精益生产方式外文翻译文献

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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。

工业精益生产外文翻译文献

工业精益生产外文翻译文献(文档含中英文对照即英文原文和中文翻译)原文：Literature review of JIT-KANBAN systemAbstract In this paper, JIT (Just-In-Time) -KANBAN literature survey was carried out and presented.The introductory section deals with the philosophy of JIT,and the concept involved in the push and pull system. The blocking mechanisms in the kanban system are also discussed elaborately. Besides these sections, the importance of measure of performance (MOP) and the applicationof the same with respect to JIT-KANBAN are presented. The recent trends in the JIT-KANBAN are discussed under the heading “Special cases”. In this review, 100 state-of-art research papers have been surveyed. The directions for the future works are also presented.1 IntroductionJust -In-Time (JIT) manufacturing system was developed by Taiichi Ohno which is called Japanese “Toyota production system”JIT manufacturing system has the primary goal of continuously reducing and ultimately eliminating all forms of wastes (Brown et al. [5],Ohno [54], Sugimori et al. [82]). Based on this principle,Japanese companies are operating with very low level of inventory and realizing exceptionally high level of quality and productivity (Richard J. Tersine [62], James H. Greene [30]). JIT emphasizes “zero concept” which means achievement of the goals of zero defects, zero queues，zero inventories, zero breakdown and so on. It ensures the supply of right parts in right quantity in the right place and at the right time. Hence, the old system of material acquisition and, buyer and seller relationships are changed to new revolutionary concepts (Womack et al. [91], Womack and Jones [92], Markey et al. [45]). Similarly, JIT becomes an inevitable system at plant level, which integrates the cellular manufacturing, flexible manufacturing, computer integrated manufacturing and Robotics (Schonberger [63], Golhar [12]).Due to the technological advancement, the conventional method of push production system linked with Material Requirement Planning (MRP) was changed to pull type JIT production system to meet out the global competition, where the work-in-process (WIP) can be managed and controlled more accurately than the push- production system (Mason Paul [46]).KANBAN system is a new philosophy, which plays a significant role in the JIT production system. Kanban is basically a plastic card containing all the information required for production assembly of a product at each stage and details of its path of completion. The kanban system is a multistage production scheduling and inventory control ystem. These cards are used to control production flow sand inventory. This system facilitates high production volume and high capacity utilization with reduced production time and work-in-process.The objectives of this paper are as listed below1) Critical review of JIT literature.2) Segregating the different research articles of JIT.3) Exploring the recent trends in JIT-Kanban system and deriving directions for future research.In this paper, the articles are reviewed and an appropriate classification is presented.The kanban study was made elaborately, since it acts as a basic communicator and feedback agent to the JIT system. Push and pull system, principle of operation of kanban cards, Blocking mechanism, Toyota’s formula,and the measures of performances (MOP) are also discussed in this paper. The latest trends in JIT-Kanban system are also addressed separately under the heading “Special cases”. Finally, the directions for future researches are presented.6.1.1 Flow shopKanban system is widely implemented in repetitive manufacturing environment. For a single card operational system, Sharadhapriyadarishini et al. [77] have developed two heuristics and proved that these are more efficient. Saradhapriyadarishini et al. [78] have proposed a recursive equation for scheduling the single card kanban system with dual blocking. They proposed a heuristic with twin objectives of minimizing the sum of total weighted time of containers and weighted flow time of part-types. Rajendran [61] has done a work on two card flow shop scheduling with n part-types. In this paper, mathematical models for time tabling of containers for different problems have been formulated. Then, a heuristic was developed to minimize the sumof weighted flow time, weighted earliness, and weighted tardiness of containers. Hemamalini et al. [22] have done similar work. In this work, the heuristic developed is simulated annealing algorithm. This is compared with randomsearchmethod. In these papers, the comparisons are done only based on mean relative percentage increase. Instead of this approach, comparisons based on complete ANOVA experiments would provide reliable inference.Peter Brucker et al. [58] have carried out research