精益看板方法
精益生产方式
17
四、精益生产方式手段简介
实现精益生产方式三：目视管理
通过视觉监控生产线的状态和生产的流动,称为目视管理。
一、实现目视管理的手段 1.指示灯牌和呼叫灯 2.标准作业票和看板 3.数字表示板 4.仓库表示板和库存物品表示板
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四、精益生产方式手段简介
实现精益生产方式四：职能管理
丰田公司把通过职能会议进行的经营管理称为“职 能管理”。 职能会议一般由全公司的部门负责人组成，分别讨 论成本管理，生产管理，质量保证这些与整个公司的 职能有关的问题。
10
四、精益生产方式手段简介
实现精益生产方式一：“看板方式”
看板方式是实现准时生产的手段。看板方式就是圆滑地 管理各工序生产量的信息系统。支撑其前提条件： 1.生产的均衡化 3.设备布局的筹划 5.自働化 2.作业转换时间的缩短 4.作业的标准化 6.改善活动
11
四、精益生产方式手段简介
一、看板两种主要类型：领取看板和生产指示看板
14
四、精益生产方式手段简介
4.在后工序，作业一开始，就必须把领取看板放入领取看 板箱。 5.在前工序，生产了一定时间或者一定数量的零部件时， 必须将生产指示看板箱中的被取下的指示看板按顺序放好。 6.按生产指示看板的顺序生产零部件。 7.在进行加工时，这些零部件和它的看板作为一对东西转 移。 8.零部件加工完成后，将这些零部件和生产指示看板一起 放到存放场，以备后工序的搬运工随时的领取。
职能管理方式的运作：
公司方针 1.基本方针 长期计划 2.长期目标 3.长期方策 4.年度口号 短期计划 5.各职能年度目标 6.各职能年度实施策略 公司总体
3
一、精益生产方式简介
精益生产方式是自1945年以后，以丰田原副社 长大野耐一先生为核心，从生产现场的一系列错 误当中研究出了适应低速增长时期，应付各种异 常状况的制造技术。 精益生产方式经过半个多世纪的实践和探索不 断地得到充实、发展和完善，已经形成了一个将 科学管理、技术创新、信息革命融为一体地完整 的现代化管理体系。
精益领取看板运行流程
领取看板简介
看板的作用
目视管理的工具
只要通过看板所表示的信息，就可知道：
•后工序的作业进展情况； •本工序的生产能力利用情况； •库存情况； •人员的配置情况。
每天进步一点点
领取看板简介
看板的作用
防止过量生产和过量运送
所有现品都挂上看板与物品一起流动，使物与信息 流动一体化，管理会更容易： 1.必须附加看板－－只要有必要物品； 2.没有看板不能生产，也不能运送； 3.看板数量减少，则生产量也相应减少。
领取看板运行规则
使用注意事项
部品包装箱上未附带看板时，禁止使用 并立即向组长报告
如发现看板与箱内部品不符，禁止使用 并立即联络本班班长
不要过早或过晚的取下看板
每天进步一点点
领取看板运行规则
使用注意事项
运行中如发现看板枚数与规定数量不符要 及时联络相关物流人员 盘点后根据生产情况对每种部品的看板数
领取看板的运行过程
现在是回收看板时间--
-
CT－13L1
1)定时到线体的看板回收 箱拿取被摘下的看板
线体看板 回收箱
物流人员从看板回收 箱中回收看板
每天进步一点点
领取看板的运行过程
2）在看板分拣区按照线体、 工位等信息将看板分拣好，
对看板枚数确认并记录 工程内看板按各条线路进行分类
3）交给PC区集货人员
每天进步一点点
5.生产连续
领取看板运行前提
看板运行是自前工程与后工程间不断地循 环使用，所以要求看板的运行前提必须是建立 以流水作业为基础，批量生产为前提的生产线， 以每天能连续生产的物品为其运行对象。
每天进步一点点
领取看板运行前提
6、看板运行前提-标准作业 标准化作业是实现均衡化生产和单件生
精益ecrs方法(一)
精益ecrs方法(一)精益ecrs什么是精益ecrs精益ecrs（简称 ECRS）是一种管理方法，旨在帮助企业实现高效、灵活和可持续的创新和增长。
ECRS 是对传统企业创新方法的改进和延伸，结合了精益思维和敏捷方法，以满足现代企业面临的复杂竞争环境。
精益思维精益思维是 ECRS 的核心理念之一。
它强调通过减少浪费、提高价值流动和不断学习来实现卓越绩效。
以下是一些常见的精益思维方法：•价值流：理解价值流是精益思维的第一步。
通过分析价值流图，企业可以识别出流程中的浪费并找出改进的机会。
•5S 方法：通过整理、整顿、清扫、标准化和维护的方法，5S 可以改善工作环境，提高效率和质量。
•单点作业：避免过多的多任务处理，专注于一个任务，减少上下文切换的成本。
敏捷方法敏捷方法是 ECRS 中的另一个重要组成部分。
它强调小团队、快速迭代和客户参与。
以下是几种常见的敏捷方法：•Scrum：Scrum 是一种迭代的增量开发方法。
它通过短周期的工作迭代（称为冲刺）来满足客户需求，并通过持续反馈进行改进。
•看板：看板是一种可视化管理工具，用于跟踪任务的进度。
它可以帮助团队管理工作流程，提高透明度和协作性。
•持续集成：持续集成是一种软件开发实践，通过频繁地集成代码变更和自动化测试，以减少错误和加快交付速度。
ECRS 实施方法ECRS 的实施并非一蹴而就，需要有条不紊地执行。
以下是一些实施 ECRS 的常用方法：1.制定战略规划：明确企业的长期目标和短期计划，以指导 ECRS 的实施。
2.培训与教育：提供培训和教育，使员工了解和掌握精益和敏捷的基本概念和工具。
3.建立团队：组建跨职能的小团队，负责推进 ECRS 的实施和持续改进。
4.持续改进：通过持续监测和反馈，不断改进和优化ECRS 的实施效果。
ECRS 的优势ECRS 的实施可以带来多种优势，包括：•高效性：ECRS 所倡导的精益思维和敏捷方法能够减少不必要的浪费并提高工作效率。
精益宣传看板(共10张精选PPT)
不良品
生产过剩
动作浪费
搬运
库存
等待
过度加工
Time and Impact
时间与影响
传统生产：依靠预测
TPM 全员设备维护 JIT：准时化生产是希望现场能够达成这样一种理想状态，在必要的时间、按照必要的数量、生产必要的产品。
Implement 实施跟踪
看板：看板是拉动式计划与控制系统的信号传递工具。 精益生产的小成本生产方式
生产节拍
TQM全员质量管理
6西格玛
精益企业自评估工具
5 - Steps Problem Solving Skill 解决问题五步法
Analyze 分析原因
使用最少的资源产生最大的效益 Analyze 分析原因
防错法
同时它又是一种理念，一种文化。 看板：看板是拉动式计划与控制系统的信号传递工具。
目视化“安灯”
同时它又是一种理念，一种文化。 精益生产的改善工具/技术
标准化
IE改善 是一种以最大限度地减少企业生产的浪费和降低企业管理和运营成本为主要目标的生产方式。
5. Evaluate
1. Identify
People
4. Implement
& Teamwork
2. Analyze
3. Plan
+ Identify 描述问题
+ Analyze 分析原因
+ Plan 行动计划 + Implement 实施跟踪
生产现场精益管理看板
泉州浩迪服饰现场环境治理操纵看板
李玉霞生效日期：2011年05月06日
泉州浩迪服饰过程检验治理操纵看板
李玉霞生效日期：2011年05月06日
泉州浩迪服饰产前样治理操纵看板
李玉霞生效日期：2011年05月06日
李玉霞生效日期：2011年05月06日
泉州浩迪服饰织造
填表：填表日期：年月日
泉州浩迪服饰织造
