丰田套路Toyota KATA中英文.ppt

1、a,1,Toyota Kata 丰田套路 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? 改善会在什么地方发生？,At process level.physical or service process (information | transactional) 在流程层面生产或者服务的流程（信息

2、| 交互）,a,7,Usual Triggers for Improvement 通常改善的出发点,Cost Reduction 降低成本 Productivity 生产率 Introduction of new. 新产品，流程，设计，技术等的导入 Problems 问题,a,8,Problem Definitions 问题的定义,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. 维基百科：问题很难有一个确定的、无异议的定义，但是，一般来说都问题包含有以下三个基本成分： 上下文 - 和问题相关的场景，指一组已经是明确已知(

4、?)的，关于问题的条件的描述。 目标 - 指关于构成问题的结论的明确的描述。 障碍 - 指问题的正确解决方法不是显而易见的，必须通过一定的思维活动，才能找到答案。 一般而言，问题是由于某些导致不能达到目的或者实现目标的认识障碍。它是指不期待的现状没有被解决或者事态出现意外。,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. 商业字典： 一个认为现有的状态和一个理想的状态，或与一个规范，标准，或现状的偏差之间的差距。 虽然许多问题有几种解决方案（缩小差距的手段或纠正偏差），出现困难等手段并不明显，或者不立即可用。,Problem Definition

6、s 问题的定义,a,10,Toyota Kata 丰田套路,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,现状,对客户的愿景,愿景是一个方向指示器,没有一个方向 给一个愿景,长期愿景或方向有助于我们集中思想和行动， 因为如果没有愿景或方向。 各种建议在接受评估时将是各自独立的，而不是作为整体努力的一部分。,a,14,Challenge 挑战,现状,对客户的愿景,挑战,因为愿景是模糊不清晰的,a,15,Target Conditions 目标状态,现状

7、,对客户的愿景,挑战,目标状态,a,16,Obstacles 障碍,现状,愿景,目标状态,障碍,a,17,PART 2 第 2 部分,Grasp the Current Condition 掌握现状,a,18,Process Analysis (Grasp the Situation) 流程分析（掌握现状）,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（掌握现状）,流程分析的目的不是去发现问题、浪费或者潜在的改进机会（这些后面会随之而来） 掌握现状，获得需要的事实和数据，来确定合理的目标状态 一旦确定了目标状态，你就可以朝着目标努力，然后就可以发现你需要克服的问题(问题，浪费，障

10、碍),Goal: develop a systematic way of observing and analyzing a process by a routine practice kata of grasping the situation. 目标：通过“套路”来掌握现状，建立一个系统的方式来观察和分析流程,掌握现状,建立下一阶段的目标,目标状态,a,20,Start with VSM then move to process level 从价值流图析(VSM)开始,然后到工序层面,a,21,Grasping the Current Condition 掌握现状,Find out cur

11、rent pattern of operation, so you can establish a desired pattern of operation (target condition). 找出现有的运行模式，就能够建立你所期望达到的模式（目标状态） The goal here is to learn the routine of process analysis. 目标是学习流程分析的“方法” Start with a process easier to understand and analyze. 从容易理解和分析的流程开始,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? 你怎么学到的？ Lean is not acting on assumptions or jumping to conclusions. 精益不能依靠假设来行动，也不能直接跳到结论。,Questioning Mind 提问题的思维,a,23,“Data is of course important, but I place greater emphasis on facts.” “数据确实很重要，但

13、是我更强调事实” Taiichi Ohno 大野耐一,Go See and listen 到现场去.然后倾听,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. 那你能在哪里发现事实呢？在现场问题真正发生的地方。不是在会议室或者是在办公桌上。,Grasp the actual condition firsthand 掌握一手的实际情况,a,24,H

14、ow We Can Solve Problems More Effectively 我们如何更有效地解决问题,Ask Questions to Help Ourselves SEE: 问问题来帮助我们观察 Whats Actually Happening? 真正在发生什么？ What do I actually know? 我真正知道什么？,The Real or Main Problem事实和真正的问题,A SOLUTION 解决方案,Impressions number of trays can put in the heat treatment oven 制造：每个小时可以喷涂多少架；热

15、处理设备可以放进多少托盘 In service: average time to respond the inquires (call centers); number of pages finished per day 服务：平均响应时间(呼叫中心)； 每天完成的页数,a,54,PART 4,PDCA | Problem Solving Tools Toward the Target Condition PDCA/问题解决的工具，迈向目标,a,55,Grasp the current situation 掌握现状,Establish next target condition 确定下一个目标

16、状态,Target Condition,Where You Are 你在哪个阶段,The Discovery Process 发现的流程,a,56,Whats Next? 下一步是什么？,Now you have established a Target Condition, how do you get there? 现在你确定了目标状态，那如何实现？,a,57,Very Important 非常重要,Assume the Path is Unclear 假设路径不清楚,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. 我们常常制定计划，并按照计划执行。但事实是我们从来都不能有效地实现目标状态。,a,58,Very Important 非常重要,With complex environment we cannot plan so-well upfront to hit the target condition. 在复杂的环境下，我们不可能计划地很好，由此实现目标状态,Regardless of how well you p

18、lanned, the path to achieve the target condition is somewhat of a grey zone. 不管你计划得多好，实现目标状态的路径总是有有些不确定(灰色地带),Current Condition 现状,Target Condition 目标状态,Grey zone 灰色地带,?,?,?,?,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. 确定你想要做的，这是假设或者预测。,(2) Test the hypothesis. Try to run the process according to the plan. Observe closely. 测试这个假设。按照计划执行，然后详细观察情况。,(3) Compare actual outcome with expected outcome. 比较实际的结果和计划的结果,(4) Standardize/Stabilize what works, or begin the PDCA cycle again. 标准化/稳

20、定化工作，或者重新开始PDCA循环,a,60,More about PDCA 更多关于PDCA,Its a method (scientific) of acquiring knowledge 这是获得知识的方法(科学地) Its a practical way of attaining to the target conditions 这是实现目标状态的可行方法 Its a way to work through the grey zone 这是通过灰色地带的方法,a,61,Developing Short Cycles 短的周期,Old Way 传统方法,Improvement-Kata

21、Mindset 改善的招式,Check at the end of an event or project 在每个项目结束的时候检查 Big steps 很大的步伐 Done by specialists, or a CI team 是由专员或者持续改善的团队来完成,Check at each step 每一步都检查 Short, frequent cycles (few hours or within the day) 短的，频繁的循环 Anyone can learn it 每个人都可以掌握,Small PDCAs,a,62,Be Careful 小心,Big PDCA cycle doe

22、s not produce much learning 大的PDCA循环并不能实现很多的学习,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循环中，你可能面对更多的变化，那可能会导致你不能学到更多 Short, frequent (daily) cycles are

23、 at the level which the “learning organization” becomes reality. 短的，频繁的(每日)循环，可以让“学习型组织”成为现实,a,63,Current Condition 现状,Target Condition 目标状态,Last step,Next step,Uncovering unforeseen problems that you could not see upfront 暴露不能预知的问题 What was learned in the last step may influence what to do in the n

24、ext step 在上一步学习到的可能影响到你的下一步,Use the FIVE QUESTIONS at each step 在每一步中都问5个问题,How to Work Toward the Target Condition 如何向目标状态前进,a,64,The Five Questions 5个问题,What is your target condition here? 你的目标状态是什么 What is the actual condition now? 现在的现状是什么？ What problems/obstacles are now preventing you to achieve the target condition? 有哪些问题/障碍导致你不能实现目标状态？ What is your next step (start of the P