on flow shop problem with a buffer of limited capacity between two adjacent machines. After finishing the processing of a job on a machine, either the job is to be processed on the following machine or it is to be stored in the buffer between these machines. If the buffer is completely occupied, the job has to wait on its current machine but blocks this machine for other jobs. In this paper, they determined a feasible schedule to minimize the makespan using tabu search. The results of the problem using tabu search were compared with that of benchmark instances. The comparisons are done only based on relative improvements. Instead of this approach, comparisons based on complete ANOVA experiments would provide reliable inference.6.1.2 Assembly lineAssembly lines are similar to the flow shops in which assembly of parts are carried out in a line sequence. In a multi product assembly line, the sequencing of the jobs is a challenging task. Drexl et al. [16] considered an assembly line sequencing mixed model problem. It is a combinatorial problem. They formulated this combinational problem as integer programming model. This model can be used only for small size problems due to the limitations of operations research software with respect to handling the number of variables and constraints, which are present in the integerprogramming model. Xiaobo et al. [94] have considered similar work on mixed model assembly line sequencing problem with conveyorstoppages. They proposed branch and bound algorithm, and simulated annealing algorithm for finding the optimal solution and sub-optimal solution of the mixed-model sequencing problem, respectively to minimize the total conveyor stoppage time. The branchand- bound method was devoted to find the optimal solution of small-sized problems, whereas the simulated annealing method was used to cope with large-scale problems to obtain a good sub-optimal solution. Future, research on simulated annealing applied to this problem can be directed to establish a better seed generation algorithm. However, the practitioner should spend considerable time in fixing the parameter called temperature (T) in the simulated annealing algorithm by trail and error method before actually solving the problem.6.1.3 Batch production systemIn a batch production system, the switching over from one product to other product depends on many factors such as stock reaching to the threshold level, different priority schemes, economical setups, etc. Tafur Altiok et al. [86] have dealt this issue differently for the pull type manufacturing system with multi product types. In this paper, they developed an iterative procedure to approximately compute the average inventory level of each product as finished goods using different priority schemes. In this paper, the demand arrival process is assumed to be a poisson distribution and processing times and the set-up times are arbitrarily distributed. But, in practice, the processing times may followother distributions, viz., normal, uniform, exponential, etc. which are not experimented in this paper. Khan et al. [35] addressed the problem of manufacturing system that procures raw materials from vendors in lot and convert them into finished products. They estimated production batch sizes for JIT delivery system and designed a JIT raw material supply system. A simple algorithm was developed to compute the batch sizes for both manufacturing and raw material purchasing policies.7 JIT integration, implementation and benefitsJust-in-time is a manufacturing philosophy by which an organization seeks continuous improvements. For ensuring continuous improvements, it is necessary for any organization to implement and integrate the JIT and JIT related areas. If it is practiced in its true sense, the manufacturing performance and the financial performance of the system will definitely improve.Swanson et al. [83] have reiterated that proper planning is essential for implementation of a JIT manufacturing system and a commitment from top management is a prerequisite. Cost benefit analysis is to be studied initially with the knowledge of key items such as the cost of conversion to a JIT system and time period of conversion. Cook et al. [11], in their case study for applying JIT in the continuous process industry, show improvements in demand forecast and decrease in lead-time variability.The relationship between implementation of TQM, TPM and JIT will lead to improvement in the manufacturing performance (Kribty et al. [37]). Further Huang [23] discusses the importance of considering the integration of TPM, JIT, Quality control and FA (Factory Automization). Imai [27] believes that TQM and TPM are the two pillars supporting the JIT production system. Kakuro Amasaka [32] proposes a new JIT management system, which helps to transfer the management technology into management strategy.Fullerton et