1、 LEAN Leadership 精益指點力Quality Leadership ProcessBusiness Excellence Model業(yè)務(wù)杰出模型Value Streams / Key Metrics / Lean PhysicsLean Six SigmaResource Deployment &Total Employee InvolvementImprovement Opportunity Identification and PrioritizationStrategic Challenges & Key Factors6s Kaizen LeanTangible, Ver

2、ifiable ResultsStrategic ObjectivesASSESSALIGNINTEGRATEBaxter Business Excellence ModelDFSS / DMAIC MethodologyExecutionResultsAssess, Align, and IntegrateLean Six SigmaResource Deployment &Total Employee InvolvementStrategic Challenges & Key Factors6sKaizen LeanTangible, Verifiable ResultsStrategic

3、 ObjectivesASSESSALIGNINTEGRATEBaxter Business Excellence ModelBaxter Business Excellence ModelDFSS / DMAIC MethodologyValue Streams / Key Metrics / Lean PhysicsImprovement Opportunity Identification and PrioritizationDirection SettingJourney Through the ModelBusiness Excellence Model CycleDirection

4、ResultsExecutionAssessContinuousImprovementAchieving Business ExcellenceBusiness Excellence Model CycleOperational Excellence Operating MechanismSteering CommitteeEngineeringManufacturingQualityHRValue Stream MapKey MetricsSupply ChainFin/ITValue Stream Maps/Methodologies/MetricsDirectionResultsExec

5、utionAssessContinuousImprovementLean Enterprise basedShingo ProcessLearning to learn“ If the student does not learn, Its the teachers fault“教不學(xué)，師之惰Lean Leadership 精益指點力“A Great Teacher is a great student and great students are great teachers. “一個偉大的教師也是勤勞的學(xué)生. - RudiLean Leadership 精益指點力It is easy to

6、 understand, Its just hard to DO !了解容易，實施難！Lean Leadership 精益指點力 Train your people & create champions starting with you. 人員培訓(xùn), 要得到人們的認(rèn)同和支持 先從本人開場 You are the Teacher 他就是教師 Communicate the need for change to everyone. 讓大家知道改革的必要。 Make the vision real to everyone. 使人們看到前景的可行性。 Key leaders must partici

7、pate in the change. Deal with resistance to change 主管人員必需參與改革和協(xié)調(diào)改革的妨礙。 Lean Leadership 精益指點力 Unless we “ do, we will not know! 我們不去做，將永遠(yuǎn)不會真正了解。 Change our leadership style as necessary. 假設(shè)需求，就要改動我們的指點方式。 Metrics has to be checked daily. 每天要檢查和衡量規(guī)范。 Plan, Do, Check, Action 方案、啟動、衡量、執(zhí)行。Real Culture ch

8、ange will take time.真正的改革是需求時間的。Lean Leadership 精益指點力 You must have the knowledge. 必需擁有豐富的 知識。 Start each day with a Standard Work Flow.A3) 把規(guī)范運用到每一天的任務(wù)中。 100% involvement. 100%地投入。 Remember wheres True North (direction) 要記住真正的方向。 Batch Focus = Results 批量 = 只得到結(jié)果 LEAN process focus = Continuous Impr

9、ovement 注重精益 流程 繼續(xù)提高Lean Leadership 精益指點力 LEAN will get us either Better or Worse , No middle ground 精益會帶來提高或退步 ， 沒有中間形狀. LEAN is fun & rewarding as it involves changing lives. 精益會帶來樂趣，改動人生 LEAN disciplines people, thoughts & actions in that order. 精益訓(xùn)練個人的思想方式和任務(wù)方法。 There is no thinking you are just

10、 lucky. 決不能有碰運氣的想法。 Lean Leadership 精益指點力The real value is not in the short term results it is in creating a structure and people to improve every day towards True North.真正的價值并不在于短期的效果。而在于讓每天的任務(wù)都朝著精益的方向開展。 Lean can reduce Lead Time 精益可以減少運轉(zhuǎn)時間 “The longer it takes, the more it costs . “ 耗時越久，本錢越高。 Le

11、an success requires management of process details.精益的勝利需求細(xì)節(jié)流程的管理。Lean Leadership 精益指點力It is improvement without much spending. It is creative thinking & waste elimination or process simplification, not capital spending.無需多花錢就能得到改良. 精益是創(chuàng)新, 減少浪費，簡化流程. Know what “really happens in our place of work.必需了

12、解我們?nèi)蝿?wù)環(huán)境所發(fā)生的事情. Lean Leadership 精益指點力 Proper application of proper tools at the proper time to deliver results. 在恰當(dāng)?shù)臅r間運用適當(dāng)?shù)墓ぞ?從而到達(dá)最好的效果. At the end, are we getting performance improvement & culture change? 最后, 我們有沒有改良本人的表現(xiàn), 改動了我們的企業(yè)文化?Lean Leadership 精益指點力Today, changes come very fast and we must adj

13、ust ourselves to accept changes quickly. There is always a better way to do almost anything nowadays. And we must not assume that a thing which cannot be done previously cannot be done now.今天, 世界開展日新月異; 我們必需調(diào)整本人的思想習(xí)慣, 才干快速地接受這些轉(zhuǎn)變，如今必定會有一個更好的方法去做某件事。我們不能以為過去做不到的事情如今也做不到.Lean Leadership 精益指點力Kai Kaku

