1、Lean Basic TrainingTopics What is lean and history 什么是精益及精益的历史 Define value and waste 价值和浪费的定义 Fundamental Tools in the Lean Toolkit 精益生产常用工具 Introduction of AWO 流程改进介绍,What is lean and history 什么是精益及精益的历史,What is Lean? 什么是精益?,“我们所做的一切就是关注从客户提出订单的那一刻到我们收到付款的整个时间进度，并且通过减少非增值部分的浪费来缩短这个时间进度。” All we ar
2、e doing is looking at the time line, from the moment the customer gives us an order to the point when we collect the cash. And we are reducing the time line by reducing the non-value adding wastes.,通过消除浪费达到对完美的不懈追求 Continuously strive for perfect by eliminating wastes,LEAN is a JOURNEY, not a DESTIN
3、ATION Lean是一个旅程 不是目的地 Weve just BEGUN 我们刚刚开始,个大野耐一丰田生产体系创始者 Taiichi Ohno TPS Pioneer,History of The Toyota Production System “Lean” 丰田生产体系的历史-精益生产,It started in Japan at the Toyota Motor Company 起源于日本丰田汽车公司 In 1902 Sakichi Toyoda, founder of the Toyota group, invented an automated loom that stopped
4、anytime a thread broke. 丰田集团的创始人丰田佐吉在1902年发明了一台自动织布机，这台织布机在任何断线的时候都能自动停止。 Several decades later Taiichi Ohno, a production engineer at the Toyota Motor Company applied the same concept as he sought to eliminate waste, or non-value added activities, within the Toyota organization. In addition to stop
5、ping production at every defect (Jidoka), he employed another key concept, JIT (just in time). Together, Jidoka and JIT are the pillars of the Toyota Production System, supported by a foundation of Heijunka (level loading) the basis of Lean. 几十年后，丰田汽车公司的生产工程师个大野耐一应用同样的理念在丰田集团推行消除浪费，减少非增值行为的活动。他不但继承了
6、任何异常发生立即停止生产的理念（自动化），还提出了另外一个关键的理念，那就是准时生产。至此，自动化和准时生产作为平准生产的支撑成为丰田生产体系的支柱。,JIT,Jidoka,Heijunka,TPS,JIT 准时生产,Jidoka 自动化,Heijunka 平准化,TPS 丰田生产体系,Pull Production拉动式生产,Single Piece Flow单件流,Takt Time Production按节拍生产,Stop Abnormality异常发生，停止生产,Automation自动控制,Leveling 均衡化,Sequencing 顺序化,Adding Value & Elim
7、inating Waste增加价值&减少浪费,The House of Toyota 丰田屋,Define value and waste价值和浪费的定义,Value Added Activity 有价值的行为 Any activity that changes the form, fit, or function of materials or information to meet customer requirements. 为满足客户要求，任何改变物料形态，大小和功能或者信息交流的活动 - OR - 或者 Something customers are willing to pay f
8、or 客户愿意支付费用的活动Non -Value Added Activity 无价值的行为 All other actions and unwanted features are by definitionWASTE adding no value to the customer.simply raise costs in our business! 所有被定义为浪费，不会给客户带来价值增值但增加我们业务费用的行为,Defining Value 定义价值,Time,After,Before,Value Added Work 有价值的工作,After,Before,Non Value Adde
9、d Work 无价值的工作,Time,Eliminate Non-Value Added Activity 消除无价值行为,7 Waste 7 种常见的浪费分类,废品，返工(Defect) 过度生产(Overproduction) 运输搬运(Transporting) 过度库存(Inventory) 不必要的过程(Excess Processing) 等待(Waiting) 行动的浪费(Motion),Waste adds no value but raises cost . . .浪费不增加价值，只增加成本,Fundamental Tools in the Lean Toolkit精益生产常
10、用工具,Waste Elimination 消除浪费,Waste Elimination = Efficiency 消除浪费=效率,7 Flows of Production 生产的7种流动,Process Synchronization 流程同步,After,30,Seconds !,30,Seconds !,Operation,Problem,Actions Taken,Results,Operation,Problem,Actions Taken,Results,Unload Base,New handling Technique,Crane Eliminated,Standardize
