精益生产中英文互译

发布时间：2023-08-30 03:42:54

大连交通大学 2011 届本科生毕业设计（论文）外文翻译

An outline of:
Lean Thinking Banish Waste and Create Wealth in Your
Corporation
By James P. Womack and Daniel T. Jones
New York, NY: Free Press, Simon & Schuster, Inc., 1996, Second Edition,
2003 Preface to the 2003 Edition. Forecasts are always wrong. That is why lean thinkers
strive to reduce order-to-delivery time. During the 2002 meltdown, this 1996 book went back on the Business Week bestseller list. We have added what we have learned since 1996 in this edition. Lean Thinking is more relevant today. Lean ideas are the single most powerful tool available for creating value and eliminating waste in any organization.
Part I: Lean Principles
Taiichi Ohno (1912 – 1990, a Toyota executive, identified seven types of waste found in any process:
• Transportation. Unnecessary transport of parts under production.
• Inventory. Stacks of parts waiting to be completed or finished products waiting
to be shipped.
• Motion. Unnecessary movement of people working on products. • Waiting. Unnecessary waiting by people to begin the next step. • Over-Processing the product with extra steps. • Over-Production of products not needed. • Defects in the product.

We have added an eighth waste: goods and services that do not meet the customer’s needs. Other authors have added: underutilization of people
Lean Thinking is the antidote to waste. There are (5 Lean Principles:
• Specify Value. Value can be defined only by the ultimate customer. Value is distorted
by pre-existing organizations, especially engineers and experts. They add complexity of no interest to the customer.
• Identify the Value Stream. The Value Stream is all the actions needed to bring a
product to the customer. If the melter, forger, machiner, and assembler never talk, duplicate steps will exist.
• Flow. Make the value-creating steps flow. Eliminate departments that execute a single-
task process on large batches.
• Pull. Let the customer pull the product from you. Sell, one. Make one.
• Pursue Perfection. There is no end to the process of reducing time, space, cost and
mistakes.

Lean is doing more with less. Use the least amount of effort, energy, equipment, time, facility space, materials, and capital – while giving customers exactly what they want.

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大连交通大学 2011 届本科生毕业设计（论文）外文翻译

The Prize We Can Grasp Now. Converting a batch-and-queue system to continuous flow, with pull, will:
Double labor productivity • Cut throughput time by 90% • Reduce inventory by 90% • Cut errors by 50% • Cut injuries

1: Value
A House or a Hassle-Free Experience? Doyle Wilson Homebuilder found that customers “valued” a hassle-free design process and on-time delivery. All his processes were then re- aligned to meet this goal.
Define Value in Terms of the Whole Product. As the product flows, each firm defines value differently. Think of air travel. Each firm – agent, airline, taxi, currency exchange, customs, immigration – defines their own priorities, duplicates efforts, and works in disharmony with the whole process. The customer is not satisfied.
2: The Value Stream
The View from the Aisle. A value stream “map” identifies every action to design, order, and make a specific product. Each step is then sorted into three categories: (1 those that add value, (2 those that add no value but are currently necessary, and (3 those that add no value and can be eliminated. After the third category has been eliminated, the second category should be addressed through flow, pull, and perfection techniques.
The Value Stream for a Carton of Cola. The British grocery chain Tesco retails products with thousands of value streams. In the canned cola value stream, three hours of value-added activity take 319 days to perform.
3: Flow
The World of Batch-and-Queue. Five-sixths of home-building is waiting for the next set of specialists or rework. Flow principles typically cut half the effort and the time required.
The Techniques of Flow. The 1st step is to maintain focus on the product. The 2nd step is to ignore job boundaries and departments IOT remove impediments to continuous flow of the specific product. The 3rd step is to rethink work practices to eliminate backflow, scrap, and stoppages IOT make the product continuously.
• Takt time synchronizes the rate of production to the rate of sales. (48 bikes per day sold divided by (8 hours of production = (6 bikes and hour, or (1 bike every ten minutes.
• Flow requires all workers and machines to be capable at all times. This requires cross-
training.
• Flow requires workers to know the status of production at all times. This requires
visual controls.
• All activities can flow. Concentrate on the value stream for a specific product, eliminate

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精益生产中英文互译

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