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#2楼说:
是不是丰田精益生产那挡子事啊...IE的东西原文不好懂...还是C文的容易理解，下面两篇文章看了N久还没个眉目的...写个论文倒不错的借鉴...。
Lean Manufacturing
A thesis about "Lean Manufacturing" for all of us
Lean Manufacturing
MOVING OUT OF CRISIS—SUPPLIER-BASED LEAN MANUFACTURING
Moving toward lean manufacturing practices and systems in the suppliers' operations represents the final phase of the crisis plan. This final phase, however, does not end, is not a program, and represents a fundamental shift in business management. Lean-based manufacturing, usually exemplified by the use of Toyota Production System (TPS) methodologies, takes the art of kaizen to a different level. Whereas we've so far discussed kaizen as an event, lean efforts transform kaizen to a process encompassing the entire business enterprise. This concept creates flow kaizen where the flow of material, information, design, manufacturing, and administration are all parts of continuous improvement efforts.
Taking lean disciplines to the supply base requires practical experience and knowledgeable facilitators from your organization. Academic understanding of lean systems is by no means sufficient to begin an implementation effort with the suppliers. The information in this chapter defines just one of many methodologies of beginning a lean enterprise implementation plan for the suppliers. The important lesson here is that there needs to be a well-thought-out, and, even more important, well-executed deployment of lean. Without planning and execution perfection, the credibility of the practice and of the facilitators comes into question. The lean practice never becomes an institutionalized business approach.
The following lean SCM definition is a simplified version for the purposes of introducing the concept to SCM professionals. Lean Thinking, by Womack and Jones is an excellent resource for more fully defining lean and lean efforts, including kaikaku approaches. Particularly appropriate for this section is a quote from Lean Thinking regarding the "radical path." "There is an alternative, radical path to perfection, a total value stream kaikaku involving all the firms from start to finish."[1] It is exactly such an approach I am speaking of when I recommend supplier lean implementation as part of an SCM strategy.
Definition
Lean manufacturing is a continuous improvement program taken in small steps. It improves the process by eliminating waste, standardizing work, and creating flexible manufacturing. It is typically focused on the production process, working to evolve it, rather than just change it. Typical tools used to achieve this improvement include: line smoothing, the Five Ss (sort, set in order, shine, standardize, sustain), cycle time reduction, and work area reconfiguration. The application of Toyota Production System (TPS) or similar methodologies is also used.
Implementation Procedure
The lean manufacturing program is a highly focused tool deployed with a limited number of suppliers at a given time. Within each supplier a pilot or showcase line is chosen for the implementation of lean. The process can be viewed as happening in two waves. Each wave contains three phases. The first wave will take approximately one year to "complete."[2]
CASE STUDY 9.1
DSW had already implemented lean methodologies in its own manufacturing operations throughout the world. The implementation, however, had been one of internal focus only. The supply chain had not been tapped for its ability to support the lean effort. Lean facilitators had been trained and deployed throughout the company. DSW's SCM group had recently acquired four lean facilitators throughout its worldwide SCM operations.
In developing its strategic initiatives, the SCM group was struggling with the best way to deploy these resources. The advent of the crisis situation complicated this deployment question, as these very knowledgeable and experienced resources were not provided the environment in which to fully utilize their skills.
Questions
Given the need to respond to the crisis situation, how should DSW deploy its lean SCM resources? In what way could the lean facilitators contribute to the crisis plan?
When deploying lean initiatives with its suppliers, in what area should DSW focus its initial efforts?
Why would DSW want to deploy lean with its suppliers? What advantage can be gained in QCD (quality, cost, delivery) from these lean efforts?
Wave One
Wave One is the aided implementation of lean manufacturing systems with primary suppliers, and usually encompasses complex or high value components. Critical to Wave One's success, and facilitating the ability to move to a second wave of implementation is capturing on learning both internally, and at the suppliers' locations.
Phase I: Developing the plan (three months) This phase is divided into three stages. Each stage is about one month in duration. Your company and the supplier need to work closely together during this phase. During Stage 1 your lean facilitators would have residence at the supplier location during Weeks 1 and 4. The facilitator's presence during Weeks 2 and 3 would be periodic based on the event's needs.
