本书意在把精益这件事说明白，既有大量案例的解释说明，还有工具运用后的反思和总结，真正达到"学”与"思”的有机结合。本书共包含 9 章。其中，管理篇包括第1 章和第2 章，主要讲解了精益生产的发展和管理层面推行精益的步骤和要点；后面7 章为工具篇，从认识工厂的工具入手，以人、机、法、环，以及新技术展望为脉络，由整体到局部，从基础到精通，结合现场实际案例对各种精益工具进行了详细讲解。本书还对很多精益知识点进行了重新诠释，大多数是笔者在推行现场改善的实战过程中的感悟与总结。

随着我国经济转型的逐步深化，外部市场的竞争愈演愈烈，很多企业对自身一直徘徊不前的现场管理水平产生了极大的危机感。作为一门管理学中的“显学”，“精益生产”一直是很多企业热衷的选择，讲解精益生产的图书也备受大家的喜爱。就像以前兵法书是兵家必须熟习的教科书一样，精益生产方面的书籍就是企业管理人员必读的“兵法”书。 兵法书大体可分为“权谋”和“技巧”两大类型。权谋类兵法书以论述战略为主，其典型代表是《孙子兵法》。权谋类兵法书的优点是可以系统地诠释军事理论的内涵，具有大局观和哲学层面的思考。如《孙子兵法·兵势篇》在论述战争策略时这样写道：“凡战者，以正合，以奇胜。故善出奇者，无穷如天地，不竭如江海。”这类兵法书对于运筹帷幄的统帅是很有必要的提升工具，但是对于带兵冲杀在一线的战将来说就有点形而上学了，不容易将其内容直接运用在实践中。 技巧类兵法书则以军事技术的运用为主，代表作为戚继光的《纪效新书》，其特点是“不虚言，重实用”。从士兵随身口粮要携带什么到筑城扎营的具体操作方法，全都交代得一清二楚，同时还在难懂的地方加上了图解，使得士兵都容易理解。如《纪效新书·治水兵篇》讲兵船在夜间如何防御敌方偷袭时这样写道：“夜暮以朦胧为期，中军船发擂三通，起更。各船齐击竹梆，打更者打鼓一次，梆响一遍。每更用兵二名，一名船头远视，一名船尾高嘹。”技巧类兵法书的优点是便于快速上手、直接应用，但是也存在方法僵化、缺乏应变的弊端。 与传统兵法书类似，现在市面上的精益改善类图书大都存在类似的问题。很多战略类的精益图书只讲原则和思想，缺少实际案例的介绍；另一些工具实践类的精益图书又缺乏理论框架和成体系的实战经验总结。 俗话说：“光说不练假把式，光练不说傻把式。”精益生产并不是高高在上的阳春白雪，而是必须与现场结合，落地每个项目、每条规范，才会产生效果的，如同丰田喜一郎说的那样：“不要相信一个不洗手还敢去吃饭的工程师。”只讲案例不进行归纳总结也不行。首先，必须承认企业间的差异化是存在的，不同的企业会有不同的现实问题。销售、生产、质量、财务、采购和人力资源水平的差异决定了不可能依葫芦画瓢来进行改善，如果不能将精益思想全面地提炼并掌握其精髓，照本宣科常常会使企业的问题雪上加霜。其次，随着外部市场的变化和新技术的发展，精益本身也在发生变化，很多以前常用的精益工具也面临着被淘汰的问题。例如，拉动看板本来是在拉动系统中进行信号传递的常用工具，但随着各公司MES（制造执行系统）的普及，物料的拉动可以通过管理软件以更简便、更稳定、更迅速的方式进行，拉动看板这个工具自然就会被淘汰，如果还使用纸制看板来进行大规模物料拉动，就从“精益”变成了“浪费”。因此，想要把精益这件事说明白，既要有大量案例的解释说明，还要有工具运用后的反思和总结，真正达到“学”与“思”的有机结合。以上正是笔者撰写此书的目的。 本书共包含 9 章。其中，管理篇包括第1 章和第2 章，主要讲解了精益生产的发展和管理层面推行精益的步骤和要点；后面7 章为工具篇，从认识工厂的工具入手，以人、机、法、环，以及新技术展望为脉络，由整体到局部，从基础到精通，结合现场实际案例对各种精益工具进行了详细讲解。本书还对很多精益知识点进行了重新诠释，大多数是笔者在推行现场改善的实战过程中的感悟与总结，虽为“一家之言”，但还是希望能够给读者相应的启发。希望本书能够帮助中国制造业企业在精益管理上快速提升。

管 理 篇 第1 章困境激发的智慧·································································.3 1.1 从利润说起······································································.3 1.2 精益思想的萌芽································································.6 1.3 精益体系的完善································································.9 1.4 精益生产的传播································································10 1.5 必然的选择······································································12 第2 章为什么成功推行“精益”的企业这么少···································15 2.1 战略维度——自上而下，贯彻“精益革命”····························16 2.2 文化维度——自下而上，营造“改善氛围”····························20 2.3 技能维度——认准方向，掌握“精益套路”····························24 2.4 体系维度——完善法制，搭建“制造系统”····························32 工 具 篇 第3 章认识你的企业····································································45 3.1 知己——利用财务报表了解企业的成本··································45 3.2 知彼——利用“KANO 模型”识别客户眼里的价值···················54 3.3 知强——利用价值流图梳理企业增值点··································64 3.4 知弱——利用“七大浪费”寻找现场的浪费点·························86 3.5 知限——利用“约束理论”确认改善切入点·························.116 第4 章 改善的起点——5S···························································.128 4.1 5S 概论········································································.132 4.2 S1：整理——生产现场的“断舍离”··································.133 4.3 S2：整顿——善用脑子来“画框框”··································.137 4.4 S3：清扫——“清扫”不仅是打扫卫生·······························.144 4.5 S4：清洁——没有“规矩”，无以成方圆····························.150 4.6 S5：素养——习惯的养成不止“21 天” ······························.154 第5 章 改善的基础——标准化作业···············································.158 5.1 标准化作业的发展历程····················································.164 5.2 标准化流程建立的思考····················································.167 5.3 编制《标准作业指导书》·················································.170 5.4 编制《标准作业组合票》·················································.175 第6 章 重中之重的设备——TPM ·················································.199 6.1 TPM 概述·····································································.203 6.2 TPM 之自主管理····························································.205 6.3 自主维护的推进·····························································.220 6.4 TPM 之专业维护····························································.222 6.5 设备分级维护································································.229 6.6 备品备件管理································································.231 6.7 设备全生命周期内的故障规律及保养方法····························.236 6.8 设备OEE 分析与改善·····················································.238 第7 章敏捷切换的法宝——快速换型············································.244 7.1 快速换型概述································································.250 7.2 快速换型的推进步骤·······················································.251 第8 章创造便利的环境——精益布局与物流···································.270 8.1 车间布局类型介绍··························································.276 8.2 产线布局类型介绍··························································.279 8.3 精益布局的原则和改善步骤··············································.281 8.4 仓储布局与物流设计·······················································.286 第9 章新技术革命的浪潮——智能制造·········································.292 9.1 智能制造的背景·····························································.298 9.2 智能制造的问题解决逻辑·················································.301 9.3 智能制造的实施路径·······················································.303 9.4 MES 简介及应用····························································.307 9.5 RFID 技术简介及应用·····················································.312 9.6 AGV 技术简介及应用·····················································.329 9.7 工业机器人技术简介及应用··············································.335