填表：填表日期：年月日泉州浩迪服饰过程检验操纵看板
李玉霞生效日期：2011年05月06日
泉州浩迪服饰织造
过程质量检验记录表
品管部主管: 检验员: 检验日期: 年月日
泉州浩迪服饰织造
缝制质量巡检验记录表
月日
巡检人: 巡检日期: 年
李玉霞生效日期：2011年05月06日
泉州浩迪服饰
月份生产打算表
李玉霞生效日期：2011年05月06日
泉州浩迪服饰
填表人：填表日期：年月日泉州浩迪服饰。
精益咨询辅导公司在企业实施中如何计算看板管理的数量
精益企业实施中如何计算需要看板管理Kanban的数量Kanban拉式生产的实际操作中，最关键的是计算Kanban数量，以便控制原材料、在制品、成品在流程中的数量，降低库存及在制品，缩短生产提前期。
一、Kanban的数量的计算方式大致有两类：1、外部供应商的外协Kanban因为外部供应商一般距离相对比较远，生产提前期长，考虑运输成本，必须批量性地进行零件供应。
所以对于外部供应商或外协厂，都是采用让供应商进行定时的供应，或者自己定时进行收集的方式。
2、内部前工序的Kanban一般内部工序间距离短，生产提前期相对消耗时间小，所以都是进行非常小的批量的领取方式。
二、定时供应时的Kanban数量计算1、需要理解Kanban交货周期的概念交货周期表示法：A-B-C，其中：A：物料的领取日间隔。
B：领取日的领取次数。
领料间隔和时间点应考虑：现场暂存区空间、物流人员负荷、每次领料所耗时间、作息时间。
C：领料前置期系数=领料前置期/领料周期(相邻两次领料时间)。
如果小于1，则取,1，大于1小于2则取2，依此计算。
一般常见的交货周期的指令发出，物料到达时间图如图1所示。
图1 Kanban交货周期解释图2、图2是常见的形式，例如图2中：①组装日需求8000pcs。
②每箱收容数500pcs。
③生产时间8：00-17：00，合计8小时。
④每两小时领一次料，即每天4次。
⑤每次领料提前期为160min,⑥领料前置期系数为160/120，1<1.25<2，取系数为2,故交货周期为1-4-2。
图2 Kanban交货周期图三、定时供应方式的Kanban数量的确定厂商交货周期：A-B-C；需求D；包装数d(每张Kanban对应的物料数量)。
1、包装数设定原则：①一致性原则：同系列不同料号零件，包装数应一致，且不轻易变化。
②定比例原则：同一零件部门供应在一个成品料号上同时使用的不同系列零件时，包装数大小应尽量参照BOM上的比例设定。
【敏捷2.1】精益开发与看板
【敏捷2.1】精益开发与看板在⽐较出名的敏捷框架中，Scrum 和 XP 的⼤名想必不⽤我说，⼤家也略知⼀⼆。
但是，既然是系统的理论⽅向的系列⽂章，同时也肩负着为⼀些第⼀次接触敏捷的同学进⾏科普的重任，我们还是需要⼀个⼀个的来说说各种不同的敏捷框架。
当然，最重要的两个敏捷框架，我们也会在敏捷框架这⼀章中穿插着进⾏学习。
⾸先我们要学习的内容，其实在严格意义上来说，并不属于敏捷框架的范畴。
但是，它们⼜是所有敏捷框架，甚⾄是敏捷概念的起源。
同时，它也是⼀系列的实践和⽅法论的集合，⼜有着框架的影⼦。
⾼⼤上不？激动⼈⼼不？赶紧⾛起吧！敏捷的起源说到敏捷的起源，总会有不少⽂章提到那⼏个⼈和那个算是第⼀次的敏捷⼤会。
在那次会议上，有了敏捷宣⾔和原则。
没错，那次⼤会确实是敏捷的诞⽣⼤会，这⼀点是⽆可辩驳的。
不过，我们这⾥要追溯的，是在敏捷概念的诞⽣有没有借鉴谁。
说到 “借鉴” 这个词。
不好听点就是 “抄” ，好听点就是原来流⾏过⼀段时间的 “微创新” 。
敏捷是诞⽣于软件开发⾏业，所以它吸收了传统瀑布流开发的许多经验，这是⽆可厚⾮的。
同时，它⼜是⼀种项⽬管理的经验，所以传统项⽬管理中的⼀些内容也会体现在敏捷中。
但是，真正让敏捷成为敏捷的，反⽽不是软件⾏业中出现的什么管理变⾰。
传统⾏业中，丰⽥⽣产线上的 “精益⽣产管理” 才是真正影响敏捷的，并且让敏捷真正敏捷起来的重要影响因素。
精益⽅法是的，你没看错，精益⽅法确实就是起源于丰⽥⽣产线上，是正宗的传统制造业中产能管理的伟⼤创新。
当敏捷先驱们看到它的时候，感觉这东西⽤在软件开发中也是相当不违和甚⾄是有许多好处的。
这时，基于精益的理念就出现在了软件⾏业中，进⽽⼀步步地影响着敏捷先驱们，直到真正的敏捷宣⾔的诞⽣。
精益⽣产有⼀个最⼤的特点，那就是要消除浪费。
这是源于汽车装配业的成本问题，拼装⼀辆汽车需要的零件有多少？需要的⼈⼯有多少？库存需要准备多少？消除浪费就是⽤最少的库存，最少的⼈⼒成本，实现最⼤的量产规模。
精益看板操作流程Kanban Procedure English, 2 bin
HUASHENG MACHINERY COMPANY（5年专业机加工公司）KANBAN PROCEDURESHUASHENG Kanban Procedure .Objective:To maintain optimal inventory for serving customers, balancing the need to provide good service with best possible inventory turns. This is especially necessary with our overseas suppliers where the transportation time is long.Overview:The HS 2 Bin Kanban SystemThe basic approach will be to utilize a kanban “pull” process, as initially developed by Toyota. The customer and the overseas supplier will each carry a predetermined amount of inventory. The basic unit of inventory will be the kanban quantity, also called a bin quantity. This will be calculated by the customer, and agreed upon by the supplier.HS will operate a 2 kanban system for sourcing . The supplier and the customer will each maintain 2 kanbans. The supplier 2 kanbans bins of inventory will be finished goods that have been inspected, packed and are ready to ship. The customer in the HS will maintain 2 kanbans.The Blanket Purchase OrderThe customer and supplier will negotiate a yearly blanket purchase order for the parts that will operate on the kanban system. Contained within the purchase order will be a yearly forecasted quantity of units. This quantity is merely a forecast or estimate