Lean Training for Vendor
如何让新员工适应门店流程小作文
如何让新员工适应门店流程小作文英文回答：Integrating new hires into a store's processes is crucial for ensuring seamless operations and customer satisfaction. Here are some effective strategies to facilitate successful onboarding:1. Establish clear expectations: Communicate store policies, procedures, and performance standards to new employees from the outset. Provide a written handbook and conduct thorough training sessions to ensure understanding.2. Provide hands-on training: Allow new hires to observe experienced employees and gradually assume responsibilities under supervision. This practical approach helps them develop confidence and proficiency.3. Assign a mentor: Pair new employees with experienced colleagues who can provide guidance, answer questions, andoffer support. This fosters a sense of belonging and facilitates knowledge transfer.4. Use technology for onboarding: Utilize online training platforms, mobile apps, or collaborative software to enhance the onboarding process. These tools can provide interactive content, track progress, and facilitate knowledge sharing.5. Create a supportive environment: Foster a positive and inclusive work environment where new employees feel valued and comfortable asking questions. Encourage teamwork and provide opportunities for feedback and growth.6. Conduct regular check-ins: Schedule regular meetings with new hires to assess their progress, provide feedback, and address any concerns. This helps ensure they are meeting expectations and adapting well.7. Monitor performance: Track new hires' performance using objective metrics such as sales, customer satisfaction, and efficiency. This allows for timelyinterventions if needed and helps identify areas for improvement.8. Encourage feedback: Seek feedback from new hires to identify areas where the onboarding process can be improved. This ensures a continuous cycle of enhancement and helps tailor the program to meet their specific needs.中文回答：如何让新员工适应门店流程。
Lean_Basics_Training-EN - CHN
Father of Management科学管理学之父
Father of Motion-Time Study 动作-时间研究之父 Father of Assembly Line Concept 组装线概念之父 Industry Quality Transformation 工业质量转变
Birth of TPS* / Lean Concepts TPS* / Lean 概念诞生
经真正开始推行Lean,那要花上2，3年的时间才能达到初级阶段。那是多么的困 难！ Mark DeLuzio, architect of the Danaher Business System, Danaher
Excerpts from the book “Lean Machines”
仅供个人参考、提升知识，不得作为商业.产品！
Lean Manufacturing & Operating Basic Training
精益生产与运营 基础培训
仅供个人参考、提升知识，不得作为商业.产品！
Table of Contents 目录
Contents Slide(s)ectives 目的
98%的企业推行过Lean,但失败了，为什么？因为太困难！
Lean Thinking 精益思想
It’s a people issue. That’s why it’s so hard. Getting people to change – to do things differently than they have done them – is really, really hard. 正是人的原因使它如此困 难，让人去改变以前做事的方式—-确实很困难。
5
A Brief History of Lean 精益历史简介
精益团队实战训练营
There is no Such Thing as Being “Lean” 没有谁已经“精益”
Being “Lean” is relative “精益”是相对的-
Why compare your results to those of others? 为什么要和他人比？
Why don’t you compare to yourself? 为什么不和自己比？
Understand the needs of your organization 明白你的组织需要的是什么
What is the market condition?市场情况如何? Increasing demand?有无增长的需求? Growing and developing people?培训员工,使其成长? Cost pressures?成本的压力?
Two prongs necessary 两个关键 People development 员工培养
Process improvement (including the process of improvementhow did you get results?) 过程改进 (包括改进本身 – 你如何得到答 案?)
2 Years to learn how to operate effectively 用2年时间来学会如何有效操作
5 Years to learn how to systematically improve 用5年的时间学会如何做系统化的改善
10 Years for basic mastery用10年的时间基本掌握精益
Blind copying 盲目拷贝 Blind dismissal 盲目丢弃
Lean和VSM介绍(台式工程处培训用)080108
Lean Speed
Six Sigma Quality
– 使用VSM和KAIZEN 来消除浪费 – 同步客户价值和过程 – 使所有的过程都给客户带来价值
追求完美
– 持续改进并为客户增加价值
Lean Overview SHP – August 6, 2007 Lenovo Confidential | © 2007 Lenovo Page 11 of 44
Lean Overview SHP – August 6, 2007 Lenovo Confidential | © 2007 Lenovo Page 10 of 44
关键概念 价值是由客户定义的,为客户定义的 知道,展示并分析你的价值流程图
证明在分析你的VSM中你找到了什么是驱动价值
识别并消除浪费和没有价值的活动
Customer Expectations
Quality
Cost
Competition
Le novo China NB Quality Alerts Tre nd
6
Complexity Reduction
In c id e n ts Q u a n tity
4 2 0 Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Lean Six Sigma
• Lean 是通过减少过程浪费来创造价值 • 6 Sigma 是通过减少过程的异常来提升质量
精益生产之补充拉系统Replenishment_Pull_Systems(中英文对照)
Analyze Improve
Replenishment Pull Systems
Manufacturing Pull Systems
Purchase Pull Systems Buffer Locations
Control
Pull System Platforms
Manual vs. Electronic Pull Systems: Handling Seasonality
绩效量测
附录
RD010402
Lean Six Sigma Improvement Process Road Map
Define
• • •
Improve
Measure
• • • •
Analyze
• • • • •
Improve
• • • • •
Control
• • • • • • •
• •
Identify Problem Develop List of Customers Develop List of CTQ’s from Voice of the Customer Finalize Project Focus and Key Metrics Complete PDF
采购零件
成品
通过缓冲库存将供应过程和消耗过程联系起来. 零件的补充是基于消耗的实际需求而被触发的.
