企业如何引进精益生产方式

文章介绍了精益生产的通俗含义，通过概述精益生产的作用及一部企业失败的原因，提出引进精益生产应具备的前提条件，并阐述精益生产的引进流程。     

实施精益生产是当前中国企业的最好选择

《改变世界的机器》和《精益思想》两书将精益生产和精益思维带到了中国,而精益生产方式曾使丰田汽车公司从较低的起步发展成为世界级的公司。那么什么是精益生产？与大量生产方式相比它有什么优劣？在中国能不能实施精益生产？如何来实施精益生产？根据与丹尼尔·琼斯教授的精益企业研究所合作在国内推广精益生产方式的实际感受,谈谈对这几方面的看法。     

精益生产与企业文化随想

精益生产既是企业的一种管理工具,同时也是一种思维的方法,更是一种文化。由于我们的传统社会文化关系,或多或少会有些相对消极的认识,可以从结合企业特有的人文环境、结合企业管理机制的不断完善、结合好企业思想政治工作三个方面深入建设,将精益这种先进的思想文化和管理工具与企业的具体情况充分结合,不断积淀、改善,使之成为真正能够为广大员工所接受并自觉发扬的企业文化。实施精益生产方式要求我们既要努力追求卓越的结果．也要将我们的文化特征与精益思想充分结合,持续追求完善的历程,在永无止境的改进过程中实现企业和个人的价值实现,推进企业健康持续快速发展。     

精益生产技术在汽车制造业的应用

针对国内汽车制造业精益生产实施的现状,结合多年来在上海通用汽车供应商中推广精益生产的经验和教训,提出了精益生产的推进应按照精益原则、精益组织、精益现场、精益价值流、精益布局、精益设备和工装、精益物流的方法和原则进行,从而推进企业的不断改善．适应当前汽车业多品种、小批量的生产特点和趋势。     

从成组技术到精益生产

生产现代化包含着生产自动化与生产合理化的结合．成组技术在生产合理化发展的各个阶段发挥了重要作用．本文阐述了精益生产发展的历史和现状、精益生产机理的研究、精益生产和其它先进技术的结合等．对精益生产的研究既有向国内外先进单位的学习，更有自己独特的创新，应该说这是具有中国特色的精益生产。     

精益生产方式实施的初步总结

该总结是杨光熏教授的课题组同贵阳航空液压件厂使用，经过几年的艰苦奋斗所取得的成果。该成果反映出我国精益生产的水平，并具有一定的代表性。在学习和借鉴这些成果的同时，更重要的是在我国企业体制改革时刻，应大力、普遍地提倡《精益思维》的精神。     

精益生产在汽齿总厂的应用

本文简述了精益生产的哲理和实现技术，介绍了汽齿总帮在精益生产方面的实践与探索，最后强调了企业应根据实际需求，将ＣＩＭ技术与精益生产有机地结合起来，才能增强国内外市场的竞争力。     

大批量定制生产与精益生产方式的比较

大批量定制生产与精益生产方式都比大批量生产具有更大的柔性。本文从多方面对大批量定制生产与精益生产方式作了比较,表面这两种生产方式有很大程度的不同,应根据企业的实际情况选择企业的发展战略。     

精益生产方式拉动生产系统设计程序的研究

将精益生产方式拉动生产系统的支撑条件分作设计性条件和改善性条件，并在仅考虑设计性条件的情况下对精益生产方式拉动生产系统的设计程序进行了初步的总结和研究，建立和阐述了相应的程序。     

浅析精益管理思想

自上世纪80年代开始,随着经济的发展,精益生产的管理技术开始在制造型企业中得到广泛应用。精益管理的核心思想,即以最小资源投入（包括人力、设备、资金、材料、时间和空间）,创造出尽可能多的价值,为顾客提供最新产品和最及时的服务。精益管理思想主要包括5个方面：精确地确定特定产品的价值;识别每种产品的价值流;使价值持续快速地流动;让用户从生产者方面拉动价值;永远追求尽善尽美。由于精益管理越来越受到关注,本文对精益管理这5个主要方面进行阐述,希望能为读者提供一些有用的信息。     

A Conceptual Map of the Lean Nomenclature: Comparing Expert Classification to the Lean Literature

Abstract

Although the implementation of lean can yield improvements in organizational performance, the literature suggests that most organizations are unable to effectively sustain the results from lean implementation efforts. The lack of clarity related to lean concepts may be a cause of unsuccessful implementation. In this work, we seek to clarify conceptual ambiguity in the lean nomenclature. Using an extensive literature review, we document lean principles, practices, and performance measures. Results from a survey of lean experts were used to investigate the relationship between lean principles and practices. Findings from the literature and from the expert survey were synthesized to develop a visual representation of the lean nomenclature. This conceptual map is intended to aid practitioners by increasing clarity of important lean concepts and thus, the probability of successful implementation.     

Characteristics of a Work Organization from a Lean Perspective

Abstract:

Implementation of lean practices results in significant changes in an organization. Current research in lean production primarily focuses on examining relationships between the implementation of lean production (LP) and the performance of the organization; however, there is a need to assess the implications of large-scale changes such as lean production on work design characteristics and employee outcomes. The purpose of this article is to study the impact of lean production on work design characteristics, such as autonomy, task identity and skill variety, and employee outcomes. This article proposes a conceptual framework that indicates key LP practices and their influences on work characteristics and employee outcomes.

Current research in LP identifies transformations in lean models inspired by sociotechnical principles. This article presents a comprehensive literature review of an evaluation of LP based on sociotechnical design principles. This evaluation contributes toward developing an insight for the proposed framework of the work design characteristics in a lean environment. Finally, a causal loop diagram is used to derive theoretical implications of the conceptual framework proposed.     

