LessonsLearnedfrom

theToyotaWayPresentedby:JeffreyK.LikerUniversityofMichiganWesternMassachusettsAPICSKeynoteWordsofWisdom

“Itisnotthestrongestnorthemostintelligentofthespeciesthatsurvives,buttheonethatismostadaptabletochange”

-CharlesDarwin-Philosophy(Long-termThinking)PeopleandPartners(Respect,ChallengeandGrowThem)Process(EliminateWaste)ProblemSolving(ContinuousImprovementandLearning)Basemanagementdecisionsonalong-termphilosophy,evenattheexpenseofshort-termfinancialgoalsGrowleaderswholivethephilosophyRespect,developandchallengeyourpeopleandteamsRespect,challenge,andhelpyoursuppliersCreateprocess“flow”tosurfaceproblemsLevelouttheworkload(Heijunka)Stopwhenthereisaqualityproblem(Jidoka)UsepullsystemstoavoidoverproductionStandardizetasksforcontinuousimprovementUsevisualcontrolsonoproblemsarehiddenUseonlyreliable,thoroughlytestedtechnologyContinualorganizationallearningthroughKaizenGoseeforyourselftothoroughlyunderstandthesituation.(GenchiGenbutsu)Makedecisionsslowlybyconsensus,thoroughlyconsideringalloptions;implementrapidly(Nemawashi)“4P”ModeloftheToyotaWayAddingValuetoCustomers&Society

Basemanagementdecisionsonalongtermphilosophy,evenattheexpenseofshort-termfinancialgoals1Toyotamission:為所在國(guó)經(jīng)濟(jì)增長(zhǎng)做貢獻(xiàn)（外部利益相關(guān)者）Contributetotheeconomicgrowthofthecountryinwhichitislocated(externalstakeholders)為團(tuán)隊(duì)和伙伴（內(nèi)部利益相關(guān)者）的穩(wěn)定和美好做貢獻(xiàn)

Contributetothestabilityandwellbeingofteammembersandpartners(internalstakeholders)對(duì)豐田全面增長(zhǎng)的貢獻(xiàn)ContributetotheoverallgrowthofToyotaPrincipleOne“成功最重要的因素是耐性，集中長(zhǎng)期而不是短期結(jié)果，再投資于人、產(chǎn)品和工廠，不可寬恕對(duì)質(zhì)量承擔(dān)義務(wù)”“Themostimportantfactorsforsuccessarepatience,afocusonlongtermratherthanshort-termresults,

reinvestmentinpeople,product,andplant,andanunforgivingcommitmenttoquality.”

-RobertB.McCurry,

formerExecutiveV.P.,ToyotaMotorSales1Philosophy(Long-termThinking)PeopleandPartners(Respect,ChallengeandGrowThem)Process(EliminateWaste)ProblemSolving(ContinuousImprovementandLearning)Basemanagementdecisionsonalong-termphilosophy,evenattheexpenseofshort-termfinancialgoalsGrowleaderswholivethephilosophyRespect,developandchallengeyourpeopleandteamsRespect,challenge,andhelpyoursuppliersCreateprocess“flow”tosurfaceproblemsLevelouttheworkload(Heijunka)Stopwhenthereisaqualityproblem(Jidoka)UsepullsystemstoavoidoverproductionStandardizetasksforcontinuousimprovementUsevisualcontrolsonoproblemsarehiddenUseonlyreliable,thoroughlytestedtechnologyContinualorganizationallearningthroughKaizenGoseeforyourselftothoroughlyunderstandthesituation.(GenchiGenbutsu)Makedecisionsslowlybyconsensus,thoroughlyconsideringalloptions;implementrapidly(Nemawashi)“4P”ModeloftheToyotaWayEliminateWastethroughFlow&Standardization

isamanufacturingphilosophywhichshortensthetimebetweenthecustomerorderandtheproductbuild/shipmentbyeliminatingsourcesofwaste.LeanManufacturingBusinessasUsualPRODUCTBUILT&SHIPPEDCUSTOMERORDERTimeWastePRODUCTBUILT&SHIPPEDCUSTOMERORDERTime(Shorter)WasteLeanManufacturingProductLeadTimeValueAddedTimeisonlyaverysmallpercentageoftheLeadtime.TraditionalCostSavingsfocusedononlyValueAddedItems.LEANFOCUSESONNON-VALUEADDINGITEMS.費(fèi)解的流動(dòng)按機(jī)器類型布置

