SAE J 4001-1999 Implementation of Lean Operation User Manual《实行精益运营的用户手册》.pdf

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.TO PLACE A DOCUMENT ORDER: (724) 776-4970 FAX: (724) 776-0790SAE WEB ADDRESS http:/www.s

3、ae.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 StandardJ4001ISSUEDNOV1999Issued 1999-11Implementation of Lean Operation

4、 User Manual1. ScopeSAE J4001 provides instruction for evaluating levels of compliance to SAE J4000. Component text(Sections 4 to 9) from SAE J4000 is included for convenience during the evaluation process. Applicabledefinitions and references are contained in SAE J4000.SAE J4000 tests lean implemen

5、tation within a manufacturing organization and includes those areas of directoverlap with the organizations suppliers and customers. If applied to each consecutive organizational link, anenterprise level evaluation can be made. SAE J4001 relates the following approximate topic percentages tothe impl

6、ementation process as a whole:Element 4 Management/Trust 25%Element 5 People 25%Element 6 InformationElement 7 Supplier/Organization/Customer 25% (combined)Element 8 ProductElement 9 Process/Flow 25%SAE J4001 is to be applied on a specific component basis. Each of the fifty-two components tests part

7、 of,one, or multiples of the specific requirements of lean implementation. Implementation throughout anorganization may be measured by evaluating all of the components. The level of compliance for eachcomponent relative to best practice may be used as a reference by an organization to compare itself

8、 to currentbest practice in establishing lean operation. Examples of current best practice are available in SAE publicationRR003, Automotive Lean Enterprise Conversion Best Practice Examples.An organization may evaluate only selected components without affecting validity of results. 2. References2.1

9、 Applicable PublicationsThe following publication forms a part of this specification to the extent specifiedherein. Unless otherwise indicated, the latest version of SAE publications shall apply.2.1.1 SAE PUBLICATIONAvailable from SAE, 400 Commonwealth Drive, Warrendale, PA 15096-0001.SAE RR003Autom

10、otive Lean Enterprise Conversion Best Practice ExamplesSAE J4000Identification and Measurement of Best Practice in Implementation of Lean OperationSAE J4001 Issued NOV1999-2-3. How to Survey a ComponentCertain information for each component is needed to evaluate the level atwhich conduct of that com

11、ponent is taking place. The levels of conduct are: Level 0 The component is not in place at all or there are major inconsistencies 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 impleme

12、nted.Level 3 The component is fully in place, effectively implemented and exhibits improvement inexecution over the past 12 months.Each component will call for its own set of specific attributes within an organization. Levels 2, 3, and 4 conductfor a component will consist of differing specifics wit

13、hin different organizations. The evaluator will determinethe specific component attributes for the organization being evaluated. Following each of the SAE J4000components (Sections 4 to 9), are generic evaluation criteria for that component. After determining theapplicable specific component attribu

14、tes for the organization and obtaining the required information, thecomponent is assigned a level of conduct and an explanation of the evaluators analysis is recorded. Theevaluation shall include the evaluators written observations, including the specific component attributesdetermined and supportin

15、g the level assigned.4. Management/Trust4.1 Continuous Progress in Implementing Lean Operating Methods is the Organizations Primary Tool inPursuing its Strategic Objectives. L0 Lean methods are not included as part of the organizations operating philosophy.L1 Advantages of lean techniques are recogn

16、ized but are not a priority.L2 Attainment of organizations strategic objectives are dependent upon successful lean progress and areaddressed as such in its operating plan.L3 L2 plus evidence of improvement in execution over the past 12 months.4.2 Structured Policy Deployment Techniques are used to P

17、lan the Organizations Lean DeploymentActions.L0 No formal policy deployment mechanism exists.L1 Business planning exists within the organization but without an adequate deployment mechanism. L2 Policy deployment is formalized, including specific lean policy objectives, with accountability forcomplet

18、ion and timing extending through the entire organization.L3 L2 plus evidence of refinement over the past 12 months.4.3 Lean Progress Targets are Defined and have been Effectively Communicated.L0 Lean targets are not included in the organizations planning process.L1 Lean targets are defined but not c