面向制造企业战略目标的精益评价

针对精益水平无法直接反映制造企业战略目标的问题,建立制造企业战略目标与精益水平指标间的映射规则。利用解释结构模型方法建立精益水平指标体系的网络模型,并采用模糊网络分析法及灰色关联度法进行评价。案例应用实现了企业战略目标到关键精益指标的转化,其结果与直接对企业目标评价结果最大偏差不超过5%,证明所提评价模式和映射规则的可行性和有效性。     

Lean Product Development as a System: A Case Study of Body and Stamping Development at Ford

Abstract:

A systems view of lean product development is presented integrating people, process, and tools. This systems approach was derived from intensive study of Toyota's product development system. Principles and methods based on this systems model of lean product development were applied with great success at Ford Motor Company helping to bring to market a record number of products that helped fuel a rebuilding of the company to financial success and award winning world-class product quality.     

Lean,Six Sigma and Lean Six Sigma: an analysis based on operations strategy

There is a growing need for operations management models that contribute to the continuous improvement of company processes, among them we highlight lean manufacturing, Six Sigma and, more recently, Lean Six Sigma (LSS). This article aims (1) to identify and analyse the differences and complementarities in the production decision areas for each one of the three models; (2) to identify the competitive priorities that lead to the best performance as a result of policies followed in the decision areas as a result of the adopted model. First, a theoretical conceptual model was developed based on a review of the literature, followed by a exploratory research questions applied to manufacturing companies that use the lean, Six Sigma or LSS manufacturing models in southern Brazil. The main results show that there are differences in the models in relation to the importance of the decision areas and the performance achieved in the competitive priorities. Individually, lean manufacturing, Six Sigma and LSS have varying degrees of importance in the Facilities, Vertical Integration and Production Planning and Control decision areas. The performance dimensions with the best performance are speed, quality, reliability and cost.     

Lean Implementation and Organizational Transformation: A Literature Review

Manufacturing organizations are constantly striving to develop more effective and flexible means for managing challenges due to globalization and increasing customer expectations. This has led to increased efforts by the business community to research and implement the Toyota Production System, or lean manufacturing, to address these challenges. These efforts have resulted in numerous publications on lean manufacturing, including research reports, scholarly articles, and trade magazine articles. However, the existing body of knowledge on lean manufacturing is disperse and diverse in nature with respect to the application and implementation of lean tools and practices, making it difficult for researchers and practitioners to gain a real grasp of this topic. In this article, we have comprehensively organized the existing work on implementation of lean manufacturing in a more structured way, enabling engineering management practitioners to more easily identify knowledge and best practices and enabling researchers to identify gaps in the extant literature. Lastly, drawing from the organizational science literature, this article also provides important insights on lean manufacturing from the perspective of organizational learning, innovation, and \culture.     

Case Study of Lean in Hospital Admissions to Inspire Culture Change

Abstract

The hospital admissions process is a distinct experience for patients as this is where they start their journey for medical care, usually with a mix of anxiety and anticipation about what is to follow. This process also happens to be long and stressful, with numerous steps, frequent delays, and the occasional glitches along the way. In this study, we used lean thinking and discrete-event simulation to map and model the inpatient admissions process at a multi-specialty hospital in order to improve patient flow and reduce unnecessary waiting and handling by patients and staff. We found that by applying a combination of simple but complementary lean techniques, it was possible to reduce the total patient time in the system by up to 43%, without incurring additional costs or using more resources. The potential for achieving substantial improvements at low cost, combined with the approach of validation-prior-to-implementation adopted in this study, can both help process engineers and engineering managers to build support for any proposed lean initiative. This also makes it possible to sustain continuous improvement in the long term, which is at the heart of the lean approach.     

从精益生产走向大规模定制生产

精益生产由汽车工业中提出,在市场经济进一步发展后,原先采用的大量生产模式必然被精益生产所取代。现在,全世界都在为在各种类型的生产中采用精益生产而努力。精益生产和敏捷制造的结合使在更大范围内实现大规模定制生产成为可能。     

Lean management in the context of construction supply chains

Construction started its lean journey with learning from manufacturing. Unlike lean manufacturing, few studies to date have investigated lean construction in both breadth and depth, especially from the perspective of construction supply chains. The limited understanding of lean construction results in a research problem. This research aims to explore the implementation of lean principles in the context of project-based construction supply chains. It achieves its aim through an empirical investigation in the UK. A combination of quantitative and qualitative methodologies provides this research with validity and reliability. Lean principles are found applicable to both residential building projects and many other types of construction projects. It is also found that lean construction can be enhanced if it synergizes with supply chain collaboration. Another finding is that lean management has a significant impact on project performance. Nowadays, construction pursues best lean practices through both learning from manufacturing and developing its own paths. Similar to manufacturing, more and more construction projects adopt industrialised and standardised production and lean management with supply chain collaboration to become leaner. On the other hand, construction-specific management approaches and information technology (IT) tools are increasingly used in lean construction practices to maximise value and minimise waste.     

精益化管理在锻造实践中的应用研究

目的将精益化管理成果应用于锻造实践之中。方法以精益化锻造管理为出发点,通过快速反应和持续改进实现精益化锻造。结果在立足现有锻造工艺技术、资源条件或生产要素等基础上实现精益化锻造具有可行性。结论有效提高锻造企业设计、开发、生产、服务、经营、管理水平和核心竞争力,以及实现精益求精锻造,实现企业价值(包括产品价值、顾客价值、员工价值和社会价值等)、利润和效益的最大化。