精益生产英文资料介绍

精益生产英文资料介绍General questions about lean operationsWhat is lean?Lean operations involve the elimination of waste, whether it be time, mate rials, efficiency or processes. It also means figuratively tightening the belt in pursuit of increased productivi ty gains that will increase a company’s a bility to compete more successfully.Why lean?Increased global competition will likely force all but the strong to the sidel ines. Belt tightening and a lean mindset will enable the game to continue as companies steady themselves for the challenges and opportunities that await them.The truly lean company of today will be a survivor in the global battle for customers and bottom line profits. The need for lean is obvious and the potential rewards are dazzling. There will be those who will probably resis t the necessary changes. Training will start you on the road to overcomin g this resistance and ultimately achieving a successful transition.Who participates in lean Operations?Eventually, everyone in the company is a participant in the quest for a lea n organization.Is lean applicable only to manufacturing?The concept includes many non-manufacturing areas such as purchasing, c lerical, office and technical. Also, these areas often contribute in making l ean achievements in manufacturing more successful.What organizations can benefit from lean projects?Every organization offers goods or services. This includes such diverse sec tors as merchandising, hospitals, banking, insurance, public utilities, gover nment, military, prisons, churches, schools and, of course, manufacturing.Can lean activities be started in more than one division at a time?Yes, it can be done, but starting in one division is preferable. The experie nce gained permits corrections and modifications to be introduced with les s fuss. In this way, any “bugs” can be eliminated before the concept is in itiated plant-wide.How should employees approach problems?They should approach problems with a positive attitude—one that says, “We can solve it!” Open discussion and use of various problem-solving too ls, in a positive and cooperative manner, will shed new light on any probl em.How important is it to establish objectives and milestones?Individuals or groups working on lean projects should be encouraged to es tablish an objective and develop a plan to achieve it. The plan is further broken into milestones so that progress can be constantly measured again st the plan. This information should be charted and posted for all to see and have it serve as a constant reminder.What if a lean project overlaps into other areas of an organization?That will happen, especially in the long run, but in the short run and parti cularly the early phases, it should be avoided. We are talking about chan ge and many people resist having to do and support new ways of doing t hings. When it is clear that a project is going to affect more than one are a, try to involve those who will be affected in coming up with solutions.Examples of measurements and results in a lean environmentMeasuring improvements in lean operation organizations requires the use of several traditional and many non-traditional measurements. The followi ng is an explanation of some frequently used measurements and examples of how they have been applied:Work in process (WIP)This is a measure of the amount of material which has left raw materials stock but has not yet become finished goods. Examples:•WIP cut from twenty-two days to one dayo Disc drives and tape storage•WIP on floor cut 67%o Electrical circuit breakersInventoryInventory consists of both raw materials and finished goods. Examples: •Finished goods inventory cut 92%o Large—size twist drills•Inventory turns up from 3.5 to 20o Motorcycle assemblyFloor space requirementsFloor space reductions result in lower costs for utilities, building maintenan ce and capital investment to meet expansion requirements. Examples: •Space reduced to one—third of original requirementso Computer printers•Floor space cut from 51,000 to 9,000 square feeto Computer logic unit•wcy506 (2006-8-13 13:08:15)Lead-TimeLead-time is the time which elapses between receipt of an order and the time the product or service is shipped to the customer. Examples:•Reduced lead time from 17 weeks to 1 weeko CAD/CAM equipment•Cut production lead time from 14 days to 2 dayso Defense weapons systemsFlow distanceFlow distance is the distance a part or document travels during themanufacturing process. Examples:•Flow distance cut from 1,100 to 180 feeto Diagnostic drug analyzer•Flow distance cut from 31,000 to 275 feeto Computer productsScrap and reworkScrap and rework reductions can represent huge savings. Examples:•Defects reduced 52%, number of inspectors cut