19、ommunicated.L2 Lean targets are defined and included in all levels of operating targets.L3 L2 plus evidence of refinement over the past 12 months.4.4 Knowledge of the Philosophy and Mechanics of Lean Operation has been Obtained and EffectivelyCommunicated.L0 No requirement exists within the organiza

20、tion as to knowledge of the subject.L1 Informational-level knowledge is expected.L2 Formal, scheduled training in the appropriate lean techniques is required at all levels within theorganization.L3 L2 plus evidence of improvement in execution over the past 12 months.SAE J4001 Issued NOV1999-3-4.5 Th

21、e Organizations Senior Managers are Actively Leading the Deployment of Lean PracticesSeniormanagers are the senior managers on-site at the location being evaluated.L0 Senior management is disconnected from the operating workforce with only incidental contact; little orno direct involvement. Contact

22、is primarily through organizational chart arrangement.L1 Involvement consists primarily of periodic operating reviews in large group settings.L2 Regularly scheduled review of team lean accomplishments, review of team-applicable sections ofpolicy deployment plan with teams and individuals, at all lev

23、els within the organization. L3 L2 plus evidence of improvement in execution over the past 12 months.4.6 Lean Progress is Reviewed by Senior Management Against Planned Targets on a Regular BasisSenior managers are the senior managers on-site at the location being evaluated.L0 Targets are not in plac

24、e or progress against lean targets is not reviewed.L1 Lean targets are included in review process but given a low priorityL2 Progress against lean targets is included in scheduled operating reviews, at all levels withinorganization.L3 L2 plus evidence of improvement in execution over the past 12 mon

25、ths.4.7 Meaningful Incentives that Reward Organizational Lean Progress are in Place.L0 No recognition of lean progress contribution exists within the organization.L1 Recognition of lean progress contribution is present within organization.L2 Members of the organization are recognized for and share d

26、irectly and individually in the financialbenefits of lean progress. Benefits shared are specifically attributable to lean progress within theorganization.L3 L2 plus evidence of improvement in execution over the past 12 months.4.8 Individual Managers Performance is Evaluated and Rewarded Relative to

27、Lean Progress.L0 No accountability for lean progress is required.L1 Accountability for lean progress is an incidental part of managers evaluation.L2 Accountability for lean progress is a requirement of and forms a major portion of each managersperformance evaluation and basis of reward.L3 L2 plus ev

28、idence of refinement over the past 12 months.4.9 A Non-Blaming, Performance Oriented, Process-Driven Organizational Atmosphere Exists(4.9) is aprerequisite for lean implementation. L0 The component is not in place. L2 The component is in place.4.10 There is Regular, Direct Personal Involvement by Se

29、nior Managers with the Operating WorkforceConcerning Lean PracticesSenior managers are the senior managers on-site at the location beingevaluated.L0 Senior management is disconnected from the operating workforce with only incidental contact; little orno direct involvement. Contact is primarily throu

30、gh organization chart channels.L1 Involvement consists primarily of periodic operating reviews in large group settings.L2 Frequent, scheduled review of team lean accomplishments, review of team applicable section of policydeployment plan with teams and individuals. L3 Senior management interacts dai

31、ly and directly with each level of the operating workforce. Level 3includes personal recognition of team and individual lean accomplishment and personal instruction inlean curriculum by senior managers, to all levels of the organization.SAE J4001 Issued NOV1999-4-4.11 Consistent Policy for Dispositi

32、on of Individuals Made Surplus by Lean Progress is in Place andFollowed(4.11) is a prerequisite for lean implementation. L0 The component is not in place. L2 Publicized policies of workforce management are in place and being followed, with a continuing historysufficient to establish stability and be

33、lievability by organization.4.12 No Employee has Reason to Perceive their Livelihood to be Jeopardized by Contributing toOrganizational Lean Progress(4.12) is a prerequisite for lean implementation. L0 The component is not in place. L2 The component is in place. 4.13 Management has Chosen to Adhere

34、to Lean Principles in the Face of Short Term Operating ObjectivesInconsistent with Lean Progress(4.13) is a prerequisite for continuation of lean implementation. L0 The component is not in place. L2 Choices, discernible by the organization, are made by management to preserve lean progress versesshor

