEcomputer-aided engineering,计算机辅助工程。
CIPcontinuous improvement process,持续改进过程。
CPIPthe current product improvement,现有产品改进程序。
CT cycle time,周期时间。
D DFMEA design failure mode and effects analysis,设计失效模式和后果分析。
FIFO first-in,first-ort,先进先出。
FMEA failure mode and effects analysis,失效模式和后果分析。
FTQ first time quality,下线合格率。
精益生产常用语英文翻译
精益生产常用语英文翻译精益生产常用语英文翻译精益生产的概念和基本原则The concept and principle of lean production六西格玛品质论坛精益生产的历史:TPS及其演变The history of lean production: TPS and its changing精益生产的原则The principle of lean production:价值和浪费；快速响应客户Value and Muda, quick response 精益生产的思想Lean production thinking追求完美和持续改善Seek perfect and continuous improvement七大浪费 7-Muda精益生产的基础The fundamental of lean production5S的含义The meaning of 5S:整理、整顿、清扫、清洁、素养SEIRI, SEITON, SEISO, SEIKETSU, and SEITSUKE5S的推行方法The implement methods for 5S5S的实务技巧 5S implement skills5S实施过程的优化 5S implement process optimizing流线化生产Flow production流线化生产的八个条件 8-condition for flow production单元设计Cellular layout流线化生产的设备选择Equipment selecting for flow production看板管理Kanban managemento什么是看板What is Kanban看板的实施方法The implement methods for Kanban实施看板管理的限制条件The limited condition of Kanban management implement 快速换线SMED快速换线的理念 The idea of SMED内部作业与外部作业的分离Separate the-operation between outside and inside 将内部作业转化为外部作业Turn the inside-operation to outside operation作业的优化Operation optimizing精益生产的设备管理Equipment management in lean production TPMTPM的概念和发展The concept and development of TPMTPM的设备基础管理Equipment essential management of TPM六西格玛品质论坛TPM的八大支柱8 columns of TPM六西格玛品质论坛TPM实施的十三步骤13 phases for TPM implementing案例分析Case studyo工厂5S分析(根据现场拍摄照片)Workshop 5S analysis (depends on photos taken from on-site)工厂生产线设置分析Production line layout analysis快速换线案例分析Case study for SMED内部作业与外部作业的分离Separate the operation between outside and inside 六西格玛品质论坛将内部作业转化为外部作业Turn the inside operation tooutside operation六西格玛品质论坛精益生产的设备管理Equipment management in lean production TPMTPM的八大支柱8 columns of TPMTPM实施的十三步骤13 phases for TPM implementing案例分析Case study工厂5S分析(根据现场拍摄照片)Workshop 5S analysis (depends on photos taken from on-site)工厂生产线设置分析Production line layout analysis快速换线案例分析Case study for SMED六西格玛品质论坛TPM案例分析 Case analysis for TPM六西格玛品质论坛批量生产与均衡生产Batch production and level production 快速换线的好处The benefits from QCO 换线时间和换线中的浪费Change time and waste in changeover operations内部和外部换线时间Internal and External Change Time换线作业中的浪费Waste in changeover operations消除调整Eliminate adjustment8采用功能化标准Adopt functional standards协同工作Work in parallel换线小窍门Tips for QCO application。
精益生产管理手册中英文版
制程与制程间WIP
4. Station To Station WIP工位与工位间WIP
9
What is Standard WIP 什么是标准WIP
• WIP means INVENTORY. INVENTORY is Basically ‘bad’. WIP就是库存。库存从根本上说是“不好”的。
• Standard WIP is the Ideal or Should be conditions for WIP 标准WIP是理想WIP或者是WIP的应有状态。
• However, before you fully achieved Standard WIP Quantity, you might need to go through various stages to understand your process Muda and bottle neck 然而，在完全达到标准WIP数量前，你需要经过不同的阶段了解制程中的浪费和瓶颈。
客户每月需求量是792K。每天工作小时是22小时，一个月20天。
Takt Time
AvailableTime 有效时间 CustomerDemand客户需求
22Hoursx 20 daysx 3600s 792,000pcs
1,584,000 792,000
2 sec
•Takt Time calculation shall display all the variable and units to make clarity to all. 计算节拍时间时要显示所有变量及单位，便于大家理解。
the Bad 坏的减半
▪ Inventory Reductions 降低 库存
Double the
精益生产关键词中英文对照表
精益生产关键词中英文对照表1、标准化ATT actual take time,实际单件工时。
BPP best people practices,最佳人员准则。
E.T. element time ,基本动作周期。
IOM inspection operator method,操作视察方法。
IOS inspection operator summary,操作视察要领。
JES job element sheet,工作要素单。
Kaizen改善。
NVA non-value-added,非增值。
OC operation certification,操作认可。
PPE个人防护用具。
QFD quality function deployment,质量功能展开。
SIP standardised inspection process,标准化视察程序。
SOS standardized operation sheets,标准化操作单。
Std standardiszation,标准化。
TT takt time,单件工时。
WBS工作分解表。
2、制造质量andon暗灯。
APQP advanced production quality plan,产品质量前期策划。
audit基于抽样来确定供方文件化的质量体系实施有效性的现场验证活动。
BIQ built in quality,制造质量。
CT cycle time,周期时间。
DFMEA design failure mode and effects analysis,设计失效模式和后果分析。
FMEA failure mode and effects analysis,失效模式和后果分析。
FMS flexible manufacturing systems,柔性制造系统。
FPS fixed position stop,定点停。
FTA fault tree analysis,故障树分析。
FTQ first time quality,下线合格率。
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.。
精益生产中英文互译
