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论老子

道,领导也。领导必需要不断呼唤,教导下属以及以身作则。下属的过和错皆因领导懒惰。

 
 
 

日志

 
 

Preface  

2012-06-24 12:59:47|  分类: Buffer Mentality |  标签: |举报 |字号 订阅

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Currently the American manufacturing industry is crazy about the lean production system. In 1985, Professor Daniel T. Jones spent US$5 million and five years to study 90 different car factories in the world. In 1992, he published the book, “The machine that changed the world”. Reference to the Toyota Production System developed the idea of the Lean Production System.

Professor Jones pointed out that the Toyota Production System was the finest manufacturing system in the world and it has enabled Toyota Motor Corporation to consistently outperform all its competitors in terms of profit.

The key reason behind the Toyota’s huge success was the work attitude from its hundreds of thousands of employees. For more than 50 years, they had been single-mindedly eliminating all the seven wastes: waste of overproduction, waste of inventory, waste of transportation, waste of waiting, waste of motion, waste of processing, and waste of quality.

It has been almost two decades since the introduction of the generalized concept of Lean Production System. However, only a few companies have implemented the lean production system and they claim to have not achieved astounding results yet. Why?

Before Professor Jones coined the phrase “Lean Production System” almost a decade ago, the author has been implementing the Toyota Production System throughout his 23-year career. According to the author, the Lean Production System as described by Professor Daniel T. Jones is not the same as the Toyota Production System. 

The author found that one of the main reasons why most companies do not achieve the kind of results commensurable to the general expectations of implementing the lean production system is due to a failure to break away from the buffer mentality. A buffer mentality is something intangible that may be ingrained in an employee’s mind. It is manifested through the numerous illustrations written in this book.  Without breaking free from this buffer mentality, a company will find it difficult to make great strides in productivity improvement or manufacturing excellence.

Whenever the author carries out a diagnostic visit to any company, he looks for two things.

First, what is the Work-in-Progress (WIP) level? The higher the inventory level, the more waste there is at a work centre.  Any level of inventory higher than the lowest level of inventory necessary for the work centre to function properly is buffer inventory.  However, the plant manager would prefer to attribute this buffer inventory as necessary WIP.  This leads us to point number two.

Second, it is very difficult to gauge the buffer mentality of a plant manager and his management team. Reason being, it can occur in many forms. The above example of treating the buffer inventory as necessary WIP is the most common example of a buffer mentality. This book tries to share with you different types of buffer mentalities.

The most important point the author would like to convey to you is this --- even if you could identify the buffer mentalities prevailing in a company, you can only keep it to yourself. While it is one thing to perform fact-finding on the present operational situation, it is quite another matter to expose the management teams’ inadequacies.  Instead, it is advisable to draw out an action plan based on lean production principles in order to remove these buffer mentalities manifested on the shop floor.

This book describes a number of situations which are the manifestation of a buffer mentality. The author will attempt to share with you some solutions to overcome each buffer mentality.  In order to create a successful implementation plan, it is advisable to refer to your existing lean production body of knowledge, principles and techniques. Thus, a detailed action plan that addresses and removes the buffers will enable your company to achieve breakthrough improvement rates for its performance indicators.

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