精益生产绿带培训 （Honeywell)

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1、Lean Green Belt TrainingDefineControlImproveAnalyzeMeasureLGB1-01-0405 Lean Overview.ppt 2004 Honeywell International,Inc.Confidential and ProprietaryLean Enterprise Overview精益企业的概述Measure 测量Analyze 分析Improve 改进Control 控制精益生产绿带培训精益生产绿带培训 Define 定义1更更多多精精益益生生产产推推行行、IE制制程程改改善善、品品质质工工程程等等经经典典培培训训、实实战战案

2、案例例请请进：进：http:/ 燕赵才子燕赵才子 Understand the History of Manufacturing and the Toyota Production System 了解生产历史和丰田生产系统 Understand the five principles of Lean Enterprise.掌握精益生产的五个原那么。Know the seven ways we waste in our processes.了解我们在流程中的七种浪费。Learn to see the sources of waste.学习发现浪费的根源。Know the concept valu

3、e added and non-value added activities.；了解增值和非增值活动。；Learn how to view a process from the perspective of the product.学习如何从“产品的角度审视流程。Determine variation reduction opportunities from a process perspective.从流程的角度确定减少变异的时机。Understand the complimentary nature of the thought processes,tools,and methodolog

4、ies of variation reduction and lean methods.了解思维过程、工具和减少变异的方法与精益生产的相互关系。Learning Objectives 学习目的学习目的2更更多多精精益益生生产产推推行行、IE制制程程改改善善、品品质质工工程程等等经经典典培培训训、实实战战案案例例请请进：进：http:/ 燕赵才子燕赵才子 Module Organization 课程概述课程概述 Lean Enterprise Thinking.精益生产思维 Notes on Toyota.丰田的经验 Six Sigma Plus.“六个西格玛加 Lean Enterprise

5、Principles and Waste.精益企业原那么和浪费 Takt Time,Standard Work,and the 5 Whys.节拍时间、标准化工作和5个为什么。Summary.总结。3更更多多精精益益生生产产推推行行、IE制制程程改改善善、品品质质工工程程等等经经典典培培训训、实实战战案案例例请请进：进：http:/ 燕赵才子燕赵才子 Lean Enterprise Thinking 精益生产思维4更更多多精精益益生生产产推推行行、IE制制程程改改善善、品品质质工工程程等等经经典典培培训训、实实战战案案例例请请进：进：http:/ 燕赵才子燕赵才子 What is Lean?什

6、么是精益？What is Lean Enterprise?什么是精益企业？5更更多多精精益益生生产产推推行行、IE制制程程改改善善、品品质质工工程程等等经经典典培培训训、实实战战案案例例请请进：进：http:/ 燕赵才子燕赵才子 What Does The Term“Lean Mean to You?你们如何理解“精益“一词？List The Class Responses列出全班的答复列出全班的答复6更更多多精精益益生生产产推推行行、IE制制程程改改善善、品品质质工工程程等等经经典典培培训训、实实战战案案例例请请进：进：http:/ 燕赵才子燕赵才子 Its a factory thing.

7、这是工厂的事情。It wont work here.在这里不起作用。We tried that.我们已经试过了。Its all about one-piece flow.这是单件流。5-S is cleaning up your desk.5S是清理你的桌子。Were different.我们不一样。Zero inventory 零库存Misperceptions About Lean对精益的误解对精益的误解7更更多多精精益益生生产产推推行行、IE制制程程改改善善、品品质质工工程程等等经经典典培培训训、实实战战案案例例请请进：进：http:/ 燕赵才子燕赵才子 1600 1900 1925 1

8、950 1975 2000Arriving At A Lean Enterprise实现精益企业的开展历程实现精益企业的开展历程Craft 手工生产时代手工生产时代Mass 大规模生产时代大规模生产时代Lean 精益生产时代精益生产时代 Made to customer spec 根据客户要求生产根据客户要求生产 Single piece mfg.each product unique 单个生产单个生产.单件生产各不相同单件生产各不相同 Variable quality 质量有波动质量有波动 Little inventory 库存较小库存较小 High cost.made for the ri

