精益思维以及精益生产系统1

Click to edit Master text styles,Second Level,Third Level,Fourth Level,Fifth Level,单击此处编辑母版标题样式,Click to edit Master text styles,Second Level,Third Level,Fourth Level,Fifth Level,单击此处编辑母版标题样式,*,*,S,tarting with Toyota in the late 50s and catching on in the mid 80s in the reminder of the industrial world, Lean Manufacturing has become a key strategy for manufacturers,起,源于,20,世纪,5080,年代中期被欧美企业纷纷采用。随着微利时代的来临，精益生产模式成为企业竞争的有力武器,Lean Thinking and Lean Manufacturing System,精益思维和精益生产系统,Marketing Competition and Globalization,市场竞争及全球化,Shorter lead time and on time delivery,快速并准时交货,Grow the mix,，,special configurations,需求品种增加，特殊定制,Maintain / improve quality and reduce price,不断改进质量及降低销售价格,Total life cycle of product becoming shorter and shorter,产品的生命周期越来越短,No boundary,，,business globalize village,无国界，业务“地球村”,Marketing Competition and Globalization,市场竞争及全球化,The are two ways to think about the relationship of Price, Cost and Profit,在价格，成本和利润的关系中，有两种不同的思考方法：,1,。传统的方法,销售价格,=,成本,+,利润,2,。新的方法,利润,=,销售价格,成本,Lean Thinking and Lean Manufacturing System,精益思维和精益生产系统,质量,间接员工,精益的通俗定义,The Cost / Lean Relationship,精益生产与成本的关系,Cost,灵巧的双手,投资,直接员工,间接员工,质量,Automation Continuum,产品生命周期成本,LEAN,全自动,Life Cycle Cost In Different System,不同系统中的成本,精益生产系统之产品,生命周期成本,大规模生产模式下的,产品生命周期成本,产量,$/ piece,V,销售价格,$/piece,V,产量,销售价格,Manufacturing Evolution,制造系统演化史,Henry Ford,Assembly line,mass,production,Produce in,high volume,with,low variety,Single skill,福特首创的装配线是大规模低品种生产方式的代表，简单技能,Toyota Production System (TPS),Just-In-Time Production (produce only what is needed),Pull System,Produce enough,volume,to meet,customers needs,High variety,to meet,customers wants,丰田系统是建立在准时化观念上的拉动,式生产模式，以应付小订单多品种的挑战,Craft,手工生产,Mass,大规模生产,Synchronous,同步生产,Agile,敏捷生产,Lean,精益生产,精益,/,同步型,组织,敏捷型,组织,Key Points for Manufacturing System,制造系统要点,Low volume,Customized,低产量,个性化,Large batches of similar products,Inflexible machinery,Manufacture of goods by process,大批量少品种,工序式生产,设备大难组合,Focused on total elimination of waste,Ongoing efforts to improve Quality, Productivity, and Responsiveness,Attention to detail,Recognition of employee abilities,消除浪费,不断改进,员工参与,Builds on synchronous manufacturing,Emphasize on lead time reduction,Improve asset utilization,Built to customer demand,在同步生产的基础上，强调缩短生产周期,提高资源利用率,需求驱动,Remove constraints to respond to customer demand through the entire supply pipeline (supplier-customer),Capable plants linked to lean concepts,改善整个价值链,节点上连着精益工厂,Lean -“精益”释义,精益,：形容词,1,：,a,：无肉或少肉，,b,：少脂肪或无脂肪,2,： 不富裕,3,： 在必要性，重要性，质量或成分方面稀缺,4,： 文体或措词简练,同义词,：薄，极瘦，过分瘦长，骨瘦如柴，瘦削的，,似 骨的，消瘦的，细长的，瘦长的,反义词,： 肥胖的，多肉的，过重的，不结实的，过分,肥胖的，丰满的，粗短的，肥大的，软的,What is Lean Manufacturing,什么是精益生产,-,五个原则,Lean,Manufacturing,精益生产,Value,价值,站在客户,的立场上,Value