精益基础精益基础 卓越运营

精益基础精益基础卓越运营GBEKPO200100LEANBASICS1DOCUMENTREVISION00DATENOVEMBER12,2007LEANBASICS1LEANBASICS1精益基础精益基础11BUSINESSEXCELLENCEBUSINESSEXCELLENCE卓越运营卓越运营2GBEKPO200100LEANBASICS1REV00TABLEOFCONTENTS目录OVERVIEWSCOPE概述与范围3OBJECTIVE目标4ABRIEFHISTORYOFLEAN历史简介11LEANPRINCIPLES原则19ALIGNINGLEANTOFLEXTRONICSVISION与公司远景一致23WASTEELIMINATION消除浪费43VALUESTREAMMAPPING价值流程图555SVISUALMANAGEMENT5S跟可视化管理66SUPERMARKET超市83CONTENTSSLIDES3GBEKPO200100LEANBASICS1REV00OVERVIEWSCOPE概述与范围LEANMANUFACTURINGISAGENERICPROCESSMANAGEMENTPHILOSOPHYDERIVEDMOSTLYFROMTHETOYOTAPRODUCTIONSYSTEMTPSBUTALSOFROMOTHERSOURCESITISRENOWNEDFORITSFOCUSONREDUCTIONOFSEVENWASTESINORDERTOIMPROVEOVERALLCUSTOMERVALUE精益生产是一门流程管理哲学，主要来自于丰田制造系统（TPS。其焦点在如何减少“7大浪费”以增加客户价值。TOYOTASACHIEVEMENTMADE“LEAN”AHOTTOPICINMANAGEMENTSCIENCEINTHEFIRSTDECADEOFTHE21STCENTURY丰田的成功使LEAN成为21世纪前10年管理科学的热点。LEANMANUFACTURINGCANBEDEFINEDASLEAN可以被定义为ASYSTEMATICAPPROACHTOIDENTIFYINGANDELIMINATINGWASTENONVALUEADDEDACTIVITIESTHROUGHCONTINUOUSIMPROVEMENTBYFLOWINGTHEPRODUCTATTHEPULLOFTHECUSTOMERINPURSUITOFPERFECTION“从客户拉货到产品源头的整个流程不断改善，识别并消除浪费（无价值活动），使之日臻完善的一种系统方法”4GBEKPO200100LEANBASICS1REV00OBJECTIVEOBJECTIVE目标目标INTRODUCEFLEXTRONICSLEANENTERPRISEFLEANDITSELEMENTS介绍伟创力精益生产及基本原理WASTEELIMINATION消除浪费VALUESTREAMMAPPING价值流程图5SVISUALMANAGEMENT5S及可视化管理SUPERMARKET超市5GBEKPO200100LEANBASICS1REV00WHATEXECUTIVESREALLYNEEDTOKNOW执行者必须要知道的98OFORGANISATIONSTHATENGAGEWITHLEAN,FAILWHYLEANISHARD98的企业推行过LEAN,但失败了，为什么因为太困难EXCERPTSFROMTHEBOOK“LEANMACHINES”LEANTHINKINGITSAPEOPLEISSUETHATSWHYITSSOHARDGETTINGPEOPLETOCHANGETODOTHINGSDIFFERENTLYTHANTHEYHAVEDONETHEMISREALLY,REALLYHARDARTBYRNE,CEOWIREMOLD正是人的原因使它如此困难，让人去改变以前做事的方式确实很难。IFACOMPANYISREALLYMANIACALABOUTLEANITTAKESTWOTOTHREEYEARSTOGOFROMKINDERGARTENTOFIRSTGRADETHATSHOWTOUGHITISMARKDELUZIO,ARCHITECTOFTHEDANAHERBUSINESSSYSTEM,DANAHER如果一家公司已经真正开始推行LEAN,那要花上2，3年的时间才能达到初级阶段。6GBEKPO200100LEANBASICS1REV00WHATEXECUTIVESREALLYNEEDTOKNOW执行者必须要知道的LEANCANBEBROKENDOWNINTOTWOELEMENTSLEAN分为两大要素1LEANTOOLS工具CELLDESIGNORFLOW单元设计MATERIALSYSTEMS物料系统SMED快速换模技术5SVISUALMANAGEMENT5S可视化管理POKAYOKE防错法6SIGMA减少变异TPM全面生产维护3P生产准备流程TPI非生产流程提升STANDARDWORK标准工作CREATEANDSTREAMLINEFLOWPOUMATERIALSVISUALCONTROLSCELLMETRICSSKILLSMATRIXSTANDARDIZEDCHANGEOVERCHANGEOVERREDUCTIONELIMINATEMINORSTOPPAGESOPERATORPMSMEASURINGEQUIPMENTCONDITIONSPRODUCTDESIGNFORLEANPRODUCTIONBREAKTHROUGHPROCESSDESIGNRIGHTSIZINGVSTRADITIONALSIZINGNONPRODUCTIONPROCESSIMPROVEMENTFOREXISTINGPROCESSESSWCSRCCASYSTEMESCALATIONPATHPLAYBOOKDAYBYTHEHOURKANBANREPLENISHMENTSYSTEMSPLANNINGMATERIALHANDLERWALKPATHSTANDARDIZATIONOFCOLORMEANINGSLABELINGOFTOOLSANDMATERIALSVISUALINDICATORSPICKTOLIGHTPLACEMATSJIGSFIXTURESRCCA6SIGMABLACKBELTPROJECTS6SIGMAGREENBELTPROJECTSQUICKSIGMAEVENTSTHELEANTOOLSARESIMPLE,ITSTHECOMPLEXITYOFTHEPROBLEMSTHATWEAPPLYTHEMTOTHATMAKETHEMAPPEARDIFFICULTLEAN工具很简单，复杂的是我们把它们运用在那些让它看起来困难的问题上。7GBEKPO200100LEANBASICS1REV00WHATEXECUTIVESREALLYNEEDTOKNOW执行者必须要知道的LEANREQUIRESEXPERIENCEDMANAGERSANDEXECSTOCHANGEWHATTHEYKNOWANDHAVEDONEFORMANYYEARSLEAN要求有经验的经理和专家改变过去多年的想法和做法。LEANTHINKINGREQUIRESCOURAGELEAN思想需要勇气LEANTHINKINGISABOUTREMOVING“SAFETYNETS”ANDEXPOSINGPROBLEMSLEAN思想要去除“安全网”，把问题暴露出来。LEANTHINKINGISABOUTMAKINGPROBLEMS“UGLY”SOTHEYCANBERESOLVEDLEAN思想要使问题变得难看，使之得以解决。SOMETIMESITISNOTGOODENOUGHTOIMPROVEAPROCESSYOUHAVETOCHANGEITCOMPLETELY有时候仅改善现有部分流程是不够的，你需要全盘改变。LEANTHINKINGISABOUTUNDERSTANDINGVALUEREDUCINGWASTELEAN思想是认识价值和减少浪费。LEANTHINKINGISANUNDERSTANDINGTHATLEANISABOUTCULTURALCHANGENOT“AQUICKFIX”LEAN思想是文化的改变，而不是“快速修理”LEANTHINKINGISABOUTASKING“WHY”ANDCHALLENGINGWHATWEHAVEDEFINEDASTHENORMLEAN思想不停问“为什么”，并挑战我们的惯性思维。LEANTHINKINGREQUIRESUSTO6VIEWOUROWNDISCIPLINETOPROCESSINTHESAMEWAYASWEVIEWQUALITYOFPRODUCTORSERVICELEADBYEXAMPLELEAN思想要求我们去看流程的原则，同样也要看产品品质及服务。用实例来看LEANTHINKINGISANUNDERSTANDINGTHATSAVINGSARECONSEQUENTIAL,NOTADRIVERLEAN思想要我们明白成本节省是结果而非原因。LEANTHINKINGISABOUTTEACHINGEVERYONEWEINTERACTWITH,WHATLEANTHINKINGISLEAN思想是教会我们所接触的每个人什么是LEAN思想。2LEANTHINKINGTHINKINGPROCESS,THATDELIVERSCUSTOMERVALUELEAN思想过程考量,传递客户价值LEANTHINKINGSTARTSWITHTOPMANAGEMENT,USLEAN思想从最高管理层开始，从我们开始8GBEKPO200100LEANBASICS1REV00WHATEXECUTIVESREALLYNEEDTOKNOW执行者必须要知道的UNDERSTANDINGWHYLEANISHARD明白为什么LEAN如此困难ITSAPEOPLETHINGDEPLOYINGLEANISHEAVILYRESOURCEINTENSIVEINEVERYSENSE这是人的原因（推行LEAN需要每个人强烈的意愿）ITISHUMANNATURETOQUESTION”WHATSINITFORME”ANDWANTTOBESOLD/CONVINCED”CANYOUCONSIDERTHEPOSSIBILITY”人们习惯会问“就我来说，这里有什么”，并且希望被人说服。你能否自己想想其可能性PEOPLETENDTOFEELMOSTCOMFORTABLEOPERATINGWITHINWHATTHEYKNOWTHEIR“COMFORTZONE”人们趋向于愿意在他们所知的范围内去操作他们的“舒适范围”。