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TOP 10 Improvement Tools Named After Lean Sensei 精益专家常用的十大改进工具 1. Ohno Circle 大野耐一圈 Taiichi Ohno was the Toyotaexecutive largely responsible for structuring and implementing the system knowntoday as the Toyota Production System over four decades after World War II.Ohno was known for drawing a chalk circle around managers and making them standin the circle until they had seen and documented all of the problems in aparticular area. 在二战后的四十年间，由丰田公司的高级经理大野耐一创建和实施了一种新型的制造系统，今天称之为丰田生产系统。其中大野拿粉笔在地上画个圈让经理们站在其中，训练他们识别某个工作区域所存在的问题的方式已广为人知。 Today the “stand in a circle”exercise is a great way to train one’s eyes to see waste and to providestructure for the team leader to do daily improvement or for the busy executivewith limited time to go to gemba. 今天，站在圈内的练习是培训员工识别浪费非常有效的方法，为团队主管的日常改进提供了结构化的方式，也为时间有限的高级主管提供了解现场的机会。 When you spend time on the gembastanding in the Ohno Circle, you will see the gap between the target conditionand the actual condition. It’s time to decide where to start first in closingthis gap, using the Pareto principle. 当你花上一段时间站在现场的大野耐一圈内，你会发现实际状态和目标状态之间的差距。是时候采用帕累托原则确定先从哪里开始来关闭这些差距。 2. Pareto Chart 帕累托图 In 1906 Italian economistVilfredo Pareto simplified the world for us with his 80/20 rule, or what isknown as the Pareto principle. This is most often expressed in a Pareto chart. 1906年意大利经济学家维弗雷多.帕累托用他的80/20法则为我们简化了世界，或称为帕累托原则。通常采用帕累托图来表达。 Identify the vital few that willgive you the biggest impact towards closing the gap between current conditionand target condition, and when that’s done, move onto the next tallest bar inthe Pareto. 识别重要的少数会对缩小现状和目标状态之间的差距具有最大的效果，一旦该步骤完成，再转向关注于帕累托图中的下一高点。 To focus on addressing the root causes of the top 20% factors that are keepingyour from hitting the target, the next step is to dig deeper into the rootcauses using the Ishikawa Diagram. 为了找出造成影响预定目标的20%因素的根本原因，下一步需要采用鱼骨图深挖其中的根本原因。 3. Ishikawa Diagram 鱼骨图 The Ishikawa Diagram (also calledthe fishbone diagram or cause and effect diagram) was introduced in the 1960sby Kaoru Ishikawa. Ishikawa pioneered quality management processes at theKawasaki shipyards, and in became one of the founding fathers of modernmanagement. The diagram shows the causes of a certain event or condition. TheIshikawa Diagrma is one of the seven QC tools including the histogram, Paretochart, check sheet, control chart, flowchart, and scatter diagram. 石川图（又称鱼骨图或因果图）是由日本质量管理专家石川馨教授于1960年代引入，石川馨是川崎钢铁公司质量过程管理的先驱者，从而成为现代管理奠基人之一。用以识别造成特定事件或情况的原因。石川图属于QC的七大工具之一，其中包括直方图，帕雷托图，检查表，控制图，流程图和散点图。 It is quite a flexible tool. Rootcause analysis can be conducted for manufacturing or production-type processesusing the 4M (man, material, machine, methods) or sometimes up to 6M (addmother nature, measurement) as well as 4P (price, promotion, place, product)for a marketing and sales kaizen. 这是一种相当灵活的工具。即可以采用4M（人，材料，设备，方法）或6M（加上环境和测量方法）为制造或生产型流程的进行根原因分析，又可用4P（价格，促销，地点，产品）进行市场和销售的改善。 Now that you have identified theroot causes of your problem, you are ready to implement countermeasures. Forthat, you’ll need an action plan. 到目前为止，你已经识别出问题的根原因，下一步准备实施相应的措施。所以你需要一个行动计划。 4. Gantt Chart 甘特图 Henry Gantt was a management consultantwho popularized the project management tool known as the Gantt Chart sometimearound 1910. 亨利甘特曾是管理咨询顾问，在1910期间以其项目管理工具甘特图而闻名于世。 