Stream,价值流,从接单到发货,过程的一切活动,Flow,流动,像开发的河流,一样通畅流动,Demand Pull,需求拉动,BTR-,按需求生产,Perfect,完美,没有任何事物,是完美的,不断改进,降低成本， 改善质量， 缩短生产周期,Whatever You Call It,不管你称呼它什么,Lean Manufacturing,Flow Manufacturing,Continuous Flow,Demand Pull,Demand Flow Technology,Toyota Production System,_ Production System,etc?.,精益生产,流动制造,连续流,需求拉动,需求流动技术,丰田制造系统,_,制造系统,等等,.,Focus on SPEED and SIMPLIFICATION,Pull materials through the process,Balanced operations based on customer demand,Minimal build unless tied to customer order,Extend to Supplier Base,着眼于速度和过程简化,在生产过程中“拉动”材料,根据客户的需求平衡操作,除非受订单的限制，否则最小批量生产,延伸至供应商,Lean Manufacturing - Key Characteristics,精益制造,-,关键特性,What is Flow Manufacturing?,什么是流动生产？,未开发的河流,开发的河流,A Developed Flow is Less Disruptive,A time based system that pulls material through a production system with no interruptions,建立在时间基础上，无障碍地拉动物料流经生产系统,Time and Impact,时间与影响,原材料 在制品 成品,供应商,L/T,运送,顾客,根据需求生产,传统做法,根据预测生产,/,采购,顾客,流动制造,/,精益生产,原材料,/,在制品,/,成品,日产量,= 200 (2,班,),仓库中的零件数,1000,等待的零件数,400,移动的零件数,400,正在检验的零件数,200,返工的零件数,200,生产时间是,1.5,小时,生产周期时间,= 2200/200 =,11,天,增加价值,= 1.5/(11*16),= 0.85%,Time in Manufacturing 生产中的时间,With Lean Manufacturing You Can Get,通过精益生产可以实现,生产时间减少,90%,库库减少,90%,到达客户手中的缺陷减少,50%,废品率降低,50%,与工作有关的伤害降低,50%,The amount of human,effort, time, space, tools, and inventories,can typically be,cut in half very quickly, and steady progress can be maintained from this point onward to,cut inputs in half again within a few years,.,-,精益,思维,Womack & Jones,5,年内生产周期时间的改进,按时交货,交付周期时间,(,天,),库存周转,广泛应用缩短周期时间与流动制造,稍有应用,/,不应用,55%,的改进,44%,的提高,40%,的提高,40%,的提高,Benchmark Results 定标结果,5,年生产效率的提高,5,年生产成本的改进,5,年一次性合格生产的提高,稍有应用,/,不应用,650%,的较优,40%,的提高,52%,的提高,广泛应用缩短周期时间与流动制造,Benchmark Results 定标结果,Lean Manufacturing Foundations,实施精益的基础,Eliminate Wastes,5S and Visual Workplace,Error Proofing,People Involvement,消除浪费,工作场地组织及直观管理,差错预防,员工参与,Correction,返工,Overproduction,过量生产,Conveyance,搬运,Motion,多余动作,Waiting,等待,Inventory,库存,Processing,过程不当,Eliminate Wastes,消除七种浪费,Definition of Wastes 什么是浪费？,Anything other than absolute minimum resource of material,，,machine and manpower required to add value to the product,除了使产品增值所需的材料，设备和人力资源之绝对最小量以外的一切东西,Anything Other Than Necessary,任何非必需的东西！,Producing More,Than Needed,Producing Faster,Than Needed,生产多于所需,快于所需,Waste of Overproduction,过量生产,Definition,:,Rework of a Productor Service to Meet Customer Requirements,为了满足顾客的要求而对产品或服务进行返工,Waste of Correction,校正,/,返工,Definition,:,Any movement of material that does not directly support a lean system,不符合精益生产的,一切物料搬运,活动,Waste of Material Movement / Conveyance,物料搬运,DEFINITION,:,Effort which adds no valueto a product or service,对最终产品或服务,不增加价值的,过程,Waste of Processing,过程不当,Definition,:,Any supply in excess of process