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 4 单元班次 7 视频课程
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来自 University of Pennsylvania 的课程
运营管理概论（中文版）
29 个评分
从本节课中
第 4 单元 - 质量
质量并不是运营管理唯一的重点，但是质量对于企业长期发展和成功至关重要。本模块将介绍运营中与质量的几个主要方面，导致缺陷的常见原因、发现质量问题以及保障可靠性和标准的常用实践方法。本模块教学结束后，您将了解缺陷可能发生的原因，并且能针对质量和稳定性提出合理的方法。
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
Throughout this course, and especially in this quality module, we talked a lot about
the Toyota production system. We talked about Heijunka and Muda.
We talked about jidoka and the Andon Cord. We talked about Kanban Cards and the
Ishikawa Diagram. Now, I apologize as my Japanese
pronunciation is even worse than my English one,
But I think these words, these words are very important.
Let me also be clear that I'm not trying to sell you a Toyota Camry, nor do I have
any shares invested in Toyota. I'm not endorsing Toyota as a company,
I'm endorsing the Toyota Production System as a great way of dealing with operations.
The Toyota Production System is closely related to the idea of lean operation,
which we discussed early on in this course.
In this last session, I want to talk about the Toyota Production System and how it
was developed by Toyota and I want to use this as a capstone for this overall
course. To try and get a sense of information of
the Toyota Production System, we have to go back in automotive history.
The first car was built by a German, Gottlieb Daimler,
For his daughter Mercedes. This was in the late nineteenth century.
Soon, other car builders followed. However,
Vehicles were produced in job shops at very, very small scale.
This made the production very inefficient and vehicles were very expensive.
Thus, they were only affordable to the upper class.
Ford was influenced by the idea of Frederick Winslow Taylor.
We talked about some of Taylor's idea in the productivity module.
Ford also came up with the idea of an assembly line,
A moving line, Rather than the workers moving, the
vehicles of flow unit should be moving. Allegedly, he was exposed to this idea on
a visit to a slaughterhouse that were operated by French immigrants.
Remember the quote, you can have any car as long as it is black.
Ford favored huge ventures, Avoiding setups, and emphasizing low
variety to keep his big machines highly-utilized.
Ford grew very rapidly. Ford was producing already in the millions
of vehicles well before World War II. The model of Ford was built around the
economies of scale. This drove down the learning, learning
curve, and soon the vehicles became affordable to the middle class.
This allowed Ford to flood the market with his cars, further lowering his marginal
cost. The company, Toyota, started out as a
maker of automated looms. They moved into vehicle production just
prior to World War II. The tragic events of World War [inaudible]
left Japanese economy deeply depressed. The United States, following the war,
tried to help the Japanese economy. Just like they were involved with the
Marshall Plan in Europe, they tried to reindustrialize Japan including having an
automotive industry. As part of this, they moved some of their
machines, knowledge, management from Detroit to Japan.
The goal was to replicate the highly successful Ford model in Japan.
The problem was, however, it did not work. Japanese economy around that time, in the
late 40's early 50's, had a total market demand that was just in the thousands of
vehicles. Remember the production numbers of Ford or
GM. Similarly, at that time in the US, they
were in the millions. So, as the production volume in the US was
about a hundred times bigger. This lack of scale made the Ford
production system fail bitterly. Around 1950, the Toyota managers started
to realize that they had to come up with their own production model.
It's not the Toyota Production System was born in a weekend retreat in some nice
conference hotel, It was an outcome of over 30 years of work
of organic problem solving. The Toyota Production System was built
around the systemic elimination of waste. The scarcity of resources forced the
Toyota folks to think smart about how they use them.
They also emphasized the role of serving demand.
This lack of having a domestic demand in Japan at that time, really forced them to
avoid the scale economy's model of the Fords, but instead, of building a model of
flexibility that would allow them to serve much smaller markets profitably.
I would like you to think about the Toyota Production System in the form of a big
house. You will notice that this house includes
many of the concepts that we discussed in this course.
So take a look at this slide, really, as a capstone of the six week's course not just
for the Japanese vocabulary. The top priority of the Toyota Production
System is the reduction of waste, Muda. Remember, the teachings of Ono?
There are seven sources of waste. The most evil source of waste was
inventory. Now, what does the Toyota Production
System do about inventory? Inventory gets avoided by synchronizing
production flow with market demand. We talked about the idea of Heijunka mixed
model production when we talked about customer choice and variety.
By shorting down setups using the Smear tool, I can afford to set up for every
unit. And thus, I can produce exactly to the rate of demand.
Another form of inventory reduction is by adjusting the production rate to market
demand. Market demand drives the takt time,
The takt time drives the staffing level. And that sets the capacity, and thus
avoids building up inventory. We also talked in this module about pull
as instead of push. Pull systems get implemented using Kanban
cards or made to order production as we discussed in the context of Dell.
This flow piece is a central module of the product, Toyota Production System.
It gets complemented with a quality module that we saw in the last week.
The quality module is built around the idea of Jidoka.
Detect, stop and alert. We can apply Jidoka to machines, or we can
use the Andon cord to empower assembly line workers to stop the line.
Notice this tights, coupling between the inventory and the quality module.
As we discussed, Inventory covers up defects and often
times gets this in way of process and improvement.
This is due to the long information, turn around time that you have, if you buffer.
The Toyota Production System is built on a foundation of flexibility,
standardization, and worker involvement. Flexibility is implemented again through
takt time. Takt time drive is a staffing level by computing the currently required
manpower and then lets us avoid to use too much inventory.
Standardization of work, We first impose an internal
standardization of the task to keep the variability of processing time low and
thus keeping the need of buffers low, As well as the idea of quarter analysis
avoiding large operator to operator variance and performance.
And finally, and maybe most importantly, the Toyota Production System is built on
the people part. A part of the foundation of the Toyota
Production System is Kaizan, And the problem solving of full time
workers using tools such as Pareto analysis and the Ishikawa diagram.
So, how do you apply the Toyota Production System and the lessons of this course to
your own work? Over the last six weeks, we've encountered
three enemies that messed up our operations.
These three enemies were waste, variability and inflexibility.
We talked about the seven sources of waste and the OEE framework.
The OEE framework showed us that from the available time of a machine or for a human
worker, a lot of the time is wasted and only relatively little time is spent value
at. That means, by reducing the waste, I can
get a lot more done with less of an expensive input.
Variability showed us that we often have to hold excess capacity because customers
don't come up like in the office of Dr. Toyota.
Access capacity, unfortunately, often means idle time.
This reminded us of the tension between buffering and suffering.
Oftentimes, variability also reflects quality.
And so, whenever you see variability, we have a problem in the operation.
We saw this earlier in our discussion of Six Sigma.
And then, finally, there's inflexibility. Matching supply with demand is always
hard. We either have patients wait for doctors,
or doctors waiting for patients. The more we can do to adjust supply to
demand, the better of an operation are we going to run.
Waste, variability and inflexibility. These are the three enemies of any
successful operation. The Toyota Production System provides a
powerful framework of tapping all three of these enemies.
This is why I've chosen the Toyota production as the theme of this closing
