精益生产常用语英文翻译

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精益生产管理常用术语

精益生产管理常用术语为了便于读者进一步学习精益生产，并作为实践的指南，特选用与精益生产有关的术语66条，并加又以解释。

1．精益生产（Lean Production）含义：精益生产起源于日本的丰田生产方式，美国学者对这种生产方式在理论上加以概括与总结，命名为“Lean production”，中文翻译为“精益生产”。

“Lean”的意思是没有脂肪。

这种生产哲学将库存比喻为人体的脂肪，认为动作良好的企业应该是没有库存的，因此命名为2．附加价值（Value Added）含义：附加价值是企业本身创造出的价值。

附加价值愈高则获利能力愈强。

附加价值=销售额—（材料费+委外加工费+折旧费+工资）。

附加价值率的计算方式为：（附加价值/营业收入）×100％％。

比率越高则贡献越大，显示获力愈强，精益企业应达到30%以上。

3．7种浪费含义：精益生产方式将所有浪费归纳成七种——（1）等待的浪费；（2）搬运的浪费；（3）不良品的浪费；（4）动作的浪费；（5）加工的浪费；（6）库存的浪费；（7）制造过多（早）的浪费。

4．价值流图(Value Stream Mapping)含义：所谓价值流，指一个产品/服务在流程中所必须要经过的一组特定活动（包括增值活动和非增值活动），识别价值流，是在这组特定活动中识别浪费和寻找改善机会。

识别价值流的常用工具，就是价值流图。

价值流图把产品或者服务所涉及的所有物流与信息流相关内容用目视图表的方式绘制出来，作为随后即将展开的精益改造的依据。

5．丰田生产方式(Toyota Production System)含义：一般认为，丰田生产方式的支柱有两个，一是“自动化”，二是“及时生产”。

根据大野耐一的描述，丰田生产方式的现场管理，有两个特点，一是流水化制造，二是拉动式计划方法，也就是看板方式。

丰田过去是将车床、铣床分车间集中在一起，后来则改善为依照生产流程将车床、铣床、钻床一台一台流水化排列布置。

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 output)世界级企业的全局设备效率OEE为85%或更好。

精益生产管理常用术语

精益生产管理常用术语为了便于读者进一步学习精益生产，并作为实践的指南，特选用与精益生产有关的术语66条，并加又以解释。

1．精益生产（Lean Production）含义：精益生产起源于日本的丰田生产方式，美国学者对这种生产方式在理论上加以概括与总结，命名为“Leanproduction”，中文翻译为“精益生产”。

“Lean”的意思是没有脂肪。

附加价值愈高则获利能力愈强。

附加价值=销售额—（材料费+委外加工费+折旧费+工资）。

附加价值率的计算方式为：（附加价值/营业收入）×100％％。

比率越高则贡献越大，显示获力愈强，精益企业应达到30%以上。

识别价值流的常用工具，就是价值流图。

价值流图把产品或者服务所涉及的所有物流与信息流相关内容用目视图表的方式绘制出来，作为随后即将展开的精益改造的依据。

5．丰田生产方式(Toyota Production System)含义：一般认为，丰田生产方式的支柱有两个，一是“自动化”，二是“及时生产”。

根据大野耐一的描述，丰田生产方式的现场管理，有两个特点，一是流水化制造，二是拉动式计划方法，也就是看板方式。

丰田过去是将车床、铣床分车间集中在一起，后来则改善为依照生产流程将车床、铣床、钻床一台一台流水化排列布置。

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。

精益英语词汇

精益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 leano 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 optimizing4 o1流线化生产Flowo production流线化生产的八个条件 8-condition for flow productionTAKT TIME与CYCLE TIME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 TPM TPM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实施看板管理的限制条件The limited condition of Kanban management implement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 to outside operation作业的优化Operation optimizing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。

精益生产相关术语(二)

精益生产相关术语（二）
尽管去做（Justdoit）
少说多做，实践出真知！不要让过多的犹豫和考虑限制了果断的行动，只有大胆尝试，才能找到更好的办法。

先创新后投资（Creativitybeforecapital）
鼓励先有创意的改善方法，然后才是投资。

团队精神（Teamwork）
团队的核心是共同奉献。

大至一个国家，小至一个集体，团队精神是它们的精神支柱，是一个集体精神面貌的充分体现；就精益生产线来说，团队精神就是它的凝聚力、绩效不断增强的精髓。

培训（Training）
工欲善其事，必先利其器。

磨刀不误砍柴工。

良好且足够的培训可以让所员工领会精益生产思想和方法；通过帮助员工培训理解和执行相关的作业标准。

员工参与（Employeesparticipation）
集思广益，群策群力，众人拾柴火焰高。

精益生产的成功与否，须有你我他的共同参与。

精益生产推进室（Kaizenpromotionoffice）
项目的主导者，精益生产的具体实施和推广中心。

从进度、技术、方向推进精益生产项目的顺利实行。

关于精益生产的中英标语

关于精益生产的中英标语关于精益生产的中英标语精益从心开始，改善由我做起；ie is from the heart, improvement is from you.下一道工序就是客户；the next position is your customer.团队的效率才是真效率；team efficiency is the real efficiency.标准作业，作业标准；standard operating, operate standardized.我的设备我保养，我的.品质我保证；keep equipments well maintained, let quality be better guaranteed.保持改善，天天向上；pursue improvement, make progress everyday.不求一次完善；improvement is not for only once.改善只有更好，没有最好；there is no best but better for improvement.今天你提案了吗！今天你改善了吗！have you submitted your proposal today? have you made improvement today?上联：整理整顿是基础；下联：清洁清扫是保持；横批：素养自然行。

seiri, seiton are the foundation;seiso, setketsu are for keeping.shit〔转载自，请保留此标记。

