ABS-美国铝业公司管理模式系统简介.ppt

* Two types of structures must be designed to implement the Toyota Production System in your Business Structure that highlights problems Structure that solves problems All that connects to what we call Rules-In-Use * Refer participants to workbook page 12. Before we explore the problem solving model in detail, let’s define what we mean by a “problem” with greater precision. There are three types of problems. Not having clear expectations of what should be occurring is a problem. You must get agreement on the standard to really begin improvement. EX: No deadlines for submission of monthly vendor invoices to accounts payable, causing monthly budget reports to be inaccurate, vendors not paid on time, reports to other departments are late. Violation of the standard (positive or negative) is then the next opportunity to improve. Problem solving is targeted at preventing reoccurrence of the problem and ensure that things operate to “standard” consistently. EX: Deadlines established but not complied with. Also, problems exist if the system is not operating ideally. We can then look proactively ahead to create a new standard that gets us closer toward the ideal. EX: Invoices are received by deadlines, but a last minute rush to make payments. Let’s look at the one that we most often identify immediately as a “problem” – violation of standard. * Establishing and maintaining standards reinforces the concept of respect for people. This is part of everyone’s work design Standards are necessary because they help people, at all levels know:  What’s expected What to do; how, where, and when to do it; and how long it should take  What constitutes a problem  Built into the design is also a pre-specified method of who to call for help and what to do about a problem (this provides confidence and comfort to all employees) So, what is a problem? (A problem can be described as a measurable or quantifiable difference between the current state and the standard) Fo