SAE J 4000-1999 Identification and Measurement of Best Practice in Implementation of Lean Operation《实行精益运营的最佳方法确认和测量》.pdf

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1、SAE Technical Standards Board Rules provide that: “This report is published by SAE to advance the state of technical and engineering sciences. The use of this report is entirelyvoluntary, and its applicability and suitability for any particular use, including any patent infringement arising therefro

2、m, is the sole responsibility of the user.”SAE reviews each technical report at least every five years at which time it may be reaffirmed, revised, or cancelled. SAE invites your written comments and suggestions.QUESTIONS REGARDING THIS DOCUMENT: (724) 772-8512 FAX: (724) 776-0243 TO PLACE A DOCUMEN

3、T ORDER; (724) 776-4970 FAX: (724) 776-0790 SAE WEB ADDRESS http:/www.sae.orgCopyright 1999 Society of Automotive Engineers, Inc.All rights reserved. Printed in U.S.A.SURFACEVEHICLE400 Commonwealth Drive, Warrendale, PA 15096-0001RECOMMENDEDPRACTICESubmitted for recognition as an American National S

4、tandardJ4000ISSUEDAUG1999Issued 1999-08Identification and Measurement of Best Practice in Implementation of Lean Operation1. ScopeSAE J4000 is a tool to identify and measure best practice in the implementation of lean operation in amanufacturing organization. Implementation of lean operation is defi

5、ned as the process of eliminating wasteexhibited in an organizations value stream. Best practice in this process is Level 3 conduct as described inthe standards component statements. A description of the levels of implementation is:Level 0 The component is not in place at all or there are major inco

6、nsistencies in implementation.Level 1 The component is in place but there are minor inconsistencies in implementation.Level 2 The component is fully in place and effectively implemented.Level 3 The component is fully in place, effectively implemented and exhibits improvement in executionover the pas

7、t 12 months. A procedure for evaluation and scoring of each component will be included in the SAE J4001 Implementationof Lean Operation User Manual.2. References2.1 Applicable PublicationThe following publication forms a part of this specification to the extent specifiedherein. Unless otherwise indi

8、cated, the latest version of SAE publications shall apply.2.1.1 SAE PUBLICATIONAvailable from SAE, 400 Commonwealth Drive, Warrendale, PA 15096-0001.SAE J4001Implementation of Lean Operation User Manual2.2 Related PublicationsThe following publications are provided for information purposes only and

9、are not arequired part of this document.2.2.1 SAE PUBLICATIONAvailable from SAE 400 Commonwealth Drive, Warrendale, PA 15096-0001.SAE AS9000 Aerospace Standard2.2.2 ISO PUBLICATIONAvailable from ANSI, 11 West 42nd Street, New York, NY 10036-8002.ISO 9001:1994, Section 4 Quality System StandardCOPYRI

10、GHT Society of Automotive Engineers, Inc.SAE J4000 Issued AUG1999-2-2.2.3 OTHER PUBLICATIONSThe Toyota Production System, International Public Affairs Division and Operations ManagementConsulting Division, Toyota Motor Coporation; Copyright Toyota Motor Corporation, 1992KANBAN Just-in-Time at Toyota

11、, Management Begins at the Workplace, Edited by Japan ManagementAssociation, English translation; Copyright Productivity Press, 1989Industrial Engineering Handbook, H.B. Maynard, Editor-in-Chief, Copyright McGraw-Hill, 1963LEAN ENTERPRISE MODEL (Top Level Architecture), Version 1.0; Copyright Massac

12、husetts Institute ofTechnology, 19973. Each component statement is associated with one of six implementation elements:Element 4 Management/TrustElement 5 PeopleElement 6 InformationElement 7 Supplier/Organization/Customer ChainElement 8 ProductElement 9 Process/FlowEach component weighs equally. An

13、elements relative importance to successful organizational leanimplementation is reflected in the number of component statements testing that element.4. Management/Trust4.1 Continuous progress in implementing lean operating methods is the organizations primary tool in pursuing itsstrategic objectives

14、. 4.2 Structured policy deployment techniques are used to plan the organizations lean deployment actions.4.3 Lean progress targets are defined and have been effectively communicated.4.4 Knowledge of the philosophy and mechanics of lean operation has been obtained and effectivelycommunicated.4.5 The

15、organizations senior managers are actively leading the deployment of lean practices.4.6 Lean progress is reviewed by senior management against planned targets on a regular basis.4.7 Meaningful incentives that reward organizational lean progress are in place.4.8 Individual managers performance is eva

16、luated and rewarded relative to lean progress.4.9 A non-blaming, performance oriented, process-driven organizational atmosphere exists.4.10 There is regular, direct personal involvement by senior managers with the operating workforce concerning leanpractices.4.11 Consistent policy for disposition of

17、 individuals made surplus by lean progress is in place and followed.SAE J4000 Issued AUG1999-3-4.12 No employee has reason to perceive their livelihood to be jeopardized by contributing to organizational leanprogress.4.13 Management has chosen to adhere to lean principles in the face of short term o

