Language:Chinese.Paperback. Pub Date: 2016 Nian 3 Yue & nbsp; Pages: 0 Publisher: Machinery Industry Press worldwide within many service companies and manufacturing enterprises are actively practice Lean. they put a lot of time. manpower and financial resources active learning. using a variety of tools and methods of lean. lean thinking attempts to eliminate waste in business. All companies want to emulate Toyota's approach to the implementation of lean methods may bring success excited. but .

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Bibliographic Details

Title: Toyota (Practice Manual chapter): Toyota 4P embodiment Practical Guide (Collector's Edition)(Chinese Edition)
ISBN 10: 7111531000
ISBN 13: 9787111531005
Binding: paperback
Condition: New

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Synopsis

本书作者继揭示丰田精益制造的14大管理原则后，邀请资深精益专家大卫�梅尔共同向读者提供了这部精益模式的实践指南，向读者讲述了如何有效地实现流程加速、杜绝浪费、改善品质、与客户和供应商建立良好关系以及建立精益的学习型组织。不管你是实践精益模式的新手还是老手，都可以根据本书各章中的“小建议”“误区”“案例分析”和“反思问题”栏目重新思考你的精益活动。与其他相关书籍不同的是，本书详细介绍了各种精益工具与方法背后的思想，使你能够将丰田公司的“4P模型”全面且持久地整合到你的组织里，将理念、流程、人员、事业伙伴及解决问题的能力恰当地结合起来，打造一家成功的企业。《丰田模式�实践手册篇：实施丰田4P的实践指南（珍藏版）》：在试图向各企业传授均衡化的生产模式和方法时，我们最常见到的反应是：“销售部门有自己的动机，它在公司始终处于第一位。它销售一切能推销出去的东西，而我们制造部门必须按照它的期望进行生产。但是，销售情况每周的变化很大，变化幅度有时甚至达到了100%。”然而，经过仔细研究数据，我们通常发现，实际需求要比制造部门所看到的平稳得多。在一家制造多种不同类型文件柜的办公用具制造公司，客户的订单非常不稳定。而公司的政策是100%按订单生产，因此在接到订单之后，制造部门总是像救火一样急于赶工。这导致在生产的各个阶段都产生了大量的存货，并且流程缺乏明确的生产节拍。当被问及给订购文件柜的客户多久的提前期时，他们给出的答案是6～8周。于是，这家工厂总是在订单接踵而至之后疯狂地赶工，而却在6～8周的提前期里未进行任何创造价值的活动。为什么不用这一缓冲时间来平衡生产计划表呢？如果存在成品的文件柜存货，至少是高产量的文件柜存货，则完全可以将6～8周的提前期缩短，使生产计划表均衡化，以创造更为高效的流程。实际上，这家工厂围绕三大产品系列价值流对生产进行了重组，并使用一些成品产品存货来均衡生产计划表，结果不仅释放了工厂1／4的产能以开发新业务，还极大地降低了总体存货水平、提前期和总成本。要实现一项看似合理的计划，并不像听起来那么简单。家具制造商不仅需要改变销售人员下单的方式，还要改变配送流程和生产控制部门安排生产的方式。这些任务由不同的职能部门负责，这些部门实行既定的方式已经有多年历史。他们不相信新的生产方式能够行得通，预言这一方式最终将以失败告终。克服这些阻力需要对未来状态充满强烈的愿景并得到高层的大力支持。……推荐序作者简介前言致谢第一篇向丰田学习第1章实践指南的背景//2为何撰写本书//2本书的篇章结构//5丰田模式原则综述//7如何使用本书//13第二篇你的公司为何存在第2章明确公司目的并开始践行//16你公司的理念是什么//16内部和外部的目的感//17创建你的理念//22践行你的理念//24与员工和合作伙伴签订社会契约//25保持目的的连续性//26第三篇在整个企业中创建精益流程第3章开启减少浪费之旅//30精益就是杜绝浪费//30建立减少浪费的长期理念//34价值流图法//35价值流图法的益处//38绘制现状价值流图//39绘制现状价值流图时必须了解你的目标//39价值流图法的局限性//44按部就班地创建无间断流程//44相继的与同

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