豐田套路Toyota-KATA中英文

ToyotaKata豐田套路

ImprovementMethodology

改善方法

ProblemSolving&ImprovementApproach

問題解決&改善TrainingContent培訓(xùn)內(nèi)容Part1.UnderstandtheDirection

理解方向Part2.GrasptheCurrentCondition

掌握現(xiàn)狀Part3.EstablishtheNextTargetCondition

確立下一個(gè)目標(biāo)Part4.PDCA|ProblemSolvingToolsTowardtheTargetCondition PDCA/問題解決的工具，邁向目標(biāo)2(thistrainingmaterialisbasedonToyotaKatabyMikeRother)Introduction介紹大多數(shù)“精益”企業(yè)所在的位置豐田之路的4P模型問題解決（持續(xù)改進(jìn)和學(xué)習(xí)）理念（著眼于長期的思維）過程（杜絕浪費(fèi)）員工和伙伴（尊重，激勵(lì)和培養(yǎng)他們）管理決策以長期理念為基礎(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)問題拉動(dòng)避免生產(chǎn)過剩生產(chǎn)均衡化自働化工作標(biāo)準(zhǔn)化視覺管理可靠技術(shù)培養(yǎng)能實(shí)現(xiàn)公司理念的領(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ProblemSolving(ContinuousImprovementandLearning)Philosophy(Long-Termthinking)Process(EliminateWaste)People&Partners(Respect,Challenge,AndGrowthem)Basemanagementdecisionsonalong-termphilosophy,evenattheexpenseofashort-termfinancialgoalsCreateprocess“flow”tosurfaceproblemsUsepullsystemstoavoidoverproductionLevelouttheworkload(Heijunka)Stopwhenthereisaqualityproblem(Jidoka)StandardizetasksforcontinuousimprovementUsevisualcontrolsonoproblemsarehiddenUseonlyreliable,thoroughlytestedtechnologyGrowleaderswholivethephilosophyRespect,develop,andchallengeyourpeopleandteamsRespect,challenge,andhelpyoursuppliersContinuousorganizationallearningthroughkaizenGoseeforyourselftothoroughlyunderstandthesituation(GenchiGenbutsu)Makedecisionsslowlybyconsensusthoroughlyconsideringalloptions;implementrapidly(Nemawashi)A4PmodeloftheToyotaWayWheremost“Lean”companiesareWheredoesanimprovementhappen?

改善會(huì)在什么地方發(fā)生？Atprocesslevel…..physicalorserviceprocess(information|transactional)在流程層面…生產(chǎn)或者服務(wù)的流程（信息|交互）UsualTriggersfor

Improvement

通常改善的出發(fā)點(diǎn)CostReduction降低成本Productivity生產(chǎn)率Introductionofnew….新產(chǎn)品，流程，設(shè)計(jì)，技術(shù)等的導(dǎo)入Problems問題ProblemDefinitions

問題的定義Wikipedia:Aproblemisanobstacle,impediment,difficultyorchallenge,oranysituationthatinvitesresolution;theresolutionofwhichisrecognizedasasolutionorcontributiontowardaknownpurposeorgoal.Aproblemimpliesadesiredoutcomecoupledwithanapparentdeficiency,doubtorinconsistency（矛盾）thatpreventstheoutcomefromtakingplace.維基百科：問題很難有一個(gè)確定的、無異議的定義，但是，一般來說都問題包含有以下三個(gè)基本成分：上下文

--和問題相關(guān)的場景，指一組已經(jīng)是明確已知(?)的，關(guān)于問題的條件的描述。目標(biāo)--指關(guān)于構(gòu)成問題的結(jié)論的明確的描述。障礙--指問題的正確解決方法不是顯而易見的，必須通過一定的思維活動(dòng)，才能找到答案。一般而言，問題是由于某些導(dǎo)致不能達(dá)到目的或者實(shí)現(xiàn)目標(biāo)的認(rèn)識(shí)障礙。它是指不期待的現(xiàn)狀沒有被解決或者事態(tài)出現(xiàn)意外。BusinessDictionary:Aperceivedgapbetweentheexistingstateandadesiredstate,oradeviationfromanorm,standard,orstatusquo.Althoughmanyproblemsturnouttohaveseveralsolutions(themeanstoclosethegaporcorrectthedeviation),difficultiesarisewheresuchmeansareeithernotobviousorarenotimmediatelyavailable.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。

