精益生产提升‘中国制造’.doc

此文档收集于网络，如有侵权，请联系网站删除Transform Made in China with Lean Production精益生产提升 中国制造 Mary KiangVarious leadership roles with PPG in supply chain, sales mgmt, & lean mgmt担任过PPG公司在供应链，销售管理和精益管理方面的重要职位Certified trainer in business process improvement and lean courses商务流程改进和精益课程的资质培训师George Sun 孙朝阳Senior Manager, PWC Shanghai Branch普华永道咨询上海分公司绩效提升部的高级经理Experiences in operations & strategy mgmt for mfg. & Hi-tech. 在制造业及高科技产业的战略管理和运营管理咨询方面拥有十多年的经验 PWC 普华永道Largest company providers consultancy, auditing & taxation servicesin 150 countries;全球最大的专业服务机构, 在150个国家中提供咨询、审计和税务服务，Largest service providers in China普华永道在中国也是最大的专业服务公司此文档仅供学习与交流Transform Made in China with Lean Production精益生产提升 中国制造June 2008Agenda/Contents议程 / 内容Challenge of Made in China“中国制造”的挑战What is Lean Production什么是精益生产Lean Production in China精益生产在中国PwC Approach to Lean Implementation 普华永道对精益生产的探索Case Study 1 Contour案例分析1-ContourCase Study 2 A client in China 案例分析2- 一个中国的客户Challenges of Made in China 中国制造的挑战Rising local labour costs 持续增长劳动力成本Labour costs increased an average of three times in our factory during the last 10 years, says David He of Hong Kongs Ling Tin Capacitor. The company set up shop in Dongguang, Guangdong province, a decade ago because of cheaper labour and land resources.Since then, the average monthly income for workers in Hes factory increased from (US)$40 to $120, while salaries for engineers and management increased from $200 to$600or more(Electronic Business, October 2007)Stronger RMB brings higher manufacturing costs强势人民币带来的高制造成本Since the beginning of October the yuan has climbed at an annual rate of 13% against the dollarits fastest pace since China stopped pegging to the dollar in July 2005. Since 2005 it has appreciated by a total of 14%. (The Economist, Jan 2008 )Rising energy and raw material costs 不断增加的能源及原材料成本Chinas producer price index (PPI) for industrial products rose eight percent in March year-on-year, while thefactory-gate prices of raw materials, fuel and power were up 11 percent. Factory-gate prices of crude oil surged37.9 percent year-on-year. the producer prices of raw coal jumped 27.4 percent (China Daily, March 2008)Increasing global competition 全球竞争的加剧many Chinese businesses say their response to a gradual strengthening of the yuan since last July has been to accelerate their shift toward higher-end products with fatter profit margins, from shoes to cars.As a result, China is gradually moving from competing with countries like Thailand and Indonesia to vying with southern European countries and South Korea and, eventually, with the likes of France, Germany, Japan and the United States. (Herald Tribute, Jan 2006)Challenges of Made in China 中国制造的挑战The current trend of global outsourcing strategy has transformedChina into a global manufacturing center.全球化的采购策略已经让中国成为全球制造中心；Rising manufacturing costs in China and international competition are starting to force Chinese companies to seekinternal cost reduction opportunities and move to higher end products 而制造成本的增加及国际化竞争的加剧正开始迫使中国公司寻求内部成 本降低机会并努力争取产品高端化；Lean Production has changed the manufacturing sector in Japan, US and Europe and proved to be an efficient way of getting costs out of business and improve customer experience精益生产已经在日本，美国，欧洲改变了制造环节，被证明是一种能降 低成本并提高客户满意度的有效途径；Now, it is time to apply lean production to transform the competitiveness of Made in China现在是让精益生产提升中国制造的时候了！Agenda/Contents议程 / 内容Challenge of Made in China“中国制造”的挑战What is Lean Production什么是精益生产Lean Production in China精益生产在中国PwC Approach to Lean Implementation 普华永道对精益生产的探索Case Study 1 Contour案例分析1-ContourCase Study 2 A client in China 案例分析2- 一个中国的客户What is Lean Production 什么是精益生产What is Lean?精益是什么？-Approach to deliver competitiveness by eliminating waste and focusing on activities which add value for the customer；精益就是通过不断的消除浪费，时刻关注能给客人提供增值的活动， 从 而提升核心竞争力；-A change process which must be managed精益本身就是一个对必须管理与控制的工艺与变量进行厘清并约促的动态过程；-A way of thinking which cannot be bought but has to be grown； 精益更是这样一种思路与解决方案：分析哪些浪费可以避免进而必须成长为给客人带来增值的有意义活动；-What can Lean provide for a client?精益能给它的实施者带来什么？