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1、大连交通大学2011届本科生毕业设计（论文）外文翻译 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 thi
2、nkers 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 crea
3、ting 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 fin
4、ished 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
5、: goods and services that do not meet the customers 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,
6、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-
7、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 l
8、east amount of effort, energy, equipment, time, facility space, materials, and capital while giving customers exactly what they want. The Prize We Can Grasp Now. Converting a batch-and-queue system to continuous flow, with pull, will: Double labor productivity Cut throughput time by 90% Reduce inven
9、tory by 90% Cut errors by 50% Cut injuries1: Value A House or a Hassle-Free Experience? Doyle Wilson Homebuilder found that customers “valued” a hassle-free design process and on-time delivery. All his processes were then re-aligned to meet this goal. Define Value in Terms of the Whole Product. As t
10、he product flows, each firm defines value differently. Think of air travel. Each firm agent, airline, taxi, currency exchange, customs, immigration defines their own priorities, duplicates efforts, and works in disharmony with the whole process. The customer is not satisfied. 2: The Value Stream The
11、 View from the Aisle. A value stream “map” identifies every action to design, order, and make a specific product. Each step is then sorted into three categories: (1) those that add value, (2) those that add no value but are currently necessary, and (3) those that add no value and can be eliminated.
12、After the third category has been eliminated, the second category should be addressed through flow, pull, and perfection techniques. The Value Stream for a Carton of Cola. The British grocery chain Tesco retails products with thousands of value streams. In the canned cola value stream, three hours o
13、f value-added activity take 319 days to perform. 3: Flow The World of Batch-and-Queue. Five-sixths of home-building is waiting for the next set of specialists or rework. Flow principles typically cut half the effort and the time required. The Techniques of Flow. The 1st step is to maintain focus on
14、the product. The 2nd step is to ignore job boundaries and departments IOT remove impediments to continuous flow of the specific product. The 3rd step is to rethink work practices to eliminate backflow, scrap, and stoppages IOT make the product continuously. Takt time synchronizes the rate of product
15、ion to the rate of sales. (48) bikes per day sold divided by (8) hours of production = (6) bikes and hour, or (1) bike every ten minutes. Flow requires all workers and machines to be capable at all times. This requires cross-training. Flow requires workers to know the status of production at all tim
16、es. This requires visual controls. All activities can flow. Concentrate on the value stream for a specific product, eliminate organizational barriers, and relocate and right-size tools. 4: Pull Pull means that no one upstream should produce anything until the customer downstream asks for it. “Dont make anything until it is needed, then make it ver
