討論精益生產(chǎn)和6S管理的整合外文文獻(xiàn)

吉林化工學(xué)院本科畢業(yè)論文吉林化工學(xué)院外 文 文 獻(xiàn)討論精益生產(chǎn)和6S管理的整合Discussion on Integration of Lean Production and Six Sigma Management 性 質(zhì): 畢業(yè)設(shè)計(jì) 畢業(yè)論文 教 學(xué) 院機(jī)電工程學(xué)院系 別：工業(yè)工程學(xué)生學(xué)號：11440327學(xué)生姓名：黨博凱專業(yè)班級：工業(yè)工程1103指導(dǎo)教師：盧偉宏職 稱：副教授起止日期：2015.3.12015.3.28吉 林 化 工 學(xué) 院 Jilin Institute of Chemical Technology討論精益生產(chǎn)和6S管理的整合 摘要本文介紹的出現(xiàn)和精益生產(chǎn)和6S管理的發(fā)展，比較和分析了精益生產(chǎn)和6S管理，也分析了整合精益生產(chǎn)與6S管理的必要和可行性，并指出了如何整合精益生產(chǎn)和6S管理：整合組織管理，實(shí)施一體化進(jìn)程，整合加工方法，整合使用工具，建立了精益6S順應(yīng)環(huán)境。最后，提出了整合精益生產(chǎn)和6S管理應(yīng)注意的9個主要部分。精益生產(chǎn)和6S管理是廣泛影響的兩種管理方法。這兩種方法都帶來了巨大的好處，已成功實(shí)施了兩種方法的企業(yè)。精益生產(chǎn)和6S管理不僅可以單獨(dú)使用，也可以結(jié)合起來，每個人都有自己的優(yōu)點(diǎn)和缺點(diǎn)，兩者具有互補(bǔ)優(yōu)勢。它們被強(qiáng)化和相互聯(lián)系。如果精益6S可以整體使用，就會產(chǎn)生較大的影響。關(guān)鍵詞：精益生產(chǎn)，6S管理，精益6S第一章 淺談精益生產(chǎn)和6S管理1.1 精益生產(chǎn) 精益生產(chǎn)起源于日本豐田汽車公司。它來自于學(xué)習(xí)和美國福特汽車公司管理的進(jìn)一步發(fā)展。其核心思想是去除的企業(yè)鏈接所有非增值活動，創(chuàng)造價值生產(chǎn)盡可能用較少的人力，設(shè)備少，在較短的時間和地點(diǎn)，還以滿足客戶的生產(chǎn)或服務(wù)的要求。它強(qiáng)調(diào)減少浪費(fèi)和非增值鏈，以降低成本。精益是不僅是對人類社會的影響的最有效的方式，但是是工業(yè)化的新時代的象征。1.2 6S管理 6S管理提出了在80年代中期的摩托羅拉。摩托羅拉，以便對企業(yè)發(fā)展的壓力，提高了質(zhì)量標(biāo)準(zhǔn)，總結(jié)起來實(shí)踐。這是為了提高對全面質(zhì)量管理理論與數(shù)理統(tǒng)計(jì)的質(zhì)量標(biāo)準(zhǔn)和全面質(zhì)量管理理論與數(shù)理統(tǒng)計(jì)的基礎(chǔ)上。其核心思想是使所有的業(yè)務(wù)工作流程，基于數(shù)據(jù)和事實(shí)。在影響質(zhì)量的因素流動采用定量方法。找出關(guān)鍵因素，以改善和繼續(xù)降低波動性，使他們的經(jīng)營能力是最好的，實(shí)現(xiàn)客戶的滿意度。它遵循的過程簡化流程，控制流量變化，消除了產(chǎn)品質(zhì)量的變化的過程中，從而節(jié)省了成本。其次摩托羅拉，GE，這么多世界頂級的跨國公司如DELL，TOSHIBA，HP，SONY，花旗銀行，迪斯尼，希爾頓酒店都采用了6S管理，加強(qiáng)管理，提高管理水平，降低成本，提高客戶忠誠度，增加銷售，增強(qiáng)核心競爭力。第2章 精益和6S的必要性和可行性整合2.1精益6S和需要整合 從以上兩對比分析可以看出，精益和6S管理有自己的優(yōu)勢和對方的缺點(diǎn)，如果他們吸收對方的優(yōu)點(diǎn)，性能會更好。首先，精益生產(chǎn)專門從事系統(tǒng)的分析，企業(yè)的成功取決于一個良好的過程的有效運(yùn)作，無論多么勤奮的員工，他們都無法超越的工藝設(shè)計(jì)能力？精益流程管理提供了6S項(xiàng)目管理的框架。其次，精益生產(chǎn)需要專家的獨(dú)特知識的人才，缺乏規(guī)范性的知識。6S管理整合各種工具和標(biāo)準(zhǔn)化的DMAIC流程解決問題提供了操作性強(qiáng)的管理工具，項(xiàng)目管理。再次，在現(xiàn)場精益的專家分析，管理能迅速解決在現(xiàn)場暴露出來的問題，并專注于黑帶。6S管理定量分析深層原因的復(fù)雜問題的指導(dǎo)下，可以找到解決復(fù)雜的過程的問題，但它需要較長的時間來解決這個問題。不同的問題，需要將兩者結(jié)合起來，選擇不同的方法來解決這個問題可以提高效率和容量。最后，從操作層面，培訓(xùn)，系統(tǒng)改進(jìn)兩個管理模式，因此需要的方式整合，單一使用一種有缺陷（周，他和高，2006年，6,1-4）。2.2整合精益生產(chǎn)和6S的可行性 首先，兩者都是不斷改進(jìn)和追求完美的典范。這是他們的本質(zhì)的同質(zhì)性，這就是為什么能有整合的可能性的原因。其次，精益生產(chǎn)和6S管理都緊密相連TQM，其實(shí)現(xiàn)是非常相似的PDCA模型，它提供了集成的基礎(chǔ)。再次，雖然有在操作層面精益生產(chǎn)和6S管理之間有許多差異，他們不是相互排斥的。就拿文化為例，今天的管理強(qiáng)調(diào)的東部和西部的文化，以及不同的文化，易于管理的優(yōu)點(diǎn)吸收相結(jié)合;訓(xùn)練方法和系統(tǒng)的改進(jìn)方法都可以集成。第三章 精益生產(chǎn)和6S集成方法管理3.1集成矩陣型組織可以在精益6S使用。圖3-1示出的結(jié)構(gòu)總經(jīng)理財(cái)務(wù)副總裁最高價值流的領(lǐng)導(dǎo)者和6S倡導(dǎo)者營銷副總裁其他的副總裁營業(yè)部營業(yè)部營業(yè)部工藝工程師基本操作單元的控制下過程領(lǐng)導(dǎo) 圖3-1 組織結(jié)構(gòu)圖表精益六的跡象 這兒有系統(tǒng)中的兩條線，一個是主要的各級整個業(yè)務(wù)流程價值流管理人員;另一種是主要黑帶和整個項(xiàng)目管理的綠化帶。