-Deliver customer service, productivity, significant cost reduction, qualityof work精益能显著提升客户服务、生产力、制造成本下降、改进工作的质量；-Reinvigorate the work force so they do not “hang up their brains” when entering the building更重要的是：精益的理念改造了制造者-他们不再是头脑空空的进入制造现场， 他们是为创造精益求精的生产而来；Jun. 2008Slide 7Five principles of lean 精益生产的五项原则1.Specify value from customer perspectives从客人的角度定义价值Value is what the customer wants and only what the customer wants.价值就是客人（仅仅是客人，而不是其他任何方）希望得到的东 西；Value can only be defined by the ultimate customer. And its only meaningful when expressed in terms of a specific product (agood or a service, and often both at once) 价值只能由最终的客人确认，而且只有通过最终的产品或服务来实 现（通常由二者共同完成）；This requires a precise understanding of the specific needs of the customer.这就要求必须对客人的特定的要求有一个精确的理解与把握；It is said that up to 95% of process activities could be non - valueadding.我们常说，对最终客人而言95以上的活动是非增值的；Jun. 2008Slide 8Five principles of lean 精益生产的五项原则2.Understand the Value Stream理解真正有意义的价值链Identify all the steps in the value stream for each product family, eliminating every step and every action and every practice that does not create value. There are many wasted activities withina business process, for examples: 对每一个产品家族鉴别其价值流的所有步骤，剔除任何不能带来 价值的步骤，努力及操作。在一个典型的业务操作中，有很多无 意义的活动，如：Jun. 20081.Waiting等待2.Overproduction过渡生产3.Rejects and Rework拒收与返工4.Unnecessary Motion非必要的动作5.Unnecessary Processing非必要的处理6.Excess Inventory过甚的库存7.Excess Transportation过多的运送PricewaterhouseCoopers LLPFive principles of lean 精益生产的五项原则3. Create flow使价值流动起来Eliminating waste needs to be supported by actions whichsimplify the way we work. Designing processes to maximise flowis fundamental to lean implementation. The success of flow depends on all the steps within the process being consistently effective and the benefits being realised at the end point通过简化的方法来明晰我们的需求，剔除不必要的浪费； 执行精益的基础是通过设计流程使价值流最大化；价值流成功的关键在于：在价值流动的程序内，所有的步骤是持 续有效的，同时所有的价值在程序结束时能被有效实现；43215 7Jig8Jig 6Jig 9564738291Five principles of lean 精益生产的五个原则4. Let customer pull the production让客户的需求拉动生产In non-lean organisations work is pushed though the systemat the convenience of the operators and so you produce outputs that are not required.在未推行精益生产的组织中，产出不是出于需求而是根据安排 由系统来推动的instead of scheduling production to operate by a sales forecast, Lean Production can now simply make what thecustomer tells them to make. In other words, no one upstreamfunction or department should produce a good or service until the customer downstream asks for it.由销售预测取代生产计划，精益生产把一切改变为按照客户的 要求行事，换言之，直到下游的客户提出要求，作为上游的机 构或部门才会为其提供产品和服务Five principles of lean 精益生产的五个原则5. Continuous improvement -pursue perfection持续改善 追求尽善尽美After having implemented the prior lean principles, it dawns on those involved that there is no end to the process of reducing effort, time, space, cost, and mistakes while offering a product which is ever more nearly what the customer actually wants,write Womack and Jones. Suddenly perfection, the fifth andfinal principle, doesnt seem like a crazy idea.执行了之前精益生产提出的原则后，所有相关的减少时间、 空间、成本、以及降低错误的发生的过程都是没有终点的在提 供产品时永远都要最接近客户的需求 Womack and Jones写 道“突然间的完美，第五条也是最后一条原则，并不象看上去那 样只是个不切实际的想法”Jun. 2008Slide 12Agenda/Contents议程 / 内容Challenge of Made in China“中国制造”的挑战What is Lean Production什么是精益生产Lean Production in China精益生产在中国PwC Approach to Lean Implementation普华永道对精益生产的探索Case Study 1 Contour案例分析1-ContourCase Study 2 A client in China 案例分析2- 一个中国的客户Lean Production in China - Current expansion精益生产在中国当前的拓展Companies of all sizesfrom large multinationals to small niche playersare increasingly testing the waters (see Figurebelow).各种规模的公司从大型的跨国企业到小的公司都已尝试（图例如下）exporting_lean_to_1PricewaterhouseCoopers LLPJun. 2008Slide 14Lean Production in China Key Challenges精益生产在中国主要的挑战Cultural Differences文化的不同long-standing cultural and business ideals that must be acknowledged for Lean concepts to be successful in China. A core difference between Western and Chinese principles rests in the concept of guan xi, the Chinese practice of building relationshipsWorkforce Challenges劳动力的挑战Chances are slim that these workers, most from rural agricultural village, will be able to effectively identify inefficiencies and suggest process improvements.The Challenge of local suppliers and service providers本土供应商和服务提供者的挑战It is difficult to establish dependable local suppliers and service providers. Customs clearance procedures for imports and exports are notoriously complex in China. Shipments can be stalled at airports for days. Drivers have to hand off cargo to other drivers from different logistics providers when they reach provincial boundaries,etc.PricewaterhouseCoopers LLPJun. 