Lean Introduction 精益基础知识

TimeBasedManagement©2007TBMConsultingGroup,Inc.AllRightsReserved.BPKLeanSigma®,ThePerfectEngine®,LeanStrategy®,andtheTBMConsultingGrouplogoareregisteredtrademarksofTBMConsultingGroupInc.业务流程改善BusinessProcessKaizen精益基础、概念和原理LeanFundamentals,Concepts&Principles1-2©2007TBMConsultingGroup,Inc.AllRightsReserved.BPK何谓精益西格玛变革？WhatIsLeanSigmaTransformation?重点在于：缩短前置时间，改善响应能力Focusingonlead-timereductiontoimproveresponsiveness达到同步改善：品质、成本、交货期Achievingsimultaneousimprovementsinquality,cost,anddelivery借力改善求增长：增加财政收入，扩大市场份额Leveragingimprovementsforgrowthinrevenues,earnings,andmarketshare培育持续改善文化，维持改善成果Buildingacontinuousimprovementculturetosustainthegains利用改善突破法，取得快速之变革DeployingKaizenBreakthroughMethodologyforrapidtransformation1-3©2007TBMConsultingGroup,Inc.AllRightsReserved.BPK精益西格玛基础FoundationsofLeanSigma精益生产系统LeanProductionsystem及时生产JustinTime有效使用EfficientUseof员工People设备Equipment物料materials厂房Space均衡生产(流程)Production(Process)Smoothing提升流程能力ImproveProcessCapability尽量减少变化Minimizevariation控制异常Manageabnormality驱动成本下降DrivescostreductionJidoka自働化1-4©2007TBMConsultingGroup,Inc.AllRightsReserved.BPK及时生产Just-In-Time精益西格玛®的基础是重视客户的期望和价值的定义。ThebasisofLeanSigma®focusesonthecustomer’sexpectationsandthedefinitionofvalue.为了了解客户有关质量、交货、成本、服务和风险方面的期望，我们必须从客户的角度对我们的流程进行量度。Tounderstandcustomer’sexpectationsrelativetooutcomes,access,cost,serviceandriskwemustmeasureourprocessesthesamewaythecustomerviewsthem.精益西格玛®流程可以ALeanSigma®Processdelivers:•生产客户需要的产品Whatthecustomerwants•交到客户指定的地方Intheplacetheywant•根据他们要求的规格Withtheprovidertheywant•按照客户要求的准确时间Attheexacttimetheywantit•同时使用最少的资源–人力、设备、厂房、技术、材料等Whileusingtheminimumresources–people,equipment,space,technology,materials,etc.1-5©2007TBMConsultingGroup,Inc.AllRightsReserved.BPK基本要素TheCommonElement“现在一切都是速度。”“Today,it’sallaboutspeed.”汤姆·彼得斯TomPeters精益=速度Lean=speed精益工具和技术是加快公司各个流程运作之最有效方法Leantoolsandtechniquesarethemosteffectivewaytospeedupeverypartofyouroperations时间：当今最强大的竞争优势Time:Today’sMostPowerfulCompetitiveAdvantage1-6©2007TBMConsultingGroup,Inc.AllRightsReserved.BPK时效为本的战略Time-BasedStrategies关键是要将工作流程缩短到“核心价值流程”Thekeyistoreduceyourprocessesto“corevalue”过多库存ExcessiveInventories过多动作ExcessiveMotion(走到下一个工位等)(WalkingtoNextTask,etc.)