它們交叉結(jié)合。第一行是相對穩(wěn)定的員工是全職，而在第二線，工作人員都是兼職的，除了黑帶。精益理論的內(nèi)容必須黑帶，綠帶及其他人員的培訓(xùn)提高。最高價值流領(lǐng)導(dǎo)人必須是一個副總裁（他可以經(jīng)營管理者），誰也6S管理的倡導(dǎo)者（周，他和高，2006年，6,1-4）3.2 實(shí)施過程整合 精益的原則應(yīng)與6S管理的DMAIC在一體化進(jìn)程中的戰(zhàn)略框架下進(jìn)行整合。測量 - 分析 - 改進(jìn) - 定義新的實(shí)現(xiàn)過程控制使用，被稱為DMAIC。 DMAIC和傳統(tǒng)的DMAIC之間的區(qū)別是精益理念，方法和工具被添加的過程中。 （他，周某和高，2006年，1,13-17）表3-1給出了實(shí)施步驟精益6S。3.3 方法集成 6S管理使用DMAIC和SIPOC過程分析模型，從戴明的PDCA循環(huán)發(fā)展。精益生產(chǎn)使用的產(chǎn)品實(shí)現(xiàn)方法的過程中，這是非常相似的SIPOC價值流分析，但目前還沒有提出DMAIC模型作為6S管理在解決具體問題。因此，它們的結(jié)合，可以采用。首先，追求精益生產(chǎn)，然后繪制當(dāng)前進(jìn)程的企業(yè)排行榜，實(shí)現(xiàn)價值流圖分析，排除一切MUDA的老工藝，并刪除不必要的浪費(fèi)。在此基礎(chǔ)上，采用DMAIC分析過程中保持并實(shí)施持續(xù)改進(jìn)，優(yōu)化過程（張，2006年，11,14-16）。3.4集成的工具 精益生產(chǎn)的實(shí)施，使企業(yè)訂單，可及時發(fā)現(xiàn)存在的問題，然后6S管理分析使用的統(tǒng)計(jì)方法和技術(shù)，并尋找深層次的原因的數(shù)據(jù)。所以，這兩個工具可以有機(jī)地結(jié)合起來，優(yōu)勢互補(bǔ)。整合可以進(jìn)行與實(shí)施過程的完美組合。表2示出了特定的工具。 表3-1 精益生產(chǎn)6S的實(shí)施步驟 舞臺定義定義1 定義客戶的需求。分析系統(tǒng)尋找廢棄或更改。確定方案 改善作 業(yè)環(huán)境2.分析組織戰(zhàn)略和組織資源3 確定該項(xiàng)目的范圍措施 1定義工藝特點(diǎn) 2 實(shí)施過程 3 測量系統(tǒng)評估過程分析1 分析過程中，找出根源浪費(fèi)或變化 2 識別工藝和輸入改進(jìn)1. 確定輸入和輸出計(jì)劃并提出改進(jìn)計(jì)劃 2計(jì)劃擬訂控制行動和進(jìn)行過程控制測試系統(tǒng)，流程和標(biāo)準(zhǔn)的成功的電子商務(wù)并提出新的問題3.5建立環(huán)境 環(huán)境的“精益6S”管理的建立，可以著手從兩個方面的“精益6S”管理：首先，構(gòu)建“精益6S”的物流網(wǎng)絡(luò)，建立必要的信息管理環(huán)境和信息系統(tǒng)技術(shù)平臺的管理。一般來說，可以實(shí)現(xiàn)一定的產(chǎn)品質(zhì)量和工藝波動和缺陷，使用6S管理，通過本地處理工藝和設(shè)備的調(diào)整的解決。然而，改進(jìn)工藝，縮短周期的過程中往往涉及大型企業(yè)進(jìn)入流程的改造，甚至組織結(jié)構(gòu)的變化。這需要表1.實(shí)施步驟精益6S在不同階段的企業(yè)現(xiàn)有的物流系統(tǒng)，如生產(chǎn)布局，生產(chǎn)技術(shù)和原材料供應(yīng)，年底產(chǎn)品，以及評價標(biāo)準(zhǔn)的基礎(chǔ)上，在建筑過程中效率進(jìn)行物料流的調(diào)查，并建立了以客戶需求為導(dǎo)向的精細(xì)精益西格瑪物流拉動機(jī)制，它是組織保證提升質(zhì)量，速度和降低成本的根本解決，這就是“精益6S”的物流網(wǎng)絡(luò)建筑。同時，要建立必要的信息管理環(huán)境和管理信息系統(tǒng)技術(shù)平臺，實(shí)現(xiàn)CAD，CAM，MRPII，黃芪多糖結(jié)合PDM。這些先進(jìn)制造技術(shù)是實(shí)現(xiàn)圖片，可視化控制方法的基礎(chǔ)上的，它們共同構(gòu)成物流網(wǎng)絡(luò)環(huán)境下的精益6S管理。二，開設(shè)“精益6S”的企業(yè)文化環(huán)境。精益思想和6S管理共同強(qiáng)調(diào)，是“，以確定客戶的需求流量值”和“提高顧客的滿意度”，強(qiáng)調(diào)即“精益求精”，“追求完美”，這些概念需要工作人員在過程中的每個環(huán)節(jié)反映他們流量，很長一段時間后，它是“精益6S”是形成企業(yè)文化。實(shí)踐證明，實(shí)施“精益6S“管理成功與否，操作工具和方法是對應(yīng)用非常關(guān)鍵，但可在”精益6S“的企業(yè)文化，是企業(yè)的根本決定因素。第四章 精益6S 管理和幾個警告和注意事項(xiàng)的整合：1、充分發(fā)揮領(lǐng)導(dǎo)力精益生產(chǎn)和使用6S整合，需要處理整個系統(tǒng)的問題上，在同一時間，它是更復(fù)雜的分析和解決問題的，具有不同的部門需要通信需要更多的資源支持，有沒有更多的領(lǐng)導(dǎo)的支持不會成功。領(lǐng)導(dǎo)的支持應(yīng)該是真實(shí)的支持，不只是一個口頭承諾，它需要領(lǐng)導(dǎo)參加精益6S的整合。僅參加他們，他們能發(fā)現(xiàn)問題，有效地促進(jìn)精益6S集成（他，周某和高，2006年，1,13-17）2、加強(qiáng)溝通精益6S的整合過程中，通信中起著非常重要的作用。通信包括不通信的組織內(nèi)唯一相同的水平，上，下，也之間的通信組織與外部客戶，供應(yīng)商和通信溝通;通信不僅包括思想上，也互相學(xué)習(xí)的方式。要加強(qiáng)溝通，它可以極大地促進(jìn)精益六在該組織的快速速度西格瑪概念擴(kuò)散，并減少阻力。3、重視文化建設(shè)精益6S強(qiáng)調(diào)的事實(shí)，以及基于數(shù)據(jù)的，與傳統(tǒng)的豐富經(jīng)驗(yàn)相比，管理，其工作人員的要求更高，更嚴(yán)格。