精益卓越概述

1、Lean Excellence Overview 精益卓越概述,Agenda,Why Lean? 为什么要推行精益生产 2. How is Lean deployed? 如何开展精益 3. What is Lean? 什么是精益 4. What is the Lean Excellence Deployment Model? 卓越精益开展模式,Why Lean?,Toyota doubled its market share from 2000 to 2010 and became no. 1 car manufacturer a number of times from 2009 onwar

2、ds,Honeywell have outperformed the S&P 500 Index by over 100% over the last 10 years using the Honeywell Operating System (HOS) as a major driver of their Business,Porsche, starting in the early 1990s, used a Lean Enterprise Strategy (End-to-End) as a basis of its turnaround strategy and became the

3、most profitable car company in the world,Danaher has grown profitably by almost 20% every year for the past 20 years, using a CI based Business System (Share Price growth of 2,909%),Moved from a factory based CI approach to a Business wide people system: 289% Share Price increase over 10 years (June

4、 2003 June 2013),Why Lean?,Time,Effectiveness,Philips Excellence STARTS WITH YOU,We govern through Business-Market Combinations and single value-added layer,We serve our customers with speed & excellence through lean, Process-driven End2End value chain,We champion our Growth and Performance Culture,

5、 always acting with integrity,We embrace continuous improvement and learning to enhance our capabilities,Our Accelerate! Journey 持续改进是我们可以最大限度地提高客户满意度的最有效的方式。 持续改进是飞利浦成功的基础，我们致力于为我们的客户提供快速，卓越的产品和服务通过精益、流程驱动和一个不断完善和学习提高自身能力的培养。,We are a learning organization that applies common Operating principles t

6、o deliver Philips Excellence,Lean thinking drives a principle driven transformation,Principle Driven原则推动,System Driven系统推动,Tool Driven工具推动,Embedding principles into culture,Embedding principles into culture,Embedding principles into culture,Structuring tools into a systems context,Using specific met

7、hods to create point solutions,工具驱动的改进活动转变为原则驱动。端对端的思维作为我们实践的主要驱动力，是一个以人为本的方式看待我们的顾客价值链。通过这种方法，我们能够最大限度地提高我们的客户，员工和股东的价值，通过消除浪费的活动作为我们的日常工作的一个组成部分。,Customers care about the value they receive. It is up to us to ensure our processes and the way we organize ourselves deliver this.,我们所做的一切从开始到结束都围绕着我们的

8、客户，无论他们是直接的客户，最终用户或消费者。 客户关注的是他们收到的价值。我们需要确保我们的流程和组织结构运作良好，确保为客户提供认可的价值 如果我们不能满足我们的客户，我们将失去我们的竞争力。,Agenda,1. Why Lean? 2. How is Lean deployed? 3. What is Lean? 4. What is the Lean Excellence Deployment Model?,Lean systematically系统 Aligns结合 people人 and Processes过程 with our strategy策略.,精益有两个主要要素：过程或技

9、术部分和人的部分。我们需要努力工作，有一个持续不断的改进文化 通过方针管理,How do we satisfy the customer? Traditional versus lean thinking,Quality,Delivery,Cost,Lean thinking vs. traditional improvement,NVA,VA,Typical Company,NVA,VA,Traditional Process Improvements,Focus on the value added,NVA,VA,Lean Enterprise,Focus on the non-value

10、 added,Time,Specify value,2. Map the value stream,3. Establish flow,5. Work toward perfection,4. Implement pull,Agenda,1. Why Lean? 2. How is Lean deployed? 3. What is Lean? 4. What is the Lean Excellence Deployment Model?,What is Lean?,The pursuit of perfection via a systematic approach to identify

11、ing and eliminating waste through continuous improvement of the Value Stream, enabling the product or information to flow at a rate determined by the pull of the customer 追求完美，通过一个系统的方法来识别和消除浪费，通过持续改进的价值流，使产品或信息的流动由客户的拉动 带动。,Lean Thinking is a holistic approach 精益思想是一种整体性的方法,Problem Solving & Perfor

12、mance Management Sustaining & improving performance every single day at individual and team level through daily management, rapid problem solving, visual management and continuous improvement.,Processes Accelerating growth by meeting customer requirements at highest quality, shortest lead time and l

13、owest cost through reducing waste and increasing flow.,People Designing our organization to deliver on customer needs by leveraging span of control, roles & responsibilities, capability building and people engagement.,Principles & Philosophy Using lean thinking and behaviors to support processes, pe

14、rformance management and people development.,Voice of the customer,Lean Thinking applied across Philips,Lean Solutions (e.g. Healthcare or Lighting installations) ,Lean Innovation (e.g., IT, R&D, Upstream Marketing, etc.),Lean Office (e.g. P2P, Finance, Sales, After Sales support, etc.),Lean Supply

15、(e.g. Factories, Warehousing, Distribution, Suppliers, etc.),Nature of activity,Value Stream,Project项目,Repetitive重复的,Physical看得到的,Virtual看不到的,What is Lean NOT?,Lean is NOT the next headcount reduction exercise 精益不是裁员 BUT: Lean creates opportunities for doing more value added activities 精益创造了更多的增值活动的

