豐田套路Toyota-KATA中英文詳解（課堂PPT）

1、Toyota Kata 豐田套路Improvement Methodology改善方法 Problem Solving & Improvement Approach問(wèn)題解決&改善12022-3-11 Understand the Direction 理解方向Grasp the Current Condition掌握現(xiàn)狀 Establish the Next Target Condition確立下一個(gè)目標(biāo) PDCA | Problem Solving Tools Toward the Target ConditionPDCA/問(wèn)題解決的工具，邁向目標(biāo)2(this training

2、 material is based on Toyota Kata by Mike Rother)22022-3-11Introduction 介紹介紹32022-3-11大多數(shù)大多數(shù)“精精益益”企業(yè)所企業(yè)所在的位置在的位置豐田之路的豐田之路的4P模型模型問(wèn)題解決問(wèn)題解決（持續(xù)改進(jìn)和學(xué)習(xí)）（持續(xù)改進(jìn)和學(xué)習(xí)）理念（著眼于長(zhǎng)期的思維）理念（著眼于長(zhǎng)期的思維）過(guò)程（杜絕浪費(fèi)）過(guò)程（杜絕浪費(fèi)）員工和伙伴員工和伙伴（尊重，激勵(lì)和培養(yǎng)他們）（尊重，激勵(lì)和培養(yǎng)他們）管理決策以長(zhǎng)期理念為基礎(chǔ)，即使因此犧牲短期財(cái)務(wù)目標(biāo)也在所不惜。流動(dòng)浮現(xiàn)問(wèn)題拉動(dòng)避免生產(chǎn)過(guò)剩生產(chǎn)均衡化自働化工作標(biāo)準(zhǔn)化視覺(jué)管理可靠技術(shù)培養(yǎng)能實(shí)現(xiàn)公

3、司理念的領(lǐng)導(dǎo)者尊重、發(fā)展及激勵(lì)公司員工與團(tuán)隊(duì)尊重、激勵(lì)與幫助供應(yīng)商。持續(xù)改進(jìn)現(xiàn)地現(xiàn)物周全決策，快速執(zhí)行42022-3-11ProblemSolving(ContinuousImprovementand Learning)Philosophy(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 sh

4、ort-term financial goalsCreate process “flow” to surface problemsUse pull systems to avoid overproductionLevel out the workload (Heijunka)Stop when there is a quality problem (Jidoka)Standardize tasks for continuous improvementUse visual control so no problems are hiddenUse only reliable, thoroughly

5、 tested technologyGrow leaders who live the philosophyRespect, develop, and challenge your people and teamsRespect, challenge, and help your suppliersContinuous organizational learning through kaizenGo see for yourself to thoroughly understand the situation (Genchi Genbutsu)Make decisions slowly by

6、consensus thoroughly considering all options; implement rapidly (Nemawashi)A 4 P model of the Toyota WayWhere most “Lean” companies are 52022-3-11At process level.physical or service process (information | transactional)在流程層面在流程層面生產(chǎn)或者服務(wù)的流程（信息| 交互）62022-3-11Cost Reduction 降低成本Productivity 生產(chǎn)率Introduc

7、tion of new. 新產(chǎn)品，流程，設(shè)計(jì)，技術(shù)等的導(dǎo)入Problems 問(wèn)題72022-3-11Wikipedia: 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 outcom

8、e coupled with an apparent deficiency, doubt or inconsistency（矛盾） that prevents the outcome from taking place.維基百科：?jiǎn)栴}維基百科：?jiǎn)栴}很難有一個(gè)確定的、無(wú)異議的定義，但是，一般來(lái)說(shuō)都問(wèn)題包含有以下三個(gè)基本成分：上下文上下文 - 和問(wèn)題相關(guān)的場(chǎng)景，指一組已經(jīng)是明確已知(?)的，關(guān)于問(wèn)題的條件的描述。 目標(biāo) - 指關(guān)于構(gòu)成問(wèn)題的結(jié)論結(jié)論的明確的描述。 障礙 - 指問(wèn)題的正確解決方法解決方法不是顯而易見(jiàn)的，必須通過(guò)一定的思維活動(dòng)，才能找到答案。 一般而言，問(wèn)題是由于某些導(dǎo)致不能達(dá)到目的或

