Training 5 - Some other Lean tool descriptions

国开（中央电大）本科《管理英语4》网上形考任务试题及答案国开(中央电大)本科《管理英语4》网上形考任务试题及答案说明：课程代码：04020。

适用专业及层次：工商管理，行政管理本科。

单元自测1 试题及答案题目顺序是随机的，使用查找功能（Ctrl＋F）进行搜索[题目] — This project is too big for me to finish on time.—________________.[答案]I'll give you a hand[题目] AT&T found that employees with better planning and decision-making skills were ______ to be promoted into management jobs.[答案]more likely[题目]______ CEOs spend planning, the more profitable their companies are.[答案]The more time[题目]______ his anger the employees called him Mr. Thunder, but they loved him.[答案]Due to[题目]______ managers spend most of their time in face-to-face contact with others, but they spend much of it obtaining and sharing information.[答案]Not only do[题目]—Could you give us a speech on management functions some day this week？—________________.[答案]I'd love to, but I'm busy this week[题目]— I think things have been a bit difficult for us the lastcouple of months.—__________. We've been working hard, but still getting behind.[答案]You're right[题目]— Is it possible for you to work out the plan tonight？—__________[答案]I think so.[题目]—We could let some of the staff work from home.________________？— That's a good idea.[答案]What do you think of it[题目]Even the best continually seek ways to ______ their skills.[答案]sharpen[题目]It is through enthusiasm and quiet intensity ______ we transform creativity and vision into the technologies.[答案]that[题目]Supervisors should ______ their employees in two-way communication so that understanding takes place.[答案]engage[题目]The demands and requirements placed on the CEO of Sony are different from ______ on the manager of your local Wendy's restaurant.[答案]those[题目]The Human Resource Managing Department at Honda is given specific instructions ______ employ the best possible workers.[答案]on how to[题目]The responsibilities in handbook ______ that managers have to be concerned withefficiency and effectiveness in the work process.[答案]indicate二、听力理解：听录音，选择最佳答案（共50分）。

Key Learning Points"Creating a Lean Culture" by David MannCh. 1 Lean Management SystemLean processes require lean management1. Focus on processes rather than on results2. Eliminate “Do whatever it takes approach”3. Measure the process against expected outcomes,interventions can be started BEFORE end results are affectedCulture is a result of lean management and lean practices1. B ad processes or “habits” must be extinguished rather than brokenCh. 2 Principal ElementsPrincipal elements of a lean management system1.Leader standard worka.Shift focus from solely results to processes and results2.Visual Controlsa.Translate performance into expected vs. actual, throughout production andmanagement systems3.Daily Accountability Processa.Allows leader to set direction for improvement in the process4.Disciplinea.Following through consistently on the first three elementsCh. 3 Leader Standard Work-Ensure the process runs as designed, then improves the process-Don’t spend time putting out fires, no te interruptions and focus on addressing root cause-Must be process-orientedCh. 4 Visual Controls-Performance Tracking Charts: measure how process actually performed vs. expectations o Be sure to note reasons for misses or gainso Performance should be tracked across several different intervals-Priority Boards: provides replenishment schedule for operators running equipment-Visual Controls enforce discipline if updated regularly and used for corrective action-Visual Controls are: timely, accessible, verifiable, customizable, less intimidating than other systems, “owned” by operators, and low cost. Less visible and less accurate than IT systems. Ch. 5 Daily Accountability Process-Utilize visual controls to improve processes and implement changeso Eliminate b ottlenecks, don’t just recovero Assessment, Assignment, Accountability-Time saved using standard work should be used to improve processesCh. 6 The Sensei and Gemba WalksGemba Walking-Gemba: the “real place”; where the work is being done.-Gemba walks: regularly scheduled and fairly frequent. Method for setting and following up on expectations-Should be used to teach others to always strive for process improvemento Key point - Improvement should be cultural rather than from lean events. Gemba walks are a method for reaching that.-Gemba walks look for process focus, process improvement, leader visibility, labor planning, standard work, communication, 5S, consistent work time-Entire Organization: Area for improvementCh. 7 Leading a Lean Operation-Key leadership behaviors for a successful lean transitiono Passion for lean and potential for improvement, Discipline, project managementorientation, lean thinking and an understanding of lean concepts, ownership of area,balance between lean ideas and technical details, balance production changes as wellas changes in management systems, work effectively with support groups,.-Successful implementation of lean is a continuous process, requiring effective teaching and dogged attention to the process.Ch. 8 Solving Problems and Improving Processes – Rapidly-Focus of solving the root causes of problems rather than working around them to meet schedules.-Utilize a structured problem solving process (pg. 124)-Corrective actions must have an owner and must be time-bound-Kaizen events can be very effective in making technical changes and training personnel to see with “lean eyes”, must be supported by lean management systems as wello aka: SQS focus-Support groups need to respond at a rate determined by takt time, however t his doesn’t require organizational reorganizationsCh. 9 People-Predictable Interruption; Source of Ideas-People will continue to generate ideas if ideas are visible and implemented quicklyo Visual tracking board for employee suggestions-Workers shouldn’t have time to implement these suggestions, must be done by team leader or supervisor-Utilization of visual controls for labor qualifications, attendance, and rotational assignments can help organize and stabilize labor planning-Make sure team members are in a position to succeed before discipliningo Have team leaders take notes of behaviors that need to be correctedCh. 10 Sustain what you implement-Discipline is the key to sustaining lean managemento Maintain leader standard work, visual controls, and daily accountability process -Periodically assess status of your lean implementationo Clarify goals, compare expected vs. actual performance in converting systems, ID areas to improveo Make assessment process straight-forward and as easy as possible-Focus on the process and how to improve itPages QuestionChapter 1 – The Missing Link in Lean: The Management System3-4 In the author’s opinion, should we be trying to change our culture or our management system? Why?5 What is a typical reason for disappointing lean implementation results?5 What does a lean management system consist of?9-11 What kinds of lean management behaviors are needed to support lean that are not present at your site now?13 Discuss the visible attributes of different cultures shown on page 13. Doyou have any lean attributes in place now?16 How many of the behaviors listed on page 16 occur at your site? Whatwastes do they represent?Chapter 2 –The Lean Management System’s Principal Elements19 In what 4 ways is the lean management system like the lean productionsystem?19-20 What are the principle elements of lean management?Chapter 3 – Standard Work for Leaders28-29 Are any of the leader standard work items listed on page 28-29 in place at your site now? Are there any that you don’t understand why they standardwork?29 What are the 2 primary responsibilities of leaders in a lean productionenvironment?33-34 How much of each function’s day should be governed by standard work?Team/group leader? Supervisor? Operations Manager?35 How should a leader react to a task that was not completed, done out ofsequence, or not on time?36 What is the author’s preference between lean training and standard work?Why? Do you agree? Why or why not?Chapter 4 – Visual Controls41 What is the purpose of visual controls?43-44 Draw or explain an hour-by-hour production tracking chart.48 In a batch environment, how should expected vs actual performance bemeasured?52-55 Explain a completion heijunka and heijunka status tracking chart.59-60 What is the value of having visual signals for non-cyclical process tracking such as daily maintenance, preventive maintenance, cleaning, 5S, etc.? 62-65 What is the advantage of using simple visual controls instead of more sophisticated information technology?Chapter 5 – Daily Accountability Process69-70 What is the purpose of follow-up in lean management?70 What is lean management all about?70-71 Explain the daily accountability process.84 Wha t lesson(s) from the “Learning to Lead” article does the author apply tovisual controls?85 Describe the “vacation paradox”. What principle elements of leanmanagement does this paradox support?Chapter 6 – Learning Lean Management: The Sensei and Gemba Walks91 What endearing qualities should your sensei have?92 What are some questions a student of lean should consider?93 Explain the idea of gemba.Chapter 7 – Leading a Lean Operation102-103 What are the 8 leadership behaviors to learn?109 Why does a lean thinker welcome the appearance of interruptions, anomalies, and problems in their processes?109-110 What is different about the lean thinker’s version of “ownership” than anyone else’s?Chapter 8 – Solving Problems and Improving Processes - Rapidly119 What are 3 additional principal elements of a lean management system? 119 What is different about the problem solving methodologies between batch and queue systems and lean systems?124 What are 7 basic steps to structured problem solving? Does this tool familiar to another lean tool? Do you currently follow this process whenwork flow is interrupted?124-125 Does this “Who Makes Improvement?” scenario sound familiar to you?How would you like to see it change?130-134 Describe the differences between your current rapid response system and the system described in the book. Is your organization currently designedin such a way as to support the system described in the book?Chapter 9 – People – Predictable Interruption; Source of Ideas140 What are some of the advantages of job rotation?150 What are some reasons for production people not buying into lean?151 What are the first 5 questions that should be asked around problems in individual performance?Chapter 10 – Sustaining What You Implement157 What sustains the lean management system?157-163 What can you do to make that easier?Creating a Lean Culture by David Mann (2005, Productivity Press)。