未来需求帮助确定缓冲量的大小，而不是决定于实际
材料的发放.
Replenishment Pull Systems
9
Replenishment Pull System Benefits
做培训师、职业经理人、管理者必备的英文单词
做培训师、职业经理人、管理者必备的英文讯词13 标mission/ objective集体目标gnxip objective内部环境internal environment外部环境external environmentil 划planning组织organizing人爭staffing领导leading控制controlling步骤process原理principle方法technique经理manager总经理general manager行政人员administrator主管人员supervisor企业enterprise商业business产业industry公司company效果effectiveness效率efficiency企业家entrepreneur权利power职权authority职责responsibility科学管理scientific management现代经营管理modern operational management行为科学behavior science生产率productivity激励motivate动机motive法律law法规regulation经济体系economic system管理职能managerial function产品product服务service利润profit满总satisfaction归属affiliation尊敬esteem自我实现self-actualization人力投入human input盈余surplus 收入income 成木cost 资木货物capital goods机器machinery设备equipment建筑building存货inventory(2)经验法the empirical approach人际行为法the interpersonal behavior approach集体行为法the group behavior approach协作社会系统法the cooperative social systems approach 社会技术系统法the social-technical systems approach 决策理论法the decision theory approach 数学法the mathematical approach 系统法(he systems approach 随机制宜法the contingency approach 管理任务法the managerial roles approach 经营法the operational approach 人际关系human relation 心理学psychology态度attitude压力pressure冲突conflict招聘recruit鉴定appraisal选拔select培训train报酬compensation授权delegation of authority协调coordinate业绩performance考绩制度merit system表现behavior下级subordinate偏差deviation检验记录inspection record误匸记录record of labor-hours lost 销售虽sales volume 产品质址quality of products先进技术advanced technology顾客服务customer service策略strategy结构structure⑶领先性primacy普遍性pervasiveness忧虑fear忿恨resentment七气morale解雇layoff批发wholesale零售retail程序procedure规则rule规划program预算budget共同作用synergy大型联合企业conglomerate 资源resource购买acquisition增长目标growth goal专利产品proprietary product竞争对手rival晋升promotion管理决策managerial decision商业道徳business ethics有竞争力的价格competitive price 供货商supplier小贩vendor利益冲突conflict of interests派生政策derivative policy开支帐户expense account 批准程序approval procedure 病假sick leave休假vacation匸时labor-hour机时machine-hour资本支出capital outlay现金流址cash flow匸资率wage rate税收率tax rate股息dividend现金状况cash position 资金短缺capital shortage 总预算overall budgel 资产负债表balance sheet 可行性feasibility投入原则【he conunitment principle 投资回报return on investment 生产能力capacity to produce 实际匚作者practitioner 最终结果end result 业绩performance 个人利益personal interest 福利welfare 市场占有率market share 创新innovation 生产率productivity 利润率profitability 社会责任public responsibility 董爭会board of director 组织规模size of the organization 组织文化organizational culture 目标管理management by objectives 评价匸具appraisal tool 激励方法motivational techniques 控制于•段control device 个人价值personal worth 优势strength 弱点weakness 机会opportunity 威胁threat个人责任personal responsibility 顾问counselor定虽目标quantitative objective 定性目标qualitative objective 可考核目标verifiable objective 优先priority工资表payroll(4)策略strategy 政策policy灵活性discretion多种经营diversification评估assessment一致性consistency应变策略consistency strategy公共关系public relation价值value抱负aspiration備见prejudice审査review批准approval主要决定major decision分公司总经理division general manager 资产组合距阵portfolio matrix 明星star 问号question mark现金牛cash cow赖狗dog采购procurement人口因素demographic factor地理因素geographic factor公司形象company image产品系列product line合资企业joini venture破产政策liquidation strategy紧缩政策retrenchment strategy战术tactics⑸追随followership个性individuality性格personality安全safety自主权latitude悲观的pessimistic静止的static乐观的optimistic动态的dynamic灵活的flexible抵制resistance敌对antagonism折中eclectic(6)激励motivation潜意识subconscious地位status悄感affection欲望desire压力pressure满足satisfaction自我实现的需要needs for self-actualization 尊敬的需要esteem needs归属的需要affiliation needs安全的需要security needs生理的需要physiological needs维持maintenance保健hygiene激励因素motivator概率probability强化理论reinforcement theory反馈feedback奖金bonus股票期权slock option劳资纠纷labor dispute缺勤率absenteeism人员流动turnover奖励reward(7)特许经营franchise热诚zeal信心confidence鼓舞inspire要素ingredient忠诚loyally奉献devotion作风style品质trait适应性adaptability进取性aggressiveness热情enthusiasm毅力persistence人际交往能力interpersonal skills行政管理能力administrative ability智力intelligence专制式领导autocratic leader民主式领导democratic leader自由放任式领导free-rein leader管理方格图the managerial grid匸作效率work efficiency服从o bedience领导行为leader behavior支持型领导supportive leadership参与型领导participative leadership指导型领导instrumental leadership成就取向型领导achievement-oriented leadership。
