精益团队实战训练营ppt课件

1、精益团队实战训练营Practical Lean Management & Team Workshop上精益团队实战训练营培训内容上期 第一天09:0012:00精益体系篇Lean Management System14:0018:00精益工具篇Lean Tools上期 第二天09:0012:00精益团队篇Lean Organization & Team14:0017:30员工自主篇Employee Empowerment下期 第一天09:0012:00方针管理篇Policy Deployment14:0018:00管理控制篇Management Control 下期 第二天09:0012:00

2、精益会计篇Lean Accounting14:0017:30精益评价篇Lean Assessment01234567精益团队实战训练营Practical Lean Management & Team Workshop精益体系篇0Establish Lean Process建立精益过程What are your needs? 他的需求是什么? In Problem Solving when we define a problem we are in essence deciding how we will verify improvement 在确定一个问题并将之处理的过程中,首先要明确如何确认

3、改良的效果.Two prongs necessary 两个关键People development 员工培育Process improvement (including the process of improvement- how did you get results?) 过程改良 (包括改良本身 他如何得到答案?)Continuous process improvement is a sign of developing people 继续改良是员工开展的一个信号It is not possible to measure people development by the numbers

4、 of activities or classes they attend 不能经过员工参与课程或活动的数量来衡量员工开展The best indication is critical thinking ability最好的衡量规范是应对突发事件的思索才干What Chinese Companies Need中国公司需求什么Chinese companies must compete on more than cost中国公司除了本钱之外，必需在更过领域内竞争Quality 质量Delivery 交付Chinese companies must learn to innovate中国公司必需学

5、会创新Common Problems With Lean Implementation精益转型的常见问题Focus only on potential savings 只关注于潜在收益Lack of understanding of effort required 对需求的努力了解缺乏Incorrect motive 动机不对Confusing outcomes (lower inventory) with objectives (create flow) 混淆了结果低库存和目的创建流动Narrow approach- one method or tool 方法有限 一个方法或工具One-si

6、ze-fits-all approach 万能钥匙式的推行方法Blind copying 盲目拷贝Blind dismissal 盲目丢弃Common and Misguided Beliefs常见的错误认识“Were not like Toyota, so lean wont work here. 我们不是丰田，因此精益在这里没有效“We dont do assembly, so lean wont work here.我们不做组装，因此精益在这里没有效“We do low volume, so lean wont work here.我们是小批量消费，因此精益在这里没有效“We have

7、high variety, so lean wont work here.我们型号变化大，因此精益在这里没有效“Our processes are more complex, so lean wont work here.我们过程很复杂，因此精益在这里没有效“Were too small, too big, not this, not that, and any other reason lean wont work.我们太小，太大，不是这个，不是那个，总之精益没有效There is no Such Thing as Being “Lean没有谁曾经“精益Being “Lean is rela

8、tive “精益是相对的- Why compare your results to those of others?为什么要和他人比？Why dont you compare to yourself?为什么不和本人比？Continuous Improvement means that you never arrive- 继续改好心味着他永远没有终点You are never “Lean enough 他永远没有足够“精益The 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 t

9、he race in 20 years?他能坚持20年吗？ Will you still be continuously improving?他能坚持着继续改善下去吗？Understand the difference between patience and procrastination了解耐心和拖延的区别What are characteristics of Lean?精益的特征是什么Continuously improving and reducing waste activities继续的改善和积极地减少浪费Focused on creating value for customer

10、s (including internal customers)将重心放在为客户发明价值上 (包括内部客户)Flexible and responsive to changing demands能灵敏地对变化的需求做出呼应Capable of meeting the requirements of the market有才干应对市场的需求Creating necessary challenges for development of people为员工开展提供必要的挑战Completely integrated throughout the entire organization and ex

11、tended enterprise将组织和企业的外部沿伸完全的结合为一个整体How to Succeed With Lean怎样胜利实施精益Understand that Lean is a SYSTEM- an integrated collection of all elements designed to produce specific results精益是一个系统 一个一切元素相互配合来达致详细成果的系统Grow and strengthen the company 使公司生长并强大Provide quality products to customers为客户提供高质量的产品Pro

12、vide opportunity for growth and security for employees 为员工提供稳定的开展时机Lean DOES focus on variation reduction (Six Sigma) and managing the constraints (TOC)精益同样注重降低变异 (6 西格玛) 和管理瓶颈 (TOC)How to Succeed With Lean怎样胜利实施精益Understand the needs of your organization明白他的组织需求的是什么What is the market condition?市场情况

