日本的制造业之所以能够领先处于世界一流水平,其原动力就是以被称为小集团活动为基础的现场改善机制。但是随着日本泡沫经济的崩溃,国内的需求减少,日元升值导致了产品在海外市场失去了竞争力。这种状况的持续,大家都认为坚守着精益求精的日本制造业已到了尽头。一些企业的管理者们也认为已经很注意杜绝存在的浪费现象了,也没有办法再降低所生产制品的成本了。不能产生价值就是浪费从表面上看,一眼就可以看出需要改进的地方确实也没有了,而所谓的浪费在表象上好象都已经被杜绝。但是实际上真的是这样吗?我们有必要转换一下角度来探讨一下什么是浪费。即使企业自认为没有浪费,但是试着做完工序分析后看看结果会怎样呢?在加工、搬运、储存、检查中加工所占的比例 The driving force behind Japan’s manufacturing industry being able to lead the world class is its on-site improvement mechanism based on activities known as small groups. However, as Japan’s bubble economy collapsed, domestic demand declined and the appreciation of the yen led to the loss of competitiveness of its products in overseas markets. As the situation continues, everyone thinks that the Japanese manufacturing industry that has been keeping improving has come to an end. Some business managers also think they are already paying attention to putting an end to the waste they have and have no other way to reduce the cost of the manufactured goods. Can not generate value is a waste From the surface, it can be seen at a glance that there is indeed no need for improvement, and the so-called waste seems to have been eliminated in appearance. But is it really the case? We need to change the perspective to explore what is wasteful. Even if the business considers that there is no waste, but try to do the process analysis to see what happens after the results? In the processing, handling, storage, inspection, the proportion of processing