ProblemDefinitions

問題的定義ToyotaKata豐田套路TheImprovementKata

改善的套路PART1第1部分UnderstandtheDirection理解方向Vision愿景現(xiàn)狀對(duì)客戶的愿景愿景是一個(gè)方向指示器沒有一個(gè)方向——給一個(gè)愿景

長期愿景或方向有助于我們集中思想和行動(dòng)，因?yàn)槿绻麤]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。

Challenge挑戰(zhàn)現(xiàn)狀對(duì)客戶的愿景挑戰(zhàn)因?yàn)樵妇笆悄：磺逦腡argetConditions目標(biāo)狀態(tài)現(xiàn)狀對(duì)客戶的愿景挑戰(zhàn)目標(biāo)狀態(tài)Obstacles障礙現(xiàn)狀愿景目標(biāo)狀態(tài)障礙PART2第2部分GrasptheCurrentCondition掌握現(xiàn)狀ProcessAnalysis(GrasptheSituation)

流程分析（掌握現(xiàn)狀）ThepurposeofProcessAnalysisisnot

touncoverproblems,wastesorpotentialimprovements(thiswillcomelater!).Graspingthecurrentsituationistoobtainfactsanddatayouneedinordertodefinetheappropriatetargetcondition.Onceyouhavethetargetcondition,thenyoucanstrivetomovetowarditanddiscoverwhatyouneedtoworkon(problems,wastes,obstacles).Goal:developasystematicwayofobservingandanalyzingaprocessbyaroutinepractice–kata–ofgraspingthesituation.GraspthecurrentsituationEstablishnexttargetconditionTargetConditionProcessAnalysis(GrasptheSituation)

流程分析（掌握現(xiàn)狀）流程分析的目的不是去發(fā)現(xiàn)問題、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）掌握現(xiàn)狀，獲得需要的事實(shí)和數(shù)據(jù)，來確定合理的目標(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，然后就可以發(fā)現(xiàn)你需要克服的問題(問題，浪費(fèi)，障礙)Goal:developasystematicwayofobservingandanalyzingaprocessbyaroutinepractice–kata–ofgraspingthesituation.目標(biāo)：通過“套路”來掌握現(xiàn)狀，建立一個(gè)系統(tǒng)的方式來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)StartwithVSMthenmovetoprocesslevel

從價(jià)值流圖析(VSM)開始,然后到工序?qū)用鍳raspingtheCurrentCondition

掌握現(xiàn)狀Findoutcurrentpattern

ofoperation,soyoucanestablishadesiredpattern

ofoperation(targetcondition).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)）Thegoalhereistolearntheroutineofprocessanalysis.目標(biāo)是學(xué)習(xí)流程分析的“方法”Startwithaprocesseasiertounderstandandanalyze.從容易理解和分析的流程開始Whatdoyouactuallyknow?你真正知道什么？Howdoyouknowit?你如何知道的？Whatdoyouneedtoknow?你需要知道什么？Howcanyoulearnit?你怎么學(xué)到的？Leanisnotactingonassumptionsorjumpingtoconclusions.精益不能依靠假設(shè)來行動(dòng)，也不能直接跳到結(jié)論。QuestioningMind

提問題的思維

“Dataisofcourseimportant,butIplacegreateremphasisonfacts.”“數(shù)據(jù)確實(shí)很重要，但是我更強(qiáng)調(diào)事實(shí)”

TaiichiOhno大野耐一GoSee…andlisten

到現(xiàn)場去….然后傾聽AndwheredoyoufindtheFACTSofasituation?AttheGemba–theplacewheretheproblemisactuallyhappening.Notinaconferenceroomoratadesk.那你能在哪里發(fā)現(xiàn)事實(shí)呢？在現(xiàn)場—問題真正發(fā)生的地方。不是在會(huì)議室或者是在辦公桌上。Grasptheactualconditionfirsthand掌握一手的實(shí)際情況HowWeCanSolveProblemsMoreEffectively

我們?nèi)绾胃行У亟鉀Q問題AskQuestionstoHelpOurselvesSEE:問問題來幫助我們觀察

What’sActuallyHappening?真正在發(fā)生什么？ WhatdoIactuallyknow?我真正知道什么？TheRealorMainProblem事實(shí)和真正的問題ASOLUTION解決方案Impressions&Assumptions感覺和假設(shè)Theory理論FACTSFACTSFACTS事實(shí)24ThreeCommonProblemsinProblemSolving

