了解如何提升工作效率和提高质量标准，学会分析和改善服务业或制造业商务流程。主要概念包括流程分析、瓶颈、流程速率和库存量等。成功完成本课程后，您可以运用所学技能处理现实商务挑战，这也是沃顿商学院商务基础专项课程的组成部分。
第 3 单元班次 2 视频课程
Loading...
来自 University of Pennsylvania 的课程
运营管理概论（中文版）
28 个评分
从本节课中
第 3 单元 - 生产率
您将在本模块中学习生产力的主要构成。首先，课程将介绍生产力的学术定义，然后介绍常见阻碍生产力的因素、生产力的测量方法、效益指标、改进生产力技巧和经济价值。本模块教学结束后，您将掌握如何识别、描述和测量输入和输出之间的关系，您还将能够设计策略，减少输入和提高输出，从而提高生产率。
与讲师见面
Christian TerwieschAndrew M. Heller Professor at the Wharton School, Senior Fellow Leonard Davis Institute for Health Economics Co-Director, Mack Institute of Innovation Management
The Wharton School
The absence of waste makes for high productivity.
Over the last couple of years, it has become very fashionable to talk about lean
operations. This session today is about Lean, it is
about waste , and it is about waste reduction, which is the process of making
an operation Lean. Taiichi Ono, the former chief engineer of,
of Toyota, wrote a wonderful book outlining the principles of the Toyota
production system. Ono writes that moving is not necessarily
working. This is really deep.
Let me repeat this. Moving is not necessarily working.
In our session on process analysis, we talked about idle time as a way that
workers are unproductive, they're hurting us on labor productivity.
All known by outlining these seven sources of waste that we're going tp talk about in
this session, reminds us that there are other ways you can be unproductive than
being idle. We'll talk about the Toyota production
system in great length, later on in this course.
A cool byproduct of this is that you're going to have a little bit of Japanese
vocabulary to impress your friends and your co-workers.
Waste stands for muda, and this session is about the seven sources of waste.
So first of the seven sources of waste is overproduction.
At the risk of upsetting my fellow Germans, let me share with you the
following example. The average German trashes 81.6 kilograms
of food every year. The reason for that?
Germans like to buy in large package sizes.
This, however, creates a mismatch between supply, what they get into their fridge,
and demand, which is what they eat. This is inventory which we know is bad,
just from a working capital perspective of the households, but since inventory can
also get obsolete, [unknown] describes problem.
Let me illustrate the second source of waste, transportation, was another German
example. Crabs are fished in the North Sea next to
the German and Dutch coastline. They're then shipped 2,500 kilometers
south to Morocco. Labor is cheap in Morocco, and that is
where the food is prepared. It is then shipped back to Germany.
This shipment back and forth, truly reflects owner's idea of moving but not
really working. There's no direct value add by shipping
these crabs up and down through Europe. Whenever transportation occurs, we see a
poor layout of the process. And we are creating lots of extra work
that is not necessarily a link to the productivity of the operation.
The third form of waste is rework. Rework refers to repeating or correcting
an operation because of quality problems. An old Japanese quality saying goes, do it
right the first time. Rework is a pain.
Rework consumes capacity and takes it away from flow units that could be otherwise
served. Rework is by no means limited to the world
of manufacturing. For example, in healthcare operations, a
readmission to the ICU is often referred to as a bounce back.
Patients get discharged from the ICU, but then later on develop complications in the
regular unit and bounced back to the ICU. From an operations perspective, this is
rework. Readmissions to the hospitals are also a
form of rework. Dealing with readmissions has been a major
component of the Affordable Care Act, and has become a big thing these days in the
healthcare operations community. Let me illustrate the fourth source of
waste, over-processing within other healthcare examples.
Oftentimes, you notice when you're in a hospital, it's not entirely clear how long
are you going to stay there. The discharge of a patient is crucial for
the capacity management of the hospital, but often the hospital lacks clear
processes and standards of how long the patient should stay, to the extent that
the patient stays longer than needed, the hospital is wasting through
over-processing. In the day-to-day life, over-processing
simply corresponds to stirring a fully mixed cup of coffee.