An outline of:Lean Thinking Banish Waste and Create Wealth in YourCorporationBy James P. Womack and Daniel T. JonesNew York, NY: Free Press, Simon & Schuster, Inc., 1996, Second Edition, 2003 Preface to the 2003 Edition. Forecasts are always wrong. That is why lean thinkersstrive to reduce order-to-delivery time. During the 2002 meltdown, this 1996 book went back on the Business Week bestseller list. We have added what we have learned since 1996 in this edition. Lean Thinking is more relevant today. Lean ideas are the single most powerful tool available for creating value and eliminating waste in any organization.Part I: Lean PrinciplesTaiichi Ohno (1912 – 1990), a Toyota executive, identified seven types of waste found in any process:• Transportation. Unnecessary transport of parts under production.• Inventory. Stacks of parts waiting to be completed or finished products waiting to be shipped.• Motion. Unnecessary movement of people working on products.• Waiting. Unnecessary waiting by people to begin the next step.• Over-Processing the product with extra steps.• Over-Production of products not needed.• Defects in the product.We have added an eighth waste: goods and services that do not meet the customer’s needs. Other authors have added: underutilization of peopleLean Thinking is the antidote to waste. There are (5) Lean Principles:• Specify Value. Value can be defined only by the ultimate customer. Value is distorted by pre-existing organizations, especially engineers and experts. They add complexity of no interest to the customer.• Identify the Value Stream. The Value Stream is all the actions needed to bring a product to the customer. If the melter, forger, machiner, and assembler never talk,duplicate steps will exist.• Flow. Make the value-creating steps flow. Eliminate departments that execute a single-task process on large batches.• Pull. Let the customer pull the product from you. Sell, one. Make one.• Pursue Perfection. There is no end to the process of reducing time, space, cost and mistakes.Lean is doing more with less. Use the least amount of effort, energy, equipment, time, facility space, materials, and capital – while giving customers exactly what they want.The Prize We Can Grasp Now. Converting a batch-and-queue system to continuous flow, with pull, will:Double labor productivity• Cut throughput time by 90%• Reduce inventory by 90%• Cut errors by 50%• Cut injuries1: ValueA House or a Hassle-Free Experience? Doyle Wilson Homebuilder found that customers “valued” a hassle-free design process and on-time delivery. All his processes were thenre-aligned to meet this goal.Define Value in Terms of the Whole Product. As the product flows, each firm defines value differently. Think of air travel. Each firm – agent, airline, taxi, currency exchange, customs, immigration – defines their own priorities, duplicates efforts, and works in disharmony with the whole process. The customer is not satisfied.2: The Value StreamThe View from the Aisle. A value stream “map” identifies every action to design, order, and make a specific product. Each step is then sorted into three categories: (1) those that add value, (2) those that add no value but are currently necessary, and (3) those that add no value and can be eliminated. After the third category has been eliminated, the second category should be addressed through flow, pull, and perfection techniques.The Value Stream for a Carton of Cola. The British grocery chain Tesco retails products with thousands of value streams. In the canned cola value stream, three hours of value-added activity take 319 days to perform.3: FlowThe World of Batch-and-Queue. Five-sixths of home-building is waiting for the next set of specialists or rework. Flow principles typically cut half the effort and the time required.The Techniques of Flow. The 1st step is to maintain focus on the product. The 2nd step is to ignore job boundaries and departments IOT remove impediments to continuous flow of the specific product. The 3rd step is to rethink work practices to eliminate backflow, scrap, and stoppages IOT make the product continuously.• Takt time synchronizes the rate of production to the rate of sales. (48) bikes per day sold divided by (8) hours of production = (6) bikes and hour, or (1) bike every tenminutes.• Flow requires all workers and machines to be capable at all times. This requires cross-training.• Flow requires workers to know the status of production at all times. This requires visual controls.