精益基礎(chǔ)精益基礎(chǔ)卓越運(yùn)營GBEKPO200100LEANBASICS1DOCUMENTREVISION00DATENOVEMBER12,2007LEANBASICS1LEANBASICS1精益基礎(chǔ)精益基礎(chǔ)11BUSINESSEXCELLENCEBUSINESSEXCELLENCE卓越運(yùn)營卓越運(yùn)營2GBEKPO200100LEANBASICS1REV00TABLEOFCONTENTS目錄OVERVIEWSCOPE概述與范圍3OBJECTIVE目標(biāo)4ABRIEFHISTORYOFLEAN歷史簡介11LEANPRINCIPLES原則19ALIGNINGLEANTOFLEXTRONICSVISION與公司遠(yuǎn)景一致23WASTEELIMINATION消除浪費(fèi)43VALUESTREAMMAPPING價值流程圖555SVISUALMANAGEMENT5S跟可視化管理66SUPERMARKET超市83CONTENTSSLIDES3GBEKPO200100LEANBASICS1REV00OVERVIEWSCOPE概述與范圍LEANMANUFACTURINGISAGENERICPROCESSMANAGEMENTPHILOSOPHYDERIVEDMOSTLYFROMTHETOYOTAPRODUCTIONSYSTEMTPSBUTALSOFROMOTHERSOURCESITISRENOWNEDFORITSFOCUSONREDUCTIONOFSEVENWASTESINORDERTOIMPROVEOVERALLCUSTOMERVALUE精益生產(chǎn)是一門流程管理哲學(xué)，主要來自于豐田制造系統(tǒng)（TPS。其焦點(diǎn)在如何減少“7大浪費(fèi)”以增加客戶價值。TOYOTASACHIEVEMENTMADE“LEAN”AHOTTOPICINMANAGEMENTSCIENCEINTHEFIRSTDECADEOFTHE21STCENTURY豐田的成功使LEAN成為21世紀(jì)前10年管理科學(xué)的熱點(diǎn)。LEANMANUFACTURINGCANBEDEFINEDASLEAN可以被定義為ASYSTEMATICAPPROACHTOIDENTIFYINGANDELIMINATINGWASTENONVALUEADDEDACTIVITIESTHROUGHCONTINUOUSIMPROVEMENTBYFLOWINGTHEPRODUCTATTHEPULLOFTHECUSTOMERINPURSUITOFPERFECTION“從客戶拉貨到產(chǎn)品源頭的整個流程不斷改善，識別并消除浪費(fèi)（無價值活動），使之日臻完善的一種系統(tǒng)方法”4GBEKPO200100LEANBASICS1REV00OBJECTIVEOBJECTIVE目標(biāo)目標(biāo)INTRODUCEFLEXTRONICSLEANENTERPRISEFLEANDITSELEMENTS介紹偉創(chuàng)力精益生產(chǎn)及基本原理WASTEELIMINATION消除浪費(fèi)VALUESTREAMMAPPING價值流程圖5SVISUALMANAGEMENT5S及可視化管理SUPERMARKET超市5GBEKPO200100LEANBASICS1REV00WHATEXECUTIVESREALLYNEEDTOKNOW執(zhí)行者必須要知道的98OFORGANISATIONSTHATENGAGEWITHLEAN,FAILWHYLEANISHARD98的企業(yè)推行過LEAN,但失敗了，為什么因?yàn)樘щyEXCERPTSFROMTHEBOOK“LEANMACHINES”LEANTHINKINGITSAPEOPLEISSUETHATSWHYITSSOHARDGETTINGPEOPLETOCHANGETODOTHINGSDIFFERENTLYTHANTHEYHAVEDONETHEMISREALLY,REALLYHARDARTBYRNE,CEOWIREMOLD正是人的原因使它如此困難，讓人去改變以前做事的方式確實(shí)很難。IFACOMPANYISREALLYMANIACALABOUTLEANITTAKESTWOTOTHREEYEARSTOGOFROMKINDERGARTENTOFIRSTGRADETHATSHOWTOUGHITISMARKDELUZIO,ARCHITECTOFTHEDANAHERBUSINESSSYSTEM,DANAHER如果一家公司已經(jīng)真正開始推行LEAN,那要花上2，3年的時間才能達(dá)到初級階段。6GBEKPO200100LEANBASICS1REV00WHATEXECUTIVESREALLYNEEDTOKNOW執(zhí)行者必須要知道的LEANCANBEBROKENDOWNINTOTWOELEMENTSLEAN分為兩大要素1LEANTOOLS工具CELLDESIGNORFLOW單元設(shè)計(jì)MATERIALSYSTEMS物料系統(tǒng)SMED快速換模技術(shù)5SVISUALMANAGEMENT5S可視化管理POKAYOKE防錯法6SIGMA減少變異TPM全面生產(chǎn)維護(hù)3P生產(chǎn)準(zhǔn)備流程TPI非生產(chǎn)流程提升STANDARDWORK標(biāo)準(zhǔn)工作CREATEANDSTREAMLINEFLOWPOUMATERIALSVISUALCONTROLSCELLMETRICSSKILLSMATRIXSTANDARDIZEDCHANGEOVERCHANGEOVERREDUCTIONELIMINATEMINORSTOPPAGESOPERATORPMSMEASURINGEQUIPMENTCONDITIONSPRODUCTDESIGNFORLEANPRODUCTIONBREAKTHROUGHPROCESSDESIGNRIGHTSIZINGVSTRADITIONALSIZINGNONPRODUCTIONPROCESSIMPROVEMENTFOREXISTINGPROCESSESSWCSRCCASYSTEMESCALATIONPATHPLAYBOOKDAYBYTHEHOURKANBANREPLENISHMENTSYSTEMSPLANNINGMATERIALHANDLERWALKPATHSTANDARDIZATIONOFCOLORMEANINGSLABELINGOFTOOLSANDMATERIALSVISUALINDICATORSPICKTOLIGHTPLACEMATSJIGSFIXTURESRCCA6SIGMABLACKBELTPROJECTS6SIGMAGREENBELTPROJECTSQUICKSIGMAEVENTSTHELEANTOOLSARESIMPLE,ITSTHECOMPLEXITYOFTHEPROBLEMSTHATWEAPPLYTHEMTOTHATMAKETHEMAPPEARDIFFICULTLEAN工具很簡單，復(fù)雜的是我們把它們運(yùn)用在那些讓它看起來困難的問題上。7GBEKPO200100LEANBASICS1REV00WHATEXECUTIVESREALLYNEEDTOKNOW執(zhí)行者必須要知道的LEANREQUIRESEXPERIENCEDMANAGERSANDEXECSTOCHANGEWHATTHEYKNOWANDHAVEDONEFORMANYYEARSLEAN要求有經(jīng)驗(yàn)的經(jīng)理和專家改變過去多年的想法和做法。LEANTHINKINGREQUIRESCOURAGELEAN思想需要勇氣LEANTHINKINGISABOUTREMOVING“SAFETYNETS”ANDEXPOSINGPROBLEMSLEAN思想要去除“安全網(wǎng)”，把問題暴露出來。LEANTHINKINGISABOUTMAKINGPROBLEMS“UGLY”SOTHEYCANBERESOLVEDLEAN思想要使問題變得難看，使之得以解決。SOMETIMESITISNOTGOODENOUGHTOIMPROVEAPROCESSYOUHAVETOCHANGEITCOMPLETELY有時候僅改善現(xiàn)有部分流程是不夠的，你需要全盤改變。LEANTHINKINGISABOUTUNDERSTANDINGVALUEREDUCINGWASTELEAN思想是認(rèn)識價值和減少浪費(fèi)。LEANTHINKINGISANUNDERSTANDINGTHATLEANISABOUTCULTURALCHANGENOT“AQUICKFIX”LEAN思想是文化的改變，而不是“快速修理”LEANTHINKINGISABOUTASKING“WHY”ANDCHALLENGINGWHATWEHAVEDEFINEDASTHENORMLEAN思想不停問“為什么”，并挑戰(zhàn)我們的慣性思維。LEANTHINKINGREQUIRESUSTO6VIEWOUROWNDISCIPLINETOPROCESSINTHESAMEWAYASWEVIEWQUALITYOFPRODUCTORSERVICELEADBYEXAMPLELEAN思想要求我們?nèi)タ戳鞒痰脑瓌t，同樣也要看產(chǎn)品品質(zhì)及服務(wù)。用實(shí)例來看LEANTHINKINGISANUNDERSTANDINGTHATSAVINGSARECONSEQUENTIAL,NOTADRIVERLEAN思想要我們明白成本節(jié)省是結(jié)果而非原因。LEANTHINKINGISABOUTTEACHINGEVERYONEWEINTERACTWITH,WHATLEANTHINKINGISLEAN思想是教會我們所接觸的每個人什么是LEAN思想。2LEANTHINKINGTHINKINGPROCESS,THATDELIVERSCUSTOMERVALUELEAN思想過程考量,傳遞客戶價值LEANTHINKINGSTARTSWITHTOPMANAGEMENT,USLEAN思想從最高管理層開始，從我們開始8GBEKPO200100LEANBASICS1REV00WHATEXECUTIVESREALLYNEEDTOKNOW執(zhí)行者必須要知道的UNDERSTANDINGWHYLEANISHARD明白為什么LEAN如此困難ITSAPEOPLETHINGDEPLOYINGLEANISHEAVILYRESOURCEINTENSIVEINEVERYSENSE這是人的原因（推行LEAN需要每個人強(qiáng)烈的意愿）ITISHUMANNATURETOQUESTION”WHATSINITFORME”ANDWANTTOBESOLD/CONVINCED”CANYOUCONSIDERTHEPOSSIBILITY”人們習(xí)慣會問“就我來說，這里有什么”，并且希望被人說服。你能否自己想想其可能性PEOPLETENDTOFEELMOSTCOMFORTABLEOPERATINGWITHINWHATTHEYKNOWTHEIR“COMFORTZONE”人們趨向于愿意在他們所知的范圍內(nèi)去操作他們的“舒適范圍”。MOSTPEOPLEFINDITDIFFICULTTOSUPPORTSOMETHINGTHATTHEYHAVENOTBEENINVOLVEDINCREATING,THEYDOWANTTOHAVEA“SAY”大多數(shù)人發(fā)現(xiàn)，如果他們不在其中，要SUPPORT一些事情是比較困難的,他們只想愿以“說”的方式。