豐田套路Toyota KATA中英文.ppt

1、a,1,Toyota Kata 豐田套路 Improvement Methodology 改善方法 Problem Solving implement rapidly (Nemawashi),A 4 P model of the Toyota Way,Where most “Lean” companies are,a,6,Where does an improvement happen? 改善會在什么地方發(fā)生？,At process level.physical or service process (information | transactional) 在流程層面生產(chǎn)或者服務(wù)的流程（信息

2、| 交互）,a,7,Usual Triggers for Improvement 通常改善的出發(fā)點,Cost Reduction 降低成本 Productivity 生產(chǎn)率 Introduction of new. 新產(chǎn)品，流程，設(shè)計，技術(shù)等的導入 Problems 問題,a,8,Problem Definitions 問題的定義,Wikipedia: A problem is an obstacle, impediment, difficulty or challenge, or any situation that invites resolution; the resolution of

3、 which is recognized as a solution or contribution toward a known purpose or goal. A problem implies a desired outcome coupled with an apparent deficiency, doubt or inconsistency（矛盾） that prevents the outcome from taking place. 維基百科：問題很難有一個確定的、無異議的定義，但是，一般來說都問題包含有以下三個基本成分： 上下文 - 和問題相關(guān)的場景，指一組已經(jīng)是明確已知(

4、?)的，關(guān)于問題的條件的描述。 目標 - 指關(guān)于構(gòu)成問題的結(jié)論的明確的描述。 障礙 - 指問題的正確解決方法不是顯而易見的，必須通過一定的思維活動，才能找到答案。 一般而言，問題是由于某些導致不能達到目的或者實現(xiàn)目標的認識障礙。它是指不期待的現(xiàn)狀沒有被解決或者事態(tài)出現(xiàn)意外。,a,9,Business Dictionary: A perceived gap between the existing state and a desired state, or a deviation from a norm, standard, or status quo. Although many proble

5、ms turn out to have several solutions (the means to close the gap or correct the deviation), difficulties arise where such means are either not obvious or are not immediately available. 商業(yè)字典： 一個認為現(xiàn)有的狀態(tài)和一個理想的狀態(tài)，或與一個規(guī)范，標準，或現(xiàn)狀的偏差之間的差距。 雖然許多問題有幾種解決方案（縮小差距的手段或糾正偏差），出現(xiàn)困難等手段并不明顯，或者不立即可用。,Problem Definition

6、s 問題的定義,a,10,Toyota Kata 豐田套路,a,11,The Improvement Kata 改善的套路,a,12,PART 1 第 1 部分,Understand the Direction 理解方向,a,13,Vision 愿景,現(xiàn)狀,對客戶的愿景,愿景是一個方向指示器,沒有一個方向 給一個愿景,長期愿景或方向有助于我們集中思想和行動， 因為如果沒有愿景或方向。 各種建議在接受評估時將是各自獨立的，而不是作為整體努力的一部分。,a,14,Challenge 挑戰(zhàn),現(xiàn)狀,對客戶的愿景,挑戰(zhàn),因為愿景是模糊不清晰的,a,15,Target Conditions 目標狀態(tài),現(xiàn)狀

7、,對客戶的愿景,挑戰(zhàn),目標狀態(tài),a,16,Obstacles 障礙,現(xiàn)狀,愿景,目標狀態(tài),障礙,a,17,PART 2 第 2 部分,Grasp the Current Condition 掌握現(xiàn)狀,a,18,Process Analysis (Grasp the Situation) 流程分析（掌握現(xiàn)狀）,The purpose of Process Analysis is not to uncover problems, wastes or potential improvements (this will come later!). Grasping the current situat

8、ion is to obtain facts and data you need in order to define the appropriate target condition. Once you have the target condition, then you can strive to move toward it and discover what you need to work on (problems, wastes, obstacles).,Goal: develop a systematic way of observing and analyzing a pro

9、cess by a routine practice kata of grasping the situation.,Grasp the current situation,Establish next target condition,Target Condition,a,19,Process Analysis (Grasp the Situation) 流程分析（掌握現(xiàn)狀）,流程分析的目的不是去發(fā)現(xiàn)問題、浪費或者潛在的改進機會（這些后面會隨之而來） 掌握現(xiàn)狀，獲得需要的事實和數(shù)據(jù)，來確定合理的目標狀態(tài) 一旦確定了目標狀態(tài)，你就可以朝著目標努力，然后就可以發(fā)現(xiàn)你需要克服的問題(問題，浪費，障

10、礙),Goal: develop a systematic way of observing and analyzing a process by a routine practice kata of grasping the situation. 目標：通過“套路”來掌握現(xiàn)狀，建立一個系統(tǒng)的方式來觀察和分析流程,掌握現(xiàn)狀,建立下一階段的目標,目標狀態(tài),a,20,Start with VSM then move to process level 從價值流圖析(VSM)開始,然后到工序?qū)用?a,21,Grasping the Current Condition 掌握現(xiàn)狀,Find out cur

11、rent pattern of operation, so you can establish a desired pattern of operation (target condition). 找出現(xiàn)有的運行模式，就能夠建立你所期望達到的模式（目標狀態(tài)） The goal here is to learn the routine of process analysis. 目標是學習流程分析的“方法” Start with a process easier to understand and analyze. 從容易理解和分析的流程開始,a,22,What do you actually k

12、now? 你真正知道什么？ How do you know it? 你如何知道的？ What do you need to know? 你需要知道什么？ How can you learn it? 你怎么學到的？ Lean is not acting on assumptions or jumping to conclusions. 精益不能依靠假設(shè)來行動，也不能直接跳到結(jié)論。,Questioning Mind 提問題的思維,a,23,“Data is of course important, but I place greater emphasis on facts.” “數(shù)據(jù)確實很重要，但

