精益生产英文资料介绍

精益生产英文资料介绍

1,General questions about lean operations

1.1,What is lean?

Lean operations involve the elimination of waste, whether it be time, materials, efficiency or processes. It also means figuratively tightening the belt in pursuit of increased productivity gains that will increase a company’s ability to compete more successfully.

1.2,Why lean?

Increased global competition will likely force all but the strong to the sidelines. Belt tightening and a lean mindset will enable the game to continue as companies steady themselves for the challenges and opportunities that await them.

The truly lean company of today will be a survivor in the global battle for customers and bottom line profits. The need for lean is obvious and the potential rewards are dazzling. There will be those who will probably resist the necessary changes. Training will start you on the road to overcoming this resistance and ultimately achieving a successful transition.

1.3,Who participates in lean Operations?

Eventually, everyone in the company is a participant in the quest for a lean organization.

1.4,Is lean applicable only to manufacturing?

The concept includes many non-manufacturing areas such as purchasing, clerical, office and technical. Also, these areas often contribute in making lean achievements in manufacturing more successful.

1.5,What organizations can benefit from lean projects?

Every organization offers goods or services. This includes such diverse sectors as merchandising, hospitals, banking, insurance, public utilities, government, military, prisons, churches, schools and, of course, manufacturing.

1.6,Can lean activities be started in more than one division at a time?

Yes, it can be done, but starting in one division is preferable. The experience

gained permits corrections and modifications to be introduced with less fuss. In this way, any “bugs” can be eliminated before the concept is initiated plant-wide.

1.7,How should employees approach problems?

They should approach problems with a positive attitude—one that says, “We can solve it!” Open discussion and use of various problem-solving tools, in a positive and cooperative manner, will shed new light on any problem.

1.8,How important is it to establish objectives and milestones?

Individuals or groups working on lean projects should be encouraged to establish an objective and develop a plan to achieve it. The plan is further broken into milestones so that progress can be constantly measured against the plan. This information should be charted and posted for all to see and have it serve as a constant reminder.

1.9What if a lean project overlaps into other areas of an organization?

That will happen, especially in the long run, but in the short run and particularly the early phases, it should be avoided. We are talking about change and many people resist having to do and support new ways of doing things. When it is clear that a project is going to affect more than one area, try to involve those who will be affected in coming up with solutions.

2,Examples of measurements and results in a lean environment Measuring improvements in lean operation organizations requires the use of several traditional and many non-traditional measurements. The following is an explanation of some frequently used measurements and examples of how they have been applied:

3,Work in process (WIP)

This is a measure of the amount of material which has left raw materials stock but has not yet become finished goods. Examples:

? WIP cut from twenty-two days to one day

o Disc drives and tape storage

? WIP on floor cut 67%

o Electrical circuit breakers

4,Inventory

Inventory consists of both raw materials and finished goods. Examples:

? Finished goods inventory cut 92%

o Large—size twist drills

? Inventory turns up from 3.5 to 20

o Motorcycle assembly

5,Floor space requirements

Floor space reductions result in lower costs for utilities, building maintenance and capital investment to meet expansion requirements. Examples:

? Space reduced to one—third of original requirements

o Computer printers

? Floor space cut from 51,000 to 9,000 square feet

o Computer logic unit

6,Lead-Time

Lead-time is the time which elapses between receipt of an order and the time the product or service is shipped to the customer. Examples:

? Reduced lead time from 17 weeks to 1 week

o CAD/CAM equipment

? Cut production lead time from 14 days to 2 days

o Defense weapons systems

7,Flow distance

Flow distance is the distance a part or document travels during the manufacturing process. Examples:

? Flow distance cut from 1,100 to 180 feet

o Diagnostic drug analyzer

? Flow distance cut from 31,000 to 275 feet

o Computer products

8,Scrap and rework

Scrap and rework reductions can represent huge savings. Examples:

? Defects reduced 52%, number of inspectors cut from 75 to 6

o Motorcycle assembly

? Scrap and salvage cost reduced 54%

o Electronic air cleaners

9,Product or model changeover

The speed and frequency of product or model changeovers (set-ups) is an indication of the degree to which the organization can respond to changing demands in the market place and its ability to efficiently reduce inventories by building only what is needed. Examples:

? Reduced from one model changeover per month to several per day

o Self-propelled lawn mowers

? Reduced time per changeover from 8 hours to 18 minutes

o Cough drops

10,Other measures

Productivity:

? Reduced paperwork by 70% (Kanban)

o Hydraulic valves

? Productivity, including yield, up 35%

o Disc packs and discs

11,Jobs:

? Number of job categories cut 95%

o Semiconductors

12,Equipment:

? Storage racks cut 67%

o Circuit breakers

13,Training

Who provides the training?

