讨论精益生产和6S管理的整合外文文献

吉林化工学院本科毕业论文吉林化工学院外 文 文 献讨论精益生产和6S管理的整合Discussion on Integration of Lean Production and Six Sigma Management 性 质: 毕业设计 毕业论文 教 学 院机电工程学院系 别：工业工程学生学号：11440327学生姓名：党博凯专业班级：工业工程1103指导教师：卢伟宏职 称：副教授起止日期：2015.3.12015.3.28吉 林 化 工 学 院 Jilin Institute of Chemical Technology讨论精益生产和6S管理的整合 摘要本文介绍的出现和精益生产和6S管理的发展，比较和分析了精益生产和6S管理，也分析了整合精益生产与6S管理的必要和可行性，并指出了如何整合精益生产和6S管理：整合组织管理，实施一体化进程，整合加工方法，整合使用工具，建立了精益6S顺应环境。最后，提出了整合精益生产和6S管理应注意的9个主要部分。精益生产和6S管理是广泛影响的两种管理方法。这两种方法都带来了巨大的好处，已成功实施了两种方法的企业。精益生产和6S管理不仅可以单独使用，也可以结合起来，每个人都有自己的优点和缺点，两者具有互补优势。它们被强化和相互联系。如果精益6S可以整体使用，就会产生较大的影响。关键词：精益生产，6S管理，精益6S第一章 浅谈精益生产和6S管理1.1 精益生产 精益生产起源于日本丰田汽车公司。它来自于学习和美国福特汽车公司管理的进一步发展。其核心思想是去除的企业链接所有非增值活动，创造价值生产尽可能用较少的人力，设备少，在较短的时间和地点，还以满足客户的生产或服务的要求。它强调减少浪费和非增值链，以降低成本。精益是不仅是对人类社会的影响的最有效的方式，但是是工业化的新时代的象征。1.2 6S管理 6S管理提出了在80年代中期的摩托罗拉。摩托罗拉，以便对企业发展的压力，提高了质量标准，总结起来实践。这是为了提高对全面质量管理理论与数理统计的质量标准和全面质量管理理论与数理统计的基础上。其核心思想是使所有的业务工作流程，基于数据和事实。在影响质量的因素流动采用定量方法。找出关键因素，以改善和继续降低波动性，使他们的经营能力是最好的，实现客户的满意度。它遵循的过程简化流程，控制流量变化，消除了产品质量的变化的过程中，从而节省了成本。其次摩托罗拉，GE，这么多世界顶级的跨国公司如DELL，TOSHIBA，HP，SONY，花旗银行，迪斯尼，希尔顿酒店都采用了6S管理，加强管理，提高管理水平，降低成本，提高客户忠诚度，增加销售，增强核心竞争力。第2章 精益和6S的必要性和可行性整合2.1精益6S和需要整合 从以上两对比分析可以看出，精益和6S管理有自己的优势和对方的缺点，如果他们吸收对方的优点，性能会更好。首先，精益生产专门从事系统的分析，企业的成功取决于一个良好的过程的有效运作，无论多么勤奋的员工，他们都无法超越的工艺设计能力？精益流程管理提供了6S项目管理的框架。其次，精益生产需要专家的独特知识的人才，缺乏规范性的知识。6S管理整合各种工具和标准化的DMAIC流程解决问题提供了操作性强的管理工具，项目管理。再次，在现场精益的专家分析，管理能迅速解决在现场暴露出来的问题，并专注于黑带。6S管理定量分析深层原因的复杂问题的指导下，可以找到解决复杂的过程的问题，但它需要较长的时间来解决这个问题。不同的问题，需要将两者结合起来，选择不同的方法来解决这个问题可以提高效率和容量。最后，从操作层面，培训，系统改进两个管理模式，因此需要的方式整合，单一使用一种有缺陷（周，他和高，2006年，6,1-4）。2.2整合精益生产和6S的可行性 首先，两者都是不断改进和追求完美的典范。这是他们的本质的同质性，这就是为什么能有整合的可能性的原因。其次，精益生产和6S管理都紧密相连TQM，其实现是非常相似的PDCA模型，它提供了集成的基础。再次，虽然有在操作层面精益生产和6S管理之间有许多差异，他们不是相互排斥的。就拿文化为例，今天的管理强调的东部和西部的文化，以及不同的文化，易于管理的优点吸收相结合;训练方法和系统的改进方法都可以集成。第三章 精益生产和6S集成方法管理3.1集成矩阵型组织可以在精益6S使用。图3-1示出的结构总经理财务副总裁最高价值流的领导者和6S倡导者营销副总裁其他的副总裁营业部营业部营业部工艺工程师基本操作单元的控制下过程领导 图3-1 组织结构图表精益六的迹象 这儿有系统中的两条线，一个是主要的各级整个业务流程价值流管理人员;另一种是主要黑带和整个项目管理的绿化带。它们交叉结合。第一行是相对稳定的员工是全职，而在第二线，工作人员都是兼职的，除了黑带。精益理论的内容必须黑带，绿带及其他人员的培训提高。最高价值流领导人必须是一个副总裁（他可以经营管理者），谁也6S管理的倡导者（周，他和高，2006年，6,1-4）3.2 实施过程整合 精益的原则应与6S管理的DMAIC在一体化进程中的战略框架下进行整合。测量 - 分析 - 改进 - 定义新的实现过程控制使用，被称为DMAIC。 DMAIC和传统的DMAIC之间的区别是精益理念，方法和工具被添加的过程中。 （他，周某和高，2006年，1,13-17）表3-1给出了实施步骤精益6S。3.3 方法集成 6S管理使用DMAIC和SIPOC过程分析模型，从戴明的PDCA循环发展。精益生产使用的产品实现方法的过程中，这是非常相似的SIPOC价值流分析，但目前还没有提出DMAIC模型作为6S管理在解决具体问题。因此，它们的结合，可以采用。首先，追求精益生产，然后绘制当前进程的企业排行榜，实现价值流图分析，排除一切MUDA的老工艺，并删除不必要的浪费。在此基础上，采用DMAIC分析过程中保持并实施持续改进，优化过程（张，2006年，11,14-16）。3.4集成的工具 精益生产的实施，使企业订单，可及时发现存在的问题，然后6S管理分析使用的统计方法和技术，并寻找深层次的原因的数据。所以，这两个工具可以有机地结合起来，优势互补。整合可以进行与实施过程的完美组合。表2示出了特定的工具。 表3-1 精益生产6S的实施步骤 舞台定义定义1 定义客户的需求。分析系统寻找废弃或更改。确定方案 改善作 业环境2.分析组织战略和组织资源3 确定该项目的范围措施 1定义工艺特点 2 实施过程 3 测量系统评估过程分析1 分析过程中，找出根源浪费或变化 2 识别工艺和输入改进1. 确定输入和输出计划并提出改进计划 2计划拟订控制行动和进行过程控制测试系统，流程和标准的成功的电子商务并提出新的问题3.5建立环境 环境的“精益6S”管理的建立，可以着手从两个方面的“精益6S”管理：首先，构建“精益6S”的物流网络，建立必要的信息管理环境和信息系统技术平台的管理。一般来说，可以实现一定的产品质量和工艺波动和缺陷，使用6S管理，通过本地处理工艺和设备的调整的解决。然而，改进工艺，缩短周期的过程中往往涉及大型企业进入流程的改造，甚至组织结构的变化。这需要表1.实施步骤精益6S在不同阶段的企业现有的物流系统，如生产布局，生产技术和原材料供应，年底产品，以及评价标准的基础上，在建筑过程中效率进行物料流的调查，并建立了以客户需求为导向的精细精益西格玛物流拉动机制，它是组织保证提升质量，速度和降低成本的根本解决，这就是“精益6S”的物流网络建筑。同时，要建立必要的信息管理环境和管理信息系统技术平台，实现CAD，CAM，MRPII，黄芪多糖结合PDM。这些先进制造技术是实现图片，可视化控制方法的基础上的，它们共同构成物流网络环境下的精益6S管理。二，开设“精益6S”的企业文化环境。精益思想和6S管理共同强调，是“，以确定客户的需求流量值”和“提高顾客的满意度”，强调即“精益求精”，“追求完美”，这些概念需要工作人员在过程中的每个环节反映他们流量，很长一段时间后，它是“精益6S”是形成企业文化。实践证明，实施“精益6S“管理成功与否，操作工具和方法是对应用非常关键，但可在”精益6S“的企业文化，是企业的根本决定因素。第四章 精益6S 管理和几个警告和注意事项的整合：1、充分发挥领导力精益生产和使用6S整合，需要处理整个系统的问题上，在同一时间，它是更复杂的分析和解决问题的，具有不同的部门需要通信需要更多的资源支持，有没有更多的领导的支持不会成功。