Lean Manufacturing for Applica KPO training

@2004-KPOpage1creatingLeanthroughContinuousImprovementKAIZENPromotionOfficeLeanManufacturing精簡生產:TheLeanJourney精簡之旅@2004-KPOpage2creatingLeanthroughContinuousImprovementKAIZENPromotionOfficeLeanManufacturing精簡生產WhatisLeanManufacturing?何謂精簡生產?Doweneedit?我們需要她嗎?Why?為什么?WhatdoIgetoutfromLean?我可以從中獲到什么?@2004-KPOpage3creatingLeanthroughContinuousImprovementKAIZENPromotionOfficePricing:TheNewReality價格的新模式Theoldmodel舊模式:Cost成本+Profit效益=Price價格[Fixed固定][Fixed固定][Derived獲得]Thenewmodel新模式:Price價格–Profit效益=Cost成本[Fixed固定][Fixed固定][Derived獲得]NewModel新模式:Priceisfixedbythecompetitivemarket.Profitisfixedbyshareholderexpectations.Thismeansthatyoumustachieveamaximumtargetcost,andthatcostreductionbecomescentraltoyourbusinessstrategy.價格由市場而定,利潤由股東而定,這意味必須達至最高成本,而節省成本便成為公司的重要策略.Oldmodel舊模式:Thecompanysetsthepricetoachieveatargetprofit.公司目標利潤是通過價格設定而得.@2004-KPOpage4creatingLeanthroughContinuousImprovementKAIZENPromotionOffice4Shareholders股東-FinancialReturn財務回報-Reliability可靠-IncomeGrowth收入增加-Survival生存1Customers顧客-Quality品質-Responsiveness反應能力-CostAdvantage成本優勢CorporateChallenge企業挑戰Partners伙伴–Involvement參與–IncomeGrowth收入增加–Stability穩定3Employees顧客-JobSecurity工作保障-SelfEsteem受尊重/尊敬-Recognition贊賞-Rewards獎勵2@2004-KPOpage5creatingLeanthroughContinuousImprovementKAIZENPromotionOfficeNewCorporateResponse企業新責任Improvescontinuouslytosustainacompetitiveadvantage,and持續改善,維持競爭力優勢Treatspeopleastheonlyappreciatingcorporateasset.確認“人”為企業最重要資產.Physicalandculturaltransformationtoacustomer-centricenterprisethat:將現有企業及文化轉變為以顧客為中心企業Isintunewith&responsivetochangingcustomerneeds,以顧客期望為依歸,所作之調整及反應@2004-KPOpage6creatingLeanthroughContinuousImprovementKAIZENPromotionOfficeTheCircleofDoominManufacturing!生產的厄運圖FakeNumbers假數據ProductionShortfalls生產不足HiremorePeople聘請大量員工MoreEquipment大量設備OT加班OutofControl失控UnrealisticMPS排期不現實PoorPerformance差的表現@2004-KPOpage7creatingLeanthroughContinuousImprovementKAIZENPromotionOffice4Stepstobreakthecircleofdoom打破厄運圖的4個步驟:Integrity正直EnthusiasmandCommitment積極/有責任感Action行動Understandingthecustomerfullyandclearly充分明了客戶的需求BreakingtheCircleofDoom打破厄運圖@2004-KPOpage8creatingLeanthroughContinuousImprovementKAIZENPromotionOfficeLeanstartedinToyota45yearsago精簡生產開始于45年前的豐田公司TwoJapanesesetouttobeatthemassproductionmode兩個日本人建立了突破傳統的大批量生產模式TaiichiOhnoShigeoShingo@2004-KPOpage9creatingLeanthroughContinuousImprovementKAIZENPromotionOfficeLeanManufacturing精簡生產Leanis精簡是:Mindsetofcontinuousimprovement.