問題解決中三個(gè)常見問題Assumingyouknowwhattheproblemiswithoutseeingwhatisactuallyhappening.在沒有看到真正發(fā)生什么之前就假設(shè)你已經(jīng)知道問題是什么了。Assumingyouknowhowtofixaproblemwithoutfindingoutwhatiscausingit.在沒有找出問題的根本原因之前就假設(shè)你已經(jīng)知道如何去解決問題了。Assumingyouknowwhatiscausingtheproblemwithoutconfirmingit.在沒有確認(rèn)之前就假設(shè)你已經(jīng)知道是什么導(dǎo)致問題的發(fā)生了。Inotherwords-NotGraspingtheSituation.換句話說——沒有掌握現(xiàn)狀。(Andwheredowegraspthesituation?AttheGemba!)（我們可以在哪里掌握到現(xiàn)狀？在現(xiàn)場?。?5ISNOT不是Thesimplereverseofyourproposedsolution.用簡單的否定來提建議

“Nooneoilsthemachine”.“沒有人給機(jī)器加油”Alackofsomething,suchaslackofaspecificcountermeasure.缺少什么東西，例如具體的對(duì)策。

“Thereisnostandardworkinplace”.“沒有標(biāo)準(zhǔn)化的工作”AGoodProblemStatement

好的問題描述IS是Aprobleminperformance.在績效上的問題 “Thebearingwearsouttoofrequently.”“軸承磨損地太頻繁了”Statedasconcretelyinmeasurableperformancetermsaspossible.盡量用可以衡量的績效指標(biāo)來描述

“Bearingwillperformasrequiredthroughthestandardof300hours100%ofcases. Current50%Goal100% 目前50%目標(biāo)100%Let’sGrasptheCurrentCondition

讓我們掌握現(xiàn)狀Weneedtotrainoureyesto“see”andgraspthecurrentsituation我們必須培養(yǎng)我們的眼睛去“觀察”和掌握現(xiàn)狀Let’sGrasptheCurrentCondition

讓我們掌握現(xiàn)狀VisibleProblems(obvious,apparent)可視的問題（明顯的,顯然的）Linestopped停線Equipmentbreakdown設(shè)備停機(jī)Qualityproblem(redbins|post-mortemparts)質(zhì)量問題（紅盒子|事后分析問題）Mess(stuffsoutofplace)混亂(物品放置沒有秩序)Operatorsidle操作者等待Let’sGrasptheCurrentCondition

讓我們掌握現(xiàn)狀I(lǐng)nvisible(Difficult-to-see)Problems不可視（難以發(fā)現(xiàn)）的問題Pointswhereiscumulatinginventory積累庫存的地方Productioncycletimeslowerthanplannedcycletime生產(chǎn)周期時(shí)間比計(jì)劃的時(shí)間長NotmeetingcustomerdemandaccordingtoTaktTime根據(jù)節(jié)拍時(shí)間，沒有滿足顧客的需求Nostandardizedwork(real,notpaper)沒有標(biāo)準(zhǔn)化工作Sourceofqualityproblems質(zhì)量問題的根源Lackofsignalsformaterialsandinfoflow缺乏物料和信息流的指示Highvariationinprocesscycles(instability)流程的波動(dòng)性很大（不穩(wěn)定）Extraeffortsinallareas(planning,logistics,customerservice,sales,etc)tocompensateproductioninstability(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)）Youdon’thavetogetaperfectunderstandingofthecurrentconditionInitiallyyoushouldfocusonestablishingafirsttargetconditionandthengetgoingonPDCAcyclestowardthattargetcondition.AsyougothroughthePDCAcycles,youwilliterativelydeepenyourunderstandingoftheprocess.你不需要完美地理解現(xiàn)狀開始你只需要關(guān)注于確立第一個(gè)目標(biāo)狀態(tài)，然后開始PDCA循環(huán)，來達(dá)到目標(biāo)狀態(tài)一旦你開始PDCA循環(huán)，你就可以反復(fù)地加深對(duì)流程的理解ToolsforGraspingtheCurrentCondition掌握現(xiàn)狀的工具Stopwatch秒表Paper紙Pencil,eraserandruler鉛筆，橡皮和尺子Calculator計(jì)算器

Itcanbedonebyanindividualorsmallgroup可以有一個(gè)人或者小團(tuán)隊(duì)完成Let’sGrasptheCurrentCondition讓我們掌握現(xiàn)狀WhattoObserve觀察什么WhattoObserve觀察什么