领导的支持应该是真实的支持，不只是一个口头承诺，它需要领导参加精益6S的整合。仅参加他们，他们能发现问题，有效地促进精益6S集成（他，周某和高，2006年，1,13-17）2、加强沟通精益6S的整合过程中，通信中起着非常重要的作用。通信包括不通信的组织内唯一相同的水平，上，下，也之间的通信组织与外部客户，供应商和通信沟通;通信不仅包括思想上，也互相学习的方式。要加强沟通，它可以极大地促进精益六在该组织的快速速度西格玛概念扩散，并减少阻力。3、重视文化建设精益6S强调的事实，以及基于数据的，与传统的丰富经验相比，管理，其工作人员的要求更高，更严格。因此，精益6S的实施也从文化建设，使企业的每一个员工密不可分形成的做事习惯，自觉根据精益6S的方法来做事。4、建立完善的管理基础精益6S的企业整合，我们必须建立一个全面的管理基础，特别是基本数据管理，而为了持续改进提供真实，可靠的数据，使企业在实施正确的方向。5、系统关注精益6S是制度的力量作为一个整体，而不是单个项目，精益6S的实施重点不仅在项目上，我们还必须考虑操作系统的全面改善，公司短期的财务业绩应该与公司的长期全面的战略平衡考虑（陈，2006,11,54-56）。6、过程管理为中心精益和6S管理的整合应该以流程为中心，以摆脱该组织充当自身思维出发点的方式。这可以在整个价值流是一个值，这是一种浪费在确实找到，并且高效的管理（他，周某和高，2006年，1,13-17）。7、重点应该是在这个企业简单的复制，抄袭别人或机械结合精益6S的经验并不成功。企业要立足自身特点，结合自身的特点，走上整合之路（王张某，2006年，1,55-58）。8、选择合适的项目通常精益6S项目的实施需要几个月的时间才能看到利润。因此，在该选择第一个项目，我们要注意成功的可能性和好处的证据。这将有助于提高项目团队的信心和开展后续项目。此外，并不是所有的项目都需要精益6S。其结果是好一些单独使用的方法或6S管理方法。我们应该把项目根据自己的需要对项目有所不同。9、参与人为了成功实施企业整合，它必须有全体员工的支持。如果全体员工的支持和参与精益6S的整合，精益6S的整合将有一个坚实的基础。 结论精益和6S管理的整合是必要的，精益和6S管理，如扳手和钳子在一个工具箱。其结果将是最大的，如果两个人都拥有使用精益6S，企业能够更贴近客户，了解客户的关键要求更好，专注于过程改进的主要方面更准确地提高质量的底线。这将带来更多的收益给企业。当然，实施精益6S过程是非常复杂的。这需要进一步的研究。我们应该在摸索和不断总结一下实践。参考文献：1 袁婷婷NIKE公司的5S实践研究【D】上海：复旦大学，20082 胡启凡5S管理与现场改善M】北京：中国水利水电出版社，2011：2-33 杨宏强5S管理的概念、特点和实施J科技与管理，2011，13(3)：4-54 ROD G，RON F，KAORUICInplementing 5S with a Japanese Context：an integratedmanagement systemJManagement Decision，2008(4)：5655795 苗雯5S现场管理法应用现状及趋势探讨明中外企业家，2011(4)：13156王鹰.（2006）。关键的问题在中国企业实施精益6S的过程。杂志科学与工程，1,55-58天津大学。7王利芬.精益和6S管理的整合。企业标准化，11,14-16。Discussion on Integration of Lean Production and Six Sigma ManagementAbstract The paper introduces the emergence and development of Lean Production and Six Sigma management, compares and analyzes on Lean Production and Six Sigma management, it also analyzes the necessary and feasibility in integration of Lean Production and Six Sigma management, and points out the ways for integration of Lean Production and Six Sigma management: integration of organizational management, integration of implementing process, integration of process method, integration of using tool, Establishing conformable environment for Lean Six Sigma. Finally, the paper presents nine main parts that integrating Lean Production and Six Sigma management should be paid attention to. Keywords: Lean Production, Six Sigma management, Lean Six SigmaLean Production and Six Sigma management are the two management methods of broad impact. The two methods have brought tremendous benefits to the enterprises which have successfully implemented the two methods. Lean Production and Six Sigma management cannot only be used alone, also be combined, each has its own advantages and disadvantages, and the two have complementary strengths. They are reinforced and linked mutually. If Lean Six Sigma can be integrally used, it will have a bigger effect.1. Introduction of Lean Production and Six Sigma management1.1Lean Production Lean Production originates in the Japanese Toyota Motor Corporation. It comes from the study and further development of management of American Ford Motor Company. Its core idea is to remove all non-value-added activities of links of enterprises, to create value of production as much as possible with less manpower, less equipment, in a shorter time and venues, further to meet customer production or service requirement. It emphasizes on reducing wastage and non-value added chain to reduce cost. Lean is not only the most productive way of the of impact on human society, but