Leader training is commonly provided by the coordinator. The leader trains the members, with help from the coordinator, as necessary. Member training can be done all at once or a little at a time and as needed.

14,What are some of the techniques, expressions and concepts used by members of a lean team?

First, team members must be familiar with problem-solving and process control techniques such as: brainstorming, data gathering (sampling), Pareto

analysis, cause and effect problem analysis, histograms, control charts, stratification, scatter diagrams, etc.

Secondly, there are a number of techniques and expressions that should be familiar to lean practioners. Some examples include:

? The 5S

? Kaizen activities

? Inventory reduction

? SMED (Single Minute Exchange of Die)

? TPM (Total Preventative Maintenance)

? Poka Yoke (Mistake Proofing)

? Waste Elimination

? The Pull Concept

? Just-In-Time

? Cycle time reduction

? Takt Time

? Other items include

-Lean production layout

-Communication strategies and the “visual factory”

15,What are the 5S

The 5S are initials of Japanese words that stand for several aspects of housekeeping. The comparable words in English are:

? Sort

-“What is not in use, throw it out”

? Set-In-Order

-“Rearrange the work area”

? Shine

-”Cleanliness is next to godliness”

? Standardize

-“Establish policy guidelines”

? Sustain

-“Keep 5-S activities from unraveling”

Why would we start with cleaning and organizing the workplace? Well, why not? It is not a daunting task. Actually, it is to everyone’s advantage to start with a clean slate, so to speak. Some degree of success is assured. Because the results of cleaning and organizing are so visible, ideas should abound as

employees from one department observe what is happening in other departments around the plant.

16,What are Kaizen activities?

Kaizen is a Japanese word that means “continuous improvement.” The improvements individually are usually small and incremental, but collectively dramatic. Masaaki Imai, a Japanese consultant, has popularized Kaizen as an important business strategy. He believes the following six major systems should be in place in order to successfully achieve a Kaizen strategy:

? Total quality management

? Just-in-time

? Total productive maintenance

? Policy deployment

? A suggestion system

? Team activities

17,What is the importance of inventory reduction?

Lead time can be dramatically reduced at a number of places in the processing of orders.

Work-in-progress (WIP) is a leading cause of long lead time. WIP can include paperwork, raw materials, in-process inventory and even finished products.

There must be a unified approach between management and operators on how to achieve inventory reduction.

Office paperwork can be, and usually is, just as likely to hit “log jams” as the physical products are that are out in the shop.

18,What is SMED?

SMED stands for “Single Minute Exchange of Die.” If refers to the time it should take to set-up a machine to produce a part. In automotive plants there are numerous instances where it would take three or four hours to do a set-up. However, after the application of lean techniques, the set-up time would be reduced to minutes!

19,What is TPM?

TPM stands for “Total Preventative Maintenance.” The goal of TPM is to

maximize equipment effectiveness throughout the life of the equipment.

The absence of a lean mentality is obvious when machine maintenance is totally the responsibility of the maintenance specialists. The truth is that operators can contribute in keeping the equipment in good condition. TPM should involve everyone at all levels. The Lean team can contribute to developing a maintenance system that they are a part of. The goal should be zero breakdowns.

20, What is Poka-Yoke?

Poka-yoke is a Japanese word meaning “mistake proofing.” Poka-yoke devices can dramatically cut defects. A simple example is the three pronged electric plug-in. You can not plug it in wrong! There are poka-yoke devices to detect errors that have been made. Other poka-yoke devices are designed to shut down the machine before it could create a defective part.

21, What is the role of the continuous improvement coordinator? The coordinator is the individual responsible for successfully coordinating and directing lean activities within an organization.

21.1 What does the coordinator do?

The duties of the coordinator include the following:

? See to it that the policies of the steering committee are understood and are followed by everyone involved.

? Establish an ongoing education and training program per the dictates of the steering committee. Personally conducts training and/or arranges for competent instructors to do it.

? Provides guidance and feedback to team leaders regarding their meetings and other activities.

? Maintains awareness of world-class improvement strategies no matter where they are.

? Monitors team progress and achievements.

? Communicates team achievements to other groups throughout the facility.

