豐田內(nèi)部資料――TBP

豐田問(wèn)題解決,技能系版,中國(guó)豐田學(xué)院,課程內(nèi)容,2,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),1.何謂豐田工作方法（TBP),3,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),基本意識(shí),理解掌握問(wèn)題解決時(shí)應(yīng)有的基本意識(shí)。,4,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),在為本部門或公司推展工作時(shí)，應(yīng)始終將客戶利益放在第一位。在豐田，后道工序也被看作客戶,1.客戶至上,2.基本意識(shí),5,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),2.經(jīng)常自問(wèn)自答“為了什么”,不要將當(dāng)前的手段混淆為目的。常常自問(wèn)：“真正的目的是什么？”,2.基本意識(shí),6,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),只有認(rèn)識(shí)到自己是當(dāng)事者，才能理解自己工作的使命和價(jià)值，產(chǎn)生自豪感。才會(huì)思考“我想要做什么？”，“我一定要完成任務(wù)！”,3.當(dāng)事者意識(shí),2.基本意識(shí),7,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),4.可視化,將問(wèn)題用一目了然的方式顯現(xiàn)，使之在相關(guān)人員之間共享，促進(jìn)新的發(fā)現(xiàn)。對(duì)其他如信息、計(jì)劃、對(duì)情況的認(rèn)識(shí)、意見(jiàn)等需要共享的信息，也應(yīng)當(dāng)進(jìn)行可視化處理。,2.基本意識(shí),8,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),5.根據(jù)現(xiàn)場(chǎng)和事實(shí)判斷,不要想當(dāng)然，以無(wú)拘束之心，看待事物的真實(shí)面。不將臆測(cè)和事實(shí)相混淆。,2.基本意識(shí),9,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),6.徹底地思考和執(zhí)行,再三思考、懷著“決不放棄”的強(qiáng)大意志和堅(jiān)忍不拔的精神，將工作進(jìn)行到最后,2.基本意識(shí),10,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),7.速度時(shí)機(jī),迅速對(duì)應(yīng)客戶需求，貫徹實(shí)施對(duì)策。如果對(duì)策的實(shí)施尚需要一定時(shí)間，可采取適當(dāng)措施，以免錯(cuò)失良機(jī),2.基本意識(shí),11,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),8.誠(chéng)實(shí)正直（實(shí)事求是）,堅(jiān)定地執(zhí)行每一道工序，不任意跳過(guò)；虛心聽取別人的意見(jiàn)對(duì)自己的行動(dòng)負(fù)起責(zé)任。,2.基本意識(shí),12,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),9.實(shí)現(xiàn)徹底的溝通,誠(chéng)心誠(chéng)意，與客戶或相關(guān)人員努力溝通，直至他們給予理解并能夠主動(dòng)積極地提供協(xié)助,2.基本意識(shí),13,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),動(dòng)員一切可以動(dòng)員工的力量，引領(lǐng)團(tuán)隊(duì)以及相關(guān)人員集思廣益，以達(dá)到效果和效率的最大化,10.全員參與,2.基本意識(shí),14,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),3.豐田所謂的“問(wèn)題”？,何謂“問(wèn)題”,理想狀態(tài),現(xiàn)狀,差距問(wèn)題,15,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),對(duì)所承擔(dān)的業(yè)務(wù)懷有高度的問(wèn)題意識(shí),要點(diǎn),自己工作的基本功要扎實(shí)；明確自己工作的目的；站在客戶角度考慮問(wèn)題；對(duì)變化敏感；了解競(jìng)爭(zhēng)對(duì)手水平。etc.,3.豐田所謂的“問(wèn)題”？,16,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),豐田并不認(rèn)為“有問(wèn)題”是件壞事。,如果技能員發(fā)現(xiàn)問(wèn)題,摒棄“有問(wèn)題是壞事”的意識(shí),3.豐田所謂的“問(wèn)題”？,17,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),人們易于將“問(wèn)題”視為“小變化”,不放過(guò)細(xì)微變化，增強(qiáng)問(wèn)題意識(shí),3.豐田所謂的“問(wèn)題”？,18,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),“沒(méi)有比完全意識(shí)不到問(wèn)題的人更有問(wèn)題”（沒(méi)有問(wèn)題才是最大的問(wèn)題）大野耐一（原副社長(zhǎng)）,“問(wèn)題”可以促使職場(chǎng)水準(zhǔn)及業(yè)務(wù)水平提高,3.豐田所謂的“問(wèn)題”？