GBE-KPO-2-001-00LeanBasics

1、Design. Build. Ship. Service.GBE-KPO-4-003-00 Small Group Activities (SGA)Document Revision : 00 . Date : November 12, 2007. GBE Lean TrainingGBE-KPO-2-001-00 Revision 01 Design. Build. Ship. Service.GBE-KPO-2-001-00 Lean Basics 1 Rev.042Design. Build. Ship. Service.GBE-KPO-2-001-00 Lean Basics 1 Re

2、v.043 ContentsSlide(s)Table of Contents 目录目录 Overview & Scope 概述与范围概述与范围4 Objectives 目的目的5 A Brief History of Lean 精益精益历史简介历史简介7 The Flextronics Lean Enterprise (FLE) 伟创力精益生产屋伟创力精益生产屋14 Waste Elimination 消除浪费消除浪费 17 Value Stream Mapping (VSM) 价值流程图价值流程图 30 5S & Visual Management 5S及可视化管理及可视化管理 38 Su

3、per Market 超市超市56Design. Build. Ship. Service.GBE-KPO-2-001-00 Lean Basics 1 Rev.044Overview & Scope 概述概述&范范围围Lean Manufacturing is a generic process management philosophy derived mostly from the Toyota Production System (TPS) but also from other sources. It is renowned for its focus on reduction of

4、 Seven Wastes in order to improve overall customer value. * 精益生产是一门流程管理哲学，主要来自于丰田制造系统（精益生产是一门流程管理哲学，主要来自于丰田制造系统（TPS）。其焦点在如何减少）。其焦点在如何减少“7大浪费大浪费”以增加客户价值。以增加客户价值。Toyotas achievement made Lean a hot topic in management science in the first decade of the 21st century. 丰田的成功使丰田的成功使Lean成为成为21世纪前世纪前10年管理科学

5、的热点。年管理科学的热点。Lean Manufacturing can be defined as: A systematic approach to identifying and eliminating waste (non-value-added activities) through continuous improvement by flowing the product at the pull of the customer in pursuit of perfection. Lean可以如此定义：可以如此定义：“从客户拉货到产品源头的整个流程不断改善，识别并消除浪费（无从客户拉货

6、到产品源头的整个流程不断改善，识别并消除浪费（无价值活动），使之日臻完善的一种系统方法价值活动），使之日臻完善的一种系统方法”Info Source: /wiki/Lean_manufacturing*Design. Build. Ship. Service.GBE-KPO-2-001-00 Lean Basics 1 Rev.045Introduce Flextronics Lean Enterprise (FLE) and its elements介绍伟创力精益生产及基本原理介绍伟创力精益生产及基本原理 Waste Elimination消除浪费

7、消除浪费 Value Stream Mapping价值流程图价值流程图 5S & Visual Management 5S 及可视化管理及可视化管理 Super Market超市超市Design. Build. Ship. Service.GBE-KPO-2-001-00 Lean Basics 1 Rev.046What Executives (Really) need to Know执行者必须要知道的执行者必须要知道的98% of Organisations that engage with Lean, Fail! WHY? Lean is HARD! 98%的企业推行过的企业推行过Lea

8、n,但失败了，为什么？因为太困难！但失败了，为什么？因为太困难！Excerpts from the book “Lean Machines”Lean Thinking 精益思想精益思想Its a people issue. Thats why its so hard. Getting people to change to do things differently than they have done them is really, really hard.Art Byrne, CEO Wiremold正是人的原因使它如此困难，让人去改变以前做事的方式-确实很困难。If a company

9、 is really maniacal about Lean it takes two to three years to go from kindergarten to first grade. Thats how tough it is.Mark DeLuzio, architect of the Danaher Business System, Danaher 如果一家公司已经真正开始推行Lean,那要花上2，3年的时间才能达到初级阶段。那是多么的困难！Design. Build. Ship. Service.GBE-KPO-2-001-00 Lean Basics 1 Rev.04A

10、Brief History of Lean 精益历史简介精益历史简介Lean History Timeline 精益生产演变历史The Origins of Lean Manufacturing 精益生产的起源Design. Build. Ship. Service.GBE-KPO-2-001-00 Lean Basics 1 Rev.048Lean History Timeline 精益演变历史Father of Management科学管理学之父科学管理学之父Father of Motion-Time Study动作动作-时间研究之父时间研究之父Father of Assembly Lin

