精益生产管理方式(英文版)

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精益生产英文资料介绍

精益生产英文资料介绍General questions about lean operationsWhat is lean?Lean operations involve the elimination of waste, whether it be time, materials, efficiency or processes. It also means figuratively tightening the belt in pursuit of increased productivity gains that will increase a company’s ability to compete more successfully.Why lean?Increased global competition will likely force all but the strong to the sidelines. Belt tightening and a lean mindset will enable the game to continue as companies steady themselves for the challenges and opportunities that await them.The truly lean company of today will be a survivor in the global battle for customers and bottom line profits. The need for lean is obvious and the potential rewards are dazzling. There will be those who will probably resist the necessary changes. Training will start you on the road to overcoming this resistance and ultimately achieving a successful transition.Who participates in lean Operations?Eventually, everyone in the company is a participant in the quest for a lean organization.Is lean applicable only to manufacturing?The concept includes many non-manufacturing areas such as purchasing, clerical, office and technical. Also, these areas often contribute in making lean achievements in manufacturing more successful.What organizations can benefit from lean projects?Every organization offers goods or services. This includes such diverse sectors as merchandising, hospitals, banking, insurance, public utilities, government, military, prisons, churches, schools and, of course, manufacturing.Can lean activities be started in more than one division at a time?Yes, it can be done, but starting in one division is preferable. The experience gained permits corrections and mod ifications to be introduced with less fuss. In this way, any “bugs” can be eliminated before the concept is initiated plant-wide.How should employees approach problems?They should approach problems with a positive attitude—one that says, “We can solve it!” Open discussion and use of various problem-solving tools, in a positive and cooperative manner, will shed new light on any problem.How important is it to establish objectives and milestones?Individuals or groups working on lean projects should be encouraged to establish an objective and develop a plan to achieve it. The plan is further broken into milestones so that progress can be constantly measured against the plan. This information should be charted and posted for all to see and have it serve as a constant reminder.What if a lean project overlaps into other areas of an organization?That will happen, especially in the long run, but in the short run and particularly the early phases, it should be avoided. We are talking about change and many people resist having to do and support new ways of doing things. When it is clear that a project is going to affect more than one area, try to involve those who will be affected in coming up with solutions.Examples of measurements and results in a lean environmentMeasuring improvements in lean operation organizations requires the use of several traditional and many non-traditional measurements. The following is an explanation of some frequently used measurements and examples of how they have been applied:Work in process (WIP)This is a measure of the amount of material which has left raw materials stock but has not yet become finished goods. Examples:•WIP cut from twenty-two days to one dayo Disc drives and tape storage•WIP on floor cut 67%o Electrical circuit breakersInventoryInventory consists of both raw materials and finished goods. Examples:•Finished goods inventory cut 92%o Large—size twist drills•Inventory turns up from 3.5 to 20o Motorcycle assemblyFloor space requirementsFloor space reductions result in lower costs for utilities, building maintenance and capitalinvestment to meet expansion requirements. Examples:•Space reduced to one—third of original requirementso Computer printers•Floor space cut from 51,000 to 9,000 square feeto Computer logic unitwcy506 (2006-8-13 13:08:15)Lead-TimeLead-time is the time which elapses between receipt of an order and the time the product or service is shipped to the customer. Examples:•Reduced lead time from 17 weeks to 1 weeko CAD/CAM equipment•Cut production lead time from 14 days to 2 dayso Defense weapons systemsFlow distanceFlow distance is the distance a part or document travels during the manufacturing process. Examples:•Flow distance cut from 1,100 to 180 feeto Diagnostic drug analyzer•Flow distance cut from 31,000 to 275 feeto Computer productsScrap and reworkScrap and rework reductions can represent huge savings. Examples:•Defects reduced 52%, number of inspectors cut from 75 to 6o Motorcycle assembly•Scrap and salvage cost reduced 54%o Electronic air cleanersProduct or model changeoverThe speed and frequency of product or model changeovers (set-ups) is an indication of the degree to which the organization can respond to changing demands in the market place and its ability to efficiently reduce inventories