Lean Thinking Banish Waste and Create Wealth in
Your Corporation
By James P. Womack and Daniel T. JonesNew York, NY: Free Press, Simon &
Schuster, Inc., 1996, Second Edition, 2003
Preface to the 2003 Edition. Forecasts are always wrong. That is why lean
thinkers strive to reduce order-to-delivery time. During the 2002 meltdown, this 1996 book went back on the Business Week bestseller list. We have added what we have learned since 1996 in this edition. Lean Thinking is more relevant today. Lean ideas are the single most powerful tool available for creating value and eliminating waste in any organization.
Part I: Lean Principles
Taiichi Ohno (1912 – 1990), a Toyota executive, identified seven types of waste found in any process:
? Transportation. Unnecessary transport of parts under production.
? Inventory. Stacks of parts waiting to be completed or finished products waiting to be shipped.
? Motion. Unnecessary movement of people working on products.
? Waiting. Unnecessary waiting by people to begin the next step.
? Over-Processing the product with extra steps.
? Over-Production of products not needed.
? Defects in the product.
We have added an eighth waste: goods and services that do not meet the customer’s needs. Other authors have added: underutilization of people.
Lean Thinking is the antidote to waste. There are (5) Lean Principles:
? Specify Value. Value can be defined only by the ultimate customer. Value is distorted by pre-existing organizations, especially engineers and experts. They add complexity of no interest to the customer.
? Identify the Value Stream. The Value Stream is all the actions needed to bring a product to the customer. If the meter, forger, machinery, and assembler never talk, duplicate steps will exist.
? Flow. Make the value-creating steps flow. Eliminate departments that execute a single-task process on large batches.
? Pull. Let the customer pull the product from you. Sell, one. Make one.
? Pursue Perfection. There is no end to the process of reducing time, space, cost and mistakes.
Lean is doing more with less. Use the least amount of effort, energy, equipment, time, facility space, materials, and capital – while giving customers exactly what they want.
The Prize We Can Grasp Now. Converting a batch-and-queue system to continuous flow,
with pull, will:
Double labor productivity
? Cut throughput time by 90%
? Reduce inventory by 90%
? Cut errors by 50%
? Cut injuries
1: Value
A House or a Hassle-Free Experience? Doyle Wilson Homebuilder found that customers “valued” a hassle-free design process and on-time delivery. All his processes were then re-aligned to meet this goal.
Define Value in Terms of the Whole Product. As the product flows, each firm defines value differently. Think of air travel. Each firm – agent, airline, taxi, currency exchange, customs, immigration – defines their own priorities, duplicates efforts, and works in disharmony with the whole process. The customer is not satisfied.
2: The Value Stream
The View from the Aisle. A value stream “map” identifies every action to design, order, and make a specific product. Each step is then sorted into three categories: (1) those that add value, (2) those that add no value but are currently necessary, and (3) those that add no value and can be eliminated. After the third category has been eliminated, the second category should be addressed through flow, pull, and perfection techniques.
The Value Stream for a Carton of Cola. The British grocery chain Tesco retails products with thousands of value streams. In the canned cola value stream, three hours of value-added activity take 319 days to perform.
3: Flow
The World of Batch-and-Queue. Five-sixths of home-building is waiting for the next set of specialists or rework. Flow principles typically cut half the effort and the time required.
The Techniques of Flow. The 1st step is to maintain focus on the product. The 2nd step is to ignore job boundaries and departments IOT remove impediments to continuous flow of the specific product. The 3rd step is to rethink work practices to eliminate backflow, scrap, and stoppages IOT make the product continuously.
? Takt time synchronizes the rate of production to the rate of sales. (48) bikes per day sold divided by (8) hours of production = (6) bikes and hour, or (1) bike every ten minutes.
? Flow requires all workers and machines to be capable at all times. This requires cross-training.
? Flow requires workers to know the status of production at all times. This requires visual controls.
? All activities can flow. Concentrate on the value stream for a specific product, eliminate organizational barriers, and relocate and right-size tools.
4: Pull
Pull means that no one upstream should produce anything until the customer downstream asks for it. “Don’t make anything until it is needed, then make it very quickly.” “Sell one, buy one.” “Ship one, make one.”
The Bad Old Days of Production. The Toyota bumper replacement system suffered long lead times. The ability to get parts quickly from the next upstream producer enabled re-orders in small amounts. This is the secret to reducing inventory. Cut lead times and inventories. Demand should instantly generate new supply.
5: Perfection
The Incremental Path. Freudenberg-NOK, a gasket manufacturer, improved a single process six times in three years. “Why didn’t they get is right the first time?” Because perfection is continuous.
Continuous Radical and Incremental Improvement. If you are spending capital, you are doing it wrong. Once leaders understand the first four lean principles – value specification, value stream identification, flow, andpull – their perfection step starts with policy: a vision of the ideal process, and the step-wise goals and projects to get there. Transparency is everything. Everyone must know what you are attempting to achieve and what area is the first priority. The force behind this is the leader known as the change agent.
Part II: From Thinking to Action: The Lean Leap
6: The Simple Case
Lantech manufacturers stretch wrap machines. “Process Villages” – Sawing department, Machining department, Welding department, Painting department, and Sub-assembly department – all generated long lead times. Batches of ten were manufactured to ship one. Inventory overwhelmed the factory. Order changes created havoc in the plant. “The more inventory yo u have, the less likely you will have the part you need.”
? The Lean Revolution. Ron Hicks leaned Lantech. He created four cells, one for each product. He defined standard work: on time, on spec, every time. Takt time was introduced: number of products needed per day divided by number of hours (8/8 = 1 hour). He right-sized machines to fit inside work cells. He implemented quick changeover to make multiple different parts with little machine downtime.
? Result. Lantech cut 30% excess space, doubled product output, cut defects from 8 per product to 0.8 per product, and cut lead time from sixteen weeks to fourteen hours.
On-time shipping rose from 20 to 90%.
7: A Harder Case
The Change Agent. Art Byrne was hired as CEO of Wiremold in 1991. “CEOs are timid to change the shop floor.” Byrne led lean training using a manual he wrote himself. He led tours of the plant to observe waste that his managers were now able to see.
? Improvements Must be Fast. Three days was Byrne’s standard.
? Post a Scorecard for Each Product Team. Wiremold tracked: Productivity – sales per employee, Service –percent delivered on-time, Inventory –turns, and Quality –mistakes.
? Teach People How to See. Create a lean training function. Teach all employees the five principles of lean: Value, Value Stream, Flow, Pull, and Perfection. Teach all employees lean techniques: standard work, takt time, visual control, pull scheduling, and single-piece flow.
? Results. Wiremold freed 50% factory floor space, eliminated a warehouse, and converted $11M of inventory into $24M in sales. Lead time fell from four weeks to two days.
8: The Acid Test
Pratt & Whitney (P&W). In 1991, CEO Karl Krapek and cost-cutter Mark Coran leaned P&W.
? Jet Engines. Founded in 1860, P&W led the aircraft engine business by 1929. When they abandoned piston engines to gamble on jets in 1946, business soared. Production inefficiencies were overlooked.