requirements necessary toproduce goods,任何超过加工必须的,物料供应,Waste of Inventory,库存浪费,Definition,:,Idle Time That Is Produced When Two Dependent Variables Are Not Fully Synchronized,当两个关联要素间,未能完全同步时,所产生的空闲时间,Waste of Waiting,等待,Definition:,Any movement which does not contribute value to the product or service,任何不增加产品或服务价值的人员和设备的动作,Waste of Motion,多余动作,Workplace Organization,现场组织管理,PULL,CARDS,T,R,A,S,H,T,O,W,E,L,S,G,L,O,V,E,S,TOOLS,Workplace Organization Requirements,现场组织管理规范,5S or 6S Activity 5S 或 6S 活动,Address System 地址系统,Operational Sheet 操作图表卡,Boundary Samples 合格/不合格边际样品,Non-conforming parts containers 不合格零件箱,Tool change / Ready stations 换型/工作准备台,Issues / Concerns Boards 意见交换板,Information Center 信息中心,Sort,Straighten,Shine,Standardize,Sustain,WHAT IS 5S /6S,Seiri,Seiton,Seiso,Shitsuke,Seiketsu,+,Safety,整理 整顿 清洁 展开 保持 + 安全,Workplace Organization - 5S,现场组织管理,- 5S,?,五个关键步骤,第一步：,Sort,整理,确认什么是需要的,使用的频率有多高,给不需要的贴上标签,处理贴上标签的物品,Workplace Organization - 5S,现场组织管理,- 5S,5S,小组清查：,把生产不必需或不常用的东西贴上标签,Workplace Organization - 5S,现场组织管理,- 5S,整理标签,1,、物料名称：,2,、物料,ID,：,3,、物料数量：,4,、物料价值：,5,、放置原因：,6,、使用频率：,7,、处理行动：,去掉,返回,移到整顿物品仓库,分开存放,其他,责任人：,完成日期：计划：,实际：,物品很容易,找到,并很容易,拿到,我们可以知道物品,放得,太多,或,太少,第二步：,Straighten,整顿,Workplace Organization - 5S,现场组织管理,- 5S,Workplace Organization - 5S,现场组织管理,- 5S,Step 3: Shine,清洁,ASSIGNMENTS,分配职责,METHODS,确定方法,TOOLS,准备工具,IMPLEMENT,付渚行动,TARGETS,建立目标,Workplace Organization - 5S,现场组织管理,- 5S,锤子,扳手,螺丝刀,12,10,8,12,10,8,12,10,8,Step 4: Standardize,展开,Habitually,Preventing,习惯,预防,Workplace Organization - 5S,现场组织管理,- 5S,Always follow,the specified and Standardized procedures,.,按规定和标准操作,Step 5: Sustain or Discipline,保持,/,教养,将,5S,进行到底！,Workplace Organization -,C,o,l,o,r,Coding,现场组织管理,-,色标管理,合格品或安全状态,待审查区,固定位置的物品,废品区或容器,有害物品或,防撞标识,Red,Blue,White,Yellow,Grey,一般区域,Workplace Organization - Visual Aids,现场组织管理,-,可视管理,TOOLS,Everything has its place,and everything in its place,每件物品有指定的位置，,每件物品在它的位置上,!,P54-A,O54,P55,O55,P54,A,2,3,4,5,7,8,9,100,6,90,80,70,20,30,40,50,60,10,FA-OP54/55-L02,DBA02020,DBA02010,DBA02040,DBA02060,DBA02050,2,3,4,5,7,8,9,100,6,90,80,70,20,30,40,50,60,10,DBA02030,DBA02070,DBA02080,DBA02100,DBA02090,DBA01010,DBA01020,DBA01030,DBA01040,DBA01050,DBA01060,DBA01070,DBA01080,DBA01100,DBA01090,FA-OP54/55-L01,S,W,E,N,Workplace Organization - Address System,现场组织管理,-,地址系统,Workplace Organization - Operational Sheet,现场组织管理,-,操作图表卡,全面质量管理,操作,校验,校核基线,安装光学器件,压紧螺钉,Error Proofing,差错预防,People CAN and WILL make inadvertent mistakes!,If one person makes a mistake ANYONE can!,ONE mistake out the door is too many!,Mistakes CAN be eliminated and MUST be eliminated for us to become COMPETITIVE!,人们可能而且也会在无意中做出错误,如果一个人会犯错误，那么任何人都会犯错误,一个错误出门，带来麻烦多多,为使我们更有竞争力，错误必须消除而且也能消除,Error Proofing,差错预防,What Means 99.9% Right? 99.9%,的正确率意味着什么？,One unsafe landing at Beijing airport each day,每天北京机场有一次飞机着陆是不安全的,20,000 incorrect drug prescriptions per year,每年发生两万起药物处方错误,50 newborn babies dropped each day,每天发生,50,起新生婴儿掉在地上的事件,22,000 checks per hour deducted from wrong accounts,每小时发生两万起支票帐户的错误,32,000 missed heartbeats per person each year,一个人出现三万二千次心跳异常,Error Proofing,差错预防,Preventing or detecting errors at the source,FMEAs provide basis for error proofing,在源头预防或探测差错,失效模式分析是差错预防的基础,zz,Team Building and People Involvement,团队建设,/,员工参与,People doing the work know the operation best,Decisions need to be made at,all levels,where the work is being done,Those people affected by a change (line design) need to participate in making that change,从事工作的人员最了解其本职工作,在工作地点的,所有层次上,都需要作出决策,受某一改革影响的人需要参与实施这个改革,WHY,？,WHY,？,Team Building and People Involvement,团队建设,/,员工参与,Change is exciting when it is done,by us, threatening when it is done,to us,.,“,当变化,由我们,完成时，它是令人激动的，而当它,发生到我们身上,时，就是危险的。”,Team Building and People Involvement,团队建设,/,员工参与,Three ways of communication,Horizontal,Top to bottom,Bottom to top,沟通的三条途径,平行,自上到下,从下到上,Team Building and People Involvement,团队建设,/,员工参与,Participation rate 90%,，,adopted 90 days,As the NWG regular activities,作为自然小组的日常工作，参与建议率,90%,建议一般在,90,天内实施,GOOD,JOB,!,Informal / formal recognition,Recognition program is related to plant objectives,承认和表彰有正式及非正式形式，,应与工厂的目标结合在一起,Idea,！,Value Stream Mapping,价值流图析,From “Learning to See”,by Mike Rother & John Shook,Understand the process.see the valueenvision the future state,理解流程,看到价值,憧憬未来状态,Lean Implementation- Some Lesson Learned,实施精益生产中的一些教训,Cherry-picking the tools,is not enough,赶时髦或随机选择一些工具,是不行的,Focus on the flow of value,to create a system,应当建立一个增值的连续流程,HK,Supplier,MUSK,Customer,MUSK,HK,HK,Baoan,PC&L,PO copy,SO,PO,PO,SO,SO,PO,Follow up,1,week,Lead Time,2 wks,IQC,I,1,grind,I,2,wash,I,3,dry,I,20,T&R,I,21,QC,I,22,pack,I,I,260,000,CT=6.17s,op=2,c/o=25m,Up=95%,9,000,CT=0.2s,op=?,c/o=,Up=100%,9,000,CT=0.5s,op=?,c/o=,Up=100%,9,000,CT=5.2s,op=1,c/o=40m,Up=95%,CT=0.45s,op=0.5,c/o=,Up=95%,CT=0.1s,op=0.5,c/o=,Up=100%,2,000,5,000,12,000,13,000,0.2,s,2 d,10.5d,6.17,s,0.37d,0.37d,0.37d,5.2,s,0.08d,0.20d,0.49d,0.45s,0.1,s,0.54d,NVA=16.8d,VA=170.3s,In Process 2.8 d,Weekly Master Shipping Schedule,1 day,1 -2 day,Value Stream Mapping,价值流分析,Data collecting,需要数据采集,Understand Sequence,理解工作顺序,Understand Cycle Time,了解生产周期,Capture Waiting Time,收集等待时间,VSM - Understand The Work,理解当前工序操作,Without Data,，,Its Just An Opinion!,没有数据，它只是你的观点,！