9、者實(shí)現(xiàn)目標(biāo)的認(rèn)識(shí)障礙。它是指不期待的現(xiàn)狀沒(méi)有被解決或者事態(tài)出現(xiàn)意外。82022-3-11Business Dictionary: A perceived gap between the existing 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), diffic

10、ulties arise where such means are either not obvious or are not immediately available.商業(yè)字典：一個(gè)認(rèn)為現(xiàn)有的狀態(tài)和一個(gè)理想的狀態(tài)，或與一個(gè)規(guī)范，標(biāo)準(zhǔn)，或現(xiàn)狀的偏差之間的差距。 雖然許多問(wèn)題有幾種解決方案（縮小差距的手段或糾正偏差），出現(xiàn)困難等手段并不明顯，或者不立即可用。 92022-3-11102022-3-11112022-3-11PART 1 第第 1 部分部分Understand the Direction理解方向理解方向122022-3-11現(xiàn)狀對(duì)客戶的愿景愿景是一個(gè)方向指示器沒(méi)有一個(gè)方向 給一個(gè)

11、愿景 長(zhǎng)期愿景或方向有助于我們集中思想和行動(dòng)，因?yàn)槿绻麤](méi)有愿景或方向。各種建議在接受評(píng)估時(shí)將是各自獨(dú)立的，而不是作為整體努力的一部分。132022-3-11現(xiàn)狀對(duì)客戶的愿景挑戰(zhàn)因?yàn)樵妇笆悄：磺逦?42022-3-11現(xiàn)狀對(duì)客戶的愿景挑戰(zhàn)目標(biāo)狀態(tài)152022-3-11現(xiàn)狀愿景目標(biāo)狀態(tài)障礙162022-3-11PART 2 第第 2 部分部分Grasp the Current Condition掌握現(xiàn)狀掌握現(xiàn)狀172022-3-11 The purpose of Process Analysis is not to uncover problems, wastes or potential i

12、mprovements (this will come 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).G

13、oal: develop a systematic way of observing and analyzing a process by a routine practice kata of grasping the situation.Grasp the current situationEstablish next target conditionTarget Condition182022-3-11流程分析的目的不是不是去發(fā)現(xiàn)問(wèn)題、浪費(fèi)或者潛在的改進(jìn)機(jī)會(huì)（這些后面會(huì)隨之而來(lái)）掌握現(xiàn)狀，獲得需要的事實(shí)和數(shù)據(jù)事實(shí)和數(shù)據(jù)，來(lái)確定合理的目標(biāo)狀態(tài)一旦確定了目標(biāo)狀態(tài)，你就可以朝著目標(biāo)努力朝著目標(biāo)努

14、力，然后就可以發(fā)現(xiàn)你需要克服的問(wèn)題(問(wèn)題，浪費(fèi)，障礙)Goal: develop a systematic way of observing and analyzing a process by a routine practice kata of grasping the situation.目標(biāo)目標(biāo)：通過(guò)“套路”來(lái)掌握現(xiàn)狀，建立一個(gè)系統(tǒng)的方式來(lái)觀察和分析流程掌握現(xiàn)狀建立下一階段的目標(biāo)目標(biāo)狀態(tài)192022-3-11202022-3-11 Find out current pattern of operation, so you can establish a desired pattern

15、of operation (target condition).找出現(xiàn)有的運(yùn)行模式，就能夠建立你所期望達(dá)到的模式（目標(biāo)狀態(tài)） The goal here is to learn the routine of process analysis.目標(biāo)是學(xué)習(xí)流程分析的“方法” Start with a process easier to understand and analyze.從容易理解和分析的流程開(kāi)始212022-3-11What do you actually know? 你真正你真正知道知道什么？什么？How do you know it? 你如何知道的？What do you need

