丰田套路ToyotaKATA中英文精
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At process level…..physical or service process (information | transactional) 在流程层面…生产或者服务的流程（信息| 交互）
Usual Triggers for Improvement 通常改善的出发点
Cost Reduction 降低成本 Productivity 生产率 Introduction of new…. 新产品，流程，设
Continuous organizational learning through kaizen Go see for yourself to thoroughly understand the situation (Genchi Genbutsu) Make decisions slowly by consensus thoroughly considering all options; implement rapidly (Nemawashi)
Байду номын сангаас
People & Partners (Respect, Challenge,
And Grow them)
Process (Eliminate Waste)
Grow leaders who live the philosophy Respect, develop, and challenge your people and teams Respect, challenge, and help your suppliers
掌握现状
Part 3. Establish the Next Target Condition
确立下一个目标
Part 4. PDCA | Problem Solving Tools Toward the Target Condition
PDCA/问题解决的工具，迈向目标
(this training material is based on Toyota Kata by Mike Rother) 2
指不期待的现状没有被解决或者事态出现意外。
Problem Definitions 问题的定义
Toyota Kata 丰田套路
Improvement Methodology 改善方法
Problem Solving & Improvement Approach 问题解决&改善
Training Content 培训内容
Part 1. Understand the Direction
理解方向
Part 2. Grasp the Current Condition
计，技术等的导入 Problems 问题
Problem Definitions 问题的定义
Wikipedia: A problem is an obstacle, impediment, difficulty or challenge, or any situation that invites resolution; the resolution of which is recognized as a solution or contribution toward a known purpose or goal. A problem implies a desired outcome coupled with an apparent deficiency, doubt or inconsistency（矛盾） that prevents the outcome from taking place.
Introduction 介绍
丰田之路的4P模型
大多数“精 益”企业所 在的位置
问题解决 （持续改进和学习）
持续改进 现地现物 周全决策，快速执行
员工和伙伴 （尊重，激励和培养他们）
过程（杜绝浪费）
理念（着眼于长期的思维）
培养能实现公司理念的领导者 尊重、发展及激励公司员工与团队 尊重、激励与帮助供应商。
维基百科：问题很难有一个确定的、无异议的定义，但是，一般来说都问题 包含有以下三个基本成分：
上下文 -- 和问题相关的场景，指一组已经是明确已知(?)的，关于问题的条件 的描述。
目标 -- 指关于构成问题的结论的明确的描述。 障碍 -- 指问题的正确解决方法不是显而易见的，必须通过一定的思维活动，
才能找到答案。 一般而言，问题是由于某些导致不能达到目的或者实现目标的认识障碍。它是
Philosophy (Long-Term thinking)
Base management decisions on a longterm philosophy, even at the expense of a short-term financial goals
Where does an improvement happen? 改善会在什么地方发生？
流动浮现问题 拉动避免生产过剩 生产均衡化 自働化 工作标准化 视觉管理 可靠技术
管理决策以长期理念为基础，即使因此 牺牲短期财务目标也在所不惜。
A 4 P model of the Toyota Way
Where most “Lean” companies are
Problem Solving (Continuous Improvement and Learning)
Create process “flow” to surface problems Use pull systems to avoid overproduction Level out the workload (Heijunka) Stop when there is a quality problem (Jidoka) Standardize tasks for continuous improvement Use visual control so no problems are hidden Use only reliable, thoroughly tested technology
Usual Triggers for Improvement 通常改善的出发点
Cost Reduction 降低成本 Productivity 生产率 Introduction of new…. 新产品，流程，设
Continuous organizational learning through kaizen Go see for yourself to thoroughly understand the situation (Genchi Genbutsu) Make decisions slowly by consensus thoroughly considering all options; implement rapidly (Nemawashi)
Байду номын сангаас
People & Partners (Respect, Challenge,
And Grow them)
Process (Eliminate Waste)
Grow leaders who live the philosophy Respect, develop, and challenge your people and teams Respect, challenge, and help your suppliers
掌握现状
Part 3. Establish the Next Target Condition
确立下一个目标
Part 4. PDCA | Problem Solving Tools Toward the Target Condition
PDCA/问题解决的工具，迈向目标
(this training material is based on Toyota Kata by Mike Rother) 2
指不期待的现状没有被解决或者事态出现意外。
Problem Definitions 问题的定义
Toyota Kata 丰田套路
Improvement Methodology 改善方法
Problem Solving & Improvement Approach 问题解决&改善
Training Content 培训内容
Part 1. Understand the Direction
理解方向
Part 2. Grasp the Current Condition
计，技术等的导入 Problems 问题
Problem Definitions 问题的定义
Wikipedia: A problem is an obstacle, impediment, difficulty or challenge, or any situation that invites resolution; the resolution of which is recognized as a solution or contribution toward a known purpose or goal. A problem implies a desired outcome coupled with an apparent deficiency, doubt or inconsistency（矛盾） that prevents the outcome from taking place.
Introduction 介绍
丰田之路的4P模型
大多数“精 益”企业所 在的位置
问题解决 （持续改进和学习）
持续改进 现地现物 周全决策，快速执行
员工和伙伴 （尊重，激励和培养他们）
过程（杜绝浪费）
理念（着眼于长期的思维）
培养能实现公司理念的领导者 尊重、发展及激励公司员工与团队 尊重、激励与帮助供应商。
维基百科：问题很难有一个确定的、无异议的定义，但是，一般来说都问题 包含有以下三个基本成分：
上下文 -- 和问题相关的场景，指一组已经是明确已知(?)的，关于问题的条件 的描述。
目标 -- 指关于构成问题的结论的明确的描述。 障碍 -- 指问题的正确解决方法不是显而易见的，必须通过一定的思维活动，
才能找到答案。 一般而言，问题是由于某些导致不能达到目的或者实现目标的认识障碍。它是
Philosophy (Long-Term thinking)
Base management decisions on a longterm philosophy, even at the expense of a short-term financial goals
Where does an improvement happen? 改善会在什么地方发生？
流动浮现问题 拉动避免生产过剩 生产均衡化 自働化 工作标准化 视觉管理 可靠技术
管理决策以长期理念为基础，即使因此 牺牲短期财务目标也在所不惜。
A 4 P model of the Toyota Way
Where most “Lean” companies are
Problem Solving (Continuous Improvement and Learning)
Create process “flow” to surface problems Use pull systems to avoid overproduction Level out the workload (Heijunka) Stop when there is a quality problem (Jidoka) Standardize tasks for continuous improvement Use visual control so no problems are hidden Use only reliable, thoroughly tested technology