• All activities can flow. Concentrate on the value stream for a specific product, eliminateorganizational barriers, and relocate and right-size tools.4: PullPull means that no one upstream should produce anything until the customer downstream asks for it. “Don’t make anything until it is needed, then make it very quickly.” “Sell one, buy one.” “Ship one, make one.”The Bad Old Days of Production. The Toyota bumper replacement system suffered long lead times. The ability to get parts quickly from the next upstream producer enabled re-orders in small amounts. This is the secret to reducing inventory. Cut lead times and inventories. Demand should instantly generate new supply.5: PerfectionThe Incremental Path. Freudenberg-NOK, a gasket manufacturer, improved a single process six times in three years. “Why didn’t they get is right the first time?” Because perfection is continuous.Continuous Radical and Incremental Improvement. If you are spending capital, you are doing it wrong. Once leaders understand the first four lean principles – value specification, value stream identification, flow, andpull – their perfection step starts with policy: a vision of the ideal process, and the step-wise goals and projects to get there. Transparency is everything. Everyone must know what you are attempting to achieve and what area is the first priority. The force behind this is the leader known as the change agent.Part II: From Thinking to Action: The Lean Leap6: The Simple CaseLantech manufacturers stretch wrap machines. “Process Villages” – Sawing department, Machining department, Welding department, Painting department, and Sub-assembly department – all generated long lead times. Batches of ten were manufactured to ship one. Inventory overwhelmed the factory. Order changes created havoc in the plant. “The more inventory yo u have, the less likely you will have the part you need.”• The Lean Revolution. Ron Hicks leaned Lantech. He created four cells, one for each product. He defined standard work: on time, on spec, every time. Takt time wasintroduced: number of products needed per day divided by number of hours (8/8 = 1hour). He right-sized machines to fit inside work cells. He implemented quickchangeover to make multiple different parts with little machine downtime.• Result. Lantech cut 30% excess space, doubled product output, cut defects from 8 per product to 0.8 per product, and cut lead time from sixteen weeks to fourteen hours.On-time shipping rose from 20 to 90%.7: A Harder CaseThe Change Agent. Art Byrne was hired as CEO of Wiremold in 1991. “CEOs are timid to change the shop floor.” Byrne led lean training using a manual he wrote himself. He led toursof the plant to observe waste that his managers were now able to see.• Improvements Must be Fast. Three days was Byrne’s standard.• Post a Scorecard for Each Product Team. Wiremold tracked: Productivity – sales per employee, Service – percent delivered on-time, Inventory – turns, and Quality –mistakes.• Teach People How to See. Create a lean training function. Teach all employees the five principles of lean: Value, Value Stream, Flow, Pull, and Perfection. Teach allemployees lean techniques: standard work, takt time, visual control, pull scheduling,and single-piece flow.• Results. Wiremold freed 50% factory floor space, eliminated a warehouse, and converted $11M of inventory into $24M in sales. Lead time fell from four weeks totwo days.8: The Acid TestPratt & Whitney (P&W). In 1991, CEO Karl Krapek and cost-cutter Mark Coran leanedP&W.• Jet Engines. Founded in 1860, P&W led the aircraft engine business by 1929. When they abandoned piston engines to gamble on jets in 1946, business soared. Production inefficiencies were overlooked.• Overcapacity. Faced with competition in the 1980s, P&W rationalized plant layout and addressed development costs. They needed lower production costs and flexibility toreact to customer needs. Why did P&W need so much space, tools, inventory andpeople to get so little done? Daily output of engines and spare parts could fit insideCEO’s office. Failure to manage ass ets. P&W cut people, cut managers, andoverhauled their entire production culture and processes.• The Monument of all Monuments. A “monument” is a machine or process too big to be moved and whose scale requires operating in batch mode. Monuments are evil, generating huge amounts of waste. P&W had an $80M grinding system, representing obsolete thinking. Although speeding up grinding from 75 minutes to 3 minutes and eliminating multiple manual grinding jobs, in actuality grinding jobs took longer (due to eight-hour changeovers and batch scheduling), and required more people (22 computer technicians). P&W retired the $80M monument, returned to 75-minute production.9: Lean Thinking versus German TechnikPorche. Chairman Wendelin Wiedeking introduced lean thinking to Porche. In 1994, the first-ever Porsche rolled off the line with nothing wrong with it.• Engineers. Porche is led by engineers, intrigued with unique solutions that are difficult to manufacture. Workers are craftsmen. Unfortunately, much craftsmanship is waste.Tinkering with the product – repairing and polishing raw materials, troubleshooting,re-assembling elements, repainting and re-fitting – were thought to be necessaryactivities to produce a high-quality product.