9、ch 本钱高本钱高仅为富有的人生产仅为富有的人生产 Interchangeable parts Whitney 可互换部件惠特尼可互换部件惠特尼 Division of labor Taylor 劳动分工泰勒劳动分工泰勒 Assembly lines Ford 组装线福特组装线福特 Low variety Ford 多样性低福特多样性低福特 Labor strife 劳资冲突劳资冲突 Beyond the factory 超越工厂范围超越工厂范围 High variety 多样性高多样性高 Small batch sizes 小批量小批量 Higher quality 高质量高质量 Engag

10、ed workforce 全员参与全员参与8更更多多精精益益生生产产推推行行、IE制制程程改改善善、品品质质工工程程等等经经典典培培训训、实实战战案案例例请请进：进：http:/ 燕赵才子燕赵才子 The Mass-Production Mindset大规模生产的思维方式大规模生产的思维方式Goal:Maximize“economies of scale.目标：提高规模效应最大化。Total cumulative processing time:minutes.Actual lead-time:weeks.总体流程时间：数分钟。实际交付周期：数周。True for this macro pro

11、cess.Also true for the micro process.同时适用于各大小流程。Materials 原料原料ReceivingWarehouse收货仓库Stamping 冲压Storage 储存Storage 储存ShippingWarehouse发货仓库Repair 返修Assembly 组装Weld 焊接Ship 发货发货9更更多多精精益益生生产产推推行行、IE制制程程改改善善、品品质质工工程程等等经经典典培培训训、实实战战案案例例请请进：进：http:/ 燕赵才子燕赵才子 Goals:Elimination of Waste and Mass Customization目

12、标：消除浪费和“大规模定制Material 原料Stamp 冲印Weld 焊接Assemble 组装Stage&Ship储存&发运Pull 拉动Pull 拉动Pull 拉动Customer 客户The Lean Mindset 精益生产思维方式精益生产思维方式 Total cumulative processing time:minutes.总体流程时间：数分钟。Actual lead-time:hours or(a couple of)days.实际交付时间：数小时一两天。True for every process and the summation of all processes.符合

13、每个流程和所有流程的组合。10更更多多精精益益生生产产推推行行、IE制制程程改改善善、品品质质工工程程等等经经典典培培训训、实实战战案案例例请请进：进：http:/ 燕赵才子燕赵才子 InterchangeableParts 可互换部件Eli WhitneyTime&Motion 时间和移动Division of Labor 劳动分工F.Taylor 泰勒Mass Production 大规模生产Henry Ford AssemblyLine 组装线WasteElimination消除浪费SystemSynchronization系统同步Mass/Batch批量Alfred SloanStan

14、dard Costing 标准本钱估算Model Variety型号多样化自动化S.Toyoda 丰田Just-In Time 及时生产K.ToyodaSupermarketSystems 超市系统Quality 质量E.Deming,J.M.JuranToyotaProduction System丰田生产系统丰田生产系统T.OhnoEmployeePartnership 雇员合作P.DruckerTrends Of Thought 思维变化过程思维变化过程11更更多多精精益益生生产产推推行行、IE制制程程改改善善、品品质质工工程程等等经经典典培培训训、实实战战案案例例请请进：进：http:/

15、 燕赵才子燕赵才子 Notes On Toyota丰田的情况12更更多多精精益益生生产产推推行行、IE制制程程改改善善、品品质质工工程程等等经经典典培培训训、实实战战案案例例请请进：进：http:/ 燕赵才子燕赵才子 Toyota System Notes丰田系统要点丰田系统要点The system enables productivity gains while satisfying customer expectations for quality anddelivery.Globalization alone means customers do not have to settle f

16、or anything less.在满足客户对质量和交货预期的同时，系统使生产盈利。全球化本身是指提高客户的综合满意度。The System includes:系统包括：1.continuous improvement 持续改善 2.goal alignment and deployment 目标一致和贯彻执行 3.a set of non-negotiable operating parameters 一套不允许讨价还价的操作参数 4.focuses on desired attributes for people and process 关注人力和流程的期望的特征 5.definition

17、 of the“normal condition;chaos is not normal 确定“正常条件：混乱不是正常Source:Decoding the DNA of the Toyota Production System 来源：丰田生产系统的DNA编码by H.Kent Bowen;Harvard Business Review;Sept/Oct 1999 H.Kent Bowen，哈佛商业周刊Normalcy,or the lack thereof,must be immediately obvious.常态，或缺少常态必须一目了然。常态，或缺少常态必须一目了然。speed is t