Important:ifprocessisnotstableyouwillneedtoaddressthisbeforetryingtomakeotherimprovements.重要：如果流程不穩(wěn)定的話，你可能需要先解決這個(gè)問題再去改進(jìn)其他方面WhattoObserve(SQDC)觀察什么WhattoObserve(7Wastes)觀察什么(7種浪費(fèi))ObservationSheet(GrasptheCurrentCondition)觀察表格（掌握現(xiàn)狀）TrainingContent培訓(xùn)內(nèi)容Part1.UnderstandtheDirection

理解方向Part2.GrasptheCurrentCondition

掌握現(xiàn)狀Part3.EstablishtheNextTargetCondition

確立下一個(gè)目標(biāo)狀態(tài)Part4.PDCA|ProblemSolvingToolsTowardtheTargetCondition PDCA/問題解決的工具，邁向目標(biāo)39PART3EstablishtheNextTargetCondition確定下一個(gè)目標(biāo)狀態(tài)Graspthecurrentsituation掌握現(xiàn)狀Establishnexttargetcondition確定目標(biāo)狀態(tài)TargetConditionWhereYouAre現(xiàn)在在什么階段Whatpatternoftheprocessdoyouwanttostrivefornext你想采用什么樣的方法到達(dá)下一個(gè)階段WhatisaTargetCondition什么是目標(biāo)狀態(tài)ATCdescribesadesiredfuturestate,andspecifywhenitshouldbeachieved目標(biāo)狀態(tài)是我們所希望達(dá)到的未來狀態(tài)，并明確了什么時(shí)候應(yīng)該實(shí)現(xiàn)CurrentCondition現(xiàn)狀TargetCondition目標(biāo)狀態(tài)UnclearTerritory不確定的范圍Obstacles障礙WeareHere我們?cè)谀?？Wewanttobeherenext我們下一步想實(shí)現(xiàn)什么Weshouldbeabletoanswerquestionslikethat我們應(yīng)該能夠回答以下的問題:

Howdowewantthisprocesstooperate?我們希望流程如何運(yùn)行？

Whatistheintendednormalpattern?正常的模式應(yīng)該是什么？

Wheredowewanttobenext?我們下一步希望實(shí)現(xiàn)什么？TheRoleoftheTargetCondition目標(biāo)狀態(tài)的規(guī)則CurrentCondition現(xiàn)狀VISION愿景TargetCondition目標(biāo)狀態(tài)ProblemsandObstacles問題和障礙1.Howtheprocessshouldoperate.Theintendedpattern.流程該如何運(yùn)行？計(jì)劃中的模式。2.Soyoucanrecognizethekeyproblemsandobstaclesyouneedtoaddress.因此你就能夠得到你需要去解決的關(guān)鍵問題Goaftertheproblems,orobstacles,thatpreventyoufromgettingthespecifictargetconditionyouaretryingtoreach–oneatatime!關(guān)注于問題或者障礙，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)?！淮我粋€(gè)問題！ATargetConditionEnablesTeamWork目標(biāo)狀態(tài)可以促進(jìn)團(tuán)隊(duì)工作關(guān)系GUANGXIIt’snotmyideaagainstyouridea并不是我的意見和你的不一樣It’swhatdoweneedtoworkontogetourtargetcondition.而是我們需要為了共同的目標(biāo)而努力。Withoutatargetcondition沒有目標(biāo)狀態(tài)Withatargetcondition有目標(biāo)狀態(tài)TargetCondition目標(biāo)狀態(tài)

≠

Target目標(biāo)

TargetCondition目標(biāo)狀態(tài)Itisadescriptionofhowaprocessshouldbeperforminginordertoachievethetarget是關(guān)于流程應(yīng)該如何運(yùn)行才能達(dá)到目標(biāo)的描述PROCESS流程Target目標(biāo)Anoutcome,resultorgoal成果，結(jié)果或者目標(biāo)InventoryLevel庫存水平LeadTime交付時(shí)間OutputperHour小時(shí)產(chǎn)出Cost,LaborCost人力成本QualityLevel質(zhì)量水平Productivity生產(chǎn)率Etc…等Processoperatinginthisway…………….…..willgeneratethisresult.流程這樣運(yùn)行的話 …………….…..會(huì)產(chǎn)生這樣的結(jié)果.(pattern模式)