? Overcapacity. Faced with competition in the 1980s, P&W rationalized plant layout and addressed development costs. They needed lower production costs and flexibility to react to customer needs. Why did P&W need so much space, tools, inventory and people to get so little done? Daily output of engines and spare parts could fit inside CEO’s office. Failure to manage ass ets. P&W cut people, cut managers, and overhauled their entire production culture and processes.
? The Monument of all Monuments. A “monument” is a machine or process too big to be moved and whose scale requires operating in batch mode. Monuments are evil, generating huge amounts of waste. P&W had an $80M grinding system, representing obsolete thinking. Although speeding up grinding from 75 minutes to 3 minutes and eliminating multiple manual grinding jobs, in actuality grinding jobs took longer (due to eight-hour changeovers and batch scheduling), and required more people (22 computer technicians). P&W retired the $80M monument, returned to 75-minute production.
9: Lean Thinking versus German Technik
Porche. Chairman Wendelin Wiedeking introduced lean thinking to Porche. In 1994, the first-ever Porsche rolled off the line with nothing wrong with it.
? Engineers. Porche is led by engineers, intrigued with unique solutions that are difficult to manufacture. Workers are craftsmen. Unfortunately, much craftsmanship is waste.
Tinkering with the product – repairing and polishing raw materials, troubleshooting, re-assembling elements, repainting and re-fitting –were thought to be necessary activities to produce a high-quality product.
? Crisis. 1986 was the boom year. 1992 was the crash. Porche products were too expensive. Costs and throughput time had to be slashed. New quality focus: “Stop
fixing mistakes that should never have been made.” Reduction in inventory: “Where is the factory? This is the warehouse!”
? Just-in-Time (JIT) Game. Porche asked all their suppliers to play a simulation to learn lean concepts. Lean concepts were critical across all firms contributing to the Porche value stream.
? The Remarkable Lean Transition at Porche. In five years, through 1997, Porch doubled its productivity, cut manufacturing space in half, cut lead time for a finished vehicle from six weeks to three days, cut supplier defects 90%, cut inventories 90%, and cut first-time-through errors by 55%.
? The German Tradition. The Germans need to stop prioritizing the engineer’s definition of value, “voice of the engineer,” over the customer’s definition of value, “voice of the customer.” A German weakness is a fondness for monster machines that produce large batches: paint booths are an example.
? Variety and Refinement Cost. Volkswagen makes four exterior mirrors, nineteen parts each, in seventeen colors. Nissan has four-part mirrors in four colors. Excess variety often exceeds the ability of the customer to notice, and his willingness to pay.
10: Mighty Toyota; Tiny Showa
Showa has been transformed by its relationship with Toyota. Showa, a radiator manufacturer, had “Process villages” for casting, cleaning, stamping, welding, painting and assembly. Each was run in batch mode with long intervals between tool changes. Mountains of parts were transported and stored between steps.
? The Initial Struggle. Taiichi Ohno, lean advisor, promised to reduce three months of
inventory to three days, double labor productivity, and halve plant space for zero capital investment. This he did.
? The Final Element: Rethinking Order-Taking and Scheduling. Showa then leaned
order-taking by scheduling backwards, working to takt time, to synchronize orders with production slots, exactly four days before shipment time. Orders with incorrect information were never passed along.
? Toyota Today. Lesson: high-tech automation only works if the plant can run at 100
percent output and if the cost of indirect technical support and high-tech tools is less than the cost of direct labor saved.
Part III: Lean Enterprise
11: A Channel for the Stream; a Valley for the Channel
The Lean Enterprise. No one watches the performance of the whole value stream. Identify all actions to bring a product to the customer, across all firms. There is no privacy. Each firm’s costs become transparent.
12: Dreaming About Perfection
Long-Distance Travel. Each organization ignores the role of the other parties. The time, cost, and comfort of the total trip are key performance measures. What would travel times be without queues?
Construction. 80% of home building is hurry-up and wait, then re-working the construction errors.
The Prize We Can Grasp Right Now. Lean thinking can boost productivity while reducing errors, inventories, accidents, space requirements, production lead times, and costs in general. Lean thinking requires little capital.
Part IV: Epilogue
13: A Steady Advance of Lean Thinking
This chapter an updated review of Wiremold, Toyota, Porsche, Lantech, and Pratt & Whitney.
14: Institutionalizing the Revolution
An Enhanced Action Plan is the 2003 update to the 1996 plan from Chapter 11.
Getting Started [Months 1 – 6]
? Find a Change Agent with ability and authority.
? Get the Knowledge through an advisor. Start at the big picture before addressing small steps.
? Seize a Crisis or create one. Focus on fixing an obvious problem. Small wins. Don’t spend money.
? Map your current value streams. Managers need to see. Map also the flow of information going upstream to create a closed circuit. See Rother and Shook, Leaning to See, 1998.
? Analyze each step of the Current State. Does this step create value? Is this step capable, available, flexible? Is capacity sufficient? Excessive? Does the
information flow from the customer smoothly? Every process has a box score:
total lead time, value creating time, changeover time, uptime, rework, inventory,
every part made every x minutes. If this step went away, what would happen?
? Envision the Future State. Draw it.
? Begin as soon as possible with an important, visible activity. Convert managers with hand-on activity.
? Demand Immediate Results. Everyone should see results which create psychological momentum. One week: less planning, more doing. Identify the waste and remove it.
Communicate with your people by showing results at the scene of action.
Creating an Organization to Channel Your Streams [Months 6 – 24]
? Reorganize Your Firm by product and value streams. Put a Change Agent in charge of each product.
? Create a Lean Promotion Team.
? Deal with Excess People Early.
? Devise a Growth Strategy.
? Remove the Anchor Draggers.
? When You’ve Fixed Something, Fix It Again.
? New: Convince Your Suppliers and Customers to Take the Steps Just Described.
Install Business Systems to Encourage Lean Thinking [Months 24 – 48]
Create new ways to keep score.
? Create new ways to reward people.
? Make everything transparent so everyone can see progress.
? Teach lean. Learn lean.
? Right-size Your Tools to insert directly into the value stream. Large and fast is more efficient but less effective. This wrong assumption is the cornerstone of batch-and-queue thinking.
? Pay a bonus. Tie bonus amount to the profitability of the firm.
Completing the Transformation [Months 48 – 60] Convert to bottom-up initiatives. Lean ideas are democratic and not top-down. Layers of management can be stripped away.
New: Convert From Top-Down Leadership to Bottom-Up Initiatives. Toyota gets brilliant results from average managers using brilliant procedures. Competitors get mediocre results from b rilliant managers using mediocre procedures. Don’t search for brilliant managers. Perfect your processes.
