leanwork區塊鏈

1. considering how much work it is to raise a kid without a partner to lean on.中的it is是什麼用

Considering how much work it is to raise a kid without a partner to lean on
考慮一下單親撫養一個孩子需要干多少工作。
這里的it is 是形式主語，而真正的主語是to raise a kid ...。

2. 質量里，SWAT指的是什麼(做lean的team)

是這個嗎?
Specialties Work Audit Team
一種稽核機制

3. Lean和TPS有什麼區別

請看摘錄：
筆者參加過很多的關於Lean / TPS的討論，從亞洲到北美，從現場到網路。

有趣的是，關於這個屢次被討論到的主題，始終沒有一個很明確的定義。有些人用的是Lean，有些人用TPS (Toyota Proction System)，更多的人是感到很迷惑。究竟這Lean 和 TPS是不是同一回事，如果不是一回事，那它們的差別在哪裡。

Lean的概念, 也就是大家熟悉的精益，首先由一個叫John Krafcik的工程師提出的。他是NUMMI的工程師，在NUMMI他接觸到了豐田生產，後來去MIT念MBA，期間寫了一篇論文，提出Lean Proction的概念。他的工作後來由MIT的汽車研究小組繼續下去，後來就有了Jim Womack Daniel Jones在90年出版的暢銷書《The Machine That Changed the World 》，WJ兩人用精益生產(Lean Proction)來概括豐田獨特的生產方式。隨後在96年出版的 Lean Thinking 一書中，兩人把這種生產方式做了進一步的提升和推廣，提出了實現精益企業Lean Enterprise的5個步驟：
Step 1: Precisely specify Value by specific proct.
Step 2: Identify the Value Stream for each proct.
Step 3: Make value Flow without interruption.
Step 4: Let the customer Pull value from the procer.
Step 5: Pursue Perfection.

在筆者看來，WJ兩人從豐田復雜的運營體系中抽出可以廣泛應用的基本原則，提煉為一種純粹的思維方法，並上升到一定的哲學和管理學的高度，為精益的推廣作出很大的貢獻。
值得注意的是，在WJ兩人看來，盡管Lean從TPS原型中而來，企業實施Lean需要作出組織結構上的重新調整。但Lean本身作為一種思維方法，一種做事情的方法，是跟豐田企業文化無關的。因為他們認為如果跟企業文化相關，則由於每個企業的文化都不同，Lean是沒有辦法拷貝和推廣的。

筆者認為，作為學術研究，WJ是對的。他們關心的是抽出一種可以普遍應用的原則、方法和工具。這也是西方人典型的解析事物、認識世界的思路。

但很顯然，當把這些精益原則應用到實踐中去的時候，絕非書上說的那麼順利和簡單。因為所遇到的企業環境實際上是非常復雜的，例如企業文化，影響巨大而各不相同。WJ的研究成果過於學術化，專注於工具和方法，缺少企業實踐，沒有考慮復雜的環境如企業文化的支撐。

很多歐美企業按照WJ的5項原則實施精益，最後都以失敗告終。他們學習了一些Lean的工具以後，以為只要按照那5個步驟一步一步走下去就會成功。這是一個很大的陷阱。

很多的歐美企業到中國投資開廠，同時也把他們對精益的認識和實施模式帶進來，包括那些到處泛濫的培訓教材。這很有意思，本來是發生在臨近國家的事情，很多中國企業人士卻還是通過遠隔太平洋的美國企業及教材、書籍認識這個來自一衣帶水、語言文化上都與中國有極深淵源的的日本式管理。

單純的精益5項原則是不會成功的，尤其缺乏豐田式的企業文化的強力支持。

Jeffrey Liker, 一位Michigan大學的工業工程教授。他詳細地研究了豐田生產方式中的管理風格和文化特色，在暢銷書《The Toyota Way》書中詳細列舉了 14項關於豐田特色的管理原則，並總結成關於豐田之道的4P模型。（14項原則比較長，附後供參考。）筆者認為，這些東西才是真正使豐田邁向偉大的製造企業的道路。

根據筆者跟眾多在北美做精益的人士的交流，筆者認為Liker是西方學者中少數能真正認識到支撐豐田生產方式中的非技術因素和企業文化的人。在他的著作和文章中，很多時候他都用TPS而不用Lean，以表示特有的企業文化的重要性。

全世界越來越多的西方企業學習精益，在經歷了很多失敗和教訓後，人們逐漸認識到要成功實施Lean，必須向豐田學習其管理原則，必須要有深刻的企業文化的變革，而The Toyota Way基本上成了歐美企業家學習Lean的必讀聖經。