from 75 to 6o Motorcycle assembly•Scrap and salvage cost reduced 54%o Electronic air cleanersProduct or model changeoverThe speed and frequency of product or model changeovers (set-ups) is an indication of the degree to which the organization can respon d to changing demands in the market place and its ability to efficie ntly reduce inventories by building only what is needed. Examples: •Reduced from one model changeover per month to several per dayo Self-propelled lawn mowers•Reduced time per changeover from 8 hours to 18 minuteso Cough dropsOther measuresProductivity:•Reduced paperwork by 70% (Kanban)o Hydraulic valves•Productivity, including yield, up 35%o Disc packs and discsJobs:•Number of job categories cut 95%o SemiconductorsEquipment:•Storage racks cut 67%o Circuit breakersTrainingWho provides the training?Leader training is commonly provided by the coordinator. The leade r trains the members, with help from the coordinator, as necessar y. Member training can be done all at once or a little at a time an d as needed.What are some of the techniques, expressions and concepts used by members of a lean team?First, team members must be familiar with problem-solving and pro cess control techniques such as: brainstorming, data gathering (sa mpling), Pareto analysis, cause and effect problem analysis, histogr ams, control charts, stratification, scatter diagrams, etc.Secondly, there are a number of techniques and expressions that s hould be familiar to lean practioners. Some examples include: •The 5S•Kaizen activities•Inventory reduction•SMED (Single Minute Exchange of Die)•TPM (Total Preventative Maintenance)•Poka Yoke (Mistake Proofing)•Waste Elimination•The Pull Concept•Just-In-Time•Cycle time reduction•Takt Time•Other items include-Lean production layout-Communication strategies and the “visual factory”What are the 5SThe 5S are initials of Japanese words that stand for several aspects of housekeeping. The comparable words in English are:•Sort-“What is not in use, throw it out”•Set-In-Order-“Rearrange the work area”•Shine-”Cleanliness is next to godliness”•Standardize-“Establish policy guidelines”•Sustain-“Keep 5-S activities from unraveling”Why would we start with cleaning and organizing the workplace? W ell, why not? It is not a daunting task. Actually, it is to everyone’s advantage to start with a clean slate, so to speak. Some degree of success is assured. Because the results of cleaning and organizing are so visible, ideas should abound as employees from one department observe what is happening in other departments around the plant.What are Kaizen activities?Kaizen is a Japanese word that means “continuous improvemen t.” The improvements individually are usually small and incremental, but collectively dramatic. Masaaki Imai, a Japanese consultant, ha s popularized Kaizen as an important business strategy. He believe s the following six major systems should be in place in order to su ccessfully achieve a Kaizen strategy:•Total quality management•Just-in-time•Total productive maintenance•Policy deployment• A suggestion system•Team activitiesWhat is the importance of inventory reduction?Lead time can be dramatically reduced at a number of places in th e processing of orders.Work-in-progress (WIP) is a leading cause of long lead time. WIP c an include paperwork, raw materials, in-process inventory and even finished products.There must be a unified approach between management and operat ors on how to achieve inventory reduction.Office paperwork can be, and usually is, just as likely to hit “log ja ms” as the physical pro ducts are that are out in the shop.What is SMED?SMED stands for “Single Minute Exchange of Die.” If refers to the t ime it should take to set-up a machine to produce a part. In auto motive plants there are numerous instances where it would take th ree or four hours to do a set-up. However, after the application of lean techniques, the set-up time would be reduced to minutes!What is TPM?TPM stands for “Total Preventative Maintenance.” The goal of TPM is to maximize equipment effectiveness throughout the life of the eq uipment.The absence of a lean mentality is obvious when machine maintena nce is totally the responsibility of the maintenance specialists. The truth is that operators can contribute in keeping the equipment in good condition. TPM should involve everyone at all levels. The Lea n team can contribute to developing a maintenance system that th ey are a part of. The goal should be zero breakdowns.What is Poka-Yoke?Poka-yoke is a Japanese word meaning “mistake proofing.” Poka-yo ke devices can dramatically cut defects. A simple example is the th ree pronged electric plug-in. You can not plug it in wrong! There a re poka-yoke devices to detect errors that have been made. Other poka-yoke devices are designed to shut down the machine before it could create a defective part.