leanwork区块链

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

Considering how much work it is to raise a kid without a partner to lean on
考虑一下单亲抚养一个孩子需要干多少工作。
这里的it is 是形式主语，而真正的主语是to raise a kid ...。

2. 质量里，SWAT指的是什么(做lean的team)

是这个吗?
Specialties Work Audit Team
一种稽核机制

3. Lean和TPS有什么区别

请看摘录：
笔者参加过很多的关于Lean / TPS的讨论，从亚洲到北美，从现场到网络。

有趣的是，关于这个屡次被讨论到的主题，始终没有一个很明确的定义。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。究竟这Lean 和 TPS是不是同一回事，如果不是一回事，那它们的差别在哪里。

Lean的概念, 也就是大家熟悉的精益，首先由一个叫John Krafcik的工程师提出的。他是NUMMI的工程师，在NUMMI他接触到了丰田生产，后来去MIT念MBA，期间写了一篇论文，提出Lean Proction的概念。他的工作后来由MIT的汽车研究小组继续下去，后来就有了Jim Womack Daniel Jones在90年出版的畅销书《The Machine That Changed the World 》，WJ两人用精益生产(Lean Proction)来概括丰田独特的生产方式。随后在96年出版的 Lean Thinking 一书中，两人把这种生产方式做了进一步的提升和推广，提出了实现精益企业Lean Enterprise的5个步骤：
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.

在笔者看来，WJ两人从丰田复杂的运营体系中抽出可以广泛应用的基本原则，提炼为一种纯粹的思维方法，并上升到一定的哲学和管理学的高度，为精益的推广作出很大的贡献。
值得注意的是，在WJ两人看来，尽管Lean从TPS原型中而来，企业实施Lean需要作出组织结构上的重新调整。但Lean本身作为一种思维方法，一种做事情的方法，是跟丰田企业文化无关的。因为他们认为如果跟企业文化相关，则由于每个企业的文化都不同，Lean是没有办法拷贝和推广的。

笔者认为，作为学术研究，WJ是对的。他们关心的是抽出一种可以普遍应用的原则、方法和工具。这也是西方人典型的解析事物、认识世界的思路。

但很显然，当把这些精益原则应用到实践中去的时候，绝非书上说的那么顺利和简单。因为所遇到的企业环境实际上是非常复杂的，例如企业文化，影响巨大而各不相同。WJ的研究成果过于学术化，专注于工具和方法，缺少企业实践，没有考虑复杂的环境如企业文化的支撑。

很多欧美企业按照WJ的5项原则实施精益，最后都以失败告终。他们学习了一些Lean的工具以后，以为只要按照那5个步骤一步一步走下去就会成功。这是一个很大的陷阱。

很多的欧美企业到中国投资开厂，同时也把他们对精益的认识和实施模式带进来，包括那些到处泛滥的培训教材。这很有意思，本来是发生在临近国家的事情，很多中国企业人士却还是通过远隔太平洋的美国企业及教材、书籍认识这个来自一衣带水、语言文化上都与中国有极深渊源的的日本式管理。

单纯的精益5项原则是不会成功的，尤其缺乏丰田式的企业文化的强力支持。

Jeffrey Liker, 一位Michigan大学的工业工程教授。他详细地研究了丰田生产方式中的管理风格和文化特色，在畅销书《The Toyota Way》书中详细列举了 14项关于丰田特色的管理原则，并总结成关于丰田之道的4P模型。（14项原则比较长，附后供参考。）笔者认为，这些东西才是真正使丰田迈向伟大的制造企业的道路。

根据笔者跟众多在北美做精益的人士的交流，笔者认为Liker是西方学者中少数能真正认识到支撑丰田生产方式中的非技术因素和企业文化的人。在他的著作和文章中，很多时候他都用TPS而不用Lean，以表示特有的企业文化的重要性。

全世界越来越多的西方企业学习精益，在经历了很多失败和教训后，人们逐渐认识到要成功实施Lean，必须向丰田学习其管理原则，必须要有深刻的企业文化的变革，而The Toyota Way基本上成了欧美企业家学习Lean的必读圣经。

Lean与TPS，是一回事吗？不是一回事吗？

（转载必须注明作者姓名）
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附Jeffrey Liker : The Toyota Way 的14项管理原则
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 为题的英语作文高中水平的

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.
学习之于心灵，就像食物之于身体一样。摄取了适量的营养食物，我们的身体得以生长而肌肉得以发达。同样地，我们应该日复一日不断地学习以保持我们敏锐的心智能力，并扩充我们的智力容量。不断的学习提供我们用不尽的燃料，来驱使我们磨利我们的推理、分析和判断的能力。持续的学习是在信息时代中跟时代并驾齐驱的最稳当的方法，也是在变动的世代中成功的可靠保证。
一旦学习停止，单调贫乏的生活就开始了。视学校为汲取知识的唯一场所是种常见的谬误。相反地，学习应该是一种无终止的历程，从生到死。由于世界一直快速地在变动，只要学习停顿数日就将使人落后。更糟的是，蛰伏在我们潜意识深处的兽性本能就会复活，削弱我们追求高贵理想的意志，弱化我们扫除成功障碍的决心，而且扼杀我们净化我们人格的欲望。缺少学习将不可避免地导致心灵的停滞，甚至更糟地，使其僵化。因此，为了保持心理年轻，我们必须将学习当作一生的事业。