因此，精益6S的實(shí)施也從文化建設(shè)，使企業(yè)的每一個員工密不可分形成的做事習(xí)慣，自覺根據(jù)精益6S的方法來做事。4、建立完善的管理基礎(chǔ)精益6S的企業(yè)整合，我們必須建立一個全面的管理基礎(chǔ)，特別是基本數(shù)據(jù)管理，而為了持續(xù)改進(jìn)提供真實(shí)，可靠的數(shù)據(jù)，使企業(yè)在實(shí)施正確的方向。5、系統(tǒng)關(guān)注精益6S是制度的力量作為一個整體，而不是單個項(xiàng)目，精益6S的實(shí)施重點(diǎn)不僅在項(xiàng)目上，我們還必須考慮操作系統(tǒng)的全面改善，公司短期的財(cái)務(wù)業(yè)績應(yīng)該與公司的長期全面的戰(zhàn)略平衡考慮（陳，2006,11,54-56）。6、過程管理為中心精益和6S管理的整合應(yīng)該以流程為中心，以擺脫該組織充當(dāng)自身思維出發(fā)點(diǎn)的方式。這可以在整個價值流是一個值，這是一種浪費(fèi)在確實(shí)找到，并且高效的管理（他，周某和高，2006年，1,13-17）。7、重點(diǎn)應(yīng)該是在這個企業(yè)簡單的復(fù)制，抄襲別人或機(jī)械結(jié)合精益6S的經(jīng)驗(yàn)并不成功。企業(yè)要立足自身特點(diǎn)，結(jié)合自身的特點(diǎn)，走上整合之路（王張某，2006年，1,55-58）。8、選擇合適的項(xiàng)目通常精益6S項(xiàng)目的實(shí)施需要幾個月的時間才能看到利潤。因此，在該選擇第一個項(xiàng)目，我們要注意成功的可能性和好處的證據(jù)。這將有助于提高項(xiàng)目團(tuán)隊(duì)的信心和開展后續(xù)項(xiàng)目。此外，并不是所有的項(xiàng)目都需要精益6S。其結(jié)果是好一些單獨(dú)使用的方法或6S管理方法。我們應(yīng)該把項(xiàng)目根據(jù)自己的需要對項(xiàng)目有所不同。9、參與人為了成功實(shí)施企業(yè)整合，它必須有全體員工的支持。如果全體員工的支持和參與精益6S的整合，精益6S的整合將有一個堅(jiān)實(shí)的基礎(chǔ)。 結(jié)論精益和6S管理的整合是必要的，精益和6S管理，如扳手和鉗子在一個工具箱。其結(jié)果將是最大的，如果兩個人都擁有使用精益6S，企業(yè)能夠更貼近客戶，了解客戶的關(guān)鍵要求更好，專注于過程改進(jìn)的主要方面更準(zhǔn)確地提高質(zhì)量的底線。這將帶來更多的收益給企業(yè)。當(dāng)然，實(shí)施精益6S過程是非常復(fù)雜的。這需要進(jìn)一步的研究。我們應(yīng)該在摸索和不斷總結(jié)一下實(shí)踐。參考文獻(xiàn)：1 袁婷婷NIKE公司的5S實(shí)踐研究【D】上海：復(fù)旦大學(xué)，20082 胡啟凡5S管理與現(xiàn)場改善M】北京：中國水利水電出版社，2011：2-33 楊宏強(qiáng)5S管理的概念、特點(diǎn)和實(shí)施J科技與管理，2011，13(3)：4-54 ROD G，RON F，KAORUICInplementing 5S with a Japanese Context：an integratedmanagement systemJManagement Decision，2008(4)：5655795 苗雯5S現(xiàn)場管理法應(yīng)用現(xiàn)狀及趨勢探討明中外企業(yè)家，2011(4)：13156王鷹.（2006）。關(guān)鍵的問題在中國企業(yè)實(shí)施精益6S的過程。雜志科學(xué)與工程，1,55-58天津大學(xué)。7王利芬.精益和6S管理的整合。企業(yè)標(biāo)準(zhǔn)化，11,14-16。Discussion on Integration of Lean Production and Six Sigma ManagementAbstract The paper introduces the emergence and development of Lean Production and Six Sigma management, compares and analyzes on Lean Production and Six Sigma management, it also analyzes the necessary and feasibility in integration of Lean Production and Six Sigma management, and points out the ways for integration of Lean Production and Six Sigma management: integration of organizational management, integration of implementing process, integration of process method, integration of using tool, Establishing conformable environment for Lean Six Sigma. Finally, the paper presents nine main parts that integrating Lean Production and Six Sigma management should be paid attention to. Keywords: Lean Production, Six Sigma management, Lean Six SigmaLean Production and Six Sigma management are the two management methods of broad impact. The two methods have brought tremendous benefits to the enterprises which have successfully implemented the two methods. Lean Production and Six Sigma management cannot only be used