Stage 1 (one month):
Week 1: Kick-off (one to three days). The kick-off phase includes training the team in lean vocabulary, philosophy of lean in business, and methods improvement and measure, etc., baseline calculations of existing production (or other) operations and efficiencies; brainstorming changes as needed, and prioritization of implementation efforts.
Week 2: Preparation (one to ten days). This phase includes scheduling of implementation efforts, maintenance of facility and equipment in preparation for additional changes, ordering equipment and supplies, and whatever must be completed to start implementation.
Week 3: Implementation (two to four days per implementation task). Week 3 is the hands-on revision to the gemba (workplace) by implementing the lean changes. The length of the changes may significantly exceed this time period. Like all lean efforts, implementation really has no end, just continuous refinement.
Week 4: Measure productivity (three to five days). Lean efficiency measures are many; however, the most important is the direct measure of manufacturing productivity. The definition of productivity is: output in pieces times 60 minutes divided by working hours times the number of operators. This and other efficiency measures defined in Week 1 need to be updated and reported. Hoshin planning and management by plan (MBP) are effective tools for monitoring and reporting progress toward objectives.
Stage 2 (one month). During this stage we will evaluate the effects of the changes, improve the initial ideas, and reprioritize those ideas. The lean facilitators will have an onsite presence during this stage of approximately one week.
Stage 3 (one month). This stage is for measuring productivity and reporting improvements. Lean facilitators will have an on-site presence of approximately one week. This time should be used by the executive team for a supportive review that is part of the hoshin/MBP process.
Phase II: Implementing the plan (nine months) This phase is divided into three stages, but unlike Phase I, the timing for each stage depends on each supplier's unique situation. Your presence during this stage would involve periodic one-day visits to support the supplier and monitor progress.
Stage 1. This is the point at which the supplier begins to fully take the lead of the lean implementation efforts. The supplier continues to implement and deploy the next set of lean objectives. Efficiency gains are continually measured from the ongoing implementation and translated to cost improvements. These savings are reported back to the buyer as they are measured and verified.
Stage 2. At Stage 2 in Phase II, the supplier has completed the initial implementation of lean practices of the targeted process (the pilot line or process) and now looks to apply the ideas and principles realized on the first effort to other processes. The supplier will report cost savings back to the customer's buyer as they are measured and verified.
Stage 3. At this point the supplier has completed implementing the lean manufacturing process on similar processes and starts applying the program to other product lines and processes, and may include administrative as well as manufacturing processes.
Phase III: Learning and verifying results Phase III is a formal supportive review by the supplier with the customer. The review is made to a cross-functional management group from those functions that normally interact with the supplier. Progress toward implementation, efficiency and cost improvements, roadblocks, and other issues are reviewed in detail with support assigned as necessary, including detailed continuation plans. Phase III also represents the transition to the next wave of application at the supplier.
Wave Two
Wave Two of the implementation of lean systems within the supply base focuses on two main elements. The first of these is to formally expand the lean initiatives beyond the manufacturing process at the Wave One suppliers. In this effort, the suppliers take a fresh look at the processes addressed in Phase I; examine the lessons learned; modify the process as necessary; and move to other functional operations.
Many six-sigma programs focus on the nonmanufacturing processes in effort to define and deliver improvements. Kaizen for administration is also a commonly deployed methodology used for this purpose.
[1]Womack and Jones, Lean Thinking, p. 91.
[2]"Complete" is enclosed in quotation marks as it is an accepted understanding within lean deployment that no process is actually ever complete, but phases of improvement have been accomplished.
MAKING SENSE OF LEAN
The definition and process identified here only skims the surface of the breadth of lean manufacturing and lean systems. To be able to utilize the process outlined above, your organization will require practical lean experience and education. The experiments that you make in implementing lean are best made within your four walls. Without this experience and education you will be unable to anticipate the suppliers' implementation issues and be unable to guide the supplier toward solutions.
A significant element included in the implementation process is the inclusion of specific measures of cost performance. While operational efficiency measures ultimately translate to cost and profit improvement, traditional lean measures do not include cost performance. Lean systems implementation (with suppliers) as part of a SCM effort uses specific cost measures as a primary element. With this measure, it becomes unfortunately easy to let lean become a cost savings program. By this I mean, the drive for cost improvements becomes the force leading lean implementation, not lean implementation defining cost improvement. In bringing together a total cost improvement plan, lean efficiencies become the ongoing ability to continuously achieve savings. It is these savings that ensure market competitiveness in the long term. This will be discussed more in Chapter 10.
