李尔精益生产概括

1OverviewLeanManufacturing精益制造概括2Itisaintegratedsystemofmutuallydependentstrategiesthatwhencombinedtogethermaximizeoperatingperformancebyeliminationofwastefulmanufacturingpractices.它是通过消除浪费性制造来达到最大运营业绩的相互依赖的战略综合集成系统。Whatis“Lean”Manufacturing?精益制造是什么？Whatis“Lean”Manufacturing?精益制造是什么？3Whatarethe“objectives”ofLeanManufacturing?什么是精益制造的目的？Achievementofbusinessgoalsinsafety,quality,responsiveness,costanddeliveryby:达到安全,质量,响应,成本及运输的业务目标，通过：•makingonlywhatisneeded仅需要时制造•providingonlywhenneeded提供仅仅需要的•involvingemployees员工参予•focusingoncontinuousimprovement致力于持续改善•exposing&solvingproblemsrapidly快速暴露和解决问题•makingthestatusobvious使状态明显•eliminatingconstraintsandbottlenecks消除限制和瓶颈•improvingfactoryflow改善工厂流程Whatarethe“objectives”?目的是什么？41.Craft手工艺-Oneproductmadecompleteby1person每人生产一件产品-Eachproductunique每一件产品都是唯一的-Partsnotinterchangeable零部件不能互换-Highquality,butexpensive高质量,但价格昂贵2.BatchManufacturing批量生产-Oneproductmadebymanypeople多人生产一件产品-Standardizedparts标准化的零部件-Partscouldbeinterchanged零部件可以互换-Assemblersmovetoproduct产品由零件组装3.AssemblyLine/Mass装配线/规模-Largemassofpeopleinvolved由大量的人参与-Vehiclesmovetoassembler运输工具运送到装配者-Lowskilllevel低水平技能-Acceptableleveldefects可接受一定水平的缺陷-Profit,delivery,quality利润,交付,质量4.LeanManufacturing精益生产-Workcells工作单元-J.I.T.componentsJ.I.T元件-Multifunctionalskilllevel多技能水平-Zerodefects零缺陷-Quality,delivery,profit质量,交付,利润5.FutureManufacturing未来制造BriefHistoryofManufacturing生产方式发展史5精益制造系统转变工厂6精益制造的关键性概念•零浪费消除任何体系中存在的不必要的浪费。简言之，其目的在于力求完善。•稳定的生产环境只有在稳定的生产环境中才能生产出优质的产品。存在的问题即是种种不稳定性。对于这些不稳定性必须迫其迅速出现，并永久地解决。稳定的生产环境的目标为：标准化、连贯性、预见性及重复性。•客户的拉动/即时体系产品生产必须符合客户的需求。仅生产客户想要的产品，并按时发运优质货物。这种方法可以充分发挥公司内各种资源的优势，为公司带来更可观的经济效益，并确保工作的安全。7ThedifferentroleswithintheContinuousImprovementGroup持续改善团队不同的角色ExecutiveManagement执行管理层DeploymentChampion实施倡导者MasterBlackBelt黑带大师BlackBelt黑带LeanFacilitatorLEAN推广人8MajorResponsibilities主要责任•WorkwithPlantManagementteamtoidentifyLeanprojectopportunities和公司管理层一道识别LEAN项目机会•Co-ordinatethecreation,monitorandreportprogressofleanroadmapsandactivity协调生产、监控及报告LEAN路线图及LEAN活动的进展情况•FacilitateLeanworkshopsinlinewithCorporategoals/BusinessMetrics和公司目标/业务目标/业绩保持一致地推动LEAN车间•Makesignificantcontributionstotheplantfinancialsavingsbycompletingworkshopsandclosingoutfollowupactions通过车间实施和关闭跟进行动来为公司财务节省作出较大贡献LeanFacilitatorJobspecificationLEAN推广人的工作说明9MajorResponsibilities主要责任•WorkwithPlantManagementteamtoidentifyLeanprojectopportunities和公司管理层一道识别LEAN项目机会•Co-ordinatethecreation,monitorandreportprogressofleanroadmapsandactivity协调生产、监控及报告LEAN路线图及LEAN活动的进展情况•FacilitateLeanworkshopsinlinewithCorporategoals/BusinessMetrics和公司目标/业务目标/业绩保持一致地推动LEAN车间•Makesignificantcontributionstotheplantfinancialsavingsbycompletingworkshopsandclosingoutfollowupactions通过车间实施和关闭跟进行动来为公司财务节省作出较大贡献LeanFacilitatorJobspecificationLEAN推广人的工作说明10Weknowleanworks,sowhyarewenothavingmoresuccess?