丰田精益生产手册中英文对照版课件

Toyota

Lean

ProductionManual

Chinese

English

bili•

Overview

of

Toyota

Lean

Production•

Toyota

Production

System•

Toyota's

Supply

Chain

Management•

Toyota's

Quality

Management•

Toyota's

Six

Sigma

Management•

Toyota's

Globalization

Strategy目录contents01Overview

of

Toyota

LeanProductionThe

definition

of

Toyota's

lean

productionToyota'sdefinitionofleanproduction:Leanproductionisaproductionmethodthatiscustomer-orientedandimprovesefficiencyandefficiencybyeliminatingwaste,continuouslyimproving,andoptimizingprocesses.Toyota'sleanproductionaimstoachievelow-cost,high-quality,efficient,andhighlyflexibleproductiontomeetcustomerneedsandmaintainacompetitiveadvantage.VSThe

core

principles

of

Toyota's

lean

productionValue

orientationFlow

and

balanceMakingcustomervalueneedsthecoreofproduction,eliminatingnonvalue-addedlinksandactivities.Byoptimizingtheproductionprocess,smoothflowandbalancebetweenvariousprocessesareachieved,reducingwaitingandwaste.Continuous

improvementTeamworkContinuouslyseekingopportunitiesforimprovement,improvingefficiencyandqualitythroughcontinuousoptimizationandimprovementoftheproductionprocess.Emphasizecrossdepartmentalandcrossfunctionalteamworktojointlysolveproblemsanddriveimprovement.The

History

and

Development

of

Toyota

LeanProductionOrigin

and

DevelopmentThe

impact

on

globalmanufacturingToyota'sleanproductionoriginatedinthelate1940s,whenJapan'spost-wareconomicrecoveryledToyotatoexplorenewproductionmethodstoimproveefficiencyandreducecosts.Afteryearsofpracticeandimprovement,Toyotahasgraduallyformedaleanproductionsystemwith"justintimeproduction"and"automation"asitscore.Toyota'sleanproductionapproachhashadaprofoundimpactontheglobalmanufacturingindustry.ManycompaniesarelearningandborrowingfromToyota'sproductionmethodstoimprovetheircompetitiveness.Leanproductionhasgraduallybecomeaglobalproductionmethodandmanagementphilosophy,widelyappliedinmultiplefieldssuchasmanufacturingandserviceindustries.02Toyota

Production

SystemJust

In

Time•

JustIn

Time

(JIT)is

a

production

strategythat

aimsto

minimize

wasteand

maximize

efficiencyby

only

producing

goods

and

services

exactlywhen

neededJidoka0102JidokaisaprinciplewithintheToyotaProductionSystemthatemphasizestheItaimstoimprovequality,productivity,andworkersatisfactionbyautomatingonlythoseprocessesthatcannotbeperformedintegrationofautomationandhumanintelligenceeffectivelybyhumansJidokapromotestheuseofsimpledevices,sensors,andmonitoringsystemstodetectabnormalitiesandWhenanabnormalityisdetected,Jidokaresourcesworkerstakeactiontocorrecttheproblem,ratherthan0304automaticallyadjustreleasingonmanagersorproductionprocessesengineerstosolvetheissueContinuous

Improvement

(Kaizen)•

Kaizenis

a

cultural

mindset

withintheToyota

ProductionSystem

thatemphasizes

continuous

improvementin

all

aspects

of

theorganizationStandardized

Work•

StandardizedWorkis

a

coreprinciplewithintheToyota

ProductionSystem

that

guarantees

that

every

jobisperformed

in

themosteffectiveand

effectiveway

possible03Toyota's

Supply

ChainManagementSupplier

ManagementSupplier

selectionChoosecompetitivesupplierstoensurethestabilityofproductquality,price,anddeliverytime.Supplier

cooperationEstablishlong-termcooperativerelationshipswithsuppliers,jointlydevelopandimplementimprovementplans,andimprovetheefficiencyoftheentiresupplychain.Supplier

evaluation

and

improvementRegularlyevaluatetheperformanceofsuppliers,proposeimprovementsuggestions,andpromotecontinuousimprovementofsuppliers.Inventory

ManagementInventory

planInventory

controlInventoryoptimizationDevelopareasonableinventoryplanbasedonsalesforecasts,productionplans,andBymonitoringinventorylevelsandusageinreal-time,adjustprocurementandproductionplansinatimelymannertoavoidinventorybacklogandwaste.ByadoptingadvancedinventorymanagementtechniquesandmethodssuchasABCprocurementcycles.classificationandreal-timeinventoryupdates,inventorystructureisoptimizedandinventorycostsarereduced.Logistics