• Crisis. 1986 was the boom year. 1992 was the crash. Porche products were tooexpensive. Costs and throughput time had to be slashed. New quality focus: “Stopfixing mistakes that should never have been made.” Reduction in inventory: “Whereis the factory? This is the warehouse!”• Just-in-Time (JIT) Game. Porche asked all their suppliers to play a simulation to learn lean concepts. Lean concepts were critical across all firms contributing to the Porche value stream.• The Remarkable Lean Transition at Porche. In five years, through 1997, Porch doubled its productivity, cut manufacturing space in half, cut lead time for a finished vehicle from six weeks to three days, cut supplier defects 90%, cut inventories 90%,and cut first-time-through errors by 55%.• The German Tradition. The Germans need to stop prioritizing the engineer’s definition of value, “voice of the engineer,” over the customer’s definition of value,“voice of the customer.” A German weakness is a fondness for monster machines that produce large batches: paint booths are an example.• Variety and Refinement Cost. Volkswagen makes four exterior mirrors, nineteen parts each, in seventeen colors. Nissan has four-part mirrors in four colors. Excess varietyoften exceeds the ability of the customer to notice, and his willingness to pay.10: Mighty Toyota; Tiny ShowaShowa has been transformed by its relationship with Toyota. Showa, a radiator manufacturer, had “Process villages” for casting, cleaning, stamping, welding, painting and assembly. Each was run in batch mode with long intervals between tool changes. Mountains of parts were transported and stored between steps.• The Initial Struggle. Taiichi Ohno, lean advisor, promised to reduce three months ofinventory to three days, double labor productivity, and halve plant space for zerocapital investment. This he did.• The Final Element: Rethinking Order-Taking and Scheduling. Showa then leanedorder-taking by scheduling backwards, working to takt time, to synchronize orderswith production slots, exactly four days before shipment time. Orders with incorrectinformation were never passed along.• Toyota Today. Lesson: high-tech automation only works if the plant can run at 100percent output and if the cost of indirect technical support and high-tech tools is lessthan the cost of direct labor saved.Part III: Lean Enterprise11: A Channel for the Stream; a Valley for the ChannelThe Lean Enterprise. No one watches the performance of the whole value stream. Identify all actions to bring a product to the customer, across all firms. There is no privacy. Eachfirm’s costs become transparent.12: Dreaming About PerfectionLong-Distance Travel. Each organization ignores the role of the other parties. The time, cost, and comfort of the total trip are key performance measures. What would travel times be without queues?Construction. 80% of home building is hurry-up and wait, then re-working the construction errors.The Prize We Can Grasp Right Now. Lean thinking can boost productivity while reducing errors, inventories, accidents, space requirements, production lead times, and costs in general. Lean thinking requires little capital.Part IV: Epilogue13: A Steady Advance of Lean ThinkingThis chapter an updated review of Wiremold, Toyota, Porsche, Lantech, and Pratt & Whitney.14: Institutionalizing the RevolutionAn Enhanced Action Plan is the 2003 update to the 1996 plan from Chapter 11.Getting Started [Months 1 – 6]• Find a Change Agent with ability and authority.• Get the Knowledge through an advisor. Start at the big picture before addressing small steps.• Seize a Crisis or create one. Focus on fixing an obvious problem. Small wins. Don’t spend money.• Map your current value streams. Managers need to see. Map also the flow of information going upstream to create a closed circuit. See Rother and Shook, Leaning to See, 1998.• Analyze each step of the Current State. Does this step create value? Is this step capable, available, flexible? Is capacity sufficient? Excessive? Does theinformation flow from the customer smoothly? Every process has a box score:total lead time, value creating time, changeover time, uptime, rework, inventory,every part made every x minutes. If this step went away, what would happen?• Envision the Future State. Draw it.• Begin as soon as possible with an important, visible activity. Convert managers with hand-on activity.