MOSTPEOPLEFINDITDIFFICULTTOSUPPORTSOMETHINGTHATTHEYHAVENOTBEENINVOLVEDINCREATING,THEYDOWANTTOHAVEA“SAY”大多数人发现，如果他们不在其中，要SUPPORT一些事情是比较困难的,他们只想愿以“说”的方式。MOSTPEOPLEWILLALWAYSTAKETHE“SIMPLESTROUTE”OR“PATHOFLEASTRESISTANCE”EVENTHOUGHTHISMAYNOTBETHELEANESTSOLUTIONTHEFIRSTUSUALLYISNOT大多数人都采取“简单路线”或“阻力最小路线”，即使这可能不是最LEAN的方案。MOSTPEOPLEWILLALWAYSSPENDMORETIME“THINKINGWHYITWONTWORKORDOESNOTAPPLY”ASOPPOSEDTOHOWITCANANDWHYITWILL大多数人花更多时间在想“为什么这个不能运作或实施”，而不是想如何让它成功。PEOPLEANDTHECONVERSATIONSPEOPLEHAVEWITHINORGANISATIONS,DEFINETHECULTUREOFTHATORGANISATION组织内的人通过讨论，定义组织文化。PEOPLEACCEPTCHANGEMOREQUICKLYANDEASILYWHENTHEYAREINCRISISSITUATION当人们碰到危机时，可以快速，容易地接受改变。CRISISCREATESTHEBESTENVIRONMENTFORCHANGECREATEACRISIS危机为改变创造最好的环境创造危机9GBEKPO200100LEANBASICS1REV00WHATEXECUTIVESREALLYNEEDTOKNOW执行者必须要知道的THERATEOFIMPROVEMENTHASADIRECTCORRELATIONTOLEVELOFMANAGEMENTCOMMITMENT改善的成功率与取得承诺的管理层层级有直接的关系LEANHASTOBELEDNOTMANAGEDLEAN只能被领导而不是被管理SOMEDEFINITIONSOFCOMMITMENT一些承诺的定义LEADINGBYEXAMPLE以榜样的力量来领导WALKINGTHETALK到现场边做边学TAKINGOWNERSHIP/ACCOUNTABILITY得到权利与义务SUPPORTING/ENCOURAGING支持/鼓励PARTICIPATING参与RECEPTIVETOCHANGEFORTHEBETTER乐意接受改变LEANREQUIRESSTRONGLEADERSHIPCOMMITMENTLEAN要求领导层的承诺WHY为什么WHATISCOMMITMENTDEFINE什么是承诺定义EACHGROUPHAS5MINSTOSUPPLY3ANSWERSTOEACHQUESTION每组有5分钟回答问题，每个问题须有3种答案。UNDERSTANDINGWHYLEANISHARD明白为什么LEAN如此困难10GBEKPO200100LEANBASICS1REV00SUCCESSFULCOMPANIES成功的案例DANAHER,WIREMOLD,FREUDENBERGNOK,ETCLEADLEANTRANSFORMATIONFROMTHETOP从最高管理层开始转变。USEEXPERTSTOTEACHLEARNINGBYDISCOVERY让专家来讲授知识EXTERNALEXPERTSSOMEHOWCONNECTEDWITHAPROVENTRACKRECORD外部专家可得到内部经过认证的记录MAKELEARNINGEXPERIENCEMANDATORYFORMANAGEMENT强制管理层学习PRIORITIZETHEIRTRANSFORMATIONACTIVITYBYTHEBUSINESSNEEDS通过商务需求确定它们转变的优先顺序BREAKTHETRANSFORMATIONINTOSMALLMANAGEABLECHUNKSTHATCANBEIMPROVEDRAPIDLY把变化分为易处理的几块，这样可加快进程USESHORTWORKSHOPSORPROJECTSTOLEARNBYDOING举办小型的WORKSHOPS或PROJECTS，通过做来学习HAVEABIASFORACTION更偏爱行动STICKWITHITEVENATTHEEXPENSEOFSHORTTERMPAIN即使有短期的痛苦，也同样承受THEPEOPLETHATDOTHEWORKMAKETHEIMPROVEMENTS改善只有通过行动才能得到LEANTHINKINGISTHEPATHTOPROMOTIONANDRETENTIONLEAN思想是提升及保持的方法。11GBEKPO200100LEANBASICS1REV00ABRIEFHISTORYOFLEAN历史简介FATHEROFMANAGEMENT管理学之父FATHEROFMOTIONTIMESTUDY动作时间研究之父FATHEROFASSEMBLYLINECONCEPT组装线概念之父INDUSTRYQUALITYTRANSFORMATION工业质量转变BIRTHOFTPS/LEANCONCEPTSTPS/LEAN概念诞生“THEMACHINETHATCHANGEDTHEWORLD”它改变了世界“LEANTHINKING”LEAN思想12GBEKPO200100LEANBASICS1REV00THEORIGINSOFLEANMANUFACTURING精益生产的起源精益生产来自于丰田制造系统TPS几位丰田人对其进行了发展和系统化，其中贡献最大的SAKICHITOYODA日本“库存管理之父”，他的概念JIDOKA自动化是TPS的几项基础原则之一。