精益卓越概述

LeanExcellenceOverview精益卓越概述Leandeploymentoverview2Agenda1.WhyLean?为什么要推行精益生产2.HowisLeandeployed?如何开展精益3.WhatisLean?什么是精益4.WhatistheLeanExcellenceDeploymentModel?卓越精益开展模式Leandeploymentoverview3WhyLean?Toyotadoubleditsmarketsharefrom2000to2010andbecameno.1carmanufactureranumberoftimesfrom2009onwardsHoneywellhaveoutperformedtheS&P500Indexbyover100%overthelast10yearsusingtheHoneywellOperatingSystem(HOS)asamajordriveroftheirBusinessPorsche,startingintheearly1990s,usedaLeanEnterpriseStrategy(End-to-End)asabasisofitsturnaroundstrategyandbecamethemostprofitablecarcompanyintheworldDanaherhasgrownprofitablybyalmost20%everyyearforthepast20years,usingaCIbasedBusinessSystem(SharePricegrowthof2,909%)Movedfroma‘factorybased’CIapproachtoaBusinesswidepeoplesystem:289%SharePriceincreaseover10years(June2003–June2013)Leandeploymentoverview4Traditionalcompanies传统企业•Irregular不规范improvementdrives•nostructuralstandardization没有标准•causingeffectstodecline下降Leancompanies精益企业•continuousimprovement持续改进•structuralstandardization结构系统标准化•effectsbuildoneachother相互影响WhyLean?TimeEffectivenessTimeEffectivenessLeandeploymentoverview5PhilipsExcellenceSTARTSWITHYOUWegovernthroughBusiness-MarketCombinationsandsinglevalue-addedlayerWeserveourcustomerswithspeed&excellencethroughlean,Process-drivenEnd2EndvaluechainWechampionourGrowthandPerformanceCulture,alwaysactingwithintegrityWeembracecontinuousimprovementandlearningtoenhanceourcapabilitiesOurAccelerate!Journey持续改进是我们可以最大限度地提高客户满意度的最有效的方式。持续改进是飞利浦成功的基础，我们致力于为我们的客户提供快速，卓越的产品和服务通过精益、流程驱动和一个不断完善和学习提高自身能力的培养。WearealearningorganizationthatappliescommonOperatingprinciplestodeliverPhilipsExcellenceLeanthinkingdrivesaprincipledriventransformationPrincipleDriven原则推动SystemDriven系统推动ToolDriven工具推动EmbeddingprinciplesintocultureEmbeddingprinciplesintocultureEmbeddingprinciplesintocultureStructuringtoolsintoasystemscontextUsingspecificmethodstocreatepointsolutions工具驱动的改进活动转变为原则驱动。端对端的思维作为我们实践的主要驱动力，是一个以人为本的方式看待我们的顾客价值链。通过这种方法，我们能够最大限度地提高我们的客户，员工和股东的价值，通过消除浪费的活动作为我们的日常工作的一个组成部分。Customerscareaboutthevaluetheyreceive.Itisuptoustoensureourprocessesandthewayweorganizeourselvesdeliverthis.我们所做的一切从开始到结束都围绕着我们的客户，无论他们是直接的客户，最终用户或消费者。客户关注的是他们收到的价值。我们需要确保我们的流程和组织结构运作良好，确保为客户提供认可的价值如果我们不能满足我们的客户，我们将失去我们的竞争力。Agenda1.WhyLean?2.HowisLeandeployed?3.WhatisLean?4.WhatistheLeanExcellenceDeploymentModel?Leansystematically系统Aligns结合people人andProcesses过程withourstrategy策略.精益有两个主要要素：过程或技术部分和人的部分。我们需要努力工作，有一个持续不断的改进文化通过方针管理Howdowesatisfythecustomer?TraditionalversusleanthinkingQualityDeliveryCostWecanimproveeverydimensionsimultaneouslybyfocusingonvaluestream‘time’Leanthinkingvs.traditionalimprovementNVAVATypicalCompanyNVAVATraditionalProcessImprovementsFocusonthevalueaddedNVAVALeanEnterpriseFocusonthenon-valueaddedTime1.Specifyvalue2.Mapthevaluestream3.Establishflow5.Worktowardperfection4.ImplementpullAgenda1.WhyLean?2.HowisLeandeployed?3.WhatisLean?4.WhatistheLeanExcellenceDeploymentModel?WhatisLean?ThepursuitofperfectionviaasystematicapproachtoidentifyingandeliminatingwastethroughcontinuousimprovementoftheValueStream,enablingtheproductorinformationtoflowataratedeterminedbythepullofthecustomer追求完美，通过一个系统的方法来识别和消除浪费，通过持续改进的价值流，使产品或信息的流动由客户的拉动带动。LeanThinkingisaholisticapproach精益思想是一种整体性的方法ProblemSolving&PerformanceManagementSustaining&improvingperformanceeverysingledayatindividualandteamlevelthroughdailymanagement,rapidproblemsolving,visualmanagementandcontinuousimprovement.ProcessesAcceleratinggrowthbymeetingcustomerrequirementsathighestquality,shortestleadtimeandlowestcostthroughreducingwasteandincreasingflow.PeopleDesigningourorganizationtodeliveroncustomerneedsbyleveragingspanofcontrol,roles&responsibilities,capabilitybuildingandpeopleengagement.Principles&PhilosophyUsingleanthinkingandbehaviorstosupportprocesses,performancemanagementandpeopledevelopment.VoiceofthecustomerLeanThinkingappliedacrossPhilipsLeanSolutions(e.g.HealthcareorLightinginstallations)`LeanInnovation(e.g.,IT,R&D,UpstreamMarketing,etc.)LeanOffice(e.g.P2P,Finance,Sales,AfterSalessupport,etc.)LeanSupply(e.g.Factories,Warehousing,Distribution,Suppliers,etc.)NatureofactivityValueStreamProject项目Repetitive重复的Physical看得到的Virtual看不到的WhatisLeanNOT?LeanisNOTthenextheadcountreductionexercise精益不是裁员BUT:Leancreatesopportunitiesfordoingmorevalueaddedactivities精益创造了更多的增值活动的机会Leanwillnotsucceediftheinitiativestayslimitedto“Operations”只停留在“操作”层面就不会成功LeanisNOTaboutworkingharder,butworkingsmarter精益不是更努力工作，而是更聪明（你真的看到精益思想组织的人比那些非精益组织的人更轻松，也不那么紧张。这并不是说他们事情做得少，只是他们花更多的时间在顾客价值的东西上，而不是那些他们不喜欢的东西）。Whataretheenemies敌人ofLean?activitiesthatdonotaddvalueworkloadthatisnotbalancedworkthatcreatesburdenfortheteammembersorprocessesExamplesofMura,MuriandMudaWaste•Transportation•Inventory•Motion•Waiting•Over-processing•Overproduction•Defects•SkillsUnevenness•high-lowseason•deadlines•end-of-monthorders•month-endclosingOverburden•unequalworkloaddistribution•everydayfire-fighting•stressandburn-outThe7+1Wastes•Transportation•Inventory•Motion•Waiting•Over-processing•Over-production•Defects•Skill