Reviewer’s Comments
In 1988 James Womack first described Toyota as a “lean” corporation. Womack and co-writer Daniel Jones described the Toyota Production System (TPS) in The Machine That Changed the World. In 1990, the two toured companies in Europe, North American, and Japan presenting ideas on how to convert mass production practices to lean practices. Lean Thinking, first published in 1996, is a survey of the lean movement. It clearly describes the waste found in mass production, explains the five principles of lean thinking, and then draws lessons from real companies who have successfully implemented lean ideas. Lean Thinking is not a technical how-to text on production, but an enlightened overview of top-level lean ideas and applications. This updated edition includes lessons that the authors have collected between 1996 and 2003, especially the concept of a lean enterprise – a collection of companies working lean together to produce a single product with the least wasted effort and capital. The book is well-written, researched, and organized, and the authors make a strong case that lean is universal and will benefit any organization in any endeavor. Lean thinking and practices are the single most powerful tool for eliminating waste in any organization.
精益生产思想为贵公司消除浪费，创造
财富
由詹姆斯P.沃麦克和丹尼尔T.琼斯纽约编写，纽约：自由出版社，西蒙与舒斯特公司，1996
年。第二版：2003年。
2003年版前言：预测永远是有错误的。这就是精益思想家力求减少订单到交货的时间原因。在2002年的危机中，这个1996年出版的书出现在“商业周刊”畅销书排行榜上。我们已经在这个版本中添加了自1996年以来的所研究的内容。精益生产思想更适合今天的世界。精益生产思想是用于创造价值和消除浪费最有力的工具。
第一部分：精益原则
大野耐一（1912 - 1990），丰田执行，在所有生产过程中发现并确定了七个的浪费类型：
?运输：生产过程中不必要的运输。
?库存：等待发运的成品或半成品。
?运动：生产时人们不必要的运动。
?等待：开始下一步工作之前不必要的等待。
?生产时增加不必要的工序。
?过度生产并不需要的产品。
?在制产品的缺陷。
我们增加了第八个浪费类型：货物和服务不符合客户的需求。也有人说是没有利用好这些人。
精益生产思想是解决浪费的良药。有5项精益原则：
?指定价值：价值只可以由最终客户来定义。价值被预先存在的组织所扭曲，尤其是工程师和专家。他们没有兴趣顾及顾客对产品的需要，认为很麻烦。
?识别价值流出：价值流出是指需要带给客户所需要的东西。如果熔炉师，策划师，机械科技师，和汇编师从来不在一起讨论，那么同样的步骤会重复多次。
?流程：确定创造价值的流程。在单个任务中避免多个部门同时负责。
?追求完美：永不停止对减少时间，空间，成本和错误的追求。
精益是用最少的资源创造最多的价值。使用最少的努力，能源，设备，时间，空间设施，材料，资本而给予顾客他们想要的。
现在，我们可以有把握在精益思想中得到的好处。
?双倍劳动生产率
?吞吐量时间减少到原来90％
?降低库存到原来90％
?降低50%错误
?无人员受伤情况
1：价值
一幢房子或一个轻松的体验？多伊尔·威尔逊建筑商为了找到让顾客享受轻松设计过程并且按时交货。他必须调整所有原来的步骤，以满足这一目标。
按整体产品来定义价值：由于产品的流动，每个企业对价值有不同的定义。想想空中旅行。每个企业 - 代理，航空公司，出租车，货币兑换，海关，入境事务处 - 定义自己的优先次序，重复的努力，并在整个过程中的不和谐的工作。而顾客们并不满意。
2：价值流动
过道的观点。一个价值流动的“地图”标识的每一个流程的设计，订单，并作出具体的产品。每一步，然后排序分为三类：（1）那些附加价值，（2）那些现在有必要，但无任何附加值的工作（3）可以消除的无任何附加值的工作。第二类第三类是已被淘汰后，应通过流动处理掉的。
例如一箱可口可乐的价值流动。英国超市连锁店Tesco零售数以千计的价值流动的产品。在罐装可乐的价值流，每天三个小时的增值活动，坚持319天的时间来执行。
3：流量
批次和队列的世界。六分之五的家庭建设正在等待下一组专家或返工。流动的原则通常是削减一半的努力和所需要的时间。
流动的技术。第一步是在产品上保持精力。第二个步骤是忽略的工作界限和
部门，物联网删除特定产品的连续流动的障碍。第三步是重新思考工作的做法，以消除回流，废钢，停工物联网使生产不间断。
?节拍时间使生产率和销售率同步。例如（48）自行车每天的销售量除以每天销售（8）小时等于（6）每小时的生产量或者（1）每十分钟生产量。
?流量要求所有的工人和机器在时刻工作。这就需要交叉培训。
?流量要求工人在任何时刻都知道产品的状态。这需要视觉控制。
?所有活动可以流动。专注于特定产品的价值流，消除组织壁垒，搬迁和权利大小的工具。
4：拉动
拉动，直到下游客户要求生产什么样的产品之前，没有任何上游部门可以决定。“不要做任何事情，直到需要它，然后使其很快。”“卖一个，卖一个。”“运走一个，做一个。”
生产艰难的昔日。丰田保险杠更换系统经历了很长的筹备时间。重新少量订单的能力得到迅速从上游生产者的部分。这是秘密，以减少库存。缩短交货时间和库存。需求应该立即产生新的供给。
5：完美
增量的路径，科德宝-NOK，垫片制造商，在三年的时间里对一个单一的过程提高了6次。“为什么他们没有在第一次得到正确的结果？”因为完美是连续的。
连续激进和渐进式的改进。如果你花费资金，你这样做是错误的。一旦领导人明白前四个精益原则 - 价值规范，价值流识别，流量，和拉动 - 自己的完美与政策的步骤开始：一个理想的过程中的视觉，分步进行的目标和项目到那里。透明度是一切。每个人都必须知道你正在试图实现什么，到达怎样的地步。这背后的力量是被称为变革代理人的领导人。
第二部分：从思想到行动：精益的飞跃
6：简单的情况
伟祥厂家拉伸包装机。“工艺村” - 锯切部，加工部，焊接部，涂装部，装配部小组 - 所有生成的时间颇长。十批次生产，推出一个。库存不堪重负的
工厂。为了减少生产对厂子的破环。“你有越多的库存，你需要的部分就越少。”?精益大革命。罗恩·希克斯俯身伟祥。他创造了四个单元，每个产品一个。他定义的标准工作时间，每一次的标准规格。节拍时间介绍：数量除以小时数（8/8 = 1小时）。确定机器的数量以适应工作单元内。他实现了快速转换，使多个不同部位的小机器停机。
?结果。伟祥削减超过30％的空间，产品的产量翻了一番，减少次品率从每8个有一个到0.8%，并削减准备时间从16个星期到14小时。准时送货从20％上升至90％。
7：一个更难的情况
更改代理。伯恩在1991年被Wire mold聘为CEO。“老总是害怕改变车间。”伯恩用他自己写的一本手册进行精英培训。他领导车间的人去观察他的经理们现在能够看到浪费。
?改进一定要快。Byrne的标准是三天。
?为每个产品团队发记分卡。 wiremold追踪：生产力–员工人均销售额，服务–及时，质量 - 交付时间，库存 - 错误。
?教人怎么看。建立一个精简原则的训练系统。教导所有员工精益的五大原则：价值，价值流，流动，拉动，完善。教导所有员工精益技术标准的工作，节约时间，可视化控制，拉调度，单件流。
?结论。Wiremold 节约了工厂50%的车间空间，相当于节约了一个仓库的空间，并且把价值为$11M的存货装换成了价值为$24M 的销售价值。租赁时间从四周变成两天。
8：严峻的考验
普惠（P＆W）。 1991年，首席执行官卡尔和马克古兰经俯身的P＆W。
?喷气发动机。普惠公司成立于1860年，1929年经营飞机引擎业务。当他们放弃了活塞式发动机，在1946年赌博喷气式发动机，业务猛增。而生产效率低下责被忽视了。
?产能过剩。面对竞争，在20世纪80年代，普惠合理化的工厂布局，并解决了开发成本。他们需要降低生产成本和灵活性，以应对客户的需求。普惠公司为什么需要这么大的空间，工具，库存和人力却得到的如此之少？发动机及零部件的
日产量能够符合CEO的办公室内。资产管理的失败。普惠公司裁人，削减管理人员，并检修其整个生产文化和流程。
9：与德国技术公司的精益思想
