丰田方式14项原则作者介绍和概略解说

1、The 14 Principles of the Toyota Way:An Executive Summary of the Culture Behind TPS丰田方式的14项原则：TPS背后的文化及经营管理概要Jeffrey Liker杰佛里·莱克教授密执根大学工程学院教授，日本技术管理项目主任，精益生产认证项目主任，工业和工程运营系主任，四次新乡重夫卓越成就奖的获得者。杰佛里·莱克教授多年来持续地研究丰田公司及其管理实践活动, 他有关丰田的文章发表在“哈佛商业期刊The Harvard Business Review”, “斯隆管理期刊Sloan Managemen

2、t Review”等重要杂志上, 是一位丰田管理研究基调演讲人，他还通过自己的咨询公司Optiprise, Inc.开展咨询活动。近来的客户有亨氏Hertz,卡特彼勒Caterpillar, 机器人Android, 阿利法Areva, 利奥汀拓矿业Rio Tinto Mining, 坦尼自动化Tenneco Automotive, 杰克逊维尔海军航空兵兵站Jacksonville Naval Air Depot, 美国空军军需部队US Airforce Material Command, 詹森控制器Johnson Controls, 哈雷机车Harley Davidson, 伊顿Eaton,和

3、日本富士通Fujitsu Technical Services. Since Toyotas founding we have adhered to the core principle of contributing to society through the practice of manufacturing high-quality products and services. Our business practices and activities based on this core principle created values, beliefs and business m

4、ethods that over the years have become a source of competitive advantage. These are the managerial values and business methods that are known collectively as the Toyota Way.Fujio Cho, President Toyota (from the Toyota Way document, 2001)从丰田创立以来，我们一直坚持通过制造好产品提供好服务来贡献社会的核心原则。多年来，基于这一核心原则创造的价值、信念和业务方法，

5、我们的业务实践和活动已经成为我们的竞争优势的源泉。这些管理价值和业务方法整体来说就是丰田方式。张富士夫，丰田董事长（摘自丰田方式文件，2001）The Toyota Way Is More than Tools and Techniques丰田方式不仅只是工具和手法In the Toyota Way, its the people who bring the system to life: working, communicating, resolving issues, and growing together. From the first look at excellent compan

6、ies in Japan practicing lean manufacturing, it was clear that the workers were active in making improvement suggestions. But the Toyota Way goes well beyond this; it encourages, supports, and in fact demands employee involvement. 依丰田方式看来，工作，沟通，解决问题都要靠人，大家共同成长，并创造丰田方式这一系统。只要对日本优秀的施行精益生产方式公司稍加观察，就可清晰地

7、发现现场员工积极地提案改善。但是，丰田公司所做的远远超过这些，公司鼓励、支持并切实要求员工参与。The more I have studied TPS and the Toyota Way, the more I understand that it is a system designed to provide the tools for people to continually improve their work. The Toyota Way means more dependence on people, not less. It is a culture, even more t

8、han a set of efficiency and improvement techniques. You depend upon the workers to reduce inventory, identify hidden problems, and fix them. The workers have a sense of urgency, purpose, and teamwork because if they dont fix it there will be an inventory outage. On a daily basis, engineers, skilled

9、workers, quality specialist, vendors, team leaders, andmost importantlyoperators are all involved in continuous problem solving and improvement, which over time trains everyone to become better problem solvers. 我（丰田方式14项管理原则的作者）对TPS和丰田方式的研究越多，就越理解这是一套特意为作业员持续改进他们工作的提供工具的系统。它让作业员对解决问题有急迫感，他们有目标并能够团队合

10、作，因为如果他们不解决问题，库存会很快用尽。每天工程师、熟练的作业员、质量专员、供应商、班长， 最重要的是作业员全员参与问题的改善和问题的解决，随着时间的推移，每人都被培训成优秀的问题解决者。One lean tool that facilitates this teamwork is called 5S (sort, stabilize, shine, standardize, sustain), which is a series of activities for eliminating wastes that contribute to errors, defects, and inj

