精益生产基础

1、仅供个人参考、提升知识，不得作为商业仅供个人参考、提升知识，不得作为商业.产品！产品！2 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 Waste Elimination 消除浪费消除浪费 14 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 Super Market

2、 超市超市563Overview & Scope 概述概述&范围范围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 Seven Wastes in order to improve overall customer value. * 精益生产是一门流

3、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年管理科学的热点。年管理科学的热点。Lean Manufacturing can be defined as: A systematic appr

4、oach 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

5、Source: /wiki/Lean_manufacturing*4Introduce Lean Manufacturing and its elements介绍精益生产及基本原理介绍精益生产及基本原理 Waste Elimination消除浪费消除浪费 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5What Executives (Really) need to Know执行者必须要知道的执行者必须要知道的98%

6、of Organisations that engage with Lean, Fail! WHY? Lean is HARD! 98%的企业推行过的企业推行过Lean,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 real

7、ly, 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 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

8、达到初级阶段。那是多么的困难！A 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7Lean 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 Line Concept组装线概念之父组装线概念之父Industry Quality Transform

9、ation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8Lean Manufacturing has its root in the Toyota Production System (TPS). Several individuals at Toyota were instrumental in developing and systematizing TPS. Am

10、ong 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 concept 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 applie

11、d 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 shuttle-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

12、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/production_system/origin.htmlThe Origins of Lean Manufacturing精益生产的起源精益生产的起源9Kiichiro Toyoda丰田喜一郎(18941952)Sakichis

13、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 (JIT) 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

14、 philosophy, set out to realize his belief that “the ideal conditions for making things are created when machine, facilities 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

15、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 produ

16、ction 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 Toyota 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 d

17、iverse 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 Source: 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10The Origins of Lean Manufacturing 精益生产的起源精益生产的起源Eiji Toyoda 丰田英二 (

18、1913 ) By ensuring thorough implementation of Jidoka 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

19、与欧美公司竞争。For more info: /wiki/Eiji_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 f

20、or the Just-in-Time method. 得到丰田英二大力支持，他建立了TPS,并创建了“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

21、 info: http:/ /wiki/Taiichi_OhnoInfo Source: http:/www.toyota.co.jp/en/vision/production_system/origin.html11The 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 for the Taipei

22、 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 long associatio

23、n, 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床刨机产量翻倍的目标。In

24、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 setup time on

25、 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 several U.S. and Eu

26、ropean 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:/ By practicing the philosophies of “daily improvements” and “good thinking, good products” the TPS has evolved into a world-renowned production system. Furthermore, all Toyota production divisions are making im

27、provements 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 realization by top Toyota management that for the system to work, workers must be c

28、ontinuously 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 Manufacturing 精益生产的起源精益生产的起源13Sequential Application of Tools工具运用顺序工具运用顺序价值流是基

29、础价值流是基础变化程度变化程度+影响影响时间时间Waste Elimination 消除浪费消除浪费Seven Waste (TIMWOOD) 七大浪费“Begin by learning the 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

30、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 & 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Ove

31、r-processing不必要的过程Defects缺陷TIMWOOD16Value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 P

32、erfection浪费消除,流程趋于完善Info Source: /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 Something customers are willing to pay for客户愿意付钱的部分 - AND -Changes t

33、he 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 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

34、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!Observe 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

35、 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！TimeAfterBeforeValue 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

36、改善后Concurrently.19This 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NecessaryMust 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

37、WeldHydro TestMarkMech.CleanTorchBrazeMech.CleanFlexWaste #1 Transportation 浪费浪费#1 运输运输Machines Next to Each OtherTransport Time Minimized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20Waste #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 runni

38、ng生产缓慢Frequent breakdowns频繁的中断Long changeovers长换线时间库存高度Unplanned stoppages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 levels21climbingsitting?searchingturning aroundwalkingchoosingbendingoverlying downclimbingclimbingclimbingsit

39、tingsittingsitting?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

40、围内每件东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22Waste #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 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

41、在制品 Slows Response to Customer对客户反应慢对客户反应慢23Waste #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 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24Creates Delay产生延迟产生延迟Increased Oppor

42、tunity 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#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25 Upsets Customers让客户不满意让客户

43、不满意 Consumes Resources消耗资源消耗资源 Chokes Flow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26Skills 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-未被用到的技能未被用到的技能 Unutilize

44、d resources of skill/knowledge from the shop floor worker 现场工人未被利用的技能/知识Value 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 28TOTAL 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 : Cus

45、tomer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29Process 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

46、在任何等级30 Understand 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

47、什么要画价值流程图？Forms 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31Product 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 / program定义每个主要产品系列/程序的价值流 Concept to launch - Order to deliver

48、y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，发展和描绘未来蓝图，并与你的组员沟通你的想法 Develop metrics & deter