is a symbol of the new era of industrialization.1.2 Six Sigma Management Six Sigma management was put forward in the mid-1980s Motorola. Motorola summed it up by practice in order to be against the pressure on enterprise development and improve the quality standard. It is based on in order to improve the quality standard and total quality management theory and mathematical statistics on the total quality management theory and mathematical statistics. Its core idea is making all business work as a process, basing on data and facts. The use of quantitative methods in the flow of the factors affecting quality. Identify key factors to improve and continue to reduce volatility so that their ability to operate is the best and achieve customers satisfaction. It follows the process by streamlining processes, controls flow variations, eliminates variability of the quality products in the process, thereby saving costs. Followed MOTOROLA, GE, so many worlds top multinational companies like DELL, TOSHIBA, HP, SONY,CITIBANK, DESNEY, Hilton Hotel have adopted Six Sigma management to strengthen management, improve their management level, reduce costs and improve customer loyalty, increase sales and increase their core competitiveness2. Lean and Six Sigma integration of the necessity and feasibility2.1 Lean Six Sigma and the need for integration From the above two comparative analysis can be seen, Lean and Six Sigma management have their own advantages and disadvantages of each other if they absorb each others merits, the performance will be better. First, Lean Production specializes in systems analysis, the success of enterprises depends on the effective functioning of a good process, no matter how hardworking the staff, are they cant go beyond the design capacity of the process? Lean process management provides a framework for the project management of Six Sigma. Secondly, lean production needs experts unique talents of knowledge, lacking of knowledge of the normative. Six Sigma management integrate various tools and solving problems in a standardized DMAIC process provide strong operability management tools for the project management. Again, Leans expert analysis on the scene, manage to quickly overcome the problems exposed at the scene, and focus on Black Belt .Six Sigma management under the guidance of quantitative analysis for the complex issues underlying causes can be found to solve the complex process the problem, but it needs a longer time to solve the problem. Different problems, need to combine the two, choose a different approach to solve the problem can increase the efficiency and capacity. Finally, from the operational level, the two management models of training, system improvements, and so need to integrate the way, one of the single use are defective (Zhou, He & Gao, 2006, 6,1-4).2.2 The feasibility of integration of Lean Production and Six Sigma First of all, both are the model of continuous improvement and pursuit of perfection. This is the homogeneity of their essences that is the reason why can there be possibility of integration.Secondly, Lean Production and Six Sigma management are both closely connected with TQM, and their implementation are very similar to PDCA model, which provides a basis for the integration.Again, although there are many differences between lean production and Six Sigma management on the operational level, they are not mutually exclusive. Take the culture for example, todays