18、he single best indicator of competitiveness 速度是竞争力最好的指标 quality first 质量第一 takt-flow-pull-continuously improve 节拍流动拉动持续改善13更更多多精精益益生生产产推推行行、IE制制程程改改善善、品品质质工工程程等等经经典典培培训训、实实战战案案例例请请进：进：http:/ 燕赵才子燕赵才子 Toyota Standard Work丰田标准化工作丰田标准化工作Standard Work:标准化工作：includes takt time,sequence of work elements,a

19、nd standard in-process stock 包括节拍时间、工作要素的顺序和标准在制备库存 Team Leaders determine standard work(goal deployed with the work team)团队领导制定标准化工作将目标部署给工作团队 everyone kaizens the standard with focus on 每个人不断改进标准，关注 easy problem identification 更容易发现问题 prompt problem rectification 立即纠正问题 implement throughout the pr

20、oduction sequence 在生产各过程中实施 strengthen by adding suppliers(RM towards FG)强化增加供给从原材料到最终产品)each process in the flow becomes the customer of the preceding process 后一个流程是前一个流程的客户 each preceding process becomes a supermarket or point-of-use supplier for the following process(FG towards RM)前一个流程称为后一个流程的“超

21、市或定点供给商 从成品到原料Source:The Toyota Production System 来源：丰田生产系统Toyota Motor Corporation-Operations Management Consulting Division 丰田汽车公司营运管理咨询部14更更多多精精益益生生产产推推行行、IE制制程程改改善善、品品质质工工程程等等经经典典培培训训、实实战战案案例例请请进：进：http:/ 燕赵才子燕赵才子 The Creation Of Standard Work At Toyota 丰田标准化工作概念的建立丰田标准化工作概念的建立 Managers do not t

22、ell supervisors and workers how to do work.经理不告诉主管和工人如何工作。Instead,a teaching and learning approach is used,allowing people to discover the rules as a consequence of solving problems.相反，他们使用教育和学习的方法，让人们通过解决问题找出规律。How do you do this work?你们怎样做这项工作 How do you know you are doing it correctly?你们怎么知道你们做得是

23、对的？How do you know the outcome is defect free?你们怎么知道结果不存在缺陷？What do you do if you have a problem?如果发生问题，你们怎么办？Leaders must be capable and willing to work in this way.领导必须能够也愿意这样工作。15更更多多精精益益生生产产推推行行、IE制制程程改改善善、品品质质工工程程等等经经典典培培训训、实实战战案案例例请请进：进：http:/ 燕赵才子燕赵才子 The Toyota System 丰田系统丰田系统Current mechani

24、cs of the System(kanban,quality circles,etc)do not define the system.They certainly represent improvements from the prior specification(or standard),but are thought of only as countermeasures to waste.Therefore,these methods are considered temporary,and will exist only until a better way is found.目前

25、丰田系统的机制看板、监管图等不对系统进行定义。他们当然代表对 以前规格或标准的改进，但只是针对浪费的对策。因此，这些方法只是暂时的，只在寻找到更好的方法前存在。Source:Decoding the DNA of the Toyota Production System 来源：“丰田生产系统的DNA编码by H.Kent Bowen;Harvard Business Review;Sept/Oct 1999 H.Kent Bowen，哈佛商业周刊Emulating these countermeasures is not transformation to the Toyota system,

26、and only emulating this portion of the system limits the potential.仿效这些对策不能使我们转型到丰田系统，但仿效这局部系统可以减少潜在浪费。仿效这些对策不能使我们转型到丰田系统，但仿效这局部系统可以减少潜在浪费。The Toyota system is all about delivering value for the customer.丰田系统的核心是为客户创造价值。Waste is seen as an impediment to delivering this value.浪费被视为价值创造中的障碍。Every proc

27、ess,and therefore,every person,looks for improvement (waste reduction)opportunities.因此，每个流程、每个人都在寻找改进减少浪费的时机。Every process is also concerned with its connectivity with the next process in the value stream.每个流程也与价值链上的下一个流程一起被通盘思考。16更更多多精精益益生生产产推推行行、IE制制程程改改善善、品品质质工工程程等等经经典典培培训训、实实战战案案例例请请进：进：http:/ 燕