alone, also be combined, each has its own advantages and disadvantages, and the two have complementary strengths. They are reinforced and linked mutually. If Lean Six Sigma can be integrally used, it will have a bigger effect.1. Introduction of Lean Production and Six Sigma management1.1Lean Production Lean Production originates in the Japanese Toyota Motor Corporation. It comes from the study and further development of management of American Ford Motor Company. Its core idea is to remove all non-value-added activities of links of enterprises, to create value of production as much as possible with less manpower, less equipment, in a shorter time and venues, further to meet customer production or service requirement. It emphasizes on reducing wastage and non-value added chain to reduce cost. Lean is not only the most productive way of the of impact on human society, but is a symbol of the new era of industrialization.1.2 Six Sigma Management Six Sigma management was put forward in the mid-1980s Motorola. Motorola summed it up by practice in order to be against the pressure on enterprise development and improve the quality standard. It is based on in order to improve the quality standard and total quality management theory and mathematical statistics on the total quality management theory and mathematical statistics. Its core idea is making all business work as a process, basing on data and facts. The use of quantitative methods in the flow of the factors affecting quality. Identify key factors to improve and continue to reduce volatility so that their ability to operate is the best and achieve customers satisfaction. It follows the process by streamlining processes, controls flow variations, eliminates variability of the quality products in the process, thereby saving costs. Followed MOTOROLA, GE, so many worlds top multinational companies like DELL, TOSHIBA, HP, SONY,CITIBANK, DESNEY, Hilton Hotel have adopted Six Sigma management to strengthen management, improve their management level, reduce costs and improve customer loyalty, increase sales and increase their core competitiveness2. Lean and Six Sigma integration of the necessity and feasibility2.1 Lean Six Sigma and the need for integration From the above two comparative analysis can be seen, Lean and Six Sigma management have their own advantages and disadvantages of each other if they absorb each others merits, the performance will be better. First, Lean Production specializes in systems analysis, the success of enterprises depends on the effective functioning of a good process, no matter how hardworking the staff, are they cant go beyond the design capacity of the process? Lean process management provides a framework for the project management of Six Sigma. Secondly, lean production needs experts unique talents of