如何做精益行动计划?

改善家Alice发表于:2019年09月15日 19:12:54更新于:2019年09月24日 12:50:55

While every individual or company embarking on a lean journey will have different challenges based on their particular set of circumstances, there are several crucial steps that can help reduce resistance, spread the right learning, and engender the type of commitment necessary for lean enterprise.

虽然每一个人或公司踏上精益之旅都将面临不同的挑战,根据他们的特定情况下,有几个关键步骤,可以帮助减少阻力,传播正确的学习,并产生对于精益企业来说有必要的承诺。


Getting Started

• Find a change agent, a leader who will take personal responsibility for the lean transformation.

• Get the lean knowledge, via a sensei or consultant, who can teach lean techniques and how to implement them as part of a system, not as isolated programs.

• Find a lever by seizing a crisis or by creating one to begin the transformation. If your company currently isn’t in crisis, focus attention on a lean competitor or find a lean customer or supplier who will make demands for dramatically better performance.

• Forget grand strategy for the moment.

• Map the value streams, beginning with the current state of how material and information flow now, then drawing a leaner future state of how they should flow and creating an implementation plan with timetable.

• Begin as soon as possible with an important and visible activity.

• Demand immediate results.

• As soon as you’ve got momentum, expand your scope to link improvements in the value streams and move beyond the shop floor to office processes.

准备开始

  •找一个变革代理人,一个负责精益变革的领导者。

  •获得精益生产知识,通过老师或顾问让他们教授精益技术,并如何把这些技术作为一个系统来实施,而不是孤立的程序。

  •通过抓住危机或创造一个开始转变来找到一个杠杆。如果你的公司目前还没有陷入危机,把注意力集中在一个精益竞争对手上,或者找到一个精益的客户或供应商,他们将要求大大提高性能。

  •忘记目前的大战略。

  •绘制价值流,从当前材料和信息流的现状开始,然后绘制一个精益的未来状态,说明它们应该如何流动,并按照时间表创建一个实施计划。

  •尽快开始一项重要的、可见的活动。

  •要求立竿见影。

  •一旦你有了动力,扩大你的范围,把价值流的改进联系起来,从车间到办公室的流程。


Creating an Organization to Channel Your Value Streams

• Reorganize your firm by product family and value stream.

• Create a lean promotion function.

• Deal with excess people at the outset, and then promise that no one will lose their job in the future due to the introduction of lean techniques.

• Devise a growth strategy.

• Remove the anchor-draggers.

• Once you’ve fixed something, fix it again.

• “Two steps forward and one step backward is O.K.; no steps forward is not O.K.”

创建一个组织来引导你的价值流

    •按产品族和价值流重组公司。

    •建立精益提升功能。

    •一开始就要处理过剩的人,然后承诺,由于引进精益技术,将来不会有人失业。

   •制定增长战略。

   •删除拖拖拉拉的因素。

   •一旦你修好了东西,再修理它。

   •“向前两步,后退一步是可以的;没有前进的步伐是不可能的”。


Install Business Systems to Encourage Lean Thinking

• Utilize policy deployment.

• Create a lean accounting system.

• Pay your people in relation to the performance of your firm.

• Make performance measures transparent.

• Teach lean thinking and skills to everyone.

• Right-size your tools, such as production equipment and information systems.

安装业务系统以鼓励精益思想

      •利用政策部署。

      •建立精益会计制度。

      •向你的员工支付有关公司业绩的费用。

      •使绩效措施透明化。

      •向每个人传授精益思想和技能。

      •正确使用你的工具,如生产设备和信息系统。


Completing the Transformation

• Convince your suppliers and customers to take the steps just described.

• Develop a lean global strategy.

• Convert from top-down leadership to leadership based on questioning, coaching, and teaching and rooted in the scientific method of plan-do-check-act

改造完成

     •说服你的供应商和客户采取刚才描述的步骤。

     •制定精益全球战略。

     •从自上而下的领导转变为以质疑、辅导和教学为基础的领导,并植根于科学的计划-检查法

参考:推动精益转型的原则

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