什么是lean精益生产PPT课件.ppt

WhatisLean LeanImplementation 11350NorthMeridianSt Suite 345 Carmel IN46032Tele 1 317 818 2430 Fax 1 317 818 2434 AnImplementationServicesCompany WhatisLean DescriptionLeadershipImplementationBenefits Agenda EstablishAwarenessConcerning Lean OutlineLeanImplementationFocus PrioritiesDiscussCriticalWorkstreamstoImplementLeanPortraytheOrganizationtoSustainandFurtherPromoteCI ObjectivesofPresentation WhatisLean ALeadershipApproach AManagementPhilosophy ASetOfTacticalMethodsThat AsACompleteSystem CreatesandSustains DecreasingWaste CostandCycleTimeIncreasingCapacityPotentialIncreasingQualityLowAbsenteeism VoluntaryTurnoverExtensiveMeasurementofKeyProcessesHighLevelsofWorkerInvolvement OwnershipandCommitment ImplementingLeanreducesLeadTimewhichisthesinglemostimportantindicatorofourcompetitiveness withleadtimereductionfollowsdefect costreductionweseek WhereDoesLeanComeFrom Notmerelyonephilosophyortool butanevolvinginterdisciplinaryknowledgebase LeanEmploysA Low Tech Approach FocusIntentlyOnTheEliminationOfAllWasteMaximizeProductivityAndEfficiencyFromExistingProcesses PeopleAndSystemsBefore Buying TechnologicalSolutions Use CreativityBeforeCapitalOptimizeManual Low techSystemsBeforeAutomatingContinuallyPursueImprovement Kaizen ThroughTheAggressiveInvolvementOfEveryone Leanis HighTouch LowTech EnablingtheInvolvementOfEveryone TechnologyIsn ttheAnswer Don tThinkThatComputerSystems PCs E mailOrThe Web WillHelpUsBecomeTrulyCompetitiveTechnologyIsAProductInOurIndustry NotABusinessProcessTechnologyThatEveryonePossessesBestowsACompetitiveAdvantageOnNoOneAmongTechnologicalEquals TechnologyIsAConstant LikeHelmetsInTheNFL YouSufferIfYou reTheOnlyOneWithoutOne HavingOneConfersNoAdvantageIfEveryoneElseHasOne IfYouLookToTechnologyToSaveUs WeWillBeCaughtFromBehind OverrunAndButcheredByTheCompetition LearntoRecognizetheTypesofWaste FromTaiichiOhno ArchitectoftheToyotaProductionSystem Overproduction MakingToMuchTiesupcapital divertsproductionfromcustomerrequirements lossofinventoriesTransporting MovingThingsUnnecessarilyincreasesproductiontime extraWIPUnnecessaryStock InventoryTiesupcapital riskofchangesWaitingDecreasesproductivity wastespersonnelresourcesUnnecessaryMotionIncreasesproductiontime unnecessaryoperatormotionProcessingPoorlydesigned incapableprocessesDefectsScrap rework returns Leadtimereductionisachievedbyidentifyingandeliminatingwaste So What sDrivingTheWaste Distance plantlayout Longset uptimesIncapableprocessesPoormaintenancePoorworkmethodsLackoftrainingAdherence ornot toprocesses SupplierqualityWorkplaceorganizationHistoricsupervisoryrolesIneffectiveperformancemeasurementsPoorplanningorscheduling Whatelse Teamslearntoworktogethertorapidlyimplementsolutionsforthesebarriers Value Addedvs NonValue Added fromthetheCustomer sPerspective Value AddedTransformstheproductorthedocumentationinsomewaythatmeetscustomerrequirements andhasnotpreviouslybeenattempted NonValue AddedDoesnottransformtheproductordocumentationDoesnotleadtofulfillingaCustomerRequirementReworksapreviousmistakeormisunderstanding WasteisNonValue Added Workconstructsthat servetheconfiguration andnotthecustomer areenablersofwaste CriticalDifferenceFromPastCIInitiativesPlacesAFocusonNonValue AddedSegmentTargetingLeadTimeReduction Reducingvalue added VA activitiesresultsinonlyminorgainsReducingwasteresultsinmajorleadtimereductions Don tmakecapitalinvestmentsonimprovingVAsuntiltheNVAsachieveequilibriumwiththeVAs BenefitsofLean TheBenefitsAreThereForTheTakingTheBenefitsAlwaysIncludeIncreasedMarketShare LoweredCostHigherProfitsAndHappierCustomers AndShareholders Lean IsTheOnlyAnswerKnownThatProvidesTheseBenefits Lean NeverFailsIfYou R E A L L Y DoItSaying Lean IsNotDoingLeanEverySuccessfulBusinessThatCompetesInAnOver capacityOrPrice sensitiveMarketIsDoing Lean WhetherTheyKnowItOrNot LeanApproachesandTechniques ManyToolsareAvailabletoHelpEliminateWaste Kaizen ContinuousImprovement Kai Small ContinuousChange Zen OngoingChangeForTheBetterStructured Focused Coached Mandated RequiredActivityToCompelEveryEmployeeToParticipateInImprovingTheQualityAndEfficiencyOfTheirDay to dayMicro processesNotA SuggestionBox Program BuildingBlocksofLeanProductionJust in timeStandardoperationsMistake proofprocessingPullproduction singlepieceflowCellularmanufacturingVisualworkplace Kaizenisthe transportvehicle toimportthesebuildingblocksofleanproduction Theseconceptsareequallyapplicabletothefactoryfloorandwithintheoffice RejectthecurrentsituationKeepanopenmindtochangeMaintainapositiveattitudeMakeproblemsvisible maketheworkplacevisualNeverleaveinsilentdisagreementPracticemutualrespecteverydayOneperson onevoice nopositionorrank Guidelinesf