精益生产管理高层研讨会(共112张PPT)
Workplace Organization 现场组织管理
WHAT IS 5S/6S/7S Seire Sort Seition Straighten +Safety Seiso Shine +Save Shitsuke Standardize Seiketsu Sustain
起源于20世纪50年代丰田汽车公司，而在80年代中期被欧 美企业纷纷采用。随着微利时代的来临，精益生产模式成 为企业竞争的有力武器
1
Lean Manufacturing System Briefing 精益生产系统简介
精益生产的理念与发展 制造系统的要点 市场竞争及全球化 精益生产五项原则 最好的工厂？ 精益生产管理体系
Lean Manufacturing Management System 精益生产管理体系
标准化作业
在标准时间周期内，把每一位多技能作业员所承担 的一系列多种作业标准化 标准作业组合表：
标准周期时间 标准作业顺序 标准在制品存量
必须在标准作业时间完成单位制品所需的全部作业
Lean Manufacturing Management System 精益生产管理体系
What is Lean Manufacturing 什么是精益生产－五个原则
Value 价值
站在客户 的立场上
Perfect 完美
没有任何事情 是完美的 不断改进
Lean Manufacturing 精益生产
Value stream 价值流
从接单到发货 过程的一切活动
精益术语 Lean Lexicon
精益术语 Lean LexiconLabor 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，制造每个零件所需人数，随产量的变化，可以接近于线性。
参见：投资线性化。
Lean Enterprise (精益企业)一个产品系列价值流的不同部门同心协力消除浪费，并且按照顾客要求，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、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间，也远比大批量生产更有效益。
（Womack，Jones和Roos1990, P.13）“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。
lean_培训
2
© 2006 JDSU. All rights reserved.
JDSU CONFIDENTIAL & PROPRIETARY INFORMATION
Introduction of Lean(精益生产介绍）
精益生产方式（LPS）又称为丰田生产方式（TPS）或准时生产制（JIT）， 它是日本丰田汽车公司所创造的一种先进的特别适合于制造业的生产组织管理 方式，其核心思想是以整体优化的观点合理地配置和利用企业拥有的生产要素， 消除生产过程中一切不产生附加价值的劳动和资源，追求”尽善尽美“，达到 增强企业适应市场多种需求的应变能力，获得更高的生产效率和更大的经济效 益。 丰田生产方式的创建者是丰田公司的大野耐一（Taichi Ohno)先生，是通过 一个相当漫长的探索、创造、试验、总结、完善的过程而确立的管理创新，其 大体经历了20世纪50年代的开创，60年代的充实和形成，70年代的总结与完善 的过程。 20世纪80年代后期，美国意识到必须夺回在制造业上的优势，才能在国际 上保持领先地位，于是由政府委托研究机构开展了对日本丰田生产方式的系统 研究。在1990年出版的《改变世界的企业经营机制》一书中提出“精益生产” （Lean Manufacture)的概念和模式，将“丰田生产方式”改称为“精益生产方 式”。
MUDA = Any action that adds time, effort, cost, but no value
8 © 2006 JDSU. All rights reserved. JDSU CONFIDENTIAL & PROPRIETARY INFORMATION
The Seven Wastes Transport/Transfer
The 7 Wastes（七大浪费）
lean principles(精益原则)
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精益生产术语中英文版
X 1/10 X½ X2 X½
X 1/10 X½
Goaபைடு நூலகம் : Add Value & Eliminate Waste … Relentlessly for Our Customers 目标: 减少浪费&创造价值 全心全意为客户服务
No Money 不投入更多金钱 No Space 不占用更多面积 No Manpower 不使用更多人力
Key Note from Sensei: 老师的重要提示： • To understand the above WIP definitions, go to The Genba and perform your own work towards Establishing the right WIP quantities. This is the Only way you can understand the definition. 要理解WIP定义，你需要去到现场在工作中实践正确的WIP数量。 这是让你理解这个定义的唯一方法。
Various types of WIP in our manufacturing process 生产过程中存在各种类型的WIP
1. 2. 3. 4. Standard WIP Process WIP 标准WIP 制程WIP 制程与制程间WIP
Process To Process WIP
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。
lean精益生产术语中英文版
•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。
How to start the Takt Time Calculation
•No Std Work means no Kaizen … Std Work is the Mother of all Kaizen •没有标准作业就没有改善……标准作业是改善之母
How to start the Takt Time Calculation
Based On Customer Demand 怎样根据客户需求计算节拍时间
lean精益生产术语中英 文版
2020年5月28日星期四
•Kaizen Worksho▪pETGE o(Eandlto E改nd)善目标
Productivity Improvement 端到端(从头到尾)产能提高
•Double •the Good •好的加倍
•Halve •the Bad •坏的减半
How to start the Takt Time Calculation
Based On ProduFra bibliotekt and Process Design怎样根据产品和制程设计计算节拍时间
• Scenario 1: Product design is 6 pcs per one PCB panel. The Process Takt Time will be every 12 second a panel. Besides, your process design is using a pallet to place 4 panels, then your Process Takt Time is 48 second a pallet. If 2 line running, process Takt time will be 96 sec.
职场领路人培训 英文
职场领路人培训英文《Leading the Way: Workplace Mentorship Training》In today's dynamic and competitive workplace, the role of a mentor is more important than ever. A mentor not only provides guidance and support to their mentees, but also helps in developing their potential and leadership skills. As a result, many organizations are now focusing on mentorship training to ensure that their employees have the necessary skills to become effective workplace mentors.Mentorship training programs are designed to provide individuals with the knowledge and tools they need to excel in their role as mentors. These programs cover a wide