〕suke comes naturally. 库存是万恶之源！inventory is the resource of all badness.降低库存，减少浪费；reduce inventory, decrease waste.一针一线，价值体现；a single needle or piece of thread embodies value.搬运寻找，尽量减少；movement and looking for things should be reduced to the minumum.多余动作，劳而无获；no gain for unnecessary movements.动作优化，有功无过；it is never wrong to optimize movements.过量加工，费时费工；surplus process is a waste.浪费资源，金钱去填；resources waste needs money to fill.优化程序，省心省力；optimized procedure saves time and money.一二三四，步调一致；one, two, three, four, keep the step along the goal.发现问题，及时报告；discover problem, report it in time.隐藏错误，害人害己；hiding mistake is harmful.您可以访问〔〕查看更多与本文《精益生产口号》相关的文章。

精益生产术语中英文版

第一步：根据客户需求计算节拍时间
• Example 例如:
• Customer Demand per Month 792K. Working hour per day is 22 hours, 20 days a month.
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
Space Reduction 减少使用面减少使用面 Goal : Add Value & Eliminate Waste … Relentlessly for Our Customers 积减少浪费创造价值全心全意为目标: 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
2) Standard work combination sheet defined 标准作业合并表定义
3) Is the Quality check legend defined on each process on std work sheet? 标准作业合并表上，有定义每个流程中的品质管控的关键点吗？
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
Example 1: 例子1 WIP in the reflow oven for curing with process time 6 min and Takt time 30 sec. 在回流焊炉中固化的WIP，制程时间 6 min，节拍时间 30 sec.

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。

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。

21个精益生产专业术语！一定要记住哦！

21个精益生产专业术语！一定要记住哦！精益生产（Lean Production），简称“精益”，是衍生自丰田生产方式的一种管理哲学。

这21个精益生产专业术语，你能回答出多少？快速收藏吧！1节拍时间（ Takt Time; TT ）•为满足客户需求所要求的速度或每件/双产品所的时间（秒）。

••可用的生产时间除以客户需求量。

•2在制品库存（Working in Process; WIP）•即在制程中拥有附加价值的原物料或半成品。

•注:在制品库存越少越好。

3前置时间 / 交期( Lead Time; LT )是指从原材料收货到成品离开成品仓出货给客户之间的全部时间（秒）。

4周期时间 ( Cycle Time; CT )观察测量得出完成一个作业的时间。

更正确的说，是工人完成该工位的工作步骤，并周而复始，到下一个产品开始的时间（秒）。

5总周期时间 ( Total Cycle Time; TCT )某一特定产品的生产速度，等于该产品各工序CT之和。

6每人每时的生产力 (Pairs per People per hour; PPH )是一种衡量生产力和直接劳动力成本的可靠方法，双/人/时。

7及时生产(Just in Time; JIT）下一道工序需要的时候，生产需要的产品和数量。

8首次通过率 ( First Time Through; FTT )计算工件在每一工序成功完成的百分比(不含报废或返工)，此为测量首次就能生产无瑕疵的、无须返修的产品的能力。

9转换时间 ( Change Over; CO)介于上一批次A最后一件产品完成的时间与下一批次B第一件产品产出的间隔时间。

说明：B的第1双需为良品，且后续产出的B亦需为连续产出的良品。

10快速切换 ( Quickly Change Over; QCO )在output 之A→B鞋型转换时，仍维持原TT标准之产出即为快速切换之目标。

11先入先出（First in First Out; FIFO）置时间的先后来决定消耗的顺序，先进先出。

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。

精益生产术语中英文版

精益生产术语中英文版1. 精益生产的概述精益生产（Lean Production）是一种以消除浪费为核心的生产管理方法。

它源于日本的丰田生产方式（Toyota Production System），通过优化生产过程，最大限度地提高生产效率和质量。

精益生产强调对价值流程的分析和改进，以减少无价值的活动和浪费，并提高产品或服务的价值。

2. 精益生产术语中英文对照以下是精益生产常用术语的中英文对照表：中文术语英文术语浪费Waste价值流Value Stream价值流映射Value Stream Mapping五大改善原则Five Improvement Principles连续流Continuous Flow一均衡One Piece FlowTakt时间Takt Time拉动生产Pull Production和谐人机关系Harmonious Man–Machine Relationship标准化工作Standardized WorkJidoka Jidoka看板系统Kanban SystemKaizen Kaizen二次流程Secondary ProcessPDCA循环PDCA Cycle七大浪费Seven Wastes急寻原则Just-in-Time Principle质量控制圈Quality Control CircleKaikaku Kaikaku持续改进Continuous Improvement标准工作Standard Work3. 精益生产术语解释3.1 浪费（Waste）在精益生产中，浪费指的是任何不增加价值但增加成本和时间的活动。

这些活动是没有必要的，可以被消除或减少。

根据精益生产的理念，浪费被分为七类，即运输、库存、运动、等待、超生产、缺陷和过度加工。

3.2 价值流（Value Stream）价值流是指从原材料到最终产品或服务交付前的所有步骤和活动。

通过分析价值流，可以发现哪些步骤是无价值的或无必要的，并进行优化，以提高整体效率和质量。

精益生产常用语英文翻译

精益生产管理常用术语

精益生产的管理资料——英汉互译

精益生产管理常用术语

精益生产常用语英文翻译

精益生产单词翻译(DOC 50页)

精益英语词汇

精益生产相关术语(二)

关于精益生产的中英标语

精益生产术语中英文版

精益生产关键词中英文对照表

lean精益生产术语中英文版

21个精益生产专业术语！一定要记住哦！

精益生产中英文互译

精益生产 英文词汇

精益生产术语中英文版

精益生产英文词汇