【原创文章】一些公司精益推进结构Roadmap

一些公司精益推进结构Roadmap

我们再说精益是一个好东西，或者是精益对于我们现在的生产制造有帮助，为了推进精益就必须回到一个根本的问题是：“我们应该怎样来推进我们公司精益生产？”。估计很多人面对这个问题的时候会很无奈，这儿问题就跟要说明“精益是什么”一样让人困惑。或者是面对我们应该怎么推进精益的时候，不同的人又不同的思考方式然后得出千姿百态的答案出来.

现在就想法是贴出一些公司的精益推进的Roadmap，供大家参考，然后找出属于自己的答案来回答：我们应该怎样来推进我们公司的精益生产？

1 Emerson公司的Roadmap

整体的思路分成两个“预备”“瞄准“”“发炮”循环，一个是企业自己内部的，一个是供应链精益。要求是做好自己企业内部的精益生产，才能推进供应链的精益生产，原因比较简单就是如果自己都做不好，怎么能帮助供应链的企业把精益生产做好。

“预备”阶段

预备做了两件事情第一个是做公司战略规划，主要看看公司那里是薄弱点，那里就将来改进的重点。第二个是培训，培训分成两个部分来进行一个是管理层的培训（lean sponsor），大致培训为一个星期时间，另外一个培训主要为培养精益推进人员的（lean champion）时间为四个月，每次培训时间为一个星期，然后回到公司做三个星期项目。

“瞄准”阶段

瞄准阶段主要做的事情就是找出公司整体的改进方向。跟很多欧美的公司喜获使用的工具一样就是VSM工具，用VSM工具找年度公司需要推进的精益方向并制定年度的改善方向，根据老师的要求你做任何的改善的时候你必须要画VSM,通过VSM图来了解你的改善是不是必须的。

“发炮”阶段

“发炮”阶段一个具体实施的过程，针对VSM制定的行到计划来做具体的改善，这个就我们经常说的精益工具的具体应用阶段，这个阶段会应用什么用的精益工具根据改善项目的需要来确定，不会是所有的工具都时候，一个简单的例子如果你是手工装配为主的生产线，TPM工具对于你来做就不是太好用了。使用到的工具包括（cell design、SMED、TPM、看板、改善周。。。。。。）包括计划或者精益办公室流程方面的东西。

如果自己的工厂的精益循环做完话就延续到供应链的环境，方法还是一样的就是“准备”“瞄准”“发炮”

后面几个公司只能贴图参考了

2 danaher公司的Roadmap

3中产连公司Roadmap

有一些东西简单了复杂化，有一些复杂了简答化，后面是一个段推进精益简单化的描述 也不错

Masafumi Suzuki
日本TPS资深顾问
I would like give you one suggestion for you. My suggestion came from my experience from my Lean Coaching.

Step 1. You have to decide the model area for lean activity with your boss.
Step 2. 5S activity first, during you are taking 5S activity with your boss, you and your boss has to observe model area. What is the current problem ( Waste)?
Step 3. You must take gap analysis that compare daily target vs today’s output with your boss. Why daily target has never reached target today? What is the problem?
Step 4. You have to establish hourly performance board first.
Step 5. Categorize current problems for Man, Machine, and Material.
Step 6. You should focus the Quality Problem first. Why this quality problem happened? What is the reason for quality problem?
Step 7. You should try to solve this issue with your boss. After you have tried some actions, check the result.
Then, next action; you have to find nice Lean Sensei for you. You have to bring those data, knock on the door of 1MFG.Com. 1MFG has many lean seminar, you and your boss will join their seminar together. 1 MFG.Com will introduce you correct sensei for you. If you have to change something quickly, you need nice sensei and kaizen network. Of cause, you can try it by yourself. But if you invite such a sensei for your plant, your kaizen speed should be changed faster.

You and your boss has to talk about lean word and lean tool at during lean activity on your model area. Why we have to use this lean tool now? What is the purpose of this lean tool?

If you cannot find good answer, you must ask your sensei.

Next important thing is Standardized Work. You and your boss has to learn and implement this approach. Lean will start from Standardized Work, then Lean will finish by Standardized Work.

Key word is the lean that is Learn by doing.