al. [65] have conducted a study in 253 firms in USA to evaluate empirically whether the degree with which a firm implements the JIT practices affects the firms financial performance. From their study, JIT manufacturing system will reap sustainable rewards as measured by improved financial performance. Also, they studied the benefits of JIT implementation in 95 firms in USA. They have concluded that JIT implementation improves the performance of the system, because of resultant quality benefits, time based benefits, employees flexibility, accounting simplification, firms profitability and reduced inventory level.8 ConclusionThe growing global competition forces many companies to reduce the costs of their inputs so that the companies can have greater profit margin. There are considerable advancements in technology and solution procedures in reality, to achieve the goal of minimizing the costs of inputs. JIT-KANBAN is an importantsystem, which is used in production lines of many industries to minimize work-in-process and throughput time, and maximize line efficiency. In this paper, the authors have made an attempt to review the state-of-art of the research articles in the area “JIT-KANBAN system”. After a brief introduction to push and pull systems, different types of kanban and their operating principles, blocking mechanisms, the authors have classified the research articles under JIT-KANBAN system into five major headings, viz., empirical theory, modeling approach, variability and its effect, CONWIP and JIT-SCM. Also, the authors have provided a section for special cases under JIT-KANBAN. This paper would help the researchers to update themselves about the current directions and different issues under JIT-KANBAN system, which would further guide them for their future researches.The directions for future researches are presented below.The flow shop as well as mixed model assembly line problems come under combinatorial category. Hence, meta-heuristics viz., simulated annealing, genetic algorithm and tabu search may be used to find solution to determine the minimum number of kanbans and other measures. In simulated annealing algorithm, researchers can aim to device a better seed generation algorithm which will ensures better starting solution. In most of the papers, comparisons are done only based on relative improvements. Instead of this approach, comparisons based on complete ANOVA experiments would provide reliable inferences.This algorithm developed by Elizabeth Vergara et al. [18] uses only two-point crossover genetic operators. A third genetic operator may be introduced to further improve the performance of the evolutionary algorithm. The evolutionary algorithm may be modified to handle complex supply chain problem. In JIT-SCM related research works, effort should be directed to develop simulation as well as meta-heuristics to derive results under probabilistic conditions.In the work of Sarah M. Rayan et al. [69], the application of single chain analysis for multiple chain operation raises an open question whether a single WIP level should be maintained for all products or individual levels for each product. Further, most of the studies use simulation. Hence, future research shall be directed to develop improved search procedures for finding WIP levels in kanban systems. As an extension to the work of Krieg et al. [38], a decomposition algorithm can be developed for multiproduct kanban systems with state dependent setups. The adaptive approach suggested by Tardif et al. [85] may be extended for multi-stage, multi-product kanban system. The work of Lai et al. [41] can be extended by including more variables and elements and conducting experiments to investigate the stability of the system under various conditions such as the sudden increase in demand and random demand, experimenting on the system behaviour of different types of customer and modes of manufacturing. The nested partitioned method provided by Leyuan Shi and Shuli Men [43] can be enhanced by incorporating any one or a combination of the many other heuristicsviz., elaborate partitioning, sampling, backtracking scheme, simulation, etc. Then, they can be applied to combinatorial problems of this type Ants colony optimization algorithm is a recent inclusion to the existing meta-heuristics viz., simulated annealing algorithm, genetic algorithm and tabu search. So, a researcher can study the solution accuracy as well as required computational time of this algorithm for his/her JIT problem of interest, which falls under combinatorial category and compare its results with the results of the other three heuristics (meta-heuristics).Source:C.Sendil Kumar, R.Panneerselvam, 2007.“Literature review of JIT-KANBAN system”.The International Journal of Advanced Manufacturing Technology, vol.32,no.5,August.pp.393-408.翻译：JIT看板系统的文献回顾摘要：在本文中，通过对JIT（实时）看板文献的调查提交相关的报告。