训练简单的方法英文Training is an important process that helps individuals acquire new skills and knowledge. Whether it is for personal growth or professional development, finding simple methods for training can make the learning journey more effective and enjoyable. In this article, we will explore some practical techniques that can be easily incorporated into any training routine.1. Set Clear ObjectivesBefore starting any training program, it is crucial to set clear objectives. Knowing what you want to achieve will provide a sense of direction and motivation throughout the training process. Clear objectives help you stay focused and determine whether the training is successful or needs adjustments.When setting objectives, it is beneficial to make them specific, measurable, attainable, relevant, and time-bound (SMART). For example, a SMART objective for improving public speaking skills could be, "To be able to confidently deliver a 5-minute presentation without notes in front of 20 people within six months." Having a concrete objective enhances the effectiveness of the training and ensures measurable progress.2. Break Down Complex SkillsComplex skills can often feel overwhelming, but breaking them down into smaller parts makes them more manageable. Instead of attemptingto learn everything at once, focus on breaking down the skill into smaller, bite-sized tasks. By mastering each task individually, you will gradually build up your overall proficiency.For example, if you want to learn to play the piano, start by learning basic scales and chords before moving on to more complex pieces. Similarly, if you aim to master a new software program, begin with the fundamental features before delving into the advanced functionalities. Breaking down complex skills allows for a gradual learning curve, boosts confidence, and increases overall understanding.3. Practice RegularlyConsistency is key when it comes to training. Regular practice helps reinforce newly acquired skills and ensures steady progress. Whether it is dedicating a specific time slot each day or practicing a few times a week, establishing a routine is essential.Consider incorporating short study or practice sessions into your daily schedule. Consistency, even if it is for a short period, is more beneficial than sporadic, longer sessions. By making training a regular part of your routine, you will develop discipline and create a habit that leads to long-lasting results.4. Seek Feedback and Evaluate ProgressFeedback plays a crucial role in the training process. Actively seek feedback from trainers, mentors, or peers to identify areas forimprovement and validate your progress. Constructive feedback helps in addressing weaknesses and honing skills effectively.In addition to seeking external feedback, it is also essential to evaluate your own progress. Set benchmarks along the way to measure your development and assess whether you are meeting your objectives. Regularly reviewing your progress allows for adjustments and modifications in the training process, if necessary.5. Utilize Resources and TechnologyTraining can be significantly enhanced by utilizing various resources and technology. Books, online courses, tutorials, and podcasts offer a wealth of information and expertise. Take advantage of these resources to deepen your knowledge and gain insights from experts in your field. Moreover, technology can be a valuable tool for training. Interactive learning platforms, video tutorials, and virtual reality simulations provide engaging and immersive learning experiences. Embracing technology allows for more interactive and dynamic training sessions, leading to better retention and application of knowledge.6. Collaborate and Share KnowledgeLearning is not limited to individual efforts. Collaborating with others who are also seeking to learn or have expertise in the field can enhance the training experience. Engage in study groups, discussion forums, or workshops to exchange ideas and perspectives.Sharing knowledge with others not only solidifies your understanding of the subject matter but also provides an opportunity to learn from different viewpoints. Additionally, teaching others allows for a deeper grasp of the material and reinforces your own learning.ConclusionTraining should not be a daunting task. By implementing these simple methods, you can make your training journey more effective and enjoyable. Set clear objectives, break down complex skills, practice regularly, seek feedback and evaluate progress, utilize resources and technology, and collaborate with others. Embrace these techniques, and you will find yourself well on the path to mastering new skills and achieving your training goals.。

2024届江西省八所重点中学高三下学期4月联考英语试卷一、听力选择题1．How does the woman like her work?A．Discouraging.B．Exciting.C．Demanding.2．What does the man mean?A．Tony was brave in the fire.B．The rescue work was tough.C．The forest fire was severe.3．What are the speakers talking about?A．Violence.B．A film.C．Screen time.4．What is the possible relationship between the speakers?A．Classmates.B．Opponents.C．Colleagues.5．What is the woman doing?A．Interviewing chefs.B．Ordering dishes.C．Learning cooking.听下面一段较长对话, 回答以下小题。

6．What may the British be worried about?A．Keeping guns.B．Personal safety.C．Violence on media. 7．How does Mary think the problem can be solved?A．More police are needed.B．Police should work harder.C．Guns should be forbidden.听下面一段较长对话, 回答以下小题。

8．Where are the speakers?A．At a railway station.B．At a terminal.C．At a travel agency. 9．What will the man do next?A．To have a seat reservation.B．To buy a ticket.C．To contact his company.听下面一段较长对话, 回答以下小题。

培训计划相关试题答案英语1. What is the purpose of the training plan?Answer: The purpose of the training plan is to outline the specific training activities that will be conducted to help employees develop the skills they need to perform their jobs effectively.2. What are the key components of a training plan?Answer: The key components of a training plan include a needs assessment, training objectives, training methods, training content, and evaluation methods.3. How does the needs assessment process work?Answer: The needs assessment process involves identifying the specific knowledge and skills that employees need to perform their jobs effectively. This can be done through surveys, interviews, or observations of employee performance.4. What are some common training methods used in the workplace?Answer: Some common training methods used in the workplace include on-the-job training, classroom training, e-learning, and mentoring.5. Why is it important to align training objectives with organizational goals?Answer: Aligning training objectives with organizational goals ensures that the training program is focused on developing the skills and competencies that are most important for the organization's success.6. How can training be customized to meet the needs of different employees?Answer: Training can be customized to meet the needs of different employees by offering different training methods, levels of difficulty, and learning styles.7. How can the effectiveness of a training program be evaluated?Answer: The effectiveness of a training program can be evaluated through assessments of employee performance, surveys of employee satisfaction, and evaluations of the training content and methods.8. What are some best practices for delivering effective training programs?Answer: Some best practices for delivering effective training programs include providing clear objectives, engaging content, interactive activities, and opportunities for feedback and practice.9. How can the impact of training on employee performance be measured?Answer: The impact of training on employee performance can be measured through assessments of employee knowledge and skills before and after training, as well as through observations of employee performance on the job.10. What are the potential benefits of a well-designed training program for both employees and the organization?Answer: The potential benefits of a well-designed training program for employees include increased job satisfaction, improved job performance, and career advancement opportunities. For the organization, the benefits can include increased productivity, improved quality of work, and reduced employee turnover.11. What are the potential challenges of implementing a training program in the workplace?Answer: Some potential challenges of implementing a training program in the workplace include resistance from employees, limited time and resources, and the need to balance training with other job responsibilities.12. What are some strategies for overcoming challenges to implementing a training program?Answer: Some strategies for overcoming challenges to implementing a training program include promoting the benefits of training to employees, securing support from management, and prioritizing training activities based on the most critical needs.13. How can training programs be adapted to meet the needs of a remote or virtual workforce?Answer: Training programs for remote or virtual workforces can be adapted by using online training platforms, virtual classrooms, and interactive video-based training.14. What role does ongoing professional development and continuing education play in a training plan?Answer: Ongoing professional development and continuing education play a critical role in a training plan by ensuring that employees stay up-to-date with the latest industry trends, technologies, and best practices.15. How can the effectiveness of a training program be continuously improved over time?Answer: The effectiveness of a training program can be continuously improved over time by collecting feedback from employees and trainers, updating training content and methods, and incorporating new technologies and best practices.ConclusionIn conclusion, a well-designed training plan is essential for helping employees develop the skills and competencies they need to perform their jobs effectively. By aligning trainingobjectives with organizational goals, customizing training to meet the needs of different employees, and continuously evaluating and improving the effectiveness of training programs, organizations can ensure that their employees are well-equipped to meet the demands of the workplace. Good luck in implementing your own training plan!。