保时捷。温德林维德金主席介绍了精益思想的保时捷。在1994年，保时捷出了有史以来的无错误的流程。
?工程师。保时捷领导工程师，是很难对制造独特的解决方案感兴趣。工人是工匠。不幸的是，很多工艺是浪费的。摆弄的产品 - 修复和抛光原料，故障排除，重新组装的元素，重新粉刷和重新装修被认为是必要的活动，以生产高品质
的产品。
?危机。 1986年繁荣之年。 1992年崩溃。保时捷的产品太昂贵了。成本和吞吐量的时间不得不被削减。新的质量重点：“停止修复本来就不应该作出的错误”库存的减少：“哪里是工厂？这是仓库！“
?即时生产。保时捷要求其所有供应商起到模范作用，学习精益的概念。精益的概念，所有保时捷价值流的关键。
?在保时捷卓越的精益转型。五年，到1997年，门廊一倍的生产力，减少了一半的制造空间，减少提前期从六个星期到三天的时间，减少供应商不合格品90％，90％的削减库存，及削减第一时间通过率55％的错误。
?德国传统。德国人需要停止优先工程师的价值定义，“工程师的声音，”超过客户的价值的定义，“客户的声音。”喜爱怪兽机生产大批量的一个德国的弱点：油漆展位一个例子。
?品种和细化成本。大众，有4个车外后视镜，每个各19件，有17个颜色。日产有四种颜色的四个部分的镜子。过剩的品种往往超过客户的能力，要注意，他愿意支付。
10：强大的丰田；渺小的昭和
昭和其与丰田之间的关系已经转变。昭和，散热器制造商，拥有清洗，冲压，焊装，涂装和装配的所有的工厂。每个换刀之间的间隔时间长，在批处理模式下运行。部分山区，运输和储存步骤之间。
?初始斗争。大野耐一，精益顾问，承诺3个月的库存减少到三天，双重劳动生产率，减半零资本投资的厂房空间。这就是他做到的。
?最后一个元素：反思订单和调度。俯身昭和通过调度顺序向后，工作节拍时间，同步生产槽的订单，整整四天时间装运前。订单不正确的信息从来没有通过。?丰田今天。教训：如果间接的技术支持和高科技工具的成本低于直接劳工成本的节省，那么只有高科技自动化工程，前提是工厂可以运行在100％输出状态。
第三部分：精益企业
11：一个流的通道;通道谷
精益企业。没有人观看整个价值流的性能。识别带来了产品的顾客，确定所有的行动都给顾客带来了产品。每个企业的成本变得透明。
12：梦想中的完美
是一个漫长的旅行。每个组织都忽略了其他各方的作用。总行程的时间，成本，舒适是关键绩效措施。什么旅程不是一步一步的呢？
建设。住宅建筑的80％是急于行动和等待，然后重新工作的施工错误。
该奖项，我们可以把握现在。精益思想可以提高生产力，同时减少错误，库存，事故，空间的要求，生产周期，一般费用。精益思想需要很少的资本。
第四部分：结语
13：精益思维稳步推进
本章Wiremold，丰田，保时捷，蓝特，普惠更新审查。
14：制度化的革命
一个增强的行动计划是2003年到1996年，从联邦破产法案第11章计划的更新。
入门[1 - 6个月]
?查找与变革的能力和权威。
通过顾问，获取知识。开始之前解决小步骤的大图片。
抓住了危机，或创建一个。集中在固定一个明显的问题。小胜利。不花钱。?地图您当前的价值流。经理们需要看到的。地图还溯溪，以创建一个闭路的信息流。看到罗瑟和舒克，斜塔看到，1998年。
?分析现状的每一步。这一步是否创造价值？是这一步的能力，灵活？容量是足
够的吗,过度？是否从客户的信息流顺利吗？每一道工序都有一个评分：总的交货时间，创造价值的时间，转换时间，运行时间，返工，库存，每个部分每隔X 分钟。如果这一步走了，会发生什么？
憧憬未来状态,绘制它。
?尽快开始一个重要的，可见活动。让经理以动手开始转变。
?要求立竿见影的效果。每个人都应该看到的令人兴奋的结果。一个星期：少计划多做事，确定哪个是浪费的步骤，然后废除掉，用工作中的实际行动和结果与你的工人么沟通吧。
建立组织来引导你的流动[6 - 24个月]
?贵公司的产品和价值流重组。把每一个产品的负责更改代理。
?创建一个精益的推广小组。
?尽早处理超额人民。
?制定增长战略。
?删除锚Draggers。
?当您已经解决了的东西，再次修复。
?新功能：说服你的客户和供应商采取上述步骤。
安装业务系统，以鼓励精益思想[24 - 48个月]
?创建新的方法来保持得分。
?创建新的方法来奖励员工。
?使一切透明，让大家都能看到进步。
?教精益。学习精益。
?正确使用你的权利用到你的价值流中。大型和快速更有效，但效果较差。这个假设是错误的批处理队列思想的基石。
?付费奖金。奖金数额，以配合该公司的盈利能力。
完成转型[48 – 60个月]转换为自下而上的倡议。精益思想是民主，而不是自上而下。管理层次可以被剥夺。
新的转换：自上而下的领导自下而上的倡议。丰田从使用良好的手段来平均管理者的权利从而获取辉煌的成绩。竞争对手获得从使用平庸程序的辉煌经理平庸的结果。不要寻找优秀的经理。完善自己的过程。
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1988年，詹姆斯·沃马克首先介绍丰田“精益”的企业。 Womack和联合作家丹尼尔·琼斯描述丰田生产系统（TPS）在改变世界的机器。在1990年，两个在欧洲，北美和日本参观公司，介绍如何将大规模生产实践精益实践的想法。在1996年首次出版，是精益思想，精益运动的调查。它清楚地描述了在大规模生产中发现的浪费，介绍精益思想的五个原则，然后绘制从实际公司已成功实施精益思想的经验教训。精益思想是如何生产的文字技术，但开明的顶级精益思想和应用概述。此更新版本包括教训，作者收集了1996年和2003年之间，特别是精益企业的概念 - 工作精益生产单一产品，用最少的浪费精力和资本的公司的集合。这本书写得很好，研究，并组织，并提交作出强烈的情况下，精益是普遍的，将有利于任何组织中的任何努力。精益思想和做法是消除浪费任何组织单一的最有力的工具。
Professional Words and Expressions 1. a code of ethics 道德规范 2.absolute accuracy 绝对精度 3.abstract n. 摘要 4.accountant n. 会计（员），会计师 5.action learning 行动学习 6.adherence n. 忠诚 7.afterwards adv. 之后，以后，后来 8.AGV(Automated Guided Vehicles) 自动导航小车 9.aligning results 校正结果 10.alternation ranking method 交替排序法 11.AM(Agile Manufacturing)敏捷制造 12.analyst n. 分析者；善于分析者；分解者 13.anatomical adj. 解剖的，解剖学 14.annual bonus 年终分红 15.anthropometric adj. 人体测量的 16.anthropometry n. 人体测量学 17.appeal n. 申诉，请求，呼吁，上诉，要求 18.application forms 工作申请表 19.appraisal interview 评价面试 20.appreciation n. 正确评价 21.aptitudes n. 资质
22.arbitration n. 仲裁 23.architecture n. 结构，构造 24.arena n. 舞台，竞技场 25.assembly line 装配线 26.assessment n. （为征税对财产所作的）估价，评估 27.assurance 确信，断言，保证 28.attract vt. 动手处理（某事）；攻击，抨击 29.attainment n. 到达 30.attendance incentive plan 参与式激励计划 31.audit n. 审计，稽核，查账 32.auditor n. 审计员，核数师 33.authority n. 职权 34.awkward adj. 难使用的，笨拙的 35.backdates vt. 回溯 36.batch production 批量生产 37.be prone to 倾向于…… 38.behavior modeling 行为模拟 39.behaviorally anchored rating scale（bars）行为锚定等级评价法 40.below contributor 贡献较小的人员 41.benchmark job 基准职位 42.benchmarking n. 【计】基准 43.benefits n. 福利
对工业工程师的要求和应具备的知识和技能 1、美国工业工程就业情况（2006年） Salaries and workforce statistics The total number of engineers employed in the U.S. in 2006 was roughly 1.5 million. Of these, 201,000 were industrial engineers (13.3%), the third most popular engineering specialty. The average starting salaries being $55,067 with a bachelor's degree, $64,759 with a master's degree, and $77,364 with a doctorate degree. This places industrial engineering at 7th of 15 among engineering bachelors degrees, 3rd of 10 among masters degrees, and 2nd of 7 among doctorate degrees in average annual salary.[3] The median annual income of industrial engineers in the U.S. workforce is $68,620. Typically, within a few years after graduation, industrial engineers move to management positions because their work is closely related to management. 2、招聘启事 28506, Industrial Engineer - FL - C