range of topics, including communication skills, conflict resolution, emotional intelligence, and leadership development. Participants also learn how to provide constructive feedback, set goals, and create a supportive and empowering environment for their mentees.One of the key benefits of mentorship training is that it helps to create a culture of learning and development within an organization. By equipping employees with the skills to be effective mentors, companies can foster a supportive and collaborative workplace environment. This, in turn, can lead to increased employee engagement, retention, and overall satisfaction.Furthermore, mentorship training can also help to bridge the gap between generations in the workplace. As older employees retire and younger employees enter the workforce, there is a need for knowledge transfer and the sharing of best practices. Mentorship training can help to facilitate this process by teaching employees how to effectively pass on their knowledge and experience to the next generation of workers.Overall, mentorship training is a valuable investment for any organization. By providing employees with the skills and knowledge they need to be effective mentors, companies can create a culture of learning and development, bridge the generation gap, and ultimately, drive success in the workplace. Leading the way in mentorship training is crucial for the future of the workplace.。
注塑车间管理提案范文
注塑车间管理提案范文英文回答：Title: Proposal for Injection Molding Workshop Management.Introduction:The injection molding workshop plays a crucial role in the manufacturing process. However, there are certain areas that require improvement in terms of efficiency, quality control, and overall management. This proposal aims to address these issues and provide recommendations for enhancing the performance of the injection molding workshop.1. Enhancing Efficiency:To improve efficiency in the injection molding workshop, the following measures can be implemented:a) Optimizing Workflow: Streamlining the workflow by reorganizing workstations, ensuring smooth material flow, and minimizing downtime between production cycles.b) Implementing Lean Manufacturing Principles: Adopting lean manufacturing principles such as 5S, Just-in-Time, and Kaizen to eliminate waste, reduce lead times, and improve overall productivity.c) Automation and Robotics: Introducing automation and robotics in the injection molding process to increase production speed, reduce manual labor, and enhance precision.2. Quality Control:To ensure consistent quality in the injection molding process, the following steps can be taken:a) Regular Maintenance and Calibration: Implementing a preventive maintenance schedule for machines and equipment, along with regular calibration of measuring instruments toensure accuracy.b) Statistical Process Control (SPC): Implementing SPC techniques to monitor and control the injection molding process, identifying and addressing any variations or defects in real-time.c) Training and Skill Development: Providing comprehensive training programs for operators and technicians to enhance their knowledge and skills in injection molding techniques, troubleshooting, and quality control.3. Inventory Management:Efficient inventory management is crucial for the smooth operation of the injection molding workshop. The following strategies can be employed:a) Just-in-Time (JIT) Inventory System: Implementing a JIT inventory system to minimize inventory holding costs, reduce waste, and ensure timely availability of rawmaterials.b) Vendor Management: Establishing strong relationships with reliable vendors to ensure a steady supply of high-quality raw materials at competitive prices.c) Inventory Tracking and Analysis: Utilizing inventory management software to track inventory levels, analyze usage patterns, and make data-driven decisions for procurement and stock control.中文回答：标题，注塑车间管理提案。
TheLeanEnterprise20AllAboutKAIZEN(持续改善)
Identify Desired Result
Find a Solution
M
Do
Implement Solution (PILOT first)
A
Did not achieve
desired
result
I C
Check
Evaluate
Achieve desired result ?
