麦肯锡-精益培训分享页.ppt

*过渡性地讲述丰田的成功，和在全球推广丰田方式的书籍：改变了世界的机器************Manufacturing50%people,50%processProcess80%process,20%peopleServices–80%people20%process**********27%fail:VictimorheromindsetsMultilayeredorganisationswithfunctionalsilosHeavilyunionized

withrigidlydefinedresponsibilitiesDistrustbetweensales,production,RDOftennottalentmagnets23%fail:Conduct,butdon’t

acton,best-practicebenchmarkingInadequatefrontlinecapabilitiestodrivechangebeyondincrementalimprovementAutonomousdecisionmakingtoodecentralizedtodrivecoordinatedchange10%fail:DispersedandremotelocationsTendencytosolveallproblemswithcapexFinal10%fail:Product,grade,andspecificationproliferationincreasingcomplexityPlant-specificoperatingmodelsLargeexposuretoexternaldrivers*********Systeminhibitorsacttoreducetheperformanceofanoperatingsystem,sothattheoutputsarenotasrequired,leadingtoshortfallsincustomer/shareholder/stakeholderrequirementsAsktraineetoexplainwhatiswaste,variabilityandinflexibility********Thelogoforthisisdeliberatelychosenasa“fishbonediagram”,asthisisoftenusedwhenbrainstormingpossiblerootcausesofvariability**Ifappropriatethisslidecanbeusedforshortlyrepeatingthe7typesofwaste*浪费和波动性低，意味着生产标准化的可能性高，用标准化的思路，运用SMED以及好的生产计划管理等方法来是的生产系统运作和切换的可能性及效率就高，也就是高弹性低成本Copyright3M2003-2006.AllRightsReserved.3MConfidential*Purpose:ToDescribetheLong-TermObjectivesKeyPoints:Leanisajourney,notadestination.Forthatreasonweneedaggressiveannualimprovements.Ourmetricsshoulddriveustotherightperformance.Butwecannotrelyonoutsideconsultants.Wehavetolearnthetoolsandtechniques,andthenlearnhowtoapplytheminourworkenvironment.AsweintegrateLeanContinuousImprovementintoallfacetsofourcompanyandthisbecomesthemodelforthewaywerunthecompan