精益生产英文资料介绍.doc

精益生产英文资料介绍1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 tim e, m aterials, efficiency or processes. It also m eans figuratively tightening the belt in pursuit o f increased productivi ty gains that will increase a company’s ability to com pete 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 com pa nies steady them selves for the challenges and opportunities that await them.The truly lean com pany of today will be a survivor in the global battle for custom ers and bottom line profits. The need for lean is obvious and the potential rewar ds are dazzling. There will be those who will probably resist the necessary chan ges. Training will start you on the road to overcoming this resistance and ultim a tely achieving a successful transition.Who participates in lean Operations?Eventually, everyone in the com pa ny is a participant in the quest for a lean orga nization.Is lean applicable only to m anufacturing?The concept includes many non-m anufacturing areas such as purchasing, clerical, office and technical. Also, these areas often contribute in making lean achieve ments in manufacturing more successful.What organizations can benefit from lean projects?Every organization offers goods or services. This includes such diverse sectors a s m erchandising, hospitals, banking, insurance, public utilities, government, milit ary, prisons, churches, schools and, of course, m anufacturing.Can lean activities be started in m ore than one division at a tim e?Yes, it can be done, but starting in one division is preferable. The experience gai ned permits corrections and modifications to be introduced with less fuss. In thi s 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 sol ve it!”Open discussion and use of variousproblem-solving tools, in a positive and cooperative m anner, will shed new light on any problem.How important is it to establish objectives and m ilestones?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 m i lestones so that progress can be constantly m easured against the plan. This info rmation should be charted and posted for all to see and have it serve as a consta nt 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 m any people resist having to do and support new ways of doing things. When it is clea r that a project is going to affect m ore than one area, try to involve those who w ill be affected in coming up with solutions.Examples of m easurements and results in a lean environmentMeasuring improvements in lean operation organizations requires the use of sev eral traditional and m any non-traditional measurements. The following is an exp lanation of som e frequently used measurements and examples of how they have been applied:Work in process (WIP)This is a m easure of the amount of m aterial which has left raw m aterials stock b ut has not yet becom e 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 m aterials and finished goods. Examples:•Finished goods inventory cut 92%o Large—size twist drills•Inventory turns up from 3.5 to 20o Motorcycle assem blyFloor space requirem entsFloor space reductions result in lower costs for utilities, building m aintenance an d capital invest m ent to m eet expansion requirements. Examples:•Space reduced to one—third of original requirementso Com puter printers•Floor space cut from 51,000 to 9,000 square feeto Com puter logic unitwcy506 (2006-8-13 13:08:15)Lead-Tim eLead-tim e is the tim e which elapses between receipt of an order and the t ime the product or service is shipped to the custom er. Examples:•Reduced lead tim e from 17 weeks to 1 weeko CAD/CAM equipment•Cut production lead time from 14 days to 2 dayso Defense weapons system sFlow distanceFlow distance is the distance a part or docum ent travels during the m anuf acturing process. Exam ples:•Flow distance cut from 1,100 to 180 feeto Diagnostic drug analyzer•Flow distance cut from 31,000 to 275 feeto Com puter productsScrap and reworkScrap and rework reductions can represent huge savings. Examples: •Defects reduced 52%, number of inspectors cut from 75 to 6o Motorcycle assem bly•Scrap and salvage cost reduced 54%o Electronic air cleanersProduct or m odel changeoverThe speed and frequency of product or m odel changeovers (set-ups) is an indication of the degree to which the organization can respond to changi ng demands in the m arket place and its ability to efficiently reduce invent ories by building only what is needed. Examples:•Reduced from one model changeover per month to several per day o Self-propelled lawn mowers•Reduced tim e per changeover from 8 hours to 18 minuteso Cough dropsOther m easuresProductivity:•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 Sem iconductorsEquipment:•Storage racks cut 67%o Circuit breakersTrainingWho provides the training?Leader training is commonly provided by the coordinator. The leader trai ns the m embers, with help from the coordinator, as necessary. Mem ber t raining can be done all at once or a little at a tim e and as needed.What are som e of the techniques, expressions and concepts used by m e mbers of a lean team?First, team members must be familiar with problem-solving and process c ontrol techniques such as: brainstorming, data gathering (sampling), Par eto analysis, cause and effect problem analysis, histograms, control chart s, stratification, scatter diagrams, etc.Secondly, there are a number of techniques and expressions that should be fam iliar to lean practioners. Som e 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-Tim e•Cycle tim e reduction•Takt Tim e•Other item s 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 ho usekeeping. 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, w hy not? It is not a daunting task. Actually,it is to everyone’s advantage to start with a clean slate, so to speak. Som e degree of success is assured. Because the results of cleaning and organizing are so visible, ideas sh ould abound as em ployees from one depart m ent observe what is happeni ng in other depart m ents around the plant.What are Kaizen activities?Kaizen is a Japanese word that m eans “continuous improvement.”The i mprovements individually are usually small and incremental, but collectiv ely dramatic. Masaaki Imai, a Japanese consultant, has popularized Kaiz en as an important business strategy. He believes the following six major system s should be in place in order to successfully achieve a Kaizen strat egy:•Total quality m anagement•Just-in-tim e•Total productive m aintenance•Policy deploym ent• A suggestion system•Team activitiesWhat is the im portance of inventory reduction?Lead tim e can be dramatically reduced at a num ber of places in the proce ssing of orders.Work-in-progress (WIP) is a leading cause of long lead time. WIP can incl ude paperwork, raw m aterials, in-process inventory and even finished pro ducts.There m ust be a unified approach between m anagement and operators o n how to achieve inventory reduction.Office paperwork can be, and usually is, just as likely to hit “log jam s”as the physical products are that are out in the shop.What is SMED?SMED stands for “Single Minute Exchange of Die.”If refers to the tim e it should take to set-up a m achine to produce a part. In autom otive 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-u p tim e 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 equipm ent. The absence of a lean m entality is obvious when machine m aintenance is totally the responsibility of the m aintenance specialists. The truth is that operators can contribute in keeping the equipment in good condition. TP M should involve everyone at all levels. The Lean team can contribute to developinga m aintenance system that they are a part of. The goal shoul d be zero breakdowns.精益生产应用案例-TPS介绍7 精益生产应用案例-TPS介绍应对金融危机，企业越来越注意“瘦身锻炼”，重点就在消除浪费、提高效率，一时间“精益生产”成了热门词，当上海市质量协会准备开展“精益生产”的专题会员研讨活动时，沪上制造业、服务业的企业都纷纷响应，近日，近百家企业在市质协的组织下，前往上海通用汽车有限公司，通过交流、参观的形式了解精益生产，传递精益生产的理念。