Act
Standardize (ROLL-OUT SOLUTION)
Kaizens seek small daily improvements resulting in large yearly savings
Compared to a large-scale DMAIC project, Kaizens focus on short-term “blitzes” to make immediate impact and change (change for the better)
RR e v i s e S S ttaa n d a rrdd s s
S ta b iliz e P ro c e s s
AS CD
AP CD
E xpose P r o b le m s
E lim in a te P r o b le m s
Overview
Kaizen concentrates on improving several aspects of the business:
Kanban Cellular Layout
Set-up Reduction
Overview
Kaizen is one of the critical tools within a
企业如何培养人才作文
企业如何培养人才作文英文回答：To cultivate talent, an enterprise needs to focus on several key aspects. Firstly, it is important to provide a conducive learning and development environment for employees. This can be achieved through training programs, workshops, and seminars that enhance their skills and knowledge. By investing in their growth, employees feel valued and motivated to contribute their best to the company.Secondly, mentoring and coaching programs can be implemented to guide and support employees in their career progression. This helps them to identify their strengths and weaknesses, set goals, and receive feedback on their performance. A good mentor can provide valuable insights and advice based on their own experiences, which can greatly benefit the mentee.Thirdly, creating a culture of continuous learning is crucial. This can be done by encouraging employees topursue further education or professional certifications. Offering financial support or study leave can be motivating factors for employees to upgrade their skills and knowledge. Additionally, organizing knowledge-sharing sessions orlunch-and-learn sessions where employees can share their expertise and learn from each other can also contribute toa culture of continuous learning.Furthermore, providing opportunities for employees to take on challenging projects or assignments can help them develop new skills and gain valuable experience. This not only enhances their professional growth but also instills a sense of ownership and responsibility towards their work.Finally, recognizing and rewarding employees for their achievements and contributions is essential in talent cultivation. This can be done through performance-based bonuses, promotions, or even simple gestures like a public appreciation or thank you note. Recognizing and rewarding employees not only boosts their morale but also encouragesthem to strive for excellence.中文回答：要培养人才，企业需要关注几个关键方面。
Lean初级培训
改进后单人换lot操作流程图 改进后单人换 操作流程图 Total: 45 min
10 min 2 min 6 min 2 min
停机
清洗mix 清洗
抄formula
5 min
称pigment
加PC粉 粉
20 min
混料
purge
5 min 5 min
10 min
清理hopper及附近区域 及附近区域 清理
Market Determined Price - Producer Controlled Cost = Profit
浪费
1. 浪费是什么？ 浪 费
浪费是“对目的一种不必要的行为和动作” 浪费作业是不需要发生的， 浪费是“对目的一种不必要的行为和动作”，浪费作业是不需要发生的，发 现要即时解决. 现要即时解决
7 4
Waiting Motion 等待
只要在任何一个环节中出现 户则要面 要面临 只要在任何一个环节中出现延迟，客户则要面临等待 环节中出
常见的单人换lot操作流程图 常见的单人换 操作流程图
10 min
Total: 95 min
停机
2 min
35 min
10 min
purge
5 min
混成品料、打包、 混成品料、打包、输OPM
JIT