我们知道LEAN怎样工作，为什么我们没有取得更大的成功？Exercise-1SuccessFactorsforLeadingChange领导改变的成功因素11Vision愿望Skills技巧Incentives激励Resources资源ActionPlan行动计划Change改变SkillsIncentivesResourcesActionPlanConfusion糊涂VisionIncentivesResourcesActionPlanAnxiety焦虑VisionSkillsResourcesActionPlanNoChange无变化VisionSkillsIncentivesActionPlanFrustration受挫VisionSkillsIncentivesResourcesFalseStarts错误的开始SuccessFactorsforLeadingChange领导变化的成功因素12Past过去Internal/self内部/自己External/environment外部环境Future将来Explore开拓Resist抵抗Commit承诺Deny否定Re:Scott&Jaffe,1989“Anotherflavourofthemonth”嚼上另一种味道“ReadytoDoIt”准备做“Everyoneelsehasaproblembutme!”除了我每个人都有问题“Starttoseeit”开始看一看PersonalChangeJourney个人的变化历程13EXPECTRESISTANCE:希望的抵抗“Thedevilyouknowisbetterthantheoneyoudon’t!”你知道的坏事情比你不知道的坏事情要好•Openresistanceisalwayseasiertodealwiththanpassiveresistance.•公开的抗拒比不公开抗拒容易处理•Inordertomanageresistanceandreduceit,you•havetoknowwhatitisbeforeyoucanchangeit.•为了管理和降低抵抗,在你改变它之前你必须知道它是什么？EXPECTRESISTANCE所希望的抵抗14PeoplearetheRealAssets人是真正的财富PEOPLE人Needtoknow&understandbusinessobjectives&goals需要知道和理解业务目标及目的Needtoknowhowthiswillrelatetotheirroleintheorganization需要知道他们在组织中的角色相关程度“Whatwillhappentothem?”对他们将会发生什么？NeedtoknowwhatchangestheywillberequiredtoMake需要知道他们需要作什么变化Needtoknowwhatnewskillstheywillrequiretodothejob做工作时需要知道他们需要什么技能ByRESPECTINGpeoplewecancreatetheCLIMATEFORCHANGE通过尊重人才我们就能够产生一个变化的环境气候15精益之路16Whyarewehere?为何我们在这里ToLearn去学习1715LeanToolContents15精益工具内容TheLeanAssessmentToolcontainsfifteenattributeworksheetsdescribingtheLeanbestpracticesthatconstitutethefollowingAttributesofLeanmanufacturing:评审工具包含15个要素工作表，描述组成下列精益生产要素的示例：1.STANDARDWORK标准化作业8.LEANCONTAINERSANDPACKAGING精益容器及包装2.WORKPLACEORGANISATION(5S’s)车间组织（5S）9.ANDON3.AUDIO&VISUALCONTROLS声音及目视控制10.INPROCESSQUALITYAUDIT制程质量审核4.OPERATIONCERTIFICATION操作保嫜11.CONTINUOUSIMPROVEMENTPROCESS(Kaizen)持续改善过程5.INTERNALPULL&MATERIALCONVEYANCE12.PROBLEMSOLVING(PDCA)用PDCA解决问题内部拉动及物料运输6.EXTERNALLPULL&TRANSPORTATIONSYSTEM13.TOTALPRODUCTIVEMAINTENANCE(TPM)外部拉动及运输系统全员性生产维护7.CENTRALMATERIALSTORAGE14.ERRORPROOFING防错中央物料储存15.QUICKCHANGEOVER(SMED)快速换模18HigherValueStandards更高的价值标准Inreality...现实中......itisnot:它不是...Insteaditis:取而代之的是:JIT/17(Cost)+(Profit)=(SellingPrice)成本+利润=卖价(SellingPrice)-(Cost)=(Profit)卖价-成本=利润1