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精益课堂-中集的精益之旅

本文章基于2017年10月29日于东莞举办的某精益课堂分享,供分为多个章节,这是第四个章节。张先生曾经服务于富士康,目前服务于中集集团总部精益推行部门,此部门对外被称为精益ONE模式研究院。

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精益课堂-安达发智能制造软件

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本文章基于2017年10月29日于东莞举办的某精益课堂分享,供分为多个章节,这是第三个章节。安达发软件目前在国内同行处于第一梯队。

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精益课堂-精益道场

本文章基于2017年10月29日于东莞举办的某精益课堂分享,供分为多个章节,这是第二个章节。按百度解释,道场,是梵文Bodhimanda的意译,音译为菩提曼拏罗。如《大唐西域记》卷八称释迦牟尼成道之处为道场。后借指供佛祭祀或修行学道的处所。如中国佛教五大名山,分别为文殊菩萨、普贤菩萨、地藏菩萨、观音菩萨、弥勒菩萨的道场。也泛指佛教、道教中规模较大的诵经礼拜仪式。如水陆道场、慈悲道场、天师道场等。另外,道场亦被用作寺院的别称。在寺院里做佛事做法事也是做道场。简言之,修法行道之处即是道场。整个道场涉及作业流程沙盘模拟道场,安全体感道场,TPM系统道场,TQM系统道场,低成本自动化道场。整体感受是可视性和现场感比较强,不仅适用于咨询公司给客户介绍其项目理念,沙盘演戏和展示实施效果,也适用于职业院校的实习及培训场地,同时企业也可以借鉴来改善公司的作业流程,优化员工的培训系统和培训方式,让员工身临其境。

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精益课堂-Littlefuse的成功之旅

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本文章基于2017年10月29日于东莞举办的某精益课堂分享,供分为多个章节,这是第一个章节。张先生代表Littlefuse公司刚从美国领奖归来,迫不及待同大家分享其服务的Littlefuse 的精益成功之旅。张先生在Littlefuse 服务超10年,最近5年专职主导公司的精益改善项目,并持有美国某学院MBA学位。

“LittleFuse 的精益成功之旅”,主讲 张运福先生 Littlefuse 精益经理

驾驶与精益 Driving and Lean

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近日拜读冯文亮先生的职场小说“冲出重围-快速精益之道”,对此又有了更深的认识,书中有几个观点值得借鉴。Having read A Quick Qay of Lean Production recently, a professional novel written by Feng Wenliang, I have had some deeper understanding of the above issues. There are some points of view that are worth learning in the book.

1.河槽容纳的流量=淤泥等原因占据的流量 + 河槽的实际流量。而清淤只需要清理一些重点河段,就可以保持整条河道的畅通。
1. Gross river flow=space taken by sludge + net river flow. Dredging can be undertaken only at some major river segments in order to keep the whole river course smooth.

2.车间人分三类:多人,少人,新人,工厂人力资源调配信息不顺畅。。。可以将几条生产线设置为人力调配线,调配线的数量是可变的,根据生产线每天的实际需求而定,所有多的人都放掉调配线上,确认的生产线就去调配线上领取。。。调配线还兼有新人培训的功能。
2. A labor force structure in workshops can be categorized into excessive workforce, short workforce or new comers. Disordered human resource information gives rise to many problems. A solution is to allocate personnel in several deployment lines which are variable in number and determined by the actual demand of product lines. All the spare workforce is enrolled in personnel deployment lines, ready to be employed by a product line. A deployment line also helps to train new workers.

3.生产线最重要两个工位:第一工位和动态的瓶颈工位。第一工位决定最大的输出产能,动态的瓶颈工位就是半成品(WIP)积累最多的工位,决定“消化“顺畅,实现最大输出产能的可能性。
3. The two most important working positions on a production line are the first position and the dynamic bottleneck position. Whereas the first position decides the capability, the dynamic bottleneck one, where work in process accumulate the most, decides digestion, fluency and the possibility to achieve the maximum capability.

4.工厂管理先治病,再强身健体。找到工厂快速改善的办法如同治病,而5S,标准化,设备保养等等则如同健体,不见得有多少可见的直接经济效益,但至关重要。
4. A good factory management calls for wiping out the root of problem first and then finding ways for reinforcement and optimization. The root of problem lies in how to achieve fast improvement, and ways for reinforcement and optimization includes various methods such as 5S, standardization and equipment maintenance. They are steps of importance although they may not bring out much direct economic benefits.

5.库存是万恶之源。
5. Stock is the root of all evil.

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