什么是JIT? 什么是 客户： 需要的时间、送给客户必须数量必要的产品 我们： 在需要的时间，制造出需要数量所需要的产品
JIT基础有三 基础有三 1. 2. 3. 拉动式生产: 有需要时每一步工序都从之前的工序获取零件。 单件流: 在价值流中的产品或服务的流动。 节拍时间 :生产周期节奏 。
The House of Toyota
车间重要工装计划英文
车间重要工装计划英文Workshop Critical Tooling Plan.Introduction.In any manufacturing facility, tooling plays a critical role in ensuring efficient and precise production. Tooling refers to the various tools, fixtures, jigs, and other equipment used to hold, guide, and manipulate workpieces during machining, fabrication, and assembly operations. For complex and demanding manufacturing environments,developing a comprehensive tooling plan is essential to optimize production efficiency, minimize downtime, and maintain high-quality standards. A well-defined toolingplan serves as a roadmap for tooling selection, procurement, maintenance, and management throughout the production lifecycle.Objectives of a Workshop Critical Tooling Plan.The primary objectives of a workshop critical tooling plan are to:Identify and classify critical tooling required for specific manufacturing operations.Establish a systematic approach to tooling selection and procurement.Optimize tooling utilization and minimize downtime.Implement effective tooling maintenance andcalibration procedures.Ensure compliance with safety regulations and industry standards.Elements of a Workshop Critical Tooling Plan.A comprehensive tooling plan typically includes the following elements:1. Tooling Identification and Classification.The first step involves identifying and classifying the critical tooling required for each manufacturing operation. This includes categorizing tooling based on its function, such as cutting tools, holding fixtures, assembly tools, and inspection gauges. Critical tooling is defined as tooling that is essential for maintaining productiontargets and quality standards.2. Tooling Selection and Procurement.Once critical tooling has been identified, the next step is to select and procure the appropriate tooling. This involves considering factors such as tool material, design, cutting parameters, and compatibility with existing equipment. A rigorous vendor evaluation process should be established to ensure the quality and reliability of procured tooling.3. Tooling Utilization and Optimization.To optimize tooling utilization, the tooling planshould outline strategies for efficient tool allocation, scheduling, and utilization. This may involve implementing tool management systems, such as tool cribs or tool vending machines, to ensure controlled access and availability of tooling. Additionally, the plan should address tool life management, including tool monitoring, replacement criteria, and regrinding or reconditioning procedures.4. Tooling Maintenance and Calibration.Regular maintenance and calibration are crucial for ensuring the accuracy and longevity of tooling. The tooling plan should establish a comprehensive maintenance schedule that includes regular cleaning, lubrication, inspection,and calibration. Calibration procedures