16、 to know? 你你需要需要知道什么？知道什么？How can you learn it? 你怎么學(xué)到的？Lean is not acting on assumptions or jumping to conclusions.精益不能依靠假設(shè)來(lái)行動(dòng)，也不能直接跳到結(jié)論。精益不能依靠假設(shè)來(lái)行動(dòng)，也不能直接跳到結(jié)論。222022-3-11“Data is of course important, but I place greater emphasis on facts.”“數(shù)據(jù)確實(shí)很重要，但是我更強(qiáng)調(diào)事實(shí)數(shù)據(jù)確實(shí)很重要，但是我更強(qiáng)調(diào)事實(shí)”Taiichi Ohno 大野耐一And where

17、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.那你能在哪里發(fā)現(xiàn)事實(shí)事實(shí)呢？在現(xiàn)場(chǎng)問(wèn)題真正發(fā)生的地方。不是在會(huì)議室或者是在辦公桌上。Grasp the actual condition firsthand掌握一手的實(shí)際情況232022-3-11Ask Questions to Help Ourselves SEE:問(wèn)問(wèn)題來(lái)幫助我們觀察問(wèn)問(wèn)題來(lái)幫助我們觀察Whats

18、Actually Happening? 真正在發(fā)生真正在發(fā)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事實(shí)和真正的事實(shí)和真正的問(wèn)題問(wèn)題A SOLUTION解決方案解決方案Impressions & Assumptions感覺(jué)和假設(shè)Theory 理論FACTSFACTSFACTS事實(shí)事實(shí)242022-3-111.Assuming you know what the problem is without seeing what is actually happening. 在沒(méi)有看到真正發(fā)生

19、什么之前就假設(shè)你已經(jīng)知道問(wèn)題是什么了。2.Assuming you know how to fix a problem without finding out what is causing it. 在沒(méi)有找出問(wèn)題的根本原因之前就假設(shè)你已經(jīng)知道如何去解決問(wèn)題了。3.Assuming you know what is causing the problem without confirming it. 在沒(méi)有確認(rèn)之前就假設(shè)你已經(jīng)知道是什么導(dǎo)致問(wèn)題的發(fā)生了。In other words - Not Grasping the Situation. 換句話說(shuō)換句話說(shuō)沒(méi)有掌握現(xiàn)狀。沒(méi)有掌握現(xiàn)狀。(And

20、 where do we grasp the situation? At the Gemba!)（我們可以在哪里掌握到現(xiàn)狀？在現(xiàn)場(chǎng)?。ㄎ覀兛梢栽谀睦镎莆盏浆F(xiàn)狀？在現(xiàn)場(chǎng)！）252022-3-11IS NOT 不是不是The simple reverse of your proposed solution.用簡(jiǎn)單的否定來(lái)提建議 “No one oils the machine”. “沒(méi)有人給機(jī)器加油”A lack of something, such as lack of a specific countermeasure.缺少什么東西，例如具體的對(duì)策?！癟here is no standard

21、 work in place”.“沒(méi)有標(biāo)準(zhǔn)化的工作”IS 是是A problem in performance.在績(jī)效上的問(wèn)題“The bearing wears out too frequently.”“軸承磨損地太頻繁了”Stated as concretely in measurable performance terms as possible.盡量用可以衡量的績(jī)效指標(biāo)來(lái)描述“Bearing will perform as required through the standard of 300 hours 100% of cases.Current 50% Goal 100%目前50

22、% 目標(biāo)100%262022-3-11We need to train our eyes to “see” and grasp the current situation我們必須培養(yǎng)我們的眼睛去我們必須培養(yǎng)我們的眼睛去“觀察觀察”和掌握現(xiàn)狀和掌握現(xiàn)狀272022-3-111. Visible Problems (obvious, apparent) 可視的問(wèn)題（明顯可視的問(wèn)題（明顯的的,顯然的）顯然的）Line stopped 停線Equipment breakdown 設(shè)備停機(jī)Quality problem (red bins | post-mortem parts) 質(zhì)量問(wèn)題（紅盒子| 事