13、如何?Increasing demand?有无增长的需求?Growing and developing people?培训员工,使其生长?Cost pressures?本钱的压力?Understand what it means to improve明白这对改好心味着什么Not change for the sake of change不要为了改动的益处而改动Define expected outcome before beginning lean implementation在实施精益前确定预期目的Sorry- There is no Recipe for Lean不好意思-实施精益没有捷径

14、There is no one way to没有方法去Implement the Toyota Way 照搬丰田消费方式“Get lean “得到精益Solve any problem处理任何问题Create Flow创建流动Eliminate Waste消除浪费There are no easy answers or quick fixes无法轻意的得到答案There is no magic bullet没有万能钥匙Estimates of Progress评价精益进展PROCESS 过程1-2 Years for value stream construction用1-2年来建立价值流2

15、Years to learn how to operate effectively用2年时间来学会如何有效操作5 Years to learn how to systematically improve用5年的时间学会如何做系统化的改善10 Years for basic mastery用10年的时间根本掌握精益PEOPLE 员工2-5 Years to learn fundamentals用2-5年去学习精益的根本原理5 Years to deepen skills in all areas of lean用5年时间在精益的各个方面提高才干10 Years to develop skills

16、 to effectively teach用10年的时间开展指点他人的才干10 Years to effectively practice lean in multi-functional area (office, engineering, product development)用10年时间在不同领域实际精益 (办公室, 工程, 产品开发)Misconceptions about Progress对进展的误解There is much more to learn and do than anticipated (think of an iceberg) 需求学习的东西和要做的事情远比他料想

17、的多Real learning occurs in 10 minute intervals of mentoring over many years 真正的学习在多年指点后才发生 ？Impatience with learning will kill your process every time 学习时缺乏耐心将会消灭他的进展Lean requires a HUGE amount of effort to build and support 精益需求宏大的努力和支持What is Your Vision for the Future?他对未来的期望是什么？Why do lean? 为什么要执

18、行精益？What is your personal motive?他个人的动机是什么？Do you want to create something that will endure?他希望能建立一些可以坚持下来的东西吗？Are you committed to the journey?他情愿投身于此吗？How to Learn From Toyota怎样学习丰田Understand the purpose of any concept or method了解各种实际方法的目的Understand the needs of your organization明确他本人组织的需求Understa

19、nd what it means to improveNot change for the sake of change了解改善的含义不要为了改善而改善Understand the role of leadership in a learning organization明确在一个学习型组织中指点力的作用“Lean精益的由来19901996Daniel JonesJames Womack精益思想Lean Thinking确定价值Value识别价值流Value Stream流动Flow拉动Pull尽善尽美PerfectionHow to Learn From Toyota怎样学习丰田Jeffre

20、y Liker(2007)(2006)(2005)(2004)(2021)David MeierJames Morgan 1234512345143Philosophy 思想观念(Long-term Thinking 长期理念)People and Partners员工及协作同伴Process 流程(Eliminate Waste 消除浪费)Problem Solving处理问题“4 P Model & 14 Principles of the Toyota Way丰田的“4P方式和14项原那么挑战尊重和团队协作三现原那么 1原那么 28原那么 911原那么 1214The 4 Ps and

21、14 Principles Make Sense4P方式和14项原那么Working to improve the 4P areas will always make sense努力于改善4P方式永远是明智之举Toyota maintains the same principles and strategy for the long-term丰田长期坚持这些原那么和战略“Produce the highest quality product, at the lowest possible cost, in the shortest possible lead time用最短的时间、最低的本钱消

22、费最高质量的产品Philosophy思想观念Principle 1: Base your management decisions on a long-term philosophy, even at the expense of short-term financial goals. 原那么1：管理决策以长期理念为根底，即使因此牺牲短期Process流程Principle 2: Create continuous process flow to bring problems to the surface.原那么2：建立无延续的操作流程以使问题浮现Principle 3: Use Pull S

23、ystems to avoid overproduction.原那么3：实施拉式消费制度以防止消费过剩.Principle 4: Level out the workload (heijunka平準化). (Work like the tortoise, not the hare.)原那么4：使任务负荷水准稳定(消费平衡化)Principle 5: Build a culture of stopping to fix problems, to get quality right the first time.原那么5：建立立刻暂停以处理问题、从一开场就注重质量管理的文化第一次就将事情做对！Pr