Anyone who has used MicrosoftProject or who has used this classic project management tool has Mr. Gantt tothank. He revolutionized the managing of large, complex projects such asconstruction, worldwide when he introduced his Gantt Chart. 任何使用微软项目管理软件或使用这个经典项目管理工具的人需要感谢甘特先生。随着甘特图在全球范围传播，带来管理大型，复杂项目的革命。 Gantt was a very early Leansensei in that he set the foundation for later developments such as standardwork combination sheet, scheduling a day’s work and work balancing. The actionplan must not be limited to “plan and do” but also “check and act / adjust”according to the PDCA Cycle, also known as the Deming Wheel. 甘特先生算是早期具有精益思维的专家，他为后来的发展奠定了基础，例如标准作业合并表，安排每日工作和作业平衡。行动计划不能仅局限于“计划和实施”，也要注重“检查和纠正”。这是根据PDCA环原则，通称戴明环。 5. Deming Wheel 戴明环 The Deming Wheel is also known asthe PDCA Wheel. Edwards Deming is credited with teaching PDCA to the Japanese,but proper credit should be given to Walter Shewhart, the pioneeringstatistician and teacher of Deming, who originated the PDCA notion. 戴明环又称为PDCA环。爱德华戴明以其在日本教授和传播PDCA的质量改进方式而闻名。更准确的说，应归功于Walter Shewhart，他是统计学的先驱者同时也是戴明的老师,PDCA即源自于他的构想。 A more full explanation of thePlan, Do, Check and Act steps can be found on the website. One of the morepowerful ways to test out your ideas through experiments is the Taguchi Method. PDCA具体的解释可参见网络。一种测试想法的有效工具是进行田口实验。 6. Taguchi Method 田口实验 Genichi Taguchi took the notionof R.A. Fisher’s Design of Experiments and sought to understand the influenceof parameters on variation, not only on the mean. In conventional DOE,variation between experimental replications is considered a nuisance thatexperimenters would rather eliminate, whereas in Taguchi’s mind, variation is acentral point of investigation. 田口玄一教授采用费雪的试验设计的思想来设法理解变异参数的影响，而不仅仅采用平均值。在传统的试验设计中，重复试验之间的变异被认为是无益的，实验者希望予以消除。而在田口脑中，变异是研究的中心。 The diagram below shows theTaguchi Loss Function, which Ron Pereira at the Lean Six Sigma Academy explainsthe workings of Taguchi Method in a series of informative articles. 下图显示田口的损失函数，在Ron Pereira精益六西格玛学院中讲解一系列田口实验的相关信息。链接：www.gembaacademy.com Using these tools, you will have thedata to prove that your experiment is a success! But how do you motivate peopleto come around to your way of thinking and adopt a new way? It might be helpfulto know something about human motivation and Maslow’s Hierarchy of Needs. 采用这些工具，你需要有数据来证明你的实验是成功的。但你如何激励员工按照新的方式来思考和行动呢？这时学习人的激励和马斯洛需求理论就相当有帮助了。 7. Maslow’s Hierarchy of Needs 马斯洛需求理论 Abraham Maslow was an Americanpsychologist who is most famous for the hierarchy of human needs. Maslow’smodel gives us the foundation for understanding how to motivate people tochange, which is a topic of great interest to us, addressed in part 1, part 2and part 3 of a series of previous posts. 亚伯拉罕马斯洛是美国的心理学家，以其人类需求层次理论而闻名。马斯洛模型帮助我们理解如何激励人去改变奠定了基础。该课题是非常有趣，请参见前期的一系列文章部分1/2/3。 Improvements made, you now need away to check and audit the process regularly so that the process does notrevert to the old way, and that new problems are discovered quickly. The ObaGage is a useful means to enable a visual workplace for abnormality management. 完成改进后，你需要有方法定期检查和评估以防止流程回到原来的方式，同时新问题会很快显现。奥巴量尺是非常有用的目视现场工具用于异常管理。 8. Oba Gauge 奥巴量尺 A 4 foot tall Japanese Leansensei named Mr. Oba was notorious for insisting that nothing in the factory betaller than his eye-level This resulted in the “Oba Gage” for a visualworkplace. The idea is to avoid creating view-blockers in your workplacewhenever possible. It is also called the “4-foot rule” or “1.3 meter rule”. 