精益领导力ppt课件

1、 LEAN Leadership 精益指点力Quality Leadership ProcessBusiness Excellence Model业务杰出模型Value Streams / Key Metrics / Lean PhysicsLean Six SigmaResource Deployment &Total Employee InvolvementImprovement Opportunity Identification and PrioritizationStrategic Challenges & Key Factors6s Kaizen LeanTangible, Ver

2、ifiable ResultsStrategic ObjectivesASSESSALIGNINTEGRATEBaxter Business Excellence ModelDFSS / DMAIC MethodologyExecutionResultsAssess, Align, and IntegrateLean Six SigmaResource Deployment &Total Employee InvolvementStrategic Challenges & Key Factors6sKaizen LeanTangible, Verifiable ResultsStrategic

3、 ObjectivesASSESSALIGNINTEGRATEBaxter Business Excellence ModelBaxter Business Excellence ModelDFSS / DMAIC MethodologyValue Streams / Key Metrics / Lean PhysicsImprovement Opportunity Identification and PrioritizationDirection SettingJourney Through the ModelBusiness Excellence Model CycleDirection

4、ResultsExecutionAssessContinuousImprovementAchieving Business ExcellenceBusiness Excellence Model CycleOperational Excellence Operating MechanismSteering CommitteeEngineeringManufacturingQualityHRValue Stream MapKey MetricsSupply ChainFin/ITValue Stream Maps/Methodologies/MetricsDirectionResultsExec

5、utionAssessContinuousImprovementLean Enterprise basedShingo ProcessLearning to learn“ If the student does not learn, Its the teachers fault“教不学，师之惰Lean Leadership 精益指点力“A Great Teacher is a great student and great students are great teachers. “一个伟大的教师也是勤劳的学生. - RudiLean Leadership 精益指点力It is easy to

6、 understand, Its just hard to DO !了解容易，实施难！Lean Leadership 精益指点力 Train your people & create champions starting with you. 人员培训, 要得到人们的认同和支持 先从本人开场 You are the Teacher 他就是教师 Communicate the need for change to everyone. 让大家知道改革的必要。 Make the vision real to everyone. 使人们看到前景的可行性。 Key leaders must partici

7、pate in the change. Deal with resistance to change 主管人员必需参与改革和协调改革的妨碍。 Lean Leadership 精益指点力 Unless we “ do, we will not know! 我们不去做，将永远不会真正了解。 Change our leadership style as necessary. 假设需求，就要改动我们的指点方式。 Metrics has to be checked daily. 每天要检查和衡量规范。 Plan, Do, Check, Action 方案、启动、衡量、执行。Real Culture ch

8、ange will take time.真正的改革是需求时间的。Lean Leadership 精益指点力 You must have the knowledge. 必需拥有丰富的 知识。 Start each day with a Standard Work Flow.A3) 把规范运用到每一天的任务中。 100% involvement. 100%地投入。 Remember wheres True North (direction) 要记住真正的方向。 Batch Focus = Results 批量 = 只得到结果 LEAN process focus = Continuous Impr

9、ovement 注重精益 流程 继续提高Lean Leadership 精益指点力 LEAN will get us either Better or Worse , No middle ground 精益会带来提高或退步 ， 没有中间形状. LEAN is fun & rewarding as it involves changing lives. 精益会带来乐趣，改动人生 LEAN disciplines people, thoughts & actions in that order. 精益训练个人的思想方式和任务方法。 There is no thinking you are just

10、 lucky. 决不能有碰运气的想法。 Lean Leadership 精益指点力The real value is not in the short term results it is in creating a structure and people to improve every day towards True North.真正的价值并不在于短期的效果。而在于让每天的任务都朝着精益的方向开展。 Lean can reduce Lead Time 精益可以减少运转时间 “The longer it takes, the more it costs . “ 耗时越久，本钱越高。 Le

11、an success requires management of process details.精益的胜利需求细节流程的管理。Lean Leadership 精益指点力It is improvement without much spending. It is creative thinking & waste elimination or process simplification, not capital spending.无需多花钱就能得到改良. 精益是创新, 减少浪费，简化流程. Know what “really happens in our place of work.必需了

12、解我们任务环境所发生的事情. Lean Leadership 精益指点力 Proper application of proper tools at the proper time to deliver results. 在恰当的时间运用适当的工具,从而到达最好的效果. At the end, are we getting performance improvement & culture change? 最后, 我们有没有改良本人的表现, 改动了我们的企业文化?Lean Leadership 精益指点力Today, changes come very fast and we must adj

13、ust ourselves to accept changes quickly. There is always a better way to do almost anything nowadays. And we must not assume that a thing which cannot be done previously cannot be done now.今天, 世界开展日新月异; 我们必需调整本人的思想习惯, 才干快速地接受这些转变，如今必定会有一个更好的方法去做某件事。我们不能以为过去做不到的事情如今也做不到.Lean Leadership 精益指点力Kai Kaku