•wcy506 (2006-8-13 13:09:59)•wcy506 (2006-8-13 13:11:01)The continuous improvement coordinatorWhat is the role of the continuous improvement coordinator?The coordinator is the individual responsible for successfully coordin ating and directing lean activities within an organization.What does the coordinator do?The duties of the coordinator include the following:•See to it that the policies of the steering committee are und erstood and are followed by everyone involved.•Establish an ongoing education and training program per the dictates of the steering committee. Personally conducts training an d/or arranges for competent instructors to do it.•Provides guidance and feedback to team leaders regarding t heir meetings and other activities.•Maintains awareness of world-class improvement strategies no matter where they are.•Monitors team progress and achievements.•Communicates team achievements to other groups througho ut the facility.What qualifications should the coordinator have?The coordinator has been described as a facilitator, catalyst, coach, innovator, promoter and teacher. The point is that it takes a speci al person to do the job right. The coordinator should be as comfort able talking to the president of the company as to the entry-level c lerical or factory employee.When should the coordinators be selected?When a definite decision is made to implement lean activities. The steering committee is also started at about this same time. Someti mes, the first task of the steering committee is to select the coordi nator.Who does the coordinator report to?Usually the coordinator is on the staff of a high-level company offic ial who strongly supports lean activities. In some instances, the co ordinator reports to the company president. In a factory, the coord inator usually reports to the director of manufacturing.The leader and membersWho is the team leader?Experience demonstrates that your lean activities will have a greate r chance of success when the supervisor is the initial leader. The l ean concept gains quicker acceptance when it fits into the existing organizational structure. The supervisor is already designated to pe rform a leadership role in that structure. If lean activities did not o perate within the existing organizational setup, it might be viewed by some as a competing organization.What are examples of duties preformed by the leader?•Prior to the formation of the team, the prospective leader m ust acquire skills and knowledge related to continuous improvement techniques.•Provides training in lean operation techniques to the team members.•Ensures that meetings are job oriented and do not drift into general “bull sessions.” Adheres to the meeting schedule. •Guides team projects to assure adherence to a logical problem solving process.•Encourage participation from all team members. •Coordinates closely with the continuous improvement coordi nator.Do continuous improvement teams develop leaders?Yes, These lean oriented teams provide the training and experience to make a good leader better. Team activity will also help identify members with leadership potential.What is the role of the team members?•Attend all meetings•Acquire knowledge of the various problem solving technique s by attending designated training sessions•Contribute suggestions for improvement•Select team projects•Communicate openly with co-workers who are not team me mbers about team projects•Help the team follow an agreed problem solving processIs there a relationship between the lean team and the job?Team members are people who normally work together. The projec ts they work on relate to the work they do.Improvement projectsHow are lean projects identified?Projects may originate from several possible sources, such as: •Suggestions from team members•Suggestions from their management •Recommendations by staff personnel•Suggestions from other teams•Suggestions from non-members.What if a project turns out to be too complex?Sometimes a team bites off more than it can chew. If so, the coor dinator can help by locating specialists who can assist the team.Does a lean team ever run out of problems?No. Members may occasionally think so, but a brainstorming sessio n usually identifies many problems that need immediate attention.RecognitionWhat kind of recognition is provided to the teams?Several forms of recognition are used. The practice varies from co mpany to company but includes:•Presentations to management•Write-ups in the organizati on’s activity report •Recognition in the company newspaper•Photos and other items posted on bulletin boards •Certificates•Trophies, pins, etc.。

