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GBE-KPO-2-001-00LeanBasics1DocumentRevision:00.Date:November12,2007.LeanBasics1LeanBasics1精益基础精益基础11BusinessExcellenceBusinessExcellence卓越运营卓越运营2GBE-KPO-2-001-00LeanBasics1Rev.00TableofContents目录Overview&Scope概述与范围3Objective目标4ABriefHistoryofLean历史简介11LeanPrinciples原则19AligningLeantoFlextronicsVision与公司远景一致23WasteElimination消除浪费43ValueStreamMapping价值流程图555S&VisualManagement5S跟可视化管理66SuperMarket超市83ContentsSlide(s)3GBE-KPO-2-001-00LeanBasics1Rev.00Overview&Scope概述与范围LeanmanufacturingisagenericprocessmanagementphilosophyderivedmostlyfromtheToyotaProductionsystem(TPS)butalsofromothersources.Itisrenownedforitsfocusonreductionof‘sevenwastes’inordertoimproveoverallcustomervalue.精益生产是一门流程管理哲学，主要来自于丰田制造系统（TPS)。其焦点在如何减少“7大浪费”以增加客户价值。Toyota‘sachievementmade“Lean”ahottopicinmanagementscienceinthefirstdecadeofthe21stcentury.丰田的成功使Lean成为21世纪前10年管理科学的热点。LeanManufacturingcanbedefinedas:Lean可以被定义为：Asystematicapproachtoidentifyingandeliminatingwaste(non-value-addedactivities)throughcontinuousimprovementbyflowingtheproductatthepullofthecustomerinpursuitofperfection.“从客户拉货到产品源头的整个流程不断改善，识别并消除浪费（无价值活动），使之日臻完善的一种系统方法”4GBE-KPO-2-001-00LeanBasics1Rev.00ObjectiveObjective目标目标IntroduceFlextronicsLeanEnterprise(FLE)anditselements介绍伟创力精益生产及基本原理WasteElimination消除浪费ValueStreamMapping价值流程图5S&VisualManagement5S及可视化管理SuperMarket超市5GBE-KPO-2-001-00LeanBasics1Rev.00WhatExecutives(Really)needtoKnow执行者必须要知道的98%ofOrganisationsthatengagewithLean,Fail!!WHY???LeanisHARD!!!98%的企业推行过Lean,但失败了，为什么？因为太困难！Excerptsfromthebook“LeanMachines”LeanThinkingIt’sapeopleissue.That’swhyit’ssohard.Gettingpeopletochange–todothingsdifferentlythantheyhavedonethem–isreally,reallyhard.¾ArtByrne,CEOWiremold正是人的原因使它如此困难，让人去改变以前做事的方式—-确实很难。IfacompanyisreallymaniacalaboutLeanittakestwotothreeyearstogofromkindergartentofirstgrade.That’showtoughitis.¾MarkDeLuzio,architectoftheDanaherBusinessSystem,Danaher如果一家公司已经真正开始推行Lean,那要花上2，3年的时间才能达到初级阶段。6GBE-KPO-2-001-00LeanBasics1Rev.00WhatExecutives(Really)needtoKnow执行者必须要知道的LeancanbebrokendownintoTwoElements……Lean分为两大要素1)LeanTools工具CellDesignOrFlow单元设计MaterialSystems物料系统SMED快速换模技术5SVisualManagement5s可视化管理Poka-Yoke防错法6Sigma减少变异TPM全面生产维护3P生产准备流程TPI非生产流程提升StandardWork标准工作CreateandStreamlineFlowPOUMaterialsVisualControlsCellMetricsSkillsMatrixStandardizedChangeoverChangeoverReductionEliminateMinorStoppagesOperatorPM’sMeasuringEquipmentConditionsProductdesignforLeanproductionBreakthroughprocessdesignRightsizingvs.traditionalsizingNon-ProductionProcessImprovementforexistingprocessesSWCSRCCASystemEscalationPathPlaybookDaybytheHourKanbanReplenishmentSystemsPlanningMaterialHandlerWalkpathStandardizationofcolormeaningsLabelingoftoolsandmaterialsVisualIndicatorsPicktoLightPlacematsJigs&FixturesRCCA6SigmaBlackbeltProjects6SigmaGreenbeltProjectsQuickSigmaeventsTheLEANToolsARESimple*,It’stheComplexityoftheproblemsthatweapplythemtothatmakethemappeardifficultLean工具很简单，复杂的是我们把它们运用在那些让它看起来困难的问题上。7GBE-KPO-2-001-00LeanBasics1Rev.00WhatExecutives(Really)needtoKnow执行者必须要知道的LeanrequiresexperiencedmanagersandExecstochangewhattheyKnowandhavedoneformanyyears!Lean要求有经验的经理和专家改变过去多年的想法和做法。LeanThinkingrequiresCourage!Lean思想需要勇气!LeanThinkingisaboutremoving“safetynets”andexposingproblemsLean思想要去除“安全网”，把问题暴露出来。LeanThinkingisaboutmakingproblems“Ugly”sotheycanberesolvedLean思想要使问题变得难看，使之得以解决。Sometimesitisnotgoodenoughtoimproveaprocess-youhavetochangeitCompletely有时候仅改善现有部分流程是不够的，你需要全盘改变。LeanThinkingisaboutUnderstandingValue&ReducingwasteLean思想是认识价值和减少浪费。LeanThinkingisanunderstandingthatleanisaboutCulturalchangeNOT“aquickFix”Lean思想是文化的改变，而不是“快速修理”.LeanThinkingisaboutasking“WHY?”andChallengingwhatwehavedefinedastheNORMLean思想不停问“为什么?”，并挑战我们的惯性思维。LeanThinkingrequiresustoviewourownDisciplinetoprocessinthesamewayasweviewQualityofProductorService-LEADBYEXAMPLELean思想要求我们去看流程的原则，同样也要看产品品质及服务。-用实例来看LeanThinkingisanUnderstandingthat$savingsareConsequential,notaDriver.Lean思想要我们明白成本节省是结果而非原因。LeanThinkingIsaboutTeachingeveryoneweinteractwith,whatLeanThinkingis.Lean思想是教会我们所接触的每个人什么是Lean思想。2)LeanThinking…Thinkingprocess,thatDeliversCustomerValueLean思想…过程考量,传递客户价值LEANTHINKINGSTARTSWITHTOPMANAGEMENT,US!!!!!LEAN思想从最高管理层开始，从我们开始！8GBE-KPO-2-001-00LeanBasics1Rev.00WhatExecutives(Really)needtoKnow执行者必须要知道的UnderstandingwhyLEANisHARD明白为什么LEAN如此困难IT’SAPEOPLETHING...(deployingleanisheavilyresourceIntensiveineverysense)这是人的原因….（推行Lean需要每个人强烈的意愿）ItisHumanNaturetoquestion”what’sinitforme?”andwanttobeSold/Convinced….”canyouconsiderthepossibility?”人们习惯会问“就我来说，这里有什么？”，并且希望被人说服。你能否自己想想其可能性？PeopleTendtofeelmostComfortableoperatingwithinwhattheyknow–Their“COMFORTZONE”人们趋向于愿意在他们所知的范围内去操作—他们的“舒适范围”。MostPeoplefinditdifficulttosupportsomethingthattheyhavenotbeeninvolvedinCreating,theyDOwanttohavea“Say”大多数人发现，如果他们不在其中，要support一些事情是比较困难的,他们只想愿以“说”的方式。MostPeoplewillalwaystakethe“Simplestroute”or“pathofleastresistance”eventhoughthismaynotbetheLeanestsolution-theFirstusuallyisnot!大多数人都采取“简单路线”或“阻力最小路线”，即使这可能不是最lean的方案。MostPeoplewillalwaysspendmoreti