(expectedoutcome預(yù)期的成果)Example例子TargetCondition目標(biāo)狀態(tài)Noadjustsrequired.AccuratedeliverydatealwaysavailableNumberofkanbancardsalwayscorrectThedesigncanbefinishedontimewithnoovertimeTarget目標(biāo)Increasedoutputby25%Zerocustomers’complaintZeroshortageofmaterialduetokanbancardsReducelaborcostsCurrentCondition現(xiàn)狀Equip.AinthecellisfrequentlystoppingforadjustsAnaccuratedeliverydateisnotavailabletoinformcustomersShortageofmaterialduetolosingkanbancardFrequentlyneedovertimetoaccomplishdesignduedateExample例子TargetCondition目標(biāo)狀態(tài)不再需要調(diào)整能夠有準(zhǔn)確的交貨時(shí)間看板的數(shù)量永遠(yuǎn)是正確的沒有加班的情況下按期完成設(shè)計(jì)Target目標(biāo)提高25%的產(chǎn)出客戶抱怨率為0沒有因?yàn)榭窗宓膯栴}而缺料減少人力成本CurrentCondition現(xiàn)狀單元中的設(shè)備A需要經(jīng)常停機(jī)調(diào)整沒有辦法通知客戶準(zhǔn)確的交貨時(shí)間因?yàn)閬G失了看板，導(dǎo)致缺料經(jīng)常需要加班才能按計(jì)劃完成設(shè)計(jì)WhatinformationisinaTargetCondition?目標(biāo)狀態(tài)中有什么信息呢？PROCESSSTEPS,SEQUENCE&TIMES流程步驟，順序和時(shí)間apatternyoucandraworchart你可以畫出來的模式OTHERPROCESSCHARACTERISTICS其他的流程特征Numberofpeople人員數(shù)量Timeavailable可用時(shí)間Where1x1flowisplanned哪里可以實(shí)現(xiàn)單件流Whereinventorybufferisestimated緩沖庫存在哪里PROCESSINDICATORS流程的指標(biāo)Tocheckconditionoftheprocessinrealtime實(shí)時(shí)檢查流程的狀態(tài)Ex:timetoeachcycle,piece,setuptime,degreeofvariabilityfromcycletocycle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OUTPUTINDICATORS產(chǎn)出指標(biāo)Numberofpiecesperhour/shift/day每小時(shí)/班/天的產(chǎn)出Planningattainment(accomplishment)計(jì)劃達(dá)成率(完成)Productivity生產(chǎn)率On-timeDelivery準(zhǔn)時(shí)交付率NoVerbs沒有動(dòng)詞TCshallhaveaDATE應(yīng)該有日期Example:Steps&Sequence

Broachendslots端頭鉆DrillCrossHoles鉆十字孔TurnPistonGroves變位活塞套Deburr清理毛刺ScanHardenJournal掃描硬化軸頸Straighten伸直CenterlessGrinder偏心砂輪BroachTeeth鉆孔齒ResistanceHardenTeeth阻力硬化齒Wash洗InductionTemper感應(yīng)調(diào)節(jié)器Straighten伸直CrackDetect裂紋檢測BuffODRack軟皮架SuperFinishOD超細(xì)拋光AssemblePistons裝配活塞LapJournal重疊軸頸FinalWash(RustPrevent)終洗（防銹）GubDrillJournalEnd鉆床-軸頸頭MachineBothEnds兩頭機(jī)器11IN進(jìn)OUT出1234561788710234569TT=30s2OperatorsExample:Steps&Sequence

例子：步驟和順序

ExampleofTargetCondition

目標(biāo)狀態(tài)的例子CurrentCondition現(xiàn)狀TargetCondition目標(biāo)狀態(tài)CustomerTT=30s客戶的節(jié)拍時(shí)間=30秒PlannedC/T=25s計(jì)劃周期時(shí)間=25秒Oneshift+overtime一班+加班Varyingbufferbetweenworkstations工序之間有波動(dòng)的緩沖庫存6operators(underutilized)6個(gè)操作者Outputcyclefluctuation:+-60%產(chǎn)出周期波動(dòng)：:+-60%Output=600–750pieces/shift產(chǎn)出=600–750件/班CustomerTT=30s客戶的節(jié)拍時(shí)間=30秒PlannedC/T=25s計(jì)劃周期時(shí)間=25秒Oneshift(noovertime)一班（沒有加班）1x1flow單件流4operators4個(gè)操作者Outputcyclefluctuation:+-10%產(chǎn)出周期波動(dòng)：:+-10%Output=800pieces/shift產(chǎn)出=800件/班ExampleofTargetCondition

目標(biāo)狀態(tài)的例子Documentsreleasedinbatch

文件以批量的形式發(fā)放Documentsindifferentformats(difficulttoread)