精益生产介绍精益生产,英文：Lean Production（LP），其中”Lean”表示瘦的，少肉的；增加一点就多，取掉一点就少；最经济的点；“精”体现在质量上，追求“尽善尽美”、“精益求精”；“益”体现在成本上。

精益生产就是准时化生产（JIT），精益生产是一门新的管理科学，它是微利时代的产物，着眼点是找出浪费源，消灭浪费，同时在人员、设备、材料、工作方法、现场组织诸多方面加以界定，运用现代管理科学手段进行维护，最终能满足顾客的需求，达到节拍生产。

精益生产是美国麻省理工学院在一项名为“国际汽车计划”的研究项目中提出来的。

它们在做了大量的调查和对比后，认为日本丰田汽车公司的生产方式是最适用于现代制造业的一种生产组织管理方式，称之为丰田管理模式，又称之为精益生产，以针对美国大量生产方式过干臃肿的弊病。

精益生产综合了批量生产与单件流生产方式的优点，力求在大量生产中实现多品种和高质量产品的低成本生产。

精益生产作为一种从环境到管理目标都全新的管理思想，在天海集团所有员工实际与实践努力中取得成功，是一套与企业环境、文化以及管理方法高度融合的管理体系。

精益生产的特点:（1）拉动式准时化生产（Just in time ）精益生产是一种流畅制造，是按照顾客的需求节拍来平衡我们的生产节拍，所以如何来平衡我们的生产节拍是我们追求的目标，在一个以顾客为本的制造价值流中，如何快捷高效的满足顾客，我们首推Push 体系，Push 体系实际是一种推动式生产，那是根据顾客的需求，直接安排生产，每道工序完成直接进入下一道工序，中间没有库存，没有等待，最后入库发货的一种没有停顿的生产方式，但这是在生产品种较少，生产批量较大的情况下进行的，也就是说是一种卖方市场的一种产物，但随着市场竞争的加剧，微利时代的来临，没有任何一家公司敢宣称自己的市场是卖方市场，这就要求每生产一种产品要考虑是否顾客需要，生产多少由顾客决定，什么时间生产由顾客决定，JIT （准时化生产）就应运而生，所谓JIT 就是说：在顾客需要的时间，根据顾客需要的量，生产顾客需要的品种。

Lean Production Tools Courseware (English Version) IntroductionThe Lean Production Tools Courseware provides an in-depth understanding of various tools used in lean manufacturing. Lean production aims to eliminate waste and improve efficiency in manufacturing processes. This courseware will guide learners through the basics of lean production and provide detailed insights into the key tools employed in this methodology.1. Overview of Lean ProductionLean production, also known as lean manufacturing, is a systematic approach to optimize the production process by eliminating non-value-added activities or waste. It focuses on improving quality, reducing lead time, and increasing productivity. Lean production is widely used in various industries to enhance operational efficiency and customer satisfaction.2. Seven WastesThe concept of waste is fundamental in lean production. The courseware covers the seven wastes commonly found in manufacturing processes:2.1 OverproductionOverproduction occurs when more products are produced than required, resulting in excessive inventory, longer lead times, and higher costs.2.2 InventoryInventory refers to the excess stock of raw materials, work-in-progress, or finished goods. This excess inventory ties up capital and occupies valuable space.2.3 WaitingWaiting waste is the time wasted when components, machines, or workers are idle due to delays in the production process.2.4 MotionMotion waste refers to unnecessary movement or transportation of materials, tools, or equipment. It can lead to physical strain and inefficiency.2.5 TransportationTransportation waste involves the unnecessary movement of materials or products between different processes or locations, resulting in delays and increased costs.2.6 DefectsDefects waste includes any products or components that do not meet quality standards and require rework or disposal. Defects waste adds extra cost and reduces customer satisfaction.2.7 OverprocessingOverprocessing waste occurs when more work or processing is done than necessary, resulting in increased time and costs without providing additional value to the customer.3. Lean Production Tools3.1 Value Stream Mapping (VSM)Value Stream Mapping is a graphical tool used to analyze and improve the flow of materials and information in a manufacturing process. It helps identify and eliminate non-value-added activities, streamline processes, and reduce lead time.3.2 5S MethodologyThe 5S Methodology consists of five principles: Sort, Set in Order, Shine, Standardize, and Sustain. It aims to create a clean, organized, and efficient work environment. The 5S methodology enhances productivity, safety, and employee morale.3.3 Kanban SystemKanban is a visual system that helps manage inventory and control the flow of materials in production. It uses signals to indicate when items should be produced or replenished, reducing inventory levels and preventing overproduction.3.4 Just-in-Time (JIT)Just-in-Time is a production strategy that aims to minimize inventory levels by producing and delivering products at the exact time they are needed. JIT helps reduce lead time, improve efficiency, and lower costs.3.5 Poka-YokePoka-Yoke is a technique used to prevent or detect errors in the production process. It involves implementing mechanisms or devices that prevent mistakes or provide immediate feedback, reducing defects and improving quality.3.6 KaizenKaizen, meaning continuous improvement in Japanese, is a philosophy that focuses on small, incremental changes to improve processes and eliminate waste. It encourages employee involvement and promotes a culture of continuous improvement.ConclusionThe Lean Production Tools Courseware provides a comprehensive overview of the key tools used in lean manufacturing. By understanding and implementing these tools, organizations can achieve higher efficiency, improve quality, and reduce waste in their production processes. By continuously striving for improvement, organizations can gain a competitive advantage in today’s dynamic market.。

