Introduction About Lean Way

Editor's Notes

• #4: From mechanical engineer to management consultant 观察到了生产过程的混乱，认识到可以通过对流程的最大程度的分解来控制。 1 ）流程分解 2 ）标准化 3 ）可训练、可重复、可衡量 Taylor's Principles , or frequently disparagingly, as Taylorism . Taylor's scientific management consisted of four principles: Replace rule-of-thumb work methods with methods based on a scientific study of the tasks. Scientifically select, train, and develop each employee rather than passively leaving them to train themselves. Provide "Detailed instruction and supervision of each worker in the performance of that worker's discrete task" (Montgomery 1997: 250). Divide work nearly equally between managers and workers, so that the managers apply scientific management principles to planning the work and the workers actually perform the tasks. Once a good tennis player, win doubles tournament once in the pre US Open
• #5: Deming's message to Japan's chief executives: improving quality will reduce expenses while increasing productivity and market share. JUSE's board of directors established the Deming Prize (December 1950) He was known for his kindness to and consideration for those he worked with, for his robust, if very subtle, humor, and for his interest in music. He sang in a choir, played drums and flute, and published several original pieces of sacred music Largely unknown after being back to US, until 1980s when NBC made a documentary If Japan Can, Why Can’t We Ford got help from Deming from 1981; Management rather than quality control; By 1986, Ford had become the most profitable American auto company and got over GM for the 1 st time Quality = Results of work effort / Total Cost Deming's 14 points No. 10: Eliminate slogans, exhortations, and targets for the work force asking for zero defects and new levels of productivity Appreciation of a system : understanding the overall processes involving suppliers, producers, and customers (or recipients) of goods and services ( explained below ); Knowledge of variation : the range and causes of variation in quality, and use of statistical sampling in measurements; Theory of knowledge : the concepts explaining knowledge and the limits of what can be known (see also: epistemology ); Knowledge of psychology : concepts of human nature.
• #7: Ford: 1908 Model T 1915 500,000 T, 50% increase per year 1965 2,000,000 1980, Japan intruded, Quality revolution started 2006 12.7 B lost Toyota: 1930 founded 1950’s visited by Deming; Taiichi Ohno invented TPS 1991 the whole world learnt from Toyota 2006 passed Ford 2007 passed GM and world’s largest 2007 earned 15.7 B 2008 renamed Toyota Corporation; 45 of 50 Industrial classification
• #11: Pull System 拉动生产强调前一道工序仅在后一道工序提出要求时才开始生产，以此类推，最后一道工序是客 户。可见，在拉动的过程中，信息流动的路径是从客户开始的，经过后道工序到达前道工序。“看板”作为拉动生产的一个重要工具，记录了客户的需求或是后一道 工序对前一道工序的生产需求，它经常被拿来与敏捷开发中的用户故事卡做比较。 Fast Delivery 敏捷开发虽说可能仅需要每几个月才交付一次，但在内部也通过 迭代实现了模拟客户频繁提出需求的过程。每一次迭代都模拟了一次客户提出需求并最终验收的全过程。重点是要尽量按照交付的标准来要求迭代，即使用户不需要 我们真正去交付 维持频繁交付、减少库存还有一个重要的作用就是迫使问题和浪费从隐藏状态浮现出来。比如代码的简单性， 很难想象复杂难懂的代码能支持频繁交付 Zero Inventory
• #12: 有人工参与的自动化（ Autonomation ） 强调在第一时间、第一现场发现缺陷，分析根本原因并彻底解决问题，以此实现零缺陷的目标。 “ 有人工参与的自动化”认为质量产生于工序中，而非依赖后期检测，并认为后期检测是一种浪费。 工人被授权在出现问题的时候停止生产线，分析和解决问题，同时 广泛应用自动化的检测设备在生产线上及时发现加工中的缺陷。操作员不能将本工序的缺陷传递到下一个工序，他们要清楚质量的含义，而且有能力验证它 质量主要不在于你投入了多少人组建了一个多么大的后期测试队伍，而在于测试的时机和方式，等所有功能都做完了再测试就太晚了 。我们或许可以通过大量后期测试的投入得到较好的软件“外部质量”，但很可能早已错失了通过改进设计提升软件“内部质量”的时机。糟糕的内部质量在你为软件增加新功能时会暴露无疑。 Immediate Test Immediate Fix (Anchor Light) Automated Quality = Results of work effort / Total Cost
• #13: On-Site Management and Authorization 实施准时化生产的企业认为管理信息和生产数据不应仅保存在电脑中或是高级经理的办公桌里，它们中的绝大部分信息都不值得保密，反而应该公开出来发挥其本身应该发挥的作用。 强调可视化的现场管理，你可以通过简单的观察在 5 分钟内了解生产现场状态 劳动力授权就是将决定权交给那些最熟悉某种特定情况的 人，放权各个小组组织生产 价值产生于生产现场，现场是发现和解决问题的地方也是了解生产现状的最佳场所。精益生产强调“现场态度”，不要听报告，到现场去了解情况
• #14: Lean 就是识别和消除浪费（不产生附加值的活动）的技术 两种类型的浪费 • 消灭毫无意义的浪费，将不可避免的浪费 减少到最 对于无法避免的浪费，一般要： – 积极对待，配备少而精的人 – 由个人的任务变为团队的任务 – 将工作自动化，区分人和机器的职责 – 工作提前做，频繁做
• #15: Overproduction: extra features Excess inventory: partially completed work 库存 • 批量和排队（等待） • 不均衡（周期性） • 复杂和繁琐 • 强调符合原则和规定 • 同时拥有所有权和使用权 • 归根结底：未完成的工作都涉嫌浪费
• #17: Similar Developed same principles from manufacturing and software development individually Serving User Embrace Change: adaptive rather than predictive people-oriented rather than process-oriented Agile Manifesto : Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan
• #18: Ford was one of the first American corporations to seek help from Deming. In 1981, Ford recruited Deming to help jump-start its quality movement. Ford's sales were falling. Between 1979 and 1982, Ford had incurred $3 billion in losses. Deming questioned the company's culture and the way its managers operated. To Ford's surprise, Deming talked not about quality but about management. He told Ford that management actions were responsible for 85% of all problems in developing better cars. In 1986 Ford came out with a profitable line of cars, the Taurus-Sable line. In a letter to Autoweek Magazine , Donald Petersen , then Ford Chairman, said, "We are moving toward building a quality culture at Ford and the many changes that have been taking place here have their roots directly in Dr. Deming's teachings." [15] By 1986, Ford had become the most profitable American auto company. For the first time since the 1920s, its earnings had exceeded those of arch rival General Motors (GM). Ford had come to lead the American automobile industry in improvements. Ford's following years' earnings confirmed that its success was not a fluke, for its earnings continued to exceed GM and Chrysler's.