工业企业组织结构图.pptVIP

Concrete examples of 1 or 2 of these are helpful The best way to eliminate Correction Activities is to stop making bad product! 消除返工行为的最好方法是停止制造次品！ Remember that any time you produce “ahead” of the customer, you subject yourself to risk – you assume that the customer will eventually buy. 记住：任何时候提前于客户的生产，你会遭遇风险－－你假设的是客户最终将会购买 Give some concrete examples We make the decision as to what to build, when to build it, and how much to build – we need systems that will allow us to match production with consumption efficiently. 我们要决定生产什么，什么时候生产，生产多少－－我们需要系统能保证我们能有效的生产消耗 Essentially any movement of material other than from one value-added operation to the next value-added operation is waste. 基本上，除了从一个增加价值的操作到下一个增加价值的操作之间的物料搬运，其他的任何搬运都是浪费 Give concrete examples Not only does it require resource to move the part, it also introduces another source of part damage/contamination. 不仅需要资源去移动零件，也是造成零件损坏／污染的其他原因 Note that waste of motion focuses on the resource, whereas waste of material movement focuses on the part. Waste of motion can be applied to both people and equipment. 注意：动作浪费关注资源，而搬运浪费关注零件。动作浪费能同时运用到任何设备 Basic Industrial Engineering Principle: Motions require time. If we reduce wasteful motions, we reduce time and therefore resource consumption associated with that activity. This is the heart of true cycle-time reduction. 基本工业工程原则：动作需要时间。如果我们减少浪费的动作，那我们就减少了时间，因此和资源的消耗相关。这是真正减少周期时间的核心 Ultimately we want to minimize the motions associated with value-added activities, and eliminate motions required for non-value added activities. 最终，我们想要减少增加价值活动的动作，并消除不增加价值活动的动作 Note that here is where we truly diverge from the “old” way of thinking. We used to approach system design with the assumption that idle equipment was bad; essentially we were trying to “post-justify” our equipment purchase, and would accept idle operators as a necessary means to keep equipment running. The focus in lean is to produce what the customer wants, when the customer wants it. We can accept idle t