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所在平台: Udemy |
课程主页: https://www.udemy.com/course/lean-management-proficiency-test-level-1-t/
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课程名称：精益管理能力测试 - 一级 课程概述：精益管理（Lean）不仅是一种工具，而是一种思维方式，可以应用于生活的各个领域。精益管理的核心目标是通过不断消除浪费，使每一步、每项任务和每个活动都能为客户创造价值。精益意味着在满足客户需求的同时，以更少的时间、空间、人力、机械和材料实现更多的成就。 精益管理的原则最早源自日本汽车制造商丰田，由约翰·克拉夫奇克（John Krafcik）在1988年首次提出“精益生产”这一术语。1990年代，麻省理工学院的詹姆斯·沃马克（Jim Womack）团队出版了《改变世界的机器》一书，揭开了丰田生产系统的奥秘。从那时起，精益管理成为全球领先组织追求卓越运营的首选战略。尽管最初精益原则主要应用于汽车工程，但在过去十年中，许多行业如信息技术、教育和医疗等也开始采纳这一理念。 为什么精益被视为强大的运营卓越战略？ - 简单易懂，无需特别知识，只需信念、纪律和承诺。 - 是优秀的文化转型工具，使每位员工都能识别并消除浪费。 - 可将交付时间缩短至最高90%，令客户满意。 - 能迅速识别并解决问题，避免其造成高昂成本。 - 允许在组织的最低层级上进行决策。 - 有助于减少库存及空间的有效利用。 - 显著改善商业结果，提高盈利能力。 关于精益的迷思与事实： - 迷思：精益旨在减少人力。事实：精益的目的在于消除浪费，而非裁员，实际上为员工提供了智力和财务成长的机会。 - 迷思：精益仅在大规模生产/汽车行业有效。事实：精益可以广泛应用于任何行业，包括IT、BPO、医疗、制药、银行、教育、酒店等。 - 迷思：我的组织已经精益化。事实：没有完美的组织，精益是一个不断改进的过程。 - 迷思：在有工会的组织中，精益无法实施。事实：精益同样适用于工会环境，但需做好沟通并获得支持。 成功实施精益的原则： - 高层领导应以身作则。 - 精益不仅是工具，更是一种文化，强调人员发展。 - 允许员工在出现问题时停止生产，解决根本原因。 - 快速响应任何问题/异常。 - 精益不是速效药，需要着眼于长期效果。 - 鼓励员工通过改善（Kaizen）解决问题。 - 关注流程与结果。 - 消除七大浪费（过度生产、库存、等待、动作、额外流程、运输和缺陷）。 - 尊重人和时间。 - 坚持持续学习。 总之，精益是一种思维方式，而非单一工具。
What is Lean? Lean is not a tool, it is a way of thinking. Lean can be applied in all walks of Life. So simply Lean is a way of lifeLean is a strategy that focuses on relentless elimination of wastes with the objective of making every step, task, & activity creates value for the customers.Lean also means doing more with less - Less Time, less space, less human effort, less machinery, less material - while giving customers what they wantThough the principles are derived from Japanese Auto maker TOYOTA, the name Lean is the term was first coined by John Krafcik in his 1988 article, "Triumph of the Lean Production System," based on his master's thesis at the MIT Sloan School of Management. After a team from MIT under the leadership of Jim Womack published the Book named "The Machine that changed the world" in 1990s, the black box of Toyota production System was opened for external world. Today Lean is used as No 1 Strategy for Operational Excellence by most of the leading organizations throughout the world. Initially the application of Lean principles was limited to engineering particularly automotive industries but during the last decade lean is adapted by many other Industries including IT, Education and Healthcare. Why lean a powerful strategy for Operational Excellence?Ø First reason is its simplicity. It does not require any special knowledge except Conviction, Discipline and Commitment.Ø It is a very good cultural transformation tool. Makes every employee to recognize waste and contribute for its eliminationØ It helps in Reducing lead-times to the extent up to 90 % which makes customer delightedØ It helps to find and solve problem in a fastest way before it becomes very expensive.Ø It allows decision making at the bottom most level in the organizationØ It helps in reducing inventory and effective utilization of space Overall it improves Business results significantly, including profitability.Myths and Facts about LeanØ Myth: Lean is intended to reduce man powerFact: Lean is intended to eliminate waste not people. In reality, lean provides lot of opportunities for people to grow both intellectually and financially.Ø Myth: Lean works only in Mass Production/Automotive Industry.Fact: Lean can be applied to any Industries. Lean is a proven concept even in Industries like IT, BPO, Healthcare, Pharma, Banks, Education, Hotels etc.Lean can also be implemented on high impact public sector projects like Traffic Management in Metro cities. Lean works equally well in Low volume; High variety environmentØ Myth: My organization is already lean. Fact: No organization is perfect. Even Toyota says "Today's perfection is tomorrow's mediocrity". Lean is a Journey and not a destination.Ø Myth: Lean will not work in unionized organizations ( with Trade unions)Fact: Lean works equally well in unionized environment. But it needs to be communicated properly and buy-in should be obtained before starting the journey.Principles which helps in successful implementation of LeanØ Leaders at the top level should lead by exampleØ Lean is not just tools. It is a Culture, development of people.Ø Employees should be allowed to stop production to solve problems as and when they occur. Solve the root cause not symptomsØ Quick response to any problems/abnormalitiesØ Lean is not a quick fix. It should be implemented with long-term results in mindØ Encourage employees to solve problems using Kaizens (Continual Improvement ideas)Ø Focus on both process and ResultsØ Hate all Seven Wastes and work towards eliminating them ( Overproduction, Inventory, Waiting, Motion, Extra Process, Transportation and Defects)Ø Respect for people and TimeØ Commitment to continuous learning.Ø Lean is not a tool , it is way of thinking