and does not represent a commitment by HS to purchase this quantity. HS Company is only financially responsible for a maximum of 2 kanbans of material.The number of units in each kanban is fixed across all kanbans. The customer may at times change the quantity of units in each kanban. The following information will be defined in the blanket purchase order for each part number: unit cost, surcharges, quantity in each kanban, number of containers per kanban, quantity in each container, size of container (length, width and height in inches and centimeters) and weight of container. Warning! The yearly forecasted quantity specified by the blanket purchase order is a forecasted quantity. The supplier is not authorization to produce the entire yearly forecasted amount nor is it a commitment to purchase the entire amount.Operation of the 2 Bin Kanban SystemFigure 1 represents the operation of the two bin kanban system. When the customer consumes a kanban, a kanban shipping release instruction will be sent to the supplier. Upon receipt of the kanban release, the supplier will have a maximum of 2 weeks (14 calendar days) from the date of receipt of the kanban release instruction to deliver the kanban to the departure seaport of the ship (see table 1). The supplier is responsible for ensuring that the kanban is boarded on the ship and the ship departs the seaport within this two week period.Then upon shipment of the kanban, the supplier should immediately begin production to refill the kanban. The Supplier normally has the “total replenishment time” indicated in Table 1 to fill the kanban. In the case of a China supplier and a HS customer the supplier has seven weeks.Figure 1Operation of the 2 Bin Kanban System.Standard Replenishment Lead TimesTable 1 defines the standard replenishment time from the supplier’s location to the customer’s location. As an example, the China to HS kanban system is designed to deliver material in seven weeks to the HS located customer from a China based supplier. This seven weeks is broken down as follows:∙ A two week supplier response time represents:o The time for the China or India based supplier to process the order,o To arrange for transportation,o To deliver the order to the port,o To ensure the order is properly boarded,o To ensure the ship departs the port.∙ A seven week transit time represents:o The time for the ship to sail to the arrival port,o To clear customs in the HS,o To be loaded on the truck,o To arrive at the customer site.Standard Transit Times from Supplier Location to Customer LocationThe Use of Visual Management to Maintain Kanban SystemVisual management is key to the successful management of a kanban system. The two weaknesses of the kanban system are lost cards and containers. Both items must be displayed such that the human eye can identify lost or missing kanban or their cards. Remember the saying “ one picture is worth a tho HS nd words”.The Use of Green/Red Scheduling Boards By the Customer and the SupplierThe Green/Red scheduling board will be set up as shown below. It is used to visually manage the kanban cards. It is made of pegboard or plywood, painted green on the left, red on the right, and has hooks