21.2 What qualifications should the coordinator have?

The coordinator has been described as a facilitator, catalyst, coach, innovator, promoter and teacher. The point is that it takes a special person to do the job right. The coordinator should be as comfortable talking to the president of the company as to the entry-level clerical or factory employee.

21.3 When should the coordinators be selected?

When a definite decision is made to implement lean activities. The steering committee is also started at about this same time. Sometimes, the first task of the steering committee is to select the coordinator.

21.4 Who does the coordinator report to?

Usually the coordinator is on the staff of a high-level company official who strongly supports lean activities. In some instances, the coordinator reports to the company president. In a factory, the coordinator usually reports to the director of manufacturing.

22, The leader and members

22.1 Who is the team leader?

Experience demonstrates that your lean activities will have a greater chance of success when the supervisor is the initial leader. The lean concept gains quicker acceptance when it fits into the existing organizational structure. The supervisor is already designated to perform a leadership role in that structure. If lean activities did not operate within the existing organizational setup, it might be viewed by some as a competing organization.

22.2 What are examples of duties preformed by the leader?

? Prior to the formation of the team, the prospective leader must acquire skills and knowledge related to continuous improvement techniques.

? Provides training in lean operation techniques to the team members.

? Ensures that meetings are job oriented and do not drift into general “bull sessions.” Adheres to the meeting schedule.

? Guides team projects to assure adherence to a logical problem solving process.

? Encourage participation from all team members.

? Coordinates closely with the continuous improvement coordinator.

22.3 Do continuous improvement teams develop leaders?

Yes, These lean oriented teams provide the training and experience to make a good leader better. Team activity will also help identify members with leadership potential.

22.4 What is the role of the team members?

? Attend all meetings

? Acquire knowledge of the various problem solving techniques by attending designated training sessions

? Contribute suggestions for improvement

? Select team projects

? Communicate openly with co-workers who are not team members about team projects

? Help the team follow an agreed problem solving process

23, Is there a relationship between the lean team and the job? Team members are people who normally work together. The projects they work on relate to the work they do.

Improvement projects

24, How are lean projects identif ied?

Projects may originate from several possible sources, such as:

? Suggestions from team members

? Suggestions from their management

? Recommendations by staff personnel

? Suggestions from other teams

? Suggestions from non-members.

24.1 What if a project turns out to be too complex?

Sometimes a team bites off more than it can chew. If so, the coordinator can help by locating specialists who can assist the team.

24.2 Does a lean team ever run out of problems?

No. Members may occasionally think so, but a brainstorming session usually identifies many problems that need immediate attention.

24.3 What kind of recognition is provided to the teams?

Several forms of recognition are used. The practice varies from company to company but includes:

? Presentations to management

? Write-ups in the organization’s activity report

? Recognition in the company newspaper

? Photos and other items posted on bulletin boards

? Certificates

? Trophies, pins, etc.

精益生产术语解释

精益生产术语解释 1.及时生产(JIT) 只在客户需要的时间，生产客户需要的产品和数量,同时，使用最少的原材料、设备、人力和空间。通过即时生产，实现多品种、小批量的生产，消除生产现场中的无效劳动与浪费，最大限度地获取利润和效益。 2.单件流(One piece flow) 是指从毛坯投入到成品产出的整个制造加工过程，零件始终处于不停滞、不堆积、不超越，每个工序按节拍一个一个的流动的生产方法。该方式可以消除库存的浪费并且及时发现异常。 3.拉动生产/推动生产 以客户需求为拉动，按照设定的生产节拍，从后工位向前工位拉动生产，这是准时化生产的原理之一。而推动是不顾客户需求只顾自己生产的生产线，该生产线必定会出现大量的库存和浪费。 4.节拍(Takt Time) 是指相继完成两件在制品或产品之间的时间间隔，通常以“秒”为单位。节拍的设立与遵从可以消除过量生产、库存及等待的浪费。 5.5S 5S是精益生产的重要基础。没有良好的5S，精益生产无从谈起。 6.标准作业指导书(SOS) 所有的作业必须有标准，所有标准的作业必须有相关的规范描述。标准作业指导书（SOS）详细地描述了每一个工序的作业规范和要求。 7.物料传递员(W/S) 又称水蜘蛛 (Water spider) 简写为 (WS), 是精益生产线上专门从事物料、工具、生产看板及其他工装夹具的准备和传递的人员。 物流传递员所从事的工作通常是不增加产品价值的浪费，精益生产通过安排专门的物流传递员是为了有效剔除其他作业人员的不增加价值的作业(即浪费)，提高作业员的生产效率，从而保证及达到精益生产线整体最优的目的 8.7大浪费(7wastes) 精益生产的核心是不断地识别和剔除制造过程中的各种浪费活动，精益生产定义了七种消耗了资源但是又不产生价值活动，这七种浪费包括：