23、后分析問(wèn)題）Mess (stuffs out of place) 混亂(物品放置沒(méi)有秩序)Operators idle 操作者等待282022-3-112.Invisible (Difficult-to-see) Problems 不可視（難以發(fā)現(xiàn)）不可視（難以發(fā)現(xiàn)）的問(wèn)題的問(wèn)題Points where is cumulating inventory 積累庫(kù)存的地方Production cycle time slower than planned cycle time 生產(chǎn)周期時(shí)間比計(jì)劃的時(shí)間長(zhǎng)Not meeting customer demand according to Takt Time

24、根據(jù)節(jié)拍時(shí)間，沒(méi)有滿足顧客的需求No standardized work (real, not paper) 沒(méi)有標(biāo)準(zhǔn)化工作Source of quality problems 質(zhì)量問(wèn)題的根源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)流程的波動(dòng)性很大（不穩(wěn)定）Extra efforts in all areas (planning, logistics, customer service, sales, etc) to compensat

25、e production instability (variation)其他區(qū)域(計(jì)劃、物流，客服，銷售等)導(dǎo)致的生產(chǎn)不穩(wěn)定（波動(dòng)）292022-3-11 Initially you should focus on establishing a first target condition and then get going on PDCA cycles toward that target condition. As you go through the PDCA cycles, you will iteratively deepen your understanding of the p

26、rocess.302022-3-11開(kāi)始你只需要關(guān)注于確立第一個(gè)目標(biāo)狀態(tài)，然后開(kāi)始PDCA循環(huán)，來(lái)達(dá)到目標(biāo)狀態(tài)一旦你開(kāi)始PDCA循環(huán)，你就可以反復(fù)地加深對(duì)流程的理解312022-3-11 Stopwatch 秒表 Paper 紙 Pencil, eraser and ruler 鉛筆，橡皮和尺子 Calculator 計(jì)算器 It can be done by an individual or small group可以有一個(gè)人或者小團(tuán)隊(duì)完成可以有一個(gè)人或者小團(tuán)隊(duì)完成322022-3-11Lets Grasp the Current Condition讓我們掌握現(xiàn)狀讓我們掌握現(xiàn)狀332022-

27、3-11Customer takt time 客戶的節(jié)拍時(shí)間Planned Cycle time 計(jì)劃的周期時(shí)間Number of shifts currently running (available time)現(xiàn)在的班次(可用工作時(shí)間)Customer Demand and Line Pace 顧客需求和生產(chǎn)速度Define the start & end points of the process 確定流程的開(kāi)始和結(jié)束點(diǎn)Get to know the process by sketching it 通過(guò)繪制來(lái)了解流程Where do buffer accumulates? 哪里會(huì)

28、累積緩沖庫(kù)存How much does process output fluctuate? (time and graph 20 exit cycles)流程的產(chǎn)出如何波動(dòng)（測(cè)量20個(gè)循環(huán)的時(shí)間）？Where does quality problem happen? 質(zhì)量問(wèn)題在哪里發(fā)生？Note other details bout current operating patterns 還有哪些會(huì)影響現(xiàn)狀？Overview of the Process 流程的概覽Can the equipment support the planned cycle time?設(shè)備能滿足計(jì)劃的周期時(shí)間嗎？Wha

29、t is the current capacity?現(xiàn)有的產(chǎn)能是多少？Machine Capacity機(jī)器產(chǎn)能342022-3-11 Time 20-40 full cycles of each operators work 對(duì)每一個(gè)操作者的工作，測(cè)量20-40個(gè)循環(huán)的時(shí)間 Are each operators work steps the same from cycle to cycle? 每一個(gè)操作者每一個(gè)循環(huán)的工作步驟是一樣嗎？Process Stability流程的穩(wěn)定性 Calculate the number of operators 計(jì)算操作者的數(shù)量Necessary Numbe

30、r of Operators (if process were stable)需要的操作者數(shù)量（如果流程穩(wěn)定的話）Important: if process is not stable you will need to address this before trying to make other improvements.重要：重要：如果流程不穩(wěn)定的話，你可能需要先解決這個(gè)問(wèn)題再去改進(jìn)其他方面352022-3-11Where are the unsafe conditions? 哪些是不安全的地方？Does the operator act unsafely? 操作員注意安全操作了嗎？Do

