丰田套路ToyotaKATA中英文精.pptx

ToyotaKata丰田套路ImprovementMethodology改善方法ProblemSolving&ImprovementApproach问题解决&改善TrainingContentTrainingContent培训内容培训内容Part 1.Part 1.Understand the Direction 理解方向Part 2.Part 2.Grasp the Current Condition掌握现状Part 3.Part 3.Establish the Next Target Condition确立下一个目标Part 4.Part 4.PDCA|Problem Solving Tools Toward the Target ConditionPDCA/问题解决的工具，迈向目标2(thistrainingmaterialisbasedonToyotaKatabyMikeRother)Introduction 介绍介绍大多数大多数“精精益益”企业所企业所在的位置在的位置丰田之路的丰田之路的4P模型模型问题解决问题解决（持续改进和学习）（持续改进和学习）理念（着眼于长期的思维）理念（着眼于长期的思维）过程（杜绝浪费）过程（杜绝浪费）员工和伙伴员工和伙伴（尊重，激励和培养他们）（尊重，激励和培养他们）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)Philosophy(Long-Term thinking)Process(Eliminate Waste)People&Partners(Respect,Challenge,And Grow them)Basemanagementdecisionsonalong-termphilosophy,evenattheexpenseofashort-termfinancialgoalsCreateprocess“flow”tosurfaceproblemsUsepullsystemstoavoidoverproductionLevelouttheworkload(Heijunka)Stopwhenthereisaqualityproblem(Jidoka)StandardizetasksforcontinuousimprovementUsevisualcontrolsonoproblemsarehiddenUseonlyreliable,thoroughlytestedtechnologyGrowleaderswholivethephilosophyRespect,develop,andchallengeyourpeopleandteamsRespect,challenge,andhelpyoursuppliersContinuousorganizationallearningthroughkaizenGoseeforyourselftothoroughlyunderstandthesituation(Genchi Genbutsu)Makedecisionsslowlybyconsensusthoroughlyconsideringalloptions;implementrapidly(Nemawashi)A 4 P model of the Toyota WayWhere most“Lean”companies are Wheredoesanimprovementhappen?Wheredoesanimprovementhappen?改善会在什么地方发生？改善会在什么地方发生？At process level.physical or service process(information|transactional)在流程层面在流程层面生产或者服务的流程（信息|交互）UsualTriggersforUsualTriggersforImprovementImprovement通常改善的出发点通常改善的出发点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ProblemDefinitionsProblemDefinitions问题的定义问题的定义Wikipedia:Aproblemisanobstacle,impediment,difficultyorchallenge,oranysituationthatinvitesresolution;theresolutionofwhichisrecognizedasasolutionorcontributiontowardaknownpurposeorgoal.Aproblemimpliesadesiredoutcomecoupledwithanapparentdeficiency,doubtorinconsistency（矛盾）thatpreventstheoutcomefromtakingplace.维基百科：问题维基百科：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结论的明确的描述。障碍-指问题的正确解决方法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:Aperceivedgapbetweentheexistingstateandadesiredstate,oradeviationfromanorm,standard,orstatusquo.Althoughmanyproblemsturnouttohaveseveralsolutions(themeanstoclosethegaporcorrectthedeviation),difficultiesarisewheresuchmeansareeithernotobviousorarenotimmediatelyavailable.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。ProblemDefinitionsProblemDefinitions问题的定义问题的定义ToyotaKata丰田套路TheImprovementKataTheImprovementKata改善的套路改善的套路PART 1 第第 1 部分部分Understand the Direction理解方向理解方向VisionVision愿景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。