豐田模式的14項(xiàng)原則

豐田模式的14項(xiàng)原則ExecutiveSummaryofthe14ToyotaWayPrinciplesAuthor：JeffreyLikerDesignby:Anker.T.SmartMay19th，20134P模型豐田模式的14項(xiàng)原則堅(jiān)持長期理念1建立連續(xù)流程2使用拉動(dòng)生產(chǎn)3注重生產(chǎn)均衡4重視質(zhì)量控制5先標(biāo)準(zhǔn)后改善6可視化管理7慎用新技術(shù)8培養(yǎng)內(nèi)部領(lǐng)導(dǎo)9激勵(lì)人才團(tuán)隊(duì)10發(fā)展人才團(tuán)隊(duì)11現(xiàn)場解決問題12謹(jǐn)慎快速?zèng)Q策13注重生產(chǎn)均衡14堅(jiān)持持續(xù)改善15管理決策以長期理念為基礎(chǔ)，即使因此犧牲短期財(cái)務(wù)目標(biāo)。

Baseyourmanagementdecisionsonalong-termphilosophy,

evenattheexpenseofshort-termfinancialgoals.企業(yè)理念與使命，是其他原則的基石。為顧客、社會(huì)及經(jīng)濟(jì)創(chuàng)造價(jià)值是一切原則的起點(diǎn)。企業(yè)要有責(zé)任感。1ConstancyofPurpose絕不短視利益，堅(jiān)定目標(biāo)執(zhí)行！

--W.EdwardsDeming13大使命為外部股東做貢獻(xiàn)（經(jīng)濟(jì)）為企業(yè)內(nèi)部創(chuàng)造利益（員工）為企業(yè)自身的發(fā)展5大思想忠于職責(zé)勤奮創(chuàng)新實(shí)際、不輕浮家的工作氛圍尊敬神明，感恩7大原則崇尚語言與法律精神尊重民族文化與習(xí)俗提升生活品質(zhì)滿足全世界消費(fèi)者需求注重個(gè)人發(fā)展與團(tuán)隊(duì)合作，互信的文化實(shí)現(xiàn)全球和諧增長實(shí)現(xiàn)長期穩(wěn)定發(fā)展，互利共贏GuidingPrinciplesatToyotaHonorthelanguageandspiritofthelawofeverynationandundertakeopenandfairbusinessactivitiestobeagoodcorporatecitizenoftheworld.Respectthecultureandcustomsofeverynationandcontributetoeconomicandsocialdevelopmentthroughcorporateactivitiesintheirrespectivecommunities.Dedicateourbusinesstoprovidingcleanandsafeproductsandtoenhancingthequalityoflifeeverywherethroughallofouractivities.Createanddevelopadvancedtechnologiesandprovideoutstandingproductsandservicesthatfulfilltheneedsofcustomersworldwide.Fosteracorporateculturethatenhancesbothindividualcreativityandthevalueofteamwork,whilehonoringmutualtrustandrespectbetweenlaborandmanagement.Pursuegrowththroughharmonywiththeglobalcommunityviainnovativemanagement.Workwithbusinesspartnersinresearchandmanufacturetoachievestable,long-termgrowthandmutualbenefits,whilekeepingourselvesopentonewpartnerships.1FiveMainPrinciplesofToyodaAlwaysbefaithfultoyourduties,therebycontributingtothecompanyandtotheoverallgood.忠于職責(zé)Alwaysbestudiousandcreative,strivingtostayaheadofthetimes.勤奮有創(chuàng)意Alwaysbepracticalandavoidfrivolousness.實(shí)際而不輕浮Alwaysstrivetobuildahomelikeatmosphereatworkthatiswarmandfriendly.家Alwayshaverespectforspiritualmatters,andremembertobegrateful

atalltimes.1ThreeToyotaMission1.Contributetotheeconomicgrowthofthecountryinwhichitislocated(externalstakeholders).2.Contributetothestabilityandwellbeingofteammembers(internalstakeholders).3.ContributetotheoverallgrowthofToyota.1建立連續(xù)的作業(yè)流程以使問題浮現(xiàn)。