TPS 精益生产用语及解释

後工程引取り ジャストインタイム生産をするための3つの基本原則の1つであり、後工程が必要なときに、必要なものを必要なだけ前工程から引取ってくることをいう。 （?後補充生産：3頁） 后工程拿取方式 为了进行JIT生产所要遵循的3个基本原则之一、当后工程需要时、在必要的时候只从前工程拿取必要的东西的方法.称为后工程拿取方式. (?后补充生産：3页) 後補充（生産） 前工程が、最小限のその工程の完成品在庫（店）をもち、後工程に引取られた分だけ、種類毎に造って補充する方法をいう。 （?後工程引取り：1頁） 后补充(生产) 前工程,只保持其工程的最小限度的完成品在库、只提供后工程 所需要的部分、逐个品种的制造并进行补充的方法.叫做后补充. （?后工程拿取：1頁） アンドン 関係者へのアクションを促すための情報の窓で、現時点の異常場所を一目で判断できるようにした電光表示盤である。異常表示のほかに、作業の指示（品質チェック、刃具交換、部品運搬など）、進度表示をするものもある。 （?目で見る管理：155頁） 信号灯 是催促相关者采取行动的情报窗口,一看就能够判断出现在有异常发生之场所的电光表示板.除异常之外、也有用来表示作业指示(品质确认、更换刀具、部品搬运等) 、作业进度的. （?目视管理：155頁） 一個流し（生産） 工程順に一個又は、一台ずつ加工?組み付けをし、一個ずつ次工程に流すやり方をいう。 （?工程の流れ化：39頁） 一个流程(生产) 工程的顺序是逐个或逐台地进行加工或组装、并一个一个地流给下一个工程的做法叫作一个流程. （?工程的流程化：39页）

内段取り 段取り替え作業のうち、ラインや機械整備の運転を止めなければできない型?刃具?そして治具類の交換などの作業をいう。 （? 外段取り:77頁） （? 段取り替え時間：89頁） 内段取 在段取更换作业中,如果不停止生产线及机器设备的运转就无法进行模型 刀具以及治具类交换等的作业称为内段取. （? 外段取:77页） （? 段取更换时间：89页） AB 制御 工程間あるいは工程内の標準手持ち量が、常に一定量に保持されるように、各搬送機の、動いてもよい条件及び、工程から製品を搬出できる条件を、2個所（A 点、B 点）の製品の有無により制御する仕組みをいう。 AB 制御 工程间或工程内的标准持有量通常保持一定量、各搬运机的即使运转也好的条件及从工程能够搬出部品的条件依据2个地方(A 点,B 点)的制品有无来进行控制的方式称为AB 制御 搬送機が動いてもよい条件 ケースI A 点 --- 製品有り B 点 --- 製品無し ---- - A 点 B 点 コンベア（搬送機）

精益管理专业术语-T系列

精益管理专业术语-T系列 1.TotalProductiveMaintenance（TPM,全面生产维护） 最早由日本丰田集团的Denso所倡导的，确保生产过程中，每一台机器都能够完成任务的一系列方法。 这种方法从三个角度来理解“全面”：第一，需要所有员工的全面参与，不仅仅是维护人员，还包括生产线经理，制造工程师，质量专家，以及操作员等；第二，要通过消除六种浪费来追求总生产率。这六种浪费包括：失效，调整，停工，减慢的运转速率，废料，以及返工；第三，这个方法强调的是设备的整个生命周期。 TPM要求操作员定期维护，并做预防维护，同时实施改进项目。例如，操作员定期进行诸如润滑，清洁，以及设备检查等方面的维护。 2.TaktTime（节拍时间） 可用的生产时间除以顾客需求量。 例如一个机械厂每天运转480分钟，顾客每天的需求为240件产品，那么节拍时间就是两分钟。类似的，如果顾客每个月需要两件产品，那么节拍时间就是两周。使用节拍时间的，目的在于把生产与需求相匹配。它提供了精益生产系统的“心跳节奏”。 节拍时间是20世纪30年代德国飞机制造工业中使用的一个生产管理工具。（Takt是一个德语词汇，表示像音乐节拍器那样准确的间隔时间），指的是把飞机移动到下一个生产位置的时间间隔。这个概念于20世纪50年代开始在丰田公司被广泛应用，并于60年代晚期推广到丰田公司所有的供应商。丰田公司通常每个月评审一次节拍时间，每10天进行一次调整检查。 3.ToyotaProductionSystem（丰田生产系统） 由丰田汽车公司开发的，通过消除浪费来获得最好质量，最低成本，和最短交货期的生产系统。TPS由准时化生产（Just-In-Time）和自动化（Jidoka）这两大支柱组成，并且常用图例中的“房屋”来加以解释。TPS的维护和改进是通过遵循PDCA的科学方法，并且反复的进行标准化操作和改善而实现的。 TPS的开发要归功于TaiichiOhno——丰田公司在二战后期的生产主管。，Ohno于20世纪50年代到60年代，把对TPS的开发，从机械加工推广到了整个丰田公司，并且于60年代到70年代，更推广到所有供应商。在日本以外，TPS的广泛传播最早始于1984年设在加利福尼亚的丰田—通用合资汽车公司——NUMMI。 JIT和Jidoka的提出都源于战前时期。丰田集团的创始人SakichiToyoda，于20世纪早期，通过在自动织布机上安装能够在任何纺线断掉的时候自动停机的装置，发明了Jidoka这个概