一位身高四英尺（约1.3米）名叫奥巴的日本精益专家，他以坚持目视化工厂中的任何物品不能比他的视线高而闻名。其思路是在你的工厂尽可能防止产生视野阻隔。这又被称为“4英尺法则”或“1.3米法则”。 The workplace is more visual,many large problems have been solved and the process is stable. But how can weavoid complacency and keep continuous improvement going? 现场目视化程度越高，越多的问题可以得到解决，流程也就越稳定。 9. Heinrich Principle 海因里奇原则 H.W. Heinrich taught us throughhis Heinrich Principle that we must pay attention to even the smallest ofsafety incidents or so-called “near misses” if we want to find the root causesof what could become larger safety accidents. The same principle applies to 5S,the elimination of waste, and awareness of quality problems. Lean managementmeans everyone is vigilant about even the smallest problems. This requiresconstant education and attention to maintain a heightened sensitivity and avoidhabituation to the warusa kagen (condition of badness). 海因里奇原则教导我们如果要找出造成严重安全事故的根本原因，就必须对最小的安全隐患予以重视。同样的原则也适用5S、消除浪费和增强质量意识。精益管理需要每个人对最小的问题也要予以警惕。 持续的教育和保持高度的敏感性是必须的，同时防止对异常状态形成不良习惯。 The first nine tools usedproperly will result in improved safety, quality, cost and delivery. This willalso open up capacity in your company to develop and deliver new products andservices. But which products and services will give you a market advantage? TheKano Model helps you answer this question. 恰当地使用上述的九种工具会改进安全、质量、成本和交期。这帮助贵公司拥有更多的能力来生产新产品和提供服务。但哪一种产品和服务会给你带来市场优势呢？ 10. Kano Model 卡诺模型 When we go back to the beginningin the cycle of continuous improvement, we have to ask again “What does thecustomer want?” Professor Noriaki Kano gave us a model to answer this questionmore effectively. The chart below illustrates how there is the Voice of theCustomer (spoken needs) as well as what is sometimes called Mind of theCustomer (latent or unspoken needs). 当我们返回持续改进的起点，我们需要再次询问“什么是顾客所需要的?”.狩野纪昭教授的模型帮助我们有效地回答这个问题，下图代表顾客之声（可述说的）和被称为顾客之思（隐含的需求）。 Quality Function Deployment (QFD)makes effective use of the Kano Model, as does fact-based Hoshin Kanri (policymanagement or Lean strategic planning). C2C Solutions offers a Flash tutorialof the Kano Model, about 8 minutes long. 质量功能展开（QFD）有效地使用卡诺模型和基于事实Hoshin Kanri（方针管理或精益战略规划）。C2C解决方案提供一个8分钟长的Flash 卡诺模型介绍。 You might ask why to include aProfessor who developed a model largely used for product development andstrategic planning on this list of improvement tools named after Lean sensei.If we follow Pareto’s Law, 80% of the waste in a product is in the design phaseand likewise 80% of the waste in management effort is probably in misdirected orunaligned strategy. So although the Kano Model ranked at #10 on the listbecause it is far less practical and hands-on useful on a daily basis than theother nine, one could say that it has the biggest potential impact on theoverall system. 你可能奇怪为什么会将一位教授开发的用于产品开发和战略规划中的工具归于精益专家的改进工具呢？如果我们依照帕雷托法则可得知，80％的浪费产生在产品设计阶段而80％的管理浪费是由错误方向或战略所造成的。对于日常改进活动来说，虽然卡诺模型的实践性和通用性排在其他九个工具之后，但从对整体系统的影响角度来说它应具有最大的潜力。 There are many tools in theworld. Knowing how to use them is important, but even more important is knowinghow to put them to use as an overall system in such a way that helps people seethings in a new way, to change how they think and work. 世界上有许多工具，但知道如何使用尤其重要，更重要的是将工具放到整个系统中使用，由此帮助人们从新视角观察事物，并改变思考和工作的方式。 |
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