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精益生產(chǎn)過程中的時間、成本、質(zhì)量

精益生產(chǎn)包含的工具方法、管理原則、實施過程是非常龐大的一整套方法論，（精益思想）（改變世界的機(jī)器）（豐田模式）等書對這一套方法論進(jìn)行了較為詳細(xì)的描述，本書不對這些內(nèi)容做展開，只對其中的一些產(chǎn)品進(jìn)行精益生產(chǎn)的基本概念有所涉獵。
Lean production contains a very large set of methodology, including tool method, management principle and implementation process, which is described in detail in books such as (lean thought) (machine that changes the world) (Toyota model). This book does not expand these contents, but only covers the basic concepts of lean production for some of the products.
精益生產(chǎn)(Lean Production)，是二戰(zhàn)后日本汽車工業(yè)遭到的“資源稀缺”和“多品種少批量”的市場制約的產(chǎn)物，是透過系統(tǒng)結(jié)構(gòu)、人員組織、運(yùn)行方式和市場供求等方面的變革，使生產(chǎn)系統(tǒng)能很快適應(yīng)用戶需求不斷變化，并能使生產(chǎn)過程中一切無用、多余的東西被精簡，最終達(dá)到包括市場供銷在內(nèi)的生產(chǎn)的各方面最好結(jié)果的一種生產(chǎn)管理方式。與傳統(tǒng)的大生產(chǎn)方式不同，其特色是“多品種”“小批量”。
Lean production is the product of the market restriction of "resource scarcity" and "multiple varieties and less batches" in Japanese automobile industry after World War II. Through the changes of system structure, personnel organization, operation mode and market supply and demand, it enables the production system to adapt to the changing needs of users quickly, and enables all useless and superfluous things in the production process to be refined Jane, a mode of production management that ultimately achieves the best results in all aspects of production including market supply and marketing. Different from the traditional large-scale production mode, it has the characteristics of "multi variety" and "small batch".
20世紀(jì)初，從美國福特汽車公司創(chuàng)立第一條汽車生產(chǎn)流水線以來，大規(guī)模的生產(chǎn)流水線一直是現(xiàn)代工業(yè)生產(chǎn)的主要特征。大規(guī)模生產(chǎn)方式是以標(biāo)準(zhǔn)化、大批量生產(chǎn)來降低生產(chǎn)成本，提高生產(chǎn)效率。這種方式適應(yīng)了美國當(dāng)時的國情，汽車生產(chǎn)滾水線的產(chǎn)生，一舉把汽車從少數(shù)富翁的奢侈品變成了大眾化的交通工具，美國汽車工業(yè)也由此迅速成長為美國的一大支柱產(chǎn)業(yè)，并帶動和促進(jìn)了包括鋼鐵、玻璃、橡膠、機(jī)電以至交逶服務(wù)業(yè)等在內(nèi)的一大批產(chǎn)業(yè)的發(fā)展。大規(guī)模流水生產(chǎn)在生產(chǎn)技術(shù)及生產(chǎn)管理史上其有極為重要的意義。但是第二次世界大戰(zhàn)以后，社會進(jìn)入了一個市場需求向多樣化發(fā)展的新階段，相應(yīng)地要求工業(yè)生產(chǎn)向多品種、小批量的方向發(fā)展，單品種、大批量鷦流水生產(chǎn)方式的弱點就日漸明顯了。為了順應(yīng)這樣的時代要求，由日本豐圈汽車公司首創(chuàng)的精益生產(chǎn)，作為多品種、批量混含生產(chǎn)條件下的高質(zhì)量、低消耗進(jìn)行生產(chǎn)的方式在實踐中摸索、創(chuàng)造出來了。
Since the first automobile production line was founded by Ford Motor Company in the early 20th century, large-scale production line has been the main feature of modern industrial production. Large scale production is to reduce production cost and improve production efficiency by standardized and mass production. This way adapted to the situation of the United States at that time. The emergence of the rolling water line of automobile production changed the automobile industry from the luxury of a few rich people to a popular means of transportation. The American automobile industry has also grown rapidly into a major pillar industry of the United States, and promoted and promoted the development of a large number of industries including steel, glass, rubber, mechanical and electrical, and even transportation and service industries. Large scale flow production is of great significance in the history of production technology and production management. However, after the Second World War, the society has entered a new stage of diversified development of market demand. Accordingly, industrial production is required to develop in the direction of multi variety and small batch. The weakness of single variety and large batch production mode is becoming increasingly obvious. In order to meet the requirements of this era, the lean production initiated by Japan's Fengquan automobile company has been explored and created in practice as a high-quality and low consumption production mode under the conditions of multiple varieties and batch mixed production.