11、e Concept组装线概念之父组装线概念之父Industry Quality Transformation工业质量转变工业质量转变Birth of TPS* / Lean Concepts TPS* / Lean 概念诞生概念诞生“The Machine That Changed The World”改变世界的机器改变世界的机器“Lean Thinking” 精益思想精益思想Design. Build. Ship. Service.GBE-KPO-2-001-00 Lean Basics 1 Rev.049Lean Manufacturing has its root in the Toyo

12、ta Production System (TPS). Several individuals at Toyota were instrumental in developing and systematizing TPS. Among the most important were:精益生产来自于丰田制造精益生产来自于丰田制造系统系统 (TPS).几位丰田人对其进行了发展和系统化，其中贡献最大的几位丰田人对其进行了发展和系统化，其中贡献最大的 ：Sakichi Toyoda丰田佐吉(18671930)Japans “King of Inventors.”日本“发明家之父” His conce

13、pt of Jidoka (autonomation) is one of the foundational principles of TPS.他的概念jidoka (自动化) 是TPS的几项基础原则之一First applied to Toyoda Power Loom equipped with a new weft-breakage automatic stopping device (developed in 1896).最初应用在自动织布机上，只要有断线就自动停机(发明于1896年)Worlds first automatic loom with a non-stop shuttl

14、e-change motion, the Type-G Toyoda Automatic Loom (developed in 1924). 发明了世界上第一台不停线换梭自动织布机，G型自动织机(发明于1924年)Founded Toyota Motor Co. in 1937. 1937年创立丰田汽车公司For more info: /wiki/Sakichi_ToyodaType G Automatic LoomToyota Sedan Model AAInfo Source: http:/www.toyota.co.jp/en/vision/p

15、roduction_system/origin.htmlThe Origins of Lean Manufacturing精益生产的起源精益生产的起源Design. Build. Ship. Service.GBE-KPO-2-001-00 Lean Basics 1 Rev.0410Kiichiro Toyoda丰田喜一郎(18941952)Sakichis son.丰田佐吉之子. The TPS has evolved through may years of trial and error to improve efficiency based on the JustinTime (JI

16、T) concepts developed by Kiichiro Toyoda, the founder (and second president) of Toyota Motor Corporation. TPS一直在准时制生产的基础上不断试验去提升效率，而准时制生产就是由丰田喜一郎发明的，丰田汽车的创始人。Inherited Sakichi Toyoda philosophy, set out to realize his belief that “the ideal conditions for making things are created when machine, faci

17、lities and people work together to add value without generating any waste“.继承了佐吉的丰田思想，他坚信”最理想的状态就是人，机，设备最佳配合增加价值，不产生任何浪费”Conceived methodologies and techniques for eliminating waste between operations, between lines, between processes. The result was the so called JIT method. 他一直思考在操作，线体和流程之间消除浪费最佳的

18、方法，即“准时制生产“Drawing on his experience of introducing a flow production method using a chain conveyor into the assembly line of a textile plant (completed in 1927) with a monthly production capacity of 300 units. 他将流水线生产的经验应用于纺织厂，链条式传送带使月产量达到300Introduced this method into the body production line at T

19、oyota Motor Co., Ltd.s Koromo Plant (present day Honsha Plant), completed in 1938. 将这种方法引入到丰田汽车公司车身生产线,1938年完成He studied Fords production system and adapted it to the smaller, more diverse Japanese market.他研究了福特生产系统并把它应用于更小，更多变的日本汽车市场For more info: /wiki/Kiichiro_ToyodaInfo Sou

20、rce: http:/www.toyota.co.jp/en/vision/production_system/origin.htmlThe Origins of Lean Manufacturing精益生产的起源精益生产的起源Design. Build. Ship. Service.GBE-KPO-2-001-00 Lean Basics 1 Rev.0411The Origins of Lean Manufacturing 精益生产的起源精益生产的起源Eiji Toyoda 丰田英二 (1913 ) By ensuring thorough implementation of Jidoka

21、 and the Just-in-Time method, Eiji Toyoda increased workers productivity in adding value and realized the Toyota Production System, which enabled Toyota to compete head-on with companies in Europe and the U.S. 通过将Jidoka和JIT彻底应用, 提高了工人的效率，TPS让丰田公司能够与欧美公司竞争。For more info: /wiki/E