training classes英语作文Training classes are an integral part of many people's lives, as they offer opportunities for personal and professional growth. However, there are several issues that can arise when taking training classes, including scheduling conflicts, financial strain, and the quality of the training itself.培训课程是许多人生活中不可或缺的一部分，因为它们为个人和专业的成长提供了机会。

然而，参加培训课程时可能会出现一些问题，包括时间安排冲突、经济压力和培训质量问题。

One common problem with training classes is the scheduling conflicts that can arise. Many people have busy schedules, making it difficult to find the time to attend classes. This can be particularly challenging for working professionals who may have limited availability during typical class hours.培训课程常见的问题之一是可能出现的时间安排冲突。

许多人的日程安排很忙，因此很难找到时间上课。

对于工作专业人士来说，可能在典型的上课时间内时间有限，这是一个特别具有挑战性的问题。

Financial strain is another issue that can hinder individuals from taking training classes. Many high-quality training programs come with a hefty price tag, which may be difficult for some individuals to afford. This can be a major barrier for those who are eager to improve their skills but are constrained by limited financial resources.经济压力是另一个可能阻碍个人参加培训课程的问题。

Lean Tools – Visual Management – Displaying goals and objectives in the workplaceOne of the foundations of business improvement strategies is to align business activity against organizational objectives, customer requirement and business strategy. While aligning business processes and systems to deliver against these outputs is one part of the story ensuring that adequate measures exist against these deliverables coupled with communication to the workforce is surely the other.In many organizations where communication is ineffective, staff on the “shop floor” have no tangible link between activity and organizational objectives – where processes are designed away from the staff that will actually carry them out – effectiveness can be hampered with a lack of pressure targeted towards performance.Visual management is an improvement tool that utilizes visual aids such as charts, signs and visual queues to focus organizations on targets and objectives. Visual management consolidates messages about company strategy and objectives, providing a consistent message about what should be done and why.Visual management is often prevalent in manufacturing organizations where targets such as rates, output and defects arising are presented to the workforce through visual means. These days this often takes the form of electronic display boards (see the article at mmsonline for examples) This sort of real time performance update directly aligns the shop floor with operational goals – clearly displaying current performance, and gaps, against what is required for all to see.While performance measures are more common there are no restrictions as to what visual management can actually display – training records, projects plans, HR information such as sickness rates or holiday plans, company mission statements and strategy – the key to visual management is identifying which measures will be displayed (tied to organizational objectives) and utilizing the most suitable deployment method.Effective Visual Management in the workplaceO ne of the key attributes of visual management is that information is presented to the workforce at all times in a consistent approach – effective use converts information about performance – goals – customers and presents them in a way that is easy to interpret, in the same way wherever it is displayed – this helps reinforce links between the workforce and performance encouraging staff engagement.There are various benefits associated with organizations that utilize effective visual management these include • Greater effectivity – work is targeted towards deliverables• Improved Employee satisfaction – staff are aware of what the business is doing and why• Great er visibility of costs• Greater understanding of organizational targets.Many organizations half heartedly attempt to deploy Attributes of visual management culture through just putting up dated performance stats while this is a start – organizations utilizing this approach will not exploit all the benefits that visual management has to offer – so what are the traits of effective deployment?• Mission, and company goals clearly displayed• Uses variety of media• Visual aids Customer focused• Many differe nt forms displayed in many different places• Real time data where available• Open book – there for all to seeLean Management – why implementing Lean starts with your Management team.As with any business improvement initiative getting stakeholder buy in is crucial.All business improvement activity will typically go through various phases from finding the issues through to theorizing the possible solution. However of key importance to your program is the introduction and then sustainment of the change / solution itself. Getting both of these right is imperative as if you introduce an improvement half-heartedly then you may find that your staff don‟t trust the new methods, they don‟t believe it and most importantly don‟t make it happen.How to get buy in, Lean Management at the top!In any organization staff respond to the queues and messages given out by their companies management team. In order for your initiative to be successful you need to capitalize on this and ensure that the leadership team play an important part in your project – they need to• Be able to understand the initiative and what it will deliver• Must participate and lead the way,• Share the visionHow do the management team get involved in Lean?Most businesses have a variety of ways open to the management team to support your program – First thing to consider is the business strategy. Going lean, in our opinion must be part of the total business strategy –don‟t do it in half measures, make it a management objective to make lean work! Set some real tangible business objectives which form part of the business strategy that can ONLY be met through successful implementation of lean.Also consider the support you‟ll need through:• Support through business strategy, goals or objectives.• Fi nancial (e.g. Funding training, project resources)• Communication from the management team to the workforceGetting the management team clued up on lean.With initiatives like lean – members of the management team may not fully understand all of the principles or methods involved – therefore correctCommunications between the management and project team are vital – insist on:Clear indication of future state processesSimple to understand activity plansClear and concise benefits and risksRegular open two-way communication (indeed if your implementing lean as part of a project consider using a steering board to oversee the project and consider appropriate management representation on that team.) SummaryTo be successful when introducing lean into the workplace you have to ensure that support starts from the top of the organization. Communication is vital –lean doesn‟t always follow a step-by-step approach so ensuring that everyone understands where your starting from where you‟ll end up and how you‟ll get there is key. Without the rigorous support of your management team, while you might not fail, your implementation will be a darn site harder – remember that performance, behavior and organizational culture are driven from the top.A Guide To Visual Management And Its Drive For Performance ImprovementVisual Management is a management tool that has increased in popularity over the last few years and is now very much seen as a way of improving performance in any business, not just manufacturing (from where it originates),but increasingly in service organizations amongst others. But what is …visual management‟ and how does it help improve performance?Well visual management is not about the management of a company being seen and therefore a visual presence. It is also not about installing CCTV cameras, so that management can keep an eye on the workforce.No, visual management is about ensuring that the workplace has sufficient visual information, so that all staff can clearly see and understand workplace priorities. Visual information is also required to communicate to staff whether the performance goals that have been set are being met and whether the workflow objectives are up to date.All these points can be easily and effectively communicated using visual information.Different Types Of Visual InformationSignage is very important in visual management because it is a key form of visual information. But if you were thinking of introducing signs throughout the length and breadth of your company, then think again! For signage to be effective it cannot be too cluttered. It has to be able to communicate significant amounts of information, without the overall meaning being lost.So signs that point, that tell people where they are in the production process etc are all pretty useful.Charts are also useful tools. Charts should highlight performance targets and objectives and some charts should also communicate actual performance set against the targets.Production machines can be designed so that they flash a light when something is wrong or a beacon may flash, if performance targets are not met with regard to production.Floor areas should also be clearly marked so that staff know which is a production part, which is a supply area, rest areas and so on.All these types of visual information help to communicate to staff and keep them appraised of performance and targets. These are key areas of management and this led to the term …visual management‟ being developed. Benefits Of Visual ManagementOne of the significant improvements that visual management brings is enhanced communication – everyone gets the same data presented in the same way at the same time – a by product of this, and an improvement that businesses often cite, is that it cuts down on the need for meetings. as communication has been improved. Although this may not seem like a major issue, any company will tell you that the fewer hours lost to meetings, the more time can be devoted to actual productivity, no matter what the nature of the business is.In addition because staff are all given adequate visual information about work practices and processes, staff cannot claim that they …didn‟t know‟ or weren‟t told about a certain work practice. Information is also relayed about performance, so again staff cannot claim that they weren‟t told what was going on and this can be important in terms of making sure that all staff are aware and they know that the information has been relayed to them, so they don‟t have any excuse for non-compliance.Finally visual management drives forward constant improvement because staff are able to clearly see when things are not as they should be. This can be with regard to production, to machinery, working practices or even with regard to performance. Equipped with all this information, all staff are then empowered to be able to influence their work environment, which again leads to continuous improvement in all aspects of the business, from the shop floor right up to Boardroom level.Why Using Visual Management Can Reinforce Business MessagesVisual management is actually all around us. When we go to the supermarket we can clearly see where the parent and toddler or disabled car parking spaces are, because they are marked out with symbols indicating either a parent and child or a wheelchair for the accessible spaces. Inside buildings, we no longer have thesymbol for the FIRE EXIT as it used to be called, instead we have the image of a man running, in green, or the …Green Man‟ as it is often referred to.These are only some basic examples of the use of visual management, but within any workplace, especially in factories or manufacturing, visual management is a means of communicating effectively to all members of staff, without having to constantly reinforce messages, or have endless meetings.Communication: King or Catastrophe?Within any organisation there are lapses of communication. Sometimes it can seem as if the messages simply fall on deaf ears; people are simply not listening to what may be important business messages. So staff are told not to enter specific areas without PPE (personal protective equipment) but repeatedly do so and when challenged they assert that they …Forgot‟ or that they were simply in the area for a few minutes, so didn‟t think it mattered.A sign displayed on the entrance to that area, which has a person in full PPE with a √ next to it and then a person in standard dress with a big X over it, soon reinforces the message and the constant cry of …I forgot‟ can no longer be heard!In effect, using visual management acts as a way of constantly communicating with staff, so that messages can be relayed on a continuous basis, without having to verbally tell people the same message over and over again. From a managem ent point of view, making the excuse of …I forgot‟ no longer valid, means that there is no valid excuse for not adhering to the message that the business is conveying; so adherence becomes the norm, not the exception.In these circumstances, communication really does become king!Understanding What Is HappeningAlthough it may sound very basic, the use of visual management techniques helps everyone who is involved in different processes know exactly what is going on. They will know whether performance targets have been met for that day or the day before, they will know what the aim is and what they are all trying to achieve.Visual management can offer an opportunity for feedback that is almost in …real time‟ as opposed to having to wait until management feed statistics down the line, which can take time and in that time performance can continue to be poor. With immediate feedback the cry of …I didn‟t know‟ can no longer be heard. Everyone knows what is going on and so cannot plead ignorance.Keep It Minimal but effectiveThe only drawback to visual management is that if the system is used too liberally there is a real risk that …visual fatigue‟ can set in. This is due to people having too many signs to read, too many visual indicators that simply blur into one another and lose their impact.So careful choices have to be made about which type of visual management signs and techniques are to be used and the balance has to be right, or else people will simply ignore some of the signs and visual indicators and you are right back to square one!But with careful planning and the strategic use of visual management techniques, there is much that can be achieved and business messages will be reinforced not just weekly, but daily, if not hourly!。