11、uries. In this improvement method, the fifth S, sustain, is arguably the hardest. Its the one that keeps the first four Ss going by emphasizing the necessary education, training, and rewards needed to encourage workers to properly maintain and continuously improve operating procedures and the workpl

12、ace environment. This effort requires a combination of committed management, proper training, and a culture that makes sustaining improvement a habitual behavior from the shop floor to management.5S（整理、整顿、清扫、清洁和素养）是一项促进团队合作的精益工具，是一系列消除浪费的活动，浪费造成失误、缺陷和工安事件。这种方法的第5个S，即素养看起来似乎是最难做得到的。它强调必需通过教育、训练和奖赏来鼓励

13、员工正确地保持和不断改进作业的程序和工作环境。这一努力必须包括管理层承诺、正确的训练和公司文化的结合，才能支撑从现场到管理层的保持改善的常态行为。 Some counter-intuitive truths within the philosophy of TPS.TPS思想当中某些看起来似乎违反直觉的真理l Often the best thing you can do is to idle a machine and stop producing parts. You do this to avoid over production, the fundamental waste in TP

14、S.经常是最好让设备空闲着不生产工件。如果你这样做可以避免过量生产，过量生产在TPS看来是最根本的浪费。l Often it is best to build up an inventory of finished goods in order to level out the production schedule, rather than produce according to the actual fluctuating demand of customer orders. Leveling out the schedule (heijunka) is a foundation for

15、 flow and pull systems and for minimizing inventory in the supply chain. (Leveling production means smoothing out the volume and mix of items produced so there is little variation in production from day to day.)经常是最好建立一些成品库存以平衡生产进度，而不是按客户实际波动的需求订单来生产。平衡生产进度（平准化）是流动和拉动系统和供应链库存最小化的基础（平准生产的意思是产量平滑和混线生产

16、以便使每天的生产量只有很少波动）l Often it is best to selectively add and substitute overhead for direct labor. When waste is stripped away from your value-adding workers, you need to provide high-quality support for them as you would support a surgeon performing a critical operation.经常是最好有选择性地增加间接人员或用间接人员替换直接人员。当浪

17、费从直接作业员那里剔除后，你需要为他们提供高质量的支持，就像你需要外科医生才能动手术一样。l It may not be a top priority to keep your workers busy making parts as fast as possible. You should produce parts at the rate of customer demand. Working faster just for the sake of getting the most out of your workers is another form of over production

18、 and actually leads to employing more labor overall.让员工尽可能快地忙于制造工件，可能不是你应该优先考虑的事情。你应该按照客户要求的节拍制造。仅仅为了让员工能满负荷而加快工作是另外一种过量生产行为最终导致整体上雇佣更多员工。l It is best to selectively use information technology and often better to use manual processes even when automation is available and would seem to justify its co

19、st in reducing your headcount. People are the most flexible resource you have. If you have not efficiently worked out the manual process, it will not be clear where you need automation to support the process.最好有选择地利用信息技术，经常是用人来做会更好，即使可以有自动化技术可用并且成本合理因为能够减人。员工是最具灵活性的资源，如果你还没有有效地设计和彻底改进手工过程，那么你就不会明白到底

20、哪里需要自动化来支持制造过程。In other words, Toyotas solutions to particular problems often seem to add waste rather than eliminate it. The reason for these seemingly paradoxical solutions is that Ohno had learned from his experiences walking the shop floor a very particular meaning of non-valued-added waste: it

21、had little to do with running labor and equipment as hard as possible, and everything to do with the manner in which raw material is transformed into a saleable commodity. For Ohno, the purpose of his journey through the shop floor was to identify activities that added value to raw material, and get

22、 rid of everything else.换言之，丰田公司对于某些特定问题的解决方法经常好像增加浪费而不是减少浪费。其实这些似乎矛盾的解决方法的是因为大野耐一从他深入现场所得的经验中体认到非增值浪费的非常特别的涵义：浪费同作业员和设备尽可能地大负荷地工作和运转没有多大关系，但是同从原料到可销售的商品的转化方式相关的每件事都有关系。对于大野耐一来讲，他走过现场的目的就是要识别为原料增值的过程，剔除其他的一切。Executive Summary of the 14 Toyota Way Principles专为经理人而总结的丰田方式的14项原则Section I: Long-Term Phi