BeforeLean:OrganizationByMachineTypeWithConvolutedFlow

無(wú)組織、無(wú)控制

NoOrganizationandNoControl

OrganizationandControlAfterLean:U-ShapedOne-PieceFlowCellBuildtoTaktTime!SimplifiedPullSystemCustomerPlantABCDEFGHNeededComponents+kanbanEmpties+withdrawalkanbanPULLNew

productEmpties+productionkanbanSupplierPlantDownstreamprocesseswithdrawwhattheyneedwhentheyneedit.Precedingprocessesreplenishwhatistakenaway.ValueStreamPerspectiveGetawayfromisolatedperspective/improvementsProcess1KaizenProcess3KaizenProcess2Kaizen“Ifsomeproblemoccursinone-piece-flowmanufacturingthenthewholeproductionlinestops.Inthissenseitisaverybadsystemofmanufacturing.Butwhenproductionstopseveryoneisforcedtosolvetheproblemimmediately.Soteammembershavetothink,andthroughthinkingteammembersgrowandbecomebetterteammembersandpeople.”

-TeruyukiMinoura,formerPresident, ToyotaMotorManufacturing,NorthAmericaWhyFocusonFlow?LeanToolstoSupportFlow5S-VisualWorkplaceTotalProductiveMaintenanceQuickChangeoverStandardizedWorkQualityMethodsWhatisaVisualWorkplace?Whenanyonecanwalkintoaworkplaceandvisuallyunderstandthecurrentsituation.

4Describethisarea...Describethisarea...WhatisTPM?

TotalProductiveMaintenance(TPM)

isProductiveMaintenancewith

EVERYONE’sparticipationMaintenance=Teachers,DoctorsofEquipmentOperators=Clean,inspect,routinerepairWhyQuickChangeOver?

TimeInventorylevelAverageinventorylevelsDifferenceinaverageinventorylevelwithmorechangeoversThemorequicklywechangeover,themoreourinventorylevelsdecrease.Thishelpsaccomplishourgoalofwasteelimination.ChangeOverStandardizedWorkChartDetailofeachProcessStepDetailoftheElementsofeachProcessStepWorkElementSheetStack

Chart(Yamazumi)AVisualToolforBalancingProcessesTakt90s12345AssemblyProcess#StandardWorkTools6

Standardizedtasksarethefoundationforcontinuousimprovementandemployeeempowerment “Today’sstandardization…isthenecessaryfoundationonwhichtomorrow’simprovementwillbebased.Ifyouthinkof“standardization”asthebestyouknowtoday,butwhichistobeimprovedtomorrow-yougetsomewhere.Butifyouthinkofstandardsasconfining,thenprogressstops.”HenryFord,TodayandTomorrow,1926Philosophy(Long-termThinking)PeopleandPartners(Respect,ChallengeandGrowThem)Process(EliminateWaste)ProblemSolving(ContinuousImprovementandLearning)Basemanagementdecisionsonalong-termphilosophy,evenattheexpenseofshort-termfinancialgoalsGrowleaderswholivethephilosophyRespect,developandchallengeyourpeopleandteamsRespect,challenge,andhelpyoursuppliersCreateprocess“flow”tosurfaceproblemsLevelouttheworkload(Heijunka)Stopwhenthereisaqualityproblem(Jidoka)UsepullsystemstoavoidoverproductionStandardizetasksforcontinuousimprovementUsevisualcontrolsonoproblemsarehiddenUseonlyreliable,thoroughlytestedtechnologyContinualorganizationallearningthroughKaizenGoseeforyourselftothoroughlyunderstandthesituation.(GenchiGenbutsu)Makedecisionsslowlybyconsensus,thoroughlyconsideringalloptions;implementrapidly(Nemawashi)“4P”ModeloftheToyotaWayTheheart&soulofTheToyotaWayPeopleandPartners9.Growleaderswhothoroughlyunderstandthework,livethephilosophy,andteachittoothers10.Developexceptionalpeopleandteamswhofollowyourcompany’sphilosophy11.RespectyourextendednetworkofpartnersandsuppliersbychallengingthemandhelpingthemimproveRespect,Challenge,andGrowThem:TraditionalWesternTeamOne-Piece