Lean與TPS，是一回事嗎？不是一回事嗎？

（轉載必須註明作者姓名）
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附Jeffrey Liker : The Toyota Way 的14項管理原則
Section I — Long-Term Philosophy
1：Base your management decisions on a long-term philosophy, even at the expense of short-term financial goals.
Section II — The Right Process Will Proce the Right Results
2：Create a continuous process flow to bring problems to the surface.
3：Use pull systems to avoid overproction.
4：Level out the workload (heijunka (Work like the tortoise, not the hare
5：Build a culture of stopping to fix problems, to get quality right the first time.
6：Standardized tasks and processes are the foundation for continuous improvement and employee empowerment.
7：Use visual control so no problems are hidden.
8：Use only reliable, thoroughly tested technology that serves your people and processes.
Section III — Add Value to the Organization by Developing Your People
9：Grow leaders who thoroughly understand the work, live the philosophy, and teach it to others.
10：Develop exceptional people and teams who follow your company's philosophy.
11：Respect your extended network of partners and suppliers by challenging them and helping them improve.
Section I Continuously Solving Root Problems Drives Organizational Learning
12：Go and see for yourself to thoroughly understand the situation (Genchi Genbutsu
13：Make decisions slowly by consensus, thoroughly considering all options; implement decisions rapidly (nemawashi
14： Become a learning organization through relentless reflection (hansei) and continuous improvement (kaizen

4. 求一篇100字左右以 We Lean English in Everyday Life 為題的英語作文高中水平的

As food is to the body, so is learning to the mind. Our bodies grow and muscles develop with the intake of adequate nutritious food. Likewise, we should keep learning day by day to maintain our keen mental power and expand our intellectual capacity. Constant learning supplies us with inexhaustible fuel for driving us to sharpen our power of reasoning, analysis, and judgment. Learning incessantly is the surest way to keep pace with the times in the information age, and an infallible warrant of success in times of uncertainty.
Once learning stops, vegetation sets in. It is a common fallacy to regard school as the only workshop for the acquisition of knowledge. On the contrary, learning should be a never-ending process, from the cradle to the grave. With the world ever changing so fast, the cease from learning for just a few days will make a person lag behind. What's worse, the animalistic instinct dormant deep in our subconsciousness will come to life, weakening our will to pursue our noble ideal, sapping our determination to sweep away obstacles to our success and strangling our desire for the refinement of our character. Lack of learning will inevitably lead to the stagnation of the mind, or even worse, its fossilization, Therefore, to stay mentally young, we have to take learning as a lifelong career.
學習之於心靈，就像食物之於身體一樣。攝取了適量的營養食物，我們的身體得以生長而肌肉得以發達。同樣地，我們應該日復一日不斷地學習以保持我們敏銳的心智能力，並擴充我們的智力容量。不斷的學習提供我們用不盡的燃料，來驅使我們磨利我們的推理、分析和判斷的能力。持續的學習是在信息時代中跟時代並駕齊驅的最穩當的方法，也是在變動的世代中成功的可靠保證。
一旦學習停止，單調貧乏的生活就開始了。視學校為汲取知識的唯一場所是種常見的謬誤。相反地，學習應該是一種無終止的歷程，從生到死。由於世界一直快速地在變動，只要學習停頓數日就將使人落後。更糟的是，蟄伏在我們潛意識深處的獸性本能就會復活，削弱我們追求高貴理想的意志，弱化我們掃除成功障礙的決心，而且扼殺我們凈化我們人格的慾望。缺少學習將不可避免地導致心靈的停滯，甚至更糟地，使其僵化。因此，為了保持心理年輕，我們必須將學習當作一生的事業。

5. 大神求解，翻譯此文Can Information Systems Help Danaher Work Leaner

信息系統能幫助精簡丹納赫的工作嗎？
丹納赫公司設計，製造和銷售測量，顯示，控制的工業儀器.丹納赫將其6億美元的業務分為三個部分：專業的儀器儀表，工業技術，工具和組件.在在工業技術部門中, 三個主要的利基業務之一是過程、環境控制和工具與組件的領先製造商丹納赫感測器與控制.丹納赫是精益製造的信仰者,她關注在製造過程的持續改進和消除非生產性時間.精益製造使用減少浪費和改進過程來保持低的庫存水平，減少營運資金，快速的履行訂單.丹納赫感測器和控制供應鏈管理的副總裁湯姆馬西斯，負責保持他的部門的精益........