Again, typically, the driver behind overprocessing is that the operator really
doesn't know what the exact standard of his work is going to be.
Just as a transportation was a form of moving but not working, you often find a
similar effect within a workspace. The idea of unnecessary emotion, the fifth
source of waste, is that you can achieve tremendous productivity improvements by a
careful and economic design of the workspace.
You see this when you look at great athletes.
I'm a big cycling fanatic. I often admire the great athletes as they
sit on their bike with their upper body not moving at all, all the action being in
the legs. They get all the energy, all their
capacity is moved towards where it matters as opposed to moving the upper body which
really doesn't help them go forward on the bike.
The sixth source of waste is inventory. Want to view this as the biggest waste of
all. His view was, product has to flow like
water. Wherever there's inventory piling up, we
have a mismatch between supply and demand. For physical products, inventory takes the
form of raw materials work in process inventory of finished products.
This sort of inventory is bad because it costs us money.
Remember, our discussion on inventory turns.
But it is also bad because it requires storage space.
Inventory as we previously discussed, is by no means limited towards the world of
manufacturing. Loan applications at a bank might not
require a lot of real estate but certainly an expensive form of inventory because it
lead to customer wait time which is the seventh source of waste.
Waiting, the seventh and final source of waste, is often a direct consequence of
inventory. This is a situation where a floor unit is
waiting for a resource. However, notice that also, the opposite
can happen. The resource can wait for the floor unit.
In this case, waiting takes the form of idle time, something that we have
discussed at great length earlier on in the process analysis module.
The impact of Ona's work and the success of Toyota production system was long
ignored in the Western world. It took until the 1980s and a team of
researchers of the International Motor Vehicle Program, around Jim Womack, to
demonstrate the real power of the Toyota production system.
The researchers went on to the world and benchmarked the productivity of all the
motors plants. In this table here, you'll see a
comparison between a GM plan of the 1980s and a Toyota plan.
The table compares a couple of dimensions. Gross assembly cut hours per car captures
the labor content that we've introduced previously.
If you've notice, the Toyota employee take only about half of the time to put a
vehicle together, assembly defects for a hundred cars captures.
How many rework needs there are at the end of the red line?
You notice again, a factor of three difference in productivity.
Several patterns exist for the real estate requirement and then, more significantly
in terms of the inventory. While GM, at the time, took two weeks of
inventory, the Toyota employees only required two hours of inventory sit at
their assembly line. So, these were the seven sources of waste.
You'll notice that the first five sources, overproduction, transportation, rework,
overprocessing, and unnecessary motions, in many way, were resource-centric.
They looked at the worker and asked, what did the worker do in the last hour?
Pointing out that not everything that the worker does is actually value at, An
experienced management consultant has once told me the following trick.
When you go through the process, when you visit a restaurant, a manufacturing plant,
just stand still. Then you turn around for about 360
degrees, and you count the workers that you see as you are doing this.
Count those that are directly adding value to the customer and count those that are
idle or that are engaged in rework, transportation motions or other things
that are waste. This gives you, very quickly and very
casually, a sense of how much research is in the process.
Now, a word of caution. Arguably, this is not how you're going to
make yourself popular at work, so just don't stand there turning around and
coming up with wise thought, but I think you will agree with me that lots of the
things that we do at work is not necessarily adding value to the customer.
As Ono put it, moving is not necessarily working.
The last two sources of waste, inventory and waiting, are really the, two, two
sides of the same coin. This is just a reflection of little slot.
They look at waits from the customers, from the floor unit's perspective,
pointing out that most of the time, we just sit in the process without getting
any value for it. Now, people often refer to an eighth
source of waste. This is a waste of intellect.
Oftentimes, managers think of their workers as human robots, just there to
execute orders. Wasting the intellect of workers misses
the opportunity of engaging the workers in problem solving and process improvement.
This is one of the key ideas behind Kaizen, a piece of the Toyota production
system that is about worker involvement.