by building only what is needed. Examples:•Reduced from one model changeover per month to several per dayo Self-propelled lawn mowers•Reduced time per changeover from 8 hours to 18 minuteso Cough dropsOther measuresProductivity:•Reduced paperwork by 70% (Kanban)o Hydraulic valves•Productivity, including yield, up 35%o Disc packs and discsJobs:•Number of job categories cut 95%o SemiconductorsEquipment:•Storage racks cut 67%o Circuit breakersTrainingWho provides the training?Leader training is commonly provided by the coordinator. The leader trains the members, with help from the coordinator, as necessary. Member training can be done all at once or a little at a time and as needed.What are some of the techniques, expressions and concepts used by members of a lean team?First, team members must be familiar with problem-solving and process control techniques such as: brainstorming, data gathering (sampling), Pareto analysis, cause and effect problem analysis, histograms, control charts, stratification, scatter diagrams, etc.Secondly, there are a number of techniques and expressions that should be familiar to lean practioners. Some examples include:•The 5S•Kaizen activities•Inventory reduction•SMED (Single Minute Exchange of Die)•TPM (Total Preventative Maintenance)•Poka Yoke (Mistake Proofing)•Waste Elimination•The Pull Concept•Just-In-Time•Cycle time reduction•Takt Time•Other items include-Lean production layout-Communication strategies and the “visual factory”What are the 5SThe 5S are initials of Japanese words that stand for several aspects of housekeeping. The comparable words in English are:•Sort-“What is not in use, throw it out”•Set-In-Order-“Rearrange the work area”•Shine-”Cleanliness is next to godliness”•Standardize-“Establish policy guidelines”•Sustain-“Keep 5-S activities from unraveling”Why would we start with cleaning and organizing the workplace? Well, why not? It is not a daunting task. Actually, it is to everyone’s advantage to start with a clean slate, so to speak. Some degree of success is assured. Because the results of cleaning and organizing are so visible, ideas should abound as employees from one department observe what is happening in other departments around the plant.What are Kaizen activities?Kaizen is a Japanese word that means “continuous improvement.” The improvements individually are usually small and incremental, but collectively dramatic. Masaaki Imai, a Japanese consultant, has popularized Kaizen as an important business strategy. He believes the following six major systems should be in place in order to successfully achieve a Kaizen strategy: •Total quality management•Just-in-time•Total productive maintenance•Policy deployment• A suggestion system•Team activitiesWhat is the importance of inventory reduction?Lead time can be dramatically reduced at a number of places in the processing of orders.Work-in-progress (WIP) is a leading cause of long lead time. WIP can include paperwork, raw materials, in-process inventory and even finished products.There must be a unified approach between management and operators on how to achieve inventory reduction.Office paperwork can be, and usually is, just as likely to hit “log jams” as the physical pro ducts are that are out in the shop.What is SMED?SMED stands for “Single Minute Exchange of Die.” If refers to the time it should take to set-up a machine to produce a part. In automotive plants there are numerous instances where it would take three or four hours to do a set-up. However, after the application of lean techniques, the set-up time would be reduced to minutes!What is TPM?TPM stands for “Total Preventative Maintenance.” The goal of TPM is to maximize equipment effectiveness throughout the life of the equipment.The absence of a lean mentality is obvious when machine maintenance is totally the responsibility of the maintenance specialists. The truth is that operators can contribute in keeping the equipment in good condition. TPM should involve everyone at all levels. The Lean team can contribute to developing a maintenance system that they are a part of. The goal should be zero breakdowns.What is Poka-Yoke?Poka-yoke is a Japanese word meaning “mistake proofing.” Poka-yoke devices can dramatically cut defects. A simple example is the three pronged electric plug-in. You can not plug it in wrong! There are poka-yoke devices to detect errors that have been made. Other poka-yoke devices are designed to shut down the machine before it could create a defective part.wcy506 (2006-8-13 13:09:59)wcy506 (2006-8-13 13:11:01)The continuous improvement coordinatorWhat is the role of the continuous improvement coordinator?The coordinator is the individual responsible for successfully coordinating and directing lean activities within an organization.What does the coordinator do?The duties of the coordinator include the following:•See to it that the policies of the steering committee are understood and are followed by everyone involved.•Establish an ongoing education and training program per the dictates of the steering committee. Personally conducts training and/or arranges for competent instructo，。