22、iji_ToyodaTaiichi Ohno大野耐一(19121990) With strong backing from Eiji Toyoda, Taiichi Ohno helped establish the Toyota Production System, and built the foundation for the Toyota spirit of “making things” by, for example, creating the basic framework for the Just-in-Time method. 得到丰田英二大力支持，他建立了TPS,并创建了“

23、做事”的精神，创造了JIT的基础。 Known as the “Architect of TPS.” 以 “ TPS大师”著称 Systematized Jidoka, JIT, standardized work and kaizen into what we now know as TPS.将 Jidoka, JIT, 标准作业和改善融入TPS系统 Father of the supermarket system of inventory control.超市库存管理之父For more info: http:/ /wiki/Taiichi_Oh

24、noInfo Source: http:/www.toyota.co.jp/en/vision/production_system/origin.htmlDesign. Build. Ship. Service.GBE-KPO-2-001-00 Lean Basics 1 Rev.0412The Origins of Lean Manufacturing 精益生产的起源精益生产的起源Dr. Shigeo Shingo新乡重夫(19091990)In 1930, after graduation from Yamanashi Technical College, he went to work

25、for the Taipei Railway Company. 1930年从山梨技术学校毕业后，到台北铁道公司工作。In 1943, he was transferred to the Amano Manufacturing Plant in Yokohama. 1943年转到横滨的Amano制造厂。In 1945 and 1946 and also began a long association with the Japanese Management Association (JMA). 1945年,46年在日本管理协会从事长期顾问。In 1955, he began another l

26、ong association, this time with Toyota. In addition to his many consulting assignments in other industries. It is during this period that he first started work on setups by doubling the output of an engine bed planer at Mitsubishis shipyard.除了他在其他行业的许多咨询工作，1955年开始充当丰田公司顾问。在此期间工作，他第一次一开始就设置了要三菱造船厂的一机

27、床刨机产量翻倍的目标。In 1959, he left JMA to start his own consulting company. During the early 1960s, as an outgrowth of work with Matsushita, he developed his concepts of “Mistake-Proofing“ (PokaYoke). 1959年，他离开日本管理协会，开设自己的顾问公司，1960年代，和Matsushita公司合作后，发明了”防错法”的概念。In 1969, SMED was originated when he cut the

28、 setup time on a 1000 ton press at Toyota from 4.0 hours to 3.0 minutes. 1969年，他帮助丰田将1000吨冲压机台换模时间从4小时减少到3分钟，快速换模概念产生了。During the 1970s, he traveled in Europe and North America on many lectures, visits and assignments. He began to see Toyotas efforts as an integrated system and began to assist sever

29、al U.S. and European firms in implementation. 1970年代，他到欧美演讲，逐渐将丰田的生产方式系统化，并且帮助欧美企业实施。Info Source: http:/ Build. Ship. Service.GBE-KPO-2-001-00 Lean Basics 1 Rev.0413 By practicing the philosophies of “daily improvements” and “good thinking, good products” the TPS has evolved into a world-renowned pr

30、oduction system. Furthermore, all Toyota production divisions are making improvements to the TPS day and night to ensure its continued evolution.通过“日常改进”的哲学和“好思想，好产品”的想法，TPS已经演变成世界著名的生产体系。此外，丰田的所有生产部门仍在不断改善，以确保其持续发展。 At least as important as the tools that these founders discovered, was the realizat

31、ion by top Toyota management that for the system to work, workers must be continuously trained, motivated, and properly supported at all times.丰田管理者知道，和这些奠基者发明这些工具一样重要的是，要让系统运作，必须让工人不断得到训练，激励，并持续给与合适支持。Info Source: http:/www.toyota.co.jp/en/vision/production_system/origin.htmlThe Origins of Lean Man

32、ufacturing 精益生产的起源精益生产的起源Design. Build. Ship. Service.GBE-KPO-2-001-00 Lean Basics 1 Rev.04The Flextronics Lean Enterprise (FLE)伟创力精益生产屋伟创力精益生产屋The Flextronics Lean Enterprise (FLE) 伟创力精益生产屋 Sequential Applications of Tools 精益工具运用Design. Build. Ship. Service.GBE-KPO-2-001-00 Lean Basics 1 Rev.0415Th

