精益生产包含的工具方法、管理原则、实施过程是非常庞大的一整套方法论，（精益思想）（改变世界的机器）（丰田模式）等书对这一套方法论进行了较为详细的描述，本书不对这些内容做展开，只对其中的一些产品进行精益生产的基本概念有所涉猎。

Lean production contains a very large set of methodology, including tool method, management principle and implementation process, which is described in detail in books such as (lean thought) (machine that changes the world) (Toyota model). This book does not expand these contents, but only covers the basic concepts of lean production for some of the products.

精益生产(Lean Production)，是二战后日本汽车工业遭到的“资源稀缺”和“多品种少批量”的市场制约的产物，是透过系统结构、人员组织、运行方式和市场供求等方面的变革，使生产系统能很快适应用户需求不断变化，并能使生产过程中一切无用、多余的东西被精简，最终达到包括市场供销在内的生产的各方面最好结果的一种生产管理方式。与传统的大生产方式不同，其特色是“多品种”“小批量”。

Lean production is the product of the market restriction of "resource scarcity" and "multiple varieties and less batches" in Japanese automobile industry after World War II. Through the changes of system structure, personnel organization, operation mode and market supply and demand, it enables the production system to adapt to the changing needs of users quickly, and enables all useless and superfluous things in the production process to be refined Jane, a mode of production management that ultimately achieves the best results in all aspects of production including market supply and marketing. Different from the traditional large-scale production mode, it has the characteristics of "multi variety" and "small batch".

20世纪初，从美国福特汽车公司创立第一条汽车生产流水线以来，大规模的生产流水线一直是现代工业生产的主要特征。大规模生产方式是以标准化、大批量生产来降低生产成本，提高生产效率。这种方式适应了美国当时的国情，汽车生产滚水线的产生，一举把汽车从少数富翁的奢侈品变成了大众化的交通工具，美国汽车工业也由此迅速成长为美国的一大支柱产业，并带动和促进了包括钢铁、玻璃、橡胶、机电以至交逶服务业等在内的一大批产业的发展。大规模流水生产在生产技术及生产管理史上其有极为重要的意义。但是第二次世界大战以后，社会进入了一个市场需求向多样化发展的新阶段，相应地要求工业生产向多品种、小批量的方向发展，单品种、大批量鹪流水生产方式的弱点就日渐明显了。为了顺应这样的时代要求，由日本丰圈汽车公司首创的精益生产，作为多品种、批量混含生产条件下的高质量、低消耗进行生产的方式在实践中摸索、创造出来了。

Since the first automobile production line was founded by Ford Motor Company in the early 20th century, large-scale production line has been the main feature of modern industrial production. Large scale production is to reduce production cost and improve production efficiency by standardized and mass production. This way adapted to the situation of the United States at that time. The emergence of the rolling water line of automobile production changed the automobile industry from the luxury of a few rich people to a popular means of transportation. The American automobile industry has also grown rapidly into a major pillar industry of the United States, and promoted and promoted the development of a large number of industries including steel, glass, rubber, mechanical and electrical, and even transportation and service industries. Large scale flow production is of great significance in the history of production technology and production management. However, after the Second World War, the society has entered a new stage of diversified development of market demand. Accordingly, industrial production is required to develop in the direction of multi variety and small batch. The weakness of single variety and large batch production mode is becoming increasingly obvious. In order to meet the requirements of this era, the lean production initiated by Japan's Fengquan automobile company has been explored and created in practice as a high-quality and low consumption production mode under the conditions of multiple varieties and batch mixed production.

1950年，日本的丰田英二考察了美国底特律的福特公司的轿车厂。当时这个厂每个月能生产9000辆轿车，比日本丰田公司一年的产量还要多。在他的考察报告中帮写道：“那里的生产体制还有改进的可能”。二战后的日本经济萧条，缺少资金和外汇9日本当时没有可能全面引进美国成套设备来生产汽车，而且日本当时所期整的生产量仅为美羼的几十分之一。“规模经济”法则在这里面临着考验曩事田英二和他的伙伴大野耐一进行了一系列的探索和实验，根据日本的国情，提出了解决问题的方法。经过30多年的努力，终于形成了完整的丰田生产方式，使日本的汽车工业超过了美国。丰田生产方式是日本工业竞争战略的重要组成部分，它反映了日本在重复性生产过程中的管理思想。丰田生产方式的指导思想是：通过生产过程整体优化、改进技术、理顺物流、杜绝超量生产、消除无效劳动与浪费、有效利用资源、降低成本、改善质量，达到用最少的投入实现最大产出的目的。

