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1、ToyotaKata丰田套路ImprovementMethodology改善方法ProblemSolving&ImprovementApproach问题解决&改善TrainingContent培训内容Part1.UnderstandtheDirection理解方向Part2.GrasptheCurrentCondition掌握现状Part3.EstablishtheNextTargetCondition确立下一个目标Part4.PDCA
2、ProblemSolvingToolsTowardtheTargetConditionP
3、DCA/问题解决的工具，迈向目标2(thistrainingmaterialisbasedonToyotaKatabyMikeRother)Introduction介绍大多数“精益”企业所在的位置丰田之路的4P模型问题解决（持续改进和学习）理念（着眼于长期的思维）过程（杜绝浪费）员工和伙伴（尊重，激励和培养他们）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。流动浮现问题拉动避免生产过剩生产均衡化自働化工作标准化视觉管理可靠技术培养能实现公司理念的领导者尊重、发展及激励公司员工与团队尊重、激励与帮助供应商。持续
4、改进现地现物周全决策，快速执行ProblemSolving(ContinuousImprovementandLearning)Philosophy(Long-Termthinking)Process(EliminateWaste)People&Partners(Respect,Challenge,AndGrowthem)Basemanagementdecisionsonalong-termphilosophy,evenattheexpenseofashort-termfinancialgoalsCreateprocess“f
5、low”tosurfaceproblemsUsepullsystemstoavoidoverproductionLevelouttheworkload(Heijunka)Stopwhenthereisaqualityproblem(Jidoka)StandardizetasksforcontinuousimprovementUsevisualcontrolsonoproblemsarehiddenUseonlyreliable,thoroughlytestedtechnologyGrowleaderswholivetheph
6、ilosophyRespect,develop,andchallengeyourpeopleandteamsRespect,challenge,andhelpyoursuppliersContinuousorganizationallearningthroughkaizenGoseeforyourselftothoroughlyunderstandthesituation(GenchiGenbutsu)Makedecisionsslowlybyconsensusthoroughlyconsideringalloptions;
7、implementrapidly(Nemawashi)A4PmodeloftheToyotaWayWheremost“Lean”companiesareWheredoesanimprovementhappen?改善会在什么地方发生？Atprocesslevel…..physicalorserviceprocess(information
8、transactional)在流程层面…生产或者服务的流程（信息
9、交互）UsualTriggersforImprovement通常改善的出发点CostReduction降低成本Product
10、ivity生产率Introductionofnew….新产品，流程，设计，技术等的导入Problems问题ProblemDefinitions问题的定义Wikipedia:Aproblemisanobstacle,impediment,difficultyorchallenge,oranysituationthatinvitesresolution;theresolutionofwhichisrecognizedasasolutionorcontributiontowardaknownpurposeorgoal.Aprobl
11、emimpliesadesiredoutcomecoupledwithanapparentdeficiency,doubtorinconsistency（矛盾）thatpreventstheoutcomefromtakingplace.维基百科：问题很难有一个确定的、无异议的定义，但是，一