,Value Stream Mapping - TAKT Time,（需求）节拍时间,TAKT Time,determines the rate at which work must be accomplished at,each,operation (Operational Cycle Time) based on the line rate.,节拍时间确定了每一工位必须完成工作的速率（操作周期时间）,TAKT is the,rhythm,or,beat,of the flow line.,节拍时间是流动线的节奏或拍子,Value Stream Mapping - TAKT Time,生产线速率,Takt,节拍时间,=,可用工作时间,客户需求数量,争取使,每一工位,每,3,分,20,秒生产一件,合格,品,Takt,节拍时间,=,(60 X,工作小时,/,天,) -,休息,&,午餐,&,其它停顿时间,=,258,件,例子,:,节拍时间,=,(60 x 17.0) - (15+15+30+20)x2),=,860,分钟,258,件,=,860,分钟,x 60,秒,/,分,200,秒,/,件,ABC,装配线,节拍时间,每天客户需求数量,258,件,OEE - Overall Equipment Effectiveness,TPM - Total Preventive Maintenance,QCO - Quick Change Over,总的设备有效性,全员设备维护,快速换型,Operation Effectiveness,运行有效性,LOCKOUT,RULES,.,实际,.657.,目标,.700.,ANDON,板,设备预防维修计划,更换空气过滤器,更换灯泡,更换皮带,更换制冷元件,更换油路过滤器,清洁油路,调节弹簧张力,调紧螺钉,检查线路,检查马达,1 2 3 4 5 6 7 8,- Monitors the status of production at,any given moment in time,.,监控生产在任何时间的状态,- Provides the historical data necessary to,continuously improve,operational availability,记录历史数据以不断改善运行能力,- Production (hour by hour),每小时生产状态如型号、产量等,- Down time,故障维修时间,- Change over,换型次数和时间,- Planned down time,计划停机时间,- Quality loss,质量损失,- Speed loss,速度损失,- Other lost time,，,people,，,material,，,etc,其他损失时间,Production Reporting & Charting,生产报告及图示,Capability Loss In Production,生产中的能力损失,YES,NO,设备计划运行吗？,NO,NO,设备有能力运转吗？,NO,设备在运行吗？,IN GOOD PRODUCTION,计划停机时间,换性时间,故障维修时间,其他损失（待料，早退）,YES,YES,设备设置好了吗？,YES,NO,设备在生产合格产品吗？,质量损失,YES,NO,设备在全速运行吗？,速度损失,YES,操作时间,停工损失,纯操作时间,速度损失,增值的,操作时间,废品损失,51%,94%,98%,80%,91%,85%,89%,100%,总的可用时间,228,243,248,310,340,400,450,设备故障,- 2 25 min,作业换型,- 2 30 min,减速,满负荷的,80%,较小的停工, 30 min,废品, 2%,作业起动损失,-15 min,OEE Calculation Example - Cutting Operation,总的设备有效性计算示例,-,切削设备,TOP 5,根源分析,Improve Overall Equipment Effectiveness,改进,总的设备有效性,PARETO,主次分析,Total Preventive Maintenance is the,total activities,of,all employees,work to increase uptime, improve quality,of output, improve safety, and reduce costs through the,continuous,improvement,of equipment operation,全员设备维护是所有的员工努力通过持续改善设备的运行,来增加有效时间、提高产品质量、加强安全性及减少设备,成本的全系统的活动,Total Preventive Maintenance,全员设备（预防）维护,Some Key Maintenance Data,一些关键的维修数据,MTBF -,平均故障间隔时间,MTTR -,平均修复时间,PM% -,预防维护时间占总维护及维,修时间的百分比，目标,70%,TPM: Owner / Operator Concept,责任人,/,操作员 观念,The operator will be empowered to: monitor the equipment,notify maintenance prior to any machine downtime occurrence,assure that housekeeping is maintained, perform minor repairs,and aid maintenance personnel with the suggestion,操作员有责任：监测设备，在机器出现故障前通知维修人员,进行维护，进行日常的清洁整理及小的维护调整工作，并把,平常观察情况反映给维修人员,LOCKOUT,RULES,TPM Is A Paradigm Shift,TPM,是一种模式转变,“I operate,，,you fix”,“I fix,，,you design”,“I design,，,you operate”,“We are all responsible for,our equipment,，,our plant,，,and our future”,“,我操作，你维修”,“我维修，你设计”,“我设计，你操作”,“,我们对我们的设备，,我们的工厂，和我们,的未来都负有责任”,Zero accidents,Zero unplanned down time,Zero speed losses,Zero defects,Minimum life cycle cost,零事故， 零非计划停机时间,零速度损失，零废品,产品生命周期成本最小化,TPM Goals,目标,我们为什么达不到？