The Toyota Way.ppt

teddsnydersnyderconsulting associatestfsnyder maqinleanandsixsigmaspecialinterestgroupmay19 2004 thetoyotawaybyjeffreyliker 14managementprinciplesfromtheworld sgreatestmanufacturer 亏霞揉罕么最哀壮媚笆乓若掘陡也酷腹哲刁姓憋桔勇滓斗乖簧拣减真谩冀thetoyotawaythetoyotaway toyotahistory 1894 sakichitoyoda atinkererandinventor beginsmakingmanuallooms 1926 toyodaopenstoyodaautomaticloomworks helaterinventsloomsthatstopautomaticallywhenthreadbreaks jidoka 1937 kiichirotoyoda anengineer openstoyotamotorcompany visitsfordandgmduringthe30s 1945 toyodachallengescompanytocatchuptousin3years 1948 toyota sdebtis8timesitscapitalvalue 1950s toyotastudiesusplants includingford andsupermarketsduringa12weekstudyvisit theyseelittleimprovementsincehistripinthe30sbutusesupermarketsasamodelforjust in timeproduction 呀涉德迟剖楞服剥于耻诸离吱蕉炸菠钮献潭漓盾纂必示御洋脏浸玉夕瘪释thetoyotawaythetoyotaway thetoyotaapproach 4ps longtermphilosophy therightprocesswillproducetherightresults addvaluetotheorganizationbydevelopingyourpeopleandpartners continuouslysolvingrootproblems principle1 principles2 8 principles9 11 principles12 14 棵翻干贿讣驴阎蚊愧浸共瘩穗损侣渭盅逻酪刺时僳福犊橙散胚钩箍燎褪葛thetoyotawaythetoyotaway toyota s14managementprinciples baseyourmanagementdecisionsonalongtermphilosophy evenattheexpenseofshorttermfinancialgoals createcontinuousprocessflowtobringproblemstothesurface use pull systemstoavoidoverproduction leveloutworkload heijunka buildacultureofstoppingtofixproblems togetqualityrightthefirsttime standardizedtasksarethefoundationforcontinuousimprovementandemployeeempowermentusevisualcontrolsonoproblemsarehidden useonlyreliablethoroughlytestedtechnologythatservesyourpeopleandprocesses growleaderswhothoroughlyunderstandthework livethephilosophy andteachittoothersdevelopexceptionalpeopleandteamswhofollowyourcompany sphilosophyrespectyouextendednetworkofpartnersandsuppliersbychallengingthemimprove goandseeforyourselftothoroughlyunderstandthesituation makedecisionsslowlybyconsensus thoroughlyconsideringalloptions implementdecisionsrapidlybecomealearningorganizationthroughrelentlessreflection hansei andcontinuousimprovement kaizen 谋究椽挣则溅南蔬陕韦丸谓还廓斥檀诛矗曙羹骆崔急绥书吓吮寸捆别损写thetoyotawaythetoyotaway principle1 baseyourmanagementdecisionsonalongtermphilosophy evenattheexpenseofshorttermfinancialgoals haveasenseofpurposethatsupercedesanyshorttermdecisionmaking work grow aligntheorganizationtowardapurposegreaterthan makingmoney understandyourplaceinthehistoryofthecompanyandworktobringthecompanytothenextlevel generatevalueforthecustomer societyandtheeconomy evaluateeveryfunctioninthecompanyintermsofitsabilitytoachievethis beresponsible strivetodecideyourownfate actwithselfrelianceandtrustinyourownabilities acceptresponsibilityforyourconductandmaintainandimprovetheskillsthatenableyoutoproduceaddedvalue 淡尺扣诅佃掐诗转沁辆岳碾搪熔夏价怎牟常兢晓锅痊醇铲海佬混冉栅澳拌thetoyotawaythetoyotaway principle2 createcontinuousprocessflowtobringproblemstothesurface redesignprocessestoachievehighvalueadded continuousflow createflowtomovematerialandinformationfastaswellastolinkprocessesandpeopletogethersothatproblemssurfacerightaway makeflowevidentthroughoutyourorganizationalculture casestudy navyyardjobsummariesleadtimereduced63 distancepaperworktraveledreduced55 92 numberofstepsreducedby67 handoffsreducedby80 蛮茬庆痹黄坯池顿估硼椿溉茹崎忱鼻滋绵猜撕凿廷帜蹋盗相询时娃掉构蔓thetoyotawaythetoyotaway principle3 use pull systemstoavoidoverproduction provideyourdownstreamcustomersintheprocesswithwhattheywant whentheywantit andintheamountthattheywant toyotastudiedussupermarketsinthe50 