• Demand Immediate Results. Everyone should see results which create psychological momentum. One week: less planning, more doing. Identify the waste and remove it.Communicate with your people by showing results at the scene of action.Creating an Organization to Channel Your Streams [Months 6 – 24]• Reorganize Your Firm by product and value streams. Put a Change Agent in charge of each product.• Create a Lean Promotion Team.• Deal with Excess People Early.• Devise a Growth Strategy.• Remove the Anchor Draggers.• When You’ve Fixed Something, Fix It Again.• New: Convince Your Suppliers and Customers to Take the Steps Just Described.Install Business Systems to Encourage Lean Thinking [Months 24 – 48]Create new ways to keep score.• Create new ways to reward people.• Make everything transparent so everyone can see progress.• Teach lean. Learn lean.• Right-size Your Tools to insert directly into the value stream. Large and fast is more efficient but less effective. This wrong assumption is the cornerstone ofbatch-and-queue thinking.• Pay a bonus. Tie bonus amount to the profitability of the firm.Completing the Transformation [Months 48 – 60] Convert to bottom-up initiatives. Lean ideas are democratic and not top-down. Layers of management can be stripped away.New: Convert From Top-Down Leadership to Bottom-Up Initiatives. Toyota gets brilliant results from average managers using brilliant procedures. Competitors get mediocre results from b rilliant managers using mediocre procedures. Don’t search for brilliant managers. Perfect your processes.Reviewer’s CommentsIn 1988 James Womack first described Toyota as a “lean” corporation. Womack and co-writer Daniel Jones described the Toyota Production System (TPS) in The Machine That Changed the World. In 1990, the two toured companies in Europe, North American, and Japan presenting ideas on how to convert mass production practices to lean practices. Lean Thinking, first published in 1996, is a survey of the lean movement. It clearly describes the waste found in mass production, explains the five principles of lean thinking, and then draws lessons from real companies who have successfully implemented lean ideas. Lean Thinking is not a technical how-to text on production, but an enlightened overview of top-level lean ideas and applications. This updated edition includes lessons that the authors have collected between 1996 and 2003, especially the concept of a lean enterprise – a collection of companies working lean together to produce a single product with the least wasted effort and capital. The book is well-written, researched, and organized, and the authors make a strong case that lean is universal and will benefit any organization in any endeavor. Lean thinking and practices are the single most powerful tool for eliminating waste in any organization.中文翻译概述精益思想去除浪费，并在贵公司创造财富由詹姆斯P.沃麦克和丹尼尔T.琼斯纽约编写，纽约：自由出版社，西蒙与舒斯特公司，1996年。
精益生产的管理资料——英汉互译
Drive and implement Lean manufacturing across the operations in order to eliminate waste, minimize inventory and maximize flow• Develop procedures in partnering with suppliers in order to achieve Lean manufacturing• Reducing system response time and ensure the production system was capable of immediately changing and adapting to market demands.• Required to collect and analyze data for determining an improvement strategy.• Facilitate and teach Lean manufacturing tools and techniques. Coach existing and new teams with Lean projects.• Ability to strategically prioritize and manage process improvement opportunities in alignment with business goals and objectives.• Working hand in hand with internal six-sigma expert in developing and drive Lean Sigma.• Acts as change agent to instill Lean Sigma culture throughout organization• Must have the ability to lead, work with teams, and understand team dynamics.OEE（Overall Equipment Effectiveness）--- 全局设备效率OEE = (Running time / Loading time) x (Actual Output / Theoretical output) x (Good Output / Actual out put)世界级企业的全局设备效率OEE为85%或更好。
精选精益生产-GenericPullSystem中英文对照
In a pull system, maintaining a “fixed WIP” keeps work orders in paThis provides the greatest flexibility to schedule/engineering changes. In addition, low WIP means a faster cycle time, which increases the probability releases are based on actual customer orders versus forecast.
Capability Analysis
AnalyzePropose Critical X’sPrioritize Critical X’sVerify Critical X’sEstimate the Impact of Each X on YQuantify the OpportunityPrioritize Root CausesConduct Root Cause
Analysis on Critical X’s
ImproveCritical X’s ConfirmedDevelop Potential SolutionsSelect SolutionOptimize SolutionPilot Solution
ControlImplement Process
Generic Pull System
我学到了什么?