最初应用在自动织布机上，只要有断线就自动停机1937年创立于丰田汽车公司KIICHIROTOYODASAKICHIS之子他是丰田汽车第一任领导人，他研究了福特生产系统并把它应用于更小，更多变的日本汽车市场，还发明了“准时制生产”这一关键性库存管理概念。EIJITOYODA将福特提案制度系统化，变为持续性改善，最后演变为现在著名的KAIZENSAKICHITOYODAEIJITOYODA13GBEKPO200100LEANBASICS1REV00TAICHIOHNO以“TPS大师”著称，他将JIDOKA,JIT,STANDARDIZEDWORK系统化，并将KAIZEN引入TPS同时也是库存管理的超市系统之父。DRSHIGEOSHINGO外部顾问，创造了防错法（POKAYOKE和快速换模法（SMED，并将其引入TPS,使其有效工作，与TAICHIOHNO紧密合作，将TPS系统化丰田管理者知道，和这些奠基者发明这些工具一样重要的是，要让系统运作，必须让工人不断得到训练，激励，并总是给与合适支持。THEORIGINSOFLEANMANUFACTURING精益生产的起源DMN01761NOTEDONTPRODUCE/MAKEDEFECT,DONTPASSDEFECT,DONTRECEIVE/ACCEPTDEFECT,NOREWORK14GBEKPO200100LEANBASICS1REV00QUALITY,COST,DELIVERY品质,成本,交期SHORTENPRODUCTIONFLOWBYELIMINATINGWASTE通过消除浪费缩短生产流程JUSTINTIME准时生产RIGHTPARTATTHERIGHTTIMEINTHERIGHTAMOUNT只在正确的时间生产正确的产品和数量CONTINUOUSFLOW连续流PULLSYSTEMS拉动系统LEVELPRODUCTION均衡化生产BUILTINQUALITYJIDOKA过程品质控制自动化ERRORPROOFINGPOKAYOKE防错法VISUALCONTROLS目视控制OPERATIONALSTABILITY操作稳定性STANDARDIZEDWORK标准化作业ROBUSTPRODUCTSPROCESSES强大的产品工艺TOTALPRODUCTIVEMAINTENANCE全员生产性维护保养SUPPLIERINVOLVEMENT供应商参与KAIZEN改善HIGHLYMOTIVATEDANDCREATIVEPEOPLE高主动性和创造性的人员THETOYOTAHOUSEOFTPSAKATHINKINGPRODUCTIONSYSTEM丰田制造系统15GBEKPO200100LEANBASICS1REV00生产周期的概念LEAN的基本概念以识别浪费为改善生产周期的首选要素。生产周期生产周期NONVALUEADDINGNVAVALUEADDING典型的典型的VAVA比例比例NVA如果仅关注在提高如果仅关注在提高VAVA的的OPERATIONSOPERATIONS上。上。975VA25通过减少通过减少NVANVA的部分，可迅速减少生的部分，可迅速减少生产周期。产周期。NVAVA5050世界级的目标是世界级的目标是VAVA占占2525。WHATMAKESTOYOTASOSUCCESSFUL是什么使得丰田如此成功16GBEKPO200100LEANBASICS1REV00WHATMAKESTOYOTASOSUCCESSFUL是什么使得丰田如此成功浪费的概念丰田定义的七种浪费GOODOLDTIMWOODTRANSPORTATION运输INVENTORY库存MOTION动作WAITING等待OVERPRODUCTION过量生产OVERPROCESSING不必要的过程DEFECTS缺陷17GBEKPO200100LEANBASICS1REV00THECONCEPTOFKAIZENATEAMCULTUREESTABLISHEDATTHEROOTOFPEOPLESBEHAVIORS改善的概念TEAM文化建立在人的行为基础之上，通过团队执行任务。IMPROVEMENTLEVEL改善进展STANDARDIZATION标准化KAIZEN改善TIME时间BEFOREIMPROVEMENTSHAVEANOPPORTUNITYTODEGRADE,THETEAMISONTOTHENEXTIMPROVEMENT在已取得的改善退步之前，TEAM已经在着手下一步的改善。WHATMAKESTOYOTASOSUCCESSFUL是什么使得丰田如此成功DMN01761NOTEPROBLEMDISPLAYCLEARACKNOWLEDGE18GBEKPO200100LEANBASICS1REV00THEORIGINSOFLEANTHINKINGBEYONDTOYOTA精益思想超越丰田THEMACHINETHATCHANGEDTHEWORLD1990它改变了世界。