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Brief7waste6SVSMQualitySOPLayoutVisualKANBANCITIGROUPCitigroupFurnitureLeanProductionIntroduction精益生产简介SCROLEANTEAM2010.2.4Brief7waste6SVSMQualitySOPLayoutVisualKANBANCITIGROUP成功的企业——用最短的时间和最低的成本，在最佳的时间完成客户所需要的正确数量和正确品质的产品，同时提升员工满意度。Successfulenterprises——Usetheshortesttimeandthelowestcosttoproducetherightquantityandtherightqualityproductstosatisfycustomer’sdemandattherighttime,andimproveemployeesatisfactionatthesametime.Brief7waste6SVSMQualitySOPLayoutVisualKANBANCITIGROUP企业的核心竞争力•不断提高质量Continuousimprovequality•降低成本Reducecost•快速并准时交货Shorterleadtimeandontimedelivery商业Business质量Quality成本Cost交期DeliveryBrief7waste6SVSMQualitySOPKANBANVisualProblemSolvingCITIGROUP“精益生产”是”LeanProduction”is…大野耐一Ohno“只生产客户需要的”“onlyproducewhatcustomerneed”…通过持续改进，提高效率，实现标准化…improveefficiencyandestablishstandardizationbycontinuousKaizen…源自日本的经营管理体系…anoperationmanagementsystemfromJapan…引导工作流程浪费最小化的企业哲学…leadtominimizationofwaste…以客户为导向，以质量和降低成本为导向…customerorientation,qualityfirstandreducingcost…引入拉动式体系，及时交付……introducepullsystemandmakedeliveryontimeBrief7waste6SVSMQualitySOPLayoutVisualKANBANCITIGROUP19101940195019601980199219972008《科学管理》泰勒《ScientificManagement》FrederickW.Taylor科学分析流水线Secientificanalysisofworkflow科学的工作研究Secientificworkstudy团队工作Teamwork看板KANBAN积极销售AggressieSelling全面质量管理TQM准时化生产JustInTimeQC七大工具QC7tools全面生产维护TPM丰田生产系统TPSOhno,Toyota对“持续改善”的英文翻译Translate“Kaizen”intoEnglishShinegeo《改变世界的机器》(TheMachineThatChangedtheWorld)首次提出“精益生产”这一概念LeanProductionWomack,Jones《精益思想》(LeanThinking)Womack,Jones系统供货SystemSupply《朱兰质量控制手册》(JuranQualityControlHandbook)Juran,Kamiya系统工程SystemEngineeringFPSMPS开始精益生产Leanproduction欧美开始精益生产Leanproductioncomeintoeffectinwesterncountries.开始推行精益生产starttocarryoutleanproductionBrief7waste6SVSMQualitySOPLayoutVisualKANBANCITIGROUP精益生产的推行——精益思想首先需要得到高层的支持，然后逐步调动全体员工的积极性参与各种改善活动，最终形成文化的变革。若缺乏有能力的领导者，变革就不可能实现；没有全体员工的参与，精益思想就没办法深入直至文化变革的产生。LeanproductionimplementationFirstlyhighermanagementneedhardsupporttoleanproduction,andthen,callstaffandmobilizetheirenthusiasmtojoininkindsofkaizenactivities,finallycauseculturechange.Changeisimpossiblewithouteffectiveleaders;Leanproductionconceptcannotgodeeperandcausetheculturechangewithoutallworkersinvolvement.Brief7waste6SVSMQualitySOPLayoutVisualKANBANCITIGROUPHighermanagementsupport高层领导支持Allworkersinvolvement全员参与Culturechange文化变革Guidanceformleancoach精益教练的引导Leanisaculturechangingprocess.精益是一个文化变革的过程。Brief7waste6SVSMQualitySOPLayoutVisualKANBANCITIGROUPHighermanagementsetprojecttargetandlaunchtheproject(systematickaizen),workersworkoutdetailactionplanandsolveproblemonebyone(workshopkaizen).