理解在不同环境中使用这个工具的原因对于黑带潜在项目如何去使用这个工具
Generic Pull System
丰田精益生产手册中英文对照版
引领制造业变革： 丰田精益生产手册 将引领制造业向精 益化、智能化、绿 色化方向发展。
提升生产效率：丰 田精益生产手册将 帮助企业提升生产 效率，降低生产成 本，提高产品质量。
促进技术创新：丰 田精益生产手册将 促进制造业技术创 新，推动制造业向 高端化、智能化方 向发展。
推动可持续发展： 丰田精益生产手册 将推动制造业向可 持续发展方向转变 ，实现经济、社会 、环境的协调发展 。
Part Three
手册名称：丰田精益生产手册
语言：中英文对照
内容：包括精益生产的基本概念、原 则、方法和工具
适用范围：适用于制造业、服务业等 各类企业
特点：简洁明了，易于理解，实用性 强
出版时间：2010年
手册内容：包括精益生产理念、方 法、工具等
手册特点：实用性强，易于操作， 适用于各种行业
推广：丰田汽车公司将精益生产方式推广到全球，成为全球制造业的典 范
手册：丰田精益生产手册是丰田汽车公司对精益生产方式的总结和提炼， 是丰田汽车公司内部员工学习和培训的重要资料
精益生产的起源和发展 精益生产的核心理念和原则 精益生产的实施方法和工具 精益生产的成功案例和经验分享 精益生产的未来发展和趋势
添加标题Βιβλιοθήκη 添加标题添加标题添加标题
美国：通用汽车公司，在20世纪 80年代引入精益生产方式，成功改 善生产流程，提高生产效率。
中国：吉利汽车公司，在21世纪初 引入精益生产方式，成功提高生产 效率和产品质量，成为国内汽车行 业的领军企业。
汇报人：
服务业：丰田精益 生产手册在服务业 的应用，如某酒店 集团的服务流程优 化
教育行业：丰田精 益生产手册在教育 行业的应用，如某 高校的教学流程优 化
丰田精益生产手册中英文对照版共61页文档
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29、勇猛、大胆和坚定的决心能够抵得上武器的精良。——达·芬奇
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30、意志是一个强壮的盲人，倚靠在明眼的跛子肩上。——都过得舒适、愉快，这是不可能的，因为人类必须具备一种能应付逆境的态度。——卢梭
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27、只有把抱怨环境的心情，化为上进的力量，才是成功的保证。——罗曼·罗兰
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28、知之者不如好之者，好之者不如乐之者。——孔子
1、不要轻言放弃，否则对不起自己。
2、要冒一次险!整个生命就是一场冒险。走得最远的人，常是愿意 去做，并愿意去冒险的人。“稳妥”之船，从未能从岸边走远。-戴尔．卡耐基。
梦 境
3、人生就像一杯没有加糖的咖啡，喝起来是苦涩的，回味起来却有 久久不会退去的余香。
丰田精益生产手册中英文对照版 4、守业的最好办法就是不断的发展。 5、当爱不能完美，我宁愿选择无悔，不管来生多么美丽，我不愿失 去今生对你的记忆，我不求天长地久的美景，我只要生生世世的轮 回里有你。
精益生产管理方式(英文版)
4
Mech. Clean
Mech. Clean
Mark
Hydro Test
Cell or Chaku-Chaku line
2
1
Assembly Line
JIT Jidoka
Check, Do, Verify
One Piece Flow
Your customer is the next step in the process. Give to your customer,
exactly what they need ( 1 item), exactly when they need it, done
perfect every time.
Tenants of 1 pcs Flow
• Do Not Make Defects • Do Not Pass Along Defects • Do Not Accept Defect
Quality, Quality, Quality…Defects are the Worst Kind of Waste
Check, Do, Verify
Every Customer in a Process has:
- a right to expect perfect material - an obligation to inspect the material before
use. - an obligation to inform the previous step in
e
GPS for GPC
精益生产单词翻译(DOC 50页)
精益生产单词翻译(DOC 50页)OEE（Overall Equipment Effectiveness）--- 全局设备效率OEE = (Running time / Loading time) x (Actual Output / Theoretical output) x (Good Output / Actual out put)世界级企业的全局设备效率OEE为85%或者更好。
大多数企业的设备OEE运行在13% 到40%之间。
Labor Linearity 劳动力线性化一种在生产工序特别是一个生产单元中，随着产量的变化灵活调动操作员人数的方法。
按照这种方法，制造每个零件所需仁数，随产量的变化，能够接近于线性。
Lean Enterprise 精益企业一个产品系列价值流的不一致部门同心协力消除浪费，同时按照顾客要求，来拉动生产。
这个阶段性任务一结束，整个企业立即分析结果，并启动下一个改善计划。