In 1950, Toyoda Yinger of Japan inspected the car factory of Ford company in Detroit, USA. At that time, the factory was able to produce 9000 cars a month, more than Toyota produced in a year. "There is still the possibility of improving the production system there," he wrote in his research report. After the Second World War, Japan's economy was in a depression, lacking funds and foreign exchange. 9 at that time, it was impossible for Japan to fully introduce American complete sets of equipment to produce automobiles, and Japan's overall production was only one tenth of that of the United States. The law of "scale economy" is facing a test here. Tian Yinger and his partner, Ono Naiyi, have carried out a series of explorations and experiments. According to Japan's national conditions, they have put forward solutions to the problems. After more than 30 years of efforts, it has finally formed a complete Toyota production mode, making Japan's automobile industry surpass the United States. Toyota mode of production is an important part of Japan's industrial competition strategy, which reflects the management idea of Japan in the process of repetitive production. The guiding ideology of Toyota's production mode is to achieve the goal of maximum output with the least input through overall optimization of production process, improvement of technology, rationalization of logistics, elimination of excessive production, elimination of invalid labor and waste, effective use of resources, reduction of cost and improvement of quality.

精益生产方式的基本思想可以用一句话来概括，即：Just In Time（JIT)，翻译为中文是“旨在需要的时候，按需要的量，生产所需的产品”。因此有些管理专家也称精益生产方式为JIT生产方式、准时制生产方式、适时生产方式或看板生产方式。精益生产方式的基本工具包括如下几个。

The basic idea of lean production can be summed up in one sentence, that is, just in time (JIT), translated into Chinese is "to produce the required products according to the required quantity when necessary". So some management experts also call lean production as JIT, JIT, just in time or kanban. The basic tools of lean production include the following.

(1)5S与目视控制

(1) 5S and visual control

“5S”是整理(SEIRI)、整顿(SEIToN)、清扫(SEISo)、清洁《SEIKEETSU)和素养(SHITSUKE)这5个词的缩写。 5S是创建和保持组织化、整洁和高效工作场地的过程和方法，可以教育、启发和养成良好“人性”习惯，目视管理可以在瞬间识别正常和异常状态，又毹快速、正确的传递信息。

"5S" is the abbreviation of five words: Seiri, Seiton, Seiso, seikeetsu and Shitsuke. 5S is a process and method to create and maintain an organized, clean and efficient workplace. It can educate, inspire and develop good "human nature" habits. Visual management can instantly identify normal and abnormal conditions, and quickly and correctly transfer information.

(2)准时亿生产(JIT)

(2) JIT (just in time)

准时生产方式是起源于日本丰田汽车公司，其基本思想是H只在需要的时候，按需要的量生产所需的产品。这种生产方式的核心是追求一种无库存的生产系统，或使库存达刭量小的生产系统。

Just in time production is originated from Toyota Motor Company of Japan. Its basic idea is that h only produces the required products according to the required quantity when needed. The core of this production mode is to pursue a production system without inventory or a production system with small inventory.

(3）看板管理(kan-ban)

(3) Kan ban management

“kan-ban”是个尽语名词，表示一种挂在或贴在容器上或一批零件上的标签或卡片，或流水线上各种簟色的信号灯、电视图像等。展板是可以作为交流厂内生产管理信息的手段。看板卡片包含相当多的信息并且可以反复使用。常用的看板有两种：生产看板和运送看板。

"Kan ban" is a terminological term, which means a kind of label or card hung on or pasted on a container or a batch of parts, or a variety of signal lights and TV images with different colors on the assembly line. Display board can be used as a means to exchange production management information in the factory. Kanban cards contain quite a lot of information and can be reused. There are two kinds of Kanban in common use: production Kanban and delivery kanban.

(4)零库存管理

(4) Zero inventory management

工厂的库存管理是供应链的一环，也是最基本的一环。就制造业而言，加强库存管理，可缭短并逐步消除原材料、模锻半成品、精密锻件成品的滞留时问，减少无效作业和等待时间，防止缺货，提高客户对。质量、成本、交期。三大要素的满意度。

Factory inventory management is a part of the supply chain, but also the most basic part. As far as manufacturing industry is concerned, strengthening inventory management can shorten and gradually eliminate the detention time of raw materials, semi-finished products of die forging and finished products of precision forging, reduce the invalid operation and waiting time, prevent the shortage of goods and improve the customer satisfaction. Quality, cost and delivery time. Satisfaction of the three elements.