(梁兄上禮拜=梁兄今日上禮拜堂)
他隨手送一本科慈的slowman (天培)
我們談ch和rl 的原文翻譯習慣 他一直採用紙本英文翻
我說10月16日要回東海的演講
主題:"談生產系統及其轉型:從中港路(1970-2009)變遷看世界"
2009年戴明博士紀念研習會 --10月15-16日
今年可以出版兩本書 看看明年可否出3本
我們去習慣去的牛肉館
我叫炒麵 他點醉雞飯
我們去幾家找他朋友要的 "沈從文史詩" 都找不到
我說十年前看岳麓出的"別集" 對於沈老的"世界一流科學家"的說法做法很佩服
他提今年翻譯獎 我說如果有力氣 就給彭懷棟先生 不過我與他失聯十年
他提過OBA出書 希望辦活動
我說前一陣失業 寫了數百頁"講稿" 現在在新竹和泉州當企業顧問 賺點前出書
近來經常在台大文學院"你丟我撿"
看到美國新墨西哥州出的一本英文詩集Chalkmarks on Stone
索引竟然是易經64卦當分類
"年輕真好 不朽真好"
知道Payback 書已出版 去買
1700 他門一家依車回家去
bye-bye
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hc
昨天東海劉仁傑老師和兩位學生來談某可能輔導案 (順便捐2萬當2009紀念演講)
KEVIN等的報告(牙醫手機)很不是蓋的
報告些近況DAVID 去凡甲公司上班
我到新竹某電腦網路安全公司當顧問
將兩本書初稿給蔡士魁先生當編輯
英國的david kerridge 教授答應寫"戴明文選"一書前言
我下周到中國開始"顧問"
這一次我提議為client 編 "半月刊"
我也開始撰寫2010要出版的"精實之舞"
其中一寫法是寫24個故事
朋友 你有感人的工廠等故事嗎
快跟 我分享
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鍾老師您好,
想請問您:有關7月底前交文章,是用論文格式?還是POWERPOINT格式即可?
我已經在編寫中...
justing
(Justing 的CASE 論文已交稿)
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Peter Hsiung 熊維強
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David
本周與下周人都在"神州" 遇到許多很神的事
例如
大卡車拋錨在稍微上坡的路段 兩個人試圖推車 車子文風不動 我擔心他們會被自家車倒退撞倒
一桌要價4000nt的餐廳 服務生持先進的電蚊拍追打蒼蠅 直到我買單牠才轉移陣地
有位老兄撥錯電話 跟我嚧半天 本月份的電話漫遊費想必非常可觀
----
Scott Tsai 先生來拿本年度兩本書的初搞檔案 預計九月份可出版
下年度我要出版 精實之舞 現在開始進行
******John Liu 評論了你的塗鴉牆留言 ：
你好，好運跟著你了！
沒有尾巴的熊？無尾熊
沒有脖子的熊？吳伯雄
牛年見到的熊？劉健雄
John
---
Quote:
今天我在車上與劉老師談一些"共同的朋友" 甚妙
我再船上與R了一小時天南地北的LEAN THINKING/CAREERS/10 YEARS AFTERWADS.....Richard 上飛機前 以日本武士之精神 說他一定會好好做
給R 等人的作業 下文 虛虛實實 很多處有問題 請指出
The story of Lean
Search-Autoparts.com - North Olmsted,OH,USA
They were Shigeo Shingo, a quality consultant hired by Toyota, who assisted in the implementation of quality initiatives; and W. Edwards Deming, ...
By: Steven Feltovich
What is lean? Lean production is a manufacturing methodology originally developed by Toyota in the 1950s for the manufacturing of automobiles. Engineer Taiichi Ohno is credited with developing the Toyota Production System and, ultimately, lean production. He discovered that through enhancing quality, production automatically improved, and the waste of materials and resources was reduced, hence creating a lean enterprise. There were two other gentlemen who also helped shape the Toyota Production System. They were Shigeo Shingo, a quality consultant hired by Toyota, who assisted in the implementation of quality initiatives; and W. Edwards Deming, who brought Statistical Process Control to Japan. Today, there are many global automotive companies who have adopted “lean” principles in order to compete with Toyota and other Japanese automobile manufacturers.
The use of the term "lean" in a business or manufacturing environment describes a philosophy that incorporates a collection of tools and techniques into the business processes to optimize time, human resources, assets, and productivity, while improving the quality level of products and services to their customers. Lean production is all about managing and improving a workshop or business process so that you can deliver what the customer needs—profitably. In their landmark book The Machine That Changed the World, James Womack and Daniel Jones, two of the top industrial analysts in the world, explained how companies can dramatically improve their performance through the lean production approach pioneered by Toyota.