5. 大神求解，翻译此文Can Information Systems Help Danaher Work Leaner

信息系统能帮助精简丹纳赫的工作吗？
丹纳赫公司设计，制造和销售测量，显示，控制的工业仪器.丹纳赫将其6亿美元的业务分为三个部分：专业的仪器仪表，工业技术，工具和组件.在在工业技术部门中, 三个主要的利基业务之一是过程、环境控制和工具与组件的领先制造商丹纳赫传感器与控制.丹纳赫是精益制造的信仰者,她关注在制造过程的持续改进和消除非生产性时间.精益制造使用减少浪费和改进过程来保持低的库存水平，减少营运资金，快速的履行订单.丹纳赫传感器和控制供应链管理的副总裁汤姆马西斯，负责保持他的部门的精益........

6. 写一篇英语作文题目《whyshoudweleanenglish》字数100字

请以Why should we learn English? 为题，根据以下提示写一篇作文，说明学习英语的重要性。词数100左右。

1、英语已成为一门国际语言。懂得英语，你便可与外国人交流，你还可以周游世界并且不被误解。
2、许多书籍、报刊、杂志都是用英语写的。借助英语可以更直接地获取知识。
3、如果你在外企或国外工作的话，英语不仅仅是你交流的工具还是你谋生的方式。
4、学习英语有时也是一件趣事。
注意：1.所写内容要包括以上四个要点。2.字数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. 什么是Lean WM

在WMS系统里，所有物料移动都是在WM的Bin层别进行。如果你启用的只是Lean WM的话，所有物料 移动都还只是在IM的Storage Location层别进行，系统不会在WM层别进行“Quant”的更新。 如果你想对一个仓库进行TO拣货管理，又不想进行复杂的WM管理，这时候建议你启用Lean WM。

8. 英译汉摘要几句！！！

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：当前工作完成了轴流式风扇响应面的叶片堆叠设计线路的数字优化，该优化使用三维Navier–Stokes方程的分析，并评估了风机叶片性能的摆动和倾斜效果。
Reynolds-averaged Navier–Stokes equations are discretized with finite-volume approximations
using unstructured grids.
平均雷诺Navier–Stokes方程 使用非结构性网格法与有限体积近似离散。
Four geometric variables concerning spanwise distributions of sweep and lean of blade stacking line are chosen as design variables to find maximum efficiency.
关于叶片堆叠线路摆动和倾斜顺翼展方向散布四个几何变量作为设计变数，用来找到最大效率
The computational results show good agreements with experimental data.
计算结果表明与实验数据相吻合
The total efficiency is successfully increased in comparison with the reference fan by optimizing three dimensional stacking line with sweep and lean.
与参考风扇比较起来，优化三维摆动和倾斜线路，成功地使总体效率增长起来。
Coupling of sweep and lean also improves off-design performance of the blade remarkably.
摆动和倾斜的连接器显著提高了叶片非设计性能
Keywords: design optimization, fan, blade, sweep, lean
关键词： 设计最优化 风扇 叶片 摆动 倾斜

9. 精益六西格玛的启示

精益六西格玛管理思想是当今公认的先进管理方法，关键在于接受了这种管理思想后，如何实施和推行。实施和推行精益六西格玛管理方法应与企业的实际情况相结合，不能照抄照搬，更不能抱有一蹴而就的幻想。 高层认可是推行精益六西格玛管理的前提和保证
六西格玛管理是一种自上而下的变革，它涉及到企业运作流程的整合和优化，涉及到企业内部部门利益的再分配，涉及到员工行为思想的变革，这一切都需要企业最高层的有力推动。可以说，企业最高管理者就是实施精益六西格玛项目的明星，没有明星的决心，没有倡导者调动足够资源的支持，企业实施六西格玛管理变革只能是海市蜃楼。
当然，企业最高管理层对实施六西格玛的支持还应该建立在对六西格玛管理原理、思想有较全面认识的基础上，要认识到企业实施六西格玛管理取得成功是一个循序渐进的过程，在这个过程中肯定充满着艰辛和挫折，要有足够的思想准备。 实施六西格玛项目是推行六西格玛管理的关键环节
根据GE等公司的经验，企业推行精益六西格玛管理的关键环节在于有效实施六西格玛项目。通过实施六西格玛项目培训大批的明星、黑带、绿带，宣传六西格玛管理的理念，从而逐渐形成企业的共同语言——六西格玛文化。 推行精益六西格玛管理是一项系统工程。GE的成功经验是将它作为公司三大发展战略之首考虑的。所以要推行精益六西格玛管理就必须把它提升到公司发展战略的角度来考虑。为有力地推行这个战略，需要相关配套政策支持。
精益六西格玛 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.