精益卓越概述PPT课件
合集下载
- 1、下载文档前请自行甄别文档内容的完整性，平台不提供额外的编辑、内容补充、找答案等附加服务。
- 2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
- 3、如文档侵犯您的权益，请联系客服反馈,我们会尽快为您处理(人工客服工作时间：9:00-18:30)。
Porsche, starting in the early 1990s, used a Lean Enterprise Strategy (End-toEnd) as a basis of its turnaround strategy and became the most profitable car company in the world
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。
13
Lean Thinking is a holistic approach
精益思想是一种整体性的方法
Processes
Problem Solving & Performance Management
We serve our customers with speed & excellence through lean, Process-driven End2End value chain We champion our Growth and Performance Culture, always acting with integrity
4. What is the Lean Excellence Deployment Model?
12
What is Lean?
The pursuit of perfection via a systematic approach to identifying and eliminating waste through continuous improvement of the Value Stream, enabling the product or information to flow at a rate determined by the pull of the customer
We embrace continuous improvement and learning to enhance our capabilities
Our Accelerate! 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。
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
9
How do we satisfy the customer?
Traditional versus lean thinking
Quality
Cost
Delivery
We can improve every dimension simultaneously by focusing on value stream ‘time’
Designing our organization to deliver on customer needs by leveraging
span of control, roles & responsibilities, capability building and people engagement.
• continuous improvement持续改进 • structural standardization结构系统标准化 • effects build on each other相互影响
Effectiveness Effectiveness
Time
Time
4
Philips
Excellence
Nature of activity
Repetitive重复的
Lean
Supply
(e.g. Factories, Warehousing, Distribution, Suppliers, etc.)
Physical看得到的
Value Stream
Lean
Office
(e.g. P2P, Finance, Sales, After Sales support, etc.)
Sustaining & improving performance every single day at individual and team level
through daily management, rapid problem solving, visual management
Voice of
Structuring tools into a systems context
Tool Driven工具推动
Using specific methods to create point solutions
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。
7
1. Why Lean?
Agenda
2. How is Lean deployed?
3. What is Lean?
4. What is the Lean Excellence Deployment Model?
8
Lean systematically系统 Aligns结合 people人 and Processes过程 with our strategy策略.
and continuous improvement.
the
Principles & Philosophy
customer
People
Using lean thinking and behaviors to support processes, performance management and people development.
6
Customers care about the value they receive.
It is up to us to ensure our processes and the way we organize ourselves deliver this.
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。
We are a learning organization that applies common
STARTS WITH YOU Operating principles to deliver Philips Excellence
We govern through Business-Market Combinations and single value-added layer
5
Lean thinking drives a principle driven transformation
Principle Driven原则推动
EmEbmedbdeidndg ipnrginpcirpinlecsipinlteosciunlttoure culture
System Driven系统推动
Virtual看不到的
15
What is Lean NOT?
▪ Lean is NOT the next headcount reduction exercise
▪ 精益不是裁员
▪ BUT: Lean creates opportunities for doing more value added activities
3
Why Lean?
Traditional companies传统企业
• Irregular不规范 improvement drives • no structural standardization没有标准 • causing effects to decline下降
Lean companies精益企业
▪ 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）。
16
What are the enemies敌人 of Lean?
10
Lean thinking vs. traditional improvement
1. Specify value
2. Map the value stream
5. Work toward perfection
4. Implement pull
3. Establish flow
Typical Company Traditional Process
3. What is Lean? 什么是精益
4. What is the Lean Excellence Deployment Model? 卓越精益开展模式
2
Why Lean?
Toyota doubled its market share from 2000 to 2010 and became no. 1 car manufacturer a number of times from 2009 onwards
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
Lean Excellence Overview
精益卓越概述
1
Agenda
1. Why Lean? 为什么要推行精益生产
2. How is Lean deployed? 如何开展精益
Accelerating growth by meeting customer requirements at highest quality, shortest lead time and lowest cost through reducing waste and increasing flow.
Honeywell have outperformed the S&P 500 Index by over 100% over the last 10 years using the Honeywell Operating System (HOS) as a major driver of their Business
Danaher has grown profitably by almost 20% every year for the past 20 years, using a CI based Business System (Share Price growth of 2,909%)
Moved from a ‘factory based’ CI approach to a Business wide people system: 289% Share Price increase over 10 years (June 2003 – June 2013)
▪ 精益创造了更多的增值活动的机会
▪ Lean will not succeed if the initiative stays limited to “Operations”
▪ 只停留在“操作”层面就不会成功
▪ Lean is NOT about working harder, but worplied across Philips
Project项目
Lean
Solutions
(e.g. Healthcare or Lighting installations) `
Lean
Innovation
(e.g., IT, R&D, Upstream Marketing, etc.)
