何谓精简生产

@2004-KPOpage1creatingLeanthroughContinuousImprovementKAIZENPromotionOfficeLeanManufacturing精简生产:TheLeanJourney精简之旅@2004-KPOpage2creatingLeanthroughContinuousImprovementKAIZENPromotionOfficeLeanManufacturing精简生产WhatisLeanManufacturing?何谓精简生产?Doweneedit?我们需要她吗?Why?为什么?WhatdoIgetoutfromLean?我可以从中获到什么?@2004-KPOpage3creatingLeanthroughContinuousImprovementKAIZENPromotionOfficePricing:TheNewReality价格的新模式Theoldmodel旧模式:Cost成本+Profit效益=Price价格[Fixed固定][Fixed固定][Derived获得]Thenewmodel新模式:Price价格–Profit效益=Cost成本[Fixed固定][Fixed固定][Derived获得]NewModel新模式:Priceisfixedbythecompetitivemarket.Profitisfixedbyshareholderexpectations.Thismeansthatyoumustachieveamaximumtargetcost,andthatcostreductionbecomescentraltoyourbusinessstrategy.价格由市场而定,利润由股东而定,这意味必须达至最高成本,而节省成本便成为公司的重要策略.Oldmodel旧模式:Thecompanysetsthepricetoachieveatargetprofit.公司目标利润是通过价格设定而得.@2004-KPOpage4creatingLeanthroughContinuousImprovementKAIZENPromotionOffice4Shareholders股东-FinancialReturn财务回报-Reliability可靠-IncomeGrowth收入增加-Survival生存1Customers顾客-Quality品质-Responsiveness反应能力-CostAdvantage成本优势CorporateChallenge企业挑战Partners伙伴–Involvement参与–IncomeGrowth收入增加–Stability稳定3Employees顾客-JobSecurity工作保障-SelfEsteem受尊重/尊敬-Recognition赞赏-Rewards奖励2@2004-KPOpage5creatingLeanthroughContinuousImprovementKAIZENPromotionOfficeNewCorporateResponse企业新责任Improvescontinuouslytosustainacompetitiveadvantage,and持续改善,维持竞争力优势Treatspeopleastheonlyappreciatingcorporateasset.确认“人”为企业最重要资产.Physicalandculturaltransformationtoacustomer-centricenterprisethat:将现有企业及文化转变为以顾客为中心企业Isintunewith&responsivetochangingcustomerneeds,以顾客期望为依归,所作之调整及反应@2004-KPOpage6creatingLeanthroughContinuousImprovementKAIZENPromotionOfficeTheCircleofDoominManufacturing!生产的厄运图FakeNumbers假数据ProductionShortfalls生产不足HiremorePeople聘请大量员工MoreEquipment大量设备OT加班OutofControl失控UnrealisticMPS排期不现实PoorPerformance差的表现@2004-KPOpage7creatingLeanthroughContinuousImprovementKAIZENPromotionOffice4Stepstobreakthecircleofdoom打破厄运图的4个步骤:Integrity正直EnthusiasmandCommitment积极/有责任感Action行动Understandingthecustomerfullyandclearly充分明了客户的需求BreakingtheCircleofDoom打破厄运图@2004-KPOpage8creatingLeanthroughContinuousImprovementKAIZENPromotionOfficeLeanstartedinToyota45yearsago精简生产开始于45年前的丰田公司TwoJapanesesetouttobeatthemassproductionmode两个日本人建立了突破传统的大批量生产模式TaiichiOhnoShigeoShingo@2004-KPOpage9creatingLeanthroughContinuousImprovementKAIZENPromotionOfficeLeanManufacturing精简生产Leanis精简是:Mindsetofcontinuousimprovement.