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1、 2004 - KPO page 1creating Lean through Continuous Improvement KAIZEN Promotion OfficeLeanManufacturing精简生产 : The LeanJourney精简之旅 2004 - KPO page 2creating Lean through Continuous Improvement KAIZEN Promotion OfficeLeanManufacturing精简生产What is Lean Manufacturing ?何谓精简生产 ?Do we need it ?我们需要她吗 ?Why?为
2、什么?What do I get out from Lean ?我可以从中获到什么? 2004 - KPO page 3creating Lean through Continuous Improvement KAIZEN Promotion OfficePricing: The NewReality价格的新模式The oldmodel旧模式:Cost成本+ Profit效益 =Price价格Fixed固定 Fixed固定 Derived获得The new model新模式:Price价格 Profit效益 = Cost成本Fixed固定 Fixed固定 Derived获得New Model新
3、模式: Price is fixed by the competitive market. Profit is fixed by shareholder expectations. This means that you must achieve a maximum target cost, and that cost reduction becomes central to your business strategy.价格由市场而定,利润由 股东而定,这意味必须达至最高成 本,而节省成本便成为公司的重要 策略.Oldmodel旧模式: The company sets the price
4、to achieve a target profit.公司目 标利润是通过价格设定而得. 2004 - KPO page 4creating Lean through Continuous Improvement KAIZEN Promotion Office4Shareholders股东 -FinancialReturn财务回报- Reliability可靠 -Income Growth收入增加-Survival生存1Customers顾客-Quality品质-Responsiveness反应能力 -CostAdvantage成本优势CorporateChallenge企业 挑战Partne
5、rs伙伴 Involvement参与 Income Growth 收入增加 Stability稳定3Employees 雇员 -Job Security工 作保障 -Self Esteem受 尊重/尊敬 -Recognition赞 赏-Rewards奖励2 2004 - KPO page 5creating Lean through Continuous Improvement KAIZEN Promotion OfficeNew CorporateResponse企业新责任qImproves continuously to sustain a competitive advantage,an
6、d持续改善,维持竞争力优势qTreats people as the only appreciating corporate asset.确认“人”为企业最重要资产.Physical and cultural transformation to a customer-centric enterprise that:将现有企业及 文化转变为以顾客为中心企业Is in tune with & responsive to changing customer needs,以顾客期望为依归,所作之调整 及反应 2004 - KPO page 6creating Lean through Continuo
7、us Improvement KAIZEN Promotion OfficeThe Circle of Doom in Manufacturing!生产的厄运图Fake Numbers假数据Production Shortfalls生产不足Hire more People聘请大量员工More Equipment大量设备OT加班Out of Control失控Unrealistic MPS排期不现实Poor Performance差的表现 2004 - KPO page 7creating Lean through Continuous Improvement KAIZEN Promotion
8、Office4Steps to break the circle ofdoom打破厄运图的4个步骤:4 Integrity正直4 Enthusiasm andCommitment积极/有责任感4Action行动4Understanding the customer fully andclearly充分明了客户的需求Breaking the Circle ofDoom打破厄运图 2004 - KPO page 8creating Lean through Continuous Improvement KAIZEN Promotion OfficeLean started in Toyota 45
9、 yearsago精 简生产开始于45年前的丰田公司Two Japanese set out to beat the mass production mode两 个日本人建立了突破传统的大批量生产模式Taiichi OhnoShigeo Shingo 2004 - KPO page 9creating Lean through Continuous Improvement KAIZEN Promotion OfficeLeanManufacturing精简生产qLean is精简是:qMindset of continuous improvement.持续性改善的观念qEliminatingW
10、aste消除浪费qHabits习惯qChanging the way we dothings改变做事方法qCulture文化qBelieve信任qAn eye fordetails亲自了解详情qAlways shifting the paradigm ofsatisfaction经常转变满意模式 2004 - KPO page 10creating Lean through Continuous Improvement KAIZEN Promotion OfficeLean Manufacturing精簡生產qWhat is Lean Manufacturing?何謂精簡生產?qLean is
11、精簡是 :q企業資源計劃(ERP), 生產資源計劃(MRPII)qKAIZEN改善qTQM全面品質管理, TQC全面品質控制, 6-Sigma6個標準差qJust In Time及時生產qKanban看板qMind set of continuous improvement續改善的觀念qWhy do we need Lean Manufacturing ?為什么要精簡 生產?qCompetitive globalization全球性的競爭qSurvival生存qChange - Continuous Improvement 改變 持續性改善 2004 - KPO page 11creating
12、 Lean through Continuous Improvement KAIZEN Promotion OfficeLEAN MANUFACTURING, AN EXAMPLE精簡生產實例PRATT & WHITNEY AS AN EXAMPLE以PRATT & WHITNEY公司 為實例:qSMALL PRODUCT TEAM (30) MOVING FIRST DESIGN FROM CONCEPT TO LAUNCH IN NINE MONTHS小形的生產 小組(30),在9個月時間內完成從概念設計到生產的過程.qENGINEERS LOCATED IN SAME SPACE AS
13、PRODUCTION 工程師要與生產中在同一地方工作qEQUIPMENT ORGANIZED BY COMPONENT IN PROCESS SEQUENCE設備是按零件的生產制程來布置. 2004 - KPO page 12creating Lean through Continuous Improvement KAIZEN Promotion Office3 Vital Elements 3個重要因素Kaizen Breakthrough Methodology改善突破方法Time Based Strategies時間策略Global Production System - GPSAchi
14、eve rapid and sustainable results for competitive advantage 迅速獲得及維持成果以取得競爭優勢 2004 - KPO page 13creating Lean through Continuous Improvement KAIZEN Promotion OfficeStrategic Issues For Manufacturing 生產策略 Quality: how to improve it 品質:如何改進 Cost: How to control it 成本: 如何控制 On-time Delivery: How to ensu
15、re it 準時交貨: 如何保証Failure to improve in all three areas means a loss of competitiveness in todays global markets. 如果我們不能做 到所要求的:品質、成本和準時交貨, 那我們在市場上將失去 競爭能力。 2004 - KPO page 14creating Lean through Continuous Improvement KAIZEN Promotion OfficeOperational Lead Time運作時間Order EntryPre- PlanMfgDistA/RA Ti
16、me based Strategy時間為基礎的策略Product Development開發Pre-Plan計劃Manufacturing生產Distribution銷售Accounts Receivable結算Time時間To reduce the length of time an organization requires to finance itself 減短財務結算時間 2004 - KPO page 15creating Lean through Continuous Improvement KAIZEN Promotion OfficeTime Based Strategy以時間為基礎之策略qWhen the time based strategy, th