24、inciple 6: Standardized tasks are the foundation for continuous improvement and employee empowerment.原那么6：任务的规范化是继续改良与和员工鼓励的基石Principle 7: Use visual control so no problems are hidden.原那么7：运用可视化管理使问题无处隐藏Principle 8: Use only reliable, thoroughly tested technology that serves your people and processe

25、s.原那么8：运用可靠的、曾经过充分测试的技术以协助员工及消费流程People and Partners员工及协作同伴Principle 9: Grow leaders who thoroughly understand the work, live the philosophy, and teach it to others.原那么9： 把彻底了解且拥护公司理念的员工培育成为指点者，使他们能教导其他员工Principle 10: Develop exceptional people and teams who follow your companys philosophy.原那么10：培育与

26、开展信奉公司理念的出色人才与团队Principle 11: Respect your extended network of partners and suppliers by challenging them and helping them improve. 原那么11：注重事业同伴与供货商网络，鼓励并助其改良Problem Solving处理问题Principle 12: Go and see for yourself to thoroughly understand the situation (genchi現地 genbutsu現物).原那么12：亲临现场查看以彻底了解情况(现地现物

27、)Principle 13: Make decisions slowly by consensus, thoroughly considering all options; implement decisions rapidly (nemawashi根回).原那么13：不急于作决策，以共识为根底，彻底思索一切能够的选择，并快速执行决策Principle 14: Become a learning organization through relentless reflection (hansei反省) and continuous improvement (kaizen改善). 原那么14：经

28、过不断省思与继续改良以变成一个学习型组织The Truth About Toyota丰田的本质Maintaining the production system takes an incredible effort for Toyota also丰田消费系统不断发明杰出成就It is always a challenge一直被当作一种挑战Daily effort is required要求每天不断提高Toyota has many problems and challenges丰田有很多的问题、困难和挑战Toyota has a method for minimizing issues丰田有全

29、力处理问题的方法Common Problems With Lean Implementation执行精益过程中的常见问题Lack of understanding of effort required对执行精益需求的努力估计缺乏Incorrect motive出发点有误Narrow approach- one method or tool过于局限性的思绪只着眼于某种方法或工具One-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

30、味着什么？“It is not possible to Be Lean.It is only possible to work toward Becoming Lean.曾经“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Being Lean means there is a process in place that will ensure the ability to continuously improve people and business performance-forever使企业变得“精益意味着他的员工和业务都会不断地得到提升There is no Such Thin

31、g as Being “Lean没有谁曾经“精益Being “Lean is relative-执行精益靠什么？Relative to your own performance要看他本人的行动表现Continuous Improvement means that you never arrive-继续改好心味着永远没有终点You are never “Lean enough他永远没有足够“精益The 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

32、years?他能坚持20年吗？Will you still be continuously improving?他能坚持着继续改善下去吗？The Carrot Model of TPS丰田消费系统的胡萝卜实际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似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

33、(and you have to get your hands dirty!)但是，我们真正需求的部分是在外表之下的，想要到达这里不是很容易的事情他要弄脏他的手到一线去，本人亲身参与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胜利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Focus on the Gemba (where work is done)着眼

34、于现场Start with Value Stream (not isolated project)从价值流开场Just-in-time Training (learning by doing)JIT培训Drive cultural change through concrete projects and coaching经过工程和培训带动文化的转变Engage work force for ideas and buy in!不断思索KEY TO SUCCESS: Involve Management in real-time learning process!通向胜利的关键：鼓励参与实时的学习

35、过程Support Structure for Lean Implementation精益转型的支持架构Committed 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Top notch lean managers (minimum 10 years lean experience) 阅历丰富的精益经理至少10年阅历High level lean coaches (minimum 5 yea

36、rs experience)高级精益训练师至少5年阅历Plant 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质量C本钱D交期精益评价32145670精益体系精益团队实战训练营Practical Lean Management & Team Workshop精益工具篇1Five Elements of Le

37、an Implementation执行精益的5个要素规范化继续改良程度提升创建延续流稳定Stability稳定性“The ability to consistently meet customer requirement 稳定地满足客户需求的才干Define customer requirement (takt)定义客户需求 (节拍)Basic production leveling 初步的平衡化Eliminate “Big Waste- Control Overproduction消除 “大浪费- 控制过量消费Consolidate multiple waste activities to