,Continue Improvement - 5 Why,？持续改进,5 Why,？,例子：设备停机,第一个为什么：为什么停机了？（,机器过载，保险烧了,）,第二个为什么：为什么会过载？（,轴承润滑不够,）,第三个为什么：为什么润滑不够？,（,机油泵没抽上足够的油,）,第四个为什么：为什么油泵抽油不够？（,泵体轴磨损,）,第五个为什么：为什么泵体轴磨损？（,金属屑被吸入泵中,）,第六个为什么：为什么金属屑被吸入泵中？,（,吸油泵没有过滤器,）,。,Benefits:,1. Reduced machine downtime,2. Flexibility in scheduling,3. Reduced cost of scrap,4. Reduced inventory holding costs,5. Increased capacity,TOOLS,QCO - Quick Change Over,快速换型,好处：减少停机时间，增加生产计划的灵活性，减少,浪费，减少库存成本，提高运行能力,80% Workplace organization,10% Equipment,5% Tooling,5% Product design,80%,之改进机会来源于现场管理,10%,来源于设备本身,5%,来源于工夹具,5%,来源于产品设计,QCO - Opportunities for Improvement,快速换型改进机会,我们只在需要的时候发运需要的物料,拉动系统,配料,地址,0017-0010-002R,Material Movement and Pull System,物料运动和拉动系统,What are the goals,目标,?,在,正确,的时间以,正确,的方式按,正确,的路线,把,正确,的物料送到,正确,的地点，每次都刚,好及时,每次都刚好及时！,Material Movement and Pull System,物料运动和拉动系统,Pull System - How Kanban Works,拉动系统：看板如何工作,When the operations are balanced to the TAKT time, KANBAN,揝,quares?are used as,signals to do work and pull parts,through the process.,当操作根据节拍时间平衡后，在工艺流程中使用“方型”看板来作为,工作与拉动零件的信号,操作,#1,操作,#2,操作,#3,K,流动方向,K,=,拉式生产中看板,K,=,空的生产中看板,拉动,工作信号,不工作,开始工作,工序看板系统,Pull System - Replenishment KB System,拉动系统：补充看板工作系统,PART,#,NAME,QUAN,PROCESS,5,OF,7,C-0087,PISTON RING,200,MACH,MG-3,ASSEMBLY - L-4,LOC,基点看板来自下一级生产,看板挂板,Run /,生产点,A,D,E,F,G,B,C,OD,D,Supply Chain Mapping,供应链图析,客户的客户,现在要货！,缓冲,客户,3,天,制造商,缓冲,7,天,供应商,缓冲,7,天,供应商的供应商,缓冲,5,天,周,MRP,13,周 交付周期,4,周 “执行”时间,9,周缓冲预测变动,Lean Supply Chain Mapping,精益供应链图析,客户的客户,现在要货！,缓冲,客户,1,天,制造商,缓冲,3,天,供应商,缓冲,1,周,供应商的供应商,缓冲,1,周半,3,周,拉动信号,13,天 交付周期,品种增加,Waste in the Supply Chain,：,Cost,供应链中的成本浪费,传统的采购流程：,发单,催货,运输,检验,付款,谈判,总采购成本,运输,付款,谈判,总采购成本,精益采购流程：,OSE,：,Overall Supplier Effectiveness,对供应商的总评估,Q = Quality,质量,C = Cost,成本,D = Delivery,交货,OSE = Q x C x D,例：,OSE = 96% x 95% x 90% = 82%,81 -90%,一般情况,小于,80%,不可接受,大于,95%,，好的供应商,第一阶段：,Conventional Approach,传统做法,Adversarial relations,敌对关系,Price is the priority,价格是决定因素,Formal certification,正规认证,Culture,：,Suppliers are Expendable,企业文化： 供应商是可以牺牲掉的,第二阶段：,SCM,供应链管理,Longer - term relationship,长久关系,Quality is the priority,质量是决定因素,Reduce in number of suppliers,减少供应商数量,Culture,：,Work with supplier to improve quality,，,cost and lead time,企业文化：与供应商一起改进质量、成本和交货期,Different Stages On Supply Chain Development,供应链开发的不同阶段,第三阶段：,Operational Alignment,生产联盟,Time is the priority,时间是决定因素,Focus on core process Capability,关注关键工艺能力,Joined R&D pilot program,尝试一同开发项目,Culture,：,Production begins in suppliers department,企业文化： 部分生产开始在供应商处进行,第四阶段：,Strategic Alignment,战略联盟,Joined business and process control,业务及流程一体化,Agreements on strategies,，,polices,一致的战略，政策,E- Commerce,，,eLean info flow,电子商务，电子信息流,Culture,：,Strategic business pa