GM+全球标准化课件

1MFG,GMDAT/DIMC,79,DIMC,Standardization,标准化,GMS,员工参与,标准化,制造质量,缩短制造周期,持续改进,ManufacturingProcess Validation,In-ProcessControl &,Verification,QualityFeedback/Feed-,forward,StandardizedWork,VisualManagement,Work-,placeOrganization,AndonConcept,ProblemSolving,ContinuousImprovementProcess,Business Plan,Deployment,Total,ProductiveMaintenance,ScheduledShipping /,Receiving,Level VehicleOrder Schedules,SupplyChain,Management,Internal,Pull /,Delivery,SimpleProcessFlow,TemporaryMaterialStorage,Fixed Period Ordering System/,Order Parts,Health andSafety Priority,Team Concept,PeopleInvolvement,OpenCommunicationProcess,Values,GMS,Standardization,标准化,Vision/,Mission,Managementby TAKT,Time,Shop FloorManagement,Qualified People,ProductQualityStandards,QualitySystemManagement,Lean Design of Facilities,Equipment,Tooling and Layout,Early Mfg. and DesignIntegration (DFM / DFA),Small LotPackaging,ControlledExternal,Transportation,Standardization,标准化,What is it?,是什么？,Group Discussion,小组讨论,Standardization is a,dynamic process,by which we set standards of terminology, principles, methods, and processes within our organization.,标准化是指在我们的组织内部对各种术语、原则、方法及工艺建立标准的动态过程。,Definition of Standardization,标准化的定义,Standardization,标准化,The purpose of standardization is to,reduce variation,and,stabilize, so as to achieve a base from which to grow and improve.,标准化的目的是减少变化与维持稳定，在此基础上进步与提高。,Purpose of Standardization,标准化的目的,Standardization,标准化,Standardization,标准化,Why Is Standardization Important?,为什么标准化很重要？,SAFETY,安全,QUALITY,质量,COMMON DIRECTION,共同方向,JD Powers,#1,PRODUCTIVITY,产量,What Happens When We Do Not Have Good, Clear Standards?,若没有良好、明晰的标准会怎样？,Example:,2000 U.S. Presidential Elections:,Variation in Voting Machines & Methods Caused Major Election Controversy,事例：2000年美国总统大选：,投票机器与方式的不一致导致重大选举纷争,Standardization,标准化,“THE WEDGE” TO STABILIZE BEST PRACTICE,“,楔子”楔牢最优方法,Continuous,Improvement,不断改进,Change,改变,World,Class,世界领先水平,Standardization,标准化,A Standard Is The Best Current Practice Based On Many Peoples Experience & Lessons Learned, so,标准是基于多数人的经验教训得来最优现行方法，所以,DONT SHORTCUT THE STANDARD!,切勿缩短标准！,BAD THINGS COULD HAPPEN, ESPECIALLY SAFETY & QUALITY PROBLEMS,不良的事故会发生，尤其是安全及质量问题。,IF YOU DONT LIKE THE STANDARD, TRY TO CHANGE IT, BUT NEVER SHORTCUT IT.,若你不满意这个标准，试着改变它，切勿走捷径。,Standard,Shortcut,What Happens When We Do Not Follow Standards?,如果不遵照标准会怎样？,EVERY YEAR PEOPLE DIE FROM NOT FOLLOWING LOCK-OUT PROCEDURE,U.S SUBMARINE HITS JAPANESE FISHING BOAT - SURFACING PROCEDURE NOT FOLLOWED,EXXON VALDEZ OIL SPILL CAPTAIN DID NOT FOLLOW STANDARDS,GERMAN PLANE CRASHES IN SWITZERLAND AIR TRAFFIC CONTROL PROCEDURES IGNORED,每年都有人死于不遵循关阀规定,美国潜艇击沉不遵守海面规定的日本渔船,德国忽视空中飞行条例在瑞士坠毁,船长不遵循标准导致,EXXON,瓦尔迪兹,石油泄露,STANDARDIZATION EXERCISE,标准化练习,Think of any example inside or outside work where standards not being followed led to a bad situation,想想工作中或其它不遵守标准导致不良事件发生的例子。