精益生产工具课件英文版.pptx

# Lots of
Total Manual & Travel Time
Standard Work-in-Process
Operator
Man/Travel Time
27 - avg lot = 6
Turns
Takt/Rate Time
100/Day
DPU's
The next process is the customer … never send defects !
Ref Material Presentation training for explanation on Supermarket definition and use
Orbital Weld
Flex
Torch Braze
Pull Production Methodology & Sequence
Single Piece Flow
From: The Toyota Production System
Sample Inspect catches Defect too Late • When you Finally Find a Defect
• How many more do you have? • Where are they in the process? • What is the root Cause?
The next process is the customer … never send defects !
Check, Do, Verify
Check - The previous operators work. Do - Your work. Verify - That you did your work correctly.

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。

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

精益生产工具课件英文版

Lean Production Tools Courseware (English Version) IntroductionThe Lean Production Tools Courseware provides an in-depth understanding of various tools used in lean manufacturing. Lean production aims to eliminate waste and improve efficiency in manufacturing processes. This courseware will guide learners through the basics of lean production and provide detailed insights into the key tools employed in this methodology.1. Overview of Lean ProductionLean production, also known as lean manufacturing, is a systematic approach to optimize the production process by eliminating non-value-added activities or waste. It focuses on improving quality, reducing lead time, and increasing productivity. Lean production is widely used in various industries to enhance operational efficiency and customer satisfaction.2. Seven WastesThe concept of waste is fundamental in lean production. The courseware covers the seven wastes commonly found in manufacturing processes:2.1 OverproductionOverproduction occurs when more products are produced than required, resulting in excessive inventory, longer lead times, and higher costs.2.2 InventoryInventory refers to the excess stock of raw materials, work-in-progress, or finished goods. This excess inventory ties up capital and occupies valuable space.2.3 WaitingWaiting waste is the time wasted when components, machines, or workers are idle due to delays in the production process.2.4 MotionMotion waste refers to unnecessary movement or transportation of materials, tools, or equipment. It can lead to physical strain and inefficiency.2.5 TransportationTransportation waste involves the unnecessary movement of materials or products between different processes or locations, resulting in delays and increased costs.2.6 DefectsDefects waste includes any products or components that do not meet quality standards and require rework or disposal. Defects waste adds extra cost and reduces customer satisfaction.2.7 OverprocessingOverprocessing waste occurs when more work or processing is done than necessary, resulting in increased time and costs without providing additional value to the customer.3. Lean Production Tools3.1 Value Stream Mapping (VSM)Value Stream Mapping is a graphical tool used to analyze and improve the flow of materials and information in a manufacturing process. It helps identify and eliminate non-value-added activities, streamline processes, and reduce lead time.3.2 5S MethodologyThe 5S Methodology consists of five principles: Sort, Set in Order, Shine, Standardize, and Sustain. It aims to create a clean, organized, and efficient work environment. The 5S methodology enhances productivity, safety, and employee morale.3.3 Kanban SystemKanban is a visual system that helps manage inventory and control the flow of materials in production. It uses signals to indicate when items should be produced or replenished, reducing inventory levels and preventing overproduction.3.4 Just-in-Time (JIT)Just-in-Time is a production strategy that aims to minimize inventory levels by producing and delivering products at the exact time they are needed. JIT helps reduce lead time, improve efficiency, and lower costs.3.5 Poka-YokePoka-Yoke is a technique used to prevent or detect errors in the production process. It involves implementing mechanisms or devices that prevent mistakes or provide immediate feedback, reducing defects and improving quality.3.6 KaizenKaizen, meaning continuous improvement in Japanese, is a philosophy that focuses on small, incremental changes to improve processes and eliminate waste. It encourages employee involvement and promotes a culture of continuous improvement.ConclusionThe Lean Production Tools Courseware provides a comprehensive overview of the key tools used in lean manufacturing. By understanding and implementing these tools, organizations can achieve higher efficiency, improve quality, and reduce waste in their production processes. By continuously striving for improvement, organizations can gain a competitive advantage in today’s dynamic market.。