不良品DefectiveProducts(识别/处理/修理)(Identifying,Handling,Fixing)不必要的加工UnneededProcessingTime等待Waiting(通常都是工作分配不平衡的结果)(OftentheResultofUnbalancedTasks)过量生产Overproduction运输Transportation(楼下制造，楼上装配)(MakePartsHere,TakeUpstairsForAssembly)等待的时间和活动WastedTimeandActivity核心流程价值CoreProcessValueOPERATIONALLEADTIME1-7©2007TBMConsultingGroup,Inc.AllRightsReserved.BPK提高核心价值流程比例GettingtoCoreValue从大门到巴士FromGatetobus坐巴士到出租车TakeBustocar驾车出去Drivetoexit赫兹金卡HertzGold传统的租车流程TraditionalCarRentalProcess从大门到计费处Fromgatetorentalcounter在计费处等待Waitinlineatrentalcounter在计费处Atcounter从计费处到巴士FromCountertobus坐巴士到车站TakeBustoterminal找到出租车Locatecar驾车出去Drivetoexit确认租车Confirmreservation检查和签署Review&signpaperwork压卡Creditcardimprint收到租车合约Receiverentalcontract收到车辆Receivecarassignment1-8©2007TBMConsultingGroup,Inc.AllRightsReserved.BPK“时效为本”之影响Time-BasedImpacts质量与时间Quality&Time成本与时间Cost&Time交期与时间Delivery&TimeTimeBasedManagement©2007TBMConsultingGroup,Inc.AllRightsReserved.BPKLeanSigma®,ThePerfectEngine®,LeanStrategy®,andtheTBMConsultingGrouplogoareregisteredtrademarksofTBMConsultingGroupInc.“西联汇款”录像带WesternUnionVideo1-10©2007TBMConsultingGroup,Inc.AllRightsReserved.BPK练习:您看到了什么?Exercise:WhatDidYouSee?••••••••••••••••••1-11©2007TBMConsultingGroup,Inc.AllRightsReserved.BPK精益西格玛®原理LeanSigma®Principles重视增值工作Valueaddingfocus工序相连，流线作业Linkprocessestocreateflow调整生产速度，满足客户要求Paceworktocustomerdemand减少流程变化Reduceprocessvariation客户绝对满意100%customersatisfaction1-12©2007TBMConsultingGroup,Inc.AllRightsReserved.BPK增值与非增值Value-Addvs.Non-Value-Add增值活动(必须“通过”所有3个测试)：Value-AddedActivities(must“pass”all3tests):1.将物料/信息转化成为这样的产品和服务……Transformsmaterials/informationintoproducts&servicesthat…2.客户愿意购买，而且……Thecustomeriswillingtopayfor,and..3.一次就最好。Isdonerightthe1sttime.非增值活动Non-ValueAddedActivities:1.没有转化工作Doesnottransform2.客户“毫不在乎……”，而且Thecustomer“couldcareless…”,and3.产生“無駄”(=浪费)Creates“Muda”(=waste)不必要的非增值活动：NecessaryNon-ValueAddedActivities:1.联邦、州或地方政府要求的StipulatedbyFederal,StateorLocalgovernmentmandate2.公司政策要求的(例如“美国公认会计准则”)RequiredbyCorporatepolicy(e.g.,G.A.A.P.)1-13©2007TBMConsultingGroup,Inc.AllRightsReserved.BPK“时效为本”之战略Time-BasedStrategies业务流程里的浪费WasteinBusinessProcesses缺陷与回环工序Defectsandloop-backs交接点/生产中做决定Hand-offs/DecisionsinProcess过量生产Over-producing不必要的加工Unnecessaryprocessing不必要的物料/信息UnnecessaryMaterials/Information过多的运输Excesstransportation等待Waiting1-14©2007TBMConsultingGroup,Inc.AllRightsReserved.BPK流程速度ProcessPacing节拍时间决定满足客户要求之作业速度TaktTimesetsthepaceofanyoperationtomatchcustomerdemand可以将其比喻为交响乐队的指挥Canbecomparedtotheconductorofanorchestra1-15©2007TBMConsultingGroup,Inc.AllRightsReserved.BPK精益西格玛基础FoundationsofLeanSigma精益生产系统LeanProductionsystem及时生产JustinTime有效使用EfficientUseof员工People设备Equipment物料materials厂房Space均衡生产(流程)Production(Process)Smoothing提升流程能力ImproveProcessCapability尽量减少变化Minimize