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The development process
The early 20th century, from the United States Ford Motor Company created the first automobile production line started production lines of large-scale modern industrial production has been the main features of the change of a single inefficient production method, production methods, known as the first two milestones. Large-scale production based on standardization, mass production to reduce production costs and improve productivity. In this way the United States to adapt to the situation at that time, the emergence of automobile production line, one car from a small number of rich luxury of the popular mode of public transport into the U.S. automobile industry which has rapidly grown into a major pillar of U.S. industry, and stimulate and promote, including steel, glass, rubber, electrical and mechanical services and transportation, including a large number of industries. In the production of large-scale pipeline management technologies, as well as the history of great importance. But after World War II community is entering a market demand to the diversification of a new stage of development, corresponding to the requirements of industrial production to a multi-species, the direction of the development of low-volume, single-species, large quantities of water production on the growing weakness of apparent. In order to comply with such requirements of the times, by the Japanese Toyota Motor Corporation pioneered the lean production, as many varieties, small batch production under the conditions of mixing high-quality, low production of the means in practice to explore and create it. Lean production methods applied in practice in accordance with the requirements of the Toyota production has been the creation, summed up the production of a revolutionary way, to be known as 'the machine to change the world', is the second after a large number of production methods of modern production methods of human the first three milestones.
Lean production methods based on the formation process can be divided into three phases:
1. Toyota Production System to formation and consummate phase
2. Toyota Production System of the systematic phase (that is, proposed lean production)
3. Lean Production innovation phase (of the previous methods rethinking theory, put forward new ideas)
1. Toyota Production System wrought and perfect stage
In 1950，a young Japanese engineer Eiji Toyota to Detroit on the Ford's Lurgi plant tour for three months, the Lurgi plant is the world's largest and most efficient factories at that time. However, Eiji Toyota, on the large enterprises of every subtleties of the study have been carefully and return to Nagoya, the manufacture and production after the talented Taiichi Ohno together soon come to the conclusion: not suitable for mass production methods in Japan. Because, first, the Japanese domestic market is small, and required a lot of varieties of motor vehicles, multi-species, are not suitable for a large number of low-volume production requirements; the second, post-war Japan, the lack of a large number of foreign exchange to purchase a large number of Western technology and equipment, not simply follow the Lurgi plant and improve on this basis; third the lack of a large number of cheap labor. This Eiji Toyoda and Taiichi Ohno of Japan began a need for innovative production methods. Taiichi Ohno in his first factory in charge of the implementation of a number of site management methods, such as visual management law, a multi-machine, U-type device layout method, this is the sprout of Toyota Production System.
Along with Taiichi Ohno management methods to obtain preliminary results, his position has been gradually upgraded Taiichi Ohno management in a larger scope of application, he also gathered around a number of people, to further improve the method. Production site of observation and thinking put forward a series of innovations, such as mold for 3 minutes, on-site improvement, automation, five questions, and the ranks of the reorganization of suppliers and partnership, pull-type production. At the same time, these methods are constantly improving in the end for Japan to establish a set of Toyota Production System.
Autumn 1973 after the oil crisis, the Japanese economy fell into negative growth, but Toyota was not only higher than the profitability of other companies, but with increasing years, widening the distance with the other companies. Toyota Production System was begun to attract attention in Japan to promote universal. Has been recognized by the academic community, attracting a number of professors on their research, the completion of the content of the system.
With large-scale Japanese car manufacturers set up factories overseas, Toyota mode of production spread to the United States and its cost, quality, product diversity, great effects have been widely disseminated. At the same time, and time stood the supply, the test of cultural conflict, and the Toyota Production System to verify the appropriateness of that is not the Toyota Production System can only be applied to Japanese culture, is generally applicable to all cultures, all kinds of advanced industry production. For example, in the Toyota Production System, the most important is that in case of glitches and other issues, on the production line to stop running. However, if we are in the United States, once the production line to stop the work, without exception, should be dismissed because the workers who had not been granted may be parked on the power line. And in the United States bear the responsibility of the country, once the act of errors, will be held accountable. This trip is not only the U.S. auto industries, in other industries are so, so people are afraid to stop the operation of production lines. This is an example explain the cultural differences between the two countries.
