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丰田模式:精益制造的14项管理原则(珍藏版)

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丰田模式:精益制造的14项管理原则(珍藏版)

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五次新乡奖得主扛鼎之作。
当今全球的商界人士都希望实施丰田激进的管理制度,以加速业务流程、减少浪费、改进质量。但是,在各种精益管理工具、管理技巧的表象之下,丰田成功的真正根基又是什么?
《丰田模式》诠释了丰田所采用的14项精益管理原则,正是它们驱动丰田形成了专注于质量和效率的企业文化。本书还会使你获得能够应用到所有组织、各种业务流程的极富价值的洞见。你还会了解到如何将长远的企业哲学、流程管理、人员管理以及问题解决之道恰到好处地结合起来,借此帮助你的组织转型成为精益的学习型企业。

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Content Description

在遍及世界各地的工厂中,丰田一直在探索更高的制造工艺,提升产品研发的水准,开创优异的流程。它缔造了一个令世人称奇的商业神话:在价格战中挫败群雄,稳步擒获市场份额,所获利润远远高于其他汽车厂商,赢得了全世界商界领袖的赞颂。
杰弗瑞·莱克教授对丰田的研究已逾20载,从未有人像他那样能够如此近距离地接触丰田在日本和美国的高管与普通员工,他遍访丰田工厂,得以铸成里程碑般的鸿篇巨制。《丰田模式》揭示了这个闻名世界的汽车厂商“精益制造”体系背后的14项根本性的管理原则。你将了解到丰田如何通过以下工具为实施精益制造的技巧创造出一个理想的氛围:
培育支持持续改善和学习的氛围
使顾客满意(同时消除浪费)
从*开始便保证质量
从内部提拔领导人而不是从外部招聘管理者
让所有员工成长为解决问题的专家
与供应商和合作伙伴共同成长,实现互利互惠
Author Description

杰弗瑞·莱克(Jeffrey Liker),密歇根大学工业与运营管理专业教授,日本技术管理、精益制造、精益产品研发认证等课程的共同创办人及主任,五次获得新乡奖。莱克博士在《哈佛商业评论》《斯隆管理评论》以及其他重要刊物上发表过许多有关丰田的研究文章。莱克博士还是Optiprise精益企业与供应链管理咨询公司的创办者。
Comments

我们也需要进一步回归我们的原点,回归这些基本点,重新审视丰田的生产方式。
——丰田章男丰田公司总裁

这本书将使你理解丰田何以如此成功,你可以将其中一些实用的创意变为自己的生意经营之道。
——丰田公司加里·康维斯
Catalogue

推荐序一
推荐序二
推荐序三
推荐序四
前言
第一部分世界一流的丰田模式
第1章卓越的作业流程 ∥ 2
成功的秘诀:丰田DNA的双螺旋 ∥ 5
丰田生产方式与精益生产 ∥ 6
精益的误区 ∥ 10
永远存在改善的空间 ∥ 12
丰田模式:长期成功之道 ∥ 15
第2章全球最杰出的制造商:丰田家族与丰田生产方式 ∥ 16
丰田家族:代代都展现一致的领导者 ∥ 17
丰田汽车公司:做对世界有所贡献的事 ∥ 18
丰田生产方式的发展:迈向高质量、低成本、短前
置期之路 ∥ 21
核心原则:单件流 ∥ 23
改变世界的生产方式 ∥ 24
展现富创造力的精神接受挑战 ∥ 27
第3章丰田生产方式的核心:杜绝浪费 ∥ 29
八大类未能创造价值的浪费 ∥ 30
传统的流程改进VS.精益改善 ∥33
丰田生产方式架构图:以架构为基础 ∥ 34
以人为核心 ∥ 37
第4章丰田模式的14项原则:丰田生产方式背后的文化基础 ∥ 38
丰田模式并非只是工具与方法 ∥ 38
第5章绝不妥协的雷克萨斯 ∥45
一款新车,一个新事业单位 ∥ 46
倾听顾客心声与竞争标杆 ∥ 47
达成无可妥协的目标 ∥ 51
第6章开创未来的普锐斯 ∥ 55
第一阶段:“普锐斯”车款的蓝图 ∥ 56
第二阶段:新世纪、新燃料、新流程 ∥ 58
21世纪的汽车:重环保,保护自然资源 ∥ 59
来自公司高层的支持 ∥ 61
第三阶段:加速研发计划 ∥ 62
新总裁与新使命:由“普锐斯”当开路先锋 ∥ 63
最后的15个月 ∥ 64
丰田的新产品研发流程 ∥ 68
其他历经实践的原则 ∥ 69
第二部分丰田模式的14项原则
第一类原则长期理念
第7章原则1:管理决策以长期理念为基础,即使因此牺牲短期财务目标也在所不惜 ∥ 75
比赚钱更重要的使命 ∥ 75
.....
Introduction