MOSTPEOPLEWILLALWAYSTAKETHE“SIMPLESTROUTE”O(jiān)R“PATHOFLEASTRESISTANCE”EVENTHOUGHTHISMAYNOTBETHELEANESTSOLUTIONTHEFIRSTUSUALLYISNOT大多數(shù)人都采取“簡單路線”或“阻力最小路線”，即使這可能不是最LEAN的方案。MOSTPEOPLEWILLALWAYSSPENDMORETIME“THINKINGWHYITWONTWORKORDOESNOTAPPLY”ASOPPOSEDTOHOWITCANANDWHYITWILL大多數(shù)人花更多時間在想“為什么這個不能運(yùn)作或?qū)嵤保皇窍肴绾巫屗晒?。PEOPLEANDTHECONVERSATIONSPEOPLEHAVEWITHINORGANISATIONS,DEFINETHECULTUREOFTHATORGANISATION組織內(nèi)的人通過討論，定義組織文化。PEOPLEACCEPTCHANGEMOREQUICKLYANDEASILYWHENTHEYAREINCRISISSITUATION當(dāng)人們碰到危機(jī)時，可以快速，容易地接受改變。CRISISCREATESTHEBESTENVIRONMENTFORCHANGECREATEACRISIS危機(jī)為改變創(chuàng)造最好的環(huán)境創(chuàng)造危機(jī)9GBEKPO200100LEANBASICS1REV00WHATEXECUTIVESREALLYNEEDTOKNOW執(zhí)行者必須要知道的THERATEOFIMPROVEMENTHASADIRECTCORRELATIONTOLEVELOFMANAGEMENTCOMMITMENT改善的成功率與取得承諾的管理層層級有直接的關(guān)系LEANHASTOBELEDNOTMANAGEDLEAN只能被領(lǐng)導(dǎo)而不是被管理SOMEDEFINITIONSOFCOMMITMENT一些承諾的定義LEADINGBYEXAMPLE以榜樣的力量來領(lǐng)導(dǎo)WALKINGTHETALK到現(xiàn)場邊做邊學(xué)TAKINGOWNERSHIP/ACCOUNTABILITY得到權(quán)利與義務(wù)SUPPORTING/ENCOURAGING支持/鼓勵PARTICIPATING參與RECEPTIVETOCHANGEFORTHEBETTER樂意接受改變LEANREQUIRESSTRONGLEADERSHIPCOMMITMENTLEAN要求領(lǐng)導(dǎo)層的承諾WHY為什么WHATISCOMMITMENTDEFINE什么是承諾定義EACHGROUPHAS5MINSTOSUPPLY3ANSWERSTOEACHQUESTION每組有5分鐘回答問題，每個問題須有3種答案。UNDERSTANDINGWHYLEANISHARD明白為什么LEAN如此困難10GBEKPO200100LEANBASICS1REV00SUCCESSFULCOMPANIES成功的案例DANAHER,WIREMOLD,FREUDENBERGNOK,ETCLEADLEANTRANSFORMATIONFROMTHETOP從最高管理層開始轉(zhuǎn)變。USEEXPERTSTOTEACHLEARNINGBYDISCOVERY讓專家來講授知識EXTERNALEXPERTSSOMEHOWCONNECTEDWITHAPROVENTRACKRECORD外部專家可得到內(nèi)部經(jīng)過認(rèn)證的記錄MAKELEARNINGEXPERIENCEMANDATORYFORMANAGEMENT強(qiáng)制管理層學(xué)習(xí)PRIORITIZETHEIRTRANSFORMATIONACTIVITYBYTHEBUSINESSNEEDS通過商務(wù)需求確定它們轉(zhuǎn)變的優(yōu)先順序BREAKTHETRANSFORMATIONINTOSMALLMANAGEABLECHUNKSTHATCANBEIMPROVEDRAPIDLY把變化分為易處理的幾塊，這樣可加快進(jìn)程USESHORTWORKSHOPSORPROJECTSTOLEARNBYDOING舉辦小型的WORKSHOPS或PROJECTS，通過做來學(xué)習(xí)HAVEABIASFORACTION更偏愛行動STICKWITHITEVENATTHEEXPENSEOFSHORTTERMPAIN即使有短期的痛苦，也同樣承受THEPEOPLETHATDOTHEWORKMAKETHEIMPROVEMENTS改善只有通過行動才能得到LEANTHINKINGISTHEPATHTOPROMOTIONANDRETENTIONLEAN思想是提升及保持的方法。11GBEKPO200100LEANBASICS1REV00ABRIEFHISTORYOFLEAN歷史簡介FATHEROFMANAGEMENT管理學(xué)之父FATHEROFMOTIONTIMESTUDY動作時間研究之父FATHEROFASSEMBLYLINECONCEPT組裝線概念之父INDUSTRYQUALITYTRANSFORMATION工業(yè)質(zhì)量轉(zhuǎn)變BIRTHOFTPS/LEANCONCEPTSTPS/LEAN概念誕生“THEMACHINETHATCHANGEDTHEWORLD”它改變了世界“LEANTHINKING”LEAN思想12GBEKPO200100LEANBASICS1REV00THEORIGINSOFLEANMANUFACTURING精益生產(chǎn)的起源精益生產(chǎn)來自于豐田制造系統(tǒng)TPS幾位豐田人對其進(jìn)行了發(fā)展和系統(tǒng)化，其中貢獻(xiàn)最大的SAKICHITOYODA日本“庫存管理之父”，他的概念JIDOKA自動化是TPS的幾項(xiàng)基礎(chǔ)原則之一。