,Discuss as a team and report Take 5 minutes,小组讨论、汇报-5分钟,Always Remember The Priorities,牢记的重点,S,afety,安全,P,eople,员工,Q,uality,质量,R,esponsiveness,响应,C,ost,成本,Importance,重要,For Example, Sometimes We Have To Sacrifice Efficiency To Achieve Safety,例如：有时我们必须为了安全而牺牲效率,MAKE RULE,制订条例,TEACH RULE,讲授条例,KEEP RULE,遵守条例,DO THE RIGHT THING!,做合理的事情,LEAD BY EXAMPLE!,榜样领导,Standardization On A Broader Scale Leads to,Communization,更大范围的标准化以达到共有化,One “Language”,同一语言,Common Principles,通用原则,Common Methods,通用方法,Common Processes,通用程序,Standardization vs. Commonization,标准化与共有化,If one family made a recipe for their,Kimchi, then it would be,Standardized,.,如果一个家庭为其泡菜定个菜谱，就是标准化。,But all families are still different so we are not,Commonized,(sometimes common is not appropriate).,但是每个家庭做法不一样则没有达到共有化。（有时共同的并非是正确的）,ManufacturingProcess Validation,ProductQualityStandards,QualitySystemManagement,In-ProcessControl &,Verification,QualityFeedback/Feed-,forward,StandardizedWork,VisualManagement,Managementby TAKT,Time,Work-,placeOrganization,AndonConcept,ProblemSolving,ContinuousImprovementProcess,Business Plan,Deployment,Total,ProductiveMaintenance,ControlledExternal,Transportation,Level VehicleOrder Schedules,SupplyChain,Management,Internal,Pull /,Delivery,SimpleProcessFlow,Small LotPackaging,TemporaryMaterialStorage,Fixed Period Ordering System/,Order Parts,Health andSafety Priority,Qualified People,Team Concept,PeopleInvolvement,OpenCommunicationProcess,Values,Vision/,Mission,Shop FloorManagement,Standardization,标准化,Early Mfg. and DesignIntegration (DFM / DFA),Lean Design of Facilities,Equipment,Tooling and Layout,ScheduledShipping /,Receiving,WorkplaceOrganization,工作场地布置,Workplace Organization,工作场地布置,What is it?,指什么？,Group Discussion,小组讨论,WPO Motto:,工作场地布置口号,“A place for everything and everything in its place”,所有工作的场地，所有工作井井有序。,Workplace Organization, 5S,工作场地布置, 5,S,Put order to the workplace,by making Standards that allow,“out-of-standard” conditions,to be visible!,制定标准使工作场地井井有序，,并使非标准的东西暴露出来。,Where is Workplace Organization Important?,哪些工作场地布置重要？,On the shop floor. . .,车间地面,. . .,in the office!,办公地点,How is workplace organization done?,怎样布置工作场地？,Workplace Organization,工作场地布置,5S,5,Self Discipline/,Cont. Improvement,不断改进,4,Sustain/Maintain,维护,2,Sort/Standardize,整顿,1,Sift/Clear,整理,3,Sweep/Clean,清扫,/,清洁,Sift/Clear,整理,Divide the needed and not needed items at the job site, and quickly remove the unneeded items.,区分开工作场所中必要和不必要的东西，迅速将不必要的东西清除。,Areas of Focus,重点区域,Tools,工具,2),Inventory/Storage,库存/储存,3),Equipment,设备,Keep needed,Items,保留必要东西,Remove unneeded,Items (waste),清除不必要东西（废料）,The Most Difficult thing for us to do,这是最难做到的,1,Sift/Clear,(,),Red Label Campaign,Hammer,Obsolete,Pliers,Rusted,Sift/Clear,整理,1,Sift/Clear,(,),If In Doubt Throw It Out!,毫不犹豫扔掉,Sort/Standardize,整顿,A Place for everything . . . and everything in its place,所有工作的场地，所有工作井井有序。,The location of equipment, tooling and material should be clearly defined, displayed and maintained.,各种设备、工具、材料明确区分，放置，维护。,L850,Hose,30 pcs.,Small,Bolts,小螺栓,700 pcs,Med.,Bolts,中等螺栓,500 pc.,Large,Bolts,大螺栓,300 pcs.,L850,Rubber,Hose,橡胶管,2,Sort/Standardize,(,),1,Sift/Clear,(,),Sort/Standardize,整顿,Make A Standard!,制定标准,3.,Mark the Location,标明位置,2.,Determine a Location,确定放置地点,Where is the best place?,哪里是最恰当的？,1.,Categorize,分类,How often do I use this?,经常使用吗？,2,Sort/Standardize,(,),1,Sift/Clear,(,),Sweep / Clean,清扫/清洁,3,S,weep,(,),2,S,ort,(,),1,S,ift,(,),“,Sweeping” is checking!,清扫既是检查！