【正文】 從根本上解決了很多企業(yè)中的問題，能使企業(yè)在生產(chǎn)流程的各個(gè)環(huán)節(jié)中帶來很多收益。它將復(fù)雜的服裝生產(chǎn)分解成了一道道工序，員工只要完成一道工序，甚至是一個(gè)動(dòng)作即可，這使得每一個(gè)員工的操作變得簡單易學(xué)，工人們只需要短短的幾天的培訓(xùn)就能掌握他們所要完成的工序。 華北水利水電學(xué)院畢業(yè)論文 6 總結(jié) 精益 生產(chǎn)推崇只在需要的時(shí)候、按需要的量、生產(chǎn)所需的產(chǎn)品的思想理念。 基于精益生產(chǎn)管理對(duì)天鑫服飾有限公司的襯衫縫制生產(chǎn)線進(jìn)行的改造取得的效果是顯而易見的，但精益生產(chǎn)的實(shí)施不是簡單的通過一場運(yùn)動(dòng)就能達(dá)到目標(biāo)的，而是要長期堅(jiān)持不懈的努力方能成功。 精益生產(chǎn)管理是工業(yè)工程中常用到的管理方法，它是一種追求完美、追求精簡和全員參與的理念，是一種可以廣泛應(yīng)用于服裝生產(chǎn)的各環(huán)節(jié)的思維方法。只要持之以恒，天鑫服飾有限公司將在經(jīng)濟(jì)、企業(yè)文化、產(chǎn)品質(zhì)量等各個(gè)方面取得收益。ping University, Link246。 Tadikamalla, 1994。s involvement This paper has two purposes. The first purpose is to present the main concepts behind lean production and to relate the discussion to ―six sigma quality‖ and ―TQM‖. This will be done in Sections 24. The second purpose is to focus on some of the latest findings on how to explain human mitment. In Sections 57 of the paper, we will reflect on these findings and shortly discuss the implications of these findings in relation to building a pany culture, which supports the implementation of TQM, and hence the implementation of lean production and six 華北水利水電學(xué)院畢業(yè)論文 sigma quality. 2 Lean production, six sigma quality, and TQM The origin of lean production is Japan Lean production or lean thinking has its origin in the philosophy of achieving improvements in most economical ways with special focus on reducing muda (waste). The concept of muda became one of the most important concepts in quality improvement activities primarily originated by Taiichi Ohno39。 Womack et al., 1990), and it became later on (1986) labelled as lean production and lean thinking by Womack et al. (1990). Toyota adopted statistical quality control methods in the last part of 1949 by attending the statistical quality control course provided by JUSE to overe the crisis. At the same time Eiji Toyoda went to USA to study how automobiles were manufactured in the world39。s Rough plant in Detroit. At that time, Ford39。s accumulated results of 13 years of effort by 1950 – 2,685 cars. It is understandable, that Eiji Toyoda decided to study intensively (3 months) how cars were produced in this plant. During his stay at Ford Eiji wrote back to the headquarter, that he ―thought there were some possibilities to improve the production system‖ and back in Japan, Eiji and his production genius, Taiichi Ohno (who also visited Detroit several times), however soon concluded, that mass production as running at Ford could never work in Japan (Womack et al., 1990, p. 49) What they realised in USA was, that there was too much waste everywhere. There were wasted man power, efforts, materials, space and time, . muda of man power, muda of production, muda of inventories and excess processing, muda of defects, muda of waiting, muda of transport, muda of facilities. For instance, they could observe that none of the specialists beyond the assembly worker were actually carrying out value adding activities to the production. They were just responsible for designing the production process and giving orders and instructions to the workers. The only activity of a foreman was to ensure, that line workers followed orders, and the assemblyline workers would just, repetitively, perform one or two simple tasks (Womack et al., 1990, p. 55). From these observations they realised, that they 華北水利水電學(xué)院畢業(yè)論文 (Japan and Toyota) were too poor to have these kinds of waste (both of human resources and material resources), and they could not afford to just copy and implement, what they have seen in USA (Dahlgaard and DahlgaardPark, 1999b). Another famous system to reduce muda (waste) was also invented by Ohno – the socalled justintime (JiT) or Kanban system. Ohno saw at Ford Detroit, how much muda was produced under the mass production system. For instance, there was high inventory cost to keep a large number of parts that were later found to be defective, when installed at the assembly plant (Womack et al., 1990, p. 60). From this observation, Ohno developed a new way to coordinate the flow of parts within the supply system on a daytoday basis, thus the parts would only be produced at each previous step to supply the immediate demand of the next step. This JiT system later on became much more efficient, when they used a kind of card (Kanban) as a tool for information exchange between different production lines. From that time, the JiT system was called as the Kanban system (Udagawa et al., 1995, p. 96). In fact, Taiichi Ohno got this JiT idea, when he saw the modern supermarket system in USA (Womack and Jones, 1996, p. 37。 Ohno, 1978, pp. 137, 141). By implementing JiT or Kanban system much muda could be reduced. First of all, a large space was not necessary to keep a large number of parts. Second, only the needed quantity of parts was produced. Third, if defects were produced, it was immediately discovered, thus the system prevented a large number of defects to be produced. However, this new system was not easy to implement, especially if the system often produced defects. That means if just one small part of the whole production system failed with defects, the entire production system should be stopped. In fact, this point was precisely, what Ohno had thought about. He wanted that every member of the entire production system paid attention to the prevention of potential problems and in this way reduced muda. In spite of several advantages of Ohno39。s idea was in the beginning limited to be applied only in his own plant (he was the Manager for one of the production plants at the head quarter). Focusing on quantity in production, Toyota increased radically productivity, and in 1959, 華北水利水電學(xué)院畢業(yè)論文 Toyota produced for the first time 100,000 cars a year (Udagawa et al., 1995, p. 91). However, Toyota was confronted with a serious crisis in the last part of the 1950s, when the US market rejected Toyota