31、 the operators wear the appropriate PPE? 操作者正確穿著PPE了嗎？PPE(personal protective equipment)即個(gè)人防護(hù)設(shè)備。S (Safety) 安全Where are the red bins located? What is current defect rate?紅盒子在哪里？現(xiàn)在的質(zhì)量不良率是多少？How much does the defect impact on production output and delivery?質(zhì)量對(duì)產(chǎn)量和交付的影響有多大？Q (Quality) 質(zhì)量What is current d

32、elivery order? Ahead or behind schedule?現(xiàn)在要交付的訂單是什么？比計(jì)劃提前了還是滯后了？D (Delivery) 交付What are the extra operations (unnecessary processes)?哪些是額外的工序？（不必要的工序）Are we performing on or out of budget?我們有沒(méi)有超過(guò)預(yù)算？C (Cost) 成本362022-3-11People idle 人員空閑Waiting for machine, material, leader, inspection 等設(shè)備，材料，等檢驗(yàn)Wait

33、ing 等待People moving around 人在到處走動(dòng)People looking for tools or parts 尋找工具或者零件People moving long distances to get something 走很遠(yuǎn)去拿什么東西Manual transfer of parts from box-to-box 將零件從一個(gè)盒子拿到另一個(gè)盒子Motion 動(dòng)作Material being transferred from one location to other 物料從一個(gè)地方運(yùn)到另外一個(gè)地方Transportation運(yùn)輸Quality problems in

34、raw materials, WIP and finished goods 原材料，在制品和成品的質(zhì)量問(wèn)題Rework 返工Defects 質(zhì)量缺陷Over processing 過(guò)度的加工Double or triple checking (not right at first time) 重復(fù)地檢驗(yàn)(不是一次做對(duì))Adjusting 調(diào)整Unnecessary process 不必要的工序Buffers between the operations and processes在工序之間的緩沖庫(kù)存Inventory 庫(kù)存Produce earlier or more than needed

35、by customer跟顧客的需求相比，過(guò)早或者過(guò)多地生產(chǎn)Overproduction過(guò)量生產(chǎn)372022-3-11382022-3-11 Understand the Direction 理解方向Grasp the Current Condition掌握現(xiàn)狀 Establish the Next Target Condition確立下一個(gè)目標(biāo)狀態(tài) PDCA | Problem Solving Tools Toward the Target ConditionPDCA/問(wèn)題解決的工具，邁向目標(biāo)392022-3-11PART 3Establish the Next Target Conditio

36、n確定下一個(gè)目標(biāo)狀態(tài)確定下一個(gè)目標(biāo)狀態(tài)402022-3-11Grasp the current situation掌握現(xiàn)狀Establish next target condition確定目標(biāo)狀態(tài)Target ConditionWhat pattern of the process do you want to strive for next你想采用什么樣的方法到達(dá)下一個(gè)階段你想采用什么樣的方法到達(dá)下一個(gè)階段412022-3-11A TC describes a desired future state, and specify when it should be achieved目標(biāo)狀態(tài)是我

37、們所希望達(dá)到的未來(lái)狀態(tài)，并明確了什么時(shí)候應(yīng)該實(shí)現(xiàn)目標(biāo)狀態(tài)是我們所希望達(dá)到的未來(lái)狀態(tài)，并明確了什么時(shí)候應(yīng)該實(shí)現(xiàn)Current Condition現(xiàn)狀現(xiàn)狀Target Condition目標(biāo)狀態(tài)目標(biāo)狀態(tài)Unclear Territory不確定的范圍Obstacles 障礙We areHere我們?cè)谀?？我們?cè)谀?？We want to behere next我們下一步想實(shí)現(xiàn)什么我們下一步想實(shí)現(xiàn)什么We should be able to answer questions like that 我們應(yīng)該能夠回答以下的問(wèn)題: How do we want this process to operate? 我