精益生产的定义：一些概念和实际问题【外文翻译】

外文翻译原文：Defining lean production: some conceptual and practical issuesDiscriminant validity of leanSo what is then the difference between TQM and lean production? In the following section Lean and TQM are compared based on the analysis made by Hackman and Wageman (1995). The discussion is done with three different aspects; basic assumptions, change principles and interventions:Basic assumptionsQuality. In lean, quality does not receive the same amount of attention as in the TQM literature. The main focus in the lean literature is on just-in-time (JIT) production. JIT is assumed to decrease total cost, as well as highlight problems. This is done through reducing the resources in the system, so that buffers do not cover up the problems that arise. In the short-term perspective, the reduction of resources implies a direct reduction of cost. In the long run, the reduction and subsequent elimination of buffers is assumed to highlight the problems that exist in production, thus being a vital source of continuous improvement (e.g. Shingo, 1984; Ohno, 1988; Krafcik, 1988A common opinion is that the purpose of lean is waste elimination.). The literature review does not show support for this being the very purpose, but waste elimination is definitely an important aspect of the concept. Some authors argue that waste is reduced in order to increase the value for the customer (e.g. Dennis, 2002; Bicheno, 2004), whereas others argue that it is a strategy for reducing cost (e.g. Ohno, 1988; Monden, 1998). Reducing waste is also a significant part of TQM, but under the banner of poor-quality-costs (see Hackman and Wageman, 1995; Sörqvist, 1998).A major difference between TQM and lean in this aspect is the precision in defining waste. In the majority of the lean literature, waste or muda is based on the seven forms[1] defined by Ohno (1988), whereas TQM has a very general definition of poor-quality-costs, including everything that could be eliminated throughimprovement (Sörqvist, 1998).Employees and the quality of their work. One major critique of the lean concept is that it is generally weak concerning the employees” perspective. The proponents of lean production usually have a strong instrumental and managerial perspective, discussing employees in terms of components in the production system (see Kamata, 1982; Berggren, 1992, 1993The extensive). discussion about jidoka and poka yoke in the lean literature suggests that employees cannot be trusted to produce good quality, thus creating a necessity for removing the possibility of human error from the system.Organizations as systems. One thing that lean and TQM have in common is seeing the organization as a system (see Womack and Jones, 2003; Bicheno, 2004). But there is a slight difference in perspective between the two concepts. Whereas TQM has a strong focus on the internal structure and integration of departments within the organization, lean stresses a supply chain perspective, seeing the internal production operations as a part of a value stream from the sub-suppliers to the end customer (e.g. Rother and Shook, 1998; Jones and Womack, 2002).Quality is the responsibility of senior management. This is another perspective that lean and TQM share, but again with some differences. TQM-managers should create structures that support the employees in producing products of high quality (Deming, 1986; Hackman and Wageman, 1995). The idea is the same in lean, but the rationale for doing this seems to be centered around eliminating the human factor from the system through jidoka and poka yoke. Using the terminology of McGregor, one could argue that TQM seems to be based on theory Y, whereas lean seems to be based on theory X (see Ezzamel et al., 2001).Change principlesFocus on processes. Within the lean concept the term value stream is usually preferred (Womack and Jones, 2003). The term process is usually used at a lower level of abstraction that TQM theorists would call sub-processes or activities (see Riley, 1998). The conception that management should analyze and improve the processes and train the employees is also shared by the two concepts.Management by fact. The literature on lean does not really stress the management by facts explicitly. However, this is implicit in the description of lean practices, many of which are analytical tools designed to help achieve JIT production. Although this is a shared perspective between lean and TQM, there is a difference. Within TQM the analysis of variability through using statistical tools is a central concept (Hackman and Wageman, 1995). In the lean tradition, this is not seen as equally important. In fact, some authors argue against the use of statistical tools for analyzing production performance, recommending alternative tools such as increased inspection and visualization of problems (e.g. Dennis, 2002; Liker, 2004).Learning and continuous improvement. In the words of Hackman and Wageman (1995) TQM is “pro-learning, with a vengeance” (p. 330). The learning aspects are not emphasized as much in literature on lean. As discussed above, the lean literature is generally weaker on the human behavior side, focusing more on instrumental techniques for improving system performance. There is a clear focus on continuous improvement, which implies that some form of learning is required. However, the question is who is learning. TQM is focused on stimulating creativity and individual efforts for improvement (Hackman and Wageman, 1995), whereas lean places strong emphasis on the standardization of work and collective learning (Niepce and Molleman, 1998; Thompson and Wallace, 1996).InterventionsAnalysis of customer requirements. Customer focus is one of the hallmarks of TQM, where every improvement should be based on an investigation of the customer's