knowledge, lacking of knowledge of the normative. Six Sigma management integrate various tools and solving problems in a standardized DMAIC process provide strong operability management tools for the project management. Again, Leans expert analysis on the scene, manage to quickly overcome the problems exposed at the scene, and focus on Black Belt .Six Sigma management under the guidance of quantitative analysis for the complex issues underlying causes can be found to solve the complex process the problem, but it needs a longer time to solve the problem. Different problems, need to combine the two, choose a different approach to solve the problem can increase the efficiency and capacity. Finally, from the operational level, the two management models of training, system improvements, and so need to integrate the way, one of the single use are defective (Zhou, He & Gao, 2006, 6,1-4).2.2 The feasibility of integration of Lean Production and Six Sigma First of all, both are the model of continuous improvement and pursuit of perfection. This is the homogeneity of their essences that is the reason why can there be possibility of integration.Secondly, Lean Production and Six Sigma management are both closely connected with TQM, and their implementation are very similar to PDCA model, which provides a basis for the integration.Again, although there are many differences between lean production and Six Sigma management on the operational level, they are not mutually exclusive. Take the culture for example, todays management emphasizes the integration of eastern and western cultural, and absorption of the advantages of different cultures for easy management; training methods and improvement methods of system all can be integrated (Zhou, he & Gao, 2006, 6,1-4).3. Integration approach of Lean Production and Six Sigma3.1 Integration of managementMatrix-type organization can be used in Lean Six Sigma. Figure 1 shows the structure.There are two lines in the system, one is mainly value flow managers at all levels throughout the business process; the other is mainly Black Belt and green belt throughout the project management. They are cross-combined. The first line is relatively stable and the staffs are full-time, while in the second line, the staffs are part-time except black belt. Lean theoretical content must be increased in Black Belt, Green Belt and other staffs training. The highest value flow leader must be a vice president(he can be operating manager), who is also an advocator of Six Sigma management (Zhou, He & Gao, 2006, 6,1-4).3.2 Integration of implementation processThe principle of Lean should be integrated with DMAIC of Six Sigma management under the strategic framework in the process of integration. The new implementation process of definition - Measurement - Analysis - improvement - control is used and known as DMAIC . The difference between DMAIC and traditional DMAIC is Lean philosophy, methods and tools are added in the process. (He, Zhou & Gao, 2006, 1,13-17) Table 1 shows the implementation steps of Lean Six Sigma.3.3 Integration of Methods Six Sigma management uses DMAIC and SIPOC process analysis model developed from Demings PDCA circular. Lean production uses the value flow analysis in the course of product realization method which is very similar to SIPOC, but it has not put forward DMAIC model as Six Sigma management in resolving specific issues. Therefore, the integration of them can be adopted. First, pursue lean production, then draw current process chart of the enterprise, implement value flow chart analysis, eliminate all MUDA in old process and remove unnecessary waste. On the basis, analyze remained process using DMAIC and implement continuous improvement to optimization process (Zhang, 2006, 11,14-16).3.4 Integration of tools The implementation of the Lean production makes enterprise order and the existing problems can be discovered in time, then Six Sigma management analyzes the data using statistical methods and technology, and looking for the causes from deep level. So the two tools can organically integrated, complementarily advantages. The integration can be carried out combining with the implementation process. Table 2 shows the specific tools. 3.5 To establish a “Lean Six Sigma” management of the environment (Zhang & Zeng, 2005, 6,25-28) The establishment of “Lean Six Sigma” management of the environment, can set about from two aspects:First, construct the logistics network of “Lean Six Sigma”, establish the necessary information management environment and the management of information systems technology platform. Generally speaking, the settlement of a certain product quality and processs fluctuations and defects, use the Six Sigma management, through local processing processes and equipment adjustments can be realized. However, the process of improve the process and shorten the cycle often involve large-scale enterprises into the transformation of process, and even organizational structure changes. This requires theTable 1. The implementation steps of Lean Six SigmaTable 2. Tools of Lean Six Sigma at different stages Enterprise existing logistics systems, such as production layout, production technology and raw material supplies, end products, and materials flow survey conducted in the building process efficiency on the basis of the evaluation criteria, and set up a customer demand-oriented fine Lean Sigma Logistics pulling mechanism, it is organizational guarantee of the fundamental resolution of upgrading the quality, speed and cost reduction, and this is “Lean Six Sigma” logistics network