2006年全国硕士研究生入学统一考试英语真题及参考答案完整版Section IUse of EnglishDirections:Read the following text. Choose the best word(s) for each numbered blank and mark [A] [B] [C] or [D] on ANSWER SHEET 1. (10 points)The homeless make up a growing percentage of America’s population. __1__ homelessness has reached such proportions that local government can’t possibly __2__. To help homeless people__3__ independence the federal government must support job training programs __4__ the minimum wage and fund more low-cost housing.__5__ everyone agrees on the numbers of Americans who are homeless. Estimates __6__ anywhere from 600000 to 3 million. __7__ the figure may vary analysts do agree on another matter: that the number of the homeless is __8__. One of the federal governmen t’s studies __9__ that the number of the homeless will reach nearly 19 million by the end of this decade.Finding ways to __10__ this growing homeless population has become increasingly difficult.__11__ when homeless individuals manage to find a __12__ that will give them three meals a day and a place to sleep at night a good number still spend the bulk of each day __13__ the street. Part of the problem is that many homeless adults are addicted to alcohol or drugs. And a significant number of the homeless have serious mental disorders. Many others __14__ not addicted or mentally ill simply lack the everyday __15__ skills need to turn their lives __16__. Boston Globe reporter Chris Reidy notes that the situation will improve only when there are __17__ programs that address the many needs of the homeless. __18__ Edward Blotkowsk director of community service at Bentley College in Massachusetts __19__ it “There has to be __20__ of programs. What we need is a package deal.”1.[A] Indeed [B] Likewise [C] Therefore [D] Furthermore2.[A] stand [B] cope [C] approve [D] retain3.[A] in [B] for [C] with [D] toward4.[A] raise [B] add [C] take [D] keep5.[A] generally [B] almost [C] hardly [D] not6.[A] cover [B] change [C] range [D] differ7.[A] Now that [B] Although [C] Provided [D] Except that8.[A] inflating [B] expanding [C] increasing [D] extending9.[A] predicts [B] displays [C] proves [D] discovers10.[A] assist [B] track [C] sustain [D] dismiss11.[A] Hence [B] But [C] Even [D] Only12.[A] lodging [B] shelter [C] dwelling [D] house13.[A] searching [B] strolling [C] crowding [D] wandering14.[A] when [B] once [C] while [D] whereas15.[A] life [B] existence [C] survival [D] maintenance16.[A] around [B] over [C] on [D] up17.[A] complex [B] comprehensive [C] complementary [D] compensating18.[A] So [B] Since [C] As [D] Thus19.[A] puts [B] interprets [C] assumes [D] makes20.[A] supervision [B] manipulation [C] regulation [D] coordinationSection IIReading ComprehensionPart ADirections:Read the following four texts. Answer the questions below each text by choosing [A] [B] [C] or [D]. Mark your answers on ANSWER SHEET 1. (40 points)Text 1In spite of “endless talk of difference” American society is an amazing machine for homogenizing people. There is “the democ ratizing uniformity of dress and discourse and the casualness and absence of deference” characteristic of popular culture. People are absorbed into “a culture of consumption” launched by the 19th-century department stores that offered “vast arrays of goods in an elegant atmosphere. Instead of intimate shops catering to a knowledgeable elite” these were stores “anyone could enter regardless of class or background. This turned shopping into a public and democratic act.” The mass media advertising and sports a re other forces for homogenization. Immigrants are quickly fitting into this common culture which may not be altogether elevating but is hardly poisonous. Writing for the National Immigration Forum Gregory Rodriguez reports that today’s immigration is neit her at unprecedented levels nor resistant to assimilation. In 1998 immigrants were 9.8 percent of population; in 1900 13.6 percent. In the 10 years prior to 1990 3.1 immigrants arrived for every 1000 residents; in the 10 years prior to 1890 9.2 for every 1000. Now consider three indices of assimilation -- language home ownership and intermarriage.The 1990 Census revealed that “a majority of immigrants from each of the fifteen most common countries of origin spoke English ‘well’ or ‘very well’ after ten years of residence.” The children of immigrants tend to be bilingual and proficient in English. “By the third generation the original language is lost in the majority of immigrant families.” Hence the descxxxxription of America as a “graveyard” for languages. By 1996 foreign-born immigrants who had arrived before 1970 had a home ownership rate of 75.6 percent higher than the 69.8 percent rate among native-born Americans. Foreign-born Asians and Hispanics “have higher rates of intermarriage than do U.S.-born whites and blacks.” By the third generation one third of Hispanic women are married to non-Hispanics and 41 percent of Asian-American women are married to non-Asians.Rodriguez notes that children in remote villages around the world are fans of superstars like Arnold Schwarzenegger and Garth Brooks yet “some Americans fear that immigrants living within the United States remain somehow immune to the nation’s assimilative power.”Are there divisive issues and pockets of seething anger in America? Indeed. It is big enough to have a bit of everything. But particularly when viewed against America’s turbulent past today’s social indices hardly suggest a dark and deteriorating social environment.21.The word “homogenizing” (Line 2 Paragraph 1) most probably means ________.[A] identifying[B] associating[C] assimilating[D] monopolizing22.According to the author the department stores of the 19th century ________.[A] played a role in the spread of popular culture[B] became intimate shops for common consumers[C] satisfied the needs of a knowledgeable elite[D] owed its emergence to the culture of consumption23.The text suggests that immigrants now in the U.S. ________.[A] are resistant to homogenization[B] exert a great influence on American culture[C] are hardly a threat to the common culture[D] constitute the majority of the population24.Why are Arnold Schwarzenegger and Garth Brooks mentioned in Paragraph 5?[A] To prove their popularity around the world.[B] To reveal the public’s fear of immigrants.[C] To give examples of successful immigrants.[D] To show the powerful influence of American culture.25.In the author’s opinion the absorption of immigrants into American society is ________.[A] rewarding[B] successful[C] fruitless[D] harmfulText 2Stratford-on-Avon as we all know has only one industry -- William Shakespeare -- but there are two distinctly separate and increasingly hostile branches. There is the Royal Shakespeare Company (RSC) which presents superb productions of the plays at the Shakespeare Memorial Theatre on the Avon. And there are the townsfolk who largely live off the tourists who come not to see the plays but to look at Anne Hathaway’s Cottage Shakespeare’s birthplace and the other sights.The worthy residents of Stratford doubt that the theatre adds a penny to their revenue. They frankly dislike the RSC’s actors them with their long hair and beards and sandals and noisiness. It’s all deliciously ironic when you consider that Shakespeare who earns their living was himself an actor (with a beard) and did his share of noise-making.The tourist streams are not entirely separate. The sightseers who come by bus -- and often take in Warwick Castle and Blenheim Palace on the side -- don’t usually see the plays and some of them are even surprised to find a theatre in Stratford. However the playgoers do manage a little sight-seeing along with their playgoing. It is the playgoers the RSC contends who bring in much of the town’s revenue because they spend the night (some of them four or five nights) pouring cash into the hotels and restaurants. The sightseers can take in everything and get out of town by nightfall.The townsfolk don’t see it this way and local council does not contribute directly to the subsidy of the Royal Shakespeare Company. Stratford cries poor traditionally. Nevertheless every hotel in town seems to be adding a new wing or cocktail lounge. Hilton is building its own hotel there which you may be sure will be decorated with Hamlet Hamburger Bars the Lear Lounge the Banquo Banqueting Room and so forth and will be very expensive.Anyway the townsfolk can’t understand why the Royal Shakespeare Company needs a subsidy. (The theatre has broken attendance records for three years in a row. Last year its 1431 seats were 94 percent oc cupied all year long and this year they’ll do better.) The reason of course is that costs have rocketed and ticket prices have stayed low.It would be a shame to raise prices too much because it would drive away the young people who are Stratford’s most at tractive clientele. They come entirely for the plays not the sights. They all seem to look alike (though they come from all over) -- lean pointed dedicated faces wearing jeans and sandals eating their buns and bedding down for the night on the flagstones outside the theatre to buy the 20 seats and 80 standing-room tickets held for the sleepers and sold to them when the box office opens at 10:30 a.m.26.From the first two paragraphs we learn that ________.