requirements, whether the customer is internal or external. The lean concept does not emphasize customer interests. Some authors argue that the very purpose of lean is to please the customer (e.g. Dennis, 2002), but methods for analyzing customer requirements are extremely rare in the reviewed literature, suggesting this is not a typical lean intervention.Supplier partnerships. The suppliers are seen as important in both lean and TQM. Both concept stress the point that long term partnerships should be made with suppliers and that improvements should be done in collaboration with them. Althoughthis matter is not discussed by all authors in this analysis, the majority of them do (see Table I).Improvement teams. Quality circles have a central role in much of the TQM literature, and can be put to use in problem solving or improvement activities. In the lean literature, improvement teams are explicitly discussed by just about half of the reviewed authors. However, they are often implicated in discussions about improvement activities.Scientific methods for performance measurement and improvement. Both TQM and lean employ various scientific methods for analysis and evaluation of performance. However, these methods differ significantly, and the tools associated with one concept are generally not mentioned in literature on the other one. The purpose of measurements also differs. In TQM measurements are done in order to identify problems and to document improvement, whereas lean theorists argue that measurements should be made for planning and synchronization purposes;, e.g. for setting production rate (see Ohno, 1988; Bicheno, 2004).Process management techniques. As discussed above, the term process is used in slightly different ways by authors on TQM and lean. In the lean literature, different techniques are presented for both overall process level and individual activities. At an organizational level value stream mapping (VSM) can be used for highlighting several kinds of problems in the processes (Rother and Shook, 1998). At a more operational level, different time/work study techniques are discussed, e.g. so-called spaghetti charts (e.g. Bicheno, 2004).Lean and TQM – same but differentAt a philosophical level, lean and TQM have many ideas in common, in particular concerning continuous improvement and the systems perspective. However, at a more operational level, the two concepts differ significantly. The fundamental values of the two concepts are also quite different, especially regarding humanistic values.ConclusionsThere is no agreed upon definition of lean that could be found in the reviewedliterature, and the formulations of the overall purpose of the concept are divergent. Discomforting as this may seem for lean proponents, there seems to be quite good agreement on the characteristics that define the concept, leading to the conclusion that the concept is defined in operational terms alone. Formulating a definition that captures all the dimensions of lean is a formidable challenge.According to Hines et al. (2004) lean is constantly evolving, implying that any “definition” of the concept will only be a “still image” of a moving target, only being valid in a certain point in time. This may be an explanation to the apparent differences between authors on the subject. Based on this, it is hard not to raise the question of whether a consistent definition of lean is possible to produce. Also, one can question whether a definition will be useful at all, regarding the ever changing nature of the type of constructs that management concepts such as TQM and lean are. Nonetheless, attempts have been made in this article to present the essentials of lean production and convey its most salient philosophical elements, hopefully clearing up some of the confusion that surrounds the concept.Lean is also significantly different from its closest relative TQM, leading to the conclusion that lean is a management concept of its own. The conclusion from Shah and Ward (2003) that TQM and other bundles are parts of lean is not supported by this study.Womack et al. (1990) argue that the lean principles are applicable to any industry. If this is correct, then the Japanese should logically have distributed the knowledge of these principles throughout all domestic Japanese industry. This does not seem to be the case. The only “true” lean producers in Japan are confined to the automobile industry, represented by, e.g. Toyota, Honda and Mazda, whereas other areas of industry are performing at the same level as (or worse than) western competitors[2]. This was pointed out more than 20 years ago by Keys and Miller (1984), implying that the principles constituting LP have not received any wide-spread attention outside the auto-industry. Cooney (2002) argues that the possibility to become “lean” (through JIT in parti cular) is highly dependent upon business conditions that are not always met, thus limiting the “universality” of theconcept.When embarking on a journey towards lean, it is important to acknowledge the different perspectives that the concept comprises. Raising the awareness of these differences may help make the message clearer and avoid conflicting opinions on which concept the organization is implementing. The obvious fallibility of the claimed universality of lean should help motivate an adaptational approach to implementing the concept, aiming to find a production concept that agrees with the contextual factors and previous production practices that exist within the organization. Making active choices with regard to values and techniques should increase the odds of succeeding in the improvement of the production system.Source: The TQM Journal Volume: 21 Issue: 2 2009译文：精益生产的定义：一些概念和实际问题区分效度精益那么，什么是TQM与精益生产之间的区别？下面部分是在精益生产和TQM基础上进行比较的哈克曼和沃格曼（1995）所作的分析。

