精益团队实战培训内容.pptVIP

Structural Framework for Toyota Way Thinking丰田思维的基本框架 Problem Solving is the most essential skill and tool within Toyota 在丰田，解决问题是最基本的技能和工具 Methodology used for all aspects of business planning and development 业务计划和发展都是如何解决问题 Will be used to develop implementation process 通过解决问题来改善生产过程 Good thinking and analysis lead to creative and effective solutions 好的想法和分析带来有效的解决方案 第九十五页，共一百三十页。 Improvement Approaches of Typical Companies一般公司的改善方法 精益 六西格玛 改善 第九十六页，共一百三十页。 Toyota Leverages Opportunities at all Levels 丰田在各层面上解决问题 管理改善 改善 个人 每日改善 跨职能团队 质量循环 小团队 第九十七页，共一百三十页。 Most common mistakes最常见的错误 Not clearly understanding the needs of the organization or area没有清楚的理解整个组织或某个领域的需求 How do you know this is the biggest problem? 你怎么知道这是最大的问题？ Do you know that solving it will benefit the organization? 你是否清楚解决该问题会让组织受益？ 第九十八页，共一百三十页。 Most common mistakes最常见的错误 Not clearly stating the needs (defining the problem) 没有讲明白需求（定义问题） Jumping from “problem” to “solution” without clear understanding of problem在没有清楚理解问题前就从“问题”跳到“解决方案” “Knowing” the “answers” prior to exploration 在调查前就“知道”“答案” Incorrect application of resources资源的不当应用 第九十九页，共一百三十页。 Problem Solving Process解决问题的过程 Define the problem 定义问题 Determine the merit of solving the problem (build a strong argument) 确定解决问题后的好处（建立一个强有力的论点） Clarify related issues and corresponding indicators (symptoms) 阐明相关问题以及相应的表现（症状） Understand the characteristics of the problem 理解问题的特征 Determine the most effective method of solving the problem 确定解决问题的最有效方法 Build Consensus and approval (Nemawashi) 达成一致意见并获得大家的认可 Analyze information and present the evidence 分析信息，提出证据 Begin with data - work to narrow the possible causes 从数据入手 – 缩小“可能原因”的范围 Go to the actual workplace (Genchi Genbutsu) to observe 实地观察 Identify the most likely causes 找到最有可能的原因 Test and verify to prove most likely causes 测试并验证 Identify the root causes 找到根源 Build Consensus (Nemawashi) 达成一致意见 第一百页，共一百三十页。 Problem Solving Process解决问题的过程 Identify and select improvement options寻找并选择改善途径 Evaluate b