七种浪费的定义和应用

ThisreportissolelyfortheuseofSidelGrouppersonnel.Nopartofitmaybecirculated,quoted,orreproducedfordistributionoutsideSidelGrouporganizationwithoutitspriorapproval.ThismaterialwasusedbySidelGroupduringanoralpresentation;itisnotacompleterecordofthediscussion.CORPORATE7wastesWCLE&IEDepartmentPOLOBeijing2011.02.16POLOWCLEWhatisLean什么是精益？Leanisawaytoeliminatenon-valuedactivitiesinordertoquicklydeliverwhatcustomerrequiresinhighquality.精益－－就是通过持续不断地消除各种浪费（或非增值活动），为客户快速生产交付高质量满足要求的产品与服务。TPS/JIT丰田生产系统/准时生产Lean精益浪费客户持续不断IDMAC快速SMARTinsteadofHARD2011.02.16POLOWCLELeanmakessense…精益能够做到Processviewedbyyou你所见到的流程Processinreality实际执行的流程Targetedprocess精益流程Software?SMART!!2011.02.16POLOWCLEWaitingformaterial等材料Temporarystorage临时库存Defects不合格Searchingfortools找工具Overstock过多库存Backorder返工Overproduction生产过多Heavyloads搬运重物Brokenequipmentandrepairs设备故障和维修Lookingatmachinewhileoperating看护设备Transport搬运Countingparts数材料DaytoDayScenesintheFactory工厂常见的景象2011.02.16POLOWCLEDaytoDayScenesintheOffices办公室常见景象“Rush”orders紧急订单Waitingforinformation等待信息MultipleInterruptions多种打扰Computerproblems电脑故障InformationResearch查找信息?Informationflood信息过多Lackofinformation缺少信息Non-conformityreport不合格报告2011.02.16POLOWCLEKEEPinMIND牢牢记住Forcingexcellentemployeestoworkwithineffectiveprocessesisthebestwaytocreateineffectiveemployees强迫优秀员工按照低效率流程工作必然会创造出一个低效率的员工。95%ofyourproblemsaretheresultofbusinessprocesses,andfewerthan5%arecausedbyyouremployees95%的问题是流程导致，只有很少的5%的问题是由于员工本人导致的。2011.02.16POLOWCLEValue-addedVs.Non-value-added增值Vs非增值CycleTime过程时间Non-value-added非增值活动Value-added增值活动Orderin-taking接合同Delivery发货ValueAddActivity增值活动TransformingofRawMaterialsandInformationIntoPartsorProductsinaWaytheCustomerValues(WillingtoPayFor)将原材料或信息转化为被客户所需要的部件或产品（客户愿意为此付费）Examples:Milling,Boring,Drilling,Punching,Others?例如：机加工（车铣刨磨）等等，其他？Non-ValueAddActivity非增值的活动ElementsoftheProcessThatAddTime,Effort,Cost,butNoValue这些活动耗费了时间，精力，金钱，但没有价值；AlsoCalledWaste也称为浪费；WasteAreSymptomsofaProblem,NotRootCauses发现的浪费只是现象，不是产生浪费的根源；WastePointstoProblemsWithintheProcess浪费也就指向流程中的问题；2011.02.16POLOWCLETypicalCompany一般公司TraditionalManufacturingImprovement传统制造业的改进LeanWasteReduction精益的浪费减少方式OriginalLeadTime最初周期MajorImprovementNVANVANVAVAVAVAMinorImprovementTime/周期1%to5%ValueAdd-vs-Non-ValueAdd增值Vs非增值ProductLeadTimeLessthan1%ofactivityisvalueadding；通常只有1%的活动是增值的；Buttypically,wepileresourcesintoimprovementofthe1%andignorethe99%opportunity；但我们不去关注99%的提高机会，却把目光集中在只占1%时间的增值过程上面；2011.02.16POLOWCLE8Wastes8种浪费Scrap(reworks)残次（返工）Transportation搬运Movements移动Waiting(Delay)等待Over-processing过度加工Overproduction过度生产Inventory库存2011.02.16POLOWCLEWasteThatOccursWhenaProcessElementDoesNotConformtoProperSpecifications.TheResultCouldInvolveRework当一个过程的结果和要求不一致的时候，将导致返工PrimaryCauses:发生原因Adjustments(AllAdjustmentsShouldBeEliminated)调整（应消除调整）LackofErrorProofing缺少防差错的方法LackofStandardWork缺少标准PoorInstructionsandTraining作业指导不佳或缺少培训InadequateSupplierQuality供应商质量问题StorageConcerns问题库存ExpectationsPoorlyCommunicated,NotObtained沟通问题Scrap(Rework)返工2011.02.16POLOWCLEWasteCausedbyUnnecessaryMovementofMaterialorProduct.由于不必要得移动物料引起的浪费：PrimaryCauses:发生原因InefficientFacilityLayout布局不合理LongSetupTimes长的准备LackofContinuousFlow物流连续性不强LackofMulti-skilledWorkers缺少多技能操作人员Monuments阶段完工Batch(Push)Mentality批量（推动）式生产Transportation搬运Mostlytoignore最容易被忽视的问题2011.02.16POLOWCLEWaiting(Delay)等待WasteofWaitingforthe“NextStep.”等待“下一步”的浪费PrimaryCauses:发生原因WhenTwoDependentActivitiesAreNotFullySynchronized两个相关的活动没有完全同步化Batch&Queue批量&排队NoWorkInstructionsorTraining无作业指导或培训LackofUrgency不紧急UnreliableEquipment不可靠设备2011.02.16POLOWCLEWasteCausedbyNon-ValueAddMovementofWorkersand/orProductionMachines由于操作者或生产设备的无增值移动引起的；PrimaryCauses:发生原因PoorWorkplaceLayout布局不合理PoorPartsPresentation材料供给BadFixturesorPoorTools设备或工具问题LackofStandardWork缺少标准化作业PoorErgonomics人机工程问题Motion移动2011.02.16POLOWCLEWasteofMaterials,PartsandAssembledGoodsWhenTheyArePurchasedorProducedinAdvanceofWhenTheyAreRequired.物料或部件以及半成品被早于需求地购买加工或装配造成的浪费；PrimaryCauses:发生原因“Push”(MRP)Vs.“Pull”Production推动而不是拉动式生产LackofContinuousFlow缺少连续流BatchProduction批量生产OperationNotVerticallyLinked各种操作不是直接联系Monuments阶段完工LongSet-upTimes长的准备时间InventoryIs“Comforting”库存会造成安全感Inventory库存SourceofEvil万恶之源2011.02.16POLOWCLEWasteCausedbyProducingMore,Sooner,orFasterThanConsumersBuy生产出的东西比客户需求多、快、早都是浪费；“Just-in-case”IsNot“Just-in-time””以防万一“的生产不是精益生产；PrimaryCauses:发生原因：BatchProductionandLongSetupTimes批量生产和长准备时间BuildingtoaForecast根据预测生产LackofStandardWork缺少标准化工作PoorlyPerformingSuppliers供应商业绩不佳IneffectiveMaintenance无效的维护IncapableProcess流程问题-Overproduction过度生产Theworstwaste2011.02.16POLOWCLEOver-Processing过度加工WasteofUnnecessaryProcessesandOperations.由于不必要流程和操作原因造成的浪费EndlessRefinement没完没了的修饰RedundantApprovals过多的批准程序ExtraCopies/ExcessiveInformation额外的复印件/过多的信息PrimaryCauses:发生原因NotIdentifyingCustomerValues未能有效识别客户价值EngineeringChangesWithoutProcessChanges工艺过程没有随着工程的更改而改变IneffectivePoliciesandProcedures无效的政策和程序That’stheWayWe’veAlwaysDoneIt这是通常做法NoStandardWork非标准化作业Difficulttoidentify识别起来比较困难2011.02.16POLOWCLE