(精益生产)精益生产方式简介(中英文翻译)

精益生产方式简介摘要：精益生产是一种起源于丰田和汽车制造的流水线制造方法论。

也被称为“丰田生产系统”。

精益生产的目标被描述为“在适当的时间（或第仪式间，the first time）使适当的东西到达适当的地点，同时使浪费最小化和适应变化”。

创立了精益生产原则的大野耐一发现他的方法论不但可以减小浪费，还能够增进产品流动和提高质量。

本文对精益生产进行了具体的分析，得出它的优越性，并把它与传统的生产方式进行比较，通过分析可以知道精益生产是解救困难企业的法宝。

关键词：丰田汽车，精益生产，优越性，特点，企业一、丰田公司的精益生产方式精益生产（Lean Production，简称LP）是美国麻省理工学院数位国际汽车计划组织（IMVP）的专家对日本“丰田JIT（Justin Time）生产方式”的赞誉之称，精，即少而精，不投入多余的生产要素，只是在适当的时间生产必要数量的市场急需产品（或下道工序急需的产品）；益，即所有经营活动都要有益有效，具有经济性。

精益生产是当前工业界最佳的一种生产组织体系和方式。

精益生产是战后日本汽车工业遭到的“资源稀缺”和“多品种、少批量”的市场制约的产物，它是从丰田相佐诘开始，经丰田喜一郎及大野耐一等人的共同努力直到60年代才逐步完善而形成的。

精益生产既是一种以最大限度地减少企业生产所占用的资源和降低企业管理和运营成本为主要目标的生产方式，同时它又是一种理念，一种文化。

实施精益生产就是决心追求完美的历程，也是追求卓越的过程，它是支撑个人与企业生命的一种精神力量，也是在永无止境的学习过程中获得自我满足的一种境界。

其目标是精益求精，尽善尽美，永无止境的追求七个零的终极目标。

精益生产的实质是管理过程，包括人事组织管理的优化,大力精简中间管理层，进行组织扁平化改革，减少非直接生产人员；推进行生产均衡化同步化，实现零库存与柔性生产；推行全生产过程（包括整个供应链）的质量保证体系，实现零不良；减少和降低任何环节上的浪费，实现零浪费；最终实现拉动式准时化生产方式。

浅谈JST

浅谈JITJIT（just in time）,宏观意义上讲就是及时制，在管理上也叫做“精益生产管理”。

JIT 准时化生产方式（Just In Time, JIT）是日本在20世纪五六十年代研究和开始实施的生产管理方式，是一种有效地利用各种资源、降低成本的准则，其含义是：在需要的时间和地点生产必要数量和完美质量的产品和零部件，以杜绝超量生产，消除无效劳动和浪费，达到用最少的投入实现量大的。

JIT系统以准时生产为出发点，首先揭示出生产过量的浪费，进而暴露出其他方面的浪费（如设备布局不当、人员过多）然后对设备、人员等资源进行调整。

如此不断循环，使成本不断降低，计划和控制水平高。

80年代，随着日本企业在国际市场竞争中的胜利，准时化生产方式被作为日本企业成功的秘诀。

JIT成功案例分析：1.丰田的生产和管理系统长期以来一直是丰田公司的核心竞争力和高效率的源泉，同时也成为国际上企业经营管理效仿的榜样，例如，作为丰田生产管理一大特点的看板管理已被世界各地的企业所采用。

如今，世界很多大型企业都在学习丰田管理模式的基础上，建立了各自的管理系统，以试图实现标杆超越，像通用电气公司、福特公司、克莱斯勒公司等世界著名企业都加入了这一行列。

但是，令人惊异的是，尽管丰田管理模式已为全球所认同和接受，真正成功的企业却并不多，如今位于日本的丰田公司每天都要接受数以万计的企业高级管理者参观，这些参观者将他们看到的管理方式带到本国后，并没有得到意想的效果，为此，很多人认为丰田管理模式的成功根源于其独特的文化因素。

