正数-辣椒粉
实现改善的六个步骤
Learning to Think Lean: Six Steps with
R
实现改善的六个步骤
Learning to Think Lean: Six Steps with
Review
Points
Organizations
can profit from learning to think in terms of
Lean, a
philosophy that aims to
eliminate waste (in Japan, where Lean was
developed, the term is muda). Lean
attacks waste mainly by
shortening the
time between the customer order and shipment.
Based
on a customer-focused view, six
steps can provide a strong foundation
for any organization that wants to
incorporate Lean into its operating
philosophy. These steps in Lean
thinking can be best evaluated at the
producer end by verifying and reviewing
each step one at a time.
很多组织都可以得益于
LEAN
的实施
,
这种
方法可以减少浪费
.LEAN
控制浪费的主要途径是缩短从客户
下订单到运达客户的时间
.
根据以
客户
为中心的原则
,
以下六个步骤可以最大限度读地帮助组织或公司
应用
LEAN
的原理
< br>.
这六个步骤可以根据需要定期进行实施效果的检
验
.
1. Value
价值
2. Value
Stream
价值细化
3.
Flow
流程
4. Pull
推动
5. Perfection
完善
6. Replication
重复
Lean thinking
can best start by giving due consideration to
value,
which ultimately is the
customer's requirement. The value of any
product (goods or services) is defined
by customer needs and not by
any non-value-added activity at the
supplier or producer end. That is,
the
customer is prepared to pay for operations by
producers or their
suppliers that
transform the product in a way that is meaningful
to
the customer. Customers do not want
to pay for waste at the
producer end. <
/p>
推动
LEAN
的关键是改变对价值的看法
,
要从客户的角度理解一切问
题
.
任何产品的价值无论是物品还是服务都必须是客户认可的
,
生产供
应方要避免一切没有价值的行为
.
客户只希望为自己需要的有意义的
产品付钱<
/p>
,
客户的钱不会花在生产者的浪费上
.
1. Value
(Specifying)
价值的定义
Value is determined by the customers
who want to buy the right
product with
the right capabilities at the right price. That
is, the
product must be
–
from design to
manufacture,
from delivery to error-
free operation. Lean companies work on
making their processes right by
eliminating waste
–
something no
customer wants
to pay for.
价值是由客户决定的
,
客户愿意付钱购买物美价廉的东西
.
这些产品必
须随时都满足客户
,
无论是设计还是制做<
/p>
,
从安装到使用
.
应用
LEAN
的公司是通过流程来控制浪费
< br>,
以此来避免给客户带来损失
.
While linking the term
requirements, the following questions
can be asked to review the
value for
the customer as it relates to any specific product
issue:
当我们在考虑给客户带来的价值时
,
可以通过以下内容来特化价值的
涵义
.
What is the problem that impacts the
customer?
会给客户带来什么
样的损失
?
What is the problem that
the team is going to take action on?
我们在
采取什么措施来克服这种损失
?
Why is the project so
important that the organization should address
it?
公司为什么要强调该项目的重要性
?
Why is the project being done?
为什么要完成该项目
?
Do all the stakeholders understand and
agree to the problem and its
impact on
business? Do they all agree that fixing it is
critical for the
business? Do they all
support the project?
是不是所有的股东都认识
到该问题会给业务带来损失
?
他们都明白处理该问题的
重要性吗
?
他
们支持吗
?
Are the roles and
responsibilities of the project team members
clearly
defined?
项目小组的责任和义务规定清楚了吗
?
Are the needs of the
customers clearly identified?
客户需求搞清楚了
吗
?
What's in it for the
customers? How do they benefit?
给客户带来的
直接利益是什么
?
What's in it for the
business? How does the business benefit?
给公司
业务带来的直接利益是什么
?
Were the key parameters or
the most important thing to be fixed
identified?
辨别改善的标准是什么
?
Does everyone describe what will be
measured in the same way?
所有
人都知道衡量改善的标准吗
?
Can the primary metric be
manipulated? How does it drive the right
behavior?
以前是怎样测量成败的指标的
?
What can go worse as a result of the
project?
项目失败的潜在因素是
什么
?
Where does the problem
occur? Did the team identify it correctly?
Did the team work on this particular
issue to completion?
问题发生
在哪里
?
如何发现的
?
项目小组的人员纠正那些问题了吗
?
What does success look like? How will
success be quantified?
项目成
功的
标准是什么
?
怎样量化
?
