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1、Lean Kata 精益精益套路套路 Managing For Improvement, Adaptiveness, and Superior Results 深耕企业文化，迈向卓越管理深耕企业文化，迈向卓越管理 Zhang Dong, Ken Liu, Dario Spinola, Marcus Chao 张冬张冬 刘健刘健 戴睿戴睿 赵克强赵克强 Material adapted from University of Michigan by MIKE ROTHER. 课程来自课程来自 Mike Mike RotherRother 与与 美国密西根大学美国密西根大学 Mike Rother
2、2 Mike Rother Course Introduction 课程介绍课程介绍 There are many changes going on. Conditions are dynamic and unpredictable. (Thats normal). 每天面临不同的挑战，很难准确地预测发展趋势 We would like to present a way of enabling all of us to meet the challenges we face: 与大家分享一个克服挑战的套路 Mike Rother 3 Mike Rother “KATA”“KATA”“套路”“套
3、路” The suffix kata means way of doing. 套路 就是做事的方式 It refers to a pattern of behavior, which can be practiced to become second nature. 它是一种行为模式，可以通过练习而成为本 能。 方 Mike Rother 4 Mike Rother “LEAN KATA” “套路”“套路” Upon close inspection Toyotas management approach and culture are characterized by a kata that
4、 is taught to all organization members. This is done by repeatedly applying it in daily work. 套路这个词描述了丰田的文化，也就是员工每天工作的模式。 The backbones are Improvement Kata and Coaching Kata 龙骨是改善套路改善套路和辅导套路辅导套路 Mike Rother 5 Mike Rother 1In consideration of a visionvision or directiodirection n考虑愿景愿景或者方方 向向 2Grasp
5、 the current conditioncurrent condition. . 掌握现状掌握现状 3Define the next Target conditionTarget condition. 确定下一个目标状态目标状态 4Move toward that target condition with PDCAPDCA, which uncovers obstaclesobstacles that need to be worked on. 实施PDCAPDCA朝 目标迈进，在这个过程中会发现许多需要克服的障碍障碍。 Current Condition 现状现状 Obstacles
6、障碍障碍 Vision for Customer 愿景愿景 Target Condition 目标状态目标状态 2 4 3 1 IMPROVEMENT KATA 改善套路改善套路 Mike Rother 6 Mike Rother DEVELOPING SOLUTIONS 解决方案解决方案 We are Here 我们在这里我们在这里 We want to be here next Obstacles 障碍障碍 Unclear Territory 不确定的区域不确定的区域 Plan is made here This is a grey zone! 这是一个灰色区域 在这里 制定计划 我们想要
7、我们想要 到达这里到达这里 Mike Rother 7 Mike Rother WHERE DO AN ORGANIZATIONS SOLUTIONS COME FROM? 解决方案从哪里来？解决方案从哪里来？ Source of performance 绩效来源 Performance 绩效 Peoples MINDSET 思维方式思维方式 Peoples BEHAVIOR PATTERNS 行为模式行为模式 Processes Products Services 流程产品和服务 BUSINESS OUTCOMES 业务绩效 The organizational Culture 企业文化 M
8、ike Rother 8 Mike Rother LETS LOOK AT TWO DIFFERENT MINDSETS 两种不同的思维方式两种不同的思维方式 Mike Rother 9 Mike Rother WHICH ORGANIZATION IS MORE LIKELY TO: 你的公司倾向于哪一种方式？你的公司倾向于哪一种方式？ Uncertainty Apparent Certainty Mystery Uncertainty Apparent Certainty Mystery Comfort area Mike Rother 10 Mike Rother Processes P
9、roducts Services 产品和服务 BUSINESS OUTCOMES 业绩 THE ABILITY TO HAVE AN EFFECT ON OURSELVES IS HERE 我们能够努力的地方在这里我们能够努力的地方在这里 Because these cannot be affected directly 不能直接影响不能直接影响 Peoples MINDSET 思维方式思维方式 Peoples BEHAVIOR PATTERNS 行为模式行为模式 Mike Rother 11 Mike Rother A NEW CONSIDERATION FOR LEADERSHIP AND
10、 MANAGEMENT 管理层需要重新思考管理层需要重新思考 Solution 解决方案 How to develop solution 如何去解决问题 Toyotas Management System 丰田的管理方式 Left open 不确定 Specified Guided & directed 详细地指引 Our Management System 传统的管理方式 Given / Directed 给答案 Left open 不确定 Mike Rother 12 Mike Rother THE TOYOTA KATA DEFINITION OF MANAGEMENT 丰田的套路丰田的
11、套路 The systematic pursuit of desired conditions by utilizing human capabilities human capabilities in a concerted (intensive) way 系统性地发挥员工的能力和智慧能力和智慧来实现 We are We are HereHere 我们在这里我们在这里 We want We want to be hereto be here next next 我们想到这里我们想到这里 CurrentCurrent ConditionCondition 现状现状 TargetTarget C
12、onditionCondition 目标状态目标状态 Mike Rother 13 Mike Rother In most processes there are many problems, wastes and opportunities to improve 绝大多数的流程中有许多的问题和浪费，绝大多数的流程中有许多的问题和浪费， 因此也存在大量改进的机会因此也存在大量改进的机会 Current Condition 现状现状 Problems / wastes / opportunities 问题、浪费、机会问题、浪费、机会 Mike Rother 14 Mike Rother WE U
13、NDERESTIMATE THE TIME THIS STEP TAKES 我们往往低估了这一步需要的时间我们往往低估了这一步需要的时间 ROAD WORK AHEAD Grasp the current condition 掌握现状掌握现状 Establish the target condition 建立目标状态建立目标状态 Grasp the current condition 掌握现状掌握现状 Time 时间时间 How we think 我们想象中的我们想象中的 How it really goes事实上事实上 Establish the target condition 建立目标状
14、态建立目标状态 Mike Rother 15 Mike Rother We tend to ask, “What can we do to improve?” hunt for wastes or respond to problems, and work to eliminate them 在解决问题的过程中，我们会问在解决问题的过程中，我们会问:“能改善什么？能改善什么？” Current Condition 现状现状 Mike Rother 16 Mike Rother The improvement kata is a different approach， we ask: ”What
15、 do we need to do?” “改善套路”采用一种不同的方式，当我们向下一个“改善套路”采用一种不同的方式，当我们向下一个 目标迈进时，我们会问：“需要做什么？”目标迈进时，我们会问：“需要做什么？” Current Condition 现状现状 Target Condition 目标状态目标状态 Mike Rother 17 Mike Rother Note the difference! 注意两者之间的不同点！注意两者之间的不同点！ Current Condition 现状现状 Current Condition 现状现状 Target Condition 目标状态目标状态 Mi
16、ke Rother 18 Mike Rother THE PATTERN OR SKILL WERE TRYING TO LEARN 我们学习我们学习的套路方式的套路方式 The Improvement Kata is a universal pattern for improving, based on a four-part routine 改善套路套路是一个改善的模式，包括下面4个要素 Current Condition 现状现状 Obstacles 障碍障碍 Vision 愿景愿景 Target Condition 下一个目下一个目 标状态标状态 2 4 3 1 Mike Rother 19 Mike Rother A LINEAR VIEW OF TH