高层领导制定项目目标并发起（系统改善），员工依据目标制定详细详细方案，并逐一解决问题（现场改善）。全员参与Workersinvolvement总经理GeneralManager经理/厂长Manager/Director主管Supervisor作业员WorkersSystematickaizen系统改善Workshopkaizen现场改善Brief7waste6SVSMQualitySOPLayoutVisualKANBANCITIGROUP文化变革——文化变革是精益生产实施成功的必要条件。精益生产在企业推行时，势必会和企业本身的文化发生碰撞，精益思想需要适应企业文化有所调整，其结果是形成一种混合型的文化——是融合当地文化和精益思想的新文化，但是精益思想的内涵并未因此改变。Culturechange——Culturereformationisnecessaryofimplementingleanproduction.Leanproductionconceptwillcollidewithcompanycurrentculture,whenweintroduceleanproductionintosomecompany.Leanconceptmustbeallowedtoadapttothelocalculture.Theresultisahybridculture—anewcombinationofthelocalcultureandoriginalleanconcept.Butthecontentofleanconceptisnotcompromised.Brief7waste6SVSMQualitySOPLayoutVisualKANBANCITIGROUP拨云见日ClearingtheClouds拉动和准时化生产PullandJIT流程稳定性InitialProcessStability减少批量和同步生产Batchreductionandsynchronization拉动系统/看板Pull/Kanban精益的四个阶段Leanfourstages七个浪费6S现场布置优化可视化价值流图7wastes6SLayoutOptimizationVisualManagementValueStreamMapping防呆全面生产维护标准作业指导书质量标准质量控制色板站系统MistakeProofingTPMStandardizedWorkQualitystandardsQualityatSourceStepColorPanelSystem快速换型作业单元/单件流QuickChangeoverCellular/FlowBrief7waste6SVSMQualitySOPLayoutVisualKANBANCITIGROUP11QuickChangeover快速换线StandardizedWork标准作业指导书BatchReduction减少批量Teams/EmployeeInvolvement团队协作/全员参与Qualitycontrol质量控制5SSystem5SVisualSystems可视化ErrorProofing防呆PlantLayout工厂规划Cellular/Flow工作单元/流Pull/Kanban拉动/看板TPM全面生产维护ValueStreamMapping价值流ContinuousImprovement持续改善精益房屋LeanBuildingBlocksBrief7waste6SVSMQualitySOPLayoutVisualKANBANCITIGROUP•Enterprise'scorecompetitivenessleansonthevalueaddedactivitiesofworkflow.•Thepricecustomerswouldliketopayforisonlythevalueaddedpart.•Unnecessarywasteandlosswilldecreaseprofit.•一个企业的竞争力依靠于其生产工序中的增值活动•客户愿意支付的是增值活动的那部分•不必要的浪费和损失会使价值减少Brief7waste6SVSMQualitySOPLayoutVisualKANBANCITIGROUP原材料material增值活动valueaddedactivities不增值活动non-valueaddedactivities裁板cutting砂光sanding机加工machining组立assembly涂装finishing包装packing等待waiting搬运transportation不良defects过度加工Over-processing等待waiting库存Stock库存Stock不良defects成品productBrief7waste6SVSMQualitySOPLayoutVisualKANBANCITIGROUP1.过度生产Overproduction2.库存Inventory3.运输Transportation4.不必要的动作Unnecessarymotion5.等待Waiting6.过度处理Over-processing7.不良Defects12345677大浪费(7waste)Brief7waste6SVSMQualitySOPLayoutVisualKANBANCITIGROUP1S整理Sort2S整顿setinorder3S清扫shine4S清洁standardize5S素养sustainMakematerialandworkplaceclear地、物明朗化Removeunneededitems去除不要物Clearanddailyaudit清洁并日检6Sculture6S文化Setup6Spolicy制定6S制度6S安全sa