Lean Introduction 精益基础知识.ppt

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业务流程改善BusinessProcessKaizen精益基础、概念和原理LeanFundamentals,Concepts&Principles 何谓精益西格玛变革？WhatIsLeanSigmaTransformation?重点在于：缩短前置时间，改善响应能力Focusingonlead-timereductiontoimproveresponsiveness达到同步改善：品质、成本、交货期Achievingsimultaneousimprovementsinquality,cost,anddelivery借力改善求增长：增加财政收入，扩大市场份额Leveragingimprovementsforgrowthinrevenues,earnings,andmarketshare培育持续改善文化，维持改善成果Buildingacontinuousimprovementculturetosustainthegains利用改善突破法，取得快速之变革DeployingKaizenBreakthroughMethodologyforrapidtransformation 精益西格玛基础FoundationsofLeanSigma精益生产系统LeanProductionsystem及时生产JustinTime有效使用EfficientUseof员工People设备Equipment物料materials厂房Space均衡生产(流程)Production(Process)Smoothing提升流程能力ImproveProcessCapability尽量减少变化Minimizevariation控制异常Manageabnormality驱动成本下降DrivescostreductionJidoka自働化 及时生产Just-In-Time精益西格玛®的基础是重视客户的期望和价值的定义。ThebasisofLeanSigma®focusesonthecustomer’sexpectationsandthedefinitionofvalue.为了了解客户有关质量、交货、成本、服务和风险方面的期望，我们必须从客户的角度对我们的流程进行量度。Tounderstandcustomer’sexpectationsrelativetooutcomes,access,cost,serviceandriskwemustmeasureourprocessesthesamewaythecustomerviewsthem.精益西格玛®流程可以ALeanSigma®Processdelivers:生产客户需要的产品Whatthecustomerwants交到客户指定的地方Intheplacetheywant根据他们要求的规格Withtheprovidertheywant按照客户要求的准确时间Attheexacttimetheywantit同时使用最少的资源–人力、设备、厂房、技术、材料等Whileusingtheminimumresources–people,equipment,space,technology,materials,etc. 基本要素TheCommonElement“现在一切都是速度。”“Today,it’sallaboutspeed.”汤姆·彼得斯TomPeters精益=速度Lean=speed精益工具和技术是加快公司各个流程运作之最有效方法Leantoolsandtechniquesarethemosteffectivewaytospeedupeverypartofyouroperations时间：当今最强大的竞争优势Time:Today’sMostPowerfulCompetitiveAdvantage 时效为本的战略Time-BasedStrategies关键是要将工作流程缩短到“核心价值流程”Thekeyistoreduceyourprocessesto“corevalue”过多库存ExcessiveInventories过多动作ExcessiveMotion(走到下一个工位等)(WalkingtoNextTask,etc.)不良品DefectiveProducts(识别/处理/修理)(Identifying,Handling,Fixing)不必要的加工UnneededProcessingTime等待Waiting(通常都是工作分配不平衡的结果)(OftentheResultofUnbalancedTasks)过量生产Overproduction运输Transportation(楼下制造，楼上装配)(MakePartsHere,TakeUpstairsForAssembly)等待的时间和活动WastedTimeandActivity核心流程价值CoreProcessValueOPERATIONALLEADTIME 提高核心价值流程比例GettingtoCoreValue从大门到巴士FromGatetobus坐巴士到出租车TakeBustocar驾车出去Drivetoexit赫兹金卡HertzGold传统的租车流程TraditionalCarRentalProcess从大门到计费处Fromgatetorentalcounter在计费处等待Waitinlineatrentalcounter在计费处Atcounter从计费处到巴士FromCountertobus坐巴士到车站TakeBustoterminal找到出租车Locatecar驾车出去Drivetoexit确认租车Confirmreservation检查和签署Review&signpaperwork压卡Creditcardimprint收到租车合约Receiverentalcontract收到车辆Receivecarassignment “时效为本”之影响Time-BasedImpacts质量与时间Quality&Time成本与时间Cost&Time交期与时间Delivery&Time “西联汇款”录像带WesternUnionVideo 练习:您看到了什么?Exercise:WhatDidYouSee? 