building. Meanwhile, we must establish the necessary information management environment and the management of information systems technology platforms, and realize CAD, CAM, MRPII, APS integrated with PDM. These advanced manufacturing technology is the realization of the picture, visualization control methods basis, which together constitute Lean Six Sigma management of the logistics network environment.Second, the creation of “Lean Six Sigma” corporate culture environment. Lean thinking and Six Sigma management of common stressed, is “to determine the value of customer demand flow” and “improve customers satisfaction” and emphasizedthat “excellence”, “the pursuit of perfection”, these concepts need to staff reflected them in each links of the process flow, after long time it is “Lean Six Sigma” corporate culture that formed. Practice shows that the implementation of “Lean SixSigma” management is successful or not, operating tools and methodologies are critical to the application, but can a “Lean Six Sigma” corporate culture, is the fundamental determining factor.4. Lean Six Sigma management and the integration of several caveats and cautions4.1 Give full play to leadershipLean production and the use of Six Sigma integration, need to deal with the issue of the whole system, at the same time, it is more complex to analyze and resolve problems, with different departments need to communicate the need for moreresources to support, there are no more leadership support not be successful. The support of the leader should be real support, not just a verbal commitment, it requires leader to participate in the integration of Lean Six Sigma. Only take part in them, can they identify problems and effectively promote Lean Six Sigma integration (He, Zhou &Gao, 2006, 1,13-17).4.2 Strengthen communication Lean Six Sigma for the integration process, the communication plays a very important role. Communication includes not only the same level of communication within the organization, the communication between the upper and lower, but also theorganization of communication with external customers, suppliers and communication; communication includes not only ideologically, but also learn from each other on the way. To strengthen communication, it can greatly promote Lean SixSigma concept spread in the organization with the rapid speed, and reduce the resistance.4.3 Attached importance to cultural construction Lean Six Sigma emphasis on the facts, as well as the data-based, compared with the traditional extensive experience of management, its staff requirements are higher, and more stringent. Therefore, the implementation of Lean Six Sigma is also inseparable from cultural construction, which make each staff of the enterprise forms a habit of doing things, consciously according to Lean Six Sigma a