spullvspush productionschedule materialreplenishmentinitiatedbyconsumptionisthebasisforjust in time just intime anorganizedsystemofinventorybuffers examples fillingyourgastank officesupplies kanban sign signboard doorplate poster billboard card signal flow onepiece whereyoucanandpullwhereyoumust rotherandshookin learningtosee schedulingstillhappens butkeepitshort daysvsmonths 粳召聪捧珊张瞥炼仔涉琶穷呀智胳边硅署莲攒恤闭构扔个遭儒俐弄戊怒孙thetoyotawaythetoyotaway principle4 leveloutworkload heijunka eliminatingmudaisjustonethirdoftheequationformakingleansuccessful eliminatingmuriandeliminatingmurainproductionarejustasimportant muda waste transportation inventory movementwaiting overproduction overprocessing defects unusedemployeeabilitiesmuri overwork mura inconsistency heijunka evenness aaabbbccctoabcabcabccasestudy guttermanufacturerleadtimereducedby40 changeovertimereducedby70 wipreducedby40 inventoryobsolescencereducedby60 构惦咆象叁辙剑侵巳芳永毖竭祭将赤赋见达棕担驰需室拇船张挣港硫凰判thetoyotawaythetoyotaway principle5 buildacultureofstoppingtofixproblems togetqualityrightthefirsttime qualityatthesourcejidoka autonomationandon signalforhelpyellow thenredteamleaderfix figure pullsegmentedassemblylinewithbufferinventory freshmanjob takt 57touch 44 7pokeyoke getridofmistakes mistakeavoidance example cotterpin lightcurtain avoideasymistakes administrativeapproaches standardizedworkandchecklists pilots engineeringforcedtoconsideralternatives toyota squalityprocessgoandseeunderstandthesituationonepiecefloworandonaskwhy5times 愿颅誊琉雷厄喝套瓣循做皖呵拖凯结米陶家畜魏搪抚熟则倚惹涅能蛹愈录thetoyotawaythetoyotaway principle6 standardizedtasksarethefoundationforcontinuousimprovementandemployeeempowerment standardizedworkisnottheendresult the onebestway itisthebeginningofimprovement usestable repeatablemethodseverywheretomaintainthepredictability timing andregularoutputofyourprocesses thisalsohelpstomanagethem itisthefoundationofflowandpull standardizedworkconsistsofthreeelements takttimesequenceoftheprocessamountofstockonhandcapturetheaccumulatedlearningaboutaprocessbystandardizingthecurrentbestpractices allowcreativeandindividualexpressiontoimproveuponthestandard thenincorporateitintothenewstandard 刮具贪和助句号缺矽茄侯博查编裳组星村她崇瞧培彪爽般霹均比阑区簇咽thetoyotawaythetoyotaway principle7 usevisualcontrolsonoproblemsarehidden visualcontrol theabilitytoseeabnormalitiesataglance example askacoworkertoseeaspecificdocument item orsomethingontheircomputerorthecompany sintranet 5ssortstraightenshinestandardizesustainexample emailauditsprocesscontrolboards dailygoals taktrate manpower currentstatusthroughouttheday reduceyourreportstoonepieceofpaperwheneverpossible e g a3 11x17 reports storyboards a4 8 x11 next 衷责惑瞄绎则慌不厨束抓买酷记刊伞篇涛语询归骋氨丹咕驯挣迈常仑僻裤thetoyotawaythetoyotaway principle8 useonlyreliablethoroughlytestedtechnologythatservesyourpeopleandprocesses usetechnologytosupportpeople nottoreplacepeople conductactualtestsbeforeadoptingnewtechnologyinbusinessprocesses manufacturingsystems orproducts rejecttechnologiesthatconflictwithyourcultureorthatmightdisruptstability reliability andpredictability encourageyourpeopletoconsidernewtechnologieswhenlookingintonewapproachestowork quicklyimplementathoroughlyconsideredtechnologyifithasbeenprovenintrialsanditcanimprovetheflowofyourprocesses 拂徊手抗承舜著汛藕法继厕身框靖前磕吉饮距兆成父瞻饭奔咏挎逸岂兑羽thetoyotawaythetoyotaway principle9 growleaderswhothoroughlyunderstandthework livethephilosophy andteachittoothers growleadersfromwithinratherthanbuyingthemfromoutside thisisanexampleofapplyingheijunka orconstancyofpurpose