丰田套路Toyota-KATA中英文详解.ppt

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1、Toyota Kata 丰田套路Improvement Methodology改善方法 Problem Solving&Improvement Approach问题解决&改善,Training Content 培训内容,Part 1.Understand the Direction 理解方向Part 2.Grasp the Current Condition掌握现状Part 3.Establish the Next Target Condition确立下一个目标Part 4.PDCA|Problem Solving Tools Toward the Target ConditionPDCA/问

2、题解决的工具，迈向目标,2,(this training material is based on Toyota Kata by Mike Rother),Introduction 介绍,大多数“精益”企业所在的位置,丰田之路的4P模型,管理决策以长期理念为基础，即使因此牺牲短期财务目标也在所不惜。,流动浮现问题拉动避免生产过剩生产均衡化自働化工作标准化视觉管理可靠技术,培养能实现公司理念的领导者尊重、发展及激励公司员工与团队尊重、激励与帮助供应商。,持续改进现地现物周全决策，快速执行,ProblemSolving(ContinuousImprovementand Learning),Phil

3、osophy(Long-Term thinking),Process(Eliminate Waste),People&Partners(Respect,Challenge,And Grow them),Base management decisions on a long-term philosophy,even at the expense of a short-term financial goals,Create process“flow”to surface problemsUse pull systems to avoid overproductionLevel out the wo

4、rkload(Heijunka)Stop when there is a quality problem(Jidoka)Standardize tasks for continuous improvementUse visual control so no problems are hiddenUse only reliable,thoroughly tested technology,Grow leaders who live the philosophyRespect,develop,and challenge your people and teamsRespect,challenge,

5、and help your suppliers,Continuous organizational learning through kaizenGo see for yourself to thoroughly understand the situation(Genchi Genbutsu)Make decisions slowly by consensus thoroughly considering all options;implement rapidly(Nemawashi),A 4 P model of the Toyota Way,Where most“Lean”compani

6、es are,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|交互）,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,Problem Definitions问题的定义,Wikipedi

7、a:A problem is an obstacle,impediment,difficulty or challenge,or any situation that invites resolution;the resolution of 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）

8、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(?)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。,Business Dictionary:A perceived gap between the existing

9、 state and a desired state,or a deviation from a norm,standard,or status quo.Although many problems 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

10、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 Definitions问题的定义,Toyota Kata 丰田套路,The Improvement Kata改善的套路,PART 1 第 1 部分,Understand the Direction理解方向,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。,Challe

11、nge 挑战,现状,对客户的愿景,挑战,因为愿景是模糊不清晰的,Target Conditions 目标状态,现状,对客户的愿景,挑战,目标状态,Obstacles 障碍,现状,愿景,目标状态,障碍,PART 2 第 2 部分,Grasp the Current Condition掌握现状,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

12、 later!).Grasping the current situation 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

13、 observing and analyzing a process by a routine practice kata of grasping the situation.,Grasp the current situation,Establish next target condition,Target Condition,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

14、就可以发现你需要克服的问题(问题，浪费，障碍),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,Start with VSM then move to process level从价值流图析(VSM)开始,然后到工序层面,Grasping the Current Condition掌握现状,Find

15、out current 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,What do you actually know?你

16、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,“Data is of course important,but I place greater emphasis on facts.”“数据确实很重要，但是我更强调事实”Taiichi Ohno 大

17、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,How We Can Solve Problems More Eff

18、ectively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&Assumptions感觉和假设,Theory 理论,24,Three Common Problems in Problem Solving问题解决中三个常见问题,Assuming you know what th

19、e problem is without seeing what is actually happening.在没有看到真正发生什么之前就假设你已经知道问题是什么了。Assuming you know how to fix a problem without finding out what is causing it.在没有找出问题的根本原因之前就假设你已经知道如何去解决问题了。Assuming you know what is causing the problem without confirming it.在没有确认之前就假设你已经知道是什么导致问题的发生了。In other word

20、s-Not Grasping the Situation.换句话说没有掌握现状。(And where do we grasp the situation?At the Gemba!)（我们可以在哪里掌握到现状？在现场！）,25,IS NOT 不是The simple reverse of your proposed solution.用简单的否定来提建议“No one oils the machine”.“没有人给机器加油”A lack of something,such as lack of a specific countermeasure.缺少什么东西，例如具体的对策。“There is

21、 no standard work in place”.“没有标准化的工作”,A Good Problem Statement好的问题描述,IS 是A problem in performance.在绩效上的问题“The bearing wears out too frequently.”“轴承磨损地太频繁了”Stated as concretely in measurable performance terms as possible.尽量用可以衡量的绩效指标来描述“Bearing will perform as required through the standard of 300 ho

22、urs 100%of cases.Current 50%Goal 100%目前50%目标100%,Lets Grasp the Current Condition让我们掌握现状,We need to train our eyes to“see”and grasp the current situation我们必须培养我们的眼睛去“观察”和掌握现状,Lets Grasp the Current Condition让我们掌握现状,Visible Problems(obvious,apparent)可视的问题（明显的,显然的）Line stopped 停线Equipment breakdown 设备