Createacontinuousprocessflowtobringproblemstothesurface.重新設(shè)計(jì)一個(gè)能夠創(chuàng)造高附加值的連續(xù)流程，將閑置資源浪費(fèi)降低為零。建立流程將人與流程緊密聯(lián)結(jié)，使問題立即浮現(xiàn)。重視流程的企業(yè)文化是持續(xù)改善及員工發(fā)展的關(guān)鍵。2OnePieceFlow單件流、連續(xù)流2OnePieceFlow單件流、連續(xù)流2緩沖庫存節(jié)拍時(shí)間八大浪費(fèi)OnePieceFlow單件流、連續(xù)流2DefectsOverproductionWaitingNon-utilizedPeopleTransportationInventoryMotionExtraprocessingOnePieceFlow單件流、連續(xù)流2消除八大浪費(fèi)；縮短從原材料到最終產(chǎn)品的時(shí)間；獲得最佳質(zhì)量、最低成本、最短交付時(shí)間.列出流程步驟識(shí)別并消除損失標(biāo)準(zhǔn)化最佳流程OnePieceFlow單件流、連續(xù)流2BuildsinQualityCreatesRealFlexibilityCreateshighProductivityFreesUpfloorspaceImprovessafetyImprovesMoraleReducescostofinventoryQFPRSMIBenefitsofOne-PieceFlow使用拉動(dòng)式生產(chǎn)方式避免生產(chǎn)過剩。

Use“pull”systemstoavoidoverproduction.由顧客需求量決定材料的補(bǔ)充是JIT的基本原則。維持最小量在制品與庫存，根據(jù)顧客需求補(bǔ)充存貨。根據(jù)每天每班的顧客需求進(jìn)行響應(yīng)。3使用拉動(dòng)式生產(chǎn)方式避免生產(chǎn)過剩。

Use“pull”systemstoavoidoverproduction.3由顧客訂單拉動(dòng)補(bǔ)貨由進(jìn)度表推動(dòng)生產(chǎn)使工作負(fù)荷均衡（生產(chǎn)均衡化）。像烏龜而不是兔子一樣工作。

Levelouttheworkload(heijunka).消除人員與設(shè)備負(fù)荷過重，消除生產(chǎn)不均衡與消除浪費(fèi)同樣重要。用所有制造與服務(wù)流程的均衡化取代傳統(tǒng)批量生產(chǎn)的頻繁啟停。4Muda浪費(fèi)Mura不均衡Muri員工或設(shè)備負(fù)荷過重始終重視質(zhì)量控制的企業(yè)文化，立即停止以解決問題。

Buildacultureofstoppingtofixproblems,togetqualityright

thefirsttime.品質(zhì)決定價(jià)值。善用所有現(xiàn)代質(zhì)量控制方法。建立“內(nèi)在質(zhì)檢”可視化系統(tǒng)，

當(dāng)設(shè)備出現(xiàn)問題，自動(dòng)停止。建立能夠快速解決問題的組織制度與對(duì)策。出現(xiàn)質(zhì)量問題，應(yīng)暫?；驕p緩生產(chǎn)，直到問題解決。5工作標(biāo)準(zhǔn)化是持續(xù)改善與發(fā)展員工的基礎(chǔ)。

Standardizedtasksandprocessesarethefoundationforcontinuousimprovementandemployeeempowerment.用標(biāo)準(zhǔn)、可重復(fù)的方法維持流程的可預(yù)測性與規(guī)律性，是“單件流”與“拉動(dòng)式生產(chǎn)”的基礎(chǔ)。維持當(dāng)前最佳的標(biāo)準(zhǔn)工作流程，同時(shí)將心得與創(chuàng)意進(jìn)行流程改善。6節(jié)拍時(shí)間流程步驟手邊存貨量通過可視化管理使問題無所隱藏。