精益生产常用语英文翻译

精益生产常用语英文翻译 精益生产的概念和基本原则The concept and principle of lean production 六西格玛品质论坛精益生产的历史:TPS及其演变The history of lean production: TPS and its changing 精益生产的原则The principle of lean production: 价值和浪费；快速响应客户Value and Muda, quick response 精益生产的思想Lean production thinking 追求完美和持续改善Seek perfect and continuous improvement 七大浪费 7-Muda 精益生产的基础The fundamental of lean production 5S的含义The meaning of 5S:整理、整顿、清扫、清洁、素养SEIRI, SEITON, SEISO, SEIKETSU, and SEITSUKE 5S的推行方法The implement methods for 5S 5S的实务技巧 5S implement skills 5S实施过程的优化 5S implement process optimizing 流线化生产Flow production 流线化生产的八个条件 8-condition for flow production 单元设计Cellular layout 流线化生产的设备选择Equipment selecting for flow production 看板管理Kanban managemento 什么是看板What is Kanban 看板的实施方法The implement methods for Kanban 实施看板管理的限制条件The limited condition of Kanban management implement 快速换线SMED 快速换线的理念 The idea of SMED 内部作业与外部作业的分离Separate the-operation between outside and inside 将内部作业转化为外部作业Turn the inside-operation to outside operation 作业的优化Operation optimizing 精益生产的设备管理Equipment management in lean production TPM TPM的概念和发展The concept and development of TPM TPM的设备基础管理Equipment essential management of TPM 六西格玛品质论坛TPM的八大支柱8 columns of TPM 六西格玛品质论坛TPM实施的十三步骤13 phases for TPM implementing 案例分析Case studyo 工厂5S分析(根据现场拍摄照片)Workshop 5S analysis (depends on photos taken from on-site) 工厂生产线设置分析Production line layout analysis 快速换线案例分析Case study for SMED 内部作业与外部作业的分离Separate the operation between outside and inside 六西格玛品质论坛将内部作业转化为外部作业Turn the inside operation to

精益常用术语

1、安灯（Andon） 或称Andon，按灯，日语“灯”的意思。是目视管理的一种工具，让人一眼看出工作状态，并在有任何异常情况时（如机器停机、质量问题、工装故障、操作员的延误、以及材料短缺等）发出信号。同样也可以通过计划与实际产量的比值来反映生产状态。现场出现各种问题致生产线停止时，操作员通过“灯绳”启动信号灯，或自动启动信号灯。现场管理人员由此快速做出反应。 2、A-B控制（A-B Control） 一种控制两台机器或是两个工位之间生产关系的方法，用于避免过量生产，确保资源的平衡使用。 图示中，除非满足下面三个条件，否则任何一台机器或传送带都不能运行：A机器已装满零件；传送带上有标准数量的在制品（本例中为一件）；B机器上没有零件。只有当这三个条件都满足的时候，才可以进行一个生产周期，然后等再次满足这些条件时，再进行下一个周期。 3、A3报告（A3 Report）

