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1、LearningfromToyota:CreatingaCultureofContinuousImprovementJeffreyK.LikerProfessor,IndustrialandOperationsEngineeringTheUniversityofMichiganTBMLeanLeadersConferenceApril26,2008LeanisaboutobtainingbrilliantresultsfrombrilliantprocessesByfocusingon(JimWomack&DanJones):ValueValue
2、streamsFlowPullPerfectionByeliminatingwastefromallprocesses©CopyrightJeffreyLikerSoundsgood,soletsdolean!how©CopyrightJeffreyLikerLetsImplementtheLeanSystemLetscreateaLeanOfficetoimplementasystemWeneedtoadaptTPStoourbusinessAndhavearoadmaptoimplementWalltowallstabilityModelli
3、nes©CopyrightJeffreyLikerProblemwithImplementingthesystemWegetsystematicchangeImpressivemodellinesandwalltowallstabilityButBUT:StilldisappointingbudgetresultsHardtospreadbeyondmodellineLotsofconflictbetweentheLeanExcellenceOfficeandlinemanagementHardtosustain©CopyrightJeffrey
4、LikerAnswer:BuildaCultureofContinuousImprovementForongoingsuccessIntegralroleofsharedcultureAcultureofqualitypeopleworkingtogetherwithshared(Toyota)valuestocontinuouslyimprove.©CopyrightJeffreyLikerCultureisanintegralpartofthesystem:Itisnotjustbrilliantprocesses,butexceptiona
5、lpeopleinasupportivecultureCultureCustomerInputsQ,C,DProcessQualityStabilityProductValueStream©CopyrightJeffreyLikerPeoplearetheHeartandSouloftheToyotaWayTheToyotaDNA=PRODUCTVALUESTREAMPEOPLEVALUESTREAM©CopyrightJeffreyLikerIssharedculturenecessaryforLean?No1.Initiallowhangin
6、gfruitstage2.Ifalotofsupervisionwillbeavailable3.IfjustbetterQ,C,DaregoodenoughYes1.IfyouneedhighestQ,C,Dasstandard2.Ifyouwantvoluntaryhelp-whenAndongoesred!3.Ifyouwantcontinuousimprovement4.Therewillneverbeenoughmanagersfortotalquality!©CopyrightJeffreyLikerWhatisCulture?Wha
7、tweseeArtifactsPhysicalresults,materials,operatingconcepts.NormsandBehaviorsWaysofactingconsiderednormal,authorized,habitualortaboo.Beliefs,Assumptions,ThinkingExplicitbeliefs,implicitculturalWhatdrivesusassumptions,andparadigmsofthought©CopyrightJeffreyLikerWhatisSharedCultu
8、re?ConflictingorSharedValuesandDisengagedCultureDirectionValuesDirec