精益生产方式简介摘要：精益生产是一种起源于丰田和汽车制造的流水线制造方法论。

也被称为“丰田生产系统”。

精益生产的目标被描述为“在适当的时间（或第仪式间，the first time）使适当的东西到达适当的地点，同时使浪费最小化和适应变化”。

创立了精益生产原则的大野耐一发现他的方法论不但可以减小浪费，还能够增进产品流动和提高质量。

本文对精益生产进行了具体的分析，得出它的优越性，并把它与传统的生产方式进行比较，通过分析可以知道精益生产是解救困难企业的法宝。

关键词：丰田汽车，精益生产，优越性，特点，企业一、丰田公司的精益生产方式精益生产（Lean Production，简称LP）是美国麻省理工学院数位国际汽车计划组织（IMVP）的专家对日本“丰田JIT（Justin Time）生产方式”的赞誉之称，精，即少而精，不投入多余的生产要素，只是在适当的时间生产必要数量的市场急需产品（或下道工序急需的产品）；益，即所有经营活动都要有益有效，具有经济性。

精益生产是当前工业界最佳的一种生产组织体系和方式。

精益生产是战后日本汽车工业遭到的“资源稀缺”和“多品种、少批量”的市场制约的产物，它是从丰田相佐诘开始，经丰田喜一郎及大野耐一等人的共同努力直到60年代才逐步完善而形成的。

精益生产既是一种以最大限度地减少企业生产所占用的资源和降低企业管理和运营成本为主要目标的生产方式，同时它又是一种理念，一种文化。

实施精益生产就是决心追求完美的历程，也是追求卓越的过程，它是支撑个人与企业生命的一种精神力量，也是在永无止境的学习过程中获得自我满足的一种境界。

其目标是精益求精，尽善尽美，永无止境的追求七个零的终极目标。

精益生产的实质是管理过程，包括人事组织管理的优化,大力精简中间管理层，进行组织扁平化改革，减少非直接生产人员；推进行生产均衡化同步化，实现零库存与柔性生产；推行全生产过程（包括整个供应链）的质量保证体系，实现零不良；减少和降低任何环节上的浪费，实现零浪费；最终实现拉动式准时化生产方式。