should be traceable to certified standards and performed by qualified personnel.5. Tooling Management and Control.Effective tooling management involves establishing a system for tracking, storing, and controlling toolingthroughout its lifecycle. This includes maintaining inventory records, implementing storage best practices, and ensuring proper tool handling and transportation. The plan should also address tool security measures to prevent unauthorized access or theft.6. Safety and Compliance.The tooling plan should prioritize safety and compliance with industry regulations and standards. This includes incorporating safety guidelines for tool handling, storage, and usage. Regular safety inspections should be conducted to ensure adherence to established procedures.7. Continuous Improvement.A tooling plan is not static but should be continuously reviewed and improved. Regular audits and performance evaluations should be conducted to identify areas for optimization. This may involve adopting new tooling technologies, implementing lean manufacturing principles, or enhancing maintenance practices.Benefits of a Workshop Critical Tooling Plan.Implementing a comprehensive tooling plan offers numerous benefits, including:Increased production efficiency and reduced downtime.Improved product quality and consistency.Reduced tooling costs through optimized utilization and maintenance.Enhanced safety and compliance.Improved traceability and accountability of tooling assets.Conclusion.A well-crafted workshop critical tooling plan provides a solid foundation for efficient and effectivemanufacturing operations. By meticulously identifying, selecting, managing, and maintaining critical tooling, manufacturers can optimize production processes, enhance product quality, and minimize downtime. A comprehensive tooling plan serves as a valuable tool for continuous improvement, ensuring that tooling remains a strategic asset in the drive for manufacturing excellence.。
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当前状态
数据采集 - 基准度量标准 - 产品 工艺 产品/工艺 - 批量 / 混线生产 - 流程图 - 工作内容 平衡生产线;生产线设计 培训 平衡生产线 生产线设计;培训 生产线设计 拉式进度安排;看板 拉式进度安排 看板
行动计划
持续改进
内部组织培训
精益商业流程设计
未来状态
其它工具和培训(如有需要 其它工具和培训 如有需要) 如有需要
看板 的计算 – 公式
看板数 = 日常 需求量 X
(
订货 提前 运输 保险 + + + 周期 时间 时间 时间 容器容量
)
• 订货周期 ( Order Cycle )
以供货天数表示的批量大小 （例如，五天）；考虑作业准备，工具/模具的可用 率，距离，处理等。
• 提前时间 ( Process Lead Time )
(2 + 1 + 1 + 1) = 250
2500 பைடு நூலகம்50
=
10
补充看板示意图
个看板去了那里？ 这10个看板去了那里？ 个看板去了那里
日常消耗量 = 500 件 1个看板 = 250 件 (标准容器 标准容器) 个看板 标准容器 日常消耗量 = 2 个看板
看板 数
=
500 X
(2
+
1
+ 1 + 1)
流动制造 – 理想的循环
Raw Materials原料 Piece Part零件 Molding成型 Paint喷涂 Component Assembly组件总成 Assembly装配 Retail零售 Final Assembly总装 Distribution分销 Customer
客户
推动式生产系统
精益生产 ? - 五项基本原则
• 价值 (VALUE) : 取决于客户是否愿意为了它而付钱。 • 价值流 (VALUE STREAM) : 从产品设计到客户服务的所有活 动的描述和鉴别，都需要消除非增值活动。 • 流畅 (FLOW) : 中断。 • 拉动 (PULL) : 流动的一种能力。 消除所有工序的阻滞使价值流“流畅”而没有 通过客户的需求来达到产品和工序能够畅通的
生产计划看板（ 生产计划看板（Scheduling KanBan） ） 生产补充看板（ 生产补充看板（Replenishment KanBan） ） 工序间看板（ 工序间看板（In Process KanBan） ） 外部看板（ 外部看板（External KanBan） ）
