TA的首页some knowledge about lean
所有的和所有的都是关于流程 It’s all about Flow
如果你有时间去研究丰田管理模式,你会发现他们所涉及的所有的都是与流程的连贯性有关.他们的理念就是所有的"物质"在通过流程的全过程中都不得含有等待和停顿.丰田每55秒生产出一部车,你可想而知他们的效率.If you spend any time studying the way Toyota produces cars you will notice they relentlessly pursue flow. When I say flow I mean making the “thing” being worked on move through the process without stopping or waiting. For Toyota this thing is often parts of automobiles flowing throughout their factories. Did you know Toyota produces a car every 55 seconds? How is that for effectiveness?
这里所说的"物质"包括管理部门的文件,也可以是装配线上的一个部件,一个在急诊室就诊的患者,所以这里所提的"物品"可以包罗万象.In other situations, this “thing” may be a document in a front office environment, a piece of metal moving through the assembly line, a patient in the ER, or a pillar article being written by a professional blogger. So you see this “thing” can be anything.
你可以通过以下三个步骤来实现"物品"的顺畅通过.So without further delay let’s get to this 3 step recipe.
首先,你要设想自己变成那个"物品" Tip 1: Become the Thing
如果你研究的对象是发票,那你就要变成一张发票,走下完整的流程,但是千万不要凭想象,要实际地到真正的流程中走一遍.我们只信任现实的答案.如果一张发票必须在一个盒子里呆几天才能得到处理,那你也必须呆在里面几天,,可以想象是一个痛苦的过程...First, we need to become the “thing” being worked on. If the “thing” is an invoice you need to become the invoice to understand how it is actually processed. Note, this is not how it is “supposed” to be processed. We are only interested in reality. If, for example, this invoice sits in an inbox for a few days you need to realize this since if you had to sit in an inbox for several days… well that would suck.
打破部门界限 Tip 2: Eliminate Functional Boundaries
部门界限通常是影响流程畅通的关键, 很多机构部门之间的不协调比比皆是. 我们必须要想出打破界限的路径, 我们要和那些虽然很不情愿合作的部门中的员工一起来体会, 要让大家相互之间多发生一些具体的有效的沟通, 而不是仅仅通过电子邮件往来. Next, we must ignore the functional boundaries that so often impede flow. In most organizations there are ‘departments’ grouped together that don’t necessarily play nice with one other. We need to be able to get past this… which may mean, God forbid; we shuffle some cubicles around so people that need to work together can actually look up and speak to one another instead of sending emails or instant messages.
消灭停顿和等待 Tips 3: Eliminate Stopping and/or Waiting
最困难的就是这一步, 我们要让"物品"的流通很通常, 没有停顿和等待. 如果需要5个图章, 那你就要问问为什么不能用一个图章解决. The last, and hardest tip of all, is to keep the thing, whatever it is, moving without stopping or waiting. So, if you need to get 5 signatures on a document first ask if all 5 people really need to sign the document. Chances are 1 or 2 will suffice.
减少图章本身就是让通道通常起来, 相关部门必须经过沟通才能理解为什么和怎样达到这样的效果. 没有必要为了某种担心而设置障碍, 很多时候障碍设置的原因是很愚蠢的, 我们一旦发现他们就可以容易地消灭. Then, once this is sorted you need to figure out how to get these signatures as quickly as possible with no stopping or waiting. For sure, those functional departments discussed in point 2 will need to be examined to make this happen. There really is no secret trick to this last step. Often times flow is impeded for silly reasons and once this is recognized we can move past them quite easily.
精益制造方法是一种非常有效的流程管理, 又称为丰田管理模式, 但是我上面提到的三个步骤可以帮助所有的机构实现改善. 让我们都回到现实,看看自己工作范围内有什么可以改善的内容. There are more advanced flow principles related to the study of lean manufacturing, or the Toyota Production System, but these 3 basic steps will help any organization become more effective. So give it a shot and check back in to let us know how you did.