,Check,Responsibility Chart,Kim,Lee,Park,Seo,Cho,Target: Major 5S 1/qtr.,Who,Task,1,2,3,4,5,Sustain/Maintain,维护,Identify Tasks,确定任务,Assign Responsibility,划分责任,Set Targets,设定目标,3,S,weep,(,),2,S,ort,(,),1,S,ift,(,),4,Sustain,(,),S,afety/5S Checks Must Be Performed Everywhere and At Every Level Of The Organization!,安全/5,S,检查应该人人处处开展！,Standards are,worthless if,there is no system,to check!,如果没有系统检查，,标准即毫无用处。,Self-Discipline/Continuous Improvement,自律/不断改进,5,Self Discipline/,Cont. Improvement,自律/不断改进,4,Sustain/Maintain,维护,2,Sort/Standardize,整顿/标准,1,Sift/Clear,整理,3,Sweep/Clean,清扫/清洁,It is everyones responsibility!,这是每个人的职责！,5,S EXERCISE5S,练习,How would you use the 5S process to improve the situation below?,你怎样用5,S,程序来改善下图的情形？,Utilize ALL 5Ss,利用所有5,S,程序,Discuss as a team and report Take 10 minutes,小组讨论、汇报10分钟,5,S EXERCISE,INSERT WORKSHEET,插入工作表,Anything outside the standard is WASTE!,所有标准外的东西都是浪费！,WPO is a key means of visualizing and eliminating waste,WPO,是暴露及消除浪费的主要途径,Why workplace organization?,为什么要场地布置？,Why workplace organization?,为什么要场地布置？,Good 5S Leads to Good Safety! No trip, slip hazards, etc.,做好5,S,等于安全！就没有跌倒滑倒等的危险。,SAFETY,QUALITY,Items always in same place means less likely to make mistakes,事物特定放置意味着少犯错误。,EFFICIENCY,Items always in same place means less wasteful and more repeatable motions,事物特定放置就是减少多余重复的动作。,Example of Cabinet 5S,橱柜5,S,范例,Cabinet “Before 5S”,5,S,之前的橱柜,Cabinet “After 5S”,5,S,后的橱柜,Example of 5S,ManufacturingProcess Validation,ProductQualityStandards,QualitySystemManagement,In-ProcessControl &,Verification,QualityFeedback/Feed-,forward,StandardizedWork,VisualManagement,Managementby TAKT,Time,Work-,placeOrganization,AndonConcept,ProblemSolving,ContinuousImprovementProcess,Business Plan,Deployment,Total,ProductiveMaintenance,ControlledExternal,Transportation,ScheduledShipping /,Receiving,Level VehicleOrder Schedules,SupplyChain,Management,Internal,Pull /,Delivery,SimpleProcessFlow,Small LotPackaging,TemporaryMaterialStorage,Fixed Period Ordering System/,Order Parts,Health andSafety Priority,Qualified People,Team Concept,PeopleInvolvement,OpenCommunicationProcess,Values,Vision/,Mission,Shop FloorManagement,StandardizedWork,标准化工作,Standardization,标准化,Lean Design of Facilities,Equipment,Tooling and Layout,Early Mfg. and DesignIntegration (DFM / DFA),Standardized Work,标准化工作,The documented, current,best method,to Safely and Efficiently perform work,that meets the necessary level of Quality.,为了达到一定的质量标准，以,文件化,及最可行的方法来安全有效地开展工作,Without Standardization,没有标准化,With Standardization,有了标准化,Standardized Work,标准化工作,Materials,物料,Standardized Work,标准化工作,Standardized work is,used when there is a definable, repeatable process.,当工序明确可重复时，采用标准化工作,Production,生产,Office,办公室,Standardized Work Can Be Performed Everywhere!,随处都可以开展标准化工作,!,Team Leaders,班长,Team Members,班组成员,Group Leaders,工段长,Everyone can perform standardized work!,每个人都可以进行标准化工作！,Managers,主任,Engineers,工程师,Employees Should Be Involved In Developing Standardized Work They Know The Job The Best!,员工应该加入标准化工作开展,因为他们最了解工艺！,Standardization,标准化,Improvement,改进,Standardized Work,(,标准化工作,),Standardized Work Is A Baseline for Continuous Improvement!,标准化工作是不断改进的基线,！