,19,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),問(wèn)題解決的8個(gè)步驟,豐田工作方法,20,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),Step1.明確問(wèn)題,(1)思考工作的“真正目的”(2)把握現(xiàn)狀、思考工作的“理想狀態(tài)”(3)將差距“可視化”,8STEPS,PROCESSES,Step1.明確問(wèn)題,21,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),Step1.明確問(wèn)題,將大而模糊的問(wèn)題明確化,真正的目的,理想狀態(tài),現(xiàn)狀,問(wèn)題,差距,可視化,貢獻(xiàn),對(duì)目標(biāo)的達(dá)成是否有貢獻(xiàn)？,理想的狀態(tài)是？,22,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),Step1.明確問(wèn)題,Process1.思考工作的“真正目的”,開展擔(dān)當(dāng)業(yè)務(wù),為客戶提供性能優(yōu)異、品質(zhì)優(yōu)良、價(jià)格優(yōu)惠的商品,豐田的宗旨：通過(guò)生產(chǎn)對(duì)社會(huì)、對(duì)客戶做出貢獻(xiàn),完成生產(chǎn)計(jì)劃,工作,工作的目的,“工作目的”的目的,23,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),Step1.明確問(wèn)題,缺陷車發(fā)生件數(shù),0.03,0.05,月,月,月,月,Process2.把握現(xiàn)狀、思考工作的“理想狀態(tài)”,24,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),Step1.明確問(wèn)題,缺陷車發(fā)生件數(shù),0.03,0.05,月,月,月,月,Process3.將差距“可視化”,25,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),Step1.明確問(wèn)題,明確問(wèn)題,制作問(wèn)題解決流程圖（10分鐘）,Ken案例學(xué)習(xí),26,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),8STEPS,PROCESSES,Step2.分解問(wèn)題,(1)思考工作的”真正目的”(2)把握現(xiàn)狀、思考工作的“理想狀態(tài)”(3)將差距“可視化”,27,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),大而模糊的問(wèn)題,問(wèn)題,問(wèn)題,問(wèn)題,問(wèn)題,問(wèn)題,問(wèn)題,問(wèn)題,什么？哪里？何時(shí)？誰(shuí)？,要優(yōu)先著手解決的問(wèn)題,決定優(yōu)先順序,Step2.分解問(wèn)題,Process1.將問(wèn)題分層次、具體化,28,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),Step2.分解問(wèn)題,思考問(wèn)題的切入點(diǎn),Q.汽車銷售業(yè)績(jī)不佳,Q.未達(dá)到成本目標(biāo),地區(qū),分部門（組）,29,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),Step2.分解問(wèn)題,Process1.將問(wèn)題分層次、具體化,前裝件,前裝件,底盤件,后裝件,箱車的前裝工序中劃痕較多,工序,車型,總裝部門發(fā)生10件劃痕,30,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),Step2.分解問(wèn)題,總裝部門發(fā)生10件劃痕,總裝部門發(fā)生10件劃痕,總裝部門發(fā)生10件劃痕,Process1.分層次思考問(wèn)題、使之具體化,31,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),Step2.分解問(wèn)題,有劃痕的車輛,不好的切入點(diǎn),不好的切入點(diǎn)好的切入點(diǎn),32,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),Step2.分解問(wèn)題,問(wèn)題10件,問(wèn)題解決的可利用資源（時(shí)間、經(jīng)費(fèi)）是有限的,Process2.確定自身要著手解決的問(wèn)題,33,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),Step2.分解問(wèn)題,問(wèn)題發(fā)生在哪個(gè)環(huán)節(jié)？,Process3.“現(xiàn)地現(xiàn)物”地觀察流程，明確問(wèn)題點(diǎn),34,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),Step2.分解問(wèn)題,Process3.“現(xiàn)地現(xiàn)物”地觀察流程，明確問(wèn)題點(diǎn),35,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),Step2.分解問(wèn)題,如果問(wèn)題分解不充分,車身發(fā)現(xiàn)20處劃痕,我們往往傾向于想象很多的真因。由此難以判斷哪個(gè)對(duì)策最有效。以至于無(wú)法制定必要的對(duì)策、導(dǎo)致無(wú)法解決所有的問(wèn)題。,36,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),Step2.分解問(wèn)題,如果問(wèn)題分解不充分,第工序,第工序,第工序,第工序,有劃痕,有劃痕,有劃痕,無(wú)劃痕,問(wèn)題發(fā)生的環(huán)節(jié)？,要因？,用于安裝防碰條的小工具？,技能員走動(dòng)方法？,螺釘?shù)袈洌?用于修理的小工具？,搬運(yùn)車？,37,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),用于安裝防碰條的小工具？,技能員走動(dòng)挪位方法？,螺釘?shù)袈洌?修理用小工具？,搬運(yùn)車？,劃痕雖然減少了，但仍有發(fā)生。,Step2.分解問(wèn)題,如果問(wèn)題分解不充分,38,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),Step2.分解問(wèn)題,如果問(wèn)題分解充分,防碰條上方（4件）,防碰條下方（10件）,門框條（1件）,39,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),Step2.分解問(wèn)題,如果問(wèn)題分解充分,浪費(fèi),40,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),Step2.分解問(wèn)題,確定一個(gè)真因,41,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),Step2.分解問(wèn)題,分解問(wèn)題、確定要優(yōu)先著手解決的問(wèn)題、特定問(wèn)題點(diǎn),制作問(wèn)題解決流程圖（15分鐘）,Ken案例,42,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),8STEPS,PROCESSES,Step3.設(shè)定目標(biāo),43,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),Process1.下定自己解決問(wèn)題的決心,目標(biāo),問(wèn)題點(diǎn)=要優(yōu)先著手解決的問(wèn)題的流程中出現(xiàn)狀況的環(huán)節(jié),這個(gè)問(wèn)題要自己解決！不是別人，而是自己需要負(fù)責(zé)的事！,Step3.設(shè)定目標(biāo),44,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),Step3.設(shè)定目標(biāo),Process2.制定定量、具體且富有挑戰(zhàn)性的目標(biāo),45,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),Step3.設(shè)定目標(biāo),Process2.制定定量、具體且富有挑戰(zhàn)性的目標(biāo),46,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),Process2.制定定量、具體且富有挑戰(zhàn)性的目標(biāo),3.不要和“理想狀態(tài)”相混淆,理想狀態(tài)將送入下一工序的不良品數(shù)量:每個(gè)月控制在4件以內(nèi),不合適的目標(biāo)將送入下一工序的不良品數(shù)量減少到每個(gè)月4件以內(nèi)。,合適的目標(biāo)花冠左門部位發(fā)生劃痕件數(shù)為。,Step3.設(shè)定目標(biāo),47,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),理想狀態(tài),現(xiàn)狀,大而模糊的問(wèn)題,要優(yōu)先著手解決的問(wèn)題,問(wèn)題,問(wèn)題,問(wèn)題,問(wèn)題發(fā)生的環(huán)節(jié),問(wèn)題點(diǎn)=要優(yōu)先著手解決的問(wèn)題的流程中出現(xiàn)狀況的環(huán)節(jié),目標(biāo),（目標(biāo)設(shè)定示意圖）,Step3.設(shè)定目標(biāo),48,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),提高技能,提高“改善”意識(shí),加強(qiáng)團(tuán)隊(duì)合作,Process2.制定定量、具體且富有挑戰(zhàn)性的目標(biāo),Step3.設(shè)定目標(biāo),例:盡可能通過(guò)確立指標(biāo)、使定性目標(biāo)定量化,49,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),請(qǐng)寫出Ken的目標(biāo)。,繪制問(wèn)題解決流程圖（3分鐘）,Ken案例,Step3.設(shè)定目標(biāo),50,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),8STEPS,PROCESSES,Step4.把握真因,51,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),問(wèn)題點(diǎn)=要優(yōu)先著手解決的問(wèn)題的流程中出現(xiàn)狀況的環(huán)節(jié),在問(wèn)題發(fā)生的環(huán)節(jié)思考探究,反復(fù)進(jìn)行,真因,Step4.把握真因,52,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),Process1.分析問(wèn)題點(diǎn)，摒棄先入為主的觀念，多方面思考原因,1)調(diào)查問(wèn)題點(diǎn),Step4.把握真因,為了更有效地確定要因，需要確認(rèn)問(wèn)題是怎樣發(fā)生的。問(wèn)題是連續(xù)發(fā)生、間歇性發(fā)生還是周期性發(fā)生,53,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),2)拋棄先入為主的觀念,Step4.把握真因,Process1.