如果你有时间去研究丰田管理模式,你会发现他们所涉及的所有的都是与流程的连贯性有关.他们的理念就是所有的"物质"在通过流程的全过程中都不得含有等待和停顿.丰田每55秒生产出一部车,你可想而知他们的效率.If you spend any time studying the way Toyota produces cars you will notice they relentlessly pursue flow. When I say flow I mean making the “thing” being worked on move through the process without stopping or waiting. For Toyota this thing is often parts of automobiles flowing throughout their factories. Did you know Toyota produces a car every 55 seconds? How is that for effectiveness?
这里所说的"物质"包括管理部门的文件,也可以是装配线上的一个部件,一个在急诊室就诊的患者,所以这里所提的"物品"可以包罗万象.In other situations, this “thing” may be a document in a front office environment, a piece of metal moving through the assembly line, a patient in the ER, or a pillar article being written by a professional blogger. So you see this “thing” can be anything.
你可以通过以下三个步骤来实现"物品"的顺畅通过.So without further delay let’s get to this 3 step recipe.
首先,你要设想自己变成那个"物品" Tip 1: Become the Thing
如果你研究的对象是发票,那你就要变成一张发票,走下完整的流程,但是千万不要凭想象,要实际地到真正的流程中走一遍.我们只信任现实的答案.如果一张发票必须在一个盒子里呆几天才能得到处理,那你也必须呆在里面几天,,可以想象是一个痛苦的过程...First, we need to become the “thing” being worked on. If the “thing” is an invoice you need to become the invoice to understand how it is actually processed. Note, this is not how it is “supposed” to be processed. We are only interested in reality. If, for example, this invoice sits in an inbox for a few days you need to realize this since if you had to sit in an inbox for several days… well that would suck.
打破部门界限 Tip 2: Eliminate Functional Boundaries
部门界限通常是影响流程畅通的关键, 很多机构部门之间的不协调比比皆是. 我们必须要想出打破界限的路径, 我们要和那些虽然很不情愿合作的部门中的员工一起来体会, 要让大家相互之间多发生一些具体的有效的沟通, 而不是仅仅通过电子邮件往来. Next, we must ignore the functional boundaries that so often impede flow. In most organizations there are ‘departments’ grouped together that don’t necessarily play nice with one other. We need to be able to get past this… which may mean, God forbid; we shuffle some cubicles around so people that need to work together can actually look up and speak to one another instead of sending emails or instant messages.
消灭停顿和等待 Tips 3: Eliminate Stopping and/or Waiting
最困难的就是这一步, 我们要让"物品"的流通很通常, 没有停顿和等待. 如果需要5个图章, 那你就要问问为什么不能用一个图章解决. The last, and hardest tip of all, is to keep the thing, whatever it is, moving without stopping or waiting. So, if you need to get 5 signatures on a document first ask if all 5 people really need to sign the document. Chances are 1 or 2 will suffice.
减少图章本身就是让通道通常起来, 相关部门必须经过沟通才能理解为什么和怎样达到这样的效果. 没有必要为了某种担心而设置障碍, 很多时候障碍设置的原因是很愚蠢的, 我们一旦发现他们就可以容易地消灭. Then, once this is sorted you need to figure out how to get these signatures as quickly as possible with no stopping or waiting. For sure, those functional departments discussed in point 2 will need to be examined to make this happen. There really is no secret trick to this last step. Often times flow is impeded for silly reasons and once this is recognized we can move past them quite easily.
精益制造方法是一种非常有效的流程管理, 又称为丰田管理模式, 但是我上面提到的三个步骤可以帮助所有的机构实现改善. 让我们都回到现实,看看自己工作范围内有什么可以改善的内容. There are more advanced flow principles related to the study of lean manufacturing, or the Toyota Production System, but these 3 basic steps will help any organization become more effective. So give it a shot and check back in to let us know how you did.
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