JIT精益生产—七大浪费精选.ppt

* Shingo was a student of Taiichi Ohno and has written many books on TPS. When talking of waste Shingo once said “we must keep in mind that the greatest Waste is waste we don’t see”. What do you think he meant by that? * Talk to the magnitude of opportunity. Talk about how much time in class participants they actually spend time adding value. Talk about the impact to Kodak by improving this number 5% * The best lean example -- Toyota embraced lean principles after WW II when there were limited resources available. Taiichi Ohno is considered to be the father of Toyota lean strategy – the Toyota Production system. TPS foundation for success was not based in techniques like kanban that could be seen on the shop floor but was a way of thinking – a value system adopted and shared by everyone at Toyota. Notice he doesn’t say anything about Kanban, or 5S or visual controls or all the other techniques that we are used to equating with lean? Taiichi Ohno is defining TPS as a way of thinking about there business – with a focus on elapsing time, getting as close to the customer as possible. KOS is build on the basis of TPS. * Shingo was a student of Taiichi Ohno and has written many books on TPS. When talking of waste Shingo once said “we must keep in mind that the greatest Waste is waste we don’t see”. What do you think he meant by that? * Traditional - make the product and hope it is what the customer wants. Pull - a customer tells us what is needed and we can respond to it. * * * If you have a manufacturing background, use examples of your experience. -careers built by reacting to fires -engineering “throwing the bear over the wall” when functions are separated, esp. physically separated - how many hours spent searching???? - band-aid mentality * * 布局之 TAKT 节拍时间 * * * * 改善前的节拍时间 改善后的节拍时间 布局之 FLOW 流动 方向（逆时针） U 形 尽量少的交叉（中间供料） 一对一 FIFO 先进先出原则 不间断地，没有停顿地 * * 流程图 * * 精益 传统 发现浪费方法之 6 VSM 价值流 Gemba 去现场 5S 整理整顿 Visual Control 可视化控制 Layout 布局 Standard Work