一种由丰田公司开创的方法，通常用图形把问题、分析、改正措施、以及执行计划囊括在一张A3纸上。在丰田公司，A3报告已经成为一个标准方法，用来总结解决问题的方案，进行状态报告，以及绘制价值流图。 国际通用的A3纸是指宽297毫米，长420毫米的纸张。 4、标准作业（Standardized Work） 或称标准化作业、标准化操作。为生产工序中每一名操作员都建立准确的工作程序，以人的动作为中心，按没有浪费的操作顺序进行生产的方法。 以下面三个因素作为基础： 节拍时间，是指一个生产工序，能够符合顾客需求的制造速度。 准确的工作顺序，操作员在节拍时间里，要按照这个顺序来工作。 标准在制品（包括在机器里的产品），用来保证生产过程能够平顺的运转。 标准作业完成并发布后，就成为Kaizen（改善）的目标。标准作业的好处包括：能够记录所有班次的工作，减少可变性，更易于培训新员工，减少工伤或疲劳，以及提供改进活动的基础数据。因此它是管理生产现场的依据，也是寻求改善的基础。 5、标准作业表（Standardized Work Chart） 或称标准作业票，标准化操作表。通常做成表格样式，表示了操作者走动、材料放置位置及机器相对关系，以及整个生产过程的布局。该表体现了组成标准作业的三元素：节拍时间、操作顺序、标准手持。它放置在生产现场，并随工作地点条件改变而改变，是目视化管理及寻求改善的一种形式及工具。 6、标准作业组合表（Standardized Work Combination Table） 或称标准作业组合票、标准化操作组合表。该表显示了操作者工作时间、走动时间及机器加工时间相互关系，可理解成标准作业的设计工具。完成该表可体现工序中人机交互情况。当工作条件变更时，可以用来重新计算操作员的工作内容。 7、标准在制品（Standard WIP） 或称标准手持、标准中间在库。为能够以相同的顺序操作生产，而在各工序内持有的最小限度的待加工品。缺少它们，操作者将无法正常循环作业。

精益生产英文资料介绍

精益生产英文资料介绍 1,General questions about lean operations 1.1,What is lean? Lean operations involve the elimination of waste, whether it be time, materials, efficiency or processes. It also means figuratively tightening the belt in pursuit of increased productivity gains that will increase a company’s ability to compete more successfully. 1.2,Why lean? Increased global competition will likely force all but the strong to the sidelines. Belt tightening and a lean mindset will enable the game to continue as companies steady themselves for the challenges and opportunities that await them. The truly lean company of today will be a survivor in the global battle for customers and bottom line profits. The need for lean is obvious and the potential rewards are dazzling. There will be those who will probably resist the necessary changes. Training will start you on the road to overcoming this resistance and ultimately achieving a successful transition. 1.3,Who participates in lean Operations? Eventually, everyone in the company is a participant in the quest for a lean organization. 1.4,Is lean applicable only to manufacturing? The concept includes many non-manufacturing areas such as purchasing, clerical, office and technical. Also, these areas often contribute in making lean achievements in manufacturing more successful. 1.5,What organizations can benefit from lean projects? Every organization offers goods or services. This includes such diverse sectors as merchandising, hospitals, banking, insurance, public utilities, government, military, prisons, churches, schools and, of course, manufacturing. 1.6,Can lean activities be started in more than one division at a time? Yes, it can be done, but starting in one division is preferable. The experience