持續性改善的觀念EliminatingWaste消除浪費Habits習慣Changingthewaywedothings改變做事方法Culture文化Believe信任Aneyefordetails親自了解詳情Alwaysshiftingtheparadigmofsatisfaction經常轉變滿意模式@2004-KPOpage10creatingLeanthroughContinuousImprovementKAIZENPromotionOfficeLeanManufacturing精簡生產WhatisLeanManufacturing?何謂精簡生產?Leanis精簡是:企業資源計劃(ERP),生產資源計劃(MRPII)KAIZEN改善TQM全面品質管理,TQC全面品質控制,6-Sigma6個標準差JustInTime及時生產Kanban看板Mindsetofcontinuousimprovement續改善的觀念WhydoweneedLeanManufacturing?為什么要精簡生產?Competitive–globalization全球性的競爭Survival生存Change-ContinuousImprovement改變–持續性改善@2004-KPOpage11creatingLeanthroughContinuousImprovementKAIZENPromotionOfficeLEANMANUFACTURING,ANEXAMPLE精簡生產實例PRATT&WHITNEYASANEXAMPLE以PRATT&WHITNEY公司為實例:SMALLPRODUCTTEAM(30)MOVINGFIRSTDESIGNFROMCONCEPTTOLAUNCHINNINEMONTHS小形的生產小組(30),在9個月時間內完成從概念設計到生產的過程.ENGINEERSLOCATEDINSAMESPACEASPRODUCTION工程師要與生產中在同一地方工作EQUIPMENTORGANIZEDBYCOMPONENTINPROCESSSEQUENCE設備是按零件的生產制程來布置.@2004-KPOpage12creatingLeanthroughContinuousImprovementKAIZENPromotionOffice3VitalElements3個重要因素KaizenBreakthroughMethodology改善突破方法TimeBasedStrategies時間策略GlobalProductionSystem-GPSAchieverapidandsustainableresultsforcompetitiveadvantage迅速獲得及維持成果以取得競爭優勢@2004-KPOpage13creatingLeanthroughContinuousImprovementKAIZENPromotionOfficeStrategicIssuesForManufacturing生產策略Quality:howtoimproveit品質:如何改進Cost:Howtocontrolit成本:如何控制On-timeDelivery:Howtoensureit準時交貨:如何保証Failuretoimproveinallthreeareasmeansalossofcompetitivenessintoday‘sglobalmarkets.如果我們不能做到所要求的:品質、成本和準時交貨,那我們在市場上將失去競爭能力。@2004-KPOpage14creatingLeanthroughContinuousImprovementKAIZENPromotionOfficeOperationalLeadTime運作時間OrderEntryPre-PlanMfgDistA/RATimebasedStrategy時間為基礎的策略ProductDevelopment開發Pre-Plan計劃Manufacturing生產Distribution銷售AccountsReceivable結算Time時間Toreducethelengthoftimeanorganizationrequirestofinanceitself減短財務結算時間@2004-KPOpage15creatingLeanthroughContinuousImprovementKAIZENPromotionOfficeTimeBasedStrategy以時間為基礎之策略Whenthetimebasedstrategy,theGlobalProductionSystem,andtheKaizenmethodologyworkinharmony當以時間為基礎策略/全球生產系統/改善突破工作融為一體時:Quality,costanddeliverysimultaneouslyimproveQCD同時得到改善Qualityimprovesbyreducingthetimebetweenerrordetectionandcorrection通過減短發生到發現次品的時間來改善品質Costimprovesbyreducingwasteanddefects通過減少浪費及次品來改善成本.Deliveryimprovesbyshorteningthetimefromordertodelivery通過減短訂貨到交貨時間來改善交貨時間salesgrow銷售增長Profitsincrease利潤提升@2004-KPOpage16creatingLeanthroughContinuousImprovementKAIZENPromotionOfficeTimeBasedStrategy時間為基礎策略Areductioninmanufacturingleadtimewould::生產周期/前置“時間縮短可達成:Getnewproductstomarketfaster新產品推出更快Getexistingproductstothecustomerfasterandshortenordertime現有產品訂貨時間縮短,客人更