丰田方式14项原则作者介绍和概略解说..doc

The 14 Principles of the Toyota Way: An Executive Summary of the Culture Behind TPS 丰田方式的14项原则： TPS背后的文化及经营管理概要 Jeffrey Liker杰佛里·莱克教授 密执根大学工程学院教授，日本技术管理项目主任，精益生产认证项目主任，工业和工程运营系主任，四次新乡重夫卓越成就奖的获得者。 杰佛里·莱克教授多年来持续地研究丰田公司及其管理实践活动, 他有关丰田的文章发表在“哈佛商业期刊The Harvard Business Review”, “斯隆管理期刊Sloan Management Review”等重要杂志上, 是一位丰田管理研究基调演讲人，他还通过自己的咨询公司 HYPERLINK "/" Optiprise, Inc.开展咨询活动。近来的客户有亨氏Hertz,卡特彼勒Caterpillar, 机器人Android, 阿利法Areva, 利奥汀拓矿业Rio Tinto Mining, 坦尼自动化Tenneco Automotive, 杰克逊维尔海军航空兵兵站Jacksonville Naval Air Depot, 美国空军军需部队US Airforce Material Command, 詹森控制器Johnson Controls, 哈雷机车Harley Davidson, 伊顿Eaton,和日本富士通Fujitsu Technical Services. Since Toyota’s founding we have adhered to the core principle of contributing to society through the practice of manufacturing high-quality products and services. Our business practices and activities based on this core principle created values, beliefs and business methods that over the years have become a source of competitive advantage. These are the managerial values and business methods that are known collectively as the Toyota Way. —Fujio Cho, President Toyota (from the Toyota Way document, 2001) 从丰田创立以来，我们一直坚持通过制造好产品提供好服务来贡献社会的核心原则。多年来，基于这一核心原则创造的价值、信念和业务方法，我们的业务实践和活动已经成为我们的竞争优势的源泉。这些管理价值和业务方法整体来说就是丰田方式。—张富士夫，丰田董事长（摘自丰田方式文件，2001） The Toyota Way Is More than Tools and Techniques丰田方式不仅只是工具和手法 In the Toyota Way, it’s the people who bring the system to life: working, communicating, resolving issues, and growing together. From the first look at excellent companies in Japan practicing lean manufacturing, it was clear that the workers were active in making improvement suggestions. But the Toyota Way goes well beyond this; it encourages, supports, and in fact demands employee involvement. 依丰田方式看来，工作，沟通，解决问题都要靠人，大家共同成长，并创造丰田方式这一系统。只要对日本优秀的施行精益生产方式公司稍加观察，就可清晰地发现现场员工积极地提案改善。但是，丰田公司所做的远远超过这些，公司鼓励、支持并切实要求员工参与。 The more I have studied TPS and the Toyota Way, the more I understand that it is a system designed to provide the tools for peo