1950年，日本的豐田英二考察了美國底特律的福特公司的轎車廠。當(dāng)時這個廠每個月能生產(chǎn)9000輛轎車，比日本豐田公司一年的產(chǎn)量還要多。在他的考察報告中幫寫道：“那里的生產(chǎn)體制還有改進(jìn)的可能”。二戰(zhàn)后的日本經(jīng)濟(jì)蕭條，缺少資金和外匯9日本當(dāng)時沒有可能全面引進(jìn)美國成套設(shè)備來生產(chǎn)汽車，而且日本當(dāng)時所期整的生產(chǎn)量僅為美羼的幾十分之一。“規(guī)模經(jīng)濟(jì)”法則在這里面臨著考驗曩事田英二和他的伙伴大野耐一進(jìn)行了一系列的探索和實驗，根據(jù)日本的國情，提出了解決問題的方法。經(jīng)過30多年的努力，終于形成了完整的豐田生產(chǎn)方式，使日本的汽車工業(yè)超過了美國。豐田生產(chǎn)方式是日本工業(yè)競爭戰(zhàn)略的重要組成部分，它反映了日本在重復(fù)性生產(chǎn)過程中的管理思想。豐田生產(chǎn)方式的指導(dǎo)思想是：通過生產(chǎn)過程整體優(yōu)化、改進(jìn)技術(shù)、理順物流、杜絕超量生產(chǎn)、消除無效勞動與浪費(fèi)、有效利用資源、降低成本、改善質(zhì)量，達(dá)到用最少的投入實現(xiàn)最大產(chǎn)出的目的。
In 1950, Toyoda Yinger of Japan inspected the car factory of Ford company in Detroit, USA. At that time, the factory was able to produce 9000 cars a month, more than Toyota produced in a year. "There is still the possibility of improving the production system there," he wrote in his research report. After the Second World War, Japan's economy was in a depression, lacking funds and foreign exchange. 9 at that time, it was impossible for Japan to fully introduce American complete sets of equipment to produce automobiles, and Japan's overall production was only one tenth of that of the United States. The law of "scale economy" is facing a test here. Tian Yinger and his partner, Ono Naiyi, have carried out a series of explorations and experiments. According to Japan's national conditions, they have put forward solutions to the problems. After more than 30 years of efforts, it has finally formed a complete Toyota production mode, making Japan's automobile industry surpass the United States. Toyota mode of production is an important part of Japan's industrial competition strategy, which reflects the management idea of Japan in the process of repetitive production. The guiding ideology of Toyota's production mode is to achieve the goal of maximum output with the least input through overall optimization of production process, improvement of technology, rationalization of logistics, elimination of excessive production, elimination of invalid labor and waste, effective use of resources, reduction of cost and improvement of quality.
精益生產(chǎn)方式的基本思想可以用一句話來概括，即：Just In Time（JIT)，翻譯為中文是“旨在需要的時候，按需要的量，生產(chǎn)所需的產(chǎn)品”。因此有些管理專家也稱精益生產(chǎn)方式為JIT生產(chǎn)方式、準(zhǔn)時制生產(chǎn)方式、適時生產(chǎn)方式或看板生產(chǎn)方式。精益生產(chǎn)方式的基本工具包括如下幾個。
The basic idea of lean production can be summed up in one sentence, that is, just in time (JIT), translated into Chinese is "to produce the required products according to the required quantity when necessary". So some management experts also call lean production as JIT, JIT, just in time or kanban. The basic tools of lean production include the following.
(1)5S與目視控制
(1) 5S and visual control
“5S”是整理(SEIRI)、整頓(SEIToN)、清掃(SEISo)、清潔《SEIKEETSU)和素養(yǎng)(SHITSUKE)這5個詞的縮寫。 5S是創(chuàng)建和保持組織化、整潔和高效工作場地的過程和方法，可以教育、啟發(fā)和養(yǎng)成良好“人性”習(xí)慣，目視管理可以在瞬間識別正常和異常狀態(tài)，又毹快速、正確的傳遞信息。
"5S" is the abbreviation of five words: Seiri, Seiton, Seiso, seikeetsu and Shitsuke. 5S is a process and method to create and maintain an organized, clean and efficient workplace. It can educate, inspire and develop good "human nature" habits. Visual management can instantly identify normal and abnormal conditions, and quickly and correctly transfer information.
(2)準(zhǔn)時億生產(chǎn)(JIT)
(2) JIT (just in time)
準(zhǔn)時生產(chǎn)方式是起源于日本豐田汽車公司，其基本思想是H只在需要的時候，按需要的量生產(chǎn)所需的產(chǎn)品。這種生產(chǎn)方式的核心是追求一種無庫存的生產(chǎn)系統(tǒng)，或使庫存達(dá)剄量小的生產(chǎn)系統(tǒng)。
Just in time production is originated from Toyota Motor Company of Japan. Its basic idea is that h only produces the required products according to the required quantity when needed. The core of this production mode is to pursue a production system without inventory or a production system with small inventory.
(3）看板管理(kan-ban)
(3) Kan ban management
“kan-ban”是個盡語名詞，表示一種掛在或貼在容器上或一批零件上的標(biāo)簽或卡片，或流水線上各種簟色的信號燈、電視圖像等。展板是可以作為交流廠內(nèi)生產(chǎn)管理信息的手段。看板卡片包含相當(dāng)多的信息并且可以反復(fù)使用。常用的看板有兩種：生產(chǎn)看板和運(yùn)送看板。
"Kan ban" is a terminological term, which means a kind of label or card hung on or pasted on a container or a batch of parts, or a variety of signal lights and TV images with different colors on the assembly line. Display board can be used as a means to exchange production management information in the factory. Kanban cards contain quite a lot of information and can be reused. There are two kinds of Kanban in common use: production Kanban and delivery kanban.
(4)零庫存管理
(4) Zero inventory management
工廠的庫存管理是供應(yīng)鏈的一環(huán)，也是最基本的一環(huán)。就制造業(yè)而言，加強(qiáng)庫存管理，可繚短并逐步消除原材料、模鍛半成品、精密鍛件成品的滯留時問，減少無效作業(yè)和等待時間，防止缺貨，提高客戶對。質(zhì)量、成本、交期。三大要素的滿意度。
Factory inventory management is a part of the supply chain, but also the most basic part. As far as manufacturing industry is concerned, strengthening inventory management can shorten and gradually eliminate the detention time of raw materials, semi-finished products of die forging and finished products of precision forging, reduce the invalid operation and waiting time, prevent the shortage of goods and improve the customer satisfaction. Quality, cost and delivery time. Satisfaction of the three elements.