23、停机Quality problem(red bins|post-mortem parts)质量问题（红盒子|事后分析问题）Mess(stuffs out of place)混乱(物品放置没有秩序)Operators idle 操作者等待,Lets Grasp the Current Condition让我们掌握现状,Invisible(Difficult-to-see)Problems 不可视（难以发现）的问题Points where is cumulating inventory 积累库存的地方Production cycle time slower than planned cycle t

24、ime 生产周期时间比计划的时间长Not meeting customer demand according to Takt Time根据节拍时间，没有满足顾客的需求No standardized work(real,not paper)没有标准化工作Source of quality problems 质量问题的根源Lack of signals for materials and info flow缺乏物料和信息流的指示High variation in process cycles(instability)流程的波动性很大（不稳定）Extra efforts in all areas(p

25、lanning,logistics,customer service,sales,etc)to compensate production instability(variation)其他区域(计划、物流，客服，销售等)导致的生产不稳定（波动）,You dont have to get a perfect understanding of the current condition,Initially you should focus on establishing a first target condition and then get going on PDCA cycles towar

26、d that target condition.As you go through the PDCA cycles,you will iteratively deepen your understanding of the process.,你不需要完美地理解现状,开始你只需要关注于确立第一个目标状态，然后开始PDCA循环，来达到目标状态一旦你开始PDCA循环，你就可以反复地加深对流程的理解,Tools for Grasping the Current Condition掌握现状的工具,Stopwatch 秒表 Paper 纸 Pencil,eraser and ruler 铅笔，橡皮和尺子

27、Calculator 计算器 It can be done by an individual or small group可以有一个人或者小团队完成,Lets Grasp the Current Condition让我们掌握现状,What to Observe 观察什么,What to Observe观察什么,Important:if process is not stable you will need to address this before trying to make other improvements.重要：如果流程不稳定的话，你可能需要先解决这个问题再去改进其他方面,What

28、 to Observe(SQDC)观察什么,What to Observe(7 Wastes)观察什么(7种浪费),Observation Sheet(Grasp the Current Condition)观察表格（掌握现状）,Training Content 培训内容,Part 1.Understand the Direction 理解方向Part 2.Grasp the Current Condition掌握现状Part 3.Establish the Next Target Condition确立下一个目标状态Part 4.PDCA|Problem Solving Tools Towa

29、rd the Target ConditionPDCA/问题解决的工具，迈向目标,39,PART 3,Establish the Next Target Condition确定下一个目标状态,Grasp the current situation掌握现状,Establish next target condition确定目标状态,Target Condition,Where You Are现在在什么阶段,What pattern of the process do you want to strive for next你想采用什么样的方法到达下一个阶段,What is a Target Con

30、dition什么是目标状态,A TC describes a desired future state,and specify when it should be achieved目标状态是我们所希望达到的未来状态，并明确了什么时候应该实现,Current Condition现状,Target Condition目标状态,Unclear Territory不确定的范围,Obstacles 障碍,We areHere我们在哪？,We want to behere next我们下一步想实现什么,We should be able to answer questions like that 我们应该

31、能够回答以下的问题:How do we want this process to operate?我们希望流程如何运行？What is the intended normal pattern?正常的模式应该是什么？Where do we want to be next?我们下一步希望实现什么？,The Role of the Target Condition目标状态的规则,Current Condition现状,VISION愿景,Target Condition目标状态,ProblemsandObstacles问题和障碍,1.How the process should operate.The

32、 intended pattern.流程该如何运行？计划中的模式。,2.So you can recognize the key problems and obstacles you need to address.因此你就能够得到你需要去解决的关键问题,Go after the problems,or obstacles,that prevent you from getting the specific target condition you are trying to reach one at a time!关注于问题或者障碍，可以避免只关注与如何达到具体的某一个目标状态。一次一个问题

33、！,A Target Condition Enables Team Work目标状态可以促进团队工作,关系 GUANGXI,Its not my idea against your idea 并不是我的意见和你的不一样Its what do we need to work on to get our target condition.而是我们需要为了共同的目标而努力。,Without a target condition没有目标状态,With a target condition有目标状态,Target Condition目标状态 Target 目标,Target Condition目标状态,

34、It is a description of how a process should be performing in order to achieve the target是关于流程应该如何运行才能达到目标的描述,PROCESS流程,Target 目标,An outcome,result or goal成果，结果或者目标,Inventory Level 库存水平Lead Time 交付时间Output per Hour 小时产出Cost,Labor Cost 人力成本Quality Level 质量水平Productivity 生产率Etc 等,Process operating in t

35、his way.will generate this result.流程这样运行的话.会产生这样的结果.(pattern 模式)(expected outcome 预期的成果),Example 例子,Target Condition目标状态,No adjusts required.Accurate delivery date always availableNumber of kanban cards always correctThe design can be finished on time with no overtime,Target目标,Increased output by 25

36、%Zero customers complaintZero shortage of material due to kanban cardsReduce labor costs,Current Condition现状,Equip.A in the cell is frequently stopping for adjustsAn accurate delivery date is not available to inform customersShortage of material due to losing kanban cardFrequently need overtime to a

