What is Lean?
What is Lean?
What is Lean?
The core idea is to maximize customer value while minimizing waste. Simply, lean means creating more value for customers with fewer resources.
A lean organization understands customer value and focuses its key processes to continuously increase it. The ultimate goal is to provide perfect value to the customer through a perfect value creation process that has zero waste.
To accomplish this, lean thinking changes the focus of management from optimizing separate technologies, assets, and vertical departments to optimizing the flow of products and services through entire value streams that flow horizontally across technologies, assets, and departments to customers.
Eliminating waste along entire value streams, instead of at isolated points, creates processes that need less human effort, less space, less capital, and less time to make products and services at far less costs and with much fewer defects, compared with traditional business systems. Companies are able to respond to changing customer desires with high variety, high quality, low cost, and with very fast throughput times. Also, information management becomes much simpler and more accurate.
Lean for Production and Services
A popular misconception is that lean is suited only for manufacturing. Not true. Lean applies in every business and every process. It is not a tactic or a cost reduction program, but a way of thinking and acting for an entire organization.
Businesses in all industries and services, including healthcare and governments, are using lean principles as the way they think and do. Many organizations choose not to use the word lean, but to label what they do as their own system, such as the Toyota Production System or the Danaher Business System. Why? To drive home the point that lean is not a program or short term cost reduction program, but the way the company operates. The word transformation or lean transformation is often used to characterize a company moving from an old way of thinking to lean thinking. It requires a complete transformation on how a company conducts business. This takes a long-term perspective and perseverance.
The term "lean" was coined to describe Toyota's business during the late 1980s by a research team headed by Jim Womack, Ph.D., at MIT's International Motor Vehicle Program.
The characteristics of a lean organization and supply chain are described in Lean Thinking, by Womack and Dan Jones, founders of the Lean Enterprise Institute and the Lean Enterprise Academy (UK), respectively. While there are many very good books about lean techniques, Lean Thinking remains one of the best resources for understanding "what is lean" because it describes the thought process, the overarching key principles that must guide your actions when applying lean techniques and tools.
"Just as a carpenter needs a vision of what to build in order to get the full benefit of a hammer, Lean Thinkers need a vision before picking up our lean tools," said Womack. "Thinking deeply about purpose, process, people is the key to doing this."
Purpose, Process, People Womack and Jones recommend that managers and executives embarked on lean transformations think about three fundamental business issues that should guide the transformation of the entire organization:
Purpose: What customer problems will the enterprise solve to achieve its own purpose of prospering?
Process: How will the organization assess each major value stream to make sure each step is valuable, capable, available, adequate, flexible, and that all the steps are linked by flow, pull, and leveling?
People: How can the organization ensure that every important process has someone responsible for continually evaluating that value stream in terms of business purpose and lean process? How can everyone touching the value stream be actively engaged in operating it correctly and continually improving it?
by Jim Womack
by John Shook
( available)
with John Shook and Jim Womack
with Eric Ries
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精益思维和精益生产系统Lean Thinking and Lean Manufacturing System.ppt 100页
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Lean Manufacturing Overview 概述 Participant Guide 学员手册 Bestway Lean Training Program, July 2001 ( Shanghai ) Starting with Toyota in the late 50’s and catching on in the mid – 80’s in the reminder of the industrial world, Lean Manufacturing has become a key strategy for manufacturers
起源于20世纪50年代丰田汽车公司，而在80年代中期被欧美企业纷纷采用。随着微利时代的来临，精益生产模式成为企业竞争的有力武器 Shorter lead time and on time delivery
快速并准时交货 Grow the mix，special configurations
需求品种增加，特殊定制 Maintain / improve quality and reduce price
不断改进质量及降低销售价格 Total life cycle of product becoming shorter and shorter
产品的生命周期越来越短 No boundary，business globalize village
无国界，业务“地球村”
The are two ways to think about the relationship of Price, Cost and Profit
在价格，成本和利润的关系中，有两种不同的思考方法：
1。传统的方法
销售价格 = 成本 + 利润
2。新的方法
利润 =销售价格 – 成本
Lean -“精益”释义 精益：形容词 1： a：无肉或少肉， b：少脂肪或无脂肪 2： 不富裕 3： 在必要性，重要性，质量或成分方面稀缺 4： 文体或措词简练
同义词：薄，极瘦，过分瘦长，骨瘦如柴，瘦削的， 似 骨的，消瘦的，细长的，瘦长的
反义词： 肥胖的，多肉的，过重的，不结实的，过分 肥胖的，丰满的，粗短的，肥大的，软的
Whatever You Call It
不管你称呼它什么 Lean Manufacturing Flow Manufacturing Continuous Flow Demand Pull Demand Flow Technology Toyota Production System _____ Production System etc?.. Lean Manufacturing - Key Characteristics精益制造 - 关键特性 Focus on SPEED and SIMPLIFICATION Pull materials through the process Balanced operations based on customer demand Minimal build unless tied to customer order Extend to Supplier Base
着眼于速度和过程简化
在生产过程中“拉动”材料
根据客户的需求平衡操作
除非受订单的限制，否则最小批量生产
延伸至供应商 What is Flow Manufacturing?什么是流动生产？ A time based system that pulls material through a production system with no interruptions
建立在时间基础上，无障碍地拉动物料流经生产系统 Time and Impact
时间与影响 Time in Manufacturing 生产中的时间
Best Plant？最好工厂？ 按时交货 - 98% 交付周期时间 - 10 天 缩短交付周期时间 (5年) - 56% 缩短生产周期时间 (5年) - 60% 生产周期时间 - 3 天 执行比率
- 3/10 = .30 库存周转 - 12.0 库存减少 (5年) - 35% 在制品周转 - 80 使用精益生产的工厂 - 96% Benchmark Results 定标结果 Benchmark Results 定标结果 Lean Manufacturing Foundations实施精益的基础 Eliminate Wastes 5S a
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lean thinking
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继改变世界的机器之后研究丰田生产方式的又一部经典著作
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评论共有2条
哎，太少了，以为是完全版呢
LEAN 思維好書!
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