management emphasizes the integration of eastern and western cultural, and absorption of the advantages of different cultures for easy management; training methods and improvement methods of system all can be integrated (Zhou, he & Gao, 2006, 6,1-4).3. Integration approach of Lean Production and Six Sigma3.1 Integration of managementMatrix-type organization can be used in Lean Six Sigma. Figure 1 shows the structure.There are two lines in the system, one is mainly value flow managers at all levels throughout the business process; the other is mainly Black Belt and green belt throughout the project management. They are cross-combined. The first line is relatively stable and the staffs are full-time, while in the second line, the staffs are part-time except black belt. Lean theoretical content must be increased in Black Belt, Green Belt and other staffs training. The highest value flow leader must be a vice president(he can be operating manager), who is also an advocator of Six Sigma management (Zhou, He & Gao, 2006, 6,1-4).3.2 Integration of implementation processThe principle of Lean should be integrated with DMAIC of Six Sigma management under the strategic framework in the process of integration. The new implementation process of definition - Measurement - Analysis - improvement - control is used and known as DMAIC . The difference between DMAIC and traditional DMAIC is Lean philosophy, methods and tools are added in the process. (He, Zhou & Gao, 2006, 1,13-17) Table 1 shows the implementation steps of Lean Six Sigma.3.3 Integration of Methods Six Sigma management uses DMAIC and SIPOC process analysis model developed from Demings PDCA circular. Lean production uses the value flow analysis in the course of product realization method which is very similar to SIPOC, but it has not put forward DMAIC model as Six Sigma management in resolving specific issues. Therefore, the integration of them can be adopted. First, pursue lean production, then draw current process chart of the enterprise, implement value flow chart analysis, eliminate all MUDA in old process and remove unnecessary waste. On the basis, analyze remained process using DMAIC and implement continuous improvement to optimization process (Zhang, 2006, 11,14-16).3.4 Integration of tools The implementation of the Lean production makes enterprise order and the existing problems can be discovered in time, then Six Sigma management analyzes the data using statistical methods and technology, and looking for the causes from deep level. So the two tools can organically integrated, complementarily advantages. The integration can be carried out combining with the implementation process. Table 2 shows the specific tools. 3.5 To establish a “Lean Six Sigma” management of the environment (Zhang & Zeng, 2005, 6,25-28) The establishment of “Lean Six Sigma” management of the environment, can set about from two aspects:First, construct the logistics network of “Lean Six Sigma”, establish the necessary information management environment and the management of information systems technology platform. Generally speaking, the settlement of a certain product quality and processs fluctuations and defects, use the Six Sigma management, through local processing processes and equipment adjustments can be realized. However, the process of improve the process and shorten the cycle often involve large-scale enterprises into the transformation of process, and even