◆ 推荐序 ◆
推荐序一
杰弗瑞·莱克教授和我在美国住同一个城市,因为彼此之间有许多共同相识的朋友,因此会时不时见面,常就精益思想在中国的发展情况交换意见。我非常敬佩他专注地研究丰田公司,包括企业的运营、产品开发、企业文化以及人才培养等不同的方面,结合外部资源把他的见解写下来,出版了一系列的参考书,供大家学习,造福社会。
莱克教授和詹姆斯·沃麦克一样,早年接受的专业训练是社会科学,他们看事情讲究宏观,却不忘追究事情的根由。除了关注丰田某一个部门或某一段时间里发生的事之外,更愿意下工夫去挖掘运作程序与企业文化。以丰田的愿景与理念为基础,研究其作业流程,收集资料,细心观察,用心分析,小心求证后做出结论,这种实事求是的研究精神值得我们学习。
从本书总结出的14项原则(四类原则),可以看出莱克教授的用心。
第一类原则主要涉及丰田的理念及愿景。
第二类原则讲述运营的流程与不同的工具,包括连续流、拉动式生产方式、均衡生产、追求品质的安灯系统与解决问题、标准化作业、持续改善,以及善用而不盲从新科技等。书中提到的大部分工具书都已经由精益中国翻译出版,值得参考。
第三类原则主要是关于员工的培育、团队的培养,以及与供应商的合作等方面的内容。
第四类原则讲学习型组织,强调现场学习观察,决策寻求共识,不断省思,精益求精。
全书的概念清晰,是本难得的好书,怪不得高居欧美企业界最受欢迎读物的榜首。欣闻机械工业出版社将再版此书,实在是中国读者的福音。希望有兴趣的朋友一面读书,一面动手尝试,常到现场观察,鼓励员工提出解决方案,持续改善。
祝福您的精益之旅顺利、成功。
赵克强博士谨识
精益企业中国总裁
推荐序二
丰田公司取得了世界公认的一流效能,这应归功于丰田公司创造的“丰田模式”。
几十年来,“丰田模式”在全球得到了广泛的传播,并呈现出这样的特点:每次碰到经济萧条、危机或残酷的市场竞争 ,都会出现企业学习和践行“丰田模式”的热潮。例如,第二次世界大战后石油涨价触发的第二次世界经济危机(1973~1975年)使众多企业受创而丰田仍盈利丰厚,引起日本企业争先学习“丰田模式”;第三次经济危机(1980~1982年)推动了美欧汽车企业学习丰田的热潮。进入21世纪以来,随着工业时代向知识经济时代的转型及资源的短缺和环境问题日趋严重,西方主流企业都已全面学习和践行“丰田模式”(西方称为“精益管理”)。近年来,中国企业也出现了学习“丰田模式”的热潮。
然而,企业学习“丰田模式”的精益之旅并非一帆风顺。正如《改变世界的机器》的作者詹姆斯·沃麦克在美国精益企业研究所(LEI)成立十周年庆祝研讨会上所说:“从整个制造业来看,真正成功转型为一个精益企业的公司,除了丰田外几乎找不到。究其原因,主要是管理层对精益缺乏应有的认识,没有下定决心从长远利益采取行动。”而企业管理层之所以对精益缺乏应有的认识,是因为大多数精益出版物和推广者都将“丰田模式”作为“精益工具”或“精益生产方式”(丰田生产方式)来介绍,这必然导致学习者对“丰田模式”的片面认识,结果是人们在工业时代的思维[以物(设备和资本)为中心的思维]和管理模式(强调命令控制的管理)下推行精益生产方式和精益工具,无法形成向精益转型的管理支持构架和文化环境,因此,企业的精益之旅收效甚微或半途而废。
本书的出版将完全弥补上述遗憾。经过二十多年系统、精深的研究,作者莱克教授在书中揭示了“丰田模式”的真谛:丰田模式是一套卓越的管理企业的模式(企业操作软件),它涉及企业选择何种使命和价值观,如何调动企业全体员工积极主动参与识别、理解、管理和持续改进价值创造过程以实现企业目标。“丰田模式”告诉我们,不同的生产方式,要求不同的劳动组织形式、管理支持构架、思维方式及经营原则(哲学)。丰田生产方式(卓越的创造价值流程)是建立在以顾客为导向(顾客拉动)、以人为中心(尊重员工,释放员工潜能)、坚持挑战(不满现状、追求卓越)、持续改善和创新的可持续发展理念的基础之上的。如果没有这样的思维及经营原则,丰田生产方式就会失去根基,自然无法产生一流的效能。
“丰田模式”的本质是“通过释放人的潜能,追求卓越”,是组织实现卓越之道。企业的经营者如果没有追求卓越的梦想、勇气、激情和意志,请不要选择精益之旅。
这是一本学习精益的难得的好书!
邓德海
华制精益咨询集团总裁
日本制造业管理研究中心高级研究员
推荐序三
2010卓越制造长城奖颁奖典礼刚刚落幕,我就接到了机械工业出版社华章公司的邀请,为《丰田模式》作序,真是一种缘分。在这次论坛上,多位嘉宾都推荐了这本书,的确是一本关于精益制造的经典之作。
十年前,精益制造在中国还是个新概念,但今天几乎所有的制造企业都知道精益。如果你去看看在中国有多少家企业内部有精益或持续改善部门,精益经理在猎头市场有多紧俏,就知道精益管理似乎在中国已经相当风行了。不过,遗憾的是,以笔者的观察,真正的精益企业还是凤毛麟角,2010卓越制造长城奖金奖就因此抱憾空缺。
那么,推进精益制造体系的障碍到底在哪里呢?重温此书所描述的14项原则,感觉还是在企业的长期思维、共赢分享及以人为本等根本理念原则上有缺失,导致精益无法持续,难以形成真正的精益文化和体系。