精益生产词汇

VSM 价值流程图（Value Stream Mapping，VSM）是丰田精实制造生产系统框架下的一种用来描述物流和信息流的形象化工具。它运用精实制造的工具和技术来帮助企业理解和精简生产流程。价值流程图的目的是为了辨识和减少生产过程中的浪费。浪费在这里被定义为不能够为终端产品提供增值的任何活动，并经常用于说明生产过程中所减少的“浪费”总量。VSM 可以作为管理人员、工程师、生产制造人员、流程规划人员、供应商以及顾客发现浪费、寻找浪费根源的起点。从这点来说，VSM还是一项沟通工具。但是，VSM往往被用作战略工具、变革管理工具。 KPI关键绩效指标法(Key Performance Indicator，KPI)，它把对绩效的评估简化为对几个关键指标的考核，将关键指标当作评估标准，把员工的绩效与关键指标作出比较地评估方法，在一定程度上可以说是目标管理法与帕累托定律的有效结合。关键指标必须符合SMART原则：具体性（Specific）、衡量性(Measurable)、可达性(Attainable)、相关性(Relevant)、时限性(Time-based)。 TWI（Training Within Industry）,即为督导人员训练，或一线主管技能培训,TWI 在1950年由日本国家产业界引入日本以来，目前为止，至少有一千万的日本企业界领导、专业人员及员工都受到了TWI的培训，或其系统培训之一。 KAMISHIBAI Gemba Walk就是现场找机会,跟KAIZEN没什么关系,当你找不到KAIZEN机会时候,就需要找LEAN团队进行Gemba walk(waste walk) 可以理解为为期一周的针对某个区域的集中改善，以此发展员工的改善能力,但如果没有精益系统的支持，会在改善团队撤离后恢复到原来的状况 OEE的定义 一般，每一个生产设备都有自己的最大理论产能，要实现这一产能必须保证没有任何干扰和质量损耗。当然，实际生产中是不可能达到这一要求，由于许许多多的因素，车间设备存在着大量的失效: 例如除过设备的故障，调整以及设备的完全更换之外，当设备的表现非常低时,可能会影响生产率，产生次品，返工等。OEE是一个独立的测量工具，它用来表现实际的生产能力相对于理论产能的比率。国际上对OEE的定义为：OEE是Overall Equipment Effectiveness（全局设备效率）的缩写，它由可用率，表现性以及质量指数三个关键要素组成，即：OEE=可用率X 表现性X质量指数。 其中： 可用率=操作时间/ 计划工作时间 它是用来考虑停工所带来的损失，包括引起计划生产发生停工的任何事件，例如设备故障，原料短缺以及生产方法的改变等。 表现性=理想周期时间/ （操作时间/ 总产量）=（总产量/ 操作时间）/ 生产速率 表现性考虑生产速度上的损失。包括任何导致生产不能以最大速度运行的因素，例如设备的磨损，材料的不合格以及操作人员的失误等。 质量指数=良品/总产量

精益生产管理中的常见术语(五)

精益生产管理中的常见术语（五） 建议系统（SuggestionSystem):在日本，建议系统是个人主导的改善活动不可或缺的组成部分。建议系统规划是公司的一项战略规划，其设计要经过周密的筹划、实施和沟通。同时，还要审慎地关注高层管理者的反应，开发出一套反馈与奖励系统。日本式的建议系统强调提高士气，重视员工参与的价值，而不像美国式系统那样过分强调经济回报和金钱奖励。（日本建议系统的使用规模可以由每年提交的建议总数反映出来。1985年，在日本公司中，松下公司员工提出的建议数量最多，总数超过600万！) 全面生产维护（TotalProductiveMaintenance):全面生产维护（TPM)的目的是在设备全生命周期内使其效益最大化。TPM涉及各个部门所有层级上的每个人。它鼓励人们结成小组，通过小组活动进行工厂维护，这其中包括以下基本元素：维护系统开发、基本的内务教育、解决问题的技能、实现零突破的活动。高层管理者必须设计一套系统，使得它能发现每一个人在全面生产维护中的能力和责任并予以奖励。 全面质量控制（TotalQualityControl):在覆盖所有人的有组织的改善活动中，管理者和员工联合起来齐心合力，在各个层级改进绩效。改进绩效的直接用意就是实现跨职能目标，如质量、成本、进度安排、人力发展以及新产品的开发。全面质量控制(TQC)认为这些活动最终会带来顾客满意度的提升。 劳工大学（UniversityofLabor):日本生产力中心设立的一个项目，旨在教育工会的领导者掌握合理的业务管理理念，从而使他们能更好地与资方谈判。 可视化管理（VisibleManagement):以一种清晰直观的方法为一项工作包含的各个元素提供相关信息和指导说明，以便工人们能将生产效率最大化（看板系统就是该技巧的典型例子）。 准缺陷（Warusa-kagen):全面质量控制中指算不上是问题，但也不十分正确的事情。这种情况若置之不管，有可能会发展成严重的问题。准缺陷是改进活动的起点。在车间中，工人最先发现缺陷，因此，工人也就成为维护和改进的第一梯队。