2008Slide 15Agenda/Contents议程 / 内容Challenge of Made in China “中国制造”的挑战What is Lean Production 什么是精益生产Lean Production in China 精益生产在中国PwC Approach to Lean Implementation普华永道对精益生产的探索Case Study 1 Contour案例分析1-ContourCase Study 2 A client in China案例分析2- 一个中国的客户PricewaterhouseCoopers LLPA diagramatic approach to Lean implementation关于精益生产的图示Visual Management of Processes可视化管理的程序DesignongoingGet GoingEstablish the joint teamsValue Stream Mapping &7 WastesWorkshop assessment of current process flows. Capture reality of material movement, hand off points, reworks, etcWorkshopWorkshop event to design new way of workingImplementMake the change happen.BlitzEstablish early momentum and core lean principles of control &improvementResults Driven DataBuild teams understanding and ownership of data. Measure in more detail; rework levels, stock levels, spaghetti travel diagrams.BuildCommitmentShare plans and ensure stakeholder support. Build detailed plansCommunication of progress and planned improvement发展与改进计划的沟通ongoingPricewaterhouseCoopers LLPJun. 2008Slide 17Current State Example目前的情况Purchasing LoopCustomer Service/Distribution LoopSupplierPr oduc tion Contr ol Cus tomer Ser v ic ePOOr d er Cus tomerSc heduleR el easeRec eiv eIRMInv entor yP reassem ble IMix /GrindIThin/TintFillIIFGInv entoryShipQAPricepers LLP18waterhouseCooManufacturingLoopJun. 2008Future State Example未来的情况Raw MaterialReplenishmentSignalSupplierFinished Good Replenishment SignalCustomerDailyOrderDailyReceiveWork CenterPA, Mix, Thin, Tint, Test, FillShipPricepers LLP19waterhouseCooRM StoreFG StoreValue StreamManagerJun. 2008Elements of the Lean Implementation精益生产执行的基本要素Visual Management of ProcessesongoiiingGet GoingBuildCommitment Share plans and ensure stakeholder support. Builddetailed plansValue Stream MappingValue StreaValue Stream Mapping& 7 WastesWorkshop assessment of current process flows. Capture reality of material movement, hand off points, reworks, etcValue Stream Mapping& 7 WastesWorkshop assessment of current process flows. Capture reality of material movement, hand off points, reworks, etc& 7 WastesValue StreaValue Stream Mapping& 7 WastesWorkshop assessment of current process flows. Capture reality of material movement, hand off points, reworks, etcValue Stream Mapping& 7 WastesWorkshop assessment of current process flows. Capture reality of material movement, hand off points, reworks, etcWorkshop assessment of current process flows. Capture reality of material movement, hand off points, reworks, etcVisual ManaDesignWorkshop Workshop event to design new way of workingDesignWorkshop Workshop event to design new way of workingDesignVisual Management of ProcessesongoingWorkshop Workshop event to design new way of workingImplementement of ProcessesesignImplementMake the change happen.ImplementMake the change happen.g Make the change happen.DongoiingEstablish the jointGet Going Establish the joint teamsGet Going Establish the joint teamsteamsGet Going Establish the joint teams5S BlitzEstablish early momentum and core lean principles of control & improvement5S BlitzEstablish early momentum and core lean principles of control & improvement5S BlitzGet Going Establish the joint teamsGet Going Establish the joint teamsEstablish early momentum and core lean principles of control & improvementm Mappingrkshop assessment of current process flows. Capture reality of material ovement, hand off points, reworks, etcm& 7 WaWo Results DResults Driven Data Build teams understanding and ownership of data. Measure in moredetail; rework levels, stock levels,spaghetti travel diagrams.Results Driven Data Build teams understanding and ownership of data. Measure in moredetail; rework levels, stock levels,spaghetti travel diagrams.