最初應(yīng)用在自動織布機(jī)上，只要有斷線就自動停機(jī)1937年創(chuàng)立于豐田汽車公司KIICHIROTOYODASAKICHIS之子他是豐田汽車第一任領(lǐng)導(dǎo)人，他研究了福特生產(chǎn)系統(tǒng)并把它應(yīng)用于更小，更多變的日本汽車市場，還發(fā)明了“準(zhǔn)時制生產(chǎn)”這一關(guān)鍵性庫存管理概念。EIJITOYODA將福特提案制度系統(tǒng)化，變?yōu)槌掷m(xù)性改善，最后演變?yōu)楝F(xiàn)在著名的KAIZENSAKICHITOYODAEIJITOYODA13GBEKPO200100LEANBASICS1REV00TAICHIOHNO以“TPS大師”著稱，他將JIDOKA,JIT,STANDARDIZEDWORK系統(tǒng)化，并將KAIZEN引入TPS同時也是庫存管理的超市系統(tǒng)之父。DRSHIGEOSHINGO外部顧問，創(chuàng)造了防錯法（POKAYOKE和快速換模法（SMED，并將其引入TPS,使其有效工作，與TAICHIOHNO緊密合作，將TPS系統(tǒng)化豐田管理者知道，和這些奠基者發(fā)明這些工具一樣重要的是，要讓系統(tǒng)運(yùn)作，必須讓工人不斷得到訓(xùn)練，激勵，并總是給與合適支持。THEORIGINSOFLEANMANUFACTURING精益生產(chǎn)的起源DMN01761NOTEDONTPRODUCE/MAKEDEFECT,DONTPASSDEFECT,DONTRECEIVE/ACCEPTDEFECT,NOREWORK14GBEKPO200100LEANBASICS1REV00QUALITY,COST,DELIVERY品質(zhì),成本,交期SHORTENPRODUCTIONFLOWBYELIMINATINGWASTE通過消除浪費(fèi)縮短生產(chǎn)流程JUSTINTIME準(zhǔn)時生產(chǎn)RIGHTPARTATTHERIGHTTIMEINTHERIGHTAMOUNT只在正確的時間生產(chǎn)正確的產(chǎn)品和數(shù)量CONTINUOUSFLOW連續(xù)流PULLSYSTEMS拉動系統(tǒng)LEVELPRODUCTION均衡化生產(chǎn)BUILTINQUALITYJIDOKA過程品質(zhì)控制自動化ERRORPROOFINGPOKAYOKE防錯法VISUALCONTROLS目視控制OPERATIONALSTABILITY操作穩(wěn)定性STANDARDIZEDWORK標(biāo)準(zhǔn)化作業(yè)ROBUSTPRODUCTSPROCESSES強(qiáng)大的產(chǎn)品工藝TOTALPRODUCTIVEMAINTENANCE全員生產(chǎn)性維護(hù)保養(yǎng)SUPPLIERINVOLVEMENT供應(yīng)商參與KAIZEN改善HIGHLYMOTIVATEDANDCREATIVEPEOPLE高主動性和創(chuàng)造性的人員THETOYOTAHOUSEOFTPSAKATHINKINGPRODUCTIONSYSTEM豐田制造系統(tǒng)15GBEKPO200100LEANBASICS1REV00生產(chǎn)周期的概念LEAN的基本概念以識別浪費(fèi)為改善生產(chǎn)周期的首選要素。生產(chǎn)周期生產(chǎn)周期NONVALUEADDINGNVAVALUEADDING典型的典型的VAVA比例比例NVA如果僅關(guān)注在提高如果僅關(guān)注在提高VAVA的的OPERATIONSOPERATIONS上。上。975VA25通過減少通過減少NVANVA的部分，可迅速減少生的部分，可迅速減少生產(chǎn)周期。產(chǎn)周期。NVAVA5050世界級的目標(biāo)是世界級的目標(biāo)是VAVA占占2525。WHATMAKESTOYOTASOSUCCESSFUL是什么使得豐田如此成功16GBEKPO200100LEANBASICS1REV00WHATMAKESTOYOTASOSUCCESSFUL是什么使得豐田如此成功浪費(fèi)的概念豐田定義的七種浪費(fèi)GOODOLDTIMWOODTRANSPORTATION運(yùn)輸INVENTORY庫存MOTION動作WAITING等待OVERPRODUCTION過量生產(chǎn)OVERPROCESSING不必要的過程DEFECTS缺陷17GBEKPO200100LEANBASICS1REV00THECONCEPTOFKAIZENATEAMCULTUREESTABLISHEDATTHEROOTOFPEOPLESBEHAVIORS改善的概念TEAM文化建立在人的行為基礎(chǔ)之上，通過團(tuán)隊(duì)執(zhí)行任務(wù)。IMPROVEMENTLEVEL改善進(jìn)展STANDARDIZATION標(biāo)準(zhǔn)化KAIZEN改善TIME時間BEFOREIMPROVEMENTSHAVEANOPPORTUNITYTODEGRADE,THETEAMISONTOTHENEXTIMPROVEMENT在已取得的改善退步之前，TEAM已經(jīng)在著手下一步的改善。WHATMAKESTOYOTASOSUCCESSFUL是什么使得豐田如此成功DMN01761NOTEPROBLEMDISPLAYCLEARACKNOWLEDGE18GBEKPO200100LEANBASICS1REV00THEORIGINSOFLEANTHINKINGBEYONDTOYOTA精益思想超越豐田THEMACHINETHATCHANGEDTHEWORLD1990它改變了世界。