Adrian Payne & Pennie Frow A Strategic Framework for Customer Relationship Management Over the past decade, there has been an explosion of interest in customer relationship management (CRM) by both academics and executives. However, despite an increasing amount of published material,most of which is practitioner oriented, there remains a lack of agreement about what CRM is and how CRM strategy should be developed. The purpose of this article is to develop a process-oriented conceptual framework that positions CRM at a strategic level by identifying the key crossfunctional processes involved in the development of CRM strategy. More specifically, the aims of this article are ?To identify alternative perspectives of CRM, ?To emphasize the importance of a strategic approach to CRM within a holistic organizational context, ?To propose five key generic cross-functional processes that organizations can use to develop and deliver an effective CRM strategy, and ?To develop a process-based conceptual framework for CRM strategy development and to review the role and components of each process.
设施规划与物流分析课程设计说明书 姓名： 学号: 专业： 院系： 指导教师： 日期：
目录 简介 (1) 第一章基本要素分析 (4) 第二章物流分析 (9) 第三章作业单位飞物流相互关系分析 (20) 第四章作业单位间综合相互关系分析 (22) 第五章作业单位间物流与非物流相互关系合并.25第六章绘制作业单位面积相关图 (28) 第七章绘制工厂总平面布置可行方案 (29) 第八章评价择优 (31) 参考文献 (32)
课程设计题目：减速器厂总平面布置设计 一、课程设计的目的 设施规划与物流分析课程设计是设施规划与物料搬运课程的重要实践教学环节，主要是培养学生如何分析、发现现有生产企业布置方面存在的问题，并加以改善的工作能力，是学生综合运用所学专业知识，完成工厂布置设计工作而进行的一次基本训练。其目的是培养学生： 1 能正确运用工业工程基本原理及有关专业知识，学会由产品入手对工厂生产系统进行调研分析的方法。 2 通过对减速器工厂布置设计的实际操作，熟悉布置设计方法中的各种图例符号和表格，系统布置设计方法的规范设计程序。 3 通过课程设计，培养学生如何编写有关技术文件。 4 通过课程设计，初步树立正确的设计思想，培养学生运用所学专业知识分析和解决实际问题的能力。 二、课程设计内容与要求 《减速器厂总平面布置设计》内容与要求如下： 1 减速器厂物流分析。 2 减速器厂作业单位相互关系分析。 3 作业单位位置相关图，相当于A3图样的坐标纸一张。 4 作业单位面积相关图，相当于A3图样的坐标纸一张。 5 减速器厂总平面布置图，A1图样二张。 6 评价择优选出最佳总平面布置图。 7 编写设计说明书，工作量不少于5000字。 注：为了便于书写，此说明书部分图表中作业单位用以下代码表示（按需要自行增减） 1——原材料库 2——铸造车间 3——热处理车间 4——机加工车间 5——精密车间 6——标准件、半成品库 7——组装车间性能实验室 8——成品库 9——办公、服务楼 10——设备维修车间 11——锻造车间 12——橡塑车间 4、原始条件：见附件 5、时间安排： 1）产品调查和工艺调查 2天 2）工厂平面布置状况调查1天 3）物流分析 2天 4）作业单位相互关系分析，绘制作业单位位置相关图、作业单位面积相关图 5天 5）布置方案图 2天 6）编写设计说明书 2天 7）答辩 1天
公司英语 -----教育训练部一:常用术语 Hon Hai 鸿海 CMM Component module move 机动组件整合 CEM Contract Manufaction service 合约委托代工 IBSC Internet Business Solution Center 国际互联网应用中心PCEG Personal Computer Enclosure group 个人计算机外设事业群（FOXTEQ） CCBG Connector&cable business group CPBG Competition business group ESBG Enterprise system business group 鸿富锦事业群 SABG system assembly business group 系统组装事业群 NWE Net Work Enclosure NSE Network system enclosure NSG Network system group NFE Network flexible enclosure Foxcavity = HZ = Hong Zhun 鸿准 Stamping tool shop I 冲模一厂 Stamping tool shop II 冲模二厂 Prototype workshop 样品中心 Steel factory 裁剪厂 PCE molding tooling workshop PCE塑模厂 Hua Nan test and measurement center 华南检测中心 MPE mobile phone enclosure MPE MBE mobile phone and notebook enclosure 明塑厂 MGE Alloy magnesium alloy enclosure 镁合金 Engineer standard 工标 Document center (database center)资料中心 Design Center 设计中心 Painting 烤漆(厂) Assembly组装(厂) Stamping 冲压(厂) Education and Training教育训练 proposal improvement/creative suggestion提案改善
Total Quality Management全面质量管理Continuous Improvement持续改进Human Factors人因学、工效学 Man-Machine Systems人机系统 Shop-Floor Activities车间活动Simulation Model仿真模型 Code of Ethics道德标准、职业准则Performance Measure绩效测量Benchmark标杆 performance evaluation绩效评价 zero defects零缺陷 interdisciplinary跨学科manufacturing制造 interaction互动、交互 integration集成 curriculum课程体系 discipline学科 attrition中途退学 multi-disciplinary多学科 flexible simulation柔性仿真 Labor Specialization劳动力专业化standardized parts标准化的零部件moving assembly line装配线 Mass Production Era批量生产Queuing Theory排队理论 Process Analysis流程分析 Statistical Sampling统计采样 Industrial Engineering（IE）工业工程Industrial Engineer工业工程师Simulation仿真 Operations Research 运筹学 Quality Improvement Engineering质量改善工程 Management Services管理服务Engineering Services工程服务Performance Improvement Engineering 绩效改善工程 Material Handling物料搬运Logistics物流（学科） material flow物流Financial Management金融/财务管理 Project Management项目管理 Business Planning and Development商业规划与开发 Information Technology（IT）信息技术Business Process Redesign/Reengineering （BPR）业务流程再设计/再造 Human Resource Management人力资源管理Quality Movement质量运动 Total Order Management（TOM）全面订单管理 Material Requirement Planning（MRP）物料需求计划 companies are flattening corporate structures 企业结构扁平化 accuracy精度functional departments职能部门 mechanical engineering department机械工程