在丰田,长期的理念体现在方方面面。高层管理人员从内部提拔,从一线成长起来;新员工入职,要经历几个月而不是几天的培训才能上岗;在公司困难时期,尽量不裁员工,而是集中起来进行培训。因为有了长期思维,所以丰田表面上看像一只缓慢的乌龟,莱克教授在这本书中也有提及。笔者曾多次赴日与丰田公司进行交流,丰田公司的员工也多次提到他们是乌龟,不是兔子。兔子快,但是浮躁、没耐心,经常换方向;乌龟虽然慢,但是方向专一,体制健康,故而能基业长青。
丰田的强大还在于与供应商及员工建立一个共赢分享的生态体系和机制。国内很多企业在推动精益时,在一线员工层面面临很多的阻力。员工往往会问,做精益对我有什么好处?如果做了精益改善,提高了效率,结果自己的收入减少了,甚至工作都没了,那当然无法推动。企业在面对供应商的时候,如果还是一味压低价格,不去帮助供应商改善,共享改善成果,那么也无法为企业的精益实施建立一个强大的供应链基础。
丰田强调,造车先造人,员工不仅是工业人,更是社会人;不仅要用员工的双手,更要用员工的脑袋。在这样的理念下,丰田对人才的选、用、育都体现了真正的以人为本。丰田的现场,严明的纪律和改善的活力水乳交融。在今天的中国,大量80后、90后进入制造现场工作,只有以人为本才能适应他们现在对工作的期望和理念。
对于具体执行和推动精益的各个层次员工而言,这本书都值得一读,特别是企业的一把手和最高决策层。至于本书中提到的其他原则,如流程、拉动式生产方式、均衡化、标准化、可视化管理,等等,都要以正确的经营理念作为基础,否则无异于沙土上建城堡。
方谊勇
制慧网CEO
卓越制造长城奖执委会主席

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Shipping Information

Yami Consolidation Service Shipping Fee $9.99(Free shipping over $69)

Sellers in China will ship their orders within 1-2 business days once the order is placed. Packages are sent to our consolidation warehouse in China and combined there. Our Yami consolidation warehouse will directly ship the packages to you via UPS. The average time for UPS to ship from China to the United States is about 10 working days and it can be traced using the tracking number. Due to the pandemic, the delivery time may be delayed by about 5 days. The package needs to be signed by the guest. If the receipt is not signed, the customer shall bear the risk of loss of the package.

Sold by JD@CHINA

Service Guarantee

Free shipping over 69
Genuine guarantee

Shipping

Yami Consolidated Shipping $9.99(Free shipping over $69)


Seller will ship the orders within 1-2 business days. The logistics time limit is expected to be 7-15 working days. In case of customs clearance, the delivery time will be extended by 3-7 days. The final receipt date is subject to the information of the postal company.

Yami Points information

All items are excluding from any promotion or points events on Yamibuy.com

Return Policy

You may return product within 30 days upon receiving the product. Items returned must be new in it's original packing, including the original invoice for the purchase. Customer return product at their own expense.

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About the brand

Jingdong book

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About the brand

Jingdong book