一本研究自动化工业的书，作者JAMESWOMACK,DANIELJONESANDDANIELROSS指出在现有的制造系统中，TPS是最有效率的，此书影响力颇大。LEANTHINKING1996LEAN思想消除浪费，增加财富。作者JAMESWOMACKANDDANIELJONESLEANSOLUTIONS2005LEAN解决方案如何使公司和客户一起增加价值和财富。作者JAMESWOMACKANDDANIELJONES19GBEKPO200100LEANBASICS1REV00VALUE价值CORRECTLYSPECIFYVALUEOFPRODUCT/SERVICEWITHCUSTOMERINMIND从正确识别产品/服务的价值,始终考虑客户的需求VALUESTREAM价值流IDENTIFYTHEVALUESTREAMANDREMOVEALLTHEWASTES识别价值流,消除浪费FLOW流程MAKETHEPRODUCTANDVALUEFLOWSMOOTHLY理顺产品关系和价值流PULL拉动PRODUCEONLYTOTHEPULLOFCUSTOMERDEMAND以客户需求拉动生产PERFECTION完善WASTESELIMINATIONASANONGOINGPROCESSTOWARDSPERFECTION浪费消除,流程趋于完善THEUNIVERSALLEANPRINCIPLES通用的精益生产要求DMN01761NOTEVALUEVALUESTREAMFLOWPULLPERFECTION20GBEKPO200100LEANBASICS1REV00LEANINANUTSHELL用一句话来概括LEANLEANISAPHILOSOPHYTHATFOCUSESONCREATING“VALUE”THROUGHACULTUREOFSELFIMPROVEMENTANDFOCUSONREDUCTIONOFWASTELEAN是这样一种哲学概念通过一种自我提升的文化和消除浪费来增加价值。“WECANGETBRILLIANTRESULTSFROMAVERAGEPEOPLEMANAGINGABRILLIANTPROCESS”“WESAWMANYCOMPANIESOFTENGETAVERAGEORWORSERESULTSFROMBRILLIANTPEOPLEBUSYMANAGINGBROKENPROCESSES”TOYOTAPERSPECTIVE丰田愿景IDENTIFYVALUEFROMTHEEYESOFTHECUSTOMER以客户的观点来定义价值；CREATEVALUEANDWEALTHTHROUGHWASTEELIMINATION通过消除浪费来创造价值和财富；ACHIEVEHIGHERVALUETHROUGHCONTINUOUSIMPROVEMENTKAIZEN通过不断改善来获得更高的价值。KAIZENMAPANDUNDERSTANDYOURVALUESTREAMS,ANDMAKETHEMVALUABLE,CAPABLE,AVAILABLE,ADEQUATE,FLEXIBLE,FLOWING,PULLEDANDLEVELED画出及理解价值流使他们是有价值的，有能力的，有用的，合适的，灵活的，顺畅的，拉动的以及平稳的。通过一般的人管理最优秀的流程达到最好的结果，而不是最优秀的人忙于管理有问题的流程达到一般的结果。21GBEKPO200100LEANBASICS1REV00LEANINANUTSHELL用一句话来概括LEANWHATSA“BRILLIANTPROCESS”什么是最优的流程ONEINWHICHEVERYSTEPIS在其中每一步都是VALUABLEWILLCUSTOMERMISSIT有价值的客户会遗忘它吗CAPABLESIXSIGMA,POKAYOKE有能力的6西格码，防错法AVAILABLETPM有用的（全面预防维护）ADEQUATEKANBANSYSTEM,TOC,CAPACITYUTILIZATIONETC合适的看板系统，TOC，生产力利用率FLEXIBLEQUICKCHANGEOVER,SMED灵活的快速转拉ANDALLTHESTEPSARELINKEDANDCOORDINATEDBY所有的步骤链接在一起，FLOWOCCURSINTIGHTSEQUENCE,IDEALLYCONTINUOUSFLOW流程逻辑顺序井然，理想的连续流PULLOCCURSONLYATTHECOMMANDOFTHENEXTDOWNSTREAMSTEPWITHINAVAILABLETIME拉动只有当下游在合适的时间要求时才会发生LEVELINGTHEDEMANDTOREMOVENOISESANDUNNECESSARYVARIATIONS平稳需要除去干扰因素与不必要的变化22GBEKPO200100LEANBASICS1REV00LEANINANUTSHELL用一句话来概括LEANTOOLSANDMETHODSACHIEVERAPIDTARGETEDIMPROVEMENT,BUTSYSTEMEVOLUTIONTONEWIMPROVEMENTLEVELSANDLONGTERMSUCCESSAREONLYACHIEVEDBYPEOPLEWITHTHERIGHTATTITUDEANDBEHAVIOR依靠工具或方法能够快速达到设定的目标，但是通过体系变革来达到新的改善高度和长久的成功，必须依靠人们正确的态度和行动。