毕业设计(论文)英文翻译 学生姓名：学号： 所在学院：经济与管理学院 专业：工业工程 设计(论文)题目：好孩子推车事业部总装线生产线优化设计指导教师：
The Methods for Solving the Problem of Balancing an Assembly Line Currently, along with the market changing, some forerunners production mode got an extensive application in the manufacturing industry. How raise a whole efficiency of assembling the production line, reduce a work preface in the ware, and pursue to synchronize production is valued by more and more people. The production of manufacturing industry is most likely after carrying on subdividing to turn of have another a work preface flowing water to turn a continuous homework production line, at this time because of division of homework, the time of each work preface operates can't completely the same in theoretically and physically, this phenomenon that certainly will lead to a work preface homework burden unbalance. In addition to losing, result in the meaningless man-hour also result in a great deal of work preface pile up, sometimes will result in the abeyance of production line. Assembly line balance is a kind of means and method for resolving an above-mentioned problem, it is to make all work carry on equally, carrying on a research to the homework, carrying on a measurement to time, making the Assembly line moving smoothly. The assemble is the last link of production, assembling process mainly with the gearing of parts, tightly solid in lord; secondly allied connect, press to pack and add to note various work to lie quality and quality examination of work preface, sometimes still want to choose to pack according to the customer intention. The whole assemble homework is complicated, belonging to a labor an intensive type engineering. Therefore, the balance of exaltation assembly line has important realistic meaning to exaltation's production efficiency of the car assembly line. The assembly line equilibrium problem is the long-lost type of a type of typical model the combination is excellent to turn a problem, particularly is for random, many the assembly line equilibrium problem of target, solve to the satisfaction seldom more on a certain degree. Mainly is divided into the following 3 aspects to the research of assembly line equilibrium problem currently: Give the rhythm of the assembly line certainly beg minimum work station number, usually in the assembly line of design and install the stage carry on; The minimum work station given to settle assembly line number, make the rhythm of assembly line minimum, to already exist of the production line carry on adjust excellent turn; Get in work station number and rhythm of assembly line excellent turn under certain condition, all sparse assemble the burden of on-line work station, give the staff member a kind of fair feeling. Because the balance of
工业工程从入门到精i 工业工程简介： 1.工业工程定义 最具有权威性的和今天被广泛采用的美国工业工程学会（SIE ）于佃95年正式提出，后经修订的定义： 工业工程，是对人员，物料，设备，能源和信息所组成的集成系统进行设计，改善和设置的一门学科。它综合运用数学，物理学，和社会科学方面的专门知识和技术，以及工程分析和设计的原理与方法，对该系统所取得的成果进行确定，预测评价。 《美国大百科名书》（佃82年出版）对IE 的解释是：工业工程是一个组织中的人，物料和设备的使用及其费用作详细分析研究，这种工作由工业工程师完成，目的是使组织能够提高生产率，利润
和效率。 工业工程专家Philipe Hicks博士指出：工 业工程的目标就是设计一个生产系统及该系统的控制方法，使它以最低的成本生产具有特定质量水平的某种或几种产出，并且这种生产必须是在保证工 人和最终用户的健康和安全 条件下进行 从上可看出，工业工程的目标就是使生产系统投入的要素得有效利用，降低成本，保证质量和安 全，提高生产率，获得最佳效益。 2.工业工程研究范围： 美国国家标准ANSI-294（佃82年修订版），把IE分为仃个分支：生物力学，成本管理；数据处理与系统设计；销售与市场；工程经济；设施规划；材料加工（含工具设计。工艺研究，自动化等）；应用数学（含运筹学，管理经济学，统计质量控制，统计学）；组织规划；生产规划与控制（含库存管理，运输路线，调度和发货等）；实用心理学；方法研究作业测定；人的因素；工资管理；人体测量；安全；职业卫生与医学。 3.现代IE的基本工作内容及特点： 1）核心是降低成本，提高质量和生产率。—