arranged to hold the cards. The board will be placed in the area where the parts are produced, as a tool for visual scheduling. The use of the board is required in both customer and supplier manufacturing plants.Figure 2.Green (Left)/Red (Right) Traffic BoardWhen the first kanban is shipped or consumed, it’s kanban card will be detached from the bin and hung on the left (green) hand side of the board. When the second kanban is consumed or shipped the first card on the green side along with the second kanban card is moved to the red side.As the kanbans are emptied in the warehouse, the kanbans are sent to purchasing so that shipping release instructions can be given to the supplier. The purchasing department then annotates the due date on the back of the card and the card is returned to the traffic board. Then the cards are placed on the board to quickly and easily reveal what the inventory position is.Rules for the order in which to produce parts for the kanban:∙First priority to produce parts –o The first kanban card of the double out kanban that is hung on the red side.Two kanban cards of the same part number that are hung on the board indicatethat we are entirely out of material.o If there are no other two card sets of kanbans on the red side of the board then both cards can be produced at the same time.o If there is another pair of kanban cards on the red side then the second card is moved back to the green side after production is begun on the first card.∙Second priority to produce parts - Any kanban card on the green side. The operator or supplier can produce a kanban card on the green side in any order. He may consider such things as common set-up, tool availability or other such things to make his decision on what to make first.∙For kanbans that consist of multiple containers as shown in figure 7, the kanban container cards are collected until all the cards are consumed in the first kanban,before the kanban is ordered or replenished. Normally it does not matter whichkanban is consumed first. In the case of a multiple container kanban, all of thecontainers must be consumed, before beginning on the next set of kanbancontainers.Examples of Green Only (Normal) Replenishment.Figure 3 represents the normal state of operation of the two bin kanban system. The manufacturing cell can produce any green cardGreen (Left) Only Traffic Board OperationExamples of Red (Emergency) Replenishment.Figure 4 represents an emergency replenishment of the two bin kanban system. In this situation both kanbans are empty. This is an emergency situation and the manufacturing cell or the supplier must immediately produce a single kanban container of the part number. This must be produced immediately. The organization must work 24 hours per day and expedite all material necessary to produce the product.Emergency ReplenishmentUnexpected Customer DemandThe kanban system is based on forecasted demand. When demand exceeds the forecast, the supplier must still meet the requirements of the order regardless of the lead-time given. When the supplier has two kanban cards unfilled he is in an emergency situation and needs to ship the first kanban immediately. Before shipping in this scenario