精益生产外文文献

Discussion on Integration of Lean Production and Six Sigma ManagementTiehua ChenSchool of Management, Xi’an University of Science and Technology，Xi'an 710054, China E—mail: chenth@AbstractThe paper introduces the emergence and development of Lean Production and Six Sigma management, compares and analyzes on Lean Production and Six Sigma management，it also analyzes the necessary and feasibility in integration of Lean Production and Six Sigma management，and points out the ways for integration of Lean Production and Six Sigma management：integration of organizational management, integration of implementing process, integration of process method，integration of using tool，Establishing conformable environment for Lean Six Sigma。

Finally, the paper presents nine main parts that integrating Lean Production and Six Sigma management should be paid attention to。

体现精益生产的文献

体现精益生产的文献英文回答：Lean manufacturing is a production philosophy thatseeks to eliminate waste and improve efficiency. It isbased on the principles of just-in-time delivery,continuous improvement, and respect for people.Just-in-time delivery means that materials aredelivered to the production line only when they are needed. This reduces inventory costs and frees up space for other activities. Continuous improvement means that employees are constantly looking for ways to improve their work processes. Respect for people means that employees are treated with dignity and respect, and their ideas are valued.Lean manufacturing has been shown to improve productivity, reduce costs, and improve quality. It hasbeen adopted by many companies around the world, including Toyota, Nike, and Dell.中文回答：精益生产是一种生产理念，旨在消除浪费并提高效率。

精益生产论文

论精益生产精益生产（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）的专家对日本丰田准时化生产JIT（Just In Time）生产方式的赞誉称呼。

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，具有经济效益。

精益生产方式源于丰田生产方式，是由美国麻省理工学院组织世界上17个国家的专家、学者，花费5年时间，耗资500万美元，以汽车工业这一开创大批量生产方式和精益生产方式JIT的典型工业为例，经理论化后总结出来的。

精益生产方式的优越性不仅体现在生产制造系统，同样也体现在产品开发、协作配套、营销网络以及经营管理等各个方面，它是当前工业界最佳的一种生产组织体系和方式，也必将成为二十一世纪标准的全球生产体系。

精益生产方式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20世纪60年代才逐步完善而形成的。

其核心是消除一切无效劳动和浪费，它把目标确定在尽善尽美上，通过不断地降低成本、提高质量、增强生产灵活性、实现无废品和零库存等手段确保企业在市场竞争中的优势，同时，精益生产把责任下放到组织结构的各个层次，采用小组工作法，充分调动全体职工的积极性和聪明才智，把缺陷和浪费及时地消灭在每一个岗位。

其中JIT生产方式的基本思想是“只在需要的时候，按需要的量，生产所需的产品”，也就是追求一种无库存，或库存达到最小的生产系统。

JIT的基本思想是生产的计划和控制及库存的管理。

JIT生产方式以准时生产为出发点，首先暴露出生产过量和其他方面的浪费，然后对设备、人员等进行淘汰、调整，达到降低成本、简化计划和提高控制的目的。

在生产现场控制技术方面，JIT的基本原则是在正确的时间，生产正确数量的零件或产品，即准时生产。

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。

波音-精益生产案例(外文)