ChallengeChallenge挑战挑战现状对客户的愿景挑战因为愿景是模糊不清晰的TargetConditionsTargetConditions目标状态目标状态现状对客户的愿景挑战目标状态ObstaclesObstacles障碍障碍现状愿景目标状态障碍PART 2 第第 2 部分部分Grasp the Current Condition掌握现状掌握现状ProcessAnalysis(GrasptheSituation)ProcessAnalysis(GrasptheSituation)流程分析（掌握现状）流程分析（掌握现状）ThepurposeofProcessAnalysisisnottouncoverproblems,wastesorpotentialimprovements(thiswillcomelater!).Graspingthecurrentsituationistoobtainfactsanddatayouneedinordertodefinetheappropriatetargetcondition.Onceyouhavethetargetcondition,thenyoucanstrivetomovetowarditanddiscoverwhatyouneedtoworkon(problems,wastes,obstacles).Goal:developasystematicwayofobservingandanalyzingaprocessbyaroutinepracticekataofgraspingthesituation.Grasp the current situationEstablish next target conditionTarget ConditionProcessAnalysis(GrasptheSituation)ProcessAnalysis(GrasptheSituation)流程分析（掌握现状）流程分析（掌握现状）流程分析的目的不是不是去发现问题、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，障碍)Goal:developasystematicwayofobservingandanalyzingaprocessbyaroutinepracticekataofgraspingthesituation.目标目标：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StartwithVSMthenmovetoprocesslevelStartwithVSMthenmovetoprocesslevel从价值流图析从价值流图析(VSM)(VSM)开始开始,然后到工序层面然后到工序层面GraspingtheCurrentConditionGraspingtheCurrentCondition掌握现状掌握现状Findoutcurrentpatternofoperation,soyoucanestablishadesiredpatternofoperation(targetcondition).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）Thegoalhereistolearntheroutineofprocessanalysis.目标是学习流程分析的“方法”Startwithaprocesseasiertounderstandandanalyze.从容易理解和分析的流程开始“Data is of course important,but I place greater emphasis on facts.”“数据确实很重要，但是我更强调事实数据确实很重要，但是我更强调事实”TaiichiOhno大野耐一GoSeeandlistenGoSeeandlisten到现场去到现场去.然后倾听然后倾听AndwheredoyoufindtheFACTSofasituation?AttheGembatheplacewheretheproblemisactuallyhappening.Notinaconferenceroomoratadesk.那你能在哪里发现事实事实呢？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。Grasptheactualconditionfirsthand掌握一手的实际情况HowWeCanSolveProblemsMoreEffectivelyHowWeCanSolveProblemsMoreEffectively我们如何更有效地解决问题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问问题来帮助我们观察Whats Actually Happening?真正在发生真正在发生什么？什么？What do I actually know?我真正知道什我真正知道什么？么？The Real or Main Problem事实和真正的事实和真正的问题问题A SOLUTION解决方案解决方案Impressions&Assumptions感觉和假设Theory 理论FACTSFACTSFACTS事实事实24IS NOT 不是不是Thesimplereverseofyourproposedsolution.用简单的否定来提建议“No one oils the machine”.“没有人给机器加油”Alackofsomething,suchaslackofaspecificcountermeasure.缺少什么东西，例如具体的对策。“There is no standard work in place”.“没有标准化的工作”AGoodProblemStatementAGoodProblemStatement好的问题描述好的问题描述IS 是是Aprobleminperformance.在绩效上的问题“The bearing wears out too frequently.”“轴承磨损地太频繁了”Statedasconcretelyinmeasurableperformancetermsaspossible.