he should contact the customer to determine whether to transport via ship or plane.When Suppliers’ Cumulative Manufacturers Lead Time Exceeds Total Replenishment Time.When the manufacturing time of the part exceeds the total replenishment time specified by table 1, the supplier must take steps to reduce his response time to the customer order. In the case of China, the replenishment time is seven weeks, this means the supplier must be able to manufacture the part in less that seven weeks. If the supplier cannot, he musteither keep extra containers of material in each kanban beyond the two required or locate raw material kanbans within his manufacturing process to bring his cumulative manufacturing lead time below 7 weeks. As an example, if the supplier of a machined casting has a cumulative manufacturing leadtime of 12 weeks (four weeks required to machine the raw casting and eight weeks for the foundry to pour the raw casting). The supplier must establish raw casting kanbans to support the machine shop. This buffer of raw material will enable the supplier to replenish the finish goods kanban in less than seven weeks.Management of the Kanban Card within the Customer’s CompanyAs the kanbans are emptied in the warehouse, the kanban cards are sent to purchasing so that shipping release instructions can be given to the supplier. The purchasing department then annotates the due date on the back of the kanban card and the card is returned to the traffic board.Movement of the Kanban Card with the Supplier’s CompanyAs the kanbans are emptied in the warehouse, the kanban cards are sent to the production cell to produce more of the product. When the production kanban is complete, inspected and packaged The kanban card is removed from the kanban board, the back of the kanban card is annotated with the in and out date and the kanban card in attached to the container. The kanban of finish goods is then forwarded to the warehouse and stored until the next customer demand is received.The Kanban Card and the Multiple Container KanbansFigure 6a- 6d represents an examples of a kanban cards for a two bin multiple containers kanban system. Multiple containers are required when the quantity of parts cannot be kept in one kanban container. In this situation the kanban is made up of multiple containers. In the ocean freight 2 bin kanban system we may have multiple container within a single kanban. Such a system will be required to ship heavy large castings. The bin quantity is divided equally between the containers. Below is an example of such a system.Figure 6a The Kanban CardFigure 6b Examples of Kanban CardsTop Production Kanban Middle: SuperMarket KanbanBotton: Supplier KanbanBack of Production Kanban CardBack of Purchasing KanbanFigure 7Example of Labeling of a 2 bin, 4 Container Kanban System.Movement of the Kanban CardKanban cards must be treated carefully and not lost. They are attached to the rack or to the container in the warehouse location where the kanban is kept. The card is detached and sent to the traffic board for replenishment when the kanban is shipped. When the kanban is filled, the card travels with the finished items to the storage location where the kanban