The core idea of Lean, derived from the Toyota Production System, is elimination of waste. Seven areas of classically identified waste are:
• Overproduction
• 存货
• Motion
• Waiting
•过度处理
• 运输
•第一次不正确。
精益从业者讨论的“八度浪费”在不经常识别的情况下 - 不合理人。实际上，尊重人是精益的基础。在本期间广泛讨论的另一个废物自动化世界是能量。发电和分销系统效率低下的能源，排放和损失的成本大量。
International business advisory firm BBK specializes in helping corporations develop solid operations plans that include implementing Lean Thinking. Keith Updike, managing director in the Nashville office, brings more than 25 years worth of experience to his practice. “We look at Lean from experience, as many in our firm have implemented both large and small Lean projects. When we look at Lean, we take a simplistic approach. It’s about waste elimination. It’s hard to argue that there is little or no applicability. It’s applicable at your house, in the finance department, healthcare, aerospace—in addition to manufacturing.”
Updike表示，来自丰田的七种废物仍然适用。“重要的是在您做的任何事情上浪费。您需要使用价值流图来帮助识别和评估流程中的浪费。人们在陷入困境的情况下陷入困境时经常看着精益。这就像您不必担心吸烟，因为您16岁，直到50岁时出现胸部疼痛。最重要的是，某些事情引起了人们的关注，您醒来并决定改善。当公司采用精益时，通常是因为公司中的最高决策者驾驶它。”
精益的生活方式
Lean isn’t a program or a project as much as it is a complete change of culture. It won’t happen just because one person, no matter whom, decides to be Lean. One person must be committed, but then that person must work to involve others in the crusade. It used to be said that sales is the transfer of enthusiasm from the sales person to the customer. Starting a Lean adoption is much the same thing. The evangelist must transfer enthusiasm for the change to everyone else.
When everyone becomes engaged, the company exhibits a “Lean Lifestyle.” Updike describes it, “When you walk into the facility, you notice everyone is engaged. They are making their individual work area better. There is a process in place, called kaizen, to drive improvements regardless of the department or function. You’ll see evidence that it’s taking place. People are always looking to improve, because you’ve never arrived. You’ll see emphasis on metrics and responsibility. There is a scorecard mentality, and you’ll see signs, posters and displays so that everyone can see how they are doing. Inventories will be noticeably low. Scrap material is nonexistent. Meeting customer requirements and deliveries are a part of life. Material flows in a one-piece manner. Everything is visual, where you can walk up to any process and the instructions are well known. Training is ongoing. In other words, picture a world where there is minimum waste and what waste there is, people are working to eliminate it. People are committed to the company and themselves, while the company is committed to the people.”
总结所有精益，Uppike的线程总结说：“如果有重点，努力和承诺，那么明天就会比今天更好。”
加里·明彻尔（Gary Mintchell）, gmintchell@automationworld.com, is Editor in Chief of自动化世界。
• Overproduction
• 存货
• Motion
• Waiting
•过度处理
• 运输
•第一次不正确。
精益从业者讨论的“八度浪费”在不经常识别的情况下 - 不合理人。实际上，尊重人是精益的基础。在本期间广泛讨论的另一个废物自动化世界是能量。发电和分销系统效率低下的能源，排放和损失的成本大量。
International business advisory firm BBK specializes in helping corporations develop solid operations plans that include implementing Lean Thinking. Keith Updike, managing director in the Nashville office, brings more than 25 years worth of experience to his practice. “We look at Lean from experience, as many in our firm have implemented both large and small Lean projects. When we look at Lean, we take a simplistic approach. It’s about waste elimination. It’s hard to argue that there is little or no applicability. It’s applicable at your house, in the finance department, healthcare, aerospace—in addition to manufacturing.”
Updike表示，来自丰田的七种废物仍然适用。“重要的是在您做的任何事情上浪费。您需要使用价值流图来帮助识别和评估流程中的浪费。人们在陷入困境的情况下陷入困境时经常看着精益。这就像您不必担心吸烟，因为您16岁，直到50岁时出现胸部疼痛。最重要的是，某些事情引起了人们的关注，您醒来并决定改善。当公司采用精益时，通常是因为公司中的最高决策者驾驶它。”
精益的生活方式
Lean isn’t a program or a project as much as it is a complete change of culture. It won’t happen just because one person, no matter whom, decides to be Lean. One person must be committed, but then that person must work to involve others in the crusade. It used to be said that sales is the transfer of enthusiasm from the sales person to the customer. Starting a Lean adoption is much the same thing. The evangelist must transfer enthusiasm for the change to everyone else.
When everyone becomes engaged, the company exhibits a “Lean Lifestyle.” Updike describes it, “When you walk into the facility, you notice everyone is engaged. They are making their individual work area better. There is a process in place, called kaizen, to drive improvements regardless of the department or function. You’ll see evidence that it’s taking place. People are always looking to improve, because you’ve never arrived. You’ll see emphasis on metrics and responsibility. There is a scorecard mentality, and you’ll see signs, posters and displays so that everyone can see how they are doing. Inventories will be noticeably low. Scrap material is nonexistent. Meeting customer requirements and deliveries are a part of life. Material flows in a one-piece manner. Everything is visual, where you can walk up to any process and the instructions are well known. Training is ongoing. In other words, picture a world where there is minimum waste and what waste there is, people are working to eliminate it. People are committed to the company and themselves, while the company is committed to the people.”
总结所有精益，Uppike的线程总结说：“如果有重点，努力和承诺，那么明天就会比今天更好。”
加里·明彻尔（Gary Mintchell）, gmintchell@automationworld.com, is Editor in Chief of自动化世界。
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