精益生产资料1.pptVIP

Wk#_CPP_##Z_ModName ? 2000 Honeywell International Wk4_CPP_##Z_ModName 课程内容 课程内容 课程内容 课程内容 对增值的关注 课程内容 精益生产的思考角度: 流程中的不同活动 课程内容 汽车制造商切换时间减少对生产频率和效率的影响 课程内容 整个价值链的精益转型 工厂现场精益转型顺序 小结 These are the x’s of waste.这些是浪费的X轴。 Mention some of the sources of waste from the list.提及表中的一些浪费根源。 Ask which ones seem familiar and generate light discussion问一问哪些更熟悉，稍稍进行讨论。 Takt example: customer wants 80 per week, we work 40 hours. Takt time would be 30 minutes. Every 30 minutes, one ‘piece’, whatever we are calculating takt time for,that is: a proposal, drawings, a product, etc, would need to be completed through our process.节拍时间举例：客户每周需要80个产品，我们每周工作40小时。节拍时间是30分钟。无论我们怎么计算节拍时间，每30分钟一件产品。 Be certain to mention: FLOW FIRST, then pull. Flow must be enabled in the supplying process and the consuming process before pull between the processes will really work without adding waste (usually inventory).一定要提及：流动第一，然后才是拉动。必须在流程之间的拉动确实不增加浪费（通常是库存）之前，在供货和消费流程中形成流动 Flow is crucial as it identifies our many issues; what is it that caused the product to stop. The proposal: “Well, I had to go see Frank for some information (barrier to flow), and he was on vacation (another barrier to flow).” “Joe came over and told to to work on another drawing.” “There was a bad part from the supplier and I had to set that kit aside.” All of these ‘circumstances’, which are everyday attributes of our processes, identify waste and a lack of lean thinking. These issues require immediate action and preventive steps. Some of the solutions require time; these answers provide a great source of input for Green Belt, Black Belt, and Lean Expert projects.流动非常重要，因为流动可以发现许多问题：是什么导致了产品的停留。建议：“那么，我必须找弗兰克问一些信息（流动的障碍），他度假去了（另一个流动的障碍）。” “乔来了，让我们按另外的图纸做。” “供应商提供的部件不好，我必须把它放在一边。” 所有这些情况都是我们流程中常见的，它们可以帮助我们找出浪费以及缺乏精益生产思维的情况。这些问题要求我们立即解决并采取预防措施。一些解决方案需要时间；这些答案为绿带、黑带和精益专家项目提供了素材。 Takt time and standard work will be explained in far greater detail elsewhere in the course.我们在课程中将进一步详细地解释节拍时间和标准化工作。 Mention these terms