精益思想外文翻译文献.docx
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精益思想外文翻译文献.docx
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精益思想外文翻译文献
精益思想外文翻译文献
(文档含中英文对照即英文原文和中文翻译)
原文:
Anoutlineof:
LeanThinkingBanishWasteandCreateWealthinYourCorporation
ByJamesP.WomackandDanielT.Jones
NewYork,NY:
FreePress,Simon&Schuster,Inc.,1996,SecondEdition,2003
Prefacetothe2003Edition.Forecastsarealwayswrong.Thatiswhyleanthinkersstrivetoreduceorder-to-deliverytime.Duringthe2002meltdown,this1996bookwentbackontheBusinessWeekbestsellerlist.Wehaveaddedwhatwehavelearnedsince1996inthisedition.LeanThinkingismorerelevanttoday.Leanideasarethesinglemostpowerfultoolavailableforcreatingvalueandeliminatingwasteinanyorganization.
PartI:
LeanPrinciples
TaiichiOhno(1912–1990),aToyotaexecutive,identifiedseventypesofwastefoundinanyprocess:
•Transportation.Unnecessarytransportofpartsunderproduction.
•Inventory.Stacksofpartswaitingtobecompletedorfinishedproductswaitingtobeshipped.
•Motion.Unnecessarymovementofpeopleworkingonproducts.
•Waiting.Unnecessarywaitingbypeopletobeginthenextstep.
•Over-Processingtheproductwithextrasteps.
•Over-Productionofproductsnotneeded.
•Defectsintheproduct.
Wehaveaddedaneighthwaste:
goodsandservicesthatdonotmeetthecustomer’sneeds.Otherauthorshaveadded:
underutilizationofpeople
LeanThinkingistheantidotetowaste.Thereare(5)LeanPrinciples:
•SpecifyValue.Valuecanbedefinedonlybytheultimatecustomer.Valueisdistortedbypre-existingorganizations,especiallyengineersandexperts.Theyaddcomplexityofnointeresttothecustomer.
•IdentifytheValueStream.TheValueStreamisalltheactionsneededtobringaproducttothecustomer.Ifthemelter,forger,machiner,andassemblernevertalk,duplicatestepswillexist.
•Flow.Makethevalue-creatingstepsflow.Eliminatedepartmentsthatexecuteasingle-taskprocessonlargebatches.
•Pull.Letthecustomerpulltheproductfromyou.Sell,one.Makeone.
•PursuePerfection.Thereisnoendtotheprocessofreducingtime,space,costandmistakes.
Leanisdoingmorewithless.Usetheleastamountofeffort,energy,equipment,time,facilityspace,materials,andcapital–whilegivingcustomersexactlywhattheywant.
ThePrizeWeCanGraspNow.Convertingabatch-and-queuesystemtocontinuousflow,withpull,will:
Doublelaborproductivity
•Cutthroughputtimeby90%
•Reduceinventoryby90%
•Cuterrorsby50%
•Cutinjuries
1:
Value
AHouseoraHassle-FreeExperience?
DoyleWilsonHomebuilderfoundthatcustomers“valued”ahassle-freedesignprocessandon-timedelivery.Allhisprocesseswerethenre-alignedtomeetthisgoal.
DefineValueinTermsoftheWholeProduct.Astheproductflows,eachfirmdefinesvaluedifferently.Thinkofairtravel.Eachfirm–agent,airline,taxi,currencyexchange,customs,immigration–definestheirownpriorities,duplicatesefforts,andworksindisharmonywiththewholeprocess.Thecustomerisnotsatisfied.
2:
TheValueStream
TheViewfromtheAisle.Avaluestream“map”identifieseveryactiontodesign,order,andmakeaspecificproduct.Eachstepisthensortedintothreecategories:
(1)thosethataddvalue,
(2)thosethataddnovaluebutarecurrentlynecessary,and(3)thosethataddnovalueandcanbeeliminated.Afterthethirdcategoryhasbeeneliminated,thesecondcategoryshouldbeaddressedthroughflow,pull,andperfectiontechniques.
TheValueStreamforaCartonofCola.TheBritishgrocerychainTescoretailsproductswiththousandsofvaluestreams.Inthecannedcolavaluestream,threehoursofvalue-addedactivitytake319daystoperform.
3:
Flow
TheWorldofBatch-and-Queue.Five-sixthsofhome-buildingiswaitingforthenextsetofspecialistsorrework.Flowprinciplestypicallycuthalftheeffortandthetimerequired.
TheTechniquesofFlow.The1ststepistomaintainfocusontheproduct.The2ndstepistoignorejobboundariesanddepartmentsIOTremoveimpedimentstocontinuousflowofthespecificproduct.The3rdstepistorethinkworkpracticestoeliminatebackflow,scrap,andstoppagesIOTmaketheproductcontinuously.
•Takttimesynchronizestherateofproductiontotherateofsales.(48)bikesperdaysolddividedby(8)hoursofproduction=(6)bikesandhour,or
(1)bikeeverytenminutes.
•Flowrequiresallworkersandmachinestobecapableatalltimes.Thisrequirescross-training.
•Flowrequiresworkerstoknowthestatusofproductionatalltimes.Thisrequiresvisualcontrols.
•Allactivitiescanflow.Concentrateonthevaluestreamforaspecificproduct,eliminateorganizationalbarriers,andrelocateandright-sizetools.
4:
Pull
Pullmeansthatnooneupstreamshouldproduceanythinguntilthecustomerdownstreamasksforit.“Don’tmakeanythinguntilitisneeded,thenmakeitveryquickly.”“Sellone,buyone.”“Shipone,makeone.”