28、赵才子燕赵才子 The Toyota System 丰田系统丰田系统Source:Decoding the DNA of the Toyota Production System来源：“丰田生产系统的DNA编码by H.Kent Bowen;Harvard Business Review;Sept/Oct 1999 H.Kent Bowen，哈佛商业周刊The System creates a community of scientists.系统造就了一个科学的团队。Ideas for improvement are tested against the specification(the d

29、efined current state).根据标准确定的目前状态测试改进方法。If the idea is a gain,this new approach becomes the specification.如果这个想法有益，新的方法就成为标准。The System encourages/stimulates people to engage in improvement experimentation a learning organization-which distinguishes Toyota from all others.系统鼓励/鼓励员工参与改进实验一个学习型组织这使得丰田

30、区别于其他公司。17更更多多精精益益生生产产推推行行、IE制制程程改改善善、品品质质工工程程等等经经典典培培训训、实实战战案案例例请请进：进：http:/ 燕赵才子燕赵才子 The Toyota Ideal 丰田的理想丰田的理想Through utilisation of the scientific method in every level of the workforce,the System ensures people clearly state the expectations of what they will be testing when they implement the

31、 planned changes.通过在系统的每个层面使用科学的方法，确保员工清楚地说明他们在实施有方案的变化时，尝试哪些内容。Beyond this,every person shares a common goal which is concrete and consistent;a common sense of what the ideal production system would be.除此之外，每个人都有具体的和一致的目标；即对理想生产系统的共同识。Source:Decoding the DNA of the Toyota Production System 来源“丰田生产系

32、统的DNA编码by H.Kent Bowen;Harvard Business Review;Sept/Oct 1999 H.Kent Bowen，哈佛商业周刊This vision drives people to make improvements beyond what would normally be necessary merely to meet the needs of their customers.这个愿景促使人们在通常足以满足其客户需求之外不断改进。这个愿景促使人们在通常足以满足其客户需求之外不断改进。18更更多多精精益益生生产产推推行行、IE制制程程改改善善、品品质质工

33、工程程等等经经典典培培训训、实实战战案案例例请请进：进：http:/ 燕赵才子燕赵才子 The Toyota Vision 丰田的愿景丰田的愿景The output of an ideal person,group of people,or machine isthought of as:一个理想 的人、团队或机器的产出是：defect free 无缺陷 can be delivered one request at a time 可以按要求交货 can be supplied on demand 可以根据需求获得供给 can be delivered immediately 可以立即交付 c

34、an be produced without wasting any materials,labour,energy,or other resources(such as money associated with inventory)可以不浪费任何原料、人工、能源或其他资源例如与金钱相关的库存 进行生产 can be produced in a work environment that is safe physically,emotionally,and professionally for every employee 可以在身心和心理都平安、每个员工都在非常职业化的工作环境中生产19更

35、更多多精精益益生生产产推推行行、IE制制程程改改善善、品品质质工工程程等等经经典典培培训训、实实战战案案例例请请进：进：http:/ 燕赵才子燕赵才子 Six Sigma Plus“六个西格玛加20更更多多精精益益生生产产推推行行、IE制制程程改改善善、品品质质工工程程等等经经典典培培训训、实实战战案案例例请请进：进：http:/ 燕赵才子燕赵才子 Nature of theWorkplaceValueFlowSix SigmaQualityEmpoweredTeamsVisualManagementPursuit ofPerfectionThe workplaceis safe,orderl

36、y,and clean.Materials,service,and informationflow through value-focused processesat the pull of thecustomer withminimal lead time.Six Sigma qualityis designed andbuilt into productand process.Natural teams areempowered tomake keydecisions.Desired behaviorsare understoodand suitable metricsare establ

37、ished tovisually trackperformance.A relentlesspursuit ofperfectionthrough aculture drivenat continuousimprovement.The 6+Business VisionThe 6+BusinessA business where the principles of lean and variation reduction are applied to the entire value chain,including customers and suppliers.Source:Lean Tra

38、nsformationby Henderson and Larco.21更更多多精精益益生生产产推推行行、IE制制程程改改善善、品品质质工工程程等等经经典典培培训训、实实战战案案例例请请进：进：http:/ 燕赵才子燕赵才子 工作场所工作场所的环境的环境价值流价值流“6个西格玛个西格玛质量质量经授权的团队经授权的团队可视化管理可视化管理追求完美追求完美工作场所平安、有序、清洁。在满足客户要求的拉动下，以最短的时间经过原料、效劳和信息流经过以价值为核心的流程。在生产和流程设计中，贯穿“6个西格玛质量。团队被授权做出关键决策。理解理想的行为，建立适当的评估体系，可视化的业绩考核。通过文化鼓励不断改

39、进，不断追求完美。“6个西格玛加个西格玛加业务愿景业务愿景The 6+Business“6个西格玛加业务个西格玛加业务在整个业务的价值链中运用精益生产和减少变异的原那么，包括客户和供给商。在整个业务的价值链中运用精益生产和减少变异的原那么，包括客户和供给商。资料来源：精益生产转型 Henderson 和Larco22更更多多精精益益生生产产推推行行、IE制制程程改改善善、品品质质工工程程等等经经典典培培训训、实实战战案案例例请请进：进：http:/ 燕赵才子燕赵才子 Six Sigma Plus“6个西格玛加个西格玛加How do Lean and variation reduction fi

40、t together?精益生产和减少变异如何配合？This is discussed in week 1,and throughout the Lean Expert course.Lean implementation is best done in a stable environment.As a result,we may have a prior need to first reduce variability before attacking the many other causes of waste.Sometimes,there is so much waste-excess

41、ive inventories,for example-that these sources of waste must first be attacked with lean tools before variation reduction work can begin.第一周以及整个精益专家课程都将进行讨论。精益生产在稳定的环境中才能得到最好的实施。因此，我们可能需要在对付造成浪费的许多其他原因之前减少变异。有时，有太多的浪费例如多余的库存在开始减少变异前，必须使用精益工具对付这些浪费来源。The overall notion of SSP is the Lean Enterprise.“

42、六个西格玛加“的总体概念就是精益生产。The tools,thought processes,and methodologies of lean and variation reduction are very complimentary 精益生产和减少变异的工具、思路和方法都是值得推崇的Process speed and accuracy:value flows through focused processes.流程速度和准确性：重要流程中的价值流。流程速度和准确性：重要流程中的价值流。23更更多多精精益益生生产产推推行行、IE制制程程改改善善、品品质质工工程程等等经经典典培培训训、实实战

43、战案案例例请请进：进：http:/ 燕赵才子燕赵才子 Lean And Variation Reduction精益生产和减少变异精益生产和减少变异Producing what is needed,when it is needed,with the minimum amount of materials,equipment,labor,and space.在必要的时候，使用最少的原料，设备、人工和空间，生产需要的产品。A fundamental thought process of the Toyota system 丰田系统的根本思路.applies to every process.适合每

44、个流程。The key to applying this to any process is to consider the what that is being produced(service,information,product,etc).在任何流程中应用的关键是思考要生产的是“什么效劳、信息、产品等。To pursue this never-ending objective,variation must dealt with.要追求不断的目标，必须解决变异。Variation reduction,which is defined as.减少变异的定义是.therefore,combi

45、nes with lean to form Six Sigma Plus.因此，将精益生产结合起来构成“六个西格玛加。Doing business with methodologies of defect prevention through the use of statistical tools that can vary from process maps to designed experiments.通过使用统计工具从流程图到实验设计，采用防止变异的方法发展业务。24更更多多精精益益生生产产推推行行、IE制制程程改改善善、品品质质工工程程等等经经典典培培训训、实实战战案案例例请请进：

46、进：http:/ 燕赵才子燕赵才子 Six Sigma Plus“六个西格玛加六个西格玛加 Six Sigma Plus defines how we work “六个西格玛加决定了我们的工作方式 it is not an addition to our job it is our job 这不是额外的工作它就是我们的工作 Its central to our culture and how we drive improvements that benefit our customers,shareowners,and employees 对我们的文化以及我们如何推进有利于客户、股东和雇员的

47、改进非常重要 Six Sigma Plus can drive growth and deliver productivity and quality improvements “六个西格玛加可以促进开展，提高生产力并改进质量 Six Sigma+Lean Enterprise=Six Sigma Plus “六个西格玛精益企业“六个西格玛加“SSP defines the process.六个西格玛加“决定了流程。SSP is crucial to growing our business.“六个西格玛加“对我们业务开展至关重要。25更更多多精精益益生生产产推推行行、IE制制程程改改善善、品