11、d motion,30 Second Unload,20 min +/,-,Unload Time,Ergo Issues,No Standard Motion,Matl,handling Damage,Before,Before,20 Min,20 Min,=,20 min,= 5,?,?,=,20 min,= 5,?,?,?,=,30 Seconds,= 5,?,=,30 Seconds,= 5,?,?,Action Workout 流程改进,5 Days to a Working Solution ! 5天的解决方案,Seiri Proper arrangement Sort Seito
12、n Orderliness Standardize Seiketsu Clean up Simplify Seiso Cleanliness Sweep Shitsuke Discipline Self Discipline,5S 整理,整顿,整洁,维持,素养,The “Building Blocks” of Lean 精益的构成要素,Material Presentation 物料摆放,Eliminate the Need to Search 杜绝寻找,Operator Ease,Kitting,Level Loading 均衡生产,Smooth Out Production 使生产流畅,F
13、undamental Tools in the Lean Toolkit 精益生产常用工具,Fundamental Tools in the Lean Toolkit 精益生产常用工具,Continuous Flow 连续流,Work done as the unitmoves down the Line 产品下线，工作结束,3P Production Prep Process,New Process Development,Cycle Time Control 工时控制,Standard Work 标准化作业,Introduction of AWO流程改进介绍,Control 控制,Solu
14、tion Implemented & Verified 解决方案实施并验证 All Action Items Closed 完成继续行动 SOPs updated 更新SOP,Measure 衡量,Improve 改进,Target Sheet(New Process) 新流程的状况 Before & After Photos 过去&现在对比照片 Standard Worksheet(New Process) 标准化作业表 Std. Work Comb. Sheet(New Process)Lessons Learned 学习总结 Create Action Item List 制定后续行动,
15、Cycle Time (Minutes)标准工时(分钟）Lead Time (Minutes)生产周期(分钟）Target Sheet(Existing Process)目前流程的现状Standard Worksheet(Existing Process)标准化作业Std. Work Comb. Sheet(Existing Process),Define 定义,Value Stream Map 价值流程图 Define Project Scope 定义项目范围 Area Waste Assessment 项目范围浪费评估 Define Project CTQs(Goals & Objecti
16、ves) 定义项目目标 Define Project Team 成立项目团队,Analyze 分析,EHS Review EHS分析 FMEA 风险失效分析 Pre-work/Kick-off Checklists Complete 完成项目启动准备工作 Takt/Cycle Time Bar Chart 节拍时间/工时柱状图,Complete Before AWO AWO前完成,AWO,Sustain 持续,AWO Planning Summary 流程改进计划-摘要,TEAM MEMBERS,J J J J,Team members项目组成员,TARGET SHEET,Daily Targ
17、ets 每天详细的目标,Goals & Objectives,Narrow focus of 2 - 3 key goals objectives for the week. 2-3个一周内能完成的目标,Photo or sketch 照片或简图 Beginning State,Micro View of operation time 每个作业步骤操作时间Manual time 手工作业时间Auto time 设备作业时间Walk time 走动时间,10 Minutes Per Team 每组10分钟,Takt for Line,Cell 产线节拍时间Cycle Time for Opera
18、tions每个工站标准工时,Kick - Off Agenda 启动议程,你的角色和下一步的工作 Your Role and Next Step,有需要时,全力参与流程改进团队 Participating Lean AWO actively,在你的日常工作时留意改进的机会，无情地消除浪费Looking for the opportunity to improve and eliminate waste,你工作区域的5S(整理,整顿,整洁,维持,素养）Maintaining 5S in your working area,可能时要基于数据来决策 Making decision base on d
19、ata,拥抱改变，鼓励别人 Embracing the changes and encourage others,Resourcesfor More Information 更多资源,The Toyota Production System T. OhnoPerspectives by the founder of the TPSThe Toyota Way J. Liker14 Principles by a professor & student of TPSLean Thinking D. Jones & J. WomackTPS as a business system approachLearning to See D. JonesHow-to Value Stream Mapping GuideBetter Thinking, Better Results B. EmilianiLean as a total business solutionThe DNA of TPSHBR article S. Spear & K. BowenWhat makes TPS work at Toyotahttp:/ GE Lean Deployment Guide (currently manufacturing examples),Thanks !,