38、們希望流程如何運(yùn)行？ What is the intended normal pattern? 正常的模式應(yīng)該是什么？ Where do we want to be next? 我們下一步希望實(shí)現(xiàn)什么？422022-3-11Current Condition現(xiàn)狀現(xiàn)狀VISION愿景愿景Target Condition目標(biāo)狀態(tài)目標(biāo)狀態(tài)ProblemsandObstacles問(wèn)題和障礙問(wèn)題和障礙1. How the process should operate. The intended pattern. 流程該如何運(yùn)行？計(jì)劃中的模式。2. So you can recognize the key

39、 problems and obstacles you need to address.因此你就能夠得到你需要去解決的關(guān)鍵問(wèn)題Go after the problems, or obstacles, that prevent you from getting the specific target condition you are trying to reach one at a time!關(guān)注于問(wèn)題或者障礙，可以避免只關(guān)注與如何達(dá)到具體的某一個(gè)目標(biāo)狀態(tài)。一次一個(gè)問(wèn)題！一次一個(gè)問(wèn)題！432022-3-11關(guān)系關(guān)系 GUANGXIIts not my idea against your ide

40、a 并不是我的意見(jiàn)和你的不一樣Its what do we need to work on to get our target condition.而是我們需要為了共同的目標(biāo)而努力。Without a target condition沒(méi)有目標(biāo)狀態(tài)沒(méi)有目標(biāo)狀態(tài)With a target condition有目標(biāo)狀態(tài)有目標(biāo)狀態(tài)442022-3-11Target Condition目標(biāo)狀態(tài)目標(biāo)狀態(tài)It is a description of how a process should be performing in order to achieve the target是關(guān)于流程應(yīng)該如何運(yùn)行才能達(dá)到

41、目標(biāo)的描述PROCESS流程流程Target 目標(biāo)目標(biāo)An outcome, result or goal成果，結(jié)果或者目標(biāo)Inventory Level 庫(kù)存水平庫(kù)存水平Lead Time 交付時(shí)間交付時(shí)間Output per Hour 小時(shí)產(chǎn)出小時(shí)產(chǎn)出Cost, Labor Cost 人力成本人力成本Quality Level 質(zhì)量水平質(zhì)量水平Productivity 生產(chǎn)率生產(chǎn)率Etc 等等Process operating in this way.will generate this result.流程這樣運(yùn)行的話流程這樣運(yùn)行的話 .會(huì)產(chǎn)生這樣的結(jié)果會(huì)產(chǎn)生這樣的結(jié)果. (pattern

42、 模式) (expected outcome 預(yù)期的成果)452022-3-11Target Condition目標(biāo)狀態(tài)目標(biāo)狀態(tài)1.No adjusts required.2.Accurate delivery date always available3.Number of kanban cards always correct4.The design can be finished on time with no overtimeTarget目標(biāo)目標(biāo)1.Increased output by 25%2.Zero customers complaint3.Zero shortage of m

43、aterial due to kanban cards4.Reduce labor costsCurrent Condition現(xiàn)狀現(xiàn)狀1.Equip. A in the cell is frequently stopping for adjusts2.An accurate delivery date is not available to inform customers3.Shortage of material due to losing kanban card4.Frequently need overtime to accomplish design due date462022-

44、3-11Target Condition目標(biāo)狀態(tài)目標(biāo)狀態(tài)1.不再需要調(diào)整2.能夠有準(zhǔn)確的交貨時(shí)間3.看板的數(shù)量永遠(yuǎn)是正確的4.沒(méi)有加班的情況下按期完成設(shè)計(jì)Target目標(biāo)目標(biāo)1.提高25% 的產(chǎn)出2.客戶抱怨率為03.沒(méi)有因?yàn)榭窗宓膯?wèn)題而缺料4.減少人力成本Current Condition現(xiàn)狀現(xiàn)狀1.單元中的設(shè)備A需要經(jīng)常停機(jī)調(diào)整2.沒(méi)有辦法通知客戶準(zhǔn)確的交貨時(shí)間3.因?yàn)閬G失了看板，導(dǎo)致缺料4.經(jīng)常需要加班才能按計(jì)劃完成設(shè)計(jì)472022-3-111. PROCESS STEPS, SEQUENCE & TIMES 流程步驟，順序和時(shí)間流程步驟，順序和時(shí)間a pattern you c