23、losophy第1部分：长期的价值观Principle 1. Base your management decisions on a long-term philosophy, even at the expense of short-term financial goals.第1项原则：即使短期的财政目标有所损失，也要基于长期的价值观做出管理上的决策。n Have a philosophical sense of purpose that supersedes any short-term decision making. Work, grow, and align the whole or

24、ganization toward a common purpose that is bigger than making money. Understand your place in the history of the company and work to bring the company to the next level. Your philosophical mission is the foundation for all the other principles.具有一种超越任何短期决定的长远的贤明的观点，运作、培养、调整整个组织面向一个比赚钱更大的共同的目标。认清你在组织

25、历史上的位置，带领组织达到更高水平。你的哲学使命是所有其他原则的基础。n Generate value for the customer, society, and the economy it is your starting point. Evaluate every function in the company in terms of its ability to achieve this.培育客户、社会和经济体系的价值，作为你的出发点。以获得这种价值能力来评价组织的每项功能。n Be responsible. Strive to decide your own fate. Act w

26、ith self-reliance and trust in your own abilities. Accept responsibility for your conduct and maintain and improve the skills that enable you to produce added value.承担责任，以自己的抗争决定自己的宿命。凭藉自恃力并且深信自我。 为自己的行为负起责任，保持并改善那些能够让你创造附加价值的才能。Section II: The Right Process Will Produce the Right Results第2部分：正确的过程产

27、出正确的结果Principle 2. Create continuous process flow to bring problems to the surface.第2项原则：创立连续的过程流动以使问题浮上表面。n Redesign work processes to achieve high value-added, continuous flow. Strive to cut back to zero the amount of time that any work project is sitting idle or waiting for someone to work on it.

28、重新设计制造过程以获得高附加值的连续的流动，努力将任何空闲或等待某人处理的时间削减到零。n Create flow to move material and information fast as well as to link processes and people together so that problems surface right away.创造材料和信息的快速流动，同时将制造过程和人连接在一起以使问题立刻表面化。n Make flow evident throughout your organizational culture. It is the key to a tru

29、e continuous improvement process and to developing people.凸显流动，让它贯穿于组织文化之中。这是不断改进制造过程和造就人才的关键。Principle 3. Use pull systems to avoid overproduction.第3项原则：使用拉动的系统，避免过量生产。n Provide your downline customers in the production process with what they want, when they want it, and in the amount they want. Ma

30、terial replenishment initiated by consumption is the basic principle of just-in-time.在他们需要的时候，以他们要求的数量，为下游客户提供他们所需要的物品，材料的补充由消耗来启动这是JIT准时化生产的基本原则。n Minimize your work in process and warehousing of inventory by stocking small amounts of each product and frequently restocking based on what the custome

31、r actually takes away.通过小批量进货和基于客户实际取用状况频繁进货，减少过程在制品和库存量。n Be responsive to the day-by-day shifts in customer demand rather than relying on computer schedules and systems to track wasteful inventory.响应每天客户的变化，而不是按计算机的表格和系统来跟踪那充斥浪费的库存状况。Principle 4. Level out the workload (heijunka). 第4项原则：夷平工作的负荷（平准

32、化）n Eliminating waste is just one-third of the equation for making lean successful. Eliminating overburden to people and equipment and eliminating unevenness in the production schedule are just as important yet generally not understood at companies attempting to implement lean principles.消除浪费只等于精益成功

33、的三分之一，消除人工和设备的过重负担以及生产计划的不均衡同样重要，这一点在试图实施精益生产原则的公司里一般都没有得到理解。n Work to level out the workload of all manufacturing and service processes as an alternative to the stop/start approach of working on projects in batches that is typical at most companies.努力夷平所有制造和服务工作的负荷，而不是代之以停止/启动的方式批量进行，这在大多数的公司是典型的做法