6. 寫一篇英語作文題目《whyshoudweleanenglish》字數100字

請以Why should we learn English? 為題，根據以下提示寫一篇作文，說明學習英語的重要性。詞數100左右。

1、英語已成為一門國際語言。懂得英語，你便可與外國人交流，你還可以周遊世界並且不被誤解。
2、許多書籍、報刊、雜志都是用英語寫的。藉助英語可以更直接地獲取知識。
3、如果你在外企或國外工作的話，英語不僅僅是你交流的工具還是你謀生的方式。
4、學習英語有時也是一件趣事。
注意：1.所寫內容要包括以上四個要點。2.字數100左右。
答案

Why should we learn English?
If you want to ask me why we should learn English, my answer will be simple and clear. Now let me list the reasons one by one in the following.
Firstly, English has become an international language. If you know English, you can communicate with foreigners and you can make a trip round the world without being misunderstood. Secondly, most valuable books, newspapers and magazines are written in English. If you want to get knowledge directly, you must learn English. Thirdly, you can find your job in a foreign company and even work abroad. Here English is not only a tool of your communication but also a way to make your living. And sometimes learning English is also great fun.
All in all, English is so important that everyone should work hard at it.

7. 什麼是Lean WM

在WMS系統里，所有物料移動都是在WM的Bin層別進行。如果你啟用的只是Lean WM的話，所有物料 移動都還只是在IM的Storage Location層別進行，系統不會在WM層別進行「Quant」的更新。 如果你想對一個倉庫進行TO揀貨管理，又不想進行復雜的WM管理，這時候建議你啟用Lean WM。

8. 英譯漢摘要幾句！！！

Abstract: The present work performs numerical optimization for design of blade stacking line
for an axial flow fan with response surface method using three-dimensional Navier–Stokes
analysis, and evaluates the effects of sweep and lean on the performance of the fan blade.

摘要：當前工作完成了軸流式風扇響應面的葉片堆疊設計線路的數字優化，該優化使用三維Navier–Stokes方程的分析，並評估了風機葉片性能的擺動和傾斜效果。
Reynolds-averaged Navier–Stokes equations are discretized with finite-volume approximations
using unstructured grids.
平均雷諾Navier–Stokes方程 使用非結構性網格法與有限體積近似離散。
Four geometric variables concerning spanwise distributions of sweep and lean of blade stacking line are chosen as design variables to find maximum efficiency.
關於葉片堆疊線路擺動和傾斜順翼展方向散布四個幾何變數作為設計變數，用來找到最大效率
The computational results show good agreements with experimental data.
計算結果表明與實驗數據相吻合
The total efficiency is successfully increased in comparison with the reference fan by optimizing three dimensional stacking line with sweep and lean.
與參考風扇比較起來，優化三維擺動和傾斜線路，成功地使總體效率增長起來。
Coupling of sweep and lean also improves off-design performance of the blade remarkably.
擺動和傾斜的連接器顯著提高了葉片非設計性能
Keywords: design optimization, fan, blade, sweep, lean
關鍵詞： 設計最優化 風扇 葉片 擺動 傾斜