45、an draw or chart 你可以畫出來(lái)的模式2. OTHER PROCESS CHARACTERISTICS 其他的流程特征其他的流程特征Number of people 人員數(shù)量Time available 可用時(shí)間Where 1 x 1 flow is planned 哪里可以實(shí)現(xiàn)單件流Where inventory buffer is estimated 緩沖庫(kù)存在哪里3. PROCESS INDICATORS 流程的指標(biāo)流程的指標(biāo)To check condition of the process in real time 實(shí)時(shí)檢查流程的狀態(tài)Ex: time to each cy

46、cle, piece, setup time, degree of variability from cycle to cycle 例如：周期時(shí)間，件數(shù)，換模時(shí)間，周期時(shí)間的波動(dòng)等4. OUTPUT INDICATORS 產(chǎn)出指標(biāo)產(chǎn)出指標(biāo)Number of pieces per hour / shift / day 每小時(shí)/班/天 的產(chǎn)出Planning attainment (accomplishment) 計(jì)劃達(dá)成率(完成)Productivity 生產(chǎn)率On-time Delivery 準(zhǔn)時(shí)交付率No Verbs沒(méi)有動(dòng)詞沒(méi)有動(dòng)詞TC shall have a DATE應(yīng)該有日期應(yīng)該有日期

47、482022-3-11Broachend slots端頭鉆Drill CrossHoles鉆十字孔Turn PistonGroves變位活塞套Deburr清理毛刺Scan HardenJournal掃描硬化軸頸Straighten伸直CenterlessGrinder 偏心砂輪Broach Teeth鉆孔齒Resistance Harden Teeth阻力硬化齒Wash 洗Induction Temper感應(yīng)調(diào)節(jié)器Straighten伸直Crack Detect裂紋檢測(cè)Buff OD Rack軟皮架Super Finish OD超細(xì)拋光Assemble Pistons裝配活塞Lap Journ

48、al重疊軸頸Final Wash (Rust Prevent)終洗（防銹）Gub Drill Journal End鉆床-軸頸頭Machine Both Ends 兩頭機(jī)器11IN 進(jìn)進(jìn)OUT出出1234561788710234569TT = 30s2 Operators492022-3-11502022-3-11Current Condition現(xiàn)狀現(xiàn)狀Target Condition目標(biāo)狀態(tài)目標(biāo)狀態(tài)q Customer TT = 30sq 客戶的節(jié)拍時(shí)間 = 30秒q Planned C/T = 25sq 計(jì)劃周期時(shí)間 = 25 秒 q One shift + overtime 一班+加班

49、q Varying buffer between workstationsq工序之間有波動(dòng)的緩沖庫(kù)存q 6 operators (underutilized)q 6個(gè)操作者q Output cycle fluctuation: +- 60%q 產(chǎn)出周期波動(dòng)： : +- 60%q Output = 600 750 pieces/shiftq 產(chǎn)出 = 600 750件/班q Customer TT = 30sq 客戶的節(jié)拍時(shí)間 = 30秒q Planned C/T = 25sq 計(jì)劃周期時(shí)間 = 25 秒 q One shift (no overtime)q一班（沒(méi)有加班）q 1 x 1 flo

50、w 單件流q 4 operators 4個(gè)操作者q Output cycle fluctuation: +- 10%q 產(chǎn)出周期波動(dòng)： : +-10%q Output = 800 pieces/shiftq 產(chǎn)出 = 800件/班512022-3-11q Documents released in batchq 文件以批量的形式發(fā)放q Documents in different formats (difficult to read)q 文件都是不同的格式 （難以閱讀）q Overtime required to conclude monthly releaseq 每個(gè)月發(fā)放的時(shí)候需要加班q