34、。Principle 5. Build a culture of stopping to fix problems, to get quality right the first time.第5项原则：创造停下来去解决问题的这样一种企业文化，第一次就把质量做好。n Quality for the customer drives your value proposition.客户质量推动你的价值主张。n Use all the modern quality assurance methods available.运用所有可用的现代质量保证方法。n Build into your equipmen

35、t the capability of detecting problems and stopping itself. Develop a visual system to alert team or project leaders that a machine or process needs assistance. Jidoka (machines with human intelligence) is the foundation for building in quality.在你的设备上打造检测问题并自动停止的能力。开发可视系统来提示团队或项目的领导一台机器或一个过程需要协助。Jid

36、oka （拥有人的智慧的机器）是制造质量的基础。n Build into your organization support systems to quickly solve problems and put in place countermeasures.在公司内打造支持系统来快速解决问题并实施对策。n Build into your culture the philosophy of stopping or slowing down to get quality right the first time to enhance productivity in the long run.在公

37、司文化之打造停下来或慢下来让事情一次就做好的哲学，以长远地强化公司的生产力。Principle 6. Standardized tasks are the foundation for continuous improvement and employee empowerment.第6项原则：将标准化作业当成持续改进和员工成长的基础。n Use stable, repeatable methods everywhere to maintain the predictability, regular timing, and regular output of your processes. It

38、 is the foundation for flow and pull.无论在哪里都应用稳定的可任意复制的方法， 来保持过程的可预见性、正常的时限和正常的产出。这就是拉动式物流的基础和前提。n Capture the accumulated learning about a process up to a point in time by standardizing todays best practices. Allow creative and individual expression to improve upon the standard; then incorporate it

39、into the new standard so that when a person moves on you can hand off the learning to the next person.通过将当前的最佳实践标准化，以捕捉到某一时点前积累起来的学习成果。允许创造性的和个人参与改进标准；然后适时地加入到新的标准中，这样当有人离开公司时积累起来的学习成果可传承下去。Principle 7. Use visual control so no problems are hidden.第7项原则：推行目视化管理，任何问题全都无处藏身。n Use simple visual indicat

40、ors to help people determine immediately whether they are in a standard condition or deviating from it.使用简单的目视化的显示器来帮助人们确定即时他们是处于正确的标准状态还是有所偏离。 n Avoid using a computer screen when it moves the workers focus away from the workplace.当计算机屏幕转移现场员工的注意力时应当避免使用它。n Design simple visual systems at the place

41、 where the work is done, to support flow and pull.在工作被完成的地方设计简单的目视系统来支持拉动式的物流。n Reduce your reports to one piece of paper whenever possible, even for your most important financial decisions.只要有可能就要将报告缩减到一张纸上，即使那是你的最重要财政报告。Principle 8. Use only reliable, thoroughly tested technology that serves your

42、people and processes.第8项原则：只使用可靠的和经过彻底验证过的技术来服务你的员工和过程。n Use technology to support people, not to replace people. Often it is best to work out a process manually before adding technology to support the process.应用技术来支持员工而不是取代他们。通常最好增加技术来支援一个过程之前，先用人来对该过程瘦身。n New technology is often unreliable and dif

43、ficult to standardize and therefore endangers flow. A proven process that works generally takes precedence over new and untested technology.新技术经常不可靠且难于标准化，进而危及正常的物流。一个业已验证过程通常比未验证新技术更好。n Conduct actual tests before adopting new technology in business processes, manufacturing systems, or products.在业务

44、过程、制造系统以及产品上采用新技术前一定要进行验证。n Reject or modify technologies that conflict with your culture or that might disrupt stability, reliability, and predictability.要拒绝或修改与公司文化冲突的以及可能会破坏稳定性可靠性和可预见性的技术。n Nevertheless, encourage your people to consider new technologies when looking into new approaches to work.