The phenomena of lean production principles are that they will work anywhere and in any type of business — they are universal. Lean principles have proven not only to be universal, but to be universally successful at improving results. One of the major building blocks of the Toyota Production System is the continuous improvement process (kaizen). It is through implementation and integration of continuous improvement processes that your collision repair business is able to benefit by reducing costs, improving quality, and increasing productivity. It is important for you to realize, upfront, that making your operational processes “lean” is a major learning experience and requires a total commitment from your management team and staff.
Ten rules of lean production in summary are as follows:
1. Eliminate all unnecessary waste
2. Minimize excess inventory
3. Maximize production flow
4. Prioritize production from customer order requests
5. Meet customer requirements
6. Always do it right the first time
7. Empower workers to find problems
8. Design for rapid changeover
9. Partner with suppliers
10. Create a system of continuous improvement
How can these lean production principles yield extraordinary benefits to the collision repair industry? Can we really improve our quality, raise the production flow, and drive down our operating costs as a result of implementing the lean principles? The reason for the broad industry acceptance of Lean Thinking is that the principles are well thought out, proven, and can lead to dramatic results.
The main principles are teamwork, communication, efficient use of resources and elimination of waste, and continuous improvement. All of these are key business drivers that can help any business become more efficient and effective at what they do, whether it is a service provider or a manufacturing company. The first step in applying this revolutionary approach to business processes is learning to identify waste. If you become extremely aware of waste, you will be able to recognize it and eliminate the root cause of it immediately.
The collision repair industry provides us with many opportunities to eliminate excess waste. A few of the most common are waste in inventory, waste in time and material, waste in extra steps/procedures, and waste in excessive facility capacity and equipment. In order to begin to eliminate waste, it will be necessary to empower your technicians to systematically trace every error or mistake back to its root cause and then to devise a solution so that it never occurs again. This does not imply that you should punish your staff for waste, but, conversely, you must challenge them to identify waste when they see it or experience it. You will need to enlist their help in driving out waste in all of its forms; therefore, it is absolutely essential to get their open and honest feedback, which requires a fear-free environment.
Consider this. What amount of time and money are spent when we are inspecting the vehicle’s repair quality at the end-of-the-line? How much does it cost to rectify problems and defects at this point? In many situations, the customer has taken on the role of the quality control inspector in order to ensure that their expectations have been met. This scenario creates a dissatisfied customer, and it always costs the collision repair shop more than the direct costs of correcting the quality related issues. Indirect costs stemming from this practice are enormous and often overlooked; e.g., lost opportunities, insurance company relationships, employee moral, and the company’s image in the market place. Quality has to be built into the product during the entire repair process—quality cannot be inspected into the finished product. If quality inspectors are evaluating vehicles that are completely done, it’s too late and too costly to make the right quality adjustments at that stage. To achieve the goal of “lean production,” you must eliminate all of the production process defects and errors, and then, and only then, will you have a higher quality product, which actually costs your organization less money to produce. The final result of “lean” is a higher quality product (adding nothing but value), produced faster, and at a lower cost than your competitor — this demonstrates the power of a lean production process.
After reading the book The Machine That Changed the World, I went to work on designing and developing a flow chart model to illustrate the lean production process as it applies to the collision repair environment. And, I recall how excited I was to share it with someone in the collision repair industry; although this was some five-years ago, it still seems like yesterday to me. So, I sought out a good friend of mine who owns a collision repair shop, and I was anticipating him to be ecstatic when I opened my briefcase and out popped my laminated “Lean Production” flow chart. He studied it for a few minutes with this morose look all over his face, and I began badgering him to tell me what he thought, expecting nothing but the highest praise and accolades.
He finally looked right into my eyes and said, “This will never work, and it just won’t work in a body shop environment.”
Well, several years have gone by since then; and, as things certainly do change, I will tell you, that same person has become a major proponent of “lean.” He has been at work for the last three-years building a lean culture and work environment at his shop, which has already proven to deliver the phenomenal results that we had discussed some five-years earlier.
For more information, contact Steven Feltovich, Manager of Collision Business Consulting, Sherwin-Williams Automotive Finishes Corporation, at (412) 916 - 9235 and by email at steven.j.feltovich@sherwin.com
***劉仁傑
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