9. 精益六西格瑪的啟示

精益六西格瑪管理思想是當今公認的先進管理方法，關鍵在於接受了這種管理思想後，如何實施和推行。實施和推行精益六西格瑪管理方法應與企業的實際情況相結合，不能照抄照搬，更不能抱有一蹴而就的幻想。 高層認可是推行精益六西格瑪管理的前提和保證
六西格瑪管理是一種自上而下的變革，它涉及到企業運作流程的整合和優化，涉及到企業內部部門利益的再分配，涉及到員工行為思想的變革，這一切都需要企業最高層的有力推動。可以說，企業最高管理者就是實施精益六西格瑪項目的明星，沒有明星的決心，沒有倡導者調動足夠資源的支持，企業實施六西格瑪管理變革只能是海市蜃樓。
當然，企業最高管理層對實施六西格瑪的支持還應該建立在對六西格瑪管理原理、思想有較全面認識的基礎上，要認識到企業實施六西格瑪管理取得成功是一個循序漸進的過程，在這個過程中肯定充滿著艱辛和挫折，要有足夠的思想准備。 實施六西格瑪項目是推行六西格瑪管理的關鍵環節
根據GE等公司的經驗，企業推行精益六西格瑪管理的關鍵環節在於有效實施六西格瑪項目。通過實施六西格瑪項目培訓大批的明星、黑帶、綠帶，宣傳六西格瑪管理的理念，從而逐漸形成企業的共同語言——六西格瑪文化。 推行精益六西格瑪管理是一項系統工程。GE的成功經驗是將它作為公司三大發展戰略之首考慮的。所以要推行精益六西格瑪管理就必須把它提升到公司發展戰略的角度來考慮。為有力地推行這個戰略，需要相關配套政策支持。
精益六西格瑪 Integrating Lean and Six SigmaBoth the Lean and the Six Sigma methodologies have proven over the last twenty years that it is possible to achieve dramatic improvements in cost, quality, and time by focusing on process performance. Whereas Six Sigma is focused on recing variation and improving process yield by following a problem-solving approach using statistical tools, Lean is primarily concerned with eliminating waste and improving flow by following the Lean principles and a defined approach to implement each of these principles.
The impressive results companies such as Toyota, General Electric, Motorola, and many others have accomplished using either one of them have inspired many other firms to follow their example. As a result, most companies have either a Lean or Six Sigma program in place. However, using either one of them alone has limitations: Six Sigma will eliminate defects but it will not address the question of how to optimize process flow; and the Lean principles exclude the advanced statistical tools often required to achieve the process capabilities needed to be truly 'lean'. Therefore, most practitioners consider these two methods as complementing each other. And while each approach can result in dramatic improvement, utilizing both methods simultaneously holds the promise of being able to address all types of process problems with the most appropriate toolkit. For example, inventory rection not only requires recing batch sizes and linking operations by using Lean, but also minimizing process variation by utilizing Six Sigma tools.
Therefore, many firms are looking for an approach that allows to combines both methodologies into an integrated system or improvement roadmap. However, the differences between the Six Sigma and Lean are profound:
Table 1: Comparing Lean And Six Sigma
Lean
Six Sigma
Goal
Create flow and eliminate waste
Improve process capability and eliminate variation
Application
Primarily manufacturing processes
All business processes
Approach
Teaching principles and "cookbook style" implementation based on best practice
Teaching a generic problem-solving approach relying on statistics
Project Selection
Driven by Value Stream Map
Various approaches
Length Of Projects
1 week to 3 months
2 to 6 months
Infrastructure
Mostly ad-hoc, no or little formal training
Dedicated resources, broad-based training
Training
Learning by doing
Learning by doing
Developing an integrated improvement program that incorporates both Lean and Six Sigma tools requires more than including a few Lean principles in a Six Sigma curriculum or training Lean Experts as Black Belts. An integrated improvement strategy has to take into consideration the differences and use them effectively:
Lean projects are very tangible, visible, and can oftentimes be completed within a few days (whereas Six Sigma projects typically require a few months). An integrated approach should emphasize Lean projects ring the initial phase of the deployment to increase momentum. Lean emphasizes broad principles coupled with practical recommendations to achieve improvements. For example, Lean suggests a technique to analyze and rece changeover time that does not require sophisticated analysis and tools. However, Lean principles are oftentimes inadequate to solve some of the more complicated problems that require advanced analysis. Therefore, Six Sigma needs to be introced ring the first year of the deployment to ensure that the improvement roadmap includes a generic problem-solving approach. An integrated improvement program needs to be fueled by a vision of the future state and by a pipeline of specific projects that will help close the gap between current and future state. Lean introced Value Stream Mapping as the central tool to identify the gaps and to develop a list of projects that can be tackled using Lean or Six Sigma methodology. Whereas the Six Sigma process and tools can be applied to virtually every process and instry, the Lean approach is much more specific and the content needs to be adjusted to instry needs: For example, recing set-up time in a plant that has lines dedicated to a single proct is pointless. Therefore, the Lean curriculum needs to be adjusted to meet the needs of the specific business. Training is effective but only when combined with application. Lean principles are typically taught as separate workshops, with each workshop combining a short training session on the principle with direct application on the shop floor. Six Sigma training is broken down into the phases of the DMAIC process with time between each training session to apply the tools learned to the project. The extensive analysis required for Six Sigma projects suggests that a workshop structure as used for Lean training would not be effective. The integrated approach to process improvement (using Lean and Six Sigma) will include:
Using Value Stream Mapping to develop a pipeline of projects that lend themselves either to applying Six Sigma or Lean tools. Teaching Lean principles first to increase momentum, introcing the Six Sigma process later on to tackle the more advanced problems. Adjusting the content of the training to the needs of the specific organization - while some manufacturing locations could benefit from implementing the Lean principles with respect to housekeeping, others will have these basics already in place and will be ready for advanced tools. The following roadmap provides an example for how one could approach the integration of Lean and Six Sigma into a comprehensive roadmap.
From a training perspective, the Lean principles would be taught first, using the simpler projects identified through the Value Stream Map as training projects for the Lean workshops. A Black Belt therefore would learn how to apply these lean principles working on a real life problem. In addition, a Lean Black Belt would complete a large Lean project over the course of the training to become certified. The Six Sigma process will be introced once the Lean principles have been taught. Again, the training participants would work on one specific project identified by Value Stream Mapping.
As a result, a Lean Black Belt in this example would receive in total 30 days of classroom training, would participate in five Lean workshops, and complete one large Lean and one large Six Sigma project over the course of one year. Such a Black Belt would be capable of applying Lean and Six Sigma tools to a variety of business problems and choosing the appropriate approach to address the problem at hand.