但事实并非如此，例如同是日本公司的尼桑和本田却并没有达到丰田的标准，而丰田本身却将其独特的管理模式带到了全世界，这其中的代表就是位于美国肯塔基州的丰田乔治城汽车生产厂，该厂自1988年7月开始在1300英亩的厂址上进行批量生产，年生产能力为200000辆Camry轿车，相当于以往美国从日本进口同类型轿车的总量。

2. 中国嘉陵股份有限公司所生产的“嘉陵”摩托车是全国第一品牌，现有8种排量（35－150ｍｌ）100多个车型，累计产销量逾1000多万辆，占全国摩托车总量的1/5以上，现已形成年产200万辆的生产能力。

精益生产术语中英文版

Lean Hand Book 精益生产手册
1
Kaizen Workshop ETE (End to End) Goal 改善目标
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 Double the Speed 改善速度加倍 ETE Zero Defect (Quality, TPM, OEE & etc.) 端到端(从头到尾)零缺陷（质量，全面生产维护，全局设备利用率等） Defect : 缺陷降低90% Inventory : 库存减半 Productivity : 生产效率翻倍 Lead Time : 生产周期减半 Scrap : 报废降低90% Space : 面积减半
Customer Demand 客户需求 22 Hours x 20 days x 3600 s 792,000 1,584,000 792,000 2 sec pcs
•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。
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
5
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 • Step 1: Calculate Takt time Based on Customer Demand

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。

精益生产管理英文

Manufacturing support system
Production system
Factory level
Facilities
Automation and control technologies
Material handling technologies
Components of a manufacturing system
Material transportation systems

loading and unloading work units; positioning the work units at each station; transporting work units between stations is also required a temporary storage function.
Toyota production system (TPS) key words
Байду номын сангаас

Just In Time (ジャストインタイム) (JIT) Jidoka (自働化) (Autonomation - automation with human intelligence) Heijunka (平準化) (Production Smoothing) Kaizen (改善) (Continuous Improvement) Poka-yoke (ポカヨケ) (fail-safing - to avoid (yokeru) inadvertent errors (poka)) 【防呆法】 Kanban (看板, also かんばん) ( Sign, Index Card) Andon (アンドン) (Signboard) Muri (無理) (Overburden) Mura (斑 or ムラ) (Unevenness) Muda (無駄, also ムダ) (Waste) Genchi Genbutsu (現地現物) (Go and see for yourself)

精益生产工具介绍(英文版)

1. Takt time 2. Std work
Flow: work (process) that is done in conjunction with or simultaneous to transportation
One Piece Flow
• The production is organized into a synchronous chain where each person has a balanced amount of work relative to his/her supplier and customer in the chain.
精益生产工具介绍(英文版)
Batch
Building Quality into the Process Single Piece Flow
Single Piece Flow
From: The Toyota Production System
Sample Inspect catches Defect too LateSingle Piece Flow catches Defects immediately
• What is the root Cause?
• You Can find/Resolve the Root Cause immediate
The next process is the customer … never send defects !
Check, Do, Verify
Check - The previous operators work. Do - Your work. Verify - That you did your work correctly.

精益生产工具课件英文版

Sequencing
•Ordering the production in such a fashion to achieve the desired TAKT for all items
Leveled Production
Leveled production means
Amount of products that can be sold
lowering the peaks among the daily production volumes
HEIJUNKA
as much as possible and making the production flow smooth and unflucuating.
Average by total volume
Click to edit Master title style
精益生产工具课件英文版
• Click to edit Master text styles
Batch
Building Quality into the Process Single Piece Flow
Single Piece Flow
From: The Toyota Production System
Sample Inspect catches Defect too Late • When you Finally Find a Defect
• How many more do you have? • Where are they in the process? • What is the root Cause?
# Lots of
Total Manual & Travel Time