35、t term operating objectives.5. People5.1 Adequate Training Resources are Provided and Paid Employee Training Time is Made Available.L0 Training consists primarily of on-the-job functional training during scheduled work activities.L1 Opportunities for skills improvement training are available.L2 Form

36、al training program is conducted. Employees are required to meet continuous, advancingtraining standards. Training is conducted during regular working hours or outside of regular workinghours, on a paid basis. Training facility is available on site. Professional instruction is made availableas a sup

37、plement to in-house instruction by organizations staff.L3 L2 plus evidence of refinement over the past 12 months.5.2 The Training Syllabus includes Training in the Lean-Specific Tools and Measurables Suitable to theOrganizations Needs, at all Levels within the Organization.L0 No lean training is off

38、ered.L1 The component is in place but there are minor inconsistencies in training content.L2 Appropriate and complete training is offered.L3 L2 plus evidence of refinement or improvement in execution over the past 12 months.5.3 Training is Conducted as Scheduled, Records of Training are Kept, and Tr

39、aining Effectiveness is Reg-ularly Evaluated.L0 Training is not scheduled, records are not kept or are inadequate or no measure of trainingeffectiveness exists.L1 The component is in place but there are minor inconsistencies in training execution.L2 Training is scheduled, schedule is followed, recor

40、ds are accurate and complete, training effectivenessis measured.L3 L2 plus evidence of improvement in execution over the past 12 months.SAE J4001 Issued NOV1999-5-5.4 Organization is Structured to Correspond to the Structure and Sequence of the Value Chain Throughthe Enterprise.L0 Organization repor

41、ts by function, without cross-functional accountability.L1 The component is in place but there are inconsistencies in desired structure.L2 Operating disciplines report according to each individuals assigned responsibility within theorganizations value chain. Individual accountability corresponds to

42、an identified section of theorganizations value chain. L3 L2 plus evidence of refinement or improvement in execution over the past 12 months.5.5 Each Employee Participates in the Structure as Corresponds to His Work Role.L0 Participation in lean progress activities is not encouraged.L1 Participation

43、 is incidental to work role.L2 Each member of the organization participates in and contributes to the lean activities being undertakenwithin his area of the organization.L3 L2 plus evidence of improvement in execution over the past 12 months.5.6 Labor and Employment Policies and Agreements are in Pl

44、ace which Allow Lean Progress within theOrganization(5.6) is a prerequisite for lean implementation. L0 Labor agreements and employment policies in place prohibit flexibility required for lean progress.L2 Agreements and policies allow lean progress.5.7 Team Authority Level and Accountability Level i

45、s Clearly Defined.L0 Team organization does not exist.L1 Team organization in place but with indefinite authority and/or accountability.L2 Authority and accountability level of each team is written, understood, and followedL3 L2 plus evidence of refinement over the past 12 months.5.8 Employee Develo

46、pment through Quality Circles/Continuous Improvement teams is Encouraged andSupported at All Levels.L0 Team organization does not exist.L1 Team organization in place but with indefinite authority and/or accountability.L2 A functioning, organization-wide Quality Circle/CI team system is in place with

47、 accountability forspecific results identified and included in organizations operating plan. L3 L2 plus evidence of refinement over the past 12 months.5.9 Team is Accountable for Continuous Improvement in its Segment of the Value Chain.L0 No team accountability exists.L2 Team accountability for spec

48、ific continuous improvement results is identified and included inorganizations operating plan. L3 L2 plus evidence of refinement over the past 12 months.5.10 Team Decision-Making Authority and Authority to Act Corresponds to the Level of Team Accountabil-ity(5.10) is a prerequisite for lean implemen

49、tation. L0 Team has no authority or is accountable for events or results over which it has no control or influence.L2 Authority and accountability level of each team is written, understood, and followed.SAE J4001 Issued NOV1999-6-5.11 Management Does Not Supersede Team Decisions and Actions When Within the Teams Authority(5.11) is a prerequisite for lean implementation. L0 Team has no authority or is accountable for events or results over which it has no control or influence.Team actions are not recognized or supported by management.L2 Authority and accoun