38、reduce and develop foundation for standardization大量浪费的减少并为规范化建立根底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为流动做好预备Flow 流动“Creating Flow causes problems to surface “创建流动将导致问题浮出水面Identify weak links in the value stream找出价值流中的薄弱环节Make problems uncomfo

39、rtable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 (衔接流动)Continue waste elimination 继续消除浪费Establish Pull 建立拉式消费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：缩短消费周期原那么：创建延续的工艺流战略：创建独立“关联的流程 缘由：问题快速浮出水面结果：问题快速被处理控制方法：没有问题被掩盖结果：浪费被消除方法：拉动系

40、统精益工具：看板，超市，先进先出。Standardize规范化Standardization is a baseline for continuous improvement 规范化是继续改善的基准Significant improvement begins with standardization 艰苦的改善开场于规范化操作Standards provide a “core on which to align resources 规范是协调资源的中心根底Effective standards must be easy to recognize and verify 有效的规范化操作必需了解和

41、验证You must establish standards, then measure performance to those standards他必需建立规范, 用那些规范来衡量实践表现Visual Awareness Maintains Standards目视控制坚持规范化报告差别改良差别发现差别可以明晰了解实践值让规范可视化规范明晰，容易被了解Measurements Provide Awareness度量目的让大家了解情况Point of comparison to standard与规范的对比点Used to recognize variation from standard用来

42、发现与规范存在的差别Insure 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)After the fact-发现问题之后Long term problem solving 长时间的处理问题Reporting results 报告结果Measurement Cycle度量循环Record as issue occurs 当问题发生时记录下来Recognize problem (deviation from standard)认识到问题的存在 (背叛规范)Evaluate (can I

43、 correct the problem?)评价 (我能矫正这个问题吗?)Elevate problem if necessary (rules defined)当需求是摆出问题 (根据规那么而定)Handoff to Leader汇报给指点Contain and Control (do not let effect customer)隔离,控制 (不能影响到客户)Prevent further occurrence预防再次发生Continuous Improvement (Problem Solving)继续改善 (处理问题)Measure Progress (Daily charting)

44、度量进展(以天为单位的图表)Report Results (Long-term progress)报告结果 (长时间的任务)Short-Term Sacrifice for Long-Term Strength为长期优势牺牲短期利益Toyota does not want the line to stop 丰田不想停线Auto Industry estimates $20,000- $50,000 per minute!汽车行业停线损失是每分钟20,000- 50,000 美圆Not passing on a problem is more important不传送问题更重要Developin

45、g a system to find and correct problems quickly forces建立一个快速发现并纠正问题的系统将促进:Good thinking 良好的思想方式Problem solving ability 处理问题才干A support structure 一个支持架构This system develops long-term strength这个系统加强长期优势Level Incrementally 逐渐提高要求Incremental planned improvement 逐渐改善Pressurize the Value Stream 挤压价值流Conti

46、nuous “squeezing 继续压榨Establish “Point of Control 建立控制点Manage all aspects of the Value Stream 管理价值流的一切方面Begin Continuous Improvement 开场继续改良Lean is a Challenge in China精益在中国是一个挑战China companies are having some challenges中国公司有一些挑战Labor shortages 人力短缺Turnover 离任率Cost pressures 本钱压力China companies are re

47、peating same lean mistakes in the USA中国公司正在反复美国的失误Focusing on implementing lean tools 关注实施精益工具Short-term view of lean 重在短期思索Limited scope of lean process 实施精益的过程范围有限Inability to sustain or move past a plateau 无法坚持或越过高地Implementation model实施方式Learn from Sensei (Lean Coach) 导游师学习Develop Implementation

48、 Plan 制定实施方案Implement on own 实施Think and Reflect 思索和反省Self-Learning to re-apply 自我学习并再次运用Do it again 再试一次Think, Reflect and Learn 思索、反思和学习Teach Others 教导他人Really Learn! 真正的学习LEARNDOTHINKLEARNDO AGAINLEARNTEACHLEARNSystematic Method to Drive Continuous Improvement 系统化的方法驱动继续改良Systematic Method 系统化的方法

49、The pursuit of specific results is intentional and deliberate 对详细结果的追求是经过沉思熟虑的和剧烈的The System indicates what is necessary to drive improvement 系统会指出驱动改良的必要事项Changes in the system will dictate improvement needs 系统的变化将指示改良需求Systematic Method to Drive Continuous Improvement系统化的方法驱动继续改良Continuous Improve