2. Value Stream Mapping
(Identifying)
价值链的描述
Once value is specified by the
customers, the next Lean step is to
identify the right process
–
a process that
only adds value to the
product, in
other words, a waste-free process. The value
stream for a
product has three
categories of activities:
一旦客户认可了我们产品的价
值
,
下一步就是要设计正确的流程
.<
/p>
该流
程只能给产品带来价值
,
或者说该流程应该是天衣无缝的
.
产品价值的
实现一般有三个主要特征
.
1.
Process steps that definitely create value: In any
manufacturing
process, the steps that
are actually transforming the fit, form or
function of the raw material, and bring
it a step closer to the finished
product.
可以实现价值的流程步骤
< br>,
任何制造流程都是为原材料转化成为终端
成品而度身定
做的
.
2. Process steps that
create no value but are necessary, due to current
state of the system: In any
manufacturing process, activities like
inspection, waiting and some
transportation steps.
没有直接价
值但是必须的流程步骤
,
其存在是由于现有工艺或系统的
限制
:
在任何制造流程中的一些动作
,
比如质量检验
,
等候
,
运输等步骤
.
3. Process steps that create no value
and can be eliminated: Any
activity
that does not fall into the above two categories.
While the parts of a process that
create no value should be
eliminated,
any action or activity that is recognized as
non-value-added but currently necessary
should be targeted for
improvement. At
this point a detailed process flow diagram should
be
generated for each product or
product category. To ascertain which
steps in the process are unnecessary,
an intense questioning and
re-examining
method (Japanese term is kaikeku) is applied to
every
aspect of the process under
consideration.
不产生价值但是可以避免或
控制的步骤
:
一旦发现任何没有价值但是
由于现实条件不得不采取的步骤
,
都要作为下一步改善的目标
.
解决问
题的方法是将该产品或产品类
别的详细生产流程描绘出来
,
注明哪些
是有待于改进的步骤
.
The review points
at this stage
are:
需要经常检查的项目如下
Does the team understand how the whole
process works?
大家了解该
流程的操作过程吗
?
Did the team manage to
complete a detailed process flow diagram at
this stage?
有没有把详细的流程图画出来
?
Did the team identify the waste in the
process?
我们知道这个流程中
产生浪费的步骤是在哪
里
?
Did the team
follow kaikeku
–
the radical improvement approach?
我们有改善计划吗
?
Were there any particular processes
that did not support the
customer need?
是否有些流程根本不能满足客户需求
?
Did the team make use of
the knowledge and experience within the
business to establish this?
我们是否应用大家的智慧和经验去解决
?
What constraints/flow
problems exist in the process that are hurting
the business?
该流程中有没有给业务带来损失的因素
?
Can the team quantify any
difference in people, shifts and days
causing hidden constraints/flow
problems?
我们有没有量化流程中所
存在的问题的手
段
?
Does the team
know the causes of the constraints/flow problems?
我
们知道产生问题的原因吗
?
What impact on the business
and customers are these
constraints/flow problems causing?
当发生问题时对业务和客户产生
怎样影响
?
When will the team have
enough information/data about the issues
that could be causing the problem?
何时我们可以有足够的数据来分
析问题的所在
?
Does the information reveal
anything new about the problem?
通过
分析是否提示对问题有新的理解
?
Did the team understand the
type of problem that is being faced?
我
们知道自己面临问题的属性吗
?
Can the team state what the
current performance of the process is?
我们可以描述清楚目前这个流程的实际能力吗
?
Is it clear yet what the
business entitlement is from the process?
流程
中那些可以影响业务的授权
?
Is there a need to go back
and refine or change what was learned in
the two value
steps?
有必要从新检查流程的步骤吗
?
3. Flow
流程
This Lean step focuses on rapid product
flow (RPF). The specific
process waste
is identified at each stage of process flow and is
eliminated. The team involved in Lean
will physically walk the
process and
write down the distance the product travels during
its
process flow. The non-value-added
distances are eliminated by
physical
layout change, which involves both human and
machine.
Factory floors are laid out in
cells rather than in functional
groupings, which reduces the distance
the parts travel in the process
flow. <
/p>
LEAN
的步骤主要体现在快速提供产品的效率性
.
它可以随时发现流
程中的浪费步骤并加以控制
.
项目小组的人员都必须身体力行
,
记录和
测量产品在整个生产过程中的详细经过
.