一本研究自動化工業(yè)的書，作者JAMESWOMACK,DANIELJONESANDDANIELROSS指出在現(xiàn)有的制造系統(tǒng)中，TPS是最有效率的，此書影響力頗大。LEANTHINKING1996LEAN思想消除浪費(fèi)，增加財(cái)富。作者JAMESWOMACKANDDANIELJONESLEANSOLUTIONS2005LEAN解決方案如何使公司和客戶一起增加價值和財(cái)富。作者JAMESWOMACKANDDANIELJONES19GBEKPO200100LEANBASICS1REV00VALUE價值CORRECTLYSPECIFYVALUEOFPRODUCT/SERVICEWITHCUSTOMERINMIND從正確識別產(chǎn)品/服務(wù)的價值,始終考慮客戶的需求VALUESTREAM價值流IDENTIFYTHEVALUESTREAMANDREMOVEALLTHEWASTES識別價值流,消除浪費(fèi)FLOW流程MAKETHEPRODUCTANDVALUEFLOWSMOOTHLY理順產(chǎn)品關(guān)系和價值流PULL拉動PRODUCEONLYTOTHEPULLOFCUSTOMERDEMAND以客戶需求拉動生產(chǎn)PERFECTION完善WASTESELIMINATIONASANONGOINGPROCESSTOWARDSPERFECTION浪費(fèi)消除,流程趨于完善THEUNIVERSALLEANPRINCIPLES通用的精益生產(chǎn)要求DMN01761NOTEVALUEVALUESTREAMFLOWPULLPERFECTION20GBEKPO200100LEANBASICS1REV00LEANINANUTSHELL用一句話來概括LEANLEANISAPHILOSOPHYTHATFOCUSESONCREATING“VALUE”THROUGHACULTUREOFSELFIMPROVEMENTANDFOCUSONREDUCTIONOFWASTELEAN是這樣一種哲學(xué)概念通過一種自我提升的文化和消除浪費(fèi)來增加價值。“WECANGETBRILLIANTRESULTSFROMAVERAGEPEOPLEMANAGINGABRILLIANTPROCESS”“WESAWMANYCOMPANIESOFTENGETAVERAGEORWORSERESULTSFROMBRILLIANTPEOPLEBUSYMANAGINGBROKENPROCESSES”TOYOTAPERSPECTIVE豐田愿景IDENTIFYVALUEFROMTHEEYESOFTHECUSTOMER以客戶的觀點(diǎn)來定義價值；CREATEVALUEANDWEALTHTHROUGHWASTEELIMINATION通過消除浪費(fèi)來創(chuàng)造價值和財(cái)富；ACHIEVEHIGHERVALUETHROUGHCONTINUOUSIMPROVEMENTKAIZEN通過不斷改善來獲得更高的價值。KAIZENMAPANDUNDERSTANDYOURVALUESTREAMS,ANDMAKETHEMVALUABLE,CAPABLE,AVAILABLE,ADEQUATE,FLEXIBLE,FLOWING,PULLEDANDLEVELED畫出及理解價值流使他們是有價值的，有能力的，有用的，合適的，靈活的，順暢的，拉動的以及平穩(wěn)的。通過一般的人管理最優(yōu)秀的流程達(dá)到最好的結(jié)果，而不是最優(yōu)秀的人忙于管理有問題的流程達(dá)到一般的結(jié)果。21GBEKPO200100LEANBASICS1REV00LEANINANUTSHELL用一句話來概括LEANWHATSA“BRILLIANTPROCESS”什么是最優(yōu)的流程ONEINWHICHEVERYSTEPIS在其中每一步都是VALUABLEWILLCUSTOMERMISSIT有價值的客戶會遺忘它嗎CAPABLESIXSIGMA,POKAYOKE有能力的6西格碼，防錯法AVAILABLETPM有用的（全面預(yù)防維護(hù)）ADEQUATEKANBANSYSTEM,TOC,CAPACITYUTILIZATIONETC合適的看板系統(tǒng)，TOC，生產(chǎn)力利用率FLEXIBLEQUICKCHANGEOVER,SMED靈活的快速轉(zhuǎn)拉ANDALLTHESTEPSARELINKEDANDCOORDINATEDBY所有的步驟鏈接在一起，F(xiàn)LOWOCCURSINTIGHTSEQUENCE,IDEALLYCONTINUOUSFLOW流程邏輯順序井然，理想的連續(xù)流PULLOCCURSONLYATTHECOMMANDOFTHENEXTDOWNSTREAMSTEPWITHINAVAILABLETIME拉動只有當(dāng)下游在合適的時間要求時才會發(fā)生LEVELINGTHEDEMANDTOREMOVENOISESANDUNNECESSARYVARIATIONS平穩(wěn)需要除去干擾因素與不必要的變化22GBEKPO200100LEANBASICS1REV00LEANINANUTSHELL用一句話來概括LEANTOOLSANDMETHODSACHIEVERAPIDTARGETEDIMPROVEMENT,BUTSYSTEMEVOLUTIONTONEWIMPROVEMENTLEVELSANDLONGTERMSUCCESSAREONLYACHIEVEDBYPEOPLEWITHTHERIGHTATTITUDEANDBEHAVIOR依靠工具或方法能夠快速達(dá)到設(shè)定的目標(biāo)，但是通過體系變革來達(dá)到新的改善高度和長久的成功，必須依靠人們正確的態(tài)度和行動。