APHILOSOPHYOFVALUEDRIVENBYAVISION是一个公司远景驱动的价值概念ASYSTEMDEPENDENTONTHEQUALITYOFITSPEOPLE是一种依靠人的品质的体系AMANAGEMENTSTYLEFOCUSEDONELIMINATINGWASTE是一种关注消除浪费的管理模式AJOURNEY是一种旅程LEANISNOTALLABOUTTOOLSANDTECHNIQUES,BUTITISABOUTCULTURALTRANSFORMATIONLEAN不仅仅是工具或技术，而且是文化的转变。GBEKPO200100LEANBASICS1DOCUMENTREVISION00DATENOVEMBER12,2007ALIGNINGLEANTOFLEXTRONICSVISION与公司远景一致24GBEKPO200100LEANBASICS1REV0025GBEKPO200100LEANBASICS1REV00建立一个规模无限广阔的企业它不仅拥有一套具有执行力的体系，而且能被反复实施明确目的与目标知道决策成功的远景蓝图伟创力企业文化营运于与众不同的集中制/非集中制管理体系赢得竞争优势确定企业价值观指导行为创建管理系统推进成果通过企业文化对整体加以巩固和加强26GBEKPO200100LEANBASICS1REV00PURPOSEANDGOAL明确目的与目标5建立一个规模无限广阔的企业它不仅拥有一套具有执行力的体系，而且能被反复实施成功的远景蓝图明确目的与目标知道决策确定企业价值观指导行为创建管理系统推进成果营运于与众不同的集中制/非集中制管理体系赢得竞争优势通过企业文化对整体加以巩固和加强目标创造可增强客户竞争力的价值目标五年内达到600亿美元销售额27GBEKPO200100LEANBASICS1REV005KEYVALUES确立企业价值观建立一个规模无限广阔的企业它不仅拥有一套具有执行力的体系，而且能被反复实施成功的远景蓝图明确目的与目标知道决策确定企业价值观指导行为创建管理系统推进成果通过企业文化对整体加以巩固和加强5项价值观深入广泛的紧密合作全心全意以客户为重深思熟虑，迅速而规范地贯彻实施不懈追求，持续改善矢志不渝，追求成功以人为本营运于与众不同的集中制/非集中制管理体系赢得竞争优势28GBEKPO200100LEANBASICS1REV00CREATEAMANAGEMENTSYSTEM创建管理系统建立一个规模无限广阔的企业它不仅拥有一套具有执行力的体系，而且能被反复实施成功的远景蓝图明确目的与目标知道决策确定企业价值观指导行为创建管理系统推进成果通过企业文化对整体加以巩固和加强营运于与众不同的集中制/非集中制管理体系赢得竞争优势29GBEKPO200100LEANBASICS1REV00OPERATEINADIFFERENTIATEDCENTRALIZED/DECENTRALIZEDSYSTEM营运与众不同的集中式/非集中制管理体系建立一个规模无限广阔的企业它不仅拥有一套具有执行力的体系，而且能被反复实施成功的远景蓝图明确目的与目标知道决策确定企业价值观指导行为创建管理系统推进成果通过企业文化对整体加以巩固和加强营运于与众不同的集中制/非集中制管理体系赢得竞争优势30GBEKPO200100LEANBASICS1REV00REINFORCEDBYACULTURE通过企业文化加强建立一个规模无限广阔的企业它不仅拥有一套具有执行力的体系，而且能被反复实施成功的远景蓝图明确目的与目标知道决策确定企业价值观指导行为创建管理系统推进成果通过企业文化对整体加以巩固和加强5项价值观深入广泛的紧密合作全心全意以客户为重深思熟虑，迅速而规范地贯彻实施不懈追求，持续改善矢志不渝，追求成功以人为本伟创力领导应具备的素质智慧与常识兼备良好的判断能力准确地预见力具有改革，创新的企业家精神崇高的职业道德注重结果，努力不懈忠诚诚实谦虚及毫无私心积极的合作精神营运于与众不同的集中制/非集中制管理体系赢得竞争优势31GBEKPO200100LEANBASICS1REV00MEETINGTODAYSCHALLENGESANDEXPECTATIONS挑战与期望THECHALLENGE挑战TIMETOMARKET上市时间LONGLEADTIMES长周期COSTS成本PEOPLEDEVELOPMENT人员发展HIGHMIX/LOWVOLUMESCOMPLEXITY多品种/小批量复杂性SERVICEFEATURES/FLEXIBILITY服务特点/弹性SEAMLESSACROSSOPERATIONS跨领域无间合作WHOLEVALUECHAINRELATIONSHIPS完整价值链关系MARKETEXPECTATION市场期望FASTERTIMETOMARKET更快到达市场FASTERMANUFACTURINGLEADTIMES更短制造周期LOWERCOSTS更低成本OPENBOOKPOLICIES易于了解的方针/政策HIGHMIX/LOWVOLUMECOMPETENCY多品种/小批量供应能力MAXIMUMFLEXIBILITY最大化弹性RAPIDRESPONSETIME快速响应OPERATEASONECOMPANY运营如同一家公司STRONGERRELATIONSHIP更牢固的关系THEOBJECTIVEBALANCEOPERATIONALPERFORMANCEWITHCREATIONOFCUSTOMERVALUETOINCREASECOMPETITIVEADVANTAGEFORBOTH目标平衡运营绩效，为双方增加客户价值和竞争优势。