Management要点一要点二要点三Logistics

networkdesignTransportationmanagementLogisticsInformationManagementBasedonproductcharacteristicsandmarketdemand,planthelogisticsnetworkreasonablytoensurethatproductsareselectingappropriateEstablishalogisticsinformationtransportationmethods,optimizingtransportationroutes,reducingtransportationcosts,andimprovingtransportationefficiency.managementsystemtoachievereal-timeupdatesandsharingoflogisticsinformation,andimprovethetransparencyanddeliveredtocustomersquicklyandaccurately.controllabilityoflogisticsmanagement.04Toyota's

QualityManagementZero

DefectsPursuing

zero

product

defectsToyotafirmlybelievesthatproductdefectscanleadtowasteandlowefficiency,andisthereforecommittedtoachievingthegoalofzerodefects.Early

detection

and

preventionByusingvarioustoolsandmethods,Toyotadiscoverspotentialproblemsearlyintheproductionprocessandtakesmeasurestopreventdefectsfromoccurring.Employee

participation

and

quality

awarenessToyotaencouragesemployeestoactivelyparticipateinqualityimprovementactivitiesandcultivatestheirqualityawarenesstoensurethateveryemployeerecognizestheimportanceofquality.Automated

InspectionAutomated

testingequipmentReal

time

dataContinuousfeedbackimprovementToyotaadoptsadvancedAutomatedtestingequipmentcancollectdatainrealtimeandprovidefeedbacktoproductionandmanagementpersonnelfortimelydetectionandresolutionofproblems.Toyotacontinuouslyoptimizesautomatedtestingequipmentandprocessestoimprovetestingefficiencyandaccuracy,furtherensuringproductquality.automatedtestingequipment,suchasrobotsandsensors,toconductcomprehensivetestingofproductsandensurethattheymeetqualitystandards.Continuous

Improvement

(Kaizen)The

concept

of

continuousimprovementKaizenisoneofToyota'scorevalues,emphasizing010203thecontinuousdiscovery,analysis,andimplementationofmeasurestosolveproblemsduringtheproductionprocess.Cross

departmental

collaborationKaizenencouragescollaborationandcommunicationbetweendifferentdepartmentstojointlyidentifyandsolveproblemsintheproductionprocess.Employee

participationToyotaencouragesemployeestoprovideimprovementsuggestionsandsuggestions,andgivesthemsufficientautonomyandresourcestoachieveimprovementgoals.05Toyota's

Six

SigmaManagementThe

Definition

and

Objectives

of

Six

SigmaSummaryDetailed

descriptionSixSigmaisamanagementphilosophythatpursuesexcellence,aimingtoimprovecustomersatisfactionbyreducingvariationandoptimizingprocesses.SixSigmaisamanagementmethodbasedondataandprocesses,withthecoregoalofreducingvariabilityinprocesses,achievingexcellentoperationalperformancebyeliminatingwasteandcontinuousimprovement.SixSigmanotonlyfocusesonthequalityofproductsandservices,butalsoontheefficiencyofprocessesandcustomersatisfaction.Implementation

steps

of

Six

Sigma•

Summary:

Implementing

Six

Sigma

requires

following

five

stages:definition,

measurement,

analysis,

improvement,

and

control,

eachwithclear

goals

and

tasks.Tools

and

Technologies

for

Six

Sigma•

Summary:

Six

Sigma

usesa

range

of

tools

and

techniques

toanalyzeand

improve

processes,

includingstatistical

tools,

qualitytools,

projectmanagement

tools,

etc.06Toyota's

GlobalizationStrategyThe

Challenges

and

Opportunities

of

GlobalizationChallengesDiverseculturalbackgroundsandworkhabitsamongglobalemployeesComplexsupplychainsandlogisticsmanagementThe

Challenges

and

Opportunities

of

Globalization•

CompliancewithvariousinternationallawsandregulationsThe

Challenges

and

Opportunities

of

Globalization01Opportunities02Accesstoalargemarketsharethroughglobalexpansion03Increasedresourceutilizationandcostefficiency04ExchangeofbestpracticesandknowledgesharingacrossbordersToyota's

Globalization

Strategy

and

PracticeStrategies01Adoptinga"ThinkGlobally,ActLocally"approach02Standardizingprocessesand