分析問(wèn)題點(diǎn)，摒棄先入為主的觀念，多方面思考原因,54,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),3)以“4M1E”為切入點(diǎn)分析要因,Step4.把握真因,Process1.分析問(wèn)題點(diǎn)，摒棄先入為主的觀念，多方面思考原因,55,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),(例)涂裝工序出現(xiàn)顆粒手修不良,Step4.把握真因,Process1.分析問(wèn)題點(diǎn)，摒棄先入為主的觀念，多方面思考原因,56,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),技能員沒(méi)有執(zhí)行標(biāo)準(zhǔn)作業(yè),(為什么?),例:是否忘記將螺栓擰緊,(為什么?),Step4.把握真因,Process1.分析問(wèn)題點(diǎn)，摒棄先入為主的觀念，多方面思考原因,57,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),Step4.把握真因,Process2.現(xiàn)地現(xiàn)物地確認(rèn)事實(shí)，反復(fù)追問(wèn)“為什么”,確認(rèn)事實(shí)遵循現(xiàn)地現(xiàn)物原則，在現(xiàn)場(chǎng)確認(rèn)構(gòu)成要因的事實(shí)反復(fù)追問(wèn)“為什么？”一旦要因得到確認(rèn)，就開始思考下一個(gè)“為什么”。因果關(guān)系不能成立的時(shí)候，就停止繼續(xù)追問(wèn)“為什么”,58,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),是否是簡(jiǎn)單明了的表述,例:手被夾具卡住,（為什么?）,（為什么?）,Step4.把握真因,Process2.現(xiàn)地現(xiàn)物地確認(rèn)事實(shí)，反復(fù)追問(wèn)“為什么”,59,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),例:螺栓沒(méi)擰緊,（為什么?）,Step4.把握真因,所推定的原因是否反映因果關(guān)系,Process2.現(xiàn)地現(xiàn)物地確認(rèn)事實(shí)，反復(fù)追問(wèn)“為什么”,60,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),Step4.把握真因,Process2.現(xiàn)地現(xiàn)物地確認(rèn)事實(shí)，反復(fù)追問(wèn)“為什么”,因果關(guān)系是否可逆向成立？,61,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),Process3.特定真因,Step4.把握真因,(1)探究真因,62,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),潤(rùn)滑油不足,例1:發(fā)動(dòng)機(jī)爆缸,Process3.特定真因,Step4.把握真因,63,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),(2)檢驗(yàn)真因,Process3.把握真因,Step4.把握真因,針對(duì)這個(gè)要因采取對(duì)策，是否能夠解決問(wèn)題并達(dá)到持續(xù)性的成果？從這個(gè)要因到問(wèn)題點(diǎn)，是否能夠按照“因?yàn)樗浴被谑聦?shí)逆推因果關(guān)系？如果再追問(wèn)一次“為什么”是否就造成了問(wèn)題的擴(kuò)散,64,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),聽人說(shuō)話的時(shí)候，要注意別人說(shuō)的是“意見(jiàn)”還是“事實(shí)”,例:天陰了，所以今天會(huì)下雨。,Process3.特定真因,Step4.把握真因,65,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),請(qǐng)寫出Ken是如何分析真因的,繪制問(wèn)題解決流程圖（15分鐘）,Ken案例,Step4.把握真因,66,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),8STEPS,PROCESSES,Step5.制定對(duì)策,67,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),Step5.制定對(duì)策,附加價(jià)值最高的對(duì)策,制定對(duì)策的順序,68,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),Step5.制定對(duì)策,Process1.思考盡可能多的對(duì)策,徹底思考“怎樣才能消除真因”避免思維受到固有觀念和自己工作框架的限制,思考對(duì)策的要點(diǎn)：以“首先可以從哪里著手”的觀點(diǎn)，明確可以變動(dòng)的要素；善于從上司、前輩以及業(yè)界其它公司的類似情況尋找自己可以借鑒的有效方法,自己干不了,因?yàn)樗圆恍?69,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),Step5.制定對(duì)策,“真因”托盤的放置場(chǎng)地不夠?qū)挸?例思考盡可能多的對(duì)策,Process1.思考盡可能多的對(duì)策,70,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),Step5.制定對(duì)策,Process2.篩選出附加價(jià)值高的對(duì)策,分析評(píng)價(jià)各項(xiàng)對(duì)策、篩選出附加價(jià)值高的方案,成本工時(shí),實(shí)施對(duì)策后、會(huì)帶來(lái)怎樣的風(fēng)險(xiǎn)？