18、perating objectives inconsistentwith lean progress.5. People5.1 Adequate training resources are provided and paid employee training time is made available.5.2 The training syllabus includes training in the lean-specific tools and measurables suitable to the organizationsneeds, at all levels within t

19、he organization.5.3 Training is conducted as scheduled, records of training are kept and training effectiveness is regularlyevaluated.5.4 Organization is structured to correspond to the structure and sequence of the value chain through theenterprise.5.5 Each employee participates in the structure as

20、 corresponds to his work role.5.6 Labor and employment policies and agreements are in place which allow lean progress within the organization.5.7 Team authority level and accountability level is clearly defined.5.8 Employee development through Quality Circles/Continuous Improvement teams is encourag

21、ed and supportedat all levels.5.9 Team is accountable for continuous improvement in its segment of the value chain.5.10 Team decision-making authority and authority to act corresponds to the level of team accountability.5.11 Management does not supersede team decisions and actions when within the te

22、ams authority. 5.12 Management supports team decisions and actions with required resources, consistent with good businesspractices.6. Information6.1 Adequate and accurate operating data and information is available to members of the organization as needed. 6.2 Knowledge is shared across the organiza

23、tion. 6.3 Data collection and its use are the responsibility of the individuals most closely associated with that part of theprocess.6.4 The operating financial system is structured to present correctly the results of lean progress.SAE J4000 Issued AUG1999-4-7. Supplier/Organization/Customer Chain7.

24、1 Both suppliers and customers participate at the earliest possible stage in the organizations undertaking of aproduct/process/project.7.2 Both suppliers and customers are appropriately represented on the organizations product/process/projectteams.7.3 Both suppliers and customers participate in regu

25、lar reviews of product/process/project progress.7.4 Effective incentives for supplier, organization and customer are in place that reward shared performanceimprovements or cost reductions.8. Product8.1 Product and process design is conducted by fully integrated teams with team representation by alls

26、takeholders.8.2 Cost, performance and attribute specifications for product and process are unambiguous, measurable andagreed to by all stakeholders.8.3 Product and process design is conducted from a life-cycle systems approach, fully adhering to DFM/DFAprinciples and consistent with lean principles.

27、8.4 Product design and process capability parameters are set to be as robust as possible, consistent with goodbusiness practice.8.5 Provision is made for continuity of team knowledge for duration of product/process launch.8.6 Lead times for product and process design are measured and being continual

28、ly shortened.9. Process/Flow9.1 The work environment is clean, well organized and audited regularly against standardized 5S practices. 9.2 An effective planned preventive maintenance system is in place with the appropriate maintenance conductedat the prescribed frequencies for all equipment. 9.3 Bil

29、ls of material are accurately catalogued and standard operations are accurately routed, timed, and havebeen value engineered.9.4 Value stream is fully mapped and products are physically segregated into like-process streams.9.5 Production sequence is load-smoothed to customer pull, and demand is leve

30、led over the manufacturingplanning period.9.6 Process flow is controlled by visual means, internal to the process.9.7 Process is in statistical control with capability requirements being met and process variability continuallyreduced.9.8 Preventive action, using a disciplined problem solving method,

31、 is taken and documented in each instance ofproduct or process nonconformance.SAE J4000 Issued AUG1999-5-9.9 Production flow commences only upon receipt of shipment order. Process flows at takt time rate, in single unitquantities, to point of customer receipt.9.10 Procedures are in place and being f

32、ollowed that result in continually shorter changeover times and smaller lotsizes.9.11 Factory layout requires continuous synchronous flow of material and in-factory product travel distance iscontinually reduced as flow path is improved.9.12 Documented standard work methods are in use that distribute

33、 and balance worker loads to eliminate waste,throughout the range of expected takt times.9.13 The value stream undergoes examination for continuous improvement on a regularly scheduled basis.PREPARED BY THE SAE LEAN MANUFACTURING COMMITTEESAE J4000 Issued AUG1999RationaleNot applicable.Relationship

34、of SAE Standard to ISO StandardNot applicable.ApplicationSAE J4000 is a tool to identify and measure best practice in the implementation of leanoperation in a manufacturing organization. Best practice in this process is Level 3 conduct as describedin the standards component statements. A description

35、 of the levels of implementation for eachcomponent is included in Section 2 and will be included in SAE J4001.Reference SectionSAE J4001Implementation of Lean Operation User ManualSAE AS9000 Aerospace StandardISO 9001:1994, Section 4 Quality System StandardThe Toyota Production System, International

36、 Public Affairs Division and Operations ManagementConsulting Division, Toyota Motor Coporation; Copyright Toyota Motor Corporation,1992KANBAN Just-in-Time at Toyota, Management Begins at the Workplace, Edited by Japan ManagementAssociation, English translation; Copyright Productivity Press, 1989Industrial Engineering Handbook, H.B. Maynard, Editor-in-Chief, Copyright McGraw-Hill, 1963LEAN ENTERPRISE MODEL (Top Level Architecture), Version 1.0; Copyright Massachusetts Instituteof Technology, 1997Developed by the SAE Lean Manufacturing Committee