leadersmustberolemodelsofthecompany sphilosophyandwayofdoingbusiness agoodleadermustunderstandthedailyworkingreatdetailsotheycanbethebestteacherofyourcompany sphilosophy beforewemakecars monozukuri wemakepeople hito zukuri 砸沿如截孕靛拒履佣霜芳花自苟佬闷朔泥亮粕仗颗掇径凡柞鸯绍虹牵锚非thetoyotawaythetoyotaway principle10 developexceptionalpeopleandteamswhofollowyourcompany sphilosophy createastrong stablecultureinwhichcompanyvaluesandbeliefsarewidelysharedandlivedoutoveraperiodofmanyyears respectforhumanitysystemusesbothintrinsicandextrinsicapproachestomotivationtrainexceptionalindividualsandteamstoworkwithinthecorporatephilosophytoachieveexceptionalresults balancebetweenteamworkandexcellentindividualworkusecrossfunctionalteamstoimprovequalityandproductivityandenhanceflowbysolvingproblems makeanongoingefforttoteachindividualshowtoworktogetherasteamtowardcommongoals teamworkissomethingthathastobelearned 扮箔搓找烁舵怎岳涪钡脑企囚类我疹稽壳确辞顾嘿肾搪压形阐铀繁哦竞委thetoyotawaythetoyotaway principle11 respectyouextendednetworkofpartnersandsuppliersbychallengingthemimprove haverespectforyourpartnersandsuppliersandtreatthemasanextensionofyourcompany challengeyourpartnerstogrowanddevelop itshowsthatyouvaluethem setchallengingtargetsandassistyourpartnersinachievingthem e g johndeere harleydavidson 祭馒难忘攒拽畸灌鼎严趟尉橱溉唆阐双患码芽硼粕组抖镇布梁榴漂沿唤海thetoyotawaythetoyotaway principle12 goandseeforyourselftothoroughlyunderstandthesituation genchi actuallocation genbutsu actualmaterialorproduct alsoknownasgoingtothegemba example sienachiefengineerdrivesin50states 13provincesandterritoriesandmexicoimprovementsincludeturningradius windstability drift cupholdersandtrays commonsensewilltellyoutheanswer butcollectingdata andthenunderstandingthefacts willtellyouwhetheryourcommonsensewascorrect theohnocircle heaskedanengineertostandandobserveanoperation for8hours thegeographyofthought howasiansandwesternersthinkdifferentlyandwhy byrichardnisbettwesternersseethingseasternersseethingsandrelationshipslanguage hourensou toreport toupdateperiodically toconsultoradvisegenchigenbutsuforexecutives coordinatedreporting 疲堪塌改秆烛永交锡蔑需那嗜探崭暗圃寅俐泣舍橱贾侄姓丫惺疙凝酶棍聋thetoyotawaythetoyotaway principle13 makedecisionsslowlybyconsensus thoroughlyconsideringalloptions implementdecisionsrapidly givenayeartoimplementaproject western typically3monthsplanning 9monthsimplementingandcorrecting tedd sexample inaclassexercise iassign15min to plan and45minutesto do participantsneverusethefull15minutes evensincei vereinforcedtheimportanceofthistime toyota typically10monthsplanning pilot implementflawlesslytoyotadecisionmakingfindoutwhatisreallygoingon includinggenchigenbutsuunderstandingunderlyingcausesthatexplainsurfaceappearances asking why fivetimesbroadlyconsideringalternativesolutionsanddevelopingadetailedrationaleforthepreferredsolution whatalternativeshaveyouconsidered howdoesthissolutioncomparewiththosealternatives buildingconsensuswithintheteam includingemployeesandoutsidepartners nemawashi theprocessofdiscussingproblemsandpotentialsolutionswithallthoseaffected tocollecttheirideasandgetagreementonapathforward e g tollgatereviewusingveryefficientcommunicationvehiclestodo1 4 preferablyonesideofonepage e g onepage7stepstoryboards 面焕妹诣裂翻粟唱孪门楞拉渐律慕弯韩乐狠嗡栓咏恭吊悠墟沥脐桨浊陨含thetoyotawaythetoyotaway principle14 becomealearningorganizationthroughrelentlessreflection hansei andcontinuousimprovement kaizen manypeoplearesurprisedwhenigivetalksandtellthemthattoyotadoesn thaveasixsigmaprogram sixsigmaisbasedoncomplexstatisticalanalysist