文件都是不同的格式（難以閱讀）Overtimerequiredtoconcludemonthlyrelease

每個(gè)月發(fā)放的時(shí)候需要加班Documentsin1x1flow

文件以單件流的方式Standardizedformat

標(biāo)準(zhǔn)化的格式Alldocumentsconcludedwithnoovertime

沒有加班CurrentCondition現(xiàn)狀TargetCondition目標(biāo)狀態(tài)EstablishingTCwhenWorkContentVaries

每當(dāng)工作內(nèi)容發(fā)生變化的時(shí)候就建立目標(biāo)狀態(tài)Thishappenswhentheworkisnotrepetitive這在工作不是可重復(fù)的時(shí)候發(fā)生Keepinmindthatwe’retryingtofindapattern記住，我們努力找到一種模式Insteadofreleasingworktotheprocessbycustomerorder–whichtheamountofworkcanvaryfromordertoorder–releaseworkinequalportions,forinstancetofillastandardincrementoftime–“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)量來工作-“Pitch”Inmanufacturing:numberofracksthatcanbepaintedperhour;numberoftrayscanputintheheattreatmentoven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Inservice:averagetimetorespondtheinquires(callcenters);numberofpagesfinishedperday

服務(wù)：平均響應(yīng)時(shí)間(呼叫中心)；每天完成的頁數(shù)PART4PDCA|ProblemSolvingToolsTowardtheTargetCondition PDCA/問題解決的工具，邁向目標(biāo)Graspthecurrentsituation掌握現(xiàn)狀Establishnexttargetcondition確定下一個(gè)目標(biāo)狀態(tài)TargetConditionWhereYouAre你在哪個(gè)階段TheDiscoveryProcess發(fā)現(xiàn)的流程What’sNext?下一步是什么？NowyouhaveestablishedaTargetCondition,howdoyougetthere?現(xiàn)在你確定了目標(biāo)狀態(tài)，那如何實(shí)現(xiàn)？VeryImportant非常重要AssumethePathisUnclear假設(shè)路徑不清楚Weoftendoplanandtrytoexecuteacc.theplan.Butrealityisneitherlinearnorpredictableenoughtobeeffectiveinachievingyourtargetcondition.我們常常制定計(jì)劃，并按照計(jì)劃執(zhí)行。但事實(shí)是我們從來都不能有效地實(shí)現(xiàn)目標(biāo)狀態(tài)。VeryImportant非常重要Withcomplexenvironmentwecannotplanso-wellupfronttohitthetargetcondition.在復(fù)雜的環(huán)境下，我們不可能計(jì)劃地很好，由此實(shí)現(xiàn)目標(biāo)狀態(tài)Regardlessofhowwellyouplanned,thepathtoachievethetargetconditionissomewhatofagreyzone.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)CurrentCondition現(xiàn)狀TargetCondition目標(biāo)狀態(tài)Greyzone灰色地帶????Then,WhattoDo?那么，怎么做？PDCA**cycledefinedbyW.EDemingin1950.(1)Definewhatyouwanttodoandhappen.Thisisthehypothesisorprediction.確定你想要做的，這是假設(shè)或者預(yù)測。(2)Testthehypothesis.Trytoruntheprocessaccordingtotheplan.Observeclosely.測試這個(gè)假設(shè)。按照計(jì)劃執(zhí)行，然后詳細(xì)觀察情況。(3)Compareactualoutcomewithexpectedoutcome.比較實(shí)際的結(jié)果和計(jì)劃的結(jié)果(4)Standardize/Stabilizewhatworks,orbeginthePDCAcycleagain.標(biāo)準(zhǔn)化/穩(wěn)定化工作，或者重新開始PDCA循環(huán)MoreaboutPDCA…更多關(guān)于PDCA…It’samethod(scientific)ofacquiringknowledge這是獲得知識(shí)的方法(科學(xué)地)It’sapracticalwayofattainingtothetargetconditions這是實(shí)現(xiàn)目標(biāo)狀態(tài)的可行方法It’sawaytoworkthroughthegreyzone這是通過灰色地帶的方法DevelopingShortCycles短的周期OldWay傳統(tǒng)方法Improvement-KataMindset改善的招式Checkattheendofaneventorproject在每個(gè)項(xiàng)目結(jié)束的時(shí)候檢查Bigsteps很大的步伐Donebyspecialists,oraCIteam是由專員或者持續(xù)改善的團(tuán)隊(duì)來完成Checkateachstep

每一步都檢查Short,frequentcycles(fewhoursorwithintheday)短的，頻繁的循環(huán)Anyonecanl