,Standardization,标准化,Standardization,标准化,Standardization,标准化,Improvement,改进,Improvement,改进,E,ach Individual Has Good Ideas If We Do Not Document The Best Methods Then We Are Not Fully Utilizing The Teams Brainpower and We Will Never Improve Or We May Actually Get Worse!,每个人都有好主意,如果我们不把最好方法文件化，则不可能充分利用团队的智能，,不但不能取得,进步，甚至会越来越糟糕！,SAFETY, QUALITY, EFFICIENCY,安全、质量、效率,W,ould,You,Want To Get Into A Plane Where The Crew Did Not,Exactly,Follow A Standardized Check Process? Even Though They Have Performed It Hundreds Of Times!,你会不会乘坐乘务员不,履行,标准检查程序的,检查的,飞机,？-,-,即使他们,重复操作过,无数遍。,Check Fuel,(,检查汽油,),Check Tires,(,检查轮胎,),Check Instruments,(,检查仪表盘,),Continuous Improvement,Standardization,There Is a Real Balance,Between,Standardization and,Continuous Improvement.,标准化与不断改进之间有个天平。,We Must Control The,Balance to Be Sure That,We Are Neither to,Strict With Standardization,Nor,Too Flexible.,我们必须控制这个天平以确保,既,不要,死,守,也不,要,脱离标准化,BUT,Lego Exercise,Standardized Work Basics,WHY,What will happen if standard is not followed,若不遵守标准会怎样？,Why is it important?,为什么重要,WHAT,What to do?,做什么,W,ork,Elements With Times vs.,Takt,工作要素时间与,生产节拍,HOW,How to do it?,怎样做,Work Sequence/Diagram,工作次序,/,图表,K,ey,Points For Safety & Efficiency,安全,&,效率要点,Quality Points & Checks,质量要点与检查点,Cycle Time,001L,Actual Takt Time,5”,4”,3”,2”,1”,Time,Standardized Work Basics,Make Waste Visible!,暴露,浪费,！,Work Flow Diagram,工作流程表,Time Chart,时间表,Waste of Motion!,动作浪费,Non-Value Added!,非增殖时间,Value Added,增殖时间,Wait Time!,等待时间,Provides an overview of the elements and their times in the correct sequence for one job,Identifies important key points using symbols,Ensures standard across shifts via sign-off,Documents changes to the Standardized Work,Documents work location,Visualizes worker movement via sketch.,Symbol,MOVING LINE STANDARD OPERATION SHEET,Group / team,JOB NAME,Operation:,S,Element Name,y,s,Work,m,t,element,b,e,Registered,Handwork/Model,o,p,Number,l,Total handwork / walking by model sec.,Cycle time sec.,Volume %,Weighted average,Return,Walk,(,R3) (R2),(,R4),(,IR),(,L3),(,L1),(,L4),(,R1),(,L2),(,IF),(,E),(,CF),(,CR),(,T),C,Quality,Checks,Safety for Operator,Critical,Process,for,CR,T,L4,IR,L3,IF,L2,L1,CF,E,SUB,MAT,Location LH,Frequency,CR,T,R4,IR,R3,IF,R2,R1,CF,E,SUB,MAT,Location RH,Frequency,Cycle Time Chart,weighted,average,cycle time,Option or Model,Time,Volume %,s,Walk Time,walking,Actual Takt Time,Signature Team Ldr Superv. Shift Mgr.,Shift A,Shift B,Shift C,Revisions,Mo./Yr.,Sign.,What Change,Confirmation of Adherence,Date,Signature,Visualizes A.T.T. Vs. Cycle Times of the job via the Cycle Time Chart,Elements Of Good Standardized Work,(, ), ., , ,(,Shift, ), , , ,Symbol,MOVING LINE STANDARD OPERATION SHEET,Group / team,JOB NAME,Operation:,S,Element Name,y,s,Work,m,t,element,b,e,Registered,Handwork/Model,o,p,Number,l,Total handwork / walking by model sec.,Cycle time sec.,Volume %,Weighted average,Total,Return,Walk,(,R3) (R2),(,R4),(,IR),(,L3),(,L1),(,L4),(,R1),(,L2),(,IF),(,E),(,CF),(,CR),(,T),C,Quality,Checks,Safety for Operator,Critical,Process,for,CR,T,L4,IR,L3,IF,L2,L1,CF,E,SUB,MAT,Location LH,Frequency,CR,T,R4,IR,R3,IF,R2,R1,CF,E,SUB,MAT,Location RH,Frequency,Cycle Time Chart,weighted,average,cycle