& 7 WastesWo Results Driven DataValue Stream Mapping& 7 WastesWorkshop assessment of current process flows. Capture reality of material movement, hand off points, reworks, etcm Build teams understanding and ownership of data. Measure in more detail; rework levels, stock levels, spaghetti travel diagrams.WorkshopVisual ManaDesignWorkshop Workshop event to design new way of workingDesignWorkshop Workshop event to design new way of workingWorkshop event to design gnew way of workingDappingWtesMBuildCommitment Share plans and ensure stakeholder support. Builddetailed plansBuildCommitment Share plans and ensure stakeholder support. Builddetailed plansBuildValue Stream Mapping& 7 WastesWorkshop assessment of current process flows. Capture reality of material movement, hand off points, reworks, etcDesignWorkshop Workshop event to design new way of workingCommitment Share plans and ensure stakeholder support. Buildrkshop assessment of current process flows. Capture reality of material ovement, hand off points, reworks, etcResults DResults Driven Data Build teams understanding and ownership of data. Measure in moredetail; rework levels, stock levels,spaghetti travel diagrams.sdetailed plansImplementement of ProcessesesignImplementMake the change happen.ImplementMake the change happen.Make the change happen.orkshopongoiiingImplementImplementMake the change happen.ImplementMake the change happen.Make the change happen.5S Blitzriven Datam Build teams understanding and ownership of data. Measure in moreBuildDesignWorkshop Workshop event to design new way of workingCommitmentGet Going Establish the joint teamsGet Going Establish the joint teamsGet Going Establish the joint teamsWorkshop event to designnew way of working5S BlitzEstablish early momentum and core lean principles of control & improvement5S BlitzEstablish early momentum and core lean principles of control & improvementResults Driven Data Build teams understanding and ownership of data. Measure in moredetail; rework levels, stock levels,spaghetti travel diagrams.BuildCommitment Share plans and ensure stakeholder support. Builddetailed plansCommuEnstiacblaishtieooarlny of progress adnetdail; prewlaornk lnevelsd, stiommck lepverlos, vement Sohnagroeinpgglans and ensuremomentum and core leanprinciples of control &improvementspaghetti travel diagrams.stakeholder support. BuildResults Driven Data Build teams understanding and ownership of data. Measure in moredetail; rework levels, stock levels,spaghetti travel diagrams.Results Driven Data Build teams understanding and ownership of data. Measure in moredetail; rework levels, stock levels,spaghetti travel diagrams.detailed plansriven DataBuildCommitment Share plans and ensure stakeholder support. Builddetailed plansBuildCommitment Share plans and ensure stakeholder support. Builddetailed plansBuild5S BlitzBuild teams understanding and ownership of data. Measure in moreCommitment5S BlitzEstablish early momentum and core lean principles of control & improvementCommuEnstiacblaishtieooarlny of progress adnetdail; prewlaornk lnevelsd, stiommck lepverlos, vement Sohnagroeinpgglans and ensure5S BlitzEstablish early momentum and core lean principles of control & improvementmomentum and core leanprinciples of control &improvementspaghetti travel diagrams.stakeholder support. Builddetailed plansCommunication of progress and planned improvementongoingLeads toImproved flow through the processes改善流程过程Reduced rework at key stages减少关键区域的重复工作Improved housekeeping and consistency改善工作和一致性Clearer control更清晰的控制Improved ownership of process performance改善过程关系的表现Leads toReduced requirement for indirect support减少间接支持的需求Improved effectiveness of resource改善资源的有效性Reduction in waste减少浪费Improved responsiveness and delivery改善响应和输送PricewaterhouseCoopers LLPJun. 2008Slide 20Elements of the Lean Implementation精益生产执行的基本要素In summary, PwCs approach to Lean; 普华永道对如何执行精益生产总结; has a proven route from team forming to implementation拥有从团队形成到投入执行的可行性路线； remains flexible to allow for more tailored pragmatic delivery; making for better fits in non- manufacturing environments允许更多实用，特别的理念的灵活运用，为非生产环境