通过动手调整布局来减少不
必要的步骤
,
合理安排人力或必要的设备
.
工厂的
布局更倾向于设计成
小功能单元
,
而不
是根据功能来划分
.
这样一来可以减少零部件的运输
过程
.
It is at this
point that the Lean enterprise implements 5S, a
tool
developed for reducing the slack
hidden in manufacturing processes.
5S
is the basis for Lean manufacturing and the
foundation for a
disciplined approach
to the clean workplace. The five steps of 5S are
(in Japanese and English):
L
EAN
其实倾向于通过
5S
来实现管理
.
1. Seiri/Sort: Meaning
sorting or segregating through the contents of
the workplace and removing all
unnecessary items.
2.
Seiton/Straighten: Meaning putting or arranging
the necessary
items in their place and
providing easy access by clear identification.
3. Seiso/Shine: Meaning cleaning
everything, keeping it clean and
using
cleaning to inspect the workplace and equipment
for defects.
4. Seiketsu/Standardize:
Meaning creating visual controls and
guidelines for keeping the workplace
organized, orderly and clean, in
other
words, maintaining the seiso, or shine.
5. Shitsuke/Sustain: Meaning
instituting training and discipline to
ensure that everyone follows the 5S
standards.
Questions to be asked at
this point are:
How is the impact of
customer demand on the process being
translated or understood?
Did the team physically visit the
process to realize the process steps?
Did the team identify the non-value-
added distances traveled by
parts?
Did the team identify the
movements and transportations?
Have the hot spot(s) that are
constraining the process been identified?
What steps have been
initiated to stabilize the constraints before the
main improvement is made?
Has the Lean team done enough to build
5S culture in the
organization?
Has the team taken the
right steps to close the loop of each 5S step?
4. Pull
The benefits of Lean
Steps 1, 2 and 3 allow a company to produce
more than before and in a way that
value is added at every step in the
production process. The fourth Lean
step can be directed toward
either
removing excess capacity (inventory) or increasing
the rate of
pull.
Lean,
which identifies the seven deadly wastes as
defects,
over-production,
transportations, waiting, inventory, motion and
processing (or the acronym, DOTWIMP),
lists inventory as a source
of waste.
Hence, producing anything that is not sold
immediately and
is waiting at any point
of time for delivery is waste. A pull system,
which on the production side is making
a product at the same rate at
which it
is being sold, also is a waste-eliminating step.
On the supply
side, a pull system is
flowing resources into a production process by
replacing only what has been consumed.
The review points here are:
Did the Lean team define the sequence
of operation?
Did the team
manage to achieve the balance of operation times?
What can be put in place to
support the customer supply needs?
How will this be managed through the
business?
How will the
internal inventory needs be managed?
5.
Perfection
This Lean step emphasizes
that continuous improvement has to be a
part of the organization and is always
possible. This is the desired
state of
any change in any environment. The organization
should
always try to achieve what is
the perfect system for that kind of
operation and should aim at
continuously improving the present
system. The word for this in Japanese
is kaizen.
Questions to be asked here
are:
Have all stakeholders acknowledged
and accepted that the process
has been
improved?
What process will
be put in place to further improve the process?
What risk is there that
these causes will come back and disturb the
process again?
Did the team document the project in a
form that anyone can
understand?
Has the team identified the
next stage of continuous improvement?
6. Replicate
This Lean step
is a confirmation of the system implemented and
improvements achieved, and determining
that these same system
procedures,
tools and techniques can be deployed anywhere in
the
operation or in any business
process. The main benefit of this step is
that any time spent in analysis is
reduced.
Now is the time to ask these
questions:
How will the team ensure
that the business learns from its
experience?
Can
this process improvement be replicated in other
parts of the
business?
Is the control set true enough for a
similar type of operation
?
Lean Kaizen
Lean Kaizen is created with lean
techniques. This DMAIC based lean kaizen
methodology is for waste elimination in
the daily activities. Kaizen workshop or
event is one of key improvement tools
used by the world-class companies like
Toyota.
Define
(D)
Define the scope and set objectives in
project
charter.
Measure (M)
Measure the current state process map
such as
process steps, process time,
lead time, WIP,
etc from the work place
or gemba.
Analyze (A)
Analyze current state, i.e. value and
non-value
added processes, bottleneck
constraint and
process
efficiency.
Improve (I)
Improve process by designing a future
state
map.
Control (C)
Control and hold the gain with metrics
to
monitor results over
time.