time,Option or Model,Time,Volume %,s,Walk Time,walking,Actual Takt Time,Signature Team Ldr Superv. Shift Mgr.,Shift A,Shift B,Shift C,Revisions,Mo./Yr.,Sign.,What Change,Confirmation of Adherence,Date,Signature, ,( , , ),Elements Of Good Standardized Work,标准化工作要素,Use as basis,for training,& Problem Solving,作为,培训,问题解决的基点,Must support,the user & be,posted visually,有利于,操作者或张贴,到明显处,User involved,in development,操作者参加改进,Always respect,Std. Work of others,尊重,他人的标准化工作,Perform,regular checks,of Std. Work,定时检查,标准化工作,Final Notes on Standardized Work,标准化工作后注,Final Notes on Standardized Work,标准化工作后注,The True Test of Good Standardized Work,is When Someone Does Not Come to Work and the,Job Still Gets Done Safely, Efficiently and with Quality,真正经得检验的标准化工作是当有人缺席时仍能,安全,、,有效,、,高质地完成工作,What Do I Do?,ManufacturingProcess Validation,ProductQualityStandards,QualitySystemManagement,In-ProcessControl &,Verification,QualityFeedback/Feed-,forward,StandardizedWork,VisualManagement,Managementby TAKT,Time,Work-,placeOrganization,AndonConcept,ProblemSolving,Business Plan,Deployment,Total,ProductiveMaintenance,ScheduledShipping /,Receiving,Level VehicleOrder Schedules,SupplyChain,Management,Internal,Pull /,Delivery,SimpleProcessFlow,Small LotPackaging,TemporaryMaterialStorage,Fixed Period Ordering System/,Order Parts,Health andSafety Priority,Qualified People,Team Concept,PeopleInvolvement,OpenCommunicationProcess,Values,Vision/,Mission,Shop FloorManagement,Managementby TAKT,Time,生产节拍,管理,Standardization,标准化,Early Mfg. and DesignIntegration (DFM / DFA),Lean Design of Facilities,Equipment,Tooling and Layout,ControlledExternal,Transportation,ContinuousImprovementProcess,Takt Time =,Number of vehicles required per time period,此阶段需要生产台数,Weekly,周,Monthly,月,Yearly,年,Takt Time is Constant!,TAKT TIME,是不变的！,Takt Time:,Determines the speed of the line,决定流水线速度,The time available to produce a component or single unit.,生产一个部件或一辆车的时间,Determined by the number of vehicles required by the end of each day to meet the production target.,由需要达到的每日生产目标的车辆数决定,Operational Time Per Period,某阶段生产时间,Management By,Takt,Time,Takt,Time,管理,I Love Lucy Video Part II,I Love Lucy,(Start video at Chocolate Assembly Line),录象从巧克力的生产线开始,I Love Lucy Video Part II Group Discussion,小组讨论,What GMS Standardization Principle concepts did we,(not),see in the video?,在录象看到或没看到哪些,GMS,的标准化原则,Discuss as an open forum not by teams,论坛讨论,非小组讨论,I Love Lucy Video Discussion,What did we see in the video:,从录象可我们看到：,Lack of Standardized Work:,缺乏标准化工作,No documented standardized work on job,车上没有标准文件化,No standardized work to use as basis for training,没有标准化工作,作为,培训基,础,No quality standard for completed chocolate,巧克力做完后没有质量标准,Lack Of Management By,Takt,Time:,缺乏,生产节拍,管理,Takt,Time arbitrarily changed,主观改变,生产节拍,No communication or planning of,Takt,Time change,生产节拍,改变没有协商或计划,No visual indication of workstation beginning and end,从头到尾都没有工位的目视化,标识,Others:,No way to call for help,No way to stop line or prevent defects from leaving station,I Love Lucy,Example of,Unlean,Chocolate Factory,不精益的巧克力工厂例,子,Takt,time slowed down,TAKT TIME,减慢,Cycle time not adjusted to the,takt,time,周期时间与,TAKT TIME,不符,Wait