51、Documents in 1 x 1 flowq 文件以單件流的方式q Standardized formatq 標(biāo)準(zhǔn)化的格式q All documents concluded with no overtimeq 沒(méi)有加班Current Condition現(xiàn)狀現(xiàn)狀Target Condition目標(biāo)狀態(tài)目標(biāo)狀態(tài)522022-3-11 This happens when the work is not repetitive這在工作不是可重復(fù)的時(shí)候發(fā)生 Keep in mind that were trying to find a pattern記住，我們努力找到一種模式 Instead of r

52、eleasing 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” 與其按照客戶的訂單工作（客戶的訂單總是波動(dòng)的），不如按照一定的標(biāo)準(zhǔn)量來(lái)工作-“Pitch” In manufacturing: number of racks that can be painted per hour;

53、 number of trays can put in the heat treatment oven 制造：每個(gè)小時(shí)可以噴涂多少架；熱處理設(shè)備可以放進(jìn)多少托盤 In service: average time to respond the inquires (call centers); number of pages finished per day 服務(wù)：平均響應(yīng)時(shí)間(呼叫中心)； 每天完成的頁(yè)數(shù)532022-3-11PART 4PDCA | Problem Solving Tools Toward the Target ConditionPDCA/問(wèn)題解決的工具，邁向目標(biāo)問(wèn)題解決的工具

54、，邁向目標(biāo)542022-3-11Grasp the current situation掌握現(xiàn)狀Establish next target condition確定下一個(gè)目標(biāo)狀態(tài)Target ConditionThe Discovery Process發(fā)現(xiàn)的流程發(fā)現(xiàn)的流程552022-3-11Now you have established a Target Condition, how do you get there?現(xiàn)在你確定了目標(biāo)狀態(tài)，那如何實(shí)現(xiàn)？現(xiàn)在你確定了目標(biāo)狀態(tài)，那如何實(shí)現(xiàn)？562022-3-11Assume the Path is Unclear 假設(shè)路徑不清楚假設(shè)路徑不清楚We

55、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.我們常常制定計(jì)劃，并按照計(jì)劃執(zhí)行。但事實(shí)是我們從來(lái)都不能有效地實(shí)現(xiàn)目標(biāo)狀態(tài)。572022-3-11With complex environment we cannot plan so-well upfront to hit the target condition.在復(fù)雜的環(huán)境下，我們不可能計(jì)劃

56、地很好，由此實(shí)現(xiàn)目標(biāo)狀態(tài)Regardless of how well you planned, the path to achieve the target condition is somewhat of a grey zone.不管你計(jì)劃得多好，實(shí)現(xiàn)目標(biāo)狀態(tài)的路徑總是有有些不確定(灰色地帶)Current Condition現(xiàn)狀現(xiàn)狀Target Condition目標(biāo)狀態(tài)目標(biāo)狀態(tài)Grey zone 灰色地帶?582022-3-11PDCA*cycle defined by W.E Deming in 1950.(1) Define what you want to do and happe

57、n. This is the hypothesis or prediction. 確定你想要做的，這是假設(shè)或者預(yù)測(cè)。(2) Test the hypothesis. Try to run the process according to the plan. Observe closely. 測(cè)試這個(gè)假設(shè)。按照計(jì)劃執(zhí)行，然后詳細(xì)觀察情況。(3) Compare actual outcome with expected outcome. 比較實(shí)際的結(jié)果和計(jì)劃的結(jié)果(4) Standardize/Stabilize what works, or begin the PDCA cycle again.

58、 標(biāo)準(zhǔn)化/穩(wěn)定化工作，或者重新開(kāi)始PDCA循環(huán)592022-3-11 Its a method (scientific) of acquiring knowledge這是獲得知識(shí)的方法(科學(xué)地) Its a practical way of attaining to the target conditions這是實(shí)現(xiàn)目標(biāo)狀態(tài)的可行方法 Its a way to work through the grey zone這是通過(guò)灰色地帶的方法602022-3-11Old Way 傳統(tǒng)方法傳統(tǒng)方法Improvement-Kata Mindset改善的招式改善的招式Check at the end of an event or project在每個(gè)項(xiàng)目結(jié)束的時(shí)候檢查Big steps很大的步伐Done by specialists, or a CI team是由專員或者持續(xù)