14、Change Radical根本的改動Lean Leadership 精益指點力A Leaders Role in the Transformation指點者在改革中的職責(zé) Successful Lean transformation is top down. 勝利的精益改革總是從管理層開場. Leaders must lead the change. 指點要帶著改革。 Ensure top level commitment and involvement 確保管理層積極參與并承當(dāng)責(zé)任. Force participation starting with leaders to use LEAN

15、 tools - VSMs, Kaizens, Muda, Gemba etc “This means YOU !. 指點要帶頭參與，運用精益工具 : 價值流程圖，繼續(xù)改良，減少浪費, 執(zhí)行地點 “ 說的就是他！ Remove obstacles 排除妨礙. Promote & reward true believers & change agents. 獎勵并提拔真正的工程推進(jìn)者. Lean Leadership 精益指點力Building Blocks of LEAN 搭建精益積木The 20 keys by Iwao Kobayashi 20個重點 Cleaning and organi

16、zing 清理&組建 Top down and bottom up management 上下層互動 Team activities 團(tuán)隊活動 Inventory reduction 減少庫存 Reduction in change over 減少換模時間 Reducing motion and improving methods 減少動作,改善方法 Attaining zero defects 到達(dá)零缺陷 Improving equipment 改善設(shè)備 Improving the value added time 提高增值時間 Improving quality 提高質(zhì)量Lean Lead

17、ership 精益指點力Improving the value added time 提高增值時間Improving supplier relations 改善供應(yīng)商關(guān)系Waste elimination 減少浪費Empowerment 授權(quán)Improving and developing workers skills 提高員工的任務(wù)技藝Scheduling techniques 安排方案的技巧Getting to 100% efficiency 100的效率Information systems 信息系統(tǒng)Cost reduction 降低本錢Improvements in technolog

18、y 改善技術(shù)Lean Leadership 精益指點力What do we get from LEAN?LEAN 帶給我們什么？ We will have “soft heads to embrace change. 我們將擁有靈敏的頭腦去接受改動. We will be willing to “unlearn what we know. 我們將樂意忽略本身原有的知識. We will improve our eyes for value and eyes for waste 我們將改用另一種提高的目光去對待價值和浪費. We will not take “ Seeing for grante

19、d. 我們將不會理所當(dāng)然的以為看到的就是正確的. We will understand how this can transform our business. 我們將看到它是如何改動我們的事業(yè). We will understand that LEAN is a “Thinking System. 我們將明白精益是一項 “ 思索型的任務(wù)體系. We will start the path towards becoming a Lean Thinker. 我們將從此走上精益思索的道路. We will be convinced, not forced. 我們將會服氣,而不是被迫接受. We w

20、ill have the courage, passion and desire to take action immediately. 我們將會在任務(wù)中充溢勇氣,熱情和期望. We will see how and believe we can change Baxter. 我們將會看到并置信我們是如何改動百特. We will share with others what we learn here. 我們將去分享所學(xué)到的。As a LEAN Enterprise成為一個精益企業(yè)“A leader is most effective when people barely know he e

21、xists. When his work is done, his aim fulfilled, his people will feel they did it themselves.一個高效的指點不會讓大家覺得到他的存在，當(dāng)義務(wù)完成，目的實現(xiàn)時，下屬們會覺得是他們本人的功績。Lean Leadership 精益指點力Value Added 增值 Activity that adds customer or market value to the product and service. 把客戶或市場價值表達(dá)在產(chǎn)品和效力中。(The customer wants it, “defines i

22、t and will pay for it.)客戶需求的，一定的，肯花錢的 Filling 灌裝 Assembling 裝配 Extruding 擠出 Sterilizing 滅菌 Packaging 包裝 Mixing 混合Lean Leadership 精益指點力Non-Value- Added 非增值 Activity that does not add customer or market value to the product and service 無價值的產(chǎn)品和效力。(The customer doesnt want it and will not pay for it.)客戶

23、不需求的也不肯花錢的。 Inspecting 檢查 Sorting 分類 Moving 轉(zhuǎn)移 Rework 返工 Counting 計算 Downtime 停工Lean Leadership 精益指點力LEAN Enterprise 精益企業(yè)Is our work Value Added ? 我們的任務(wù)有價值嗎？- Discussion-MUDALean Enterprise Implementation精益企業(yè)執(zhí)行目達(dá)LEARNING TO SEE學(xué)會發(fā)現(xiàn)Identify Waste發(fā)現(xiàn)浪費LEAN 精益Definition of Waste 什么是浪費 Waste is anything

24、other than the minimum amount of equipment, materials, parts, space,and workers time which are absolutely essential to add value to the product. 給產(chǎn)品增值的機(jī)器、原料、部件、空間、工時，以外 的任何非增值的東西都叫做浪費。Shoichiro ToyotaPresident ToyotaExample & Practice- Discussion 例子 & 實際-討論-What percentage of a value stream do you think would be non-value added activity? 價值流中有多少百分比是非增值任務(wù)？ LEAN 精益 Overproduction 消費過剩 Waiting 等待 Transportation 運輸 Excess Motion 無價值活動 Injuries 工傷 Inadequate procedures / met