33、e Flextronics Lean Enterprise (FLE) 伟创力精益生产屋增加价值，消除浪费增加价值，消除浪费Stop Abnormality异常停线Takt time production节拍时间生产Pull production拉动式生产Autonomation自动化Level Loading负荷均衡化负荷均衡化VSM价值流程图价值流程图, 5S, Supermarket超市超市Single Piece Flow单件流准时准时生产生产自动化自动化均衡生产均衡生产Sequencing顺序生产Design. Build. Ship. Service.GBE-KPO-2-001-0

34、0 Lean Basics 1 Rev.0416Sequential Application of Tools工具运用顺序工具运用顺序价值流是基础价值流是基础变化程度变化程度+影响影响时间时间Design. Build. Ship. Service.GBE-KPO-2-001-00 Lean Basics 1 Rev.04Waste Elimination 消除浪费消除浪费Seven Waste (TIMWOOD) 七大浪费Design. Build. Ship. Service.GBE-KPO-2-001-00 Lean Basics 1 Rev.04“Begin by learning t

35、he FUNDAMENTALS. If you learn the wrong ideas about fundamental matters, you are likely to continue to make mistakes later, no matter how enthusiastic you are about implementing improvements.“在学习基础知识时，如果弄错基本概念，不管你对改善有多大的热情，在学习基础知识时，如果弄错基本概念，不管你对改善有多大的热情，在后面的学习中还是可能继续犯错。在后面的学习中还是可能继续犯错。Understanding

36、& Eliminating Waste识别及消除浪费别及消除浪费 Waste Exists In Every ProcessEliminate It!浪费存在在每个过程中浪费存在在每个过程中消灭它消灭它!The Types of Waste 七种类型浪费七种类型浪费Transportation 运输Inventory库存Motion动作Waiting等待Over production过量生产Over-processing不必要的过程Defects缺陷TIMWOODDesign. Build. Ship. Service.GBE-KPO-2-001-00 Lean Basics 1 Rev.04

37、19/Value价值价值Correctly Specify Value of Product/Service with Customer in mind从正确识别产品/服务的价值,始终考虑客户的需求/Value Stream价值流价值流Identify the wastes in the Value Stream and remove all the wastes识别价值流,消除浪费/Pursue Perfection追求完美追求完美Wastes Elimination as an Ongoing Process towards Perfection浪费消除,流程趋于完善Info Source

38、: /WhatsLean/Principles.cfmThe Universal Lean Principle 精益原理精益原理Flow流程流程Make the Product and Value Flow Smoothly理顺产品关系和价值流Pull拉动拉动Produce only to the Pull of Customer Demand以客户需求拉动生产Design. Build. Ship. Service.GBE-KPO-2-001-00 Lean Basics 1 Rev.04 Something customers are willing t

39、o pay for客户愿意付钱的部分 - AND -Changes the form, fit or function of material or information变更物料或信息的结构,装配或功能 - AND -Is being done right the first time从开始就一直做对的Defining Value 定义价值定义价值Eliminate Non-Value Added Activity消除不增加价值的活动消除不增加价值的活动TimeAfterBeforeValue added work 增加价值的工作增加价值的工作AfterBeforeNon value add

40、ed work不不增加价值的工作增加价值的工作时间时间改善前改善前改善后改善后 All other actions and unwanted features are by definitionWASTE adding no value to the customersimply raise costs in our business!其它所有活动，浪费定其它所有活动，浪费定义里所有不希望有的项目义里所有不希望有的项目,不能为客户增加价值不能为客户增加价值.仅仅增加成本仅仅增加成本!Design. Build. Ship. Service.GBE-KPO-2-001-00 Lean Basic

41、s 1 Rev.04Observe that 2 Things are ALWAYS Happening. . .两件事一直会相伴发生两件事一直会相伴发生. . . Things that should be done必须必须要做的事情要做的事情Things that should not be done不能做不能做 的事情的事情 WASTE浪费浪费 WORK工作工作Understanding & Eliminating Waste识别及消除浪费识别及消除浪费 “It”Either Adds Value or Does Not“它它”要么增加价值，要么不！要么增加价值，要么不！TimeAfte