49、mine 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？325. People 人- Std Work 标准工作- Takt Time 节拍时间 Material Raw 物流-原材料Material WIP 物流-在制品1.Material Finished Goods物流-成品Equipment 设备 - Carts推车 - conveyors 传

50、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- Quality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

51、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？33 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 Walk the actual flows 跟着实际流程走线跟着实际流程走线 Dont Map the Organization but the flow through it 不需要画出组织，但会体现在流程中不需要画出组织，但会体现在流程中 Dont be too detailed this is an overview 看全局，不需太细节看全局，不需太细节 Use

52、 pencil not power pointquick and crude 不使用电脑，而是用铅笔画出来，快速而直接不使用电脑，而是用铅笔画出来，快速而直接Guidelines for Mapping 指导方针指导方针Pretend you are the Product And follow the path product flows假设你就是这个假设你就是这个产品产品，就跟着这个就跟着这个产品产品的脚步走吧。的脚步走吧。34Current/Initial State Map 现有现有/最初状况流程图最初状况流程图KITTINGVendor ManagedInventory (VMI)C

53、ustomerForecast 3-moFirm Bi-weeklyForecastFirm OrderKittingRacksSMT/ICT LINEFinished Goods Store1 h*1-2 Day ShipAVG TAKT TIME*Mod 1: 194 sec/pcL5: 415 sec/pcPick List 36 hrsBAXCONVERSIONBOTTOMYield=99.% Yield=98.6%TOP Yield=73.2%MIDDLE* Yield=78.6%BACK-ENDLEVEL 5LEVEL 3TrafficIntersectionDaily Sched

54、ulePack PlanDaily ScheduleOn DemandLoading Plan weekly dailyKitsDaily TravelersWeekly Schedule1 h*0.24 h0.25 h0.54 h7.8 h8.9 h6 h4 h2 h0.5 h15.6 h28.4 h6h0.2 h2.7 h26.3 h13.7 h34.6 h8.2 h19.4 h1 hCompanyThe 5Ss & Visual Management 5S及可视化管理及可视化管理Sort Set in order Shine Standardize Sustain整理 整顿 清扫

55、 清洁 素养Introduction to the 5Ss 5S 简介简介Sort (Seri)整理 Set in Order (Seiton)整顿 Shine (Seiso)清扫 Standardize (Seiketsu)清洁 Sustain (Shitsuke)素养 Proper Arrangement合理安排Clean up 将不必要的清除Cleanliness 清扫Orderliness 保持清洁，有序Discipline变为纪律持续进行 Establish standards to detect an abnormality 建立标准以便侦测异常 Create and mainta

56、in an organized, clean and safe work area 建立并维护一个有组织的，清洁且安全的工作场所 Conditioning discipline for Action Workout 训练，将行动变成纪律以维持 What is the 5S ? 什么是5S？Definition 定义定义 38Eliminate all unnecessary items 清除工作场所中不必要的物品items not needed now for production 这些东西与现有生产无关What do we need ? 哪些是需要的？What can we remove ?

57、 哪些是可以移除的？Step 1: Sort (Seri) 第一步：整理第一步：整理When In Doubt . . . Throw It Out 当判断出现迟疑时，扔掉它！当判断出现迟疑时，扔掉它！PURPOSE目的ASK YOURSELF问问自己39Step 2: Set in Order (Seiton) 第二步：整顿第二步：整顿Organize and arrange what you need组织并安排所有必要工具、物料与工作相关的东西What do we need to use 1st, 2nd留下的要分主次Where should it be? 应该放在什么位置？Everyth

58、ing you REALLY Need at your Fingertips 所有你需要的东西都应该在你所及范围内。所有你需要的东西都应该在你所及范围内。PURPOSE目的ASK YOURSELF问问自己40Step 3: Shine (Seiso) 第三步：清扫第三步：清扫Identify abnormalities by visually sweeping the area通过清扫工作场所与设备识别异常Does this belong here? 这个是属于这里的吗？ Is it needed right now? 现在需要它吗?Be able to quickly detect an a

59、bnormality能够迅速识别异常能够迅速识别异常PURPOSE目的ASK YOURSELF问问自己41Arrange items so that they can be found quickly by anybody 把他们有序放置，以便任何人能很快速找到Does everything has a place? 是不是所有东西都有相应位置 Is everything in its place? 是不是都放在该放的位置。Step 4: Standardize (Seiketsu) 第四步：清洁第四步：清洁Anyone should be able to easily understand

60、proper arrangement and abnormalities任何人都能很容易明白什么是正常的，什么是异常的。任何人都能很容易明白什么是正常的，什么是异常的。PURPOSE目的ASK YOURSELF问问自己42Step 5: Sustain (Shitsuke) 第五步：素养第五步：素养 Leadership responsibility to sustain the first 4Ss 保持前4S持续进行 Are the actions clearly defined?是否所有行动都已明确定义？ Clear ownership ? 责任清晰？Steps of ImplementationArea team leadersidentified andresponsibili