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精益製造LeanManufacturing5S標準作業平準化SWHeijunka自働化JIDOKA剛好及時JIT豐田生產系統ToyotaProductionSystem5S素養1S整理4S維持整頓2S整潔3SUnderstandToyotain1MinuteRank#8inFortune800companyBiggestcompanyinAsia,profitis2Xofthe2ndlargestAsiacompanyLargestmarketvaluecarmanufacturer,worthUS$167BNin2006Mostprofitablecarmanufacturer–12.1BN,morethantotalprofitofGM,ford,&DC2ndworldlargestcarmanufacturerin2006,onlysmallerthatGMBrandingvalueworthUS$27.9BN,higherthanDisney&McDonaldonRank#7TPS可行為什麼”我們”不可行TPSWEWhatTPScandoWhatweneedtodo利用改善加上創新來達到目標But,canwecopyit?不断实践不,不可能複制,因為它是一種文化But,JustDoitthatisKEY不要总是臆想改善---勿以善小而不為如逆水行舟不進則退ProblemsProblemsProblemsProblems危機意識SenseofCrisis這個文化是什麼?Kaizen–Don’tletperfectgetintothewayofbetterWhatisthisculture?豐田生產系統ToyotaProductionSystem公司目標CompanyObjective豐田公司經營企業的起點是傾聽顧客的聲音,最終為社會與經濟創造更高價值ToyotaVenturesstartingpointistolistentothevoiceofcustomers;andtocreateahighersocialandeconomicvalueultimately.豐田佐吉的遺訓TeachingsofToyoda豐田綱領ToyotaProgram1.上下一心,努力工作,實现產業報國;Onemind,workhard,achieveindustrialcountry2.致力于研究,創造,走在時代潮流的前面;Dedicatedtotheresearch,creation,followthetrendofthetimesahead3.力戒華而不實,追求實質剛健;Opposingflashy,energeticpursuitofreal4.發揚溫情友愛,建設美好家庭;Promotingwarmthandfriendliness,buildinghappyfamilies5.尊崇神佛思想,日常生活,知恩圖報.Respectedopenersthinking,everydaylife,Gratitudereported.1.對運營所在地國家的經濟增長做出貢獻;Businessislocatedonthecountry'seconomicgrowthtomakecontributions2.對員工的穩定與福祉做出貢獻;Onthestaffofstabilityandwell-being3.對豐田公司的整體成長做出貢獻.Toyotatotheoverallgrowthofthecompanytomakecontributions.豐田公司的三大使命Top3ToyotaMissions精益製造的創始者Leanmanufacturingfounders大野耐一TaiichiOhno1912年出生于中國大連;1932年畢業於名古屋高等工業學校,進入豐田紡織公司從基層幹起,1943年轉入豐田汽車工業公司,歷經廠長,董事,常務董事,專務董事直至公司副社長,退修後又擔任豐田汽車公司顧問及豐田紡織協會會長;于1990年去世.1912wasborninDalian,China;1932graduatedfromtheHigherTechnicalSchoolinNagoya,Toyotaenteredthetextilecompaniesfromthegrassrootscadres,in1943toToyotaautocompanies,experiencedmanagers,directors,executivedirectors,theexecutivedirectorofthecompanyuntilthevicepresident,retreatlaterasToyotaMotorCorporationandToyotaconsultantsTextileAssociationchairman;diedin1990.精益製造與現場改善LeanManufacturing&GembaKaizen解決問題依三個现實Solvetheproblemaccordingtothreereals現場,现物,现況.Realplace,RealThing&Realfacts從作中學習分別三種人Learningdoing–differentiate3typesofpeople技術者,技述者,假述者.Practitioner,Describer,StoryTeller領導與部屬三種關係3Typesofrelationshipbetweensupervisor&subordinate君,親,師.Leader,Kin&Teacher二種分工合作Twotypesofdivisionoflabor游泳接力比賽與田徑接力比賽swimmingrelaycompetitionsvs.athleticsrelaycompetition效率來自二種方法Twokindsofefficiency管理或教育managementoreducationalmethodsTheChangeModel改变的模式CYCLETIME周期时间DEPTH深度Whathappenswhenchangeoccurs当改变出现时所发生的现象PointofChange改变点Denial否定Resistance抗拒Exploration探索Commitment实行TheChangeModel改变的模式Shock震惊Anticipation预期Fear恐惧Anger/Betraya忿怒/唱反调Depression沮丧Acceptance接受SearchforSolutions寻找办法DevelopPlans发展计划ExecutePlans执行计划EmergeStronger茁壮CycleTime周期时间Denial否定Resistance抗拒Exploration探索Commitment实行DataSource:“ManagingTransitions”byWilliamBridgesGuilt内疚Endings底定Transitions转变NewBeginnings新的开始TheThreeGuaranteesofChange改变的三原则Guarantee#1:Changewillnotgoaway--itwillonlyGoFaster.改变不会远离，只会加速Guarantee#2:Nomatterhowwell-planned,changewillnotbetrouble-free.不论计划得多完美，进行改变不可能没有问题发生Guarantee#3:EachofusisaccountabletoMAKECHANGEWORK.我们每一个人都有责任使改变有成效LeanProduction精实制造的概念总体看法和JIT生产OverviewandJITproduction•ValueAddingvsNon-ValueAdding•附加价值与非附加价值•8WasteInManufacturing•制造上的8种浪费•FlowProduction流动式生产•BatchProduction批量生产•PullvsPush拉与推之比较Waste精益製造的現場觀查GembaObservationinLeanManufacturing5S的工作環境一件流的生產—流動Flow生產流程依製造工序佈置U型生產線生產流動依反時鐘方向流工序間半製品最多一件合乎標準作業指導書拉系統的補充材料採購材料依照看板可視管理—積效表八種浪費5SWorkEnvironmentOnePieceFlowProd’nFlowbasedonProcessLayoutUCellCounterClockwiseflow1SWIPSOPPullSystemReplenishmentKanbanMaterialPurchaseVisualManagement–Scoreboard8WastesWaiting/等待zzzzzOver-Processing过多工序Sign-offs/签核Transportation/运送12110986413231157UnusedCreativity没用的创新Noway!不行！Motion/移动Inventory/库存QualityDefects品质缺陷Wronginfo/错误的信息Infomissing/信息丢失Keypuncherror/键入错误Over-Production过量生产我們用什麼手段-消除八種浪費Tactics–Eliminate8Wastes由傳統生產方式轉變為精益製造的12步驟12TransitionStepsfromTraditionaltoLeanManufacturing培训课程順序：TrainingOutline1、精实转变（LeanConversion）2、5S（整理、整顿、整洁、维持、素养）3、标准作业（STANDARDWORK）4、快速换模（SMED-SINGLEMINUTEEXCHANGEOFDIE）5、减少变化（VARIATIONREDUCTION）6、生产准备过程（3P-PRODUCTIONPREPARATIONPROCESS）由傳統生產方式轉變為精益製造的12步驟7、物料看板系统（KANBAN–DMPDANAHERMATERIALSPROCESS)8、日常管理(DailyManagement)9、战略部署（PD-POLICYDEPLOYMENT）10、价值流图（VSM-VALUESTREAMMAPPING）11、事务性过程改善工作（TPI-TransactionalProcessImprovement）12、全员生产制造(TotalProductiveManufacturing)1、精实转变（LeanConversion）A、丰田生产模式（TPS/DBS）B、刚好及时（J.I.T.─JUSTINTIME）C、自働化（JIDOKA）D、5S（整理、整顿、整洁、维持、素养）(Simplify,Straighten,Scrub,Stabilize,Sustain)E、标准作业（STANDARDWORK）F、平准化（HEIJUNKA）5S標準作業平準化SWHeijunka自働化JIDOKA剛好及時JIT豐田生產系統ToyotaProductionSystem5S素養1S整理4S維持整頓2S整潔3S剛好及時--JIT下游的加工（最接近于顾客）向上游的加工（最接近于供应商）取拿材料.只供應所需要的好質量产品，只有当产品有需要时，只給当時所需要的数量.SupplierCustomerDownstreamprocesses(closesttothecustomer)pullsfromupstreamprocesses(closesttothesupplier)onlyshipthegoodswithgoodqualitythatareneeded,onlywhentheyareneeded,andonlytherequiredamountsSignalSignalSignalJidoka自働化•Ji