持续性改善的观念EliminatingWaste消除浪费Habits习惯Changingthewaywedothings改变做事方法Culture文化Believe信任Aneyefordetails亲自了解详情Alwaysshiftingtheparadigmofsatisfaction经常转变满意模式@2004-KPOpage10creatingLeanthroughContinuousImprovementKAIZENPromotionOfficeLeanManufacturing精简生产WhatisLeanManufacturing?何谓精简生产?Leanis精简是:企业资源计划(ERP),生产资源计划(MRPII)KAIZEN改善TQM全面质量管理,TQC全面质量控制,6-Sigma6个标准偏差JustInTime及时生产Kanban广告牌Mindsetofcontinuousimprovement续改善的观念WhydoweneedLeanManufacturing?为什么要精简生产?Competitive–globalization全球性的竞争Survival生存Change-ContinuousImprovement改变–持续性改善@2004-KPOpage11creatingLeanthroughContinuousImprovementKAIZENPromotionOfficeLEANMANUFACTURING,ANEXAMPLE精简生产实例PRATT&WHITNEYASANEXAMPLE以PRATT&WHITNEY公司为实例:SMALLPRODUCTTEAM(30)MOVINGFIRSTDESIGNFROMCONCEPTTOLAUNCHINNINEMONTHS小形的生产小组(30),在9个月时间内完成从概念设计到生产的过程.ENGINEERSLOCATEDINSAMESPACEASPRODUCTION工程师要与生产中在同一地方工作EQUIPMENTORGANIZEDBYCOMPONENTINPROCESSSEQUENCE设备是按零件的生产制程来布置.@2004-KPOpage12creatingLeanthroughContinuousImprovementKAIZENPromotionOffice3VitalElements3个重要因素KaizenBreakthroughMethodology改善突破方法TimeBasedStrategies时间策略GlobalProductionSystem-GPSAchieverapidandsustainableresultsforcompetitiveadvantage迅速获得及维持成果以取得竞争优势@2004-KPOpage13creatingLeanthroughContinuousImprovementKAIZENPromotionOfficeStrategicIssuesForManufacturing生产策略Quality:howtoimproveit品质:如何改进Cost:Howtocontrolit成本:如何控制On-timeDelivery:Howtoensureit准时交货:如何保证Failuretoimproveinallthreeareasmeansalossofcompetitivenessintoday‘sglobalmarkets.如果我们不能做到所要求的:品质、成本和准时交货,那我们在市场上将失去竞争能力。@2004-KPOpage14creatingLeanthroughContinuousImprovementKAIZENPromotionOfficeOperationalLeadTime运作时间OrderEntryPre-PlanMfgDistA/RATimebasedStrategy时间为基础的策略ProductDevelopment开发Pre-Plan计划Manufacturing生产Distribution销售AccountsReceivable结算Time时间Toreducethelengthoftimeanorganizationrequirestofinanceitself减短财务结算时间@2004-KPOpage15creatingLeanthroughContinuousImprovementKAIZENPromotionOfficeTimeBasedStrategy以时间为基础之策略Whenthetimebasedstrategy,theGlobalProductionSystem,andtheKaizenmethodologyworkinharmony当以时间为基础策略/全球生产系统/改善突破工作融为一体时:Quality,costanddeliverysimultaneouslyimproveQCD同时得到改善Qualityimprovesbyreducingthetimebetweenerrordetectionandcorrection通过减短发生到发现次品的时间来改善质量Costimprovesbyreducingwasteanddefects通过减少浪费及次品来改善成本.Deliveryimprovesbyshorteningthetimefromordertodelivery通过减短订货到交货时间来改善交货时间salesgrow销售增长Profitsincrease利润提升@2004-KPOpage16creatingLeanthroughContinuousImprovementKAIZENPromotionOfficeTimeBasedStrategy时间为基础策略Areductioninmanufacturingleadtimewould::生产周期/前置“时间缩短可达成:Getnewproductstomarketfaster新产品推出更快Getexistingproductstothecustomerfasterandshortenordertime现有产品订货时间缩短,客