Transportation
Inventory
Motion
Extra processing
One Piece Flow 单件流、连续 2 流
列出流程步骤 识别并消除 损失 标准化最佳 流程
消除八大浪费； 缩短从原材料到最终产品的时间； 获得最佳质量、最低成本、最短交付时间.
One Piece Flow 单件流、连续 2 流
建立能够快速解决问题的组织制度与对策。 出现质量问题，应暂停或减缓生产，直到问题解决。
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工作标准化是持续改善与发展员工的基础。 Standardized tasks and processes are the foundation for continuous improvement and employee empowerment.
stakeholders).
3. Contribute to the overall growth of Toyota.
2
建立连续的作业流程以使问题浮现。 Create a continuous process flow to bring problems to the surface. 重新设计一个能够创造高附加值的连续流程，将闲
Q
Builds in Quality
F
Creates Real Flexibility
Benefits of One-Piece Flow
M I
P
Creates high Productivity Frees Up floor space
R
S
Improves safety
Improves Morale
企业理念与使命，是其他原则的基石。 为顾客、社会及经济创造价值是一切原则的起点。 企业要有责任感。
Constancy of Purpose
绝不短视利益，坚定目标执行！
-- W. Edwards Deming
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3大使命
为外部股东做 贡献（经济）
为企业内部创造 利益（员工）
为企业自身的发 展
5大思想
用标准、可重复的方法维持流程的可预
测性与规律性，是“单件流”与“拉动 式生产”的基础。
流程 步骤
节拍 时间
维持当前最佳的标准工作流程，同时将
心得与创意进行流程改善。
手边 存货 量
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通过可视化管理使问题无所隐藏。 Use Visual Control so no problems are hidden. 利用可视化使员工快速发现异常。 可视化管理的目的是改善价值流程。
利用现场的简单可视化系统（看板）支持“单件流”
与“拉动式生产”。 使用“一页纸文件”进行汇报。
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5S thinking Tools
Sustain 维持
Standardiz e标准化
Sort 整理 Set整顿
Plan 计划
Doing 执行
Shine 清洁
Action行 动
Checking 检查
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建立连续流程
使用拉动生产 注重生产均衡 重视质量控制
6 7 8 9
先标准后改善
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发展人才团队
可视化管理
慎用新技术 培养内部领导
12 现场解决问题
13 谨慎快速决策 14 注重生产均衡 15 坚持持续改善
10 激励人才团队
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管理决策以长期理念为基础，即使因此牺牲短期财务目标。 Base your management decisions on a long-term philosophy, even at the expense of short-term financial goals.
置资源浪费降低为零。
建立流程将人与流程紧密联结，使问题立即浮现。 重视流程的企业文化是持续改善及员工发展的关键。
One Piece Flow 单件流、连续 2 流
One Piece库存
节拍时间
One Piece Flow 单件流、连续 2 流
Defects Over production Waiting Non-utilized People
Reduces cost of inventory
3
使用拉动式生产方式避免生产过剩。 Use “pull” systems to avoid overproduction.
由顾客需求量决定材料的补充是JIT的基本原则。 维持最小量在制品与库存，根据顾客需求补充存货。 根据每天每班的顾客需求进行响应。
Five Main Principles of 1 Toyoda
1. Always be faithful to your duties, thereby contributing to the company and to the overall good. 忠于职责 2. Always be studious and creative, striving to stay ahead of the times. 勤 奋有创意 3. Always be practical and avoid frivolousness.实际而不轻浮 4. Always strive to build a homelike atmosphere at work that is warm and friendly.家 5. Always have respect for spiritual matters, and remember to be grateful at all times.
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Three Toyota Mission
1. Contribute to the economic growth of the country in which it is located (external stakeholders).
2. Contribute to the stability and well being of team members (internal
绝不使用违背企业文化、损及流程稳定性、可靠性、
可预测性的新技术！采用前应充分验证测试。 鼓励引进新技术，立即实施论证过的技术改善流程。
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从内部培养了解工作、深谙理念并善于教授的领导。 Grow leaders who thoroughly understand the work, live the philosophy, and teach it to others. 拒绝“空降”，从内部培养领导。 除完成日常工作、处理人际关系外，领导是公司理 念与文化的行为模范。
3
使用拉动式生产方式避免生产过剩。 Use “pull” systems to avoid overproduction.
4
使工作负荷均衡（生产均衡化）。像乌龟而不是兔子一样工作。 Level out the workload (heijunka).
消除人员与设备负荷过重，消除生产不均衡与消除 浪费同样重要。 用所有制造与服务流程的均衡化 取代传统批量生产的频繁启停。
忠于职责 勤奋创新 实际、不轻浮 家的工作氛围 尊敬神明，感恩
7大原则
崇尚语言与法律精神
尊重民族文化与习俗 提升生活品质
满足全世界消费者需求 注重个人发展与团队合 作，互信的文化 实现全球和谐增长
实现长期稳定发展，互 利共赢
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Guiding Principles at Toyota
Honor the language and spirit of the law of every nation and undertake open and fair business activities to be a good corporate citizen of the world. Respect the culture and customs of every nation and contribute to economic and social development through corporate activities in their respective communities. Dedicate our business to providing clean and safe products and to enhancing the quality of life everywhere through all of our activities. Create and develop advanced technologies and provide outstanding products and services that fulfill the needs of customers worldwide. Foster a corporate culture that enhances both individual creativity and the value of teamwork, while honoring mutual trust and respect between labor and management. Pursue growth through harmony with the global community via innovative management. Work with business partners in research and manufacture to achieve stable, long-term growth and mutual benefits, while keeping ourselves open to new partnerships.
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始终重视质量控制的企业文化，立即停止以解决问题。 Build a culture of stopping to fix problems, to get quality right the first time.