I. Wedge shoes
Two. summary
Three. outline
Four. Classroom teaching
Verb (abbreviation of verb) experience and understanding
I. Wedge shoes
In 2006, Guangsheng Company hired Mr. Shi Qingcheng, a Toyota TPS expert, to help introduce TPS in the face of the intensified competition in the golf market and the decline in corporate profits. Through teacher Shi's careful guidance for two years, the fire of continuous improvement was sown. For more than ten years, the company has been trying to practice Toyota's manufacturing model and has benefited a lot. After experiencing the impact of the world economic crisis in 2008, the business performance has risen instead of falling, and has always maintained the position of the world's first market share and profit.
In 20 17, the company's new career strategy began, and the company needed to set up a brand-new team to enter new market areas, so it was very necessary to give them advanced management tools and methods. Therefore, the company invited Teacher Shi to tutor for the second time. As one of the project leaders of the company's TPS, the author is fortunate to be a teacher for the second time, and share his reading experience with book lovers in combination with the teacher's monthly counseling progress.
What I shared this time is the content of 3-20 pages of Toyota-style manufacturing management practice.
Two. summary
The main theme of this book is 3-20 pages: how to successfully practice Toyota-style manufacturing. The teacher pointed out that most enterprises generally lack a correct understanding of Toyota's production model, so most enterprises cannot succeed in implementing lean projects.
Therefore, the teacher explains what "right view" is in three levels.
l？ Four blind spots in manufacturing industry
l？ Six key points of successful practice of TPS
l？ Successful cases: Taichung Seiki and Team A.
Three. outline
? TPS is not only a method, but also an idea. Therefore, enterprises should learn the concept of Toyota-style manufacturing and build a suitable model, which is considered as the door to lean. Here are three employees of Toyota:
? Piatowsk, Education and Training Manager of Toyota Canada Branch: The success of TPS lies in that everyone should understand its principle and follow it.
? Tanaka Masayoshi, a direct disciple of Taiichi Ono, once said an interesting sentence: Toyota's mode of production is not the way Toyota is implementing, but the way Toyota pursues, and Toyota just gives up halfway. Your company may keep pace with Toyota, or even catch up.
? Takehiko Harada, another disciple of Taiichi Ono and former general manager of Guo Rui Automobile, said: In response to changes, it is necessary to implement subtle adjustments and give self-discipline to the scene with creative thinking and actions. This is the true meaning of practicing TPS.
For some enterprises, it is generally found that there are the following four blind spots:
l？ Mode of production: there are two main parts. First, blindly pursue high-precision and high-performance equipment, thinking that high performance is high quality. ; Second, planned operation is superior to Toyota mode operation, focusing on the big and putting the small;
l？ Promotion environment: blindly pursue Toyota's latest ideas and methods, while ignoring the development stage and corporate culture of its own enterprises.
l？ Management mode: Western results-oriented management thinking, focusing on short-term performance, ignoring the cultivation of talents and team thinking.
l？ People-oriented: narrowly focus on the welfare and income of employees, rather than the value of their work itself.
According to the teacher's many years' practical experience, six elements of successful practice of Toyota model are summarized, all of which are indispensable:
l？ Attention of top managers: Top managers play a "guiding role in values". It is necessary to personally participate, provide resources, shape the atmosphere, encourage more, and criticize less. There is no best, only better values are deeply rooted in people's hearts.
l？ Establish TPS implementation organization: Enterprises are determined to promote any change, and they must have a special organization. Play a role in gathering knowledge and organizing implementation. It is necessary to organize and coordinate the whole implementation activities. As an internal consultant and coach at the same time.
l？ Arrange systematic courses: Choose different types of courses and training contents according to different levels. Establish a learning organization and ensure the improvement of ideas and abilities by constantly accepting new tools and methods.
l？ Establish a medium and long-term implementation plan: according to the development stage of the enterprise, from shallow to deep.
l？ Continue to carry out TPS improvement activities and cultivate talents with improvement ability: knowledge and skills must be transformed into wisdom in the workplace and dynamically adjusted and used.
l？ Establish performance tracking and assessment mechanism: grasp the progress through KPI and demonstration meeting. As a reference for promotion and assessment.
The teacher also let everyone read the preface of Feng Ben, the vice president in front of this book, "Strengthening Physical Fitness and Cultivating Talents", and also let everyone review the implementation process of that year and understand the reasons for its success:
1. Systematic and formal theoretical teaching.
2. Investigate the current situation of the company and set improvement targets.
3. On-site and on-site counseling and improvement, and continuous improvement until the problem is solved.
4. Cultivate company directors and TPS seeds.
The review of these courses further confirms the teacher's point of view.
The teacher stressed that everyone can know what this is and why. We have made some achievements under the guidance of teachers in the past, but we didn't spend too much time sorting out the factors behind them. Combined with reading and teacher's guidance, this time I deeply thought about the six elements of successful practice of TPS, and consciously benefited a lot from it, so I will share it with you here.