Time!,等待时间,Cycle Time,Lucy,Ethel,Actual Takt Time,Team Member,Cycle Time,5”,4”,3”,2”,1”,Time,Management By,Takt,Time,Takt,Time, ,Wait Time!,等待时间,Example of,Unlean,Chocolate Factory,不精益的巧克力工厂,Takt,Time Arbitrarily Speed Up,TAKT TIME,随意加快,Cycle Time Not Adjusted to,Takt,Time,周期时间与,TAKT TIME,不符,Cycle Time,Lucy,Ethel,Takt Time,Team Member,Cycle Time,5”,4”,3”,2”,1”,Time,Overburden!,负载过重,Management By,Takt,Time,Takt,Time,管理,Management By,Takt,Time,Takt,Time,管理,When Takt Time Changes Arbitrarily - Safety, Quality & Efficiency Suffer!,TAKT TIME,随意改变安全、质量、效率,就会出问题,S,tandardization Is Impossible Without Constant Takt Time,若没有,恒定,的生产节拍，标准化,则,无法实现,Takt Time Changes Must Be,Communicated & Planned!,Takt Time,的改变必须经过协商或计划,!,Just think of poor Lucy!,Example of,Lean,Chocolate Factory,精益的巧克力工厂,Takt,Time Is Constant, Based on Demand,TAKT TIME,基于需求恒定,Cycle Time Is Adjusted to,Takt,Time,周期时间与,TAKT TIME,一致,Cycle Time,Lucy,Ethel,Takt Time,Team Member,Cycle Time,5”,4”,3”,2”,1”,Takt Time based on demand,TAKT TIME,根据需求,Time,Management By,Takt,Time,Takt,Time,管理,8,hours x 60 minutes,8,小时,x 60,分,100,Units Scheduled,100,辆计划,480,mins - 47 mins. Breaks,480,分, 47,分,(,休息,),=,4.33,mins.,4.33,分,100,Units,100,辆,“OPTIMUM” TAKT TIME,x,1.07,Downtime Loss,1.07,停线损失,=,107,Units Needed Capacity,107,辆产量,107,Units,107,台,433,minutes,433,分钟,=,4.04,mins.,4.04,分钟,ACTUAL TAKT TIME,(,实际费时,),OF WASTE,107,CAPACITY,107,产量,-,100,Units REQUIRED,需求,100,辆,=,7,UNITS,7,辆浪费,=,PLANT LOSS,(,工厂损失,),The Effects of Waste (Downtime),“OPTIMAL”,TAKT TIME,最佳节拍,7%,OVERSPEED,(Downtime Loss),ACTUAL TAKT TIME,实际节拍,Cycle Time,433,100,= 4.33,433-30,100,= 4.04,Andon Stops:,Operator Overburden,Quality Issues,Other Process Issues,(5%),Machine &,Equipment,Downtime,(2%),+,The Effects of Waste (Downtime),浪费后果（停线）,Point A,(FPS),Point B,(FPS),Point C,(FPS),Start Std. Work,at matched reference points,与控制点一致,Finish Std. Work,at when reference points,matched at next station,与下一工位控点一致,Use the FPS As a Reference Point to Measure the Takt Time,用定点停作为测量,节拍,的控制点,Think of the FPS as “the beginning of Standardized Work” in terms of,TIME,- the,“start of the stopwatch”,在时间上定点停为“标准化工作的起点”,秒表的开始,Purpose of Fixed Position Stop (FPS),定点停,目的,ManufacturingProcess Validation,ProductQualityStandards,QualitySystemManagement,In-ProcessControl &,Verification,QualityFeedback/Feed-,forward,StandardizedWork,VisualManagement,Managementby TAKT,Time,Work-,placeOrganization,AndonConcept,ProblemSolving,ContinuousImprovementProcess,Business Plan,Deployment,Total,ProductiveMaintenance,ControlledExternal,Transportation,ScheduledShipping /,Receiving,Level VehicleOrder Schedules,SupplyChain,Management,Internal,Pull /,Delivery,SimpleProcessFlow,Small LotPackaging,TemporaryMaterialStorage,Fixed Period Ordering System/,Order Parts,Health andSafety Priority,Qualified People,Team Concept,PeopleInvolvement,OpenCommunicationProcess,Values,Vision/,Mission,Shop FloorManagement,Standardization,标准化,Early Mfg. and DesignIntegration (DFM / DFA),Lean Design of Facilities,Equipment,Tooling and Layout,VisualManagement,目视化管理,Definition of Visual Management,目视化管理的定义,A process in which standards and actual condition become quickly vis