富士康之路 ——工业工程帮助富士康公司进行生产力变革 土木工程博士、富士康科技集团人力陈振国 资源总处及工业程总处副总 作为全球最大的电子制造服务商，富士康公司也许是中国最大一笔隐藏的财富。在过去10年间，富士康公司的综合年增长率均超过50％，目前年营业收入已达330多亿美元，在中国各地有40多万名雇员，富士康公司的生产总部设在深圳，并在中国其他城市建立了8座工业园。富士康公司的业务现已扩展到亚洲其他国家、南北美洲和欧洲。工业工程是帮助富士康公司实现如此高速增长的核心技术之一。正如富士康公司董事长兼首席执行官郭台铭先生所说的，“工业工程无所不在又无所不能”。在富士康公司，工业工程的运用已从生产扩展到研发、供应链管理、总务和商业管理等领域。在富士康公司中，工业工程确实把各种投入的资源转化为了生产力。在公司高管层的强力支持下，富士康公司建立了一个工业工程学院，作为公司培训员工和开发技术的学院。除了提供短期培训课程外，富士康公司还与一些中国顶尖大学合作，如清华大学、上海交通大学、西安交通大学等，提供学位课程，包括副学士、学士、硕士、博士学位课程。富士康公司员工欲参加这些学位课程的学习，必须通过全国性入学考试。所有这些课程都在晚上或周末进行，由多位教授在富士康公司的学院内教授课程。富士康公司还组织成立了工业工程特勤小组，为提高生产力、质量和安全提供服务。一旦分布在世界各地的富士康公司业务部门要求，该特勤小组就会被派往生产现场解决出现的问题。工业工程特勤小组要解决的问题包括设施规划和布置、运营标准的制定、质量提升、系统开发和优化、生产流程、供应链管理等。为支持工业工程特勤小组的工作，运行了工业工程仿真系统和进行了系统优化。 工业工程技术开发委员会和各运营单位的代表，负责工业工程技术的研究、实施、转移和提升。工业工程技术开发委员会制定富士康公司所招聘的每个工业工程人员的最低人职资格，还规划工业工程人员的职业道德和制定晋升标准。富士康公司每月都召开研讨会，每季还召开大会，以让各运营部门交流和分享工作经验。从2004年起，富士康公司发起了工业工程本科生夏季实习计划，邀请高年级的工业工程专业大学生到富士康深圳工厂实习两个月。公司指派高级工业工程师来指导这些实习的大学生。 富士康公司的运营历程可分为5个阶段：垂直一体化、反向一体化、水平一体化、混合一体化、全球价值链一体化。依靠在成型和加工方面拥有的核心技术，富士康公司在90年代后期实现了核心部件生产的垂直一体化。利用主要客户将一些产业外包的机会，富士康公司通过模块生产的反向一体化，将业务从核心部件生产扩大到准系统和系统的生产。随着公司计算机业务的增长，富士康公司的业务继续扩张，进入消费电子品、通讯、信道等领域。通过实施共同开发(JDVM)和共同设计(JDSM)这两种商业模式，富士康公司成为了主要客户的战毋筝伙伴。 富士康公司的运营创新主要表现在以下方面：成功的CMMS(组件、模组、行动及服务)运营模式、4大控制系统(工程控制系统、质量控制系统、生产控制系统、业务控制系统)、绩效推动的公司内部组织形式。通过开发和实施CMMS(组件、模组、行动及服务)运营模式，富士康公司就能快速满足客户的各种追求科学持续地发展生产力要求，成功获取市场份额。
公司英语 -----教育训练部 一:常用术语 Hon Hai 鸿海 CMM Component module move 机动组件整合 CEM Contract Manufaction service 合约委托代工 IBSC Internet Business Solution Center 国际互联网应用中心 PCEG Personal Computer Enclosure group 个人计算机外设事业群（FOXTEQ）CCBG Connector&cable business group CPBG Competition business group ESBG Enterprise system business group 鸿富锦事业群 SABG system assembly business group 系统组装事业群 NWE Net Work Enclosure NSE Network system enclosure NSG Network system group NFE Network flexible enclosure Foxcavity = HZ = Hong Zhun 鸿准 Stamping tool shop I 冲模一厂 Stamping tool shop II 冲模二厂 Prototype workshop 样品中心 Steel factory 裁剪厂 PCE molding tooling workshop PCE塑模厂 Hua Nan test and measurement center 华南检测中心 MPE mobile phone enclosure MPE MBE mobile phone and notebook enclosure 明塑厂 MGE Alloy magnesium alloy enclosure 镁合金 Engineer standard 工标 Document center (database center)资料中心 Design Center 设计中心 Painting 烤漆(厂) Assembly组装(厂) Stamping 冲压(厂) Education and Training教育训练 proposal improvement/creative suggestion提案改善 Technological exchange and study 技术交流研习会 Technology and Development Committee 技术发展委员会 BS Brain Storming 脑力激荡 QCC Quality Control Circle 品质圈
附录 附录1：英文文献 Line Balancing in the Real World Abstract:Line Balancing (LB) is a classic, well-researched Operations Research (OR) optimization problem of significant industrial importance. It is one of those problems where domain expertise does not help very much: whatever the number of years spent solving it, one is each time facing an intractable problem with an astronomic number of possible solutions and no real guidance on how to solve it in the best way, unless one postulates that the old way is the best way .Here we explain an apparent paradox: although many algorithms have been proposed in the past, and despite the problem’s practical importance, just one commercially available LB software currently appears to be available for application in industries such as automotive. We speculate that this may be due to a misalignment between the academic LB problem addressed by OR, and the actual problem faced by the industry. Keyword:Line Balancing, Assembly lines, Optimization
《工业工程专业英语》课程教学大纲 课程编号：0803701057 课程名称：工业工程专业英语 英文名称：Professional English for Industrial Engineering 课程类型：专业任选课 总学时：32 讲课学时：32 实验学时：0 学分：2 适用对象：工业工程专业 先修课程：大学英语 一、课程性质、目的和任务 专业英语是工业工程专业的一门专业课，通过对本课程的学习，进一步巩固和提高英语水平，特别是提高阅读科技英语及本专业英语资料的能力。其任务是培养学生阅读、写作科技英语等方面的能力，使其能以英语为工具顺利获取有关本专业所需要的信息。 二、教学基本要求 了解专业英语的语法特点、专业英语的词汇特点及专业英语的各种文体中常用的符号、公式及其他。掌握工业工程专业的英语文献阅读和理解，能快速阅读科技文章，迅速获取信息和中心思想。理解专业英语翻译的基本方法。 三、教学内容及要求 1．Introduction to Industrial Engineering 了解工业工程的角色，工业工程毕业生的需求，学习本书的目的，掌握工业工程的定义。了解工业工程涉及的学科，工业工程的发展。了解美国工业工程专业在学科中的地位与中国的不同。 2．Work Study 工作研究和作业测量是工业工程领域最传统的研究内容。通过本章的学习，对工作研究和作业测量有一个全面的认识和了解。 3．Manufacturing Systems 了解制造系统的含义，制造系统的各个组成部分，掌握几种典型的制造系统及成组技术、柔性制造系统、敏捷制造等先进制造系统各自应用范围及特点。了解CAD，CAM，CAPP 等辅助制造系统在各种制造系统中的应用。 4．Production Planning and Control 掌握生产计划的主要内容，体会生产计划在生产系统中的重要性，掌握生产预测、生产计划的制定、生产计划控制的各种原理及方法。 5．Logistics Engineering 掌握物流工程中的基本术语。了解物流工程的内容和特点。了解EOQ的概念。掌握仓库运作的术语。 6．Ergonomics 对人因学发展的历史进行简要介绍的基础上对基本的人因系统模型进行阐述，并对未来