Lean Production 精益生产一种管理产品开发、生产运作、供应商、与客户关系的整个业务的方法。
与大批量生产系统形成对比的是，精益生产强调以更少的人力，更少的空间，更少的投资，与更短的时间，生产符合顾客需求的高质量产品。
精益生产由丰田公司在第二次世界大战之后首创，到1990年的时候，丰田公司只需要用原先一半的人力，一半的制造空间与投入资金，生产相同数量的产品。
在保证质量与提高产量的同时，他们所花费的在产品开发与交货的时间，也远比大批量生产更有效益。
“精益生产”这个术语由MIT国际机动车辆项目的助理研究员John Krafcik于20世纪80年代最先提出。
Lean Logistics 精益物流在沿着价值流的各个公司与工厂之间，建立一个能够经常以小批量进行补给的拉动系统。
我们假设A公司一个零售商直接向顾客销售产品，而且从B公司一个制造商大批量、低频率的补给货物。
精益物流将会在零售商A公司安装一个拉动信号，当他售出若干的货物之后，这个信号就会提示制造商，补充相同数量的货物给A，同时制造商会提示他的供应商补充相同数量的原料或者半成品，以此一直向价值流的上游追溯。
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Drive and implement Lean manufacturing across the operations in order to eliminate waste, minimize inventory and maximize flow•Develop procedures in partnering with suppliers in order to achieve Lean manufacturing•Reducing system response time and ensure the production system was capable of immediately changing and adapting to market demands. •Required to collect and analyze data for determining an improvement strategy.•Facilitate and teach Lean manufacturing tools and techniques. Coach existing and new teams with Lean projects.•Ability to strategically prioritize and manage process improvement opportunities in alignment with business goals and objectives. •Working hand in hand with internal six-sigma expert in developing and drive Lean Sigma.•Acts as change agent to instill Lean Sigma culture throughout organization•Must have the ability to lead, work with teams, and understand team dynamics.OEE（Overall Equipment Effectiveness） --- 全局设备效率OEE = (Running time / Loading time) x (Actual Output / Theoretical ou tput) x (Good Output / Actual output)世界级企业的全局设备效率OEE为85%或更好。
大多数企业的设备OEE运行在13%到40%之间。
Labor Linearity 劳动力线性化一种在生产工序特不是一个生产单元中，随着产量的变化灵活调动操作员人数的方法。
按照这种方法，制造每个零件所需仁数，随产量的变化，能够接近于线性。
Lean Enterprise 精益企业一个产品系列价值流的不同部门同心同德消除白费，同时按照顾客要求，来拉动生产。
那个时期性任务一结束，整个企业立即分析结果，并启动下一个改善打算。
Lean Production 精益生产一种治理产品开发、生产运作、供应商、以及客户关系的整个业务的方法。
与大批量生产系统形成对比的是，精益生产强调以更少的人力，更少的空间，更少的投资，和更短的时刻，生产符合顾客需求的高质量产品。
精益生产由丰田公司在第二次世界大战之后首创，到1990年的时候，丰田公司只需要用原来一半的人力，一半的制造空间和投入资金，生产相同数量的产品。
在保证质量和提高产量的同时，他们所花费的在产品开发和交货的时刻，也远比大批量生产更有效益。
“精益生产”那个术语由MIT国际机动车辆项目的助理研究员John Krafcik于20世纪80年代最先提出。
Lean Logistics 精益物流在沿着价值流的各个公司和工厂之间，建立一个能够经常以小批量进行补给的拉动系统。
我们假设A公司一个零售商直接向顾客销售产品，而且从B公司一个制造商大批量、低频率的补给物资。
精益物流将会在零售商A公司安装一个拉动信号，当他售出若干的物资之后，那个信号就会提示制造商，补充相同数量的物资给A，同时制造商会提示他的供应商补充相同数量的原料或半成品，以此一直向价值流的上游追溯。
精益物流需要拉动信号（EDI，看板，网络设备，等等），来保证价值流各工序之间的平衡生产，举个例子，用频繁的小批量装运方法，将零售商、制造商、以及供应商，联成一条“送牛奶”的供应链。
Cross-dock交叉货仓，Heijunka均衡化；Toyota Production System丰田生产系统；Mass Production大规模制造Kanban 看板看板是拉动系统中，启动下一个生产工序，或搬运在制品到下游工序的一个信号工具。