Boeing EverettIntroductionBoeing is implementing Lean projects in various ways throughout its Everett Plant。

The Company created an overall Lean Group to assist in the development and implementation of Lean initiatives throughout the plant。

Programs invite the Group to participate in specific Lean projects if desired。

The different airplane programs and organizations have also created their own Lean offices to focus specifically on Lean efforts within the particular program. For example, the 777 program has developed its own office，Critical Process Reengineering （CPR), to look for opportunities within the 777 line。

波音在埃弗雷特工厂实施“精益工程”，这家公司创建了一个“精益小组”去帮助工厂全程积极的发展和实施“精益生产”，并参与到具体的精益工程中去.不同飞机项目和组织也会创立自己的“精益办公室”对具体项目重点实施精益生产。

例如,波音777项目已经建立了自己的精益办公室—关键流程再造（CPR)，去挖掘波音777生产线的改善机会。

Throughout the Everett plant，Lean initiatives have yielded measurable results。

基于“开发准时JIT精益生产组织外文献：一个关于澳大利亚雨刮器

基于“开发准时（JIT）精益生产组织（外文献）：一个关于澳大利亚雨刮器制造公司的案例”的体会总结通过课堂上教师深切细致的讲解，课下的查阅资料和教师耐心的指导答疑，使我对JIT精益生产方式的有了清楚和深邃的了解，扩大了知识体系，提高了熟悉水平。

JIT准时生产方式大体思想可归纳为“在需要的时候，按需要的量生产所需的产品”，也确实是通过生产的打算和操纵及库存的治理，追求一种无库存，或库存达到最小的生产系统。

准时生产方式的核心是追求一种无库存的生产系统，或使库存达到最小的生产系统。

为此而开发了包括“看板””在内的一系列具体方式，并慢慢形成了一套独具特色的生产经营体系。

准时制生产方式以准时生产为起点，第一暴露诞生产过量和其他方面的浪费，然后对设备、人员等进行淘汰、调整，达到降低本钱、简化打算和提高操纵的目的。

在生产现场操纵技术方面，准时制的大体原那么是在正确的时刻，生产正确数量的零件或产品，即时生产。

它将传统生产进程中前道工序向后道工序送货，改成后道工序依照“看板”向前道工序取货，看板系统是准时制生产现场操纵技术的核心，但准时制不单单是看板治理。

准时生产制是一种理想的生产方式，这其中有两个缘故。

一是因为它设置了一个最高标准，一种极限，确实是“零”库存。

实际生产能够无穷地接近那个极限，但却永久不可能达到零库存。

二是因为它提供了一个不断改良的途径，即，降低库存－暴露问题－解决问题－降低库存这是一个无穷循环的进程。

依照这一理念指导，我依照一篇《澳大利亚的案例》的外文文献，结合JIT 精益生产方式的思想，浅谈自己对论文中案例的准时精益生产组织的体会和熟悉。

文章前言：许多西方制造业近20年来都意识到了他们需要改善自己的业绩和竞争力。

这些意识是由日本的产品取得了对西方制造的产品的优势这一事实而产生的。

日本和西方的制造业所采纳的战略和方式在20世纪80年代已被进行了一系列突出的研究。

1982年波士顿大学的调查显示，日本制造的优势和核心要紧体此刻持续改良产品质量、降低支出和本钱，减少生产的时刻浪费等。

《企业精益生产研究国内外文献综述3000字》

企业精益生产研究国内外文献综述1．国外研究现状：Opeyeolu Timothy Laseinde（2017）在《InTech》认为企业价值链中降低各环节成本的关键之一在于控制采购成本。