1. Concern and participation of senior management: Every company has its own daily tasks, so when enterprises carry out new projects, they often encounter conflicts of resources and time. If there is no high-level attention, we often encounter the situation that the participation of members will be insufficient. In view of this lean project, the general manager participates in each summary, assigns the vice president/assistant manager to supervise the whole process, arranges human resources and TPS to establish a complete scheduling plan, and requires monthly progress feedback and summary report. Therefore, all units attach great importance to it, and the course attendance rate and project participation are guaranteed.
2. Establish a special TPS implementation organization: the introduction of TPS is a systematic project. It involves the organization and evaluation of courses, the definition and implementation of projects, and complicated affairs. And many projects need more professional knowledge and experience. For example, the author participated in the pre-class diagnosis arranged by the teacher this time. As members come from different departments, they may feel at a loss at first about the environment of the workshop and what needs to be diagnosed. At this time, I began to ask members of my unit to introduce the basic contents such as products and processes, and then took the lead in asking questions and asking other team members to make suggestions. Keep giving them positive feedback in the suggestions. The group members were encouraged by their familiarity with the environment, and the atmosphere suddenly became active, competing to speak. Without full-time members, it is very difficult to just throw a cross-functional group into a strange environment and expect members to talk automatically.
3. Need to push forward the project step by step: Many people are used to staying in the comfort zone, and they will resist when they come into contact with new things. Therefore, many companies put forward huge topics and complex projects from the beginning, which caused conflicts among participants and eventually led to project failure. In the process of counseling, we don't talk about very profound content from the beginning, but let everyone start with the basic 2S and three decisions, and make improvements and publish them, so that each group can experience the pleasure of improvement, and then gradually increase the difficulty. For example, in this tutorial, it is obvious that the teacher has added topics such as man-machine coordination, engineering process, production distribution, etc., so that each group has learned more things unconsciously. And there will be no resistance.
4. Medium-and long-term implementation plan: Many companies neglect their own soil and are eager to generate benefits when doing projects. As a result, consulting institutions can quickly pass some project completion indicators in the short term. And ignore the long-term interests of the company. So at the end of the project, it seems that the data is glamorous and will soon return to its original state. Therefore, in this tutorial, Mr. Shi established a clear timetable from the beginning, and arranged the phased priorities in the overall plan within two years according to the characteristics of personal cognition and learning. Solving problems while educating people can not only see short-term benefits, but also take into account long-term development. So the rhythm of the whole project is very stable. In the process of learning, students have established their interest in TPS. In addition to the teacher's guidance, I began to actively learn TPS knowledge. This is very rare.
5. Continue TPS improvement activities and cultivate talents with improvement ability: Toyota advocates "learning by doing", and it is not enough to master knowledge. Only through practice can we gain "wisdom" and create value. The teacher's guidance embodies the cultivation concept of unity of knowledge and action. Starting from this month, the teacher asked each study group to diagnose 1H in four sample areas before counseling, and everyone had to ask a question and countermeasures. After the teacher arrived, he talked with each group, not only listened to the report, but also guided the students to re-examine the scene from a higher angle. Because everyone has personally discussed and reflected in advance, and then guided by the teacher, the learning effect is very good. The effective study of these members has improved their ability and accelerated the progress of the project. The project director who attended the course was delighted to find that after two trainings, the participation of each group was activated.
6. Establish a performance tracking and evaluation mechanism: necessary performance feedback is necessary. In every activity, you will see that some members are very active and some members are not very active. Therefore, every time the teacher tutors, he will arrange some small links. For example, 1. Human resources prepare enough small prizes to motivate colleagues with high participation in time. 2. Encourage students to draw cards for those who answer correctly, and take the top three in the total score when summing up. If you learn from reading, you won't stand for 5 minutes and sit down by yourself. 4. Arrange a test for each course. Effective review and feedback greatly enhanced the participation atmosphere of the group. Not very active at first, but gradually active. Active members, with motivation, will be more active and continuous improvement will be effectively guaranteed.
Verb (abbreviation of verb) experience and understanding
Toyota's culture has two characteristics, one is respect for human nature, and the other is continuous improvement. The teacher's book and the process of tutoring fully embody these two characteristics. Respect for human nature is the starting point, and continuous improvement is the goal. Believe that all people are wise, believe that human nature is good, guide and encourage, inspire the good side of human nature to be used by enterprises, train the soldiers of enterprises, and finally realize continuous improvement to achieve the goal of sustainable management of enterprises.
This sharing is over. Thank you for your wonderful guidance in April, and thank you for your attention!
Comments by Dean Lai of Xinyang University:
I can't afford so many experts! But after diving for a long time, Teacher Shi also called the roll. If you don't say no, I'll take the liberty of saying a few words. First, Liu Yang's reading club was sincere and attentive. As the TPS project manager of the enterprise, the six comments seem to be very common. In fact, they are already the feelings of Liu Yang book lovers when they walk through the realm of "seeing mountains is not mountains" and then "seeing mountains or mountains", which is worth understanding by inexperienced book lovers; Second, these six experiences are the whole system, which has sequential logic and cannot be neglected. This aspect is also worth understanding by book lovers. Third, the understanding of the three Toyota practitioners cited in the experience is also very good, which deserves our constant reflection on what is real lean, so as not to stick to form and technology. China still has a long way to go to truly become a manufacturing power! We three students are lucky enough to be supported by Mr. Shi and others. We must work hard, study together and grow together!