50、ment goes beyond sustaining 在坚持的根底上继续改良Continuous means at all times 继续是指任何时候Not on an “event timeframe 不是一次运动而已Improvement means achieving desired results 改善就是达致期望的结果Systematic Method to Drive Continuous Improvement 系统化的方法驱动继续改良Changing the system driver will change the entire system 改动系统驱动要素将改动整个系

51、统A level build plan 一个平衡的消费方案Kanban 看板Takt time and pitch time intervals 节拍时间和单位制造时间Step 1: Install System步骤1：安装系统Start with one sub-system 从一个子系统开场Move to step 3 in sub-system before starting entire system 子系统做到步骤3后再启动整个系统Perfection is not necessary 完美不是必需的Continuous Improvement implies no perfect

52、system 继续改良意味着没有完美的系统Needs to be operational to learn需求精益的运作Elements of a System系统要素Well defined standards (visual) 明确的规范目视Awareness of standards, performance status, problems, etc. 了解规范、当前表现和问题等Each operation and total value stream 每个岗位和整个价值流Measurements and historical data of performance 业绩目的和历史表现

53、Awareness of performance in “real time 了解实时的业绩情况Elements of a System系统要素Self contained information flow 自我控制的信息流Instruction from “customer process 来自客户工序的指令Overall system driver (steering wheel) 整个系统驾驶员方向盘Clear understanding at each process what success means 每个过程都清楚地明白胜利的含义是什么？Elements of a System系

54、统要素Pace setter (gas pedal) 定拍工序All activities are based on time interval 基于时间间隔的一切活动Shortening time intervals causes CI 缩短时间间隔会引发继续改良Everyone understands what is necessary to improve performance 每个人都了解什么对改善业绩是必要的Interdependency- everyone counts on everyone else 相互依赖Connected processes 衔接的过程Step 2: V

55、erify and Adjust步骤2：确认和调整Correct any errors or omissions 纠正过失或脱漏Modify as needed 需求时适当更改Refine and simplify methods 精炼并简化方法Needs to be functional- not perfect 要有效果 不一定完美Step 3: Learn to Manage System 步骤3：学会管理系统Learn to maintain consistent performance 学会坚持一致的表现Measure and monitor performance 丈量和监控表现I

56、dentify and correct issues 识别和修正问题Learn to understand information from system 学会了解源自系统的信息Clarify roles and responsibilities 明确角色和责任Continuous improvement of existing methods 现有方法的继续改良Step 4: Learn to Drive Continuous Improvement 步骤4：学会驱动继续改良When to challenge the system 何时挑战系统How and where to challen

57、ge the system 如何以及从哪里下手挑战系统How much to challenge 多大程度挑战系统What will you do with the improvement? 做什么来改善Focus on the role of leaders, not the duties 关注指点者的角色而不是职责Support for operations 支持运营Develop skills and abilities of others to achieve constantly improving performance results 提高员工的技巧和才干来继续改善任务绩效Pro

58、blem Solving for continuous improvement 处理问题以达成继续改良Promotion of the system 推行精益系统Encourage active participation and accomplishment 鼓励参与和成就Leading the change 指点变革Motivate and inspire people to achieve greatness 鼓励员工迈向杰出Provide stability in the midst of continuous change 在继续变革的过程中，坚持稳定性Developing Lead

59、ers培育指点人Develop a succession plan- two replacements for every leader 建立接班人方案 每个指点者两个接班人Identify specific needs and requirements 确认详细的需求和要求Evaluate potential candidates based on desire and characteristics 根据动机和个性来评价潜在的候选人Determine specific developmental needs 识别详细的培育需求Create a plan for what and when

60、建立培育方案：何时和什么Make it a personal effort 让人尽全力精益工具：“三化一、自働化：自働化质量Auto-Quality零缺陷Zero Defect行灯系统Andon System自働化三原那么二、少人化：规范化作业Standardized Work人员产量线性关系Labor Linarity规范化作业三原那么规范化作业和改善三、平准化：平衡化消费Leveling Production节拍时间和客户节拍批量和制造周期交货期和最优“零库存精益消费系统 精益屋Lean HouseQ质量C本钱D交期杰出目的：“零缺陷工具：防错目的：“零库存工具：看板5S可视化管理问题处理