基于建立完善的企业采购体系，精益化采购成本将采购活动视为降低成本的切入点，通过对该环节采取可有有效的监管方法使其日渐制度化、规范化。

结合企业实际情况，按需采购物资，坚决对一切不合理的采购价格不予以处理。

Frances Kennedy，SallyK（2015）在《会计与经济学》中指出在开展精益成本管理期间，需要将汽车制造行业的采购成本定位基本出发点，根据生产质量、采购价格以及制造技术等为基本参考依据真正做到采购精益。

提高采购精益成本管理的规范化，实现真正的制度化成本管理，同时还要设定更加完善的采购管理机制，这样才能更好的保证采购材料的质量，还能合理的调整采购成本。

也可以根据实际采购需要，积极参与招标采购中。

将采购信息公开化，这样能够很好的防止暗箱操作情况的出现。

坚持依照公平、公正的原则，对供应商选择一定要进行综合考虑，并且尽量与对方建立长久的合作关系，这样能够在互惠互利之间形成坚实的战略合租关系，为低成本采购提供机会，为供应渠道提供稳定。

利用精益成本管理的方式，提高对签订合同的审核，对其中的数量以及需要应用的各种品种等进行充分协商，保证能够及时采购，同时对供货时间进行缩短，尽量合理安排供货时间，这样才能保证库存适当。

在采购期间的每个步骤以及过程都需要进行精益成本管理，帮助汽车制造企业实现对目标的控制以及实现，并且成本管理的精益思想得到更理想的展现。

2．国内研究现状：刘春（2017）在《基于精益建造的施工项目成本管理研究》中认为支出在精益建造理论指导下，项目采购成本管理阶段遵循按需采购、准时采购的原则，最大限度减少消购过程中的浪费。

精益采购成本管理要求供应商与总承包商之间建立长期的战略伙伴关系，双方形成一个利益共同体，共享收益和共担风险。

(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。

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.。

精选精益生产-GenericPullSystem中英文对照

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精益生产规范文件内容

精益生产规范文件内容Lean production, also known as lean manufacturing, is a systematic method for eliminating waste within a manufacturing system. 精益生产，也被称为精益制造，是一种系统的方法，用于消除制造系统内的浪费。

It focuses on maximizing value for customers while minimizing waste, such as overproduction, waiting time, transportation, extra processing, inventory, motion, and defects. 它专注于最大化客户价值，同时最小化浪费，如过度生产、等待时间、运输、额外加工、库存、移动和缺陷。

One key aspect of lean production is the concept of continuous improvement, or Kaizen in Japanese. 精益生产的一个关键方面是持续改进的概念，或者用日语来说就是改善。

This involves making small, incremental changes to processes in order to improve efficiency and quality. 这涉及对流程进行小的、渐进式的变化，以提高效率和质量。

By constantly seeking to streamline operations and reduce waste, companies can become more competitive in the market. 通过不断寻求简化业务流程和减少浪费，公司可以在市场上变得更具竞争力。

关于精益生产的外国文献

关于精益生产的外国文献
精益生产是一种旨在优化生产流程和资源利用的制造策略。

在外国文献中，精益生产是一个广为人知的概念，并逐渐被证明对于提高制造业效率和减少浪费非常有帮助。

外国文献中，精益生产通常与丰田生产系统（TMS）联系在一起。

TMS是一种由日本工业家丰田太郎发明的生产方法，旨在实现生产线柔性化和减少浪费。

经过多年的发展，TMS和精益生产理念已经成为全球经典的制造策略之一。

除了丰田外，许多跨国公司也采用精益生产策略。

例如，英国航空公司、波音公司和通用电气公司等大型企业。

这些公司通过采用精益生产策略，有效地提高了生产效率、降低了成本、缩短了交货时间并提高了质量。

总之，外国文献中的精益生产理念是一种优化生产方式的重要体系。

它已经被证明可以提高制造业效率，减少浪费，提高质量和降低成本。

该理念在全球范围内得到广泛的应用和推广，并成为许多大型企业制造策略的核心概念。

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。