APHILOSOPHYOFVALUEDRIVENBYAVISION是一個公司遠(yuǎn)景驅(qū)動的價值概念A(yù)SYSTEMDEPENDENTONTHEQUALITYOFITSPEOPLE是一種依靠人的品質(zhì)的體系A(chǔ)MANAGEMENTSTYLEFOCUSEDONELIMINATINGWASTE是一種關(guān)注消除浪費(fèi)的管理模式AJOURNEY是一種旅程LEANISNOTALLABOUTTOOLSANDTECHNIQUES,BUTITISABOUTCULTURALTRANSFORMATIONLEAN不僅僅是工具或技術(shù)，而且是文化的轉(zhuǎn)變。GBEKPO200100LEANBASICS1DOCUMENTREVISION00DATENOVEMBER12,2007ALIGNINGLEANTOFLEXTRONICSVISION與公司遠(yuǎn)景一致24GBEKPO200100LEANBASICS1REV0025GBEKPO200100LEANBASICS1REV00建立一個規(guī)模無限廣闊的企業(yè)它不僅擁有一套具有執(zhí)行力的體系，而且能被反復(fù)實(shí)施明確目的與目標(biāo)知道決策成功的遠(yuǎn)景藍(lán)圖偉創(chuàng)力企業(yè)文化營運(yùn)于與眾不同的集中制/非集中制管理體系贏得競爭優(yōu)勢確定企業(yè)價值觀指導(dǎo)行為創(chuàng)建管理系統(tǒng)推進(jìn)成果通過企業(yè)文化對整體加以鞏固和加強(qiáng)26GBEKPO200100LEANBASICS1REV00PURPOSEANDGOAL明確目的與目標(biāo)5建立一個規(guī)模無限廣闊的企業(yè)它不僅擁有一套具有執(zhí)行力的體系，而且能被反復(fù)實(shí)施成功的遠(yuǎn)景藍(lán)圖明確目的與目標(biāo)知道決策確定企業(yè)價值觀指導(dǎo)行為創(chuàng)建管理系統(tǒng)推進(jìn)成果營運(yùn)于與眾不同的集中制/非集中制管理體系贏得競爭優(yōu)勢通過企業(yè)文化對整體加以鞏固和加強(qiáng)目標(biāo)創(chuàng)造可增強(qiáng)客戶競爭力的價值目標(biāo)五年內(nèi)達(dá)到600億美元銷售額27GBEKPO200100LEANBASICS1REV005KEYVALUES確立企業(yè)價值觀建立一個規(guī)模無限廣闊的企業(yè)它不僅擁有一套具有執(zhí)行力的體系，而且能被反復(fù)實(shí)施成功的遠(yuǎn)景藍(lán)圖明確目的與目標(biāo)知道決策確定企業(yè)價值觀指導(dǎo)行為創(chuàng)建管理系統(tǒng)推進(jìn)成果通過企業(yè)文化對整體加以鞏固和加強(qiáng)5項(xiàng)價值觀深入廣泛的緊密合作全心全意以客戶為重深思熟慮，迅速而規(guī)范地貫徹實(shí)施不懈追求，持續(xù)改善矢志不渝，追求成功以人為本營運(yùn)于與眾不同的集中制/非集中制管理體系贏得競爭優(yōu)勢28GBEKPO200100LEANBASICS1REV00CREATEAMANAGEMENTSYSTEM創(chuàng)建管理系統(tǒng)建立一個規(guī)模無限廣闊的企業(yè)它不僅擁有一套具有執(zhí)行力的體系，而且能被反復(fù)實(shí)施成功的遠(yuǎn)景藍(lán)圖明確目的與目標(biāo)知道決策確定企業(yè)價值觀指導(dǎo)行為創(chuàng)建管理系統(tǒng)推進(jìn)成果通過企業(yè)文化對整體加以鞏固和加強(qiáng)營運(yùn)于與眾不同的集中制/非集中制管理體系贏得競爭優(yōu)勢29GBEKPO200100LEANBASICS1REV00OPERATEINADIFFERENTIATEDCENTRALIZED/DECENTRALIZEDSYSTEM營運(yùn)與眾不同的集中式/非集中制管理體系建立一個規(guī)模無限廣闊的企業(yè)它不僅擁有一套具有執(zhí)行力的體系，而且能被反復(fù)實(shí)施成功的遠(yuǎn)景藍(lán)圖明確目的與目標(biāo)知道決策確定企業(yè)價值觀指導(dǎo)行為創(chuàng)建管理系統(tǒng)推進(jìn)成果通過企業(yè)文化對整體加以鞏固和加強(qiáng)營運(yùn)于與眾不同的集中制/非集中制管理體系贏得競爭優(yōu)勢30GBEKPO200100LEANBASICS1REV00REINFORCEDBYACULTURE通過企業(yè)文化加強(qiáng)建立一個規(guī)模無限廣闊的企業(yè)它不僅擁有一套具有執(zhí)行力的體系，而且能被反復(fù)實(shí)施成功的遠(yuǎn)景藍(lán)圖明確目的與目標(biāo)知道決策確定企業(yè)價值觀指導(dǎo)行為創(chuàng)建管理系統(tǒng)推進(jìn)成果通過企業(yè)文化對整體加以鞏固和加強(qiáng)5項(xiàng)價值觀深入廣泛的緊密合作全心全意以客戶為重深思熟慮，迅速而規(guī)范地貫徹實(shí)施不懈追求，持續(xù)改善矢志不渝，追求成功以人為本偉創(chuàng)力領(lǐng)導(dǎo)應(yīng)具備的素質(zhì)智慧與常識兼?zhèn)淞己玫呐袛嗄芰?zhǔn)確地預(yù)見力具有改革，創(chuàng)新的企業(yè)家精神崇高的職業(yè)道德注重結(jié)果，努力不懈忠誠誠實(shí)謙虛及毫無私心積極的合作精神營運(yùn)于與眾不同的集中制/非集中制管理體系贏得競爭優(yōu)勢31GBEKPO200100LEANBASICS1REV00MEETINGTODAYSCHALLENGESANDEXPECTATIONS挑戰(zhàn)與期望THECHALLENGE挑戰(zhàn)TIMETOMARKET上市時間LONGLEADTIMES長周期COSTS成本PEOPLEDEVELOPMENT人員發(fā)展HIGHMIX/LOWVOLUMESCOMPLEXITY多品種/小批量復(fù)雜性SERVICEFEATURES/FLEXIBILITY服務(wù)特點(diǎn)/彈性SEAMLESSACROSSOPERATIONS跨領(lǐng)域無間合作WHOLEVALUECHAINRELATIONSHIPS完整價值鏈關(guān)系MARKETEXPECTATION市場期望FASTERTIMETOMARKET更快到達(dá)市場FASTERMANUFACTURINGLEADTIMES更短制造周期LOWERCOSTS更低成本OPENBOOKPOLICIES易于了解的方針/政策HIGHMIX/LOWVOLUMECOMPETENCY多品種/小批量供應(yīng)能力MAXIMUMFLEXIBILITY最大化彈性RAPIDRESPONSETIME快速響應(yīng)OPERATEASONECOMPANY運(yùn)營如同一家公司STRONGERRELATIONSHIP更牢固的關(guān)系THEOBJECTIVEBALANCEOPERATIONALPERFORMANCEWITHCREATIONOFCUSTOMERVALUETOINCREASECOMPETITIVEADVANTAGEFORBOTH目標(biāo)平衡運(yùn)營績效，為雙方增加客戶價值和競爭優(yōu)勢。32GBEKPO200100LEANBASICS1REV00NEEDTOALIGNWITHFLEXTRONICSVISION與公司遠(yuǎn)景一致OUREXISTINGANDPOTENTIALCUSTOMERSAREDRIVINGNEWANDMOREDEMANDINGREQUIREMENTSFLEXTRONICSMUSTSTAYAHEADOFTHESTRATEGIESANDPHILOSOPHIESTHATDRIVETODAYSMARKETANDCUSTOMERS現(xiàn)有和潛在客戶不斷有更多，更新的需求。公司必須制定策略來引領(lǐng)市場和客戶。FLEXNEEDSASTRATEGYFORPROFITANDGROWTHTHROUGHFLEX需要帶來盈利和成長的策略APHILOSOPHYOFVALUECREATION價值創(chuàng)造JUSTINTIMETHINKING準(zhǔn)時制生產(chǎn)的概念CONTINUOUSWASTEELIMINATIONEFFORTS不斷消除浪費(fèi)INTENSEFOCUSONQUALITY強(qiáng)烈關(guān)注品質(zhì)EMPOWERINGPEOPLETOMAKETHINGSHAPPEN充分授權(quán)STRATEGYQUALITYPEOPLEJITVALUE策略準(zhǔn)時制生產(chǎn)品質(zhì)人員價值33GBEKPO200100LEANBASICS1REV00MANAGEMENTSTRATEGYCOMPATIBILITYISSUES管理策略的兼容性UNIVERSITYOFKENTUCKY,JOACHIMKNUFLEANSYSTEMSPROGRAM一個好的目標(biāo)只能讓我們走到這里STRATEGYSTRATEGY34GBEKPO200100LEANBASICS1REV00FLEXTRONICSMANAGEMENTSYSTEMLEAN管理系統(tǒng)UNIVERSITYOFKENTUCKY,JOACHIMKNUFLEANSYSTEMSPROGRAMSTRATEGYSTRATEGYSTOCK遠(yuǎn)景，目的，文化價值定義決定價值拉動矩陣執(zhí)行EXECUTIVESTRATEGIESMUSTBELINKEDTOEXECUTION策略必須與執(zhí)行聯(lián)系PRINCIPLES,METHODSANDACTIVITIESTHATDRIVETHEORGANIZATION原則，方法及行動才能拉動組織變革VISION,PURPOSE,CULTUREMANAGEMENTPHILOSOPHYVALUEDECISIONMAKINGVALUEDRIVENMETRICSEXECUTION35GBEKPO200100LEANBASICS1REV00STILLALONGWAYYET,BUTCOMMITTEDTOSUCCEED成功仍非近在咫尺價格成本利潤市場拉動卓越營運(yùn)可能性機(jī)會概念發(fā)展生產(chǎn)逐步淘汰遠(yuǎn)景使命策略人員工具最大回報(bào)STRATEGYPRICECOSTPROFITMARKETDRIVENMAXIMUMRETURN策略STRATEGYOPERATIONSEXECUTIONEXCELLENCEFEASIBILITYOPPORTUNITYCONCEPTDEVELOPMENTPRODUCTIONPHASEOUTVISIONMISSIONSTRATEGYPEOPLETOOLS36GBEKPO200100LEANBASICS1REV00WHATFLEXLEANISASKINGFLEXLEADERSHIP什么是FLEXLEAN要求的領(lǐng)導(dǎo)力COSTDRIVENBEHAVIOR成本驅(qū)動ONLYABOUTRESULTSLITTLECONCERNFORHOW僅為了結(jié)果很少關(guān)心過程VALUERIGHTNESS價值取向CONTROLPEOPLEFORRESULTS以結(jié)果論成敗CONTROLASMEANSFORINSPECTION以檢查作為控制方式AFTERTHEFACTAWARENESS事后才知道ANSWERORIENTED答案導(dǎo