UseVisualControlsonoproblemsarehidden.利用可視化使員工快速發(fā)現(xiàn)異常?？梢暬芾淼哪康氖歉纳苾r(jià)值流程。利用現(xiàn)場的簡單可視化系統(tǒng)（看板）支持“單件流”與“拉動(dòng)式生產(chǎn)”。使用“一頁紙文件”進(jìn)行匯報(bào)。75SthinkingTools7Sort整理Set整頓Shine清潔Standardize標(biāo)準(zhǔn)化Sustain維持Plan計(jì)劃Doing執(zhí)行Checking檢查Action行動(dòng)A3thinkingTools-OnePageReport7Plan計(jì)劃Doing執(zhí)行Checking檢查Action行動(dòng)LogicalThinkingProcess邏輯思維方式Objectivity客觀性Results&Process結(jié)果與流程Synthesis,distillation,visualization整合、提煉、可視化Alignment確認(rèn)CoherencewithinandConsistencyacross內(nèi)外一致、緊密聯(lián)系SystemsViewpoint系統(tǒng)觀點(diǎn)僅使用可靠且充分測試過的技術(shù)以改善工作流程。

Useonlyreliable,thoroughlytestedtechnologythatservesyour

peopleandprocesses.新技術(shù)是用以支持員工，而非取代員工。標(biāo)準(zhǔn)化流程比不可靠的難以標(biāo)準(zhǔn)化的新技術(shù)更重要！絕不使用違背企業(yè)文化、損及流程穩(wěn)定性、可靠性、可預(yù)測性的新技術(shù)！采用前應(yīng)充分驗(yàn)證測試。鼓勵(lì)引進(jìn)新技術(shù)，立即實(shí)施論證過的技術(shù)改善流程。8從內(nèi)部培養(yǎng)了解工作、深諳理念并善于教授的領(lǐng)導(dǎo)。

Growleaderswhothoroughlyunderstandthework,livethe

philosophy,andteachittoothers.拒絕“空降”，從內(nèi)部培養(yǎng)領(lǐng)導(dǎo)。除完成日常工作、處理人際關(guān)系外，領(lǐng)導(dǎo)是公司理念與文化的行為模范。優(yōu)秀的領(lǐng)導(dǎo)應(yīng)當(dāng)對(duì)日常工作了如指掌。9Untilseniormanagementgetstheiregosoutofthewayandgoestothewholeteamandleadsthemalltogether...seniormanagementwillcontinuetomissoutonthebrainpowerandextraordinarycapabilitiesofalltheiremployees.AtToyota,wesimplyplacethehighestvalueonourteammembersanddothebestwecantolistentothemandincorporatetheirideasintoourplanningprocess.

--AlexWarren.9成為優(yōu)秀的領(lǐng)導(dǎo)者。

ToyotaLeadershipModel9GroupFacilitator“Youareempowered!”BuilderofLearningOrganizations“Hereisourpurposeanddirection,Iwillguideandcoach”BureaucraticManager“Followtherules!”TaskMaster“Hereiswhattodoandhow_doit!”Bottom-Up(Development)Top-Down(Directive)GeneralManagementexpertiseIn-depthunderstandingofwork對(duì)工作深入了解，由下而上的發(fā)展模式，建立學(xué)習(xí)型組織命令與控制管理方式下，以績效考核為導(dǎo)向，不能顧及顧客的需求，無法建立學(xué)習(xí)型組織。忠于長期目標(biāo)；以身作則；親自動(dòng)手；問題是訓(xùn)練與輔導(dǎo)的機(jī)會(huì)！9TrueNorthToolstofocus

mgmtattention.GoandSeeProblem-solvingPresentationskillsProjectmgmtSupportivecultureLong-termasset→LearnSkillsMachinerydepreciates→

