精益基础和浪费摘要.pptVIP

SHA- LCD001AW (GB) * SHA- LCD001AW (GB) * SHA- LCD001AW (GB) * Traditionally change over reduction is used to free up capacity that was previously used for change overs. Whilst there is nothing wrong with this per se, in an operational transformation we aim to reduce changeover time in order to allow more change overs to occur within the same total amount of change over time. In this way batch sizes can be reduced, allowing inventory and other forms of waste to be reduced and flexibility increased. SHA- LCD001AW (GB) * SHA- LCD001AW (GB) * SHA- LCD001AW (GB) * The concept of “cost of variety” is explained more fully on the next slide * 浪费和波动性低，意味着生产标准化的可能性高，用标准化的思路，运用SMED以及好的生产计划管理等方法来是的生产系统运作和切换的可能性及效率就高，也就是高弹性低成本 * * If appropriate this slide can be used for shortly repeating the 7 types of waste * * * * SHA- LCD001AW (GB) * 三个方面的精益要素突出不只是生产活动改善，要赋予运营其它方面的活动 * * * * * * * * * * 27% fail: Victim or hero mindsets Multilayered organisations with functional silos Heavily unionized with rigidly defined responsibilities Distrust between sales, production, RD Often not talent magnets 23% fail: Conduct, but don’t act on, best-practice benchmarking Inadequate frontline capabilities to drive change beyond incremental improvement Autonomous decision making too decentralized to drive coordinated change 10% fail: Dispersed and remote locations Tendency to solve all problems with capex Final 10% fail: Product, grade, and specification proliferation increasing complexity Plant-specific operating models Large exposure to external drivers Copyright 3M 2003-2006. All Rights Reserved. 3M Confidential * Purpose: To Describe the Long-Term Objectives Key Points: Lean is a journey, not a destination. For that reason we need aggressive annual improvements. Our metrics should drive us to the right performance. But we can not rely on outside consultants. We have to learn the tools and techniques, and then lea