14、Change Radical根本的改动Lean Leadership 精益指点力A Leaders Role in the Transformation指点者在改革中的职责 Successful Lean transformation is top down. 胜利的精益改革总是从管理层开场. Leaders must lead the change. 指点要带着改革。 Ensure top level commitment and involvement 确保管理层积极参与并承当责任. Force participation starting with leaders to use LEAN

15、 tools - VSMs, Kaizens, Muda, Gemba etc “This means YOU !. 指点要带头参与，运用精益工具 : 价值流程图，继续改良，减少浪费, 执行地点 “ 说的就是他！ Remove obstacles 排除妨碍. Promote & reward true believers & change agents. 奖励并提拔真正的工程推进者. Lean Leadership 精益指点力Building Blocks of LEAN 搭建精益积木The 20 keys by Iwao Kobayashi 20个重点 Cleaning and organi

16、zing 清理&组建 Top down and bottom up management 上下层互动 Team activities 团队活动 Inventory reduction 减少库存 Reduction in change over 减少换模时间 Reducing motion and improving methods 减少动作,改善方法 Attaining zero defects 到达零缺陷 Improving equipment 改善设备 Improving the value added time 提高增值时间 Improving quality 提高质量Lean Lead

17、ership 精益指点力Improving the value added time 提高增值时间Improving supplier relations 改善供应商关系Waste elimination 减少浪费Empowerment 授权Improving and developing workers skills 提高员工的任务技艺Scheduling techniques 安排方案的技巧Getting to 100% efficiency 100的效率Information systems 信息系统Cost reduction 降低本钱Improvements in technolog

18、y 改善技术Lean Leadership 精益指点力What do we get from LEAN?LEAN 带给我们什么？ We will have “soft heads to embrace change. 我们将拥有灵敏的头脑去接受改动. We will be willing to “unlearn what we know. 我们将乐意忽略本身原有的知识. We will improve our eyes for value and eyes for waste 我们将改用另一种提高的目光去对待价值和浪费. We will not take “ Seeing for grante

19、d. 我们将不会理所当然的以为看到的就是正确的. We will understand how this can transform our business. 我们将看到它是如何改动我们的事业. We will understand that LEAN is a “Thinking System. 我们将明白精益是一项 “ 思索型的任务体系. We will start the path towards becoming a Lean Thinker. 我们将从此走上精益思索的道路. We will be convinced, not forced. 我们将会服气,而不是被迫接受. We w

20、ill have the courage, passion and desire to take action immediately. 我们将会在任务中充溢勇气,热情和期望. We will see how and believe we can change Baxter. 我们将会看到并置信我们是如何改动百特. We will share with others what we learn here. 我们将去分享所学到的。As a LEAN Enterprise成为一个精益企业“A leader is most effective when people barely know he e

21、xists. When his work is done, his aim fulfilled, his people will feel they did it themselves.一个高效的指点不会让大家觉得到他的存在，当义务完成，目的实现时，下属们会觉得是他们本人的功绩。Lean Leadership 精益指点力Value Added 增值 Activity that adds customer or market value to the product and service. 把客户或市场价值表达在产品和效力中。(The customer wants it, “defines i

22、t and will pay for it.)客户需求的，一定的，肯花钱的 Filling 灌装 Assembling 装配 Extruding 挤出 Sterilizing 灭菌 Packaging 包装 Mixing 混合Lean Leadership 精益指点力Non-Value- Added 非增值 Activity that does not add customer or market value to the product and service 无价值的产品和效力。(The customer doesnt want it and will not pay for it.)客户

23、不需求的也不肯花钱的。 Inspecting 检查 Sorting 分类 Moving 转移 Rework 返工 Counting 计算 Downtime 停工Lean Leadership 精益指点力LEAN Enterprise 精益企业Is our work Value Added ? 我们的任务有价值吗？- Discussion-MUDALean Enterprise Implementation精益企业执行目达LEARNING TO SEE学会发现Identify Waste发现浪费LEAN 精益Definition of Waste 什么是浪费 Waste is anything

24、other than the minimum amount of equipment, materials, parts, space,and workers time which are absolutely essential to add value to the product. 给产品增值的机器、原料、部件、空间、工时，以外 的任何非增值的东西都叫做浪费。Shoichiro ToyotaPresident ToyotaExample & Practice- Discussion 例子 & 实际-讨论-What percentage of a value stream do you think would be non-value added activity? 价值流中有多少百分比是非增值任务？ LEAN 精益 Overproduction 消费过剩 Waiting 等待 Transportation 运输 Excess Motion 无价值活动 Injuries 工伤 Inadequate procedures / met