13、是我更強調(diào)事實” Taiichi Ohno 大野耐一,Go See and listen 到現(xiàn)場去.然后傾聽,And where do you find the FACTS of a situation? At the Gemba the place where the problem is actually happening. Not in a conference room or at a desk. 那你能在哪里發(fā)現(xiàn)事實呢？在現(xiàn)場問題真正發(fā)生的地方。不是在會議室或者是在辦公桌上。,Grasp the actual condition firsthand 掌握一手的實際情況,a,24,H

14、ow We Can Solve Problems More Effectively 我們?nèi)绾胃行У亟鉀Q問題,Ask Questions to Help Ourselves SEE: 問問題來幫助我們觀察 Whats Actually Happening? 真正在發(fā)生什么？ What do I actually know? 我真正知道什么？,The Real or Main Problem事實和真正的問題,A SOLUTION 解決方案,Impressions number of trays can put in the heat treatment oven 制造：每個小時可以噴涂多少架；熱

15、處理設(shè)備可以放進多少托盤 In service: average time to respond the inquires (call centers); number of pages finished per day 服務(wù)：平均響應(yīng)時間(呼叫中心)； 每天完成的頁數(shù),a,54,PART 4,PDCA | Problem Solving Tools Toward the Target Condition PDCA/問題解決的工具，邁向目標,a,55,Grasp the current situation 掌握現(xiàn)狀,Establish next target condition 確定下一個目標

16、狀態(tài),Target Condition,Where You Are 你在哪個階段,The Discovery Process 發(fā)現(xiàn)的流程,a,56,Whats Next? 下一步是什么？,Now you have established a Target Condition, how do you get there? 現(xiàn)在你確定了目標狀態(tài)，那如何實現(xiàn)？,a,57,Very Important 非常重要,Assume the Path is Unclear 假設(shè)路徑不清楚,We often do plan and try to execute acc. the plan. But realit

17、y is neither linear nor predictable enough to be effective in achieving your target condition. 我們常常制定計劃，并按照計劃執(zhí)行。但事實是我們從來都不能有效地實現(xiàn)目標狀態(tài)。,a,58,Very Important 非常重要,With complex environment we cannot plan so-well upfront to hit the target condition. 在復雜的環(huán)境下，我們不可能計劃地很好，由此實現(xiàn)目標狀態(tài),Regardless of how well you p

18、lanned, the path to achieve the target condition is somewhat of a grey zone. 不管你計劃得多好，實現(xiàn)目標狀態(tài)的路徑總是有有些不確定(灰色地帶),Current Condition 現(xiàn)狀,Target Condition 目標狀態(tài),Grey zone 灰色地帶,?,?,?,?,a,59,Then, What to Do? 那么，怎么做？,PDCA*,*cycle defined by W.E Deming in 1950.,(1) Define what you want to do and happen. This i

19、s the hypothesis or prediction. 確定你想要做的，這是假設(shè)或者預測。,(2) Test the hypothesis. Try to run the process according to the plan. Observe closely. 測試這個假設(shè)。按照計劃執(zhí)行，然后詳細觀察情況。,(3) Compare actual outcome with expected outcome. 比較實際的結(jié)果和計劃的結(jié)果,(4) Standardize/Stabilize what works, or begin the PDCA cycle again. 標準化/穩(wěn)

20、定化工作，或者重新開始PDCA循環(huán),a,60,More about PDCA 更多關(guān)于PDCA,Its a method (scientific) of acquiring knowledge 這是獲得知識的方法(科學地) Its a practical way of attaining to the target conditions 這是實現(xiàn)目標狀態(tài)的可行方法 Its a way to work through the grey zone 這是通過灰色地帶的方法,a,61,Developing Short Cycles 短的周期,Old Way 傳統(tǒng)方法,Improvement-Kata

21、Mindset 改善的招式,Check at the end of an event or project 在每個項目結(jié)束的時候檢查 Big steps 很大的步伐 Done by specialists, or a CI team 是由專員或者持續(xù)改善的團隊來完成,Check at each step 每一步都檢查 Short, frequent cycles (few hours or within the day) 短的，頻繁的循環(huán) Anyone can learn it 每個人都可以掌握,Small PDCAs,a,62,Be Careful 小心,Big PDCA cycle doe

22、s not produce much learning 大的PDCA循環(huán)并不能實現(xiàn)很多的學習,Plan,Do,Check,Time,Outcome,Plan Do Check,Process,Plan Do Check,Process,Plan Do Check,Process,Time,With big PDCA you might face too many variables that may not make learning possible. 在大的PDCA循環(huán)中，你可能面對更多的變化，那可能會導致你不能學到更多 Short, frequent (daily) cycles are

23、 at the level which the “l(fā)earning organization” becomes reality. 短的，頻繁的(每日)循環(huán)，可以讓“學習型組織”成為現(xiàn)實,a,63,Current Condition 現(xiàn)狀,Target Condition 目標狀態(tài),Last step,Next step,Uncovering unforeseen problems that you could not see upfront 暴露不能預知的問題 What was learned in the last step may influence what to do in the n

24、ext step 在上一步學習到的可能影響到你的下一步,Use the FIVE QUESTIONS at each step 在每一步中都問5個問題,How to Work Toward the Target Condition 如何向目標狀態(tài)前進,a,64,The Five Questions 5個問題,What is your target condition here? 你的目標狀態(tài)是什么 What is the actual condition now? 現(xiàn)在的現(xiàn)狀是什么？ What problems/obstacles are now preventing you to achieve the target condition? 有哪些問題/障礙導致你不能實現(xiàn)目標狀態(tài)？ What is your next step (start of the P