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 hours 100%of cases.Current 50%Goal 100%目前50%目标100%LetsGrasptheCurrentConditionLetsGrasptheCurrentCondition让我们掌握现状让我们掌握现状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我们必须培养我们的眼睛去“观察观察”和掌握现状和掌握现状LetsGrasptheCurrentConditionLetsGrasptheCurrentCondition让我们掌握现状让我们掌握现状1.Visible Problems(obvious,apparent)可视的问题（明显可视的问题（明显的的,显然的）显然的）Linestopped停线Equipmentbreakdown设备停机Qualityproblem(redbins|post-mortemparts)质量问题（红盒子|事后分析问题）Mess(stuffsoutofplace)混乱(物品放置没有秩序)Operatorsidle操作者等待LetsGrasptheCurrentConditionLetsGrasptheCurrentCondition让我们掌握现状让我们掌握现状2.Invisible(Difficult-to-see)Problems 不可视（难以发现）不可视（难以发现）的问题的问题Pointswhereiscumulatinginventory积累库存的地方Productioncycletimeslowerthanplannedcycletime生产周期时间比计划的时间长NotmeetingcustomerdemandaccordingtoTaktTime根据节拍时间，没有满足顾客的需求Nostandardizedwork(real,notpaper)没有标准化工作Sourceofqualityproblems质量问题的根源Lackofsignalsformaterialsandinfoflow缺乏物料和信息流的指示Highvariationinprocesscycles(instability)流程的波动性很大（不稳定）Extraeffortsinallareas(planning,logistics,customerservice,sales,etc)tocompensateproductioninstability(variation)其他区域(计划、物流，客服，销售等)导致的生产不稳定（波动）YoudonthavetogetaperfectunderstandingYoudonthavetogetaperfectunderstandingofthecurrentconditionofthecurrentconditionInitiallyyoushouldfocusonestablishingafirsttargetconditionandthengetgoingonPDCAcyclestowardthattargetcondition.AsyougothroughthePDCAcycles,youwilliterativelydeepenyourunderstandingoftheprocess.你不需要完美地理解现状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ToolsforGraspingtheCurrentConditionToolsforGraspingtheCurrentCondition掌握现状的工具掌握现状的工具Stopwatch秒表Paper纸Pencil,eraserandruler铅笔，橡皮和尺子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让我们掌握现状让我们掌握现状WhattoObserveWhattoObserve观察什么观察什么Customer takt time 客户的节拍时间Planned Cycle time 计划的周期时间Number of shifts currently running(available time)现在的班次(可用工作时间)Define the start&end points of the process 确定流程的开始和结束点Get to know the process by sketching it 通过绘制来了解流程Where do buffer accumulates?哪里会累积缓冲库存How much does process output fluctuate?(time and graph 20 exit cycles)流程的产出如何波动（测量20个循环的时间）？Where does quality problem happen?质量问题在哪里发生？Note other details bout current operating patterns 还有哪些会影响现状？Customer Demand and Line Pace 顾客需求和生产速度Can the equipment support the planned cycle time?设备能满足计划的周期时间吗？What is the current capacity?现有的产能是多少？Overview of the Process 流程的概览Machine Capacity机器产能WhattoObserveWhattoObserve观察什么观察什么 Time 20-40 full cycles of each operators work对每一个操作者的工作，测量20-40个循环的时间Are each operators work steps the same from cycle to cycle?每一个操作者每一个循环的工作步骤是一样吗？Calculate the number of operators计算操作者的数量Process Stability流程的稳定性Necessary Number of Operators(if process were stable)需要的操作者数量（如果流程稳定的话）Important:ifprocessisnotstableyouwillneedtoaddressthisbeforetryingtomakeotherimprovements.重要：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WhattoObserve(SQDC)WhattoObserve(SQDC)观察什么观察什么Where are the unsafe conditions?哪些是不安全的地方？Does the operator act unsafely?操作员注意安全操作了吗？Do the operators wear the appropriate PPE?操作者正确穿着PPE了吗？PPE(personal protective equipment)即个人防护设备。Where are the red bins located?What is current defect rate?红盒子在哪里？现在的质量不良率是多少？How much does the defect impact on production output and delivery?