48、品质质工工程程等等经经典典培培训训、实实战战案案例例请请进：进：http:/ 燕赵才子燕赵才子 Understanding A Process Lean了解流程精益生产了解流程精益生产THE ACTIVITY OF THE PRODUCT:产品的活动：What is happening to the thing going through the process,from the perspective of that item?What tasks are actually value added?How long is the cycle time?What percentage of t

49、hat cycle time is comprised of value-added activity?从物质的角度看，流程中物质发生了什么变化？哪些目标实际上是增值的？周期有多 长？周期的百分之几包含增值活动？THE ACTIVITY OF THE PERSON:人员的活动：From the perspective of the person,what percentage of effort(of the total available work time)is actual value-added?Where does the person impart variation(qualit

50、y,lead-time,etc)into the process and product?从人员的角度看，整个工作时间中有百分之几的努力是增值的？人员何时 导致了流程和产品的变异质量、交付时间等？THE FLEXIBILITY OF THE PROCESS:流程的灵活性：What is the time required to“change over from doing one type of work or project to another?How often should change over occur?How capable is the person and the proc

51、ess of working a mixture of projects,products,and volume?从从事一类工作或工程“切换到另一类工作所需要的时间？“切换的频率应该多长？在组合工程、产品和产量的流程中员工和流程的能力如何？26更更多多精精益益生生产产推推行行、IE制制程程改改善善、品品质质工工程程等等经经典典培培训训、实实战战案案例例请请进：进：http:/ 燕赵才子燕赵才子 Focus On The Addition Of Value As an example of determining the value added content of a process,exam

52、ine a football game:Elapsed Time=180 Minutes Regulation Time=60 Minutes Value-Added Time=140 Plays x 10 Sec/Play Total VA content=23 Minutes Value-Added percentage of the process=12%Non-value added steps reduce velocity and process effectiveness.Now think about your project area from the perspective

53、 of the thing going through the process.Does it flow through the process steps without interruption?How effective is the process at adding value compared to overall lead-time?27更更多多精精益益生生产产推推行行、IE制制程程改改善善、品品质质工工程程等等经经典典培培训训、实实战战案案例例请请进：进：http:/ 燕赵才子燕赵才子 Focus On The Addition Of Value对增值的关注对增值的关注 分析橄

54、榄球比赛，作为确定流程中增值内容的例子：比赛耗时180分钟 规定时间60分钟 增值时间140球x 10 秒/球 增值内容23分钟 流程中的增值比例12非增值步骤降低了速度和流程效率。非增值步骤降低了速度和流程效率。现在从“物质通过流程的角度思考你们的工程。物质在通过流程步骤中是否有中断？流程在增值与总交付时间进行比较是否有效。28更更多多精精益益生生产产推推行行、IE制制程程改改善善、品品质质工工程程等等经经典典培培训训、实实战战案案例例请请进：进：http:/ 燕赵才子燕赵才子 The Concept Of Variation 差异的概念差异的概念 Variation exists in e

55、verything.It is bad and therefore,to be seen as an enemy.差异无所不在。差异是不好的，因此应被视作我们的敌人。Some sources of variation are known,others are not.有些差异起因是的，一些是未知的。Some sources of variation are controllable,some are not.一些差异起因是可以控制的，一些是无法控制的。In some cases variation is so small that it is difficult to detect,but i

56、t is there.差异在某些情况下可能很小，无法觉察，但差异确实存在。If it is assumed that everything is a result of some process,then it is rational to conclude that the process introduces product variation.如果假设每个事物都是某个流程的结果，那么可以认为流程引起了产品差异。Variation in process lead-time and input and output rates are also the enemies.流程交付时间和输入输出

57、速度的差异也是我们的敌人。29更更多多精精益益生生产产推推行行、IE制制程程改改善善、品品质质工工程程等等经经典典培培训训、实实战战案案例例请请进：进：http:/ 燕赵才子燕赵才子 Process Elements Cause Variation导致差异的流程要素导致差异的流程要素 In the same way,variation is occurring inside of our processes every day.同样，我们每天的流程中都会出现差异。A single person may perform the same task in different ways.同样一个人可