TheBadOldDaysofProduction.TheToyotabumperreplacementsystemsufferedlongleadtimes.Theabilitytogetpartsquicklyfromthenextupstreamproducerenabledre-ordersinsmallamounts.Thisisthesecrettoreducinginventory.Cutleadtimesandinventories.Demandshouldinstantlygeneratenewsupply.
5:
Perfection
TheIncrementalPath.Freudenberg-NOK,agasketmanufacturer,improvedasingleprocesssixtimesinthreeyears.“Whydidn’ttheygetisrightthefirsttime?
”Becauseperfectioniscontinuous.
ContinuousRadicalandIncrementalImprovement.Ifyouarespendingcapital,youaredoingitwrong.Onceleadersunderstandthefirstfourleanprinciples–valuespecification,valuestreamidentification,flow,andpull–theirperfectionstepstartswithpolicy:
avisionoftheidealprocess,andthestep-wisegoalsandprojectstogetthere.Transparencyiseverything.Everyonemustknowwhatyouareattemptingtoachieveandwhatareaisthefirstpriority.Theforcebehindthisistheleaderknownasthechangeagent.
PartII:
FromThinkingtoAction:
TheLeanLeap
6:
TheSimpleCase
Lantechmanufacturersstretchwrapmachines.“ProcessVillages”–Sawingdepartment,Machiningdepartment,Weldingdepartment,Paintingdepartment,andSub-assemblydepartment–allgeneratedlongleadtimes.Batchesoftenweremanufacturedtoshipone.Inventoryoverwhelmedthefactory.Orderchangescreatedhavocintheplant.“Themoreinventoryyouhave,thelesslikelyyouwillhavethepartyouneed.”
•TheLeanRevolution.RonHicksleanedLantech.Hecreatedfourcells,oneforeachproduct.Hedefinedstandardwork:
ontime,onspec,everytime.Takttimewasintroduced:
numberofproductsneededperdaydividedbynumberofhours(8/8=1hour).Heright-sizedmachinestofitinsideworkcells.Heimplementedquickchangeovertomakemultipledifferentpartswithlittlemachinedowntime.
•Result.Lantechcut30%excessspace,doubledproductoutput,cutdefectsfrom8perproductto0.8perproduct,andcutleadtimefromsixteenweekstofourteenhours.On-timeshippingrosefrom20to90%.
7:
AHarderCase
TheChangeAgent.ArtByrnewashiredasCEOofWiremoldin1991.“CEOsaretimidtochangetheshopfloor.”Byrneledleantrainingusingamanualhewrotehimself.Heledtoursoftheplanttoobservewastethathismanagerswerenowabletosee.
•ImprovementsMustbeFast.ThreedayswasByrne’sstandard.
•PostaScorecardforEachProductTeam.Wiremoldtracked:
Productivity–salesperemployee,Service–percentdeliveredon-time,Inventory–turns,andQuality–mistakes.
•TeachPeopleHowtoSee.Createaleantrainingfunction.Teachallemployeesthefiveprinciplesoflean:
Value,ValueStream,Flow,Pull,andPerfection.Teachallemployeesleantechniques:
standardwork,takttime,visualcontrol,pullscheduling,andsingle-pieceflow.
•Results.Wiremoldfreed50%factoryfloorspace,eliminatedawarehouse,andconverted$11Mofinventoryinto$24Minsales.Leadtimefellfromfourweekstotwodays.
8:
TheAcidTest
Pratt&Whitney(P&W).In1991,CEOKarlKrapekandcost-cutterMarkCoranleanedP&W.
•JetEngines.Foundedin1860,P&Wledtheaircraftenginebusinessby1929.Whentheyabandonedpistonenginestogambleonjetsin1946,businesssoared.Productioninefficiencieswereoverlooked.
•Overcapacity.Facedwithcompetitioninthe1980s,P&Wrationalizedplantlayoutandaddresseddevelopmentcosts.Theyneededlowerproductioncostsandflexibilitytoreacttocustomerneeds.WhydidP&Wneedsomuchspace,tools,inventoryandpeopletogetsolittledone?
DailyoutputofenginesandsparepartscouldfitinsideCEO’soffice.Failuretomanageassets.P&Wcutpeople,cutmanagers,andoverhauledtheirentireproductioncultureandprocesses.
•TheMonumentofallMonuments.A“monument”isamachineorprocesstoobigtobemovedandwhosescalerequiresoperatinginbatchmode.Monumentsareevil,generatinghugeamountsofwaste.P&Whadan$80Mgrindingsystem,representingobsoletethinking.Althoughspeedingupgrindingfrom75minutesto3minutesandeliminatingmultiplemanualgrindingjobs,inactualitygrindingjobstooklonger(duetoeight-hourchangeoversandbatchscheduling),andrequiredmorepeople(22computertechnicians).P&Wretiredthe$80Mmonument,returnedto75-minuteproduction.
9:
LeanThinkingversusGermanTechnik
Porche.ChairmanWendelinWiedekingintroducedleanthinkingtoPorche.In1994,thefirst-everPorscherolledoffthelinewithnothingwrongwithit.
•Engineers.Porcheisledbyengineers,intriguedwithuniquesolutionsthataredifficulttomanufacture.Workersarecraftsmen.Unfortunately,muchcraftsmanshipiswaste.Tinkeringwiththeproduct–repairingandpolishingrawmaterials,troubleshoot
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