质量对产量和交付的影响有多大？S(Safety)安全What is current delivery order?Ahead or behind schedule?现在要交付的订单是什么？比计划提前了还是滞后了？Q(Quality)质量What are the extra operations(unnecessary processes)?哪些是额外的工序？（不必要的工序）Are we performing on or out of budget?我们有没有超过预算？D(Delivery)交付C(Cost)成本WhattoObserve(7Wastes)WhattoObserve(7Wastes)观察什么观察什么(7(7种浪费种浪费)People idle 人员空闲Waiting for machine,material,leader,inspection 等设备，材料，等检验People moving around 人在到处走动People looking for tools or parts 寻找工具或者零件People moving long distances to get something 走很远去拿什么东西Manual transfer of parts from box-to-box 将零件从一个盒子拿到另一个盒子Waiting 等待Material being transferred from one location to other 物料从一个地方运到另外一个地方Motion 动作Quality problems in raw materials,WIP and finished goods 原材料，在制品和成品的质量问题Rework 返工Transportation运输Over processing 过度的加工Double or triple checking(not right at first time)重复地检验(不是一次做对)Adjusting 调整Defects 质量缺陷Buffers between the operations and processes在工序之间的缓冲库存Unnecessary process 不必要的工序Produce earlier or more than needed by customer跟顾客的需求相比，过早或者过多地生产Inventory 库存Overproduction过量生产ObservationSheet(GrasptheCurrentCondition)ObservationSheet(GrasptheCurrentCondition)观察表格（掌握现状）观察表格（掌握现状）TrainingContentTrainingContent培训内容培训内容Part 1.Part 1.Understand the Direction 理解方向Part 2.Part 2.Grasp the Current Condition掌握现状Part 3.Part 3.Establish the Next Target Condition确立下一个目标状态Part 4.Part 4.PDCA|Problem Solving Tools Toward the Target ConditionPDCA/问题解决的工具，迈向目标39PART 3Establish the Next Target Condition确定下一个目标状态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 ConditionWhereYouAreWhereYouAre现在在什么阶段现在在什么阶段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你想采用什么样的方法到达下一个阶段WhatisaTargetConditionWhatisaTargetCondition什么是目标状态什么是目标状态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现状现状Target Condition目标状态目标状态UnclearTerritory不确定的范围Obstacles障碍We areHere我们在哪？我们在哪？We want to behere next我们下一步想实现什么我们下一步想实现什么Weshouldbeabletoanswerquestionslikethat我们应该能够回答以下的问题:Howdowewantthisprocesstooperate?我们希望流程如何运行？Whatistheintendednormalpattern?正常的模式应该是什么？Wheredowewanttobenext?我们下一步希望实现什么？TheRoleoftheTargetConditionTheRoleoftheTargetCondition目标状态的规则目标状态的规则Current Condition现状现状VISION愿景愿景Target Condition目标状态目标状态ProblemsandObstacles问题和障碍问题和障碍1.Howtheprocessshouldoperate.Theintendedpattern.流程该如何运行？计划中的模式。2.Soyoucanrecognizethekeyproblemsandobstaclesyouneedtoaddress.因此你就能够得到你需要去解决的关键问题Goaftertheproblems,orobstacles,thatpreventyoufromgettingthespecifictargetconditionyouaretryingtoreachone 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！一次一个问题！ATargetConditionEnablesTeamWorkATargetConditionEnablesTeamWork目标状态可以促进团队工作目标状态可以促进团队工作关系关系 GUANGXIItsnotmyideaagainstyouridea并不是我的意见和你的不一样Itswhatdoweneedtoworkontogetourtargetcondition.而是我们需要为了共同的目标而努力。