Lean Production Management Approach (English Version) IntroductionLean Production Management Approach, also known as Lean Manufacturing, is a systematic method that focuses on eliminating waste and improving the efficiency and effectiveness of production processes. It was first developed by Toyota in the 1940s and has since been adopted by numerous manufacturing industries worldwide. This document provides an overview of the Lean Production Management Approach and its key principles.Key Principles of Lean Production Management Approach1. Identify and Eliminate WasteOne of the core concepts of Lean Manufacturing is the identification and elimination of waste. Waste is defined as any activity or process that does not add value to the product or service. There are seven types of waste, also known as the 7 Wastes:1.Overproduction: Producing more than what is required by thecustomer2.Waiting: Idle time or delay between production steps3.Transportation: Unnecessary movement of goods or materials4.Overprocessing: Performing unnecessary or excessive work5.Inventory: Excessive stock that ties up capital and space6.Motion: Unnecessary movement of workers or equipment7.Defects: Products or services that do not meet customer requirementsBy identifying and eliminating these wastes, organizations can improve their productivity and reduce costs.2. Focus on Continuous ImprovementContinuous improvement is a fundamental principle of Lean Manufacturing. It emphasizes the need for organizations to constantly strive for better ways of doing things. This can be achieved through regular evaluation of processes, gathering feedback from employees, and implementing changes to optimize efficiency.3. Empowerment of EmployeesLean Production Management Approach recognizes the importance of involving employees in the improvement process. Employees are encouraged to contribute their ideas and suggestions for process improvement, and are provided with the necessary training and support to implement these changes. This creates a cultureof employee empowerment and encourages ownership and accountability for their work.4. Standardization of ProcessesStandardization is crucial in Lean Manufacturing to ensure consistency and reliability in production processes. By establishing standardized work procedures and guidelines, organizations can reduce variability and improve overall quality. Standardization also enables easier training and onboarding of new employees.5. Value Stream MappingValue Stream Mapping is a tool commonly used in Lean Manufacturing to visually map the flow of materials and information through the production process. This helps identify areas of waste and inefficiency, enabling organizations to develop strategies for improvement. By analyzing the entire value stream, from supplier to customer, organizations can optimize the flow of materials and information, ultimately improving lead times and customer satisfaction.6. Continuous FlowLean Manufacturing emphasizes the importance of achieving a continuous flow of production. This means eliminating bottlenecks and delays in the production process, ensuring that products or services flow smoothly from one process to another without interruptions. By achieving a continuous flow, organizations can increase throughput, reduce lead times, and improve overall efficiency.7. Just-in-Time (JIT) ProductionThe Just-in-Time (JIT) production approach is a key component of Lean Manufacturing. It involves producing and delivering products or services at the precise moment they are required, minimizing inventory and reducing the risk of overproduction. JIT production relies on effective coordination and communication between suppliers, manufacturers, and customers to ensure a seamless flow of materials and information.Benefits of Lean Production Management ApproachImplementing the Lean Production Management Approach offers several benefits to organizations, including:1.Increased efficiency and productivity2.Reduced waste and costs3.Improved product quality4.Shorter lead times5.Enhanced customer satisfaction6.Greater employee engagement and empowermentConclusionThe Lean Production Management Approach provides organizations with a systematic method to improve the efficiency and effectiveness of their production processes. By identifying and eliminating waste, focusing on continuous improvement, empowering employees, standardizing processes, and implementing value stream mapping and just-in-time production, organizations can achieve higher productivity, reduced costs, and improved customer satisfaction. By adopting Lean Manu facturing principles, organizations can gain a competitive advantage in today’s ever-changing business environment.。

Drive and implement Lean manufacturing across the operations in order to eliminate waste, minimize inventory and maximize flow• Develop procedures in partnering with suppliers in order to achieve Lean manufacturing• Reducing system response time and ensure the production system was capable of immediately changing and adapting to market demands.• Required to collect and analyze data for determining an improvement strategy.• Facilitate and teach Lean manufacturing tools and techniques. Coach existing and new teams with Lean projects.• Ability to strategically prioritize and manage process improvement opportunities in alignment with business goals and objectives.• Working hand in hand with internal six-sigma expert in developing and drive Lean Sigma.• Acts as change agent to instill Lean Sigma culture throughout organization• Must have the ability to lead, work with teams, and understand team dynamics.OEE（Overall Equipment Effectiveness）--- 全局设备效率OEE = (Running time / Loading time) x (Actual Output / Theoretical output) x (Good Output / Actual out put)世界级企业的全局设备效率OEE为85%或更好。