[A] the townsfolk deny the RSC’s contribution to the town’s revenue[B] the actors of the RSC imitate Shakespeare on and off stage[C] the two branches of the RSC are not on good terms[D] the townsfolk earn little from tourism27.It can be inferred from Paragraph 3 that ________.[A] the sightseers cannot visit the Castle and the Palace separately[B] the playgoers spend more money than the sightseers[C] the sightseers do more shopping than the playgoers[D] the playgoers go to no other places in town than the theater28.By saying “Stratford cries poor traditionally” (Line 2-3 Paragraph 4) the author implies that________.[A] Stratford cannot afford the expansion projects[B] Stratford has long been in financial difficulties[C] the town is not really short of money[D] the townsfolk used to be poorly paid29.According to the townsfolk the RSC deserves no subsidy because ________.[A] ticket prices can be raised to cover the spending[B] the company is financially ill-managed[C] the behavior of the actors is not socially acceptable[D] the theatre attendance is on the rise30.From the text we can conclude that the author ________.[A] is supportive of both sides[B] favors the townsfolk’s view[C] takes a detached attitude[D] is sympathetic to the RSCText 3When prehistoric man arrived in new parts of the world something strange happened to the large animals. They suddenly became extinct. Smaller species survived. The large slow-growing animals were easy game and were quickly hunted to extinction. Now something similar could be happening in the oceans.That the seas are being overfished has been known for years. What researchers such as Ransom Myers and Boris Worm have shown is just how fast things are changing. They have looked at half a century of data from fisheries around the world. Their methods do not attempt to estimate the actual biomass (the amount of living biological matter) of fish species in particular parts of the ocean but rather changes in that biomass over time. According to their latest paper published in Nature the biomass of large predators (animals that kill and eat other animals) in a new fishery is reduced on average by 80% within 15 years of the start of exploitation. In some long-fished areas it has halved again since then.Dr. Worm acknowledges that these figures are conservative. One reason for this is that fishing technology has improved. Today’s vessels can find their prey using satellites and sonar which were not available 50 years ago. That means a higher proportion of what is in the sea is being caught so the real difference between present and past is likely to be worse than the one recorded by changes in catch sizes. In the early days too longlines would have been more saturated with fish. Some individuals would therefore not have been caught since no baited hooks would have been available to trap them leading to an underestimate of fish stocks in the past. Furthermore in the early days of longline fishing a lot of fish were lost to sharks after they had been hooked. That is no longer a problem because there are fewer sharks around now.Dr. Myers and Dr. Worm argue that their work gives a correct baxxxxseline which future management efforts must take into account. They believe the data support an idea current among marine biologists that of the “shifting baxxxxseline.” The notion is that people have failed to detect the massive changes which have happened in the ocean because they have been looking back only a relatively short time into the past. That matters because theory suggests that the maximum sustainable yield that can be cropped from a fishery comes when the biomass of a target species is about 50% of its original levels. Most fisheries are well below that which is a bad way to do business.31.The extinction of large prehistoric animals is noted to suggest that ________.[A] large animal were vulnerable to the changing environment[B] small species survived as large animals disappeared[C] large sea animals may face the same threat today[D] slow-growing fish outlive fast-growing ones32.We can infer from Dr. Myers and Dr. W orm’s paper that ________.[A] the stock of large predators in some old fisheries has reduced by 90%[B] there are only half as many fisheries as there were 15 years ago[C] the catch sizes in new fisheries are only 20% of the original amount[D] the number of larger predators dropped faster in new fisheries than in the old33.By saying "these figures are conservative" (Line 1 paragraph 3) Dr. Worm means that ________.[A] fishing technology has improved rapidly[B] the catch-sizes are actually smaller than recorded[C] the marine biomass has suffered a greater loss[D] the data collected so far are out of date34.Dr. Myers and other researchers hold that ________.[A] people should look for a baxxxxseline that can work for a longer time[B] fisheries should keep their yields below 50% of the biomass[C] the ocean biomass should be restored to its original level[D] people should adjust the fishing baxxxxseline to the changing situation35.The author seems to be mainly concerned with most fisheries’ ________.[A] management efficiency[B] biomass level[C] catch-size limits[D] technological applicationText 4Many things make people think artists are weird. But the weirdest may be this: artists’ only job is to explore emotions and yet they choose to focus on the ones that feel bad.This wasn’t always so. The earliest forms of art like painting and music are those best suited for expressing joy. But somewhere from the 19th century onward more artists began seeing happiness as meaningless phony or worst of all b oring as we went from Wordsworth’s daffodils to Baudelaire’s flowers of evil.You could argue that art became more skeptical of happiness because modern times have seen so much misery. But it’s not as if earlier times didn’t know perpetual war disaster and the massacre of innocents. The reason in fact may be just the opposite: there is too much damn happiness in the world today.After all what is the one modern form of exxxxxpression almost completely dedicated to depicting happiness? Advertising. The rise of anti-happy art almost exactly tracks the emergence of mass media and with it a commercial culture in which happiness is not just an ideal but an ideology. People in earlier eras were surrounded by reminders of misery. They worked until exhausted lived with few protections and died young. In the West before mass communication and literacy the most powerful mass medium was the church which reminded worshippers that their souls were in danger and that they would someday be meat for worms. Given all this they did not exactly need their art to be a bummer too.Today the messages the average Westerner is surrounded with are not religious but commercial and forever happy. Fast-food eaters news anchors text messengers all smiling smiling smiling. Our magazines feature beaming celebrities and happy families in perfect homes. And since these messages have an agenda -- to lure us to open our wallets -- they make the very idea of happiness seem unreliable. “Celebrate!” commanded the ads for the arthritis drug Celebrex before we found out it could increase the risk of heart attacks.But what we forget -- what our economy depends on us forgetting -- is that happiness is more than pleasure without pain. The things that bring the greatest joy carry the greatest potential for loss and disappointment. Today surrounded by promises of easy happiness we need art to tell us as religion once did Memento mori: remember that you will die that everything ends and that happiness comes not in denying this but in living with it. It’s a message even more bitter than a clove cigarette yet somehow a breath of fresh air.36.By citing the examples of poets Wordsworth and Baudelaire the author intends to show that________.[A] poetry is not as expressive of joy as painting or music[B] art grows out of both positive and negative feelings[C] poets today are less skeptical of happiness[D] artists have changed their focus of interest37.The word “bummer” (Line 5 paragraph 5) most probably means something ________.[A] religious[B] unpleasant[C] entertaining[D] commercial38.In the author’s opinion advertising ________.