32GBEKPO200100LEANBASICS1REV00NEEDTOALIGNWITHFLEXTRONICSVISION与公司远景一致OUREXISTINGANDPOTENTIALCUSTOMERSAREDRIVINGNEWANDMOREDEMANDINGREQUIREMENTSFLEXTRONICSMUSTSTAYAHEADOFTHESTRATEGIESANDPHILOSOPHIESTHATDRIVETODAYSMARKETANDCUSTOMERS现有和潜在客户不断有更多，更新的需求。公司必须制定策略来引领市场和客户。FLEXNEEDSASTRATEGYFORPROFITANDGROWTHTHROUGHFLEX需要带来盈利和成长的策略APHILOSOPHYOFVALUECREATION价值创造JUSTINTIMETHINKING准时制生产的概念CONTINUOUSWASTEELIMINATIONEFFORTS不断消除浪费INTENSEFOCUSONQUALITY强烈关注品质EMPOWERINGPEOPLETOMAKETHINGSHAPPEN充分授权STRATEGYQUALITYPEOPLEJITVALUE策略准时制生产品质人员价值33GBEKPO200100LEANBASICS1REV00MANAGEMENTSTRATEGYCOMPATIBILITYISSUES管理策略的兼容性UNIVERSITYOFKENTUCKY,JOACHIMKNUFLEANSYSTEMSPROGRAM一个好的目标只能让我们走到这里STRATEGYSTRATEGY34GBEKPO200100LEANBASICS1REV00FLEXTRONICSMANAGEMENTSYSTEMLEAN管理系统UNIVERSITYOFKENTUCKY,JOACHIMKNUFLEANSYSTEMSPROGRAMSTRATEGYSTRATEGYSTOCK远景，目的，文化价值定义决定价值拉动矩阵执行EXECUTIVESTRATEGIESMUSTBELINKEDTOEXECUTION策略必须与执行联系PRINCIPLES,METHODSANDACTIVITIESTHATDRIVETHEORGANIZATION原则，方法及行动才能拉动组织变革VISION,PURPOSE,CULTUREMANAGEMENTPHILOSOPHYVALUEDECISIONMAKINGVALUEDRIVENMETRICSEXECUTION35GBEKPO200100LEANBASICS1REV00STILLALONGWAYYET,BUTCOMMITTEDTOSUCCEED成功仍非近在咫尺价格成本利润市场拉动卓越营运可能性机会概念发展生产逐步淘汰远景使命策略人员工具最大回报STRATEGYPRICECOSTPROFITMARKETDRIVENMAXIMUMRETURN策略STRATEGYOPERATIONSEXECUTIONEXCELLENCEFEASIBILITYOPPORTUNITYCONCEPTDEVELOPMENTPRODUCTIONPHASEOUTVISIONMISSIONSTRATEGYPEOPLETOOLS36GBEKPO200100LEANBASICS1REV00WHATFLEXLEANISASKINGFLEXLEADERSHIP什么是FLEXLEAN要求的领导力COSTDRIVENBEHAVIOR成本驱动ONLYABOUTRESULTSLITTLECONCERNFORHOW仅为了结果很少关心过程VALUERIGHTNESS价值取向CONTROLPEOPLEFORRESULTS以结果论成败CONTROLASMEANSFORINSPECTION以检查作为控制方式AFTERTHEFACTAWARENESS事后才知道ANSWERORIENTED答案导向POWERISKNOWING,HAVING,KEEPING管理者只是知道,拥有,保持BASEDONNUMBERS,GOALS,REPORTING建立在数字,目标,报告的基础之上品质交期QUALITY品质交期成本DELIVERYCOSTPARADIGMSHIFTPROCESSDRIVENBEHAVIOR过程驱动行为UNDERSTANDHOWTHINGSWORK知道如何发生的VALUEIMPROVEMENT价值提升CONTROLTHEPROCESSWITHPEOPLE控制过程CONTROLASATOOLFORIMPROVEMENT作为工具控制REALTIMEAWARENESS实时了解QUESTIONORIENTEDEXPLOREWHATWORKS问题导向探究什么在起作用POWERISINHELPING,TEACHING,SUPPORTING管理者帮助，教导，支持BASEDONSENSING,LISTENING,LOOKING建立在感觉，听觉，视觉COST成本QUALITYDELIVERY37GBEKPO200100LEANBASICS1REV00ALIGNINGFLEXLEANTOFLEXTRONICSSUCCESS与公司成功一致成本COST品质交期QUALITYDELIVERY品质QUALITY交期成本DELIVERYQUALITYPARADIGMSHIFTMARKETDRIVEN市场拉动RESULT结果STRATEGY策略价格成本利润PRICECOST卓越营运可能性机会概念发展生产逐步淘汰远景使命策略人员工具建立一个规模无限广阔的企业它不仅拥有一套具有执行力的体系，而且能被反复实施成功的远景蓝图明确目的与目标知道决策确定企业价值观指导行为创建管理系统推进成果通过企业文化对整体加以巩固和加强营运于与众不同的集中制/非集中制管理体系赢得竞争优势OPERATIONSEXECUTIONEXCELLENCEFEASIBILITYOPPORTUNITYCONCEPTDEVELOPMENTPRODUCTIONPHASEOUTVISIONMISSIONSTRATEGYPEOPLETOOLS创造可增强客户竞争力的价值目标5目标五年内达到600亿美元销售额PRICEPROFIT38GBEKPO200100LEANBASICS1REV00LEADERSHIPTOSUPPORTAFLEXLEANORGANIZATION领导力支援LEAN组织SUPERVISORSMANAGERSDIRECTORSCEOOPERATORSATTENTION/SUPPORTAUTHORITYCUSTOMERSUPERVISORSMANAGERSDIRECTORSCEOOPERATORSATTENTIONCONTROLCUSTOMERPOWER权力SUPPORT支持POWERISTHEABILITYTOMAKESOMEONEDOYOURWILLBECAUSEOFYOURPOSITIONOFSTRENGTH权力可以使人按你的意愿做事因为你职位力量EMPOWERMENT授权AUTHORITYISTHESKILLOFGETTINGSOMEONETOWILLINGLYCARRYOUTATASKBECAUSEOFYOURPERSONALINFLUENCE威信能够使人自愿去执行一个任务因为你的个人影响力39GBEKPO200100LEANBASICS1REV00LEADERSHIPRESPONSIBILITY领导力职责KNOWYOURCUSTOMER了解你的客户UNDERSTANDTHEVALUEFLEXNEEDSTODELIVER明白公司所需要传递的价值DEVELOPPROCESSSTABILITY使过程更加稳定KNOWYOURPEOPLETRAINEDANDEMPOWEREDEMPLOYEES了解你的员工训练及授权KNOWYOURPROCESS了解你的流程MEASUREIMPROVEMENT衡量方式提升INSUREHIGHLEVELOFSUPPORTTRAINING,TIME,RESOURCES,确保足够支持训练,时间,资源,稳定提升简化标准化DEVELOPLEADERSFOCUSEDONPROCESSEXECUTIONEXCELLENCE领导力发展侧重在流程执行优化STABILIZETHENIMPROVESIMPLIFYSTANDARDIZEDMN01761NOTESWSTAKTTIMESEQUENCESTANDARDWIP40GBEKPO200100LEANBASICS1REV00MANAGERS,SUPERVISORS,LEADERS经理，主管，领导者提升IMPROVESTABILIZE稳定TOPMGT高层管理者MIDDLEMGT中介管理者SUPERVISORS主管OPERATORS作业员SIMPLIFYSTANDARDIZE简化标准化MASSAKIIMAI,GEMBAKAIZENMCGRAWHILL1997,P4IMPROVEMENTSMUSTRESULTINNEWSTANDARDSTHATWILLINSUREASTABLESYSTEMWHENDISCIPLINEANDEFFORTAREINPLACETOUPHOLDTHEM改善必须产生新标准，从而保证系统稳定。STEADYSMALLINCREMENTALIMPROVEMENTTHROUGHKAIZENWORKSIMPLIFIESTHECONTINUOUSIMPROVEMENTPROCESS通过改善获得稳定的进步将简化不断改善的过程41GBEKPO200100LEANBASICS1REV00STOPABNORMALITY异常停线TAKTTIMEPRODUCTION节拍时间生产SINGLEPIECEFLOW单片流动PULLPRODUCTION拉动式生产AUTONOMATION自动化SEQUENCING顺序生产LEVELLOADING负荷平均化JIT准时生产JIDOKA自动化HEIJUNKA均衡生产THEFLEXTRONICSLEANENTERPRISE伟创力精益生产VSM价值流程图,5S,SUPERMARKET超市VSM价值流程图,5S,SUPERMARKET超市增加价值，消除浪费增加价值，消除浪费价值流程图在整个价值流中识别并消除浪费FLE伟创力精益生产42GBEKPO200100LEANBASICS1REV005PRODPREPPROCESS4JITPULLPRODUCTIONTAKTTIMESINGLEPIECEFLOWTAKTTIMESTANDARDWIPOPSEQUEN