精益西格玛®原理LeanSigma®Principles重视增值工作Valueaddingfocus工序相连，流线作业Linkprocessestocreateflow调整生产速度，满足客户要求Paceworktocustomerdemand减少流程变化Reduceprocessvariation客户绝对满意100%customersatisfaction 增值与非增值Value-Addvs.Non-Value-Add增值活动(必须“通过”所有3个测试)：Value-AddedActivities(must“pass”all3tests):将物料/信息转化成为这样的产品和服务……Transformsmaterials/informationintoproducts&servicesthat…客户愿意购买，而且……Thecustomeriswillingtopayfor,and..一次就最好。Isdonerightthe1sttime.非增值活动Non-ValueAddedActivities:没有转化工作Doesnottransform客户“毫不在乎……”，而且Thecustomer“couldcareless…”,and产生“無駄”(=浪费)Creates“Muda”(=waste)不必要的非增值活动：NecessaryNon-ValueAddedActivities:联邦、州或地方政府要求的StipulatedbyFederal,StateorLocalgovernmentmandate公司政策要求的(例如“美国公认会计准则”)RequiredbyCorporatepolicy(e.g.,G.A.A.P.) “时效为本”之战略Time-BasedStrategies业务流程里的浪费WasteinBusinessProcesses缺陷与回环工序Defectsandloop-backs交接点/生产中做决定Hand-offs/DecisionsinProcess过量生产Over-producing不必要的加工Unnecessaryprocessing不必要的物料/信息UnnecessaryMaterials/Information过多的运输Excesstransportation等待Waiting 流程速度ProcessPacing节拍时间决定满足客户要求之作业速度TaktTimesetsthepaceofanyoperationtomatchcustomerdemand可以将其比喻为交响乐队的指挥Canbecomparedtotheconductorofanorchestra 精益西格玛基础FoundationsofLeanSigma精益生产系统LeanProductionsystem及时生产JustinTime有效使用EfficientUseof员工People设备Equipment物料materials厂房Space均衡生产(流程)Production(Process)Smoothing提升流程能力ImproveProcessCapability尽量减少变化Minimizevariation控制异常Manageabnormality驱动成本下降DrivescostreductionJidoka自働化 自働化Jidoka自働化就是“一按按扭就自动工作”。Jidokasimplymeans“automationwithahumantouch”.在日语里面，那是一种思维-“我们不允许将有异常的产品交给我们的客户”–包括内部和外部客户。InJapanitisamindset–“wewillnotallowanabnormalitytopasstoourcustomer”–internalorexternal.三大要素Threecomponents:改善生产力ProductivityImprovement提高质量/防止不良品Quality/DefectPrevention快速解决问题RapidProblemSolving 自働化的概念JidokaConcepts不需要人来“监督”工作流程，提高生产力Improvesproductivitybyeliminatingtheneedforpeopleto“supervise”aprocess工作可以自动检测出异常现象，防止异常的发生，直至异常得以纠正Allowsprocessestoautomaticallydetectabnormalitiesandpreventreoccurrenceuntiltheabnormalityiscorrected赋予各层次员工如下权力Empowersemployeesatalllevelsto:帮助解决问题Helpsolveproblems作出与他们有关的决定Tomakedecisionsthataffectthem为他们的工作负责Beaccountablefortheirwork提高生产力和质量Improveproductivityandquality 确保一次合格的意思是……AssuringFirst-TimeQualityMeans…使用适当资料，利用系统保证质量Buildtosystemwithappropriateinformation对于常见问题，使用防错装置Buildpoke-yokedevicesforcommonproblems对于不良产品，决不交给下一流程Neverpassingadefectontothenextprocess检测异常Detectingabnormalities立即响应Respondingimmediately消除根因Eliminatingrootcauses制定清晰的决策规则Establishingcleardecisionrules “西联汇款”录像带(改善后)WesternUnionVideo(after) 精益西格玛变革的效果LeanSigmaTransformationResults 通过改善所取得的财政效果举例KaizenResultsAchievedFinancialServicesExample改善前Before改善后After%(+/-)外部工序数Numberofhandoffs7318(75%)步骤数Numberofsteps22969(70%)推迟数Numberofdelays8017(79%)周期时间Cycletime49小时hours17小时hours(65%)前置时间LeadTime改善前Before改善后After%(+/-)90个日历天calendardays49个日历天calendardays(46%)财政效果FinancialResults一年(12个月)Annualized(12Month)财政收入增加RevenueIncrease310万美元$3.1Million税前利润EBIT170万美元$1.7Million 精益西格玛实施步骤StepstoImplementingLeanSigma绘制业务流程图,识别改善机会Createabusinessprocessmaptoidentifyareasofopportunity识别增值及非增值活动,制定新的业绩目标Identifyvalueaddingandnon-valueaddingactivitiesandsetnewperformancetargets绘制流程图Createprocessflow减少变化，提高质量Reducevariationandimprovequality高度重视日常表现管理和目视控制Intensefocusondailyperformancemanagementandvisualcontrol 流程必须可以重复ProcessMustBeRepetitive不论是谁提出问题，客户都应得到同样答案Customermustalwaysgetthesameanswernomatterwhotheyask不论何时提出问题，客户都应得到同样答案Customermustgetthesameanswersnomatterwhattimeoftheday,ordayoftheweektheyask客户总是能够得到准时、完整、准确的答案Customermustalwaysgeton-time,complete,andaccurateinformation 精益西格玛实施步骤StepstoImplementingLeanSigma绘制业务流程图,识别改善机会Createabusinessprocessmaptoidentifyareasofopportunity识别增值及非增值活动,制定新的业绩目标Identifyvalueaddingandnon-valueaddingactivitiesandsetnewperformancetargets绘制流程图Createprocessflow减少变化，提高质量Reducevariationandimprovequality高度重视日常表现管理和目视控制Intensefocusondailyperformancemanagementandvisualcontrol 每小时记录表HourByHourChart根据需求作出响应ResponsetoDemand 目视管理VisualManagementSQCD有问题!Problem!提醒Alert90807060504030201050403020100IndexShrinkLines预防Prevent反应React SQDC表现板举例SQDCPerformanceBoardExample0102030405060708090100FMAMASOND0102030405060708090100FMAMASOND质量Quality交期DeliveryDailyAnnual10090807060504030201036912151821242730100908070605040302010JFMAMJJASONDTotalDefects10090807060504030201036912151821242730100908070605040302010JFMAMJJASONDFirstPassYieldParetoAnalysisProblemActionWhoWhenResult;lksadfjklkskuvisdfj;kdjfkksfjjskdfjkksdjaskdkkkkdjdqkje1233dskkkdfjaskddkfjdkjfskkkdsjkfkdusdkfjpaisiusdfjdkkjfdsdkfjkdkasdjfkdkdskjfdkdkdfkdfdkwkeuue5434dsisujdfkdsjkqiuiudkusdiuksdfuiskduidiuisdufsduidfkdfidiiuioidutiful9890audioisdfuudidfididesidiodeddaffodilifstudiosidudruidduffdruiddruiddiffusionoxidedifferduiiodide8089diufidusdiufdidiifdifuidufduddiodeadieu3439diodeduffdiidufiuisuitkdsiekcsd.dishfulacesudsdkuckjkcjkidiotkdudivedduikdfikuufkduskikududukedom8908dfkjdkdkdoffedddidkdkdid3448