[A] emerges in the wake of the anti-happy art[B] is a cause of disappointment for the general public[C] replaces the church as a major source of information[D] creates an illusion of happiness rather than happiness itself39.We can learn from the last paragraph that the author believes ________.[A] happiness more often than not ends in sadness[B] the anti-happy art is distasteful but refreshing[C] misery should be enjoyed rather than denied[D] the anti-happy art flourishes when economy booms40.Which of the following is true of the text?[A] Religion once functioned as a reminder of misery.[B] Art provides a balance between expectation and reality.[C] People feel disappointed at the realities of modern society.[D] Mass media are inclined to cover disasters and deathsPart BDirections:In the following article some sentences have been removed. For Questions 41-45 choose the most suitable one from the list A-G to fit into each of the numbered gaps. There are two extra choices which you do not need to use in any of the blanks. Mark your answers on ANSWER SHEET 1. (10 points)On the north bank of the Ohio river sits Evansville Ind. home of David Williams 52 and of a riverboat casino (a place where gambling games are played). During several years of gambling in that casino Williams a state auditor earning $35000 a year lost approximately $175000. He had never gambled before the casino sent him a coupon for $20 worth of gambling.He visited the casino lost the $20 and left. On his second visit he lost $800. The casino issued to him as a good customer a "Fun Card" which when used in the casino earns points for meals and drinks and enables the casino to track the user’s gambling activities. For Williams those activities become what he calls "electronic heroin".(41) ________. In 1997 he lost $21000 to one slot machine in two days. In March 1997 he lost $72186. He sometimes played two slot machines at a time all night until the boat docked at 5 a.m.then went back aboard when the casino opened at 9 a.m. Now he is suing the casino charging that it should have refused his patronage because it knew he was addicted. It did know he had a problem.In March 1998 a friend of Williams’s got him involuntarily confined to a treatment center for addictions and wrote to inform the casino of Williams’s gambling problem. The casino included a photo of Williams among those of banned gamblers and wrote to him a “cease admissions” letter. Noting the medical/psychological nature of problem gambling behavior the letter said that before being readmitted to the casino he would have to present medical/psychological information demonstrating that patronizing the casino would pose no threat to his safety or well-being.(42) ________.The Wall Street Journal reports that the casino has 24 signs warning: “Enjoy the fun... and always bet with your head not over it.” Every entrance ticket lists a toll-free number for counseling from the Indiana Department of Menta l Health. Nevertheless Williams’s suit charges that the casino knowing he was “helplessly addicted to gambling” intentionally worked to “lure” him to “engage in conduct against his will.” Well.(43) ________.The fourth edition of the Diagnostic and Statistical Manual of Mental Disorders says “pathological gambling” involves persistent recurring and uncontrollable pursuit less of money than of thrill of taking risks in quest of a windfall.(44) ________. Pushed by science or what claims to be science society is reclassifying what once were considered character flaws or moral failings as personality disorders akin to physical disabilities.(45) ________.Forty-four states have lotteries 29 have casinos and most of these states are to varying degrees dependent on -- you might say addicted to -- revenues from wagering. And since the first Internet gambling site was created in 1995 competition for gamblers’ dollars has become intense. The Oct. 28 issue of Newsweek reported that 2 million gamblers patronize 1800 virtual casinos every week. With $3.5 billion being lost on Internet wagers this year gambling has passed pornography as the Web’s most profitable business.[A]Although no such evidence was presented the casino’s marketing department continued to pepp er him with mailings. And he entered the casino and used his Fun Card without being detected.[B]It is unclear what luring was required given his compulsive behavior. And in what sense was his will operative?[C]By the time he had lost $5000 he said to himself that if he could get back to even he would quit. One night he won $5500 but he did not quit.[D]Gambling has been a common feature of American life forever but for a long time it was broadly considered a sin or a social disease. Now it is a social policy: the most important and aggressive promoter of gambling in America is the government.[E]David Williams’s suit should trouble this gambling nation. But don’t bet on it.[F]It is worrisome that society is medicalizing more and more behavioral problems often defining as addictions what earlier sterner generations explained as weakness of will.[G]The anonymous lonely undistracted nature of online gambling is especially conducive to compulsive behavior. But even if the government knew how to move against Internet gambling what would be its grounds for doing so?Part CDirections:Read the following text carefully and then translate the underlined segments into Chinese. Your translation should be written clearly on ANSWER SHEET 2. (10 points)Is it true that the American intellectual is rejected and considered of no account in his society? I am going to suggest that it is not true. Father Bruckberger told part of the story when he observed that it is the intellectuals who have rejected America. But they have done more than that. They have grown dissatisfied with the role of intellectual. It is they not America who have become anti-intellectual. First the obxxxxject of our study pleads for definition. What is an intellectual? 46）I shall define him as an individual who has elected as his primary duty and pleasure in life the activity of thinking in a Socratic (苏格拉底) way about moral problems. He explores such problems consciously articulately and frankly first by asking factual questions then by asking moral questions finally by suggesting action which seems appropriate in the light of the factual and moral information which he has obtained. 47)）His function is analogous to that of a judge who must accept the obligation of revealing in as obvious a manner as possible the course of reasoning which led him to his decision. This definition excludes many individuals usually referred to as intellectuals -- the average scientist for one. 48）I have excluded him because while his accomplishments may contribute to the solution of moral problems he has not been charged with the task of approaching any but the factual aspects of those problems. Like other human beings he encounters moral issues even in the everyday performance of his routine duties -- he is not supposed to cook his experiments manufacture evidence or doctor his reports. 49）But his primary task is not to think about the moral code which governs his activity any more than a businessman is expected to dedicate his energies to an exploration of rules of conduct in business. During most of his waking life he will take his code for granted as the businessman takes his ethics.The definition also excludes the majority of teachers despite the fact that teaching has traditionally been the method whereby many intellectuals earn their living. 50) They may teach very well and more than earn their salaries but most of them make little or no independent reflections on human problems which involve moral judgment. This descxxxxription even fits the majority of eminent scholars. Being learned in some branch of human knowledge is one thing living in "public and illustrious thoughts” as Emerson would say is something else.Section IIIWritingPart A51.DirectionsYou want to contribute to Project Hope by offering financial aid to a child in a remote area. Write a letter to the department concerned asking them to help find a candidate. You should specify what kind of child you want to help and how you will carry out your plan.Write your letter in no less than 100 words. Write it neatly on ANSWER SHEET 2.Do not sign your own name at the end of the letter; use “Li Ming” instead.Do not write the address. (10 points)Part B52.Directions:Study the following photos carefully and write an essay in which you should1. describe the photos briefly2. interpret the social phenomenon reflected by them and3. give your point of view.You should write 160-200 words neatly on ANSWER SHEET 2. (20 points)有两幅图片，图1 把崇拜写在脸上;图2 花300元做“小贝头”注：Beckham是英国足球明星有两张照片，一张照片上有一位男士脸上写着足球明星的名字，另一张照片上有一个男子在理发，他要求理发师为他设计一个小贝克汉姆的发型。