organizational structure changes. This requires theTable 1. The implementation steps of Lean Six SigmaTable 2. Tools of Lean Six Sigma at different stages Enterprise existing logistics systems, such as production layout, production technology and raw material supplies, end products, and materials flow survey conducted in the building process efficiency on the basis of the evaluation criteria, and set up a customer demand-oriented fine Lean Sigma Logistics pulling mechanism, it is organizational guarantee of the fundamental resolution of upgrading the quality, speed and cost reduction, and this is “Lean Six Sigma” logistics network building. Meanwhile, we must establish the necessary information management environment and the management of information systems technology platforms, and realize CAD, CAM, MRPII, APS integrated with PDM. These advanced manufacturing technology is the realization of the picture, visualization control methods basis, which together constitute Lean Six Sigma management of the logistics network environment.Second, the creation of “Lean Six Sigma” corporate culture environment. Lean thinking and Six Sigma management of common stressed, is “to determine the value of customer demand flow” and “improve customers satisfaction” and emphasizedthat “excellence”, “the pursuit of perfection”, these concepts need to staff reflected them in each links of the process flow, after long time it is “Lean Six Sigma” corporate culture that formed. Practice shows that the implementation of “Lean SixSigma” management is successful or not, operating tools and methodologies are critical to the application, but can a “Lean Six Sigma” corporate culture, is the fundamental determining factor.4. Lean Six Sigma management and the integration of several caveats and cautions4.1 Give full play to leadershipLean production and the use of Six Sigma integration, need to deal with the issue of the whole system, at the same time, it is more complex to analyze and resolve problems, with different departments need to communicate the need for moreresources to support, there are no more leadership support not be successful. The support of the leader should be real support, not just a verbal commitment, it requires leader to participate in the integration of Lean Six Sigma. Only take part in them, can they identify problems and effectively promote Lean Six Sigma integration (He, Zhou &Gao, 2006, 1,13-17).4.2 Strengthen communication Lean Six Sigma for the integration process, the communication plays a very important role. Communication includes not only the same level of communication within the organization, the communication between the upper and lower, but also theorganization of communication with external customers, suppliers and communication; communication includes not only ideologically, but also learn from each other on the way. To strengthen communication, it can greatly promote Lean SixSigma concept spread in the organization with the rapid speed, and reduce the resistance.4.3 Attached importance to cultural construction Lean Six Sigma emphasis on the facts, as well as the data-based, compared with the traditional extensive experience of management, its staff requirements are higher, and more stringent. Therefore, the implementation of Lean Six Sigma is also inseparable from cultural construction, which make each staff of the enterprise forms a habit of doing things, consciously according to Lean Six Sigma a