TPS与精益生产的两大支柱

2019-01-11 标杆精益 标杆精益

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When first learning about TPS and lean, most become focused on the tools. They tend to be flashy and lend to endless discussion about technique and application. But as you gain experience and understanding of lean and TPS, an epiphany occurs. The true essence and spirit of the applications are aboutcontinuous improvement and respect for people. The are truly the two pillars of lean and TPS. Waste reduction and management tools are not pillars of the methodology.


刚开始学习TPS(丰田生产方式)与精益生产时,绝大多数人会将重点放在工具上,他们倾向于招摇过市,并参加到方法与运用的没完没了的讨论上。随着我们对精益生产和TPS(丰田生产方式)上的经验获得与理解,我们会大开眼界。TPS(丰田生产方式)与精益生产应用的本质和精髓在于:持续改进和对人员的尊重,这确实是精益生产和TPS(丰田生产方式)的两大支柱。浪费减少和管理工具并不是TPS(丰田生产方式)与精益生产的支柱。



“The essence of methodology is that each individual employee is given the opportunity to find problems in his own way of working, to solve them and to make improvements.”


“TPS(丰田生产方式)与精益生产的精髓在于:每一个员工都有机会以自己的工作方式去发现问题,解决问题,并进行改善。”


Wakamatsu and Kondo, Toyota experts

日本丰田汽车公司专家若松义人、近藤哲夫


The essence of lean thinking and TPS is simply put. Keep the focus on building people, then building products, which includes creating an environment of challenging the status quo. The true brilliance and strength of the TPS and lean thinking is the ability to harness the intellectual power of the average employee. This concept is lost on many organizations who get themselves lost in the tools and miss the obvious simplicity of the concepts.


日本丰田汽车公司若松义人、近藤哲夫这两位专家将精益思想和TPS(丰田生产方式)的精髓简单地说了出来。我们要把重点放在以人为本上,然后再创建产品,这包括创造一个挑战现状的环境。TPS(丰田生产方式)和精益思想的真正光彩和强项在于对普通员工的智力驾驭。这个理念在许多组织中丧失,这些组织在工具中迷失了自己,他们也忽略了该概念的简单性。


The concept of respect for people not just about the customer or end user. It refers to everyone inside and outside of the organization who has contact with the process. This means line workers, support personnel, vendors and supply personnel. If you follow through with this principle, you will continually analyze the process and seek perfection with involving the customer. 


This will nurture the ability of the organization to self-identify problems and lead to continuous improvement, or Kaizen. Ultimately, the organization will start to challenge everything and embrace change with ease. More important than the actual improvements, the true value of continuous improvement is in creating an atmosphere of continuous learning and an environment that not only accepts, but actually embraces change.


尊重人的理念,并不只是针对客户或者最终的用户,它指的是组织内外所有与该流程有关联的人员。这意味着,包括:一线工人、支持人员、供应商和临时替代人员。如果能遵循这一原则,你将不断地分析流程,并与客户一起寻求完美。


这将培养组织识别自我问题以及引发持续改善(/KAIZEN)的能力。最终,组织将开始挑战一切,并很容易拥抱变革。比实际改善更重要的是:持续改进的真正价值在于-创造持续学习的氛围,而且,在实际上不但能接受变革的环境,也能真正去拥抱变革。



资料来源:shmula 、PLY外语学习

文章翻译:浦亮元

文章编辑:Blean

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