丰田模式的14项原则.pptxVIP

丰田模式的14项原则;4P模型;丰田模式的14项原则;管理决策以长期理念为基础，即使因此牺牲短期财务目标。Base your management decisions on a long-term philosophy,even at the expense of short-term financial goals.;1;Guiding Principles at Toyota;Five Main Principles of Toyoda;Three Toyota Mission;建立连续的作业流程以使问题浮现。Create a continuous process flow to bring problems to the surface.;One Piece Flow 单件流、连续流;One Piece Flow 单件流、连续流;One Piece Flow 单件流、连续流;One Piece Flow 单件流、连续流;One Piece Flow 单件流、连续流;使用拉动式生产方式避免生产过剩。Use “pull” systems to avoid overproduction.;使用拉动式生产方式避免生产过剩。Use “pull” systems to avoid overproduction.;使工作负荷均衡（生产均衡化）。像乌龟而不是兔子一样工作。Level out the workload (heijunka). ;始终重视质量控制的企业文化，立即停止以解决问题。Build a culture of stopping to fix problems, to get quality rightthe first time.;工作标准化是持续改善与发展员工的基础。Standardized tasks and processes are the foundation for continuous improvement and employee empowerment.;通过可视化管理使问题无所隐藏。Use Visual Control so no problems are hidden.;5S thinking Tools ;A3 thinking Tools- One Page Report;仅使用可靠且充分测试过的技术以改善工作流程。Use only reliable, thoroughly tested technology that serves yourpeople and processes.;从内部培养了解工作、深谙理念并善于教授的领导。Grow leaders who thoroughly understand the work, live thephilosophy, and teach it to others.;Until senior management gets their egos out of the way and goes to the whole team and leads them all together ... senior management will continue to miss out on the brain power and extraordinary capabilities of all their employees. At Toyota, we simply place the highest value on our team members and do the best we can to listen to them and incorporate their ideas into our planning process. --Alex Warren.;成为优秀的领导者。;;发展与公司理念一致的杰出人才与团队。Develop exceptional people and teams who follow your company’sphilosophy.;怎样做一名优秀的生产线线长How to be a great line leader.;激励理论Motivation theories;??视合作伙伴与供应商，激励并助其改善。Respect your extended network of partners and suppliers bychallenging them and helping them improve.;亲临现场，彻底了解实际情况。（现地现物）Go and see for yourself to thoroughly understand the situa