will be kept until it is released for shipment. The picture below (Figure 8)shows kanban cards attached to racks. It also shows an actual, physical “bin” or kanban. It too has a kanban card permanently attached to it in order to identify the part number that would normally be present in the container.Each kanban has a permanently assigned home location and this home is f identified by a label on the storage rack. When the kanban is empty, the container will be gone, the detachable kanban card will be gone, and the space will be empty. The shelf label will indicate that this location is reserved for this. In this type of arrangement, the second kanban is placed behind the first one. You can see that the bin on the left does not have another behind it. You can see some empty Velcro to the left of the shelf label where the cards from the first kanban have been removed. On the right you can see two bins, one behind the other, with both cards in place.Figure 8Kanban Storage RackIt is an absolute requirement that the supplier must keep kanban in stock, and ship immediately upon receipt of release instructions. The supplier manufacturing replenishment lead time must be fast, so that the empty kanban can be replenished quickly, so if business is strong, the supplier will never be out of kanban. If the supplier cannot do this, then they must improve their manufacturing process. It may also be necessary for the supplier to work with their suppliers on kanban, if supply of raw materials is a limiting factor.Suppliers’ Responsibilities:∙Always maintain two kanbans of material of each part number in the program, ina finished goods state, inspected, packed and ready to be shipped immediatelyafter receiving notification.∙Immediately replenish the empty kanban, in order to be prepared in case another shipment release is received quickly.∙Only part number will be packaged in any single shipping crate/box/package.Boxes should not be packed with multiple different items.∙Only the kanban quantity should be shipped. Overages/underages will not beacceptable.∙The supplier will immediately (next business day) confirm receipt of kanban release instructions to customer.∙The supplier will take immediate steps to arrange ocean freight for the kanban item. The supplier will confirm shipping details within five days of notification, and will ship from their location in a timely manner.。
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精益看板方法
精益看板方法，也被称为可视化管理工具，是一种高效的项目管理方法。
它的主要目的是通过可视化信息的方式，帮助团队了解工作流程、识别瓶颈、提高工作效率，从而达到持续改进的目标。
精益看板方法的核心是看板板面，通常是一个大型白板，被划分为不同的区域。
最常见的看板板面划分为三列：待办事项、进行中和已完成。
待办事项列显示了所有需要完成的任务，进行中列则显示了当前正在进行的任务，已完成列则展示了已完成的任务。
在这个基本框架上，可以根据需要添加更多的列，以反映项目的特定阶段或团队的工作流程。
例如，可以添加一个“需求收集”列、一个“测试中”列等等，以更好地展示项目的进展和状态。
除了基本的列，看板板面上还可以添加其他的信息，如任务的优先级、截止日期、负责人等等。
这些信息的添加可以让团队成员更加清楚地了解各自的责任和任务的重要性，有助于提高团队的协作能力和工作效率。
精益看板方法的另一个重要概念是限制在进行中列的任务数量。
通过限制进行中的任务数量，可以避免工作的过载，保证团队成员的专注度和工作质量。
一旦进行中的任务达到限制数量，团队成员就需要等待某个任务完成后才能开始新的任务，这种限制促使团队更加专注和高效地完成每一个任务。
此外，精益看板方法还鼓励团队进行反思和反馈。
团队成员可以
通过参与看板的维护和更新，对项目的进展和困难进行反馈，提出改
进的建议。
这种持续的反馈和改进过程有助于团队不断优化工作流程，提高项目的效率和质量。
总结起来，精益看板方法是一种简单而实用的项目管理方法。
通
过可视化管理工具，它能够帮助团队更好地了解工作流程，识别瓶颈，提高工作效率。
同时，它还鼓励团队成员的参与和反馈，促进持续改进。
对于任何需要高效管理项目的团队来说，精益看板方法都具有很
大的指导意义。