精益生产英文词汇

精益生产英文词汇
以下是关于精益生产（Lean Production）的一些英文词汇：
1.Lean Production: 精益生产
2.Kaizen: 改善，不断改进
3.Just-In-Time (JIT): 准时生产，即时生产
4.Continuous Improvement: 持续改进
5.Waste Elimination: 消除浪费
6.Value Stream Mapping (VSM): 价值流程图
7.5S Methodology: 5S方法（整理、整顿、清扫、清洁、素养）
8.Kanban: 看板
9.Andon: 安灯
10.Poka-Yoke: 防错
11.Single-Minute Exchange of Die (SMED): 单分模换模
12.Total Productive Maintenance (TPM): 全员生产维护
13.Batch Production: 分批生产
14.Cellular Manufacturing: 单元化生产
15.Pull System: 拉动系统
16.Flow Production: 流水生产
17.Visual Management: 视觉管理
18.Standard Work: 标准作业
19.Gemba: 现场（实地）
20.Muda: 浪费
21.Mura: 不稳定
22.Muri: 过度负荷
这些术语涵盖了精益生产的核心概念和工具。

请注意，根据上下文，可能会有不同的翻译和表达方式。

精益生产管理体系方式

D车间计划
A车间计划
成品计划
+Hale Waihona Puke 看板看板看板
看板
JIT即日生产计划的制定与执行
各生产中心用看板指示好处？
01
02
03
主生产计划与看板实施6个基础条件
料编号码体系建立坐标制定房仓位坐标制定主生产计划零点的确定工序LT（Lead Time）提前量计算（前置时间Lead Time ）
JIT变革需要从实物流改善为起点
精益生产的座右铭： “永远不变的是‘变化’”。 “永远存在更好的方法”
JIT的信息流流将从生产指挥做起
改善的着眼点：从现场5S为基础由点到线，由线到面，由面到链。 1、先从制造过程瓶颈点、问题点改善。 2、在不断积累对瓶颈、停滞、搬运、库存等点的改善，所有的物、人被激活使之流动，变成 “流水线” 3、以选定的样板产品纵向展开，完成了线的改善之后，就让别的车间向这个车间看齐，就变成“面的改善”。这一般称为“横向展开”。 4、最终为链的改善：销售←生产→供应商
合同评审
致生产部：对于上述N周、N+1周、N+2周的生产量，是否能完成。能完成 2、附加条件能完成 3、绝对不能完成若选2、3时，请简述原因与附加的条件等。制定人：审核人：日期：
合同评审
致库房：对于上述N周、N+1周、N+2周的生产量，物料是否具备。有 2、不足若选2时，请附上品名及数量明细清单制定人：审核人：日期：
仓库库存成本制度案例（续一）
每月仓库管理科的经费（例办公用品、清洁费用、电费等）为 5万元 /月，请根据上述数据建立模拟公司。分析：建立模拟成本，也就是制定：
零部件、材料的库存半成品的库存成品的库存已向供应商订购的在途零部件已发货的在途成品

精益生产中英文

-精益思维, Womack & Jones
來自最大的資料庫下載
Whatever You Call It 不管你称呼它什么
Lean Manufacturing Flow Manufacturing Continuous Flow Demand Pull Demand Flow Technology Toyota Production System _____ Production System etc?..
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
來自最大的資料庫下載
Manufacturing Evolution 制造系统演化史
Henry Ford • Assembly line mass production • Produce in high volume with low variety • Single skill
5年生产成本的改进
650% 的较优
广泛应用缩短周期时间与流动制造稍有应用/不应用
Industrial Equipment Handtools and Hardware Controls & Measuring
2
WPO and Team Building 现场管理及班组建设
5S / 6S / 7S
5年生产效率的提高
50% 45% 40% 35% 30% 25%
5年一次性合格生产的提高
40% 的提高
52% 的提高
Electronic & Electrical Industrial Equipment Handtools and Hardware Controls & Measuring

精益生产管理方式(英文版)

精益生产英文资料介绍

精益生产工具课件英文版.pptx

精益生产中英文互译

精益生产管理手册中英文版

精益生产工具课件英文版

(精益生产)精益生产方式简介(中英文翻译)

浅谈JST

精益生产术语中英文版

精益生产的管理资料——英汉互译

精益生产管理英文

精益生产工具介绍(英文版)

精益生产工具课件英文版

精益生产 英文词汇

精益生产管理体系方式

精益生产中英文

精益生产英文词汇