Without a target condition没有目标状态没有目标状态With a target condition有目标状态有目标状态TargetConditionTargetCondition目标状态目标状态 TargetTarget目标目标 Target Condition目标状态目标状态Itisadescriptionofhowaprocessshouldbeperforminginordertoachievethetarget是关于流程应该如何运行才能达到目标的描述PROCESS流程流程Target 目标目标Anoutcome,resultorgoal成果，结果或者目标Inventory Level 库存水平库存水平Lead Time 交付时间交付时间Output per Hour 小时产出小时产出Cost,Labor Cost 人力成本人力成本Quality Level 质量水平质量水平Productivity 生产率生产率Etc 等等Process operating in this way.will generate this result.流程这样运行的话流程这样运行的话 .会产生这样的结果会产生这样的结果.(pattern模式)(expectedoutcome预期的成果)ExampleExample例子例子Target Condition目标状态目标状态1.Noadjustsrequired.2.Accuratedeliverydatealwaysavailable3.Numberofkanbancardsalwayscorrect4.ThedesigncanbefinishedontimewithnoovertimeTarget目标目标1.Increasedoutputby25%2.Zerocustomerscomplaint3.Zeroshortageofmaterialduetokanbancards4.ReducelaborcostsCurrent Condition现状现状1.Equip.Ainthecellisfrequentlystoppingforadjusts2.Anaccuratedeliverydateisnotavailabletoinformcustomers3.Shortageofmaterialduetolosingkanbancard4.FrequentlyneedovertimetoaccomplishdesignduedateExampleExample例子例子Target Condition目标状态目标状态1.不再需要调整2.能够有准确的交货时间3.看板的数量永远是正确的4.没有加班的情况下按期完成设计Target目标目标1.提高25%的产出2.客户抱怨率为03.没有因为看板的问题而缺料4.减少人力成本Current Condition现状现状1.单元中的设备A需要经常停机调整2.没有办法通知客户准确的交货时间3.因为丢失了看板，导致缺料4.经常需要加班才能按计划完成设计WhatinformationisinaTargetCondition?WhatinformationisinaTargetCondition?目标状态中有什么信息呢？目标状态中有什么信息呢？1.PROCESS STEPS,SEQUENCE&TIMES 流程步骤，顺序和时间流程步骤，顺序和时间apatternyoucandraworchart你可以画出来的模式2.OTHER PROCESS CHARACTERISTICS 其他的流程特征其他的流程特征Numberofpeople人员数量Timeavailable可用时间Where1x1flowisplanned哪里可以实现单件流Whereinventorybufferisestimated缓冲库存在哪里3.PROCESS INDICATORS 流程的指标流程的指标Tocheckconditionoftheprocessinrealtime实时检查流程的状态Ex:timetoeachcycle,piece,setuptime,degreeofvariabilityfromcycletocycle例如：周期时间，件数，换模时间，周期时间的波动等4.OUTPUT INDICATORS 产出指标产出指标Numberofpiecesperhour/shift/day每小时/班/天的产出Planningattainment(accomplishment)计划达成率(完成)Productivity生产率On-timeDelivery准时交付率No Verbs没有动词没有动词TC shall have a DATE应该有日期应该有日期Example:Steps&SequenceExample:Steps&SequenceBroachendslots端头钻DrillCrossHoles钻十字孔TurnPistonGroves变位活塞套Deburr清理毛刺ScanHardenJournal扫描硬化轴颈Straighten伸直CenterlessGrinder偏心砂轮BroachTeeth钻孔齿ResistanceHardenTeeth阻力硬化齿Wash洗InductionTemper感应调节器Straighten伸直CrackDetect裂纹检测BuffODRack软皮架SuperFinishOD超细抛光AssemblePistons装配活塞LapJournal重叠轴颈FinalWash(RustPrevent)终洗（防锈）GubDrillJournalEnd钻床-轴颈头MachineBothEnds两头机器11IN 进进OUT出出1234561788710234569TT=30s2 OperatorsExampleofTargetConditionExampleofTargetCondition目标状态的例子目标状态的例子Current Condition现状现状Target Condition目标状态目标状态qCustomerTT=30sq客户的节拍时间=30秒qPlannedC/T=25sq计划周期时间=25秒qOneshift+overtime一班+加班qVaryingbufferbetweenworkstationsq工序之间有波动的缓冲库存q6operators(underutilized)q6个操作者qOutputcyclefluctuation:+-60%q产出周期波动：:+-60%qOutput=600750pieces/shiftq产出=600750件/班qCustomerTT=30sq客户的节拍时间=30秒qPlannedC/T=25sq计划周期时间=25秒qOneshift(noovertime)q一班（没有加班）q1x1flow单件流q4operators4个操作者qOutputcyclefluctuation:+-10%q产出周期波动：:+-10%qOutput=800pieces/shiftq产出=800件/班ExampleofTargetConditionExampleofTargetCondition目标状态的例子目标状态的例子qDocumentsreleasedinbatchq文件以批量的形式发放qDocu