看板体系
• 建立看板体系 就是重新改造流程，改变由经营 者主导生产数量的传统，转而重视顾客的需求， • 建立看板体系 就是由后面的工程人员藉由看板 告诉前一项工程人员的需求(比方需要多少零件、 何时补货等等)， • 建立看板体系 亦即逆向控制生产数量的供应链 模式。 • 这种方式不仅能节省库存成本(达到零库存)， 更重要是能提高流程的效率。
看板的计算 – 例子
看板数 = 日常 需求量 X
(
订货 提前 运输 保险 + + + 周期 时间 时间 时间 容器容量
)
例子：
假定：500件/天的生产线速率，订货周期为2天，交付提前期为1天，运输时 间为1天，并且允许为应付顾客需求变化有1天的保险时间，标准容器 容量是250件。
看板 = 500 X 数
生产周期时间 是指从接到订单到交货的时间 增加价值时间 是指在生产周期中为顾客增加价值的那 一部分的时间
流动制造 - 支持流动
• 简化工作的进度安排（应用生产计划看版）。 • 使用过程看板于:
将零件/装配件拉至流动线处 / 生产线上在使用点补充零件处 从简单机器或供应商补充物料
• 使用回洗技术以简化材料进出记录与劳动力处理
妈妈
(上游区域的 供应商)
牛奶 在电冰箱里
(仓库中的库存)
孩子
(下游区域的 消费者)
拉动系统中的物料流和信号流
上游 下游
供应商 (原材料)
1
A
2
B
3
C
4
D
客户 (成品)
1
工序中的物料缓冲 操作工序
物料流 订单信号信息
A
KanBan 看板
• 看板，是传递信号的工具。 看板，是传递信号的工具。 • 适用条件：看板只有在工序一体化、生产均衡 适用条件：看板只有在工序一体化、 生产同步化的前提下，才有可能发挥作用。 化、生产同步化的前提下，才有可能发挥作用。 • 看板类型： 看板类型：
操作
工作等待
下一个操作
PULL拉动 - 拉动式生产系统 拉动
从市场需求出发，由市场需求信息拉动产品装配， 从市场需求出发，由市场需求信息拉动产品装配， 再由产品装配拉动零部件加工。每一道工序、 再由产品装配拉动零部件加工。每一道工序、每 个车间都向前一道工序、上游车间提出要求， 个车间都向前一道工序、上游车间提出要求，发 出工作指令，上游工序、 出工作指令，上游工序、车间完全按这些指令进 行生产。 行生产。 特点：物料流和信息流是结合在一起的。 特点：物料流和信息流是结合在一起的。
B
撤除或缩小看板帮助发现问题
作业准备 时间过长 时间过长 技能不平衡 计划外停工
需要改进: 需要改进 • 库存管理 • 系统设计 • 物流 • 瓶颈
需要改进: 需要改进 • 一次性合格 • 进度安排 • 产量规划 • 物料管理
包括作业准备、运转、等待在内的补充时间。
• 运输时间 ( Transit Time )
从完成看板订单一直到客户收到看板的总时间。
• 保险时间 ( Safety Time )
弥补需求与反应的变化（例如，输送故障或临时的供应商质量问题）。
• 容器容量 ( Container Capability )
一般常识取决于尺寸、价值与补充的频率。
精益生产 ?-实施的目标
•通过零浪费，建立一个完善的价值创造过程， 通过零浪费，建立一个完善的价值创造过程， 通过零浪费 从而为客户创造价值 价值： 从而为客户创造价值： 设计过程（概念到客户） 设计过程（概念到客户） 制造过程（订单到交付） 制造过程（订单到交付） 维持过程（整个寿命周期的使用到回收） 维持过程（整个寿命周期的使用到回收）
1.5 weeks
供应商的供应商 供应商
B
1 week
工厂
B
“拉动” 拉动” 拉动 信号
3 days
B
客户
1 day
B
渐增
Now
客户的客户
交付周期 -顾客满意度的趋势
• 整体上，最重要的四项是:
价格 / 价值 (当然的) 按时交货 质量 交付周期时间
• 结合按时交货与交付周期时间来评价交货表现
交付周期 -交货表现
缩短生产周期 -对顾客的好处
• 按时交货
在顾客要求的交付周期时间之内生产；消除“臆测” 按平衡负荷生产；按照最佳的生产进度安排 在没有主要进度变化的情况下处理“急单” 更好的订购可见度以降低缺料
• 交付周期时间短
反应时间更快 顾客获得更好的订购可见度; 减少必要的变动 “在顾客需要时，交付顾客想要的产品”
交货表现对保持增长起关键性的作用: 交货表现对保持增长起关键性的作用
使用速度作为一项有竞争力的武器
按顾客期望的按 按顾客期望的按时交货率
交付周期时间比竞争对手更短
交付周期 -决定交付周期的因素
什么因素影响你 什么因素影响你从供应商处收到所需货物的时间 影响 收到所需货物的时间? 货物 等待时间 等待排 你前面的工作完成? 等待时间: 等待排在你前面的工作完成 时间 作业准备 生产周期： 零部件数 生产周期： 零部件数 x 数量 运输时间 信号延误
Lean Manufacturing
精益生产 ? -不管你称呼它什么
• • • • • • • • 通用术语) 精益生产 LM(通用术语 通用术语 流动制造 FM 连续流 FS 需求拉动 DP 需求流动技术 DPM 丰田制造系统 TPS ____________ 制造系统 … 等等… 等等 ...
缩短生产周期 –对内部的好处
库存 生产率 质量 市场占有率
流动制造 – 概念
之所以被称作流动制造， 之所以被称作流动制造，因为其目的是保持材 流动制造 料从开始点到发货点的持续移动。 料从开始点到发货点的持续移动。 流动制造的基本概念是: 时间成为了要管理的 流动制造的基本概念是 首要资源. 首要资源
精益生产 ? -七大浪费的概念
一、生产产生的不良引起的浪费 生产产生的不良引起的浪费 不良 二、运输中的浪费 运输中的浪费 三、来自库存的浪费 来自库存的浪费 库存 四、来自生产过剩的浪费 来自生产过剩的浪费 生产过剩 五、来自时间等待的浪费 时间等待 来自时间等待的浪费 六、来自工序不当的浪费 工序不当 来自工序不当的浪费 七、不需要的动作的浪费 不需要的动作的浪费
• 尽善尽美(PERFECTION) : “尽善尽美”有3个含义：用户满 意、无缺陷生产和企业自身的持续改进. 。
精益生产 ？ 操作的 策略性规 划 管理层培训
怎样做？ 怎样做？
3阶段 - 实施精益 阶段 4阶段 - 精益作业 阶段 5阶段 - 持续改进 阶段
0阶段 - 未开始 阶段 1阶段 - 规划与教育 阶段 2阶段 - 分析 阶段
• 交货率 • 品质 • 生产效率 ( DELIVERY ) ( QUALITY ) ( PRODUCTIVITY )
精益生产 ? - 价值的概念
• 字典中价值定义：“商品的一种属性，其大小取决于 生产这件商品所需的社会必要劳动时间的多少财产价 值。” • 马克思关于价值的定义是：“用于交换的、为别人生 产的使用价值中的无差别的人类劳动的单纯凝结” • 精益生产是按最终客户的立场来说明价值： 精益生产是按最终客户的立场来说明价值： 按最终客户的立场来说明价值 • 精益生产中的价值， 取决于客户是否愿意为了它而 精益生产中的价值， 价值 付钱。 付钱。