會(huì)不會(huì)有安全問(wèn)題會(huì)不會(huì)發(fā)生質(zhì)量問(wèn)題會(huì)不會(huì)發(fā)生作業(yè)問(wèn)題,風(fēng)險(xiǎn),需要多少費(fèi)用、時(shí)間？需要多少人才能趕上交貨期？,能否消除真因?能否達(dá)到目標(biāo)?,效果,71,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),Step5.制定對(duì)策,例針對(duì)擔(dān)當(dāng)人員搞錯(cuò)組裝零部件的對(duì)策方案,聽取相關(guān)人員相關(guān)部門意見(jiàn)加以確認(rèn),Process2.篩選出附加價(jià)值高的對(duì)策,72,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),Step5.制定對(duì)策,Process2.篩選出附加價(jià)值高的對(duì)策,73,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),Step5.制定對(duì)策,Process3.尋求共識(shí),為了更加順利切實(shí)地采取對(duì)策，需要取得相關(guān)人員及部門的共識(shí)。將對(duì)策的目的、目標(biāo)、對(duì)策制定的背景等必要信息進(jìn)行說(shuō)明。,74,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),Step5.制定對(duì)策,Process4.制定明確具體的實(shí)施計(jì)劃,制定具體的實(shí)施計(jì)劃時(shí)、要明確對(duì)策的WH。（誰(shuí)、做什么、何地、何時(shí)、為何、如何、費(fèi)用？）,75,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),Step5.制定對(duì)策,請(qǐng)記述Ken采取的對(duì)策和臨時(shí)措施。,繪制問(wèn)題解決流程圖（2分鐘）,Ken案例,76,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),Step6.貫徹實(shí)施對(duì)策,77,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),Step6.貫徹實(shí)施對(duì)策,8STEPS,PROCESSES,78,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),Step6.貫徹實(shí)施對(duì)策,齊心協(xié)力，迅速貫徹，不言放棄，堅(jiān)持到底！,79,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),Step6.貫徹實(shí)施對(duì)策,Process1.齊心協(xié)力，迅速貫徹,1)集中處理,2)確認(rèn)進(jìn)展情況,80,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),Step6.貫徹實(shí)施對(duì)策,Process2.通過(guò)及時(shí)地匯報(bào)聯(lián)絡(luò)商談共享進(jìn)展信息,尤其是要第一時(shí)間讓相關(guān)人員了解到壞消息，因?yàn)閴南⒑芸赡芙o相關(guān)人員的工作帶來(lái)影響，或許需要更多的時(shí)間來(lái)對(duì)應(yīng)。風(fēng)險(xiǎn)管理要做到防患于未然，迅速地對(duì)應(yīng)變化、貫徹實(shí)施對(duì)策。,81,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),Step6.貫徹實(shí)施對(duì)策,不管遇到什么樣的困難，都要邊嘗試邊從失敗中總結(jié)教訓(xùn)，進(jìn)行改善，并迅速實(shí)施下一步對(duì)策。,Process3.決不放棄、迅速實(shí)施下一步對(duì)策,82,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),Step7.評(píng)價(jià)結(jié)果和過(guò)程,83,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),8STEPS,PROCESSES,Step7.評(píng)價(jià)結(jié)果和過(guò)程,84,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),目標(biāo)達(dá)成情況如何?,客戶的角度,豐田的角度,自己的角度,評(píng)價(jià),評(píng)價(jià),評(píng)價(jià),結(jié)果?,過(guò)程?,通過(guò)對(duì)結(jié)果和過(guò)程的評(píng)價(jià)，學(xué)習(xí)成功和失敗的經(jīng)驗(yàn),Step7.評(píng)價(jià)結(jié)果和過(guò)程,85,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),對(duì)是否達(dá)成目標(biāo)進(jìn)行評(píng)價(jià),1)評(píng)價(jià)實(shí)施結(jié)果,Process1.對(duì)目標(biāo)的達(dá)成結(jié)果和過(guò)程進(jìn)行評(píng)價(jià)，并同相關(guān)人員共享信息,Step7.評(píng)價(jià)結(jié)果和過(guò)程,86,Copyright2006TOYOTAINSTITUTE,ToyotaMotorCorporation(InternalUseOnly),2)評(píng)價(jià)實(shí)施過(guò)程,什么是最有效的?,Step7.