CASE STUDY 9.2
Questions
1.
Given the need to respond to the crisis situation, how should DSW deploy its lean SCM resources? In what way could the lean facilitators contribute to the crisis plan?
2.
When deploying lean initiatives with its suppliers, in what area should DSW focus its initial efforts?
3.
Why would DSW want to deploy lean with its suppliers? What advantage can be gained in QCD (quality, cost, delivery) from these lean efforts?
Answers
1.
The lean resources were provided initially as a preparation force leading the development of the lean implementation plans. Building on their work as participants on the acquisition teams, the lean resources provided the continuity from the prior phases into the lean development effort. While the prior phase and lean preparation work didn't fully utilize the lean skills, the presence of additional human resources facilitated a sustained focus on cost improvement.
2.
The initial focus of lean efforts was based a traditional Pareto analysis of spending. This technique was used throughout the crisis plan in prioritizing the commodities and suppliers within the commodities to which the efforts were going to be initially applied. In addition, it was with those suppliers who were deemed long term or to have long-term potential that lean efforts were deployed. Short-term or transitional suppliers were not included in the lean efforts.
3.
DSW deployed its resources to its key suppliers to build a long-term efficiency plan, working to achieve productivity improvements. These efforts resulted in multifaceted cost improvement efforts through operational efficiency gains; reduced quality reject costs; and improved delivery and schedule attainment, resulting in ongoing cost improvements for DSW.
Manufacturing Implementation
The implementation of the lean manufacturing process typically occurs on a single product or product line at a time. It is unusual and not recommended to attempt to lean the lines of an entire production facility simultaneously. The lessons learned during the first attempt provide the basis for the second attempt and simplify the third attempt, until the facility as a whole exhibits lean manufacturing techniques. The next paragraphs briefly outline some of the primary actions taken during the manufacturing rollout. Again, the importance is to understand the process and timing of lean manufacturing and how changes in supply chain management can support these efforts.
LEAN MANUFACTURING
To enable all the downstream lean manufacturing activities, the first action which must occur is to determine the required manufacturing time necessary to meet customer demands. Takt time, as the lean manufacturing literature calls it, is simply the calculation of available labor hours divided by the customer demand. Rother and Shook describe this as the initial activity in the development of the lean value stream.[1] Yasuhiro Monden offers detailed methods of translating available work time, customer demand, and other capacity constraints into takt time calculations in his book.[2] Takt time is such a critical factor because its purpose is to maximize the time utilization of the production labor, or stated differently, to use only the time needed to make a part. It is the first step in identifying and eliminating labor waste.
From the development of takt time, the process of continuous flow manufacturing arises. Simply stated, this methodology removes inventories from between the manufacturing processes and delivers a product to the next value-added operation exactly when it is needed. The level of staffing and the work order to be performed is determined by the development of standardized work. Standardized work is a detailed description that tells employees the order in which parts are manufactured to support takt time calculations. Deviations from standardized work result in variance from the takt time, and inhibit the trace-ability of product defect causes. Monden's book details the benefits obtained by standardized work, and the resulting smoothed production and reduced inventories.[3]
Of all the lean manufacturing processes, this next one is the most widely known. Commonly called just-in-time, the timely availability of the right material, at the right time, in the right quantities, certainly is a cornerstone in lean manufacturing. Although JIT is commonly used in reference to material delivery from a supplier or to a customer, JIT within an operation is equally important. In a successful lean environment, kanban-based material movements facilitate this on-time material availability. Kanban is most easily described as a visual signal sent to the supplying operation that goods are needed. The kanban signal should be used as the basis of kicking off continued production or material delivery. This kind of material movement is necessary where continuous flow processing is not feasible or when the supply operation is too distant or unreliable. Kanban systems are used most effectively with the use of supermarket or inventory storage between processes, and can provide tremendous advantages over traditional MRP, especially with outside suppliers
Lean Manufacturing and the Environment: Research on Advanced Manufacturing Systems and the Environment and Recommendations for Leveraging Better Environmental Performance
http://www.epa.gov/lean/leanreport.pdf
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