KaizenNewspaper成本CostDailyAnnual10090807060504030201036912151821242730100908070605040302010JFMAMJJASONDOvertime10090807060504030201036912151821242730100908070605040302010JFMAMJJASONDScrap%ParetoAnalysisProblemActionWhoWhenResult;lksadfjklkskuvisdfjkksfjjskdfjkksdjaskdkkkkdjdqkje1233dskkkdfjaskddkfjdkjfskkkdsjkfsdkfjpaisiusdfjdkkjfdwkeuue5434dsisuqiuiudkusdiuksdfuiskduidiuisdufkdfidiiuioidutiful9890audiodidfididesidiodeddaffodilifstudiodruidduffdruiddruiddiffusionoxidedifferduiiodide8089diifdifuidufduddiodeadieu3439diodeduffdiidufiuisuitkdsiekcsd.dishfulacesudsidiotkdudivedduikdfikuufkduskikududukedom8908dfkjdkdkdoffedddid3448KaizenNewspaperProblemActionWhoWhenResult;lksadfjkldikedefykidlksdjfkskuvisdfjkksfjjskdfjkksdjaskdkkkkdjduffidkududqkje1233dskkkdfjaskddkfjdkjfskkkdsjkfsdkfjpaicuffsiusdfjdkkjfdwkeuue5434qiuiuksdfuiskduidiuisdufkdfidiiuioidutiful9890audiodidfididesidiodeddaffodilifstudiodruidduffdruiddruiddiffusionoxidedifferduiiodide8089diifdifuidufedifieddefusedduedkajdkiwconfideduddiodeadieu3439kefskidkkudukududdfjkdiodeduffdiidufiuisuitkdsiekcsd.dishfulacesudsidiotkududukedom8908dfkjdkdkdoffedddikeduidkjadkfidkfkdsuikudzukudukkduidid3448KaizenNewspaperDailyAnnual10090807060504030201036912151821242730100908070605040302010JFMAMJJASONDDownTtime#1#2#3#4#5#6#7#8#9#10#11DELüüüüüüüWEJüüüüüDNTüüüüüüüLLUüüQUYüüüüüMMGüüüüüLUSüüüüüüüüPMGüüüESIüüüüüüüSkillsMatrixParetoAnalysis10090807060504030201036912151821242730AbsenteeismProblemActionWhoWhenResult;lksadfjkldikedefykidlksdjfkskuvisdfjkksfjjskdfjkksdjaskdkkkkdjdqkje1233kdsjkfcuffsudsfjorddkkjfddeskjinndifadjkythtkddadswkeuue5434dskkkdfjaskddkfjdkjfskkqiuiuskduidiuisdufkdfidiiuioidutiful9890studiodruidduffdruiddruiddiffusionoxidedifferduidrugdhowduffiodide8089audiodidfididesidiodeddaffodilifdiifdifuidufedifieddefusedduedkajdkiwconfideduddiodeadieu3439diodeduffiidufiuisuitkdsiekcsd.dishfulacesudsidiotkududukedom8908dfkjdkdkedifieddefusedduedkajdkiwconfidedoffedddikeduidkjadkfidkfkdsuikudzukudukkduidid3448kefskidkkudukududdfjkKaizenNewspaper123456789101112安全Safety13141516171819202122232425262728293031xxxxxxxxxoooooo 精益西格玛文化LeanSigmaCulture重视持续改善Continuousimprovementfocus注重行动Biasforaction先创新,后投资Creativitybeforecapital全员参与Totalemployeeinvolvement 管理团队必须……ManagementTeamMust…确立清晰愿景Establishaclearvision不断沟通……Communicate,communicate……愿景Vision实施计划ImplementationPlan热情与承诺Passionandcommitment“说到做到”“WalktheTalk”积极参与–了解原理Activeparticipation–knowtheprinciples不断加强–每天、每周、每月Constantreinforcement–daily,weekly,monthly