58、能用不同的方式完成相同的任务。Different people perform the same task differently.不同的人可能用不同的方式完成相同的任务。Variation exists in schedule and concentration(capacity and demand).变异存在于方案和事件中能力和需求。Parts and equipment are not always identical.部件和设备总是有差异的。Process(factory and administrative)inputs and outputs vary,as do lead-ti

59、mes.流程工厂和管理输入和输出不同，交付时间也不同。All the result of variation.Some variation causes additional variation and bad behavior.A key to process performance improvement is getting at the root of variation.所有变异的结果。有些变异导致另外的变所有变异的结果。有些变异导致另外的变异和不良行为。流程改进的关键是找到变异的根源。异和不良行为。流程改进的关键是找到变异的根源。30更更多多精精益益生生产产推推行行、IE制制程程改

60、改善善、品品质质工工程程等等经经典典培培训训、实实战战案案例例请请进：进：http:/ 燕赵才子燕赵才子 Examples Of The“6 Ms The process inputs responsible for variation have been identified as the“6 Ms:MProduct Developmentand the Factory AdministrativeProcessesSales&Servicesman(person)machinematerialmethodmeasurementmother nature(environment)design

61、 engineer factory technician sales person service representative accountant production planner brain power CAD system tools and equipment ledger,calculator computer daily or weekly input smoothed or batch end of month,quarter seasonality,incentives competition customer schedule diagnostic software G

62、antt charts service manuals purchase order delivery metrics contract win rate data,financial reports MRP/MPS ledger capacity&parts availability budget adherence generate work order to system date timely data unforeseen delays phase gate process output,quality noise temperature,humidity drawings part

63、s IPDS work instructions31更更多多精精益益生生产产推推行行、IE制制程程改改善善、品品质质工工程程等等经经典典培培训训、实实战战案案例例请请进：进：http:/ 燕赵才子燕赵才子 Examples Of The“6 Ms 6个个M举例举例 导致差异的流程输入是6个M：M产品开发和工厂产品开发和工厂管理流程管理流程销售和效劳销售和效劳 人人 机器机器 原料原料 方法方法测量测量环境环境 设计工程师 工厂技术员 销售人员 效劳代表 会计 生产方案员 智力 CAD 系统 工具和设备 台帐、计算器 计算机 每日或每周输入 流畅的或批量 月末、季末 季节性、鼓励机制 竞争 客户

64、方案 诊断软件 Gantt 图 效劳手册 采购订单 交货表 中标率 数据、财务报告 MRP/MPS 台帐 具备的生产能力和部件 遵守预算 按系统日期 生成工作定单 及时的数据 不可预见的延误 阶段标志 流程输出、质量 噪音 温度、湿度 图纸 零件 IPDS工作指令32更更多多精精益益生生产产推推行行、IE制制程程改改善善、品品质质工工程程等等经经典典培培训训、实实战战案案例例请请进：进：http:/ 燕赵才子燕赵才子 Lean Enterprise Principles And Waste精益生产原那么和浪费33更更多多精精益益生生产产推推行行、IE制制程程改改善善、品品质质工工程程等等经经典

65、典培培训训、实实战战案案例例请请进：进：http:/ 燕赵才子燕赵才子 Customer 客户客户JustInTime及时供货BuiltInQuality建造质量People 员工员工Stability 稳定性稳定性MaterialsSystems原料体系原料体系QualitySystems质量体系质量体系The Lean Enterprise House精益生产精益生产“大厦大厦34更更多多精精益益生生产产推推行行、IE制制程程改改善善、品品质质工工程程等等经经典典培培训训、实实战战案案例例请请进：进：http:/ 燕赵才子燕赵才子 Customer VOC Takt QFDJustInTi

66、meBuiltInQuality“JidokaQuality Systems Autonomation Mistake-proofing product processPeople Policy Deployment Employee Involvement values design Steering Comm Design Teams Kaizen Multi-process Safety process improvement ergonomicsMaterials Systems Production Smoothing Flow/Pull Line Design Kanban SMEDsingle minute exchange die Point-Of-UseStability Variation Reduction Class A MRP Visual Controls 5-S Standard Work DFM/DFSS TPMDetails Of The House35更更多多精精益益生生产产推推行行、IE制制程程改改善善、品品质质工工程程等等经经典典培培训训、实实战