45、Quickly implement a thoroughly considered technology if it has been proven in trials and it can improve flow in your processes.不过要鼓励员工在找寻工作的新方法时考虑新技术，如果经过试验验证它可以改善过程，要快速实施这种深思熟虑的技术。Section III: Add Value to the Organization by Developing Your People and Partners 第3部分：发展人力资源和合作伙伴为公司创造价值Principle 9. G

46、row leaders who thoroughly understand the work, live the philosophy, and teach it to others.第9项原则：培养深刻理解工作、秉承公司价值观并能传授这一价值观的领导者n Grow leaders from within, rather than buying them from outside the organization.要在公司内培养干部，尽量不要花大价钱从公司外面招聘。n Do not view the leaders job as simply accomplishing tasks and h

47、aving good people skills. Leaders must be role models of the companys philosophy and way of doing business.不能简单地看待干部的工作就是完成任务和具备良好人事技巧。干部必须是公司经营理念和业务方式的楷模。n A good leader must understand the daily work in great detail so he or she can be the best teacher of your companys philosophy.一个好干部必须非常理解日常工作，这

48、样他/她才能成为公司经营理念的最好的教师。Principle 10. Develop exceptional people and teams who follow your companys philosophy.第10项原则：开发杰出的遵循公司的价值观的人才和团队。n Create a strong, stable culture in which company values and beliefs are widely shared and lived out over a period of many years.融合公司的广泛共享且经年不衰价值观和信念，创造一种强大而稳定的公司文化

49、。n Train exceptional individuals and teams to work within the corporate philosophy to achieve exceptional results. Work very hard to reinforce the culture continually.训练杰出的人才和团队，遵循公司的经营理念，达成卓越的成果。努力地工作不断强化公司文化。n Use cross-functional teams to improve quality and productivity and enhance flow by solvi

50、ng difficult technical problems. Empowerment occurs when people use the companys tools to improve the company.通过多功能小组以解决技术难题来改善质量和生产力并加强物流。当员工应用公司的工具改善公司时他的能力就得以增加。n Make an ongoing effort to teach individuals how to work together as teams toward common goals. Teamwork is something that has to be le

51、arned.不断努力来教育员工如何以团队的方式为共同目标而工作，团队合作是必修课。Principle 11. Respect your extended network of partners and suppliers by challenging them and helping them improve.第11项原则：尊重你的合作伙伴和供应商，激励并帮助他们进行改善n Have respect for your partners and suppliers and treat them as an extension of your business.尊重你的合作伙伴和供应商，将他们看成

52、自己业务的延伸。n Challenge your outside business partners to grow and develop. It shows that you value them. Set challenging targets and assist your partners in achieving them.挑战你的业务伙伴让他们成长和发展，这表示你重视他们。给他们订立一个有挑战性的目标并帮助他们达成它。Section IV: Continuously Solving Root Problems Drives Organizational Learning第4部分：

53、不断地解决根本问题，推动组织学习Principle 12. Go and see for yourself to thoroughly understand the situation (genchi genbutsu).第12项原则：亲自到现场去看，彻底地了解现况（现地现物）。n Solve problems and improve processes by going to the source and personally observing and verifying data rather than theorizing on the basis of what other peop

54、le or the computer screen tell you.到现场去亲自观察和验证数据来解决问题改善过程， 而不是基于他人的报告和计算机的屏幕来理论推导。 n Think and speak based on personally verified data. Even high-level managers and executives should go and see things for themselves, so they will have more than a superficial understanding of the situation.根据个人验证过的数据

55、思考和讲话。即使是高阶的经理和总裁都应该亲自去看，如此一来他们对于状况就不会只有肤浅的理解。Principle 13. Make decisions slowly by consensus, thoroughly considering all options; implement decisions rapidly (nemawashi).第13项原则：不要急于做决定，要取得共识，要彻底考虑所有的选项，做出决定后就迅速地贯彻执行（根回）。n Do not pick a single direction and go down that one path until you have thor

56、oughly considered alternatives. When you have picked, move quickly but cautiously down the path.除非经过了深思熟虑，否则不要选择一个方向就在这条路走下去，一旦选择了一个方向要快速行动但一路上要多加小心。n Nemawashi is the process of discussing problems and potential solutions with all of those affected, to collect their ideas and get agreement on a path forward. This consensus process, though time-consuming, helps broaden the search for solutions, and once a decision is