16、机会 Lean will not succeed if the initiative stays limited to “Operations” 只停留在“操作”层面就不会成功 Lean is NOT about working harder, but working smarter 精益不是更努力工作，而是更聪明（你真的看到精益思想组织的人比那些非精益组织的人更轻松，也不那么紧张。这并不是说他们事情做得少，只是他们花更多的时间在顾客价值的东西上，而不是那些他们不喜欢的东西）。,What are the enemies敌人 of Lean?,activities that do not add

17、 value,workload that is not balanced,work that creates burden for the team members or processes,Examples of Mura, Muri and Muda,Waste Transportation Inventory Motion Waiting Over-processing Overproduction Defects Skills,Unevenness high - low season deadlines end-of-month orders month-end closing,Ove

18、rburden unequal work load distribution everyday fire-fighting stress and burn-out,The 7 + 1 Wastes,Transportation Inventory Motion Waiting Over-processing Over-production Defects Skills,KaizenThe philosophy of continuous improvement,Kaizen Ki-zen A continuous improvement mindset Everything that we d

19、o today can be improved Kaizen has no end,Kaizen Process,Standardize/ Adherence,Root Cause,Implement Solutions,Expose and Quantify Problems,Standardization and Kaizen,22,What is a Kaizen Event?,Structured框架 activity with implementation focus Aligned with strategy Employee Involvement Utilizes specif

20、ic tools to identify and eliminate waste Requires dedicated support,“HAVING AN EYE FOR WASTE”,Agenda,1. Why Lean? 2. How is Lean deployed? 3. What is Lean? 4. What is the Lean Excellence Deployment Model?,Savings of over 160M Quality improvements of 30% Year-on-Year Inventory reductions of 30% Floor

21、 space reductions typically 20-30% Kaizen implemented 140K,Lean thinking impact in Philips (2009-2012),Lean deployment in office methodology,Function/BPO Engagement,Phase 1,Model Site Deployment,Phase 2,Replication across Function or process,Phase 3,Sustaining Excellence & Continuous Improvement,Pha

22、se 4,People Systems,Organisational Readiness Burning Platform Deployment Roadmap Deployment Charter Model Sites and Scope Model Sites Readiness Review,Vision of Excellence Visualize processes and define Vision of Excellence Implement Value Stream improvements Deploy Lean fundamentals Train Lean Navi

23、gators,Scale-up and Standardise Roll-out Sites Readiness Review Replicate across the sites, function or process Led by Lean Navigators Monitored by Function/BPO,Institutionalize & Improve Maturity Sustainability Continuous Improvement,4 Phases, 29 Activities,Process Systems,Lean deployment activitie

24、s in office,1.0 Deployment Introduction 1.1 Function/BPO Readiness 1.2 Lean Leadership 1.3 Site Communication Planning 1.4 MT Induction 1.X Phase 1 Exit,2.0 Kaikaku Experience 2.1 Lean Basics 2.2 Value Stream Mapping 2.3 Kaizen events 2.5 End2End Lean Leadership 2.6 6S for Office 2.7 Suggestion Syst

25、em 2.8 Standardized Work 2.9 Daily Management 2.10 Team Effectiveness 2.11 Hoshin Kanri 2.X Phase 2 Exit,3.0 Scale up and standardize for roll out 3.1 Roll-out Sites Readiness Review 3.2 Kaikaku Tour to Model Sites 3.3 Replicate Phase 2 Activities in 25 week waves 3.X Phase 3 exit,4.0 Renew Vision o

26、f Excellence 4.1 Enable self-directed teams 4.2 Institutionalize Continuous Improvement 4.3 Lean Accounting 4.4 HR and People Development Strategy 4.X Phase exit,Function/BPO Engagement,Phase 1,Model Site Deployment,Phase 2,Replication across Function or process,Phase 3,Sustaining Excellence & Conti

27、nuous Improvement,Phase 4,People Systems,Process Systems,5 Phases, 41 Activities,Proof of Concept, Model of Excellence established 观念，样板,Organization ready for deployment, critical gaps resolved 部署,Environment set for Lean Deployment 精益氛围,World Class Systems in place and maturing 走向成熟,Lean deploymen

28、t methodology in manufacturing,People Systems,Process Systems,1.0 Deployment Introduction 1.1 Organizational Readiness 1.2 Lean Leadership 1 1.3 On site Diagnostic 1.4 Hoshin Kanri 1.5 MT Induction Program 1.X Phase exit,“Are we ready for it?”,Lean deployment activities in manufacturing,2.0 Join Kai

29、kaku Tour 2.1 Value stream mapping + Lean Concepts Training 2.2 Team Design and Team Leader selection 2.3 Communication plan 2.4 Launch Model Line Kaizen 2.5 Train Model Line TL GL AM in Roles & Responsibilities 2.6 Begin Daily Management System (LSW & Kamishibai) 2.7 Model line 6S & Start Site wide

30、 TL/GL/AM Training 2.8 Induction Program 2.9 End2End Lean Leadership 2.10 Model Line Safety Culture 2.X Phase exit,“Does it work here?”,4.0 Implement Built in Quality System 4.1 Implement Production Smoothing 4.2 Implement Total Productive Maintenance (TPM) 4.3 Implement Continuous Flow 4.4 Implement Standard Work 4.5 Internal Logistics System 4.6 Supplier development 4.7 Extend Improvement to Supplier Logistics 4.8 Extend improvement to New product introduction (NPI) 4.9 Lean in Office 4.X Phase exit,“How do we go further?”,Lean deployment activities in manufac