LossesValuesPeopleappreciate→ContinuetogrowPEOPLEMANAGEMENTTECHNICALStabilityJIT.BuildinautonomicKaizenBalanceCustomerFirstPeoplearemostimportantassetKaizenGoandSeeFocusonFloorGivefeedbacktoteamandearnrespectEffectiveThinkingTrue(vs.apparent)conditionTotal(vs.individual)teaminvolvementPHILOSOPHYToyotaProductionSystem=Operationmgmt.systemtoachievegoalsofhighestquality,lowestcostandshortestleadtimeviaengagingpeopletogoals.BestQuality–LowestCost–ShortestLeadTimeBestSafety–HighMoraleEliminatewastethroughWorkingprocessImprovementJust-in-timeRightpart,rightamount,righttimeTakttimeplanning

continuousflowPullsystemRCOIntegratedlogisticsJidoka(Built-inQuality)MakeproblemvisibleAutomaticStopsAndonPerson-machineseparationErrorProffingBuilt-inQualitySolverootcasue(5Y)ToyotaWayPhilosophyVisualManagementStableandstandardizedprocessLeveledProductionPeople&TeamworkSelectionCommonobjectiveRingidecisionmakingCross-trainedEliminateWasteGenchi

GenbutsuRootcauseanalysis8WasteContinuousImprovementKaizen·PDCA·3A發(fā)展與公司理念一致的杰出人才與團(tuán)隊(duì)。

Developexceptionalpeopleandteamswhofollowyourcompany’s

philosophy.企業(yè)文化能延續(xù)公司的價(jià)值觀與信念。杰出的個(gè)人與團(tuán)隊(duì)創(chuàng)造杰出的成果。強(qiáng)化文化建設(shè)?？绮块T合作以解決問題改善流程，提高品質(zhì)與效率。堅(jiān)持團(tuán)隊(duì)合作，實(shí)現(xiàn)共同目標(biāo)。10怎樣做一名優(yōu)秀的生產(chǎn)線線長

Howtobeagreatlineleader.替代員工工作確保生產(chǎn)線順利運(yùn)行。從事信息交流。發(fā)現(xiàn)并參與解決問題。10維持生產(chǎn)線5S基本狀態(tài)保證產(chǎn)量PR&MTBF從事AM小組活動(dòng)激勵(lì)理論

Motivationtheories10馬斯洛需求層次理論赫茲伯格雙因素理論特勒科學(xué)管理法行為改造理論目標(biāo)設(shè)定重視合作伙伴與供應(yīng)商，激勵(lì)并助其改善。

Respectyourextendednetworkofpartnersandsuppliersby

challengingthemandhelpingthemimprove.合作伙伴與供應(yīng)商是公司事業(yè)的延伸。挑戰(zhàn)并激勵(lì)外部合作伙伴實(shí)現(xiàn)目標(biāo)，促進(jìn)他們成長與發(fā)展。11親臨現(xiàn)場，徹底了解實(shí)際情況。（現(xiàn)地現(xiàn)物）

Goandseeforyourselftothoroughlyunderstandthesituation

(genchigenbutsu).解決問題要追根溯源、親自觀察、親自驗(yàn)證。根據(jù)親自證實(shí)的資料去思考與陳述。領(lǐng)導(dǎo)也要親自到現(xiàn)場查看實(shí)際情況，不要膚淺了解。12豐田技術(shù)中心的管理哲學(xué)AlwayskeepthefinaltargetinmindClearly

assign

taskstoyourselfandtoothersThinkandspeakbasedonverified,proveninformationanddata.Takefulladvantageofthewisdomandexperiencesofotherstosend,gatherordiscussinformation.(informofgenchigenbutsu).ShareyourinformationwithothersinatimelymannerAlwaysreport,informandconsultinatimelymanner.Analyzeandunderstandshortcominginyourcap