附录A 译文 工业工程的介绍 工业工程（Industrial Engineering﹐简称I.E.）是一门新兴的工程科学。早在1881年左右，泰勒（Frederick W. Taylor）就已具有工业工程的观念，但实际上工业工程这门学问却在1920年代才开始，到二次大战后才略具雏型。在国外，泰勒首先提倡「时学研究」，而纪尔布雷斯夫妇（F.B & Gilbreths）则为「工学研究」的创始人。（编注：有关时学工学的起源，可看另页「工业工程的两个小故事」一文。）直到1930年代他们的研究才受到大众的重视，而正式成为工时学（motion and time study），如今工时学可说是工业工程的领域中最基本的一部分，也是传统工业工程的基本观念。 当初，工时学的定义是指对于完成一项工作的操作方法、材料、工具与设备，及其所需的时间，加以研究。而其目的在1.寻求最经济有效的工作方法；2.进一步确认并规定因此所选定的工作方法、材料标准、工具规格及设备要求的理想标准；3.研究并制定工人完工所需的标准时间；4.训练并切实实行新方法。 一、工业工程的定义 美国工业工程师学会（AIIE）对工业工程的定义是：工业工程是对人员、物料及设备等，从事整个系统之设计改进及运用的一门科学。它利用数学、自然科学与社会科学的专门知识及技巧，并利用工程分析与设计的原理和方法，来规划、预测，并评估由此及其有关系统中所获得的效果。 从上述的定义，读者或许可获知一个大概。概括而言，所有人类及非人类参与的活动，只要有动作出现的，都可应用工业工程的原理原则，以及工业工程的一套系统化的技术，经由最佳途径达到目的。譬如工业工程中的动作连贯性分析（operation sequence），由于人类的任何一种动作都有连贯性，因此把各动作经仔细分析，分成一个个微细单元，删掉不必要的动作，合并可连接的动作，以达到工作简化、动作经济、省时省工之目的。 二、工业工程的意识 工业工程意识大体分为五个意识。成本效率意识，系统意识，成功环境意识，简化和标准化意识，人本意识。 关于成本和浪费的意识，但当我们到一个企业真实去看的时候，我们经常会听到车间有人说，看我们车间所有的人都在忙，他认为这是一个环境很好的局面，但你仔细观察就会发现，忙与忙不一样。例如，一个企业研发部，他们每年要开发几十个产品，每个人都
二Real IE Value工业工程的真正价值 1、On the other hand,today’s IE has at his or her disposal more technology and tools than the IE of 30 years ago could have ever imagined. 另一方面，现在的工业工程师可以使用许多30年前的同行想都不可能想到的技术和工具。 2、If a person loses sight of the total job and starts looking at the individual pieces,it comes out a little hairy. 如果一个人不能对整项工作做全面把握而只是将注意力放在个别的方面，则结果将不会令人满意。 3、Problems associated with renaming IE departments to describe their particular function may have more to do with appearance than with the actual job being performed. 将工业工程部重新命名以明确描述其具体职能，其间所出现的问题与其说与实际完成的工作有关倒不如说与问题的表象有关。 4、In fact,even though ABET accredits many IE and IET programs in the United States,there remains much variance and flexibility among each of the programs. 【ABET是工程与技术鉴定委员会（the Accreditation Board for Engineering and Technology）的简写。该委员会是美国用来检查和评价各工程类大学全部课程的官方机构，ABET鉴定目的是向公众和工程类毕业生的雇主保证学校的课程满足了规定的最低标准。】 实际上，尽管工程与技术鉴定委员会鉴定了美国的许多工业工程和工业工程与技术项目，但这些项目之间仍然存在很大的区别和灵活性。 6、But if the individual IE will assume the role as a change implementor—not a change follower—broad opportunities are on the horizon. 然而，如果每个工业工程师都承担起变化的实施者而不是变化的追随者的角色，则广泛的机会就会出现。 7、If we’ve got a problem,it’s of our own doing and our own unwillingness to take the lead in a lot of these major improvement activities. 如果我们遇到了问题，这些问题也是由于我们自己的所作所为和不愿意在一些重大的改进活动中承担领导角色所造成的。 三、Operetions Research运筹学 Operations research,as defined by the Operations Research Society of America,“is concerned with scientifically deciding how to best desigh and operate man-machine systems,usually under conditions requiring the allocation of scarce resources.” 美国运筹学学会将运筹学定义为：在需要对紧缺资源进行分配的前提下决定如何最好地设计和运作人—机系统的决策科学。 四、Work-measured Labor Standards 基于作业测量的劳动标准 4.1 Perhaps the only thing wrong with these tools is their lack of a buzz word or catchy acronym. 也许这些工具的唯一缺点是它们没有一个能够反映其内涵的响亮的词组或引入的字母的缩写。 4.2 Human workers come in at least a billion models with varying physical,mental,and emotional specifications and work under varying environmental conditions. 由于身体、精神和感情等方面以及工作环境的不断变化，工人至少可以被分为十亿种不同的类型。 4.3 Standard times are standard times only because all parties involved agree they are standard times. 标注时间之所以是标准的仅仅是因为相关的所有部门都承认其是标准时间。
毕业设计(论文)外文资料翻 译 学院：经济管理学院 专业：工业工程 姓名：赵翀翀 学号： 080203215 外文出处： (用外文写) 附件： 1.外文资料翻译译文；2.外文原文。 指导教师评语： 所选文献与论文关系密切，译文用词较准确，语句通顺，反映出原文的基本内容。 所选文献也符合要求 签名：李学亮 2012年 4 月 15 日
生产线平衡 这项研究的范围是探讨生产线的制造和平衡，生产线平衡的类型，设备平衡和故障分析的理解。当每个工人的任务需要相同的时间来完成的时候，就是一个平衡的流水线。线平衡，是一个制造工程的功能，即在整个生产线的任务都能够得到等分。良好的平衡线，能避免无意义的劳动和提高生产效率。 生产线平衡 线平衡的策略是，使生产线足够灵活，以避免外部和内部的违规行为。有两种类型的生产线平衡，即： 静态平衡：指的是几个小时或更长的时间内能力的长期分歧。静态失衡是工作站，机器和人未能得到充分利用的结果。 动态平衡：指短期能力的差异，最多不超过几分钟或几个小时的时间。动态不平衡源于产品结构的变化和产品结构无关的工作时间的变化。 劳资平衡和分配 生产线的稳定策略的倾向是固定的劳动的平衡分配。劳资的可行性的一个重要特征是战略的灵活性即生产线的个人技能和能力： 当一名工人在执行分配给他的任务是有问题，遇到的延迟，由于技术问题（S），其他工人（S）应转移到帮助。 当一个工序运行出现问题时，熟练的技工应尽快接管其工序。 生产线的所有工人应交互在各个工序熟悉工序操作。 全技能即在一个单一的工作中心一个工人可以处理各种任务（自动化）。 设备平衡 设备平衡应确保每一台设备在工作单元中有相同的工作量。现在每个制造商都试图最大限度地利用所有可用的设备。如此高的利用率往往适得其反，这可能是一个错误的目标，因为利用率高，通常伴随着高库存。 设备故障 设备故障是一项重大而严肃的问题，有可能关闭一条生产线。为了避免这种故障，应确保每个设备不会超载，并且应培训工人进行日常机器检查（预防性维护）和标准作业程序的训练。维护部和工程部的优势不在于在运行后期的变化，因此应计算预防性维修时间，并安排活动。 分析 线平衡的分析一般由主管技术人员进行。分析之前应把流水线分成各个小任务，确定标准的任务时间，任务的排序的规范和约束的分析与生产线的工作分工。如果瓶颈环节的任务是在于寻找良好的平衡的方式，技术过硬的员工应分析的任务，以减少所花费的时间来执行。 生产线平衡领导 生产线工人应致力于生产线平衡而努力，这样他们才能够快速应对当产品和生产率变换导致失衡（静态和动态）时迅速作出反应。