精益生产中英文互译

An outline of: Lean Thinking Banish Waste and Create Wealth in Your Corporation By James P. Womack and Daniel T. Jones New York, NY: Free Press, Simon & Schuster, Inc., 1996, Second Edition, 2003 Preface to the 2003 Edition. Forecasts are always wrong. That is why lean thinkers strive to reduce order-to-delivery time. During the 2002 meltdown, this 1996 book went back on the Business Week bestseller list. We have added what we have learned since 1996 in this edition. Lean Thinking is more relevant today. Lean ideas are the single most powerful tool available for creating value and eliminating waste in any organization. Part I: Lean Principles Taiichi Ohno (1912 – 1990), a Toyota executive, identified seven types of waste found in any process: ? Transportation. Unnecessary transport of parts under production. ? Inventory. Stacks of parts waiting to be completed or finished products waiting to be shipped. ? Motion. Unnecessary movement of people working on products. ? Waiting. Unnecessary waiting by people to begin the next step. ? Over-Processing the product with extra steps. ? Over-Production of products not needed. ? Defects in the product. We have added an eighth waste: goods and services that do not meet the customer’s needs. Other authors have added: underutilization of people Lean Thinking is the antidote to waste. There are (5) Lean Principles: ? Specify Value. Value can be defined only by the ultimate customer. Value is distorted by pre-existing organizations, especially engineers and experts. They add complexity of no interest to the customer. ? Identify the Value Stream. The Value Stream is all the actions needed to bring a product to the customer. If the melter, forger, machiner, and assembler never talk, duplicate steps will exist. ? Flow. Make the value-creating steps flow. Eliminate departments that execute a single-task process on large batches. ? Pull. Let the customer pull the product from you. Sell, one. Make one. ? Pursue Perfection. There is no end to the process of reducing time, space, cost and mistakes. Lean is doing more with less. Use the least amount of effort, energy, equipment, time, facility space, materials, and capital – while giving customers exactly what they want.

精益生产英文介绍

精益生产英文资料介绍 General questions about lean operations What is lean? Lean operations involve the elimination of waste, whether it be time, mate rials, efficiency or processes. It also means figuratively tightening the belt in pursuit of increased productivi ty gains that will increase a company’s a bility to compete more successfully. Why lean? Increased global competition will likely force all but the strong to the sidel ines. Belt tightening and a lean mindset will enable the game to continue as companies steady themselves for the challenges and opportunities that await them. The truly lean company of today will be a survivor in the global battle for customers and bottom line profits. The need for lean is obvious and the potential rewards are dazzling. There will be those who will probably resis t the necessary changes. Training will start you on the road to overcomin g this resistance and ultimately achieving a successful transition. Who participates in lean Operations? Eventually, everyone in the company is a participant in the quest for a lea n organization. Is lean applicable only to manufacturing? The concept includes many non-manufacturing areas such as purchasing, c lerical, office and technical. Also, these areas often contribute in making l ean achievements in manufacturing more successful. What organizations can benefit from lean projects? Every organization offers goods or services. This includes such diverse sec tors as merchandising, hospitals, banking, insurance, public utilities, gover nment, military, prisons, churches, schools and, of course, manufacturing.

精益生产英文术语

精益生产英文术语 2010-04-21 21:09:16 星期三 精益生产的概念和基本原则The concept and principle of lean production 精益生产的历史:TPS及其演变The history of lean production: TPS and its changing 精益生产的原则The principle of lean production: 价值和浪费；快速响应客户Value and Muda, quick response 精益生产的思想Lean production thinking: 追求完美和持续改善Seek perfect and continuous improvement 七大浪费 7-Muda 精益生产的组织The organization of lean production:小组工作法 Group job methods 精益生产的基础The fundamental of leano production 5S 5S的含义The meaning of 5S:整理、整顿、清扫、清洁、素养SEIRI, SEITON, SEISO, SEIKETSU, and SEITSUKE 5S的推行方法The implement methods for 5S 5S的实务技巧 5S implement skills 5S实施过程的优化 5S implement process optimizing 准时化生产的基础The fundamental of JIT production 流线化生产Flowo production 流线化生产与批量生产的区别The differences between flow production and batch manufacturing 流线化生产的八个条件 8-condition for flow production TAKT TIME与CYCLE TIME 单元设计Cellular layout 流线化生产的设备选择Equipment selecting for flow production 看板管理Kanban managemento 什么是看板What is Kanban 看板的实施方法The implement methods for Kanban 实施看板管理的限制条件The limited condition of Kanban management implement 快速换线SMED 快速换线的理念 The idea of SMED 内部作业与外部作业的分离Separate the-operation between outside and inside 将内部作业转化为外部作业Turn the inside-operation to outside operation 作业的优化Operation optimizing 精益生产的设备管理Equipment management in lean production TPM TPM的概念和发展The concept and development of TPM 故障的种类与预防Breakdown types and its prevention TPM的设备基础管理Equipment essential management of TPM TPM的八大支柱8 columns of TPM TPM实施的十三步骤13 phases for TPM implementing

精益生产方式简介(中英文翻译)

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