Lean Into It Using Lean Tools to Improve YourProcess(es)LeanInto ItUsing Lean Tools to Improve Your Process(es)Jeff Christiaansen - Amana Commercial ProductsQuestions?DefinitionLean is:a management philosophy focusing on ;A systematic approach to identifying and eliminating waste through continuous improvement by flowing the product at the demand of the customer1>.;Why Consider Lean?Improvement in the flow of processes through the elimination of waste.Waste: consumes resources without adding valueProjects that consume expense and effort without being able to anticipate and control process flow are, by definition, “waste”.Use lean tools to identify, anticipate and eliminate waste in planning.From a Northrup-Grumman Presentation Goals of LeanImprove qualityEliminate WasteReduce Lead TimeReduce total costsGoals of LeanImprove qualityConformance to customer CTQ’sKey to competitivenessGoals of LeanEliminate WasteTimeResourcesSpace7 WastesOver-productionWaiting timeTransportationProcessingInventoryMotionScrapGoals of LeanEliminate WasteValue added vs. Non-Value Added activityDoes the activity increase the value of the product to the customer?Goals of LeanEliminate WasteValue added activityTransforms the product into something the customer is willing to pay forGoals of LeanEliminate WasteNon-Value AddedNon-value added and necessaryNon-value added and not necessaryGoals of LeanReduce Lead TimeReduce total costsLean =Right things +Right place +Right time +Right quantity +Minimize waste +Flexible and open to change Lean = Waste / Waist Management Lean ToolsVisual ManagementError ProofingOne Piece FlowStandard OperationsKan BanTPMJITKaizenValue Stream MappingLean ToolsValue Stream MappingValue stream mapping:Paper and pencil toolSee and understand flow of material and information Value stream mapping typically used in LeanFrom WikipediaValue stream mapping:Differs from process mapping of Six Sigma four waysGathers and displays far broader range of information than typical process map.Higher level (5-10 boxes) than process mapsUsed at a broader levelUsed to identify where to focus future projects, subprojects, and/or kaizen events.From WikipediaA Value Stream Maptakes into account:Activity of the ProductManagement and Information SystemsFirst map your processThen map the information flowWhat Is A Value Stream?All of the actions (both value added and non-value added) required to bring a product or process from raw material to the arms of the customer Value StreamWhy Use A Value Stream?We pursue a value stream perspective because it requires us to work on the big picture, not just individual processes, and improve the whole, not just optimize the partsvsValue Stream MappingValue stream maps are communications & planning toolsThey graphically depict the value streams within and across our facilitiesCurrent processes within a product family define the Current-State MapThe goal is to develop and implement the Future-State MapCurrent state definition and future state planning are interactive processesProduct FamilyCurrent-State MapFuture-State MapImplementationSome Key PointsShipping & Receiving XXXXXXProduct GXXXXXXProduct FXXXXXProduct EXXXProduct D XXXProduct C XXXXXXProduct B XXXXXProduct AOp8Op7Op6Op5Op4Op3Op2Op1Have one person lead the mapping effortProductionMaterial flowInformation flowStart mapping at the “d oor-to-door” level within your processFocus on a single product familyConsider both material and information flowsStep 1:Drawing The Current-State MapSince future state design begins with an analysis of the current situation, we must begin with a Current-State MapWe need to understand where we are before we start our journeyStep 1:Drawing The Current-State MapValue stream mapping uses a standard set of icons to represent processes and flowsValue Stream Mapping Iconsprocesssourcedata boxinventoryshipmentPUSH arrowdelivery of FG to customerFIFO lanesupermarketPULL withdrawalmanual information flowelectronic information flowinformationproduction kanbanwithdrawal kanbansignal kanbankanban postkanban arriving in batchesload leveling“go see” schedulingkaizen lightning burstoperatorStep 1:Drawing The Current-State MapThese icons are linked to fully describe an entire value stream Step 1:Drawing The Current-State MapBegin by mapping the door-to-door level of detail; if further detail is required later, you can “zoom in” at that timeStep 1: Drawing The Current-State MapValue Stream Mapping Iconsprocesssourcedata boxinventoryshipmentPUSH arrowdelivery of FG to customerFIFO lanesupermarketPULL withdrawalmanual information flowelectronic information flowinformationproduction kanbanwithdrawal kanbansignal kanbankanban postkanban arriving in batchesload leveling“go see” schedulingkaizen lightning burstoperatorA Few Mapping TipsCollect information while walking actual material and information flows yourselfBefore mapping, take quick walk along entire door-to-door value streamBegin at customer and work upstreamBring stopwatch – you do the timingMap whole value stream yourselfDraw by hand in pencil on large sheet of paper (such as 11” x 17”ledger sized)Example Current-State Value Stream MapWHITTLINGPAINTINGTESTINGSHIPPINGLUCY’SLUMBERSPORTINGGOODS, INC.Daily Ship ScheduleShop OrdersQuarterly forecastWeekly ordersMonthly orders2x per monthDailyPRODUCTION CONTROL1118 days3 days5 days20 days8 days3 days5 days36 daysC/T = 27 min C/O = 8 hrs Uptime = 85% C/T = 45 min C/O = 15 min Uptime = 99% C/T = 33 min C/O = 5 min Uptime = 99% 27 min45 min33 min105 min180 pcs/mo- 90 “blue”- 60 “green”- 30 “red”Box size = 9Value Stream Mapping Icons processsourcedata boxinventoryshipmentPUSH arrowdelivery of FG to customer FIFO lanesupermarketPULL withdrawalmanual information flow electronic information flow informationproduction kanban withdrawal kanbansignal kanbankanban postkanban arriving in batchesload leveling“go see” schedulingkaizen lightning burstoperatorIs a Business Process Value Stream Different?Not really…Follow the key points and you’ll 7>be ok…….. Follow the same principles as in manufacturingSelect a process, don’t try and do all on one mapWalk the processCollect information as you goWhat Have We AccomplishedSo Far?We can now “see” the value streamWe can begin to recognize areas of wasteWe have developed a Current-State Map that:Focuses on customer requirementsIndicates material movement through process steps and inventories Depicts information flows into, out of, and within our production processHighlights the difference between value added time and lead time within our value streamBefore we move on to the Future-State Map, it’s important to review some guidelines on Lean value streams . . .Guideline #1Produce To Your Takt