37、ccomplish design due date,Example 例子,Target Condition目标状态,不再需要调整能够有准确的交货时间看板的数量永远是正确的没有加班的情况下按期完成设计,Target目标,提高25%的产出客户抱怨率为0没有因为看板的问题而缺料减少人力成本,Current Condition现状,单元中的设备A需要经常停机调整没有办法通知客户准确的交货时间因为丢失了看板，导致缺料经常需要加班才能按计划完成设计,What information is in a Target Condition?目标状态中有什么信息呢？,PROCESS STEPS,SEQUENCE&T

38、IMES 流程步骤，顺序和时间a pattern you can draw or chart 你可以画出来的模式OTHER PROCESS CHARACTERISTICS 其他的流程特征Number of people 人员数量Time available 可用时间Where 1 x 1 flow is planned 哪里可以实现单件流Where inventory buffer is estimated 缓冲库存在哪里PROCESS INDICATORS 流程的指标To check condition of the process in real time 实时检查流程的状态Ex:time

39、 to each cycle,piece,setup time,degree of variability from cycle to cycle 例如：周期时间，件数，换模时间，周期时间的波动等OUTPUT INDICATORS 产出指标Number of pieces per hour/shift/day 每小时/班/天 的产出Planning attainment(accomplishment)计划达成率(完成)Productivity 生产率On-time Delivery 准时交付率,No Verbs没有动词TC shall have a DATE应该有日期,Example:Step

40、s&Sequence,Broachend slots端头钻,Drill CrossHoles钻十字孔,Turn PistonGroves变位活塞套,Deburr清理毛刺,Scan HardenJournal扫描硬化轴颈,Straighten伸直,CenterlessGrinder 偏心砂轮,Broach Teeth钻孔齿,Resistance Harden Teeth阻力硬化齿,Wash 洗,Induction Temper感应调节器,Straighten伸直,Crack Detect裂纹检测,Buff OD Rack软皮架,Super Finish OD超细抛光,Assemble Pisto

41、ns装配活塞,Lap Journal重叠轴颈,Final Wash(Rust Prevent)终洗（防锈）,Gub Drill Journal End钻床-轴颈头,Machine Both Ends 两头机器,11,IN 进,OUT出,1,2,3,4,5,6,1,7,8,8,7,10,2,3,4,5,6,9,TT=30s,2 Operators,Example:Steps&Sequence例子：步骤和顺序,Example of Target Condition目标状态的例子,Current Condition现状,Target Condition目标状态,Customer TT=30s 客户的

42、节拍时间=30秒 Planned C/T=25s 计划周期时间=25 秒 One shift+overtime 一班+加班 Varying buffer between workstations工序之间有波动的缓冲库存 6 operators(underutilized)6个操作者 Output cycle fluctuation:+-60%产出周期波动：:+-60%Output=600 750 pieces/shift 产出=600 750件/班,Customer TT=30s 客户的节拍时间=30秒 Planned C/T=25s 计划周期时间=25 秒 One shift(no over

43、time)一班（没有加班）1 x 1 flow 单件流 4 operators 4个操作者 Output cycle fluctuation:+-10%产出周期波动：:+-10%Output=800 pieces/shift 产出=800件/班,Example of Target Condition目标状态的例子,Documents released in batch 文件以批量的形式发放 Documents in different formats(difficult to read)文件都是不同的格式（难以阅读）Overtime required to conclude monthly r

44、elease 每个月发放的时候需要加班,Documents in 1 x 1 flow 文件以单件流的方式 Standardized format 标准化的格式 All documents concluded with no overtime 没有加班,Current Condition现状,Target Condition目标状态,Establishing TC when Work Content Varies每当工作内容发生变化的时候就建立目标状态,This happens when the work is not repetitive这在工作不是可重复的时候发生 Keep in mind

45、 that were trying to find a pattern记住，我们努力找到一种模式 Instead of releasing work to the process by customer order which the amount of work can vary from order to order release work in equal portions,for instance to fill a standard increment of time“pitch”与其按照客户的订单工作（客户的订单总是波动的），不如按照一定的标准量来工作-“Pitch”In man

46、ufacturing:number of racks that can be painted per hour;number of trays can put in the heat treatment oven 制造：每个小时可以喷涂多少架；热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,PART 4,PDCA|Problem Solving Tools Toward the

47、Target ConditionPDCA/问题解决的工具，迈向目标,Grasp the current situation掌握现状,Establish next target condition确定下一个目标状态,Target Condition,Where You Are你在哪个阶段,The Discovery Process发现的流程,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？,Very Important非常重要,Assume t

48、he Path is Unclear 假设路径不清楚,We often do plan and try to execute acc.the plan.But reality 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。,Very Important非常重要,With complex environment we cannot plan so-well upfront to hit

49、 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 planned,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,?,?,?,?,Then,What to Do?那么，怎么做？,PDCA*,*cycle defined by W.

50、E Deming in 1950.,(1)Define what you want to do and happen.This is 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/S