2. Toyota Production System of the systematic phase - the formation of Lean Production
In order to further open the mystery of the success of the Japanese automobile industry, the Massachusetts Institute of Technology in 1985, the United States five million U.S. dollars of financing to determine the name of 'International Motor Vehicle Program' (IMVP) research projects. In Daniel, 'under the leadership of Professor Ruth organized 53 experts and scholars. From 1984 to 1989, spent five years in 14 countries on nearly 90 automotive assembly plant site visits. Access to the hundreds of briefing and information publicly. And the West with the mass production of the Toyota Production System in Japan were analyzed, and finally in 1990 with a 'machine that changed the world,' a book, the first to be called the Toyota Production System Lean Production, that lean production methods. The results of research of automobile industry sensation launched a study of lean production frenzy. Lean production methods proposed, the Toyota Production System to expand the area from manufacturing to product development, coordination, marketing services, financial management and other fields, through the production and operation activities of the entire process so that the connotation of a more comprehensive, more rich in guiding changes in production methods more focused and maneuverability.
Then in 1996, after four years of the 'International Motor Vehicle Program' (IMVP) the second phase of research, with a 'lean thinking' this book. 'Lean thinking' to make up for the previous research results and not how to learn the methods of lean production provides little guidance on the issue, and while this book describes the methods of learning to be Toyota's key principles, and described through the example of the line the industry can comply with the action steps to further improve the theoretical system of lean production.
At this stage, the U.S. business community and academia approach to lean manufacturing a wide range of learning and research, the many points of the original Toyota Production System to a large number of added, mainly to increase a lot of IE technology, information technology, cultural differences, such as lean production theory of sound, so that even the application of lean manufacturing.
3. Lean production stage of development of innovation
Lean Manufacturing is the theoretical and methodological changes in the environment with the continuous development, especially in the end of the 20th century, with the depth and theoretical study of the widely disseminated, more and more involvement of experts and scholars, there have been a lot of phenomenon, various new methods of theory and styles, such as mass customization and a combination of lean production, cell production, JIT2, 5S new development, TPM, such as the new development. Many American companies will lean production methods and practice of the Company, created a need for the enterprise management system, for example: 1999, United Technologies Corporation (UTC) of the ACE Management (access to competitive advantage Achieving Competitive Excellence), Lean Six Sigma management, the efforts of Boeing, General Motors in 1998 to create a competitive system (GM Competitive MFG System) and so on. The substance of these management systems is the application of lean production ideas, and methods specific to guide the company in various factories, a subsidiary of the successful implementation of lean production. Each tool and the implementation process is decomposed into a series of charts, employees only need the request in accordance with the chart it can be implemented step by step, and each corresponding to a set of tools to evaluate the implementation of standards, can also be used for the parent company of subsidiaries assessment.
At this stage, lean thinking beyond its birthplace - the manufacturing sector, as a general management philosophy of the spread in various industries and applications, has succeeded in building the design and construction applications, in the service sector, the Civil Aviation and transport sectors, the field of health care, communications and postal management and software development and application of programming, so that lean production system more perfect.
Cell production in the first end of the 20th century was born in the electronics assembly industry, refers to one or a small number of operating personnel and to complete all units of production processes, as some academics have called 'cell production 'because it is like the cells of the body, in the cells contain all the elements of metabolism, is composed of the smallest unit of life. Unit of production-oriented approach to the manual, do not use mobile conveyor belt production target, according to the needs of the use of some simple machinery and automation tools, process into coarse, one person or several people to complete all the processes. For cell production as a result of the operation of the layout of Taiwan, often into a U-shaped, much like the self-employed sales point, so in Japan, also known as 'modes of production stalls abuse' (in Japanese called 'Taiwan's way of housing'). Cell production can be divided into 1 specific production methods and circuit partitioning means three kinds of forms.
Lean-Sigma is a Lean Six Sigma management method and combination of the two modes of production has been a management method, that is, Lean Sigma, it can improve customer satisfaction, reduce costs, improve quality, speed and speed up the process to improve the capital investment, so that maximization of shareholder value. Six Sigma is a process or product performance of a statistic is the perfect performance improvement - the objective is to achieve sustained leadership in pursuit of almost perfect performance and a world-class quality management system. Six Sigma is a method from the total quality management (TQM) evolved a highly effective business process design, improvement and optimization techniques, and provides a series of equally applicable to the design, production and services, new product development tools. The focus of Six Sigma Management Act is the work of all as a process, method of analysis used to quantify the impact of the quality of process factors, to identify the most critical factors to be improved so as to achieve higher customer satisfaction. Therefore, the Lean and 6 Sigma to integration, on the one hand can not be used to overcome the lean approach to statistical shortcomings in management processes; on the other hand, can not overcome the 6 Sigma process dramatically improve the speed or reduce capital investment shortcomings. |
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