那个术语在日语中是“信号”或“信号板”的意思。
看板卡片是人们最熟悉的例子。
人们通常使用表面光滑的纸制作看板，有时还会用透明的塑料薄膜来加以爱护。
看板上的信息包括：零件名称，零件号，外部供应商，或内部供应工序，单位包装数量，存放地点，以及使用工作站。
卡片上可能还会有条形码以便于跟踪和计价。
除了采纳卡片之外，看板也能够采纳三角形金属板，彩球，电子信号，或者任何能够防止错误指令，同时传递所需信息的工具。
不管采纳什么形式，看板在生产运作中，都有两个功能：指示生产工序制造产品，和指示材料操作员搬运产品。
前一种称为生产看板（或制造看板），后一种称为取货看板（或提取看板）。
生产看板把下游工序所需要的产品类型、数量告诉上游工序。
最简单的情况例如，上游工序提早预备一张与“一箱零件”相对应的生产看板，将它与一箱零件同时放在库存超市中。
当一箱零件被取走，制造看板就被用来启动生产。
有些信号看板的外形是三角形的，因此也被称为三角看板。
提取看板指示把零件运输到下游工序。
通常有两种形式：内部看板和供应商看板。
当初，在丰田市市区里，这两种形式都广泛使用卡片，然而当精益生产广泛应用之后，那些离工厂较远的供应商，就改为采纳电子形式的看板了。
要制造一个拉动系统，必须同时使用生产和提取看板：在下游工序，操作员从货箱中取出第一个产品的时候，就取出一张提取看板并将它放到附近的一个看板盒里。
当搬运员回到价值流上游的库存超市时，把这块提取看板放到另一个看板盒里，指示上游工序再生产一箱零件。
只有在“见不到看板，就不去生产，或者搬运产品”的情况下，才是一个真正的拉动系统。
有六条有效使用看板的规则：1．下游工序按照看板上写明的准确数量来订定购产品。
2．上游工序按照看板上写明的准确数量和顺序来生产产品。
3．没有见到看板，就不生产或搬运产品。
4．所有零件和材料都要附上看板。
5．永久不把有缺陷和数量不正确的产品送到下一个生产工位。
6．在减少每个看板的数量的时候应当特不小心，以幸免某些库存不够的问题。
Heijunka均衡化，Heijunka Box生产均衡柜，Just-In-Time及时生产，Pull-Production拉动生产，Supermarket库存超市。
Kaizen Workshop 改善研习会一系列的改进活动，通常持续5天，由一个小组发起并实施。
一个常见的例子是在一周内制造一个连续流工作单元。
为了实现那个目标，一个持续改善小组——包括专家、顾问、操作员，以及生产线经理——进行分析、实施、测试，以及在新的单元里实现标准化。
参与者首先要学习连续流的差不多原理，然后去现场实地考查，对生产单元进行策划。
接着把机器搬运过去，并对新单元进行测试。
改进之后，还要标准化那个改进工序，并向上级提交小组报告。
Gemba现场；Jishuken自主研修；Kaizen改善；P, D, C, A打算、实施、检查、行动Kaikaku 突破性改善对价值流进行完全的，革命性的改进，从而减少白费，制造更多的价值。
Kaikaku的一个例子是利用周末的时刻，改变设备的位置，使得工人能够在一个生产单元里，以单件流的方式生产那些往常用不连续工序，来制造和装配的产品。
另外一个Kaikaku的例子，是在装配大型产品时，例如商用飞机，迅速的由静态装配转化为动态装配方式。
因此Kaikaku也被称为“breakthrough kaizen（突破性改善）”，以便与那些渐进的、逐步性的改善形成对比。
Kaizen改善；Plan, Do, Check, Act打算、实施、检查、行动Buffer Stock 缓冲库存存放在价值流下游工序的产品。
当顾客需求在短期内突然增加，超过了生产能力时，通常用缓冲库存来幸免出现断货的问题。
由于术语“缓冲”与“安全库存”通常交互使用，因此这也常常引起混淆。
这两者之间最重要的差不能够概括为：顾客需求突然出现变化时，缓冲库存能够有效的爱护顾客的利益；安全库存则是用来防止上游工序，或是供应商出现生产能力不足的情况。
Chief Engineer 总工程师在丰田公司，那个术语是指全权负责一条生产线开发和运营的治理者例如,一个汽车平台，或是在一个平台上开发出某种型号的汽车）。
总工程师（即日语中的“主查”－Shusa）从产品开发的初期就开始负责，直至投产。
在总结经验教训之后，总工程师便进入到下一代产品的开发周期中去。
此外，总工程师的责任还可能延伸到产品的市场份额和利润指标。
总工程师通常有深厚的工程经验，但通常只治理专门少的职员。
他们的要紧职责是协调工作，把从诸如车身工程，动力工程，或是采购等职能部门的职员，分配到项目中去，而非直接的治理职员。
Value Stream Manager价值流经理。
Change Agent 实施改变的领导者负责执行改变措施以达到精益目标的领导人。
他需要有坚决的意志力和决心，来发起全然性的改革，同时坚持执行下去。
执行改变的领导者通常来自于组织外部，在变更初期，他不一定需要有丰富的精益生产的知识，这些知识能够由精益专家来告诉他，但他必须经常追踪、评估这些精益知识是否差不多转化为新的生产方式。
A-B Control A-B操纵一种操纵两台机器或是两个工位之间生产关系的方法，用于幸免过量生产，确保资源的平衡使用。
图示中，除非满足下面三个条件，否则任何一台机器或是传送带都不准运行：A机器已装满零件；传送带上有标准数量的在制品（本例中为一件）；B机器上没有零件。
只有当这三个条件都满足的时候，才能够进行一个生产周期，然后等再次满足这些条件时，再进行下一个周期。
Inventory库存；Overproduction过量生产Process Village 加工群一种按照生产工序，而不考虑产品系列的生产布局方式。
精益组织试着把这种过程重新部署为产品系列的工序。
下面的图解显示了一个自行车厂加工群和产品系列，这两种不同布局的对比。