《精益团队实战训练营》由会员分享，可在线阅读，更多相关《精益团队实战训练营（130页珍藏版）》请在金锄头文库上搜索。
1、 精益团队实战训练营 Practical Lean Management implement decisions rapidly (nemawashi根回). 原则13：不急于作决策，以共识为基础，彻底考虑所有 可能的选择，并快速执行决策nPrinciple 14: Become a learning organization through relentless reflection (hansei反省) and continuous improvement (kaizen改善). 原则14： 通过不断省思与持续改进以变成一个学习型组织The Truth About Toyota 丰田的实质
2、nMaintaining the production system takes an incredible effort for Toyota also 丰田生产系统不断创造卓越成就It is always a challenge 始终被当作一种挑战Daily effort is required 要求每天不断进步nToyota has many problems and challenges 丰田有很多的问题、困难和挑战nToyota has a method for minimizing issues 丰田有全力解决问题的方法Common Problems With Lean Imple
3、mentation执行精益过程中的常见问题nLack of understanding of effort required 对执行精益需要的努力估计不足nIncorrect motive 出发点有误nNarrow approach- one method or tool 过于局限性的思路只着眼于某种方法或工具nOne-size-fits-all approach 把一些方法工具当作“万金油”Blind copying 盲目复制Blind dismissal 盲目裁员What Does it Mean to be “Lean”? 变得“精益”意味着什么？n“It is not possible
4、 to Be Lean.nIt is only possible to work toward Becoming Lean.n已经“精益了”是自欺欺人的，我们要做的是不断的迈向“越来越精益”nBeing Lean means there is a process in place that will ensure the ability to continuously improve people and business performance-forever”n使企业变得“精益”意味着你的员工和业务都会不断地得到提升There is no Such Thing as Being “Lean
5、” 没有谁已经“精益”nBeing “Lean” is relative-执行精益靠什么？Relative to your own performance 要看你自己的行动表现nContinuous Improvement means that you never arrive-持续改善意味着永远没有终点You are never “Lean” enough 你永远没有足够“精益”nThe journey is not a speed race- it is an endurance race精益之旅不是百米赛跑，而是马拉松Will you be in the race in 20 years
6、? 你能坚持20年吗？Will you still be continuously improving? 你能坚持着持续改善下去吗？The Carrot Model of TPS 丰田生产系统的胡萝卜理论We see and want the leafy green easy stuff- The lean tools and techniques 我们看到也希望植物枝叶 繁茂就好像精益的一些 工具和技巧But, the part we really want is below the surface and it takes hard work and effort to get to it
7、 (and you have to get your hands dirty!) 但是，我们真正需要的部分是在 表面之下的，想要到达这里不是 很容易的事情（你要弄脏你的手 到一线去，自己亲身参与）Most organizations never get deep enough into the lean process to achieve true success 绝大多数的组织都没能 到达成功执行精益所需 的足够的深度Key Characteristics of Implementation Approach执行过程中的一些要素nFocus on the Gemba (where work
8、 is done) 着眼于现场nStart with Value Stream (not isolated project) 从价值流开始nJust-in-time Training (learning by doing) JIT培训nDrive cultural change through concrete projects and coaching 通过项目和培训带动文化的转变nEngage work force for ideas and buy in! 不断思考nKEY TO SUCCESS: Involve Management in real-time learning proc
9、ess!通向成功的关键：鼓励参与实时的学习过程Support Structure for Lean Implementation精益转型的支持架构nCommitted TOP level leadership who make it a priority to actively LEARN and TEACH the process (participate and coach others)高级管理层的参与和承诺nTop notch lean managers (minimum 10 years lean experience) 经验丰富的精益经理（至少10年经验）nHigh level l
10、ean coaches (minimum 5 years experience)高级精益训练师（至少5年经验）nPlant Management actively learning and teaching the process 工厂经理积极学习并讲授过程Lean Team: Process & Results 精益团队：流程系和结果系“Total Lean Management” House 精益团队实战模型精 益 会 计 精益团队员工自主精 益 工 具方 针 管 理管 理 控 制Q品质C成本D交期精益评价32145670精益体系精益团队实战训练营 Practical Lean Manag
11、ement & Team Workshop 精益工具篇1Five Elements of Lean Implementation 执行精益的5个要素标准化持续改进水平提升创建连续流稳定Stability稳定性n“The ability to consistently meet customer requirement” 稳定地满足客户需求的能力” Define customer requirement (takt)定义客户需求 (节拍) Basic production leveling 初步的均衡化 Eliminate “Big Waste”- Control Overproduction消
12、除 “大 浪费”- 控制过量生产 Consolidate multiple waste activities to reduce and develop foundation for standardization大量浪费的减少并 为标准化建立基础 Eliminate or isolate variation 消除或隔离变异 Improve Operational Availability提高操作的有效性 Prepare for Flow为流动做好准备Flow 流动n“Creating Flow causes problems to surface” “创建流动将导致问题浮出水面”Identi
13、fy weak links in the value stream找出价 值流中的薄弱环节Make problems uncomfortable让问题无处藏身Clearly defined customer and supplier relationships (connected flow)明确定义与顾客和 供应商的关系 (连接流动)Continue waste elimination 持续消除浪费Establish Pull 建立拉式生产Importance of Flow to surface problems 流动的重要性：让问题点浮出水面理念：消除浪费绩效衡量：缩短生 产周期原则：创
14、建连续的 工艺流策略：创建独立“ 关联”的流程原因：问题快速 浮出水面结果：问题快速 被解决控制方法：没有 问题被掩盖结果：浪费被 消除 方法：拉动系统精益工具：看板， 超市，先进先出。Standardize标准化nStandardization is a baseline for continuous improvement 标准化是持续改善的基准nSignificant improvement begins with standardization 重大的改善开始于标准化操作nStandards provide a “core” on which to align resources 标准
15、是协调资源的核心基础nEffective standards must be easy to recognize and verify 有效的标准化操作必须理解和验证nYou must establish standards, then measure performance to those standards 你必须建立标准, 用那些标准来衡量实际表现Visual Awareness Maintains Standards 目视控制保持标准化报告差异改进差异发现差异能够清晰 了解实际 值让标准可视化标准清晰，容 易被理解Measurements Provide Awareness 度量指标
16、让大家了解状况nPoint of comparison to standard 与标准的对比点nUsed to recognize variation from standard 用来发现与标准存在的差异nInsure process performance in real time (able to affect the result) 监控实时的过程表现 (能影响到结果)nAfter the fact-发现问题之后Long term problem solving 长时间的解决问题Reporting results 报告结果Measurement Cycle 度量循环nRecord as issue occurs 当问题发生时记录下来nRecognize problem (deviation from standard)认识到问题的存在 (背 离标准)nEvaluate (can I correct the problem?)评估 (我能改正这个