42、rBeforeValue added work增加价值的工作增加价值的工作AfterBeforeNon value added work不不增加价值的工作增加价值的工作时间时间改善前改善前改善后改善后Concurrently.Design. Build. Ship. Service.GBE-KPO-2-001-00 Lean Basics 1 Rev.0422This is what your striving for这就是你需要努力达到的Requires Equipment需要设备需要设备Increases Handling Damage增加操作损坏机会增加操作损坏机会NecessaryMu

43、st Minimize 确实是不可缺少的确实是不可缺少的必需最少化必需最少化 End FinishWeldEnd FinishWeldOrbital WeldHydro TestMarkMech.CleanTorchBrazeMech.CleanFlexEnd FinishWeldEnd FinishWeldOrbital WeldHydro TestMarkMech.CleanTorchBrazeMech.CleanFlexWaste #1 Transportation 浪费浪费#1 运输运输Machines Next to Each OtherTransport Time Minimize

44、d将机台放在一起，运输时间降到最低将机台放在一起，运输时间降到最低Design. Build. Ship. Service.GBE-KPO-2-001-00 Lean Basics 1 Rev.0423Waste #2 Inventory 浪费浪费#2 库存库存Waste Asks For More Waste库存浪费会产生更多浪费库存浪费会产生更多浪费High spoilage高损坏率Poor product quality品质问题Slow running生产缓慢Frequent breakdowns频繁的中断Long changeovers长换线时间库存高度Unplanned stoppa

45、ges无计划停线 Ties Up Working Capital 使营运资金紧张使营运资金紧张 Takes Valuable Space占用可用空间占用可用空间 Risk of Obsolescence呆料风险呆料风险Inventory levelsDesign. Build. Ship. Service.GBE-KPO-2-001-00 Lean Basics 1 Rev.0424climbingsitting?searchingturning aroundwalkingchoosingbendingoverlying downclimbingclimbingclimbingsittings

46、ittingsitting?searching?searching?searchingturning aroundturning aroundturning aroundwalkingwalkingwalkingchoosingchoosingchoosingbendingoverbendingoverbendingoverlying downlying downlying downBefore改善前After改善后Treat Operators as SurgeonsEverything Within Reach视训练作业员如同外科医生视训练作业员如同外科医生每件东西都放在手所及范围内每件东

47、西都放在手所及范围内Waste #3 Motion 浪费浪费#3 动作动作 Ergonomic Concerns人体工程学考量人体工程学考量 Labor Efficiency劳动效率劳动效率 Wasted Cycle Time 浪费周期时间浪费周期时间Design. Build. Ship. Service.GBE-KPO-2-001-00 Lean Basics 1 Rev.0425Waste #4 Waiting 浪费浪费#4 等待等待When Inventory Waits Your Customer Waits当库存在等待时，客户也在等待当库存在等待时，客户也在等待 Increases

48、 Lead Time增加制造周期增加制造周期 Increases Work in Process增加流程中在制品增加流程中在制品 Slows Response to Customer对客户反应慢对客户反应慢Design. Build. Ship. Service.GBE-KPO-2-001-00 Lean Basics 1 Rev.0426Waste #5 Over-Production 浪费浪费#5 过量生产过量生产Do Not Produce What the Customer Does Not Need不要生产客户还不需要的东西不要生产客户还不需要的东西 Ties Up Working

49、Capital使营运资金紧张使营运资金紧张 Takes Up Floor Space占用空间占用空间 Hides Process Problems隐藏流程中的问题隐藏流程中的问题Design. Build. Ship. Service.GBE-KPO-2-001-00 Lean Basics 1 Rev.0427Creates Delay产生延迟产生延迟Increased Opportunity for More Defects增加错误机会增加错误机会Doesnt Add Value By Definition不能增加价值不能增加价值Waste # 6 Over Processing 浪费浪费

50、#6不必要的过程不必要的过程Match Physical Movement With Systemic TransactionStrive for 1:1 Ratio尽量将实物流动与系统处理匹配，目标比例是尽量将实物流动与系统处理匹配，目标比例是1:1Manual Entry of Information人工输入信息人工输入信息Design. Build. Ship. Service.GBE-KPO-2-001-00 Lean Basics 1 Rev.0428 Upsets Customers让客户不满意让客户不满意 Consumes Resources消耗资源消耗资源 Chokes Flo