)向POWERISKNOWING,HAVING,KEEPING管理者只是知道,擁有,保持BASEDONNUMBERS,GOALS,REPORTING建立在數(shù)字,目標(biāo),報(bào)告的基礎(chǔ)之上品質(zhì)交期QUALITY品質(zhì)交期成本DELIVERYCOSTPARADIGMSHIFTPROCESSDRIVENBEHAVIOR過程驅(qū)動行為UNDERSTANDHOWTHINGSWORK知道如何發(fā)生的VALUEIMPROVEMENT價值提升CONTROLTHEPROCESSWITHPEOPLE控制過程CONTROLASATOOLFORIMPROVEMENT作為工具控制REALTIMEAWARENESS實(shí)時了解QUESTIONORIENTEDEXPLOREWHATWORKS問題導(dǎo)向探究什么在起作用POWERISINHELPING,TEACHING,SUPPORTING管理者幫助，教導(dǎo)，支持BASEDONSENSING,LISTENING,LOOKING建立在感覺，聽覺，視覺COST成本QUALITYDELIVERY37GBEKPO200100LEANBASICS1REV00ALIGNINGFLEXLEANTOFLEXTRONICSSUCCESS與公司成功一致成本COST品質(zhì)交期QUALITYDELIVERY品質(zhì)QUALITY交期成本DELIVERYQUALITYPARADIGMSHIFTMARKETDRIVEN市場拉動RESULT結(jié)果STRATEGY策略價格成本利潤PRICECOST卓越營運(yùn)可能性機(jī)會概念發(fā)展生產(chǎn)逐步淘汰遠(yuǎn)景使命策略人員工具建立一個規(guī)模無限廣闊的企業(yè)它不僅擁有一套具有執(zhí)行力的體系，而且能被反復(fù)實(shí)施成功的遠(yuǎn)景藍(lán)圖明確目的與目標(biāo)知道決策確定企業(yè)價值觀指導(dǎo)行為創(chuàng)建管理系統(tǒng)推進(jìn)成果通過企業(yè)文化對整體加以鞏固和加強(qiáng)營運(yùn)于與眾不同的集中制/非集中制管理體系贏得競爭優(yōu)勢OPERATIONSEXECUTIONEXCELLENCEFEASIBILITYOPPORTUNITYCONCEPTDEVELOPMENTPRODUCTIONPHASEOUTVISIONMISSIONSTRATEGYPEOPLETOOLS創(chuàng)造可增強(qiáng)客戶競爭力的價值目標(biāo)5目標(biāo)五年內(nèi)達(dá)到600億美元銷售額PRICEPROFIT38GBEKPO200100LEANBASICS1REV00LEADERSHIPTOSUPPORTAFLEXLEANORGANIZATION領(lǐng)導(dǎo)力支援LEAN組織SUPERVISORSMANAGERSDIRECTORSCEOOPERATORSATTENTION/SUPPORTAUTHORITYCUSTOMERSUPERVISORSMANAGERSDIRECTORSCEOOPERATORSATTENTIONCONTROLCUSTOMERPOWER權(quán)力SUPPORT支持POWERISTHEABILITYTOMAKESOMEONEDOYOURWILLBECAUSEOFYOURPOSITIONOFSTRENGTH權(quán)力可以使人按你的意愿做事因?yàn)槟懵毼涣α縀MPOWERMENT授權(quán)AUTHORITYISTHESKILLOFGETTINGSOMEONETOWILLINGLYCARRYOUTATASKBECAUSEOFYOURPERSONALINFLUENCE威信能夠使人自愿去執(zhí)行一個任務(wù)因?yàn)槟愕膫€人影響力39GBEKPO200100LEANBASICS1REV00LEADERSHIPRESPONSIBILITY領(lǐng)導(dǎo)力職責(zé)KNOWYOURCUSTOMER了解你的客戶UNDERSTANDTHEVALUEFLEXNEEDSTODELIVER明白公司所需要傳遞的價值DEVELOPPROCESSSTABILITY使過程更加穩(wěn)定KNOWYOURPEOPLETRAINEDANDEMPOWEREDEMPLOYEES了解你的員工訓(xùn)練及授權(quán)KNOWYOURPROCESS了解你的流程MEASUREIMPROVEMENT衡量方式提升INSUREHIGHLEVELOFSUPPORTTRAINING,TIME,RESOURCES,確保足夠支持訓(xùn)練,時間,資源,穩(wěn)定提升簡化標(biāo)準(zhǔn)化DEVELOPLEADERSFOCUSEDONPROCESSEXECUTIONEXCELLENCE領(lǐng)導(dǎo)力發(fā)展側(cè)重在流程執(zhí)行優(yōu)化STABILIZETHENIMPROVESIMPLIFYSTANDARDIZEDMN01761NOTESWSTAKTTIMESEQUENCESTANDARDWIP40GBEKPO200100LEANBASICS1REV00MANAGERS,SUPERVISORS,LEADERS經(jīng)理，主管，領(lǐng)導(dǎo)者提升IMPROVESTABILIZE穩(wěn)定TOPMGT高層管理者M(jìn)IDDLEMGT中介管理者SUPERVISORS主管OPERATORS作業(yè)員SIMPLIFYSTANDARDIZE簡化標(biāo)準(zhǔn)化MASSAKIIMAI,GEMBAKAIZENMCGRAW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