Improvements
Lean Enterprise
NVA
NVA
NVA
VA
Time
VA
VA
Focus on the value added
Focus on the non-value added
11
1. Why Lean?
Agenda
2. How is Lean deployed?
3. What is Lean?
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。
13
Lean Thinking is a holistic approach
精益思想是一种整体性的方法
Processes
Problem Solving & Performance Management
We serve our customers with speed & excellence through lean, Process-driven End2End value chain We champion our Growth and Performance Culture, always acting with integrity
4. What is the Lean Excellence Deployment Model?
12
What is Lean?
The pursuit of perfection via a systematic approach to identifying and eliminating waste through continuous improvement of the Value Stream, enabling the product or information to flow at a rate determined by the pull of the customer
We embrace continuous improvement and learning to enhance our capabilities
Our Accelerate! 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。
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
9
How do we satisfy the customer?
Traditional versus lean thinking
Quality
Cost
Delivery
We can improve every dimension simultaneously by focusing on value stream ‘time’
Designing our organization to deliver on customer needs by leveraging
span of control, roles & responsibilities, capability building and people engagement.
• continuous improvement持续改进 • structural standardization结构系统标准化 • effects build on each other相互影响
Effectiveness Effectiveness
Time
Time
4
Philips
Excellence
Nature of activity
Repetitive重复的
Lean
Supply
(e.g. Factories, Warehousing, Distribution, Suppliers, etc.)
Physical看得到的
Value Stream
Lean
Office
(e.g. P2P, Finance, Sales, After Sales support, etc.)
Sustaining & improving performance every single day at individual and team level
through daily management, rapid problem solving, visual management
Voice of
Structuring tools into a systems context
Tool Driven工具推动
Using specific methods to create point solutions
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。
7
1. Why Lean?
Agenda
2. How is Lean deployed?
3. What is Lean?
4. What is the Lean Excellence Deployment Model?
8
Lean systematically系统 Aligns结合 people人 and Processes过程 with our strategy策略.
and continuous improvement.
the
Principles & Philosophy
customer
People
Using lean thinking and behaviors to support processes, performance management and people development.
6
Customers care about the value they receive.
It is up to us to ensure our processes and the way we organize ourselves deliver this.
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。
We are a learning organization that applies common
STARTS WITH YOU Operating principles to deliver Philips Excellence
We govern through Business-Market Combinations and single value-added layer
5
Lean thinking drives a principle driven transformation
Principle Driven原则推动
EmEbmedbdeidndg ipnrginpcirpinlecsipinlteosciunlttoure culture
System Driven系统推动
Virtual看不到的
15
What is Lean NOT?
▪ Lean is NOT the next headcount reduction exercise
▪ 精益不是裁员
▪ BUT: Lean creates opportunities for doing more value added activities
3
Why Lean?
Traditional companies传统企业
• Irregular不规范 improvement drives • no structural standardization没有标准 • causing effects to decline下降
Lean companies精益企业
▪ 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）。
16
What are the enemies敌人 of Lean?
10
Lean thinking vs. traditional improvement
1. Specify value
2. Map the value stream
5. Work toward perfection
4. Implement pull
3. Establish flow
Typical Company Traditional Process
3. What is Lean? 什么是精益
4. What is the Lean Excellence Deployment Model? 卓越精益开展模式
2
Why Lean?
Toyota doubled its market share from 2000 to 2010 and became no. 1 car manufacturer a number of times from 2009 onwards
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
Lean Excellence Overview
精益卓越概述
1
Agenda
1. Why Lean? 为什么要推行精益生产
2. How is Lean deployed? 如何开展精益
Accelerating growth by meeting customer requirements at highest quality, shortest lead time and lowest cost through reducing waste and increasing flow.
Honeywell have outperformed the S&P 500 Index by over 100% over the last 10 years using the Honeywell Operating System (HOS) as a major driver of their Business
Danaher has grown profitably by almost 20% every year for the past 20 years, using a CI based Business System (Share Price growth of 2,909%)
Moved from a ‘factory based’ CI approach to a Business wide people system: 289% Share Price increase over 10 years (June 2003 – June 2013)
▪ 精益创造了更多的增值活动的机会
▪ Lean will not succeed if the initiative stays limited to “Operations”
▪ 只停留在“操作”层面就不会成功
▪ Lean is NOT about working harder, but worplied across Philips
Project项目
Lean
Solutions
(e.g. Healthcare or Lighting installations) `
Lean
Innovation
(e.g., IT, R&D, Upstream Marketing, etc.)
Improvements
Lean Enterprise
NVA
NVA
NVA
VA
Time
VA
VA
Focus on the value added
Focus on the non-value added
11
1. Why Lean?
Agenda
2. How is Lean deployed?
3. What is Lean?