FlowDemandsTeamWork!WorkcellToyotaWayTeamNeedhelp?Needhelp?Xxxxxxxxxxxxxxxxxx

“Mr.Ohnousedtosaythatnoproblemdiscoveredwhenstoppingthelineshouldwaitlongerthantomorrowmorningtobefixed.Becausewhenmakingacareveryminuteweknowwewillhavethesameproblemagaintomorrow.”

-FujioCho,President,ToyotaMotorCorporationPrincipleFive:Stop&FixProblems1238495101167121314STOP

BUTTON(STOP

THE

LINE

AUTHORITY)STOP

BUTTON(STOP

THE

LINE

AUTHORITY)AbnormalityStation5TeamLeader45TypicalToyotaOrganizationtosupportContinuousImprovementTeamMemberTeamLeaderGroupLeaderAsst.ManagerManager{5-8}{3-4}{5-8}{4-10}Source:BillCostantino,formergroupleader,Toyota,Georgetown.TeamSizeKaizenHowDoweDevelopPeople?

Researchinoccupationaltraining

showsthatindividualsretainabout:

10%ofwhatthey

read

20%ofwhatthey

hear

30%ofwhatthey

see

50%ofwhatthey

hearanduse

70%ofwhatthey

say

90%ofwhatthey

sayanddoJobInstructionTrainingisdesignedtoteach

peoplehowtodoaparticularjobby:

Hearing

(whattodo)

Seeing

(howitisdone)

Using

(whatwaslearned)

Saying

(whatwaslearned)

Doing

(thetask)

REPEATEDLY!!BumperTrimmingJobBreakdownSheetAuditingStandardizedWorkRolesandResponsibilitiesToyotaWayPrinciplesin4PModelThedynamicofTheToyotaWayPhilosophy(Long-termThinking)PeopleandPartners(Respect,ChallengeandGrowThem)Process(EliminateWaste)ProblemSolving(ContinuousImprovementandLearning)Basemanagementdecisionsonalong-termphilosophy,evenattheexpenseofshort-termfinancialgoalsGrowleaderswholivethephilosophyRespect,developandchallengeyourpeopleandteamsRespect,challenge,andhelpyoursuppliersCreateprocess“flow”tosurfaceproblemsLevelouttheworkload(Heijunka)Stopwhenthereisaqualityproblem(Jidoka)UsepullsystemstoavoidoverproductionStandardizetasksforcontinuousimprovementUsevisualcontrolsonoproblemsarehiddenUseonlyreliable,thoroughlytestedtechnologyContinualorganizationallearningthroughKaizenGoseeforyourselftothoroughlyunderstandthesituation.(GenchiGenbutsu)Makedecisionsslowlybyconsensus,thoroughlyconsideringalloptions;implementrapidly(Nemawashi)TypicalImprovementOpportunitiesAvailableImprovementApproachesofTypicalCompaniesToyotaLeveragesOpportunitiesatallLevelsMostcommonmistakeJumpingfrom“problem”to“solution”withoutclearunderstandingandanalysisPROBLEMSOLUTIONPrincipleTwelveGenchiGenbutsu12

“Observetheproductionfloorwithoutpreconceptionsandwithablankmind.Repeat“why”fivetimestoeveryma