TimeIn order to produce finished goods one piece at a time, a process has to be capable of working at the “takt time”:Takt time is the average time between pieces when you just meet customer demandTakt time can be thought of as the “rhythm” of a factory; it’s the inverse of the demand production rateTakt time incorporates a “customer happiness” test:Meet the takt time and your customers are happyMiss it and they’re not!takt time =available working timeaverage daily demandGuideline #2Create Continuous FlowABCIsolated IslandsA B CContinuous FlowGuideline #3 – Schedule Only One ProcessFlowFlowSchedule Here!Schedule Here!Step 2: Drawing theFuture-State MapHighlight and eliminate sources of waste then implement a future state Our goal is to build a value stream in which:Processes linked to customers by continuous flow or pullProducts are produced only when requested by the customerFirst step, take product designs, production technologies, and plantlocations as givenProduct FamilyCurrent-State MapFuture-State MapImplementationKey Questions For TheFuture StateWhat is the takt time?Will you build to a finished goods supermarket from which the customer pulls, or directly to shipping?Where can you use continuous flow processing?Where will you need to use supermarket pull systems?At what single point in the production chain (the “pacemaker process”) will you schedule production?How will you level the production mix?What increment of work will you consistently release?What process improvements will be necessary?Necessary Process ImprovementsAchieving future state requires several process improvements:Changeover time reduction allows for smaller batch sizesPoint-of-use storage and standard work gives more flexibility to the process as a wholeElimination of batch processing reduces lead timeReduction of in-process defects will get us closer to flow processing Example Future-State Value Stream Map30 minWHITTLINGPAINT & TESTSHIPPINGLUCY’SLUMBERWeekly ordersWeekly ordersWeeklyPRODUCTION CONTROL11empty dailyC/T = 27 minC/O = 30 minUptime = 85%C/T = 30 minC/O = <1 minUptime = 99%StagingLogs7 daysBats2 daysPitch = 4 hours ≤1 day≤10 days27 min57 min7 days2 daysSetup Reduction POUSStandard Work SPORTING GOODS, INC. Daily180 pcs/mo- 90 “blue” - 60 “green” - 30 “red”Box size = 9Value Stream Mapping Icons processsourcedata boxinventoryshipmentPUSH arrowdelivery of FG to customer FIFO lanesupermarketPULL withdrawalmanual information flow electronic information flow informationproduction kanban withdrawal kanbansignal kanbankanban postkanban arriving in batches load leveling“go see” schedulingkaizen lightning burstoperatorAchieving The Future StateBreak the implementation into steps:The primary focus should be on your pacemaker loop, the flow of materials and information between your customer and the pacemaker Additional loops exist upstream from the pacemaker; those should be your secondary focusPick a starting point where your process is well understood by your people, where the likelihood of success is high, and where you can predict quantitative resultsFollow this general process:Develop a continuous flow based on takt timeEstablish a pull system to control productionIntroduce levelingPractice kaizen to persistently eliminate wasteTools to Use for VSMMS ProjectMS VisioSpreadsheetPost it notesBig sheet of paperCritical Requirements for VSMAccurate Understanding of CTQ’sAccurately Map the Current Value StreamCommunicateTrue Commitment to Improve the Value StreamConclusionTo be competitive the value stream needs to flow in a way that serves the customer with the shortest lead time, lowest cost, highest quality and most dependable deliveryEveryone - management and employees - has a role to play in lean implementation, and should feel a benefit from itBenefits come in many forms: increased competitiveness, a better work environment, greater trust between management and employees, and - not least - a sense of accomplishment in serving your customer And do not forget - value streams extend upstream and downstream of our facilities; we are just one piece of a system-wide value stream ReferencesThe Lean Enterprise Memory Jogger – Goal/QPCMaytag LeanSigma Program and Training MaterialsValue Stream Management for the Lean Office – Don Tapping and Tom Shuker.wikipedia3>Jeff Christiaansen - Amana Commercial ProductsBefore we get into lean product development I think it is useful if we all level our understanding of this thing called lean. Primarily it is mentioned in conjunction with manufacturing so its is useful to see how manufacturing has evolved and why.The primary drive in manufacturing management is delivery cost & quality and many years of management & organisational paradigm shifts have led us to a point where our ancestors could not have imagined what we can now do.And the latest ‘current best way’ is cellular flow working and this is what it looks like……..Next slideInstructor should note for students that value streams extend outside of our facilities in both directions; there is a “macro” value stream that captures all activities between atomic-level raw material and flying aircraft.Instructor should note for students that the “Future-State Map” box is shaded because defining a future state is the goal of Value StreamMapping. If you don’t map the future state, everything else is just added waste.More information on product families is available in the Advanced Lean Topics standard training module.Instructor should emphasize the importance of drawing value stream maps by hand and in pencil.Instructor should explain what is meant by “the inverse of the demand production rate.” A demand production rate could be 2 parts per hour—it’s a rate because you’re being ask ed to do something over a fixed unit of time; if that is the case, then the takt time is 1 hour per 2 parts, or half an hour.Instructor should talk the class through a few more takt time calculations to ensure familiarity.Continuous flow is always the preferred choice, since it requires little or no inventory between operations.Instructor should point out to students that the process we are selecting is called the “pacemaker” in Value Stream Mapping, since it eventually regulates the flow of the entire value stream.Note that the pacemaker is almost always the furthest upstream process at which continuous flow exists.Instructor should point out to students that necessary process improvement is Question #8 of 8. This is to minimize random “eventing” which some Lean programs are susceptible to. By subordinating the process improvement question to understanding the value stream potential, we better ensure that our improvements relate directly to making value flow.。