51、w堵塞流程堵塞流程Waste#7Defect 浪费浪费 #7缺陷缺陷Reworking Defects Is WastefulSending Them to Customers is Outrageous返工不良就是浪费返工不良就是浪费把这些货送给客户是不允许的把这些货送给客户是不允许的Design. Build. Ship. Service.GBE-KPO-2-001-00 Lean Basics 1 Rev.0429Skills not Utilized未被用到的技能未被用到的技能(7 Wastes) + 1 Waste Skills (Unutilized Skills) 7+1浪费浪费

52、-未被用到的技能未被用到的技能 Unutilized resources of skill/knowledge from the shop floor worker 现场工人未被利用的技能/知识Design. Build. Ship. Service.GBE-KPO-2-001-00 Lean Basics 1 Rev.04Value Stream Mapping (VSM) 价值流程图价值流程图Current State Map现状图 Future State Map 未来图 Design. Build. Ship. Service.GBE-KPO-2-001-00 Lean Basics

53、1 Rev.0431TOTAL Value Stream完整价值流完整价值流Flextronics :Suppliers伟创力：供伟创力：供应商应商Flextronics Ops : Plant/Service Repair Shop伟创力：伟创力：工厂工厂/服务维修站服务维修站Flextronics : Customer伟创力：客户伟创力：客户What is the Value Stream?什么是价值流？See the Whole Process from Start to Finish从源头到末端看整个价值流从源头到末端看整个价值流Design. Build. Ship. Service

54、.GBE-KPO-2-001-00 Lean Basics 1 Rev.0432Process Level流程等级Single Plant ( door to door )单个工厂（门到门）单个工厂（门到门）Multiple Plants多个工厂Across Companies包含整个公司Levels of Mapping流程图等级流程图等级Can Be Used at Any Level in the Business可运用在任何等级可运用在任何等级Design. Build. Ship. Service.GBE-KPO-2-001-00 Lean Basics 1 Rev.0433 Und

55、erstand current situation - Big picture point of view 了解现况-查看全局 Shows the ratio of Non-Value Added to Value Added Time 显示非价值增加与价值增加活动的比例 Exposes sources of waste - not just waste 暴露出浪费源并非只有浪费 Shows linkage between the seven types of flow 显示7种流程之间的联系Why do Value Stream Mapping?为什么要画价值流程图？为什么要画价值流程图？F

56、orms the Blueprint for a Lean Implementation Plan建立建立 Lean 执行计划的蓝图执行计划的蓝图Design. Build. Ship. Service.GBE-KPO-2-001-00 Lean Basics 1 Rev.0434Product Family产品系列Implementation Plan实施计划Current StateDrawing现状绘制Future StateDrawing未来状况描绘2341Identify the Value Stream for every major product family / progra

57、m定义每个主要产品系列/程序的价值流 Concept to launch - Order to delivery产品投放概念 订单交货 Map the current state - Identify all the actions that dont create value (VA/NVA/VE)绘制现状流程图 定义所有不能增加价值的活动 (VA/NVA/VE) Develop and map concepts for the future state as a Management team & communicate your vision to your team.像一个管理团队一样

58、，发展和描绘未来蓝图，并与你的组员沟通你的想法 Develop metrics & determine goals How will Success be measured? 展开矩阵及制定目标 目标达成如何测量？ Develop actions and drive toward future state制定行动计划并努力朝未来迈进How do we Start? 我们如何开始？我们如何开始？Design. Build. Ship. Service.GBE-KPO-2-001-00 Lean Basics 1 Rev.04355. People 人- Std Work 标准工作- Takt T

59、ime 节拍时间 1.Material Raw 物流-原材料2.Material WIP 物流-在制品3.Material Finished Goods物流-成品6.Equipment 设备 - Carts推车 - conveyors 传送带 - Andons 信号灯 - racks货架 - TPM全面生产维护4. Information 信息流 - Act on Material 物料加工处- Load into machine 设备上料处- Move it from 1 bucket to another 从一个地方转移至另外的地方7. Engineering/Tools工程/工具- Qu

60、ality品质- Tooling工具- cutting tools 切削工具- Programs 程序The Problems as well as the Answers Lie Within the Flow问题问题和和答案答案都展现在流程里都展现在流程里What will be Seen? 我们可以看到什么？我们可以看到什么？Design. Build. Ship. Service.GBE-KPO-2-001-00 Lean Basics 1 Rev.0436 Start at the customer and work backwards 从客户开始逆向开始工作从客户开始逆向开始工作