精益14法 中文实在看不懂了找个E文的比着看吧

W Edwards Deming was an American statistician who was credited with the rise of Japan as a manufacturing nation, and with the invention of Total Quality Management (TQM). Deming went to Japan just after the War to help set up a census of the Japanese population. While he was there, he taught 'statistical process control' to Japanese engineers - a set of techniques which allowed them to manufacture high-quality goods without expensive machinery. In 1960 he was awarded a medal by the Japanese Emperor for his services to that country's industry.

Deming returned to the US and spent some years in obscurity before the publication of his book "Out of the crisis" in 1982. In this book, Deming set out 14 points which, if applied to US manufacturing industry, would he believed, save the US from industrial doom at the hands of the Japanese.

Although Deming does not use the term Total Quality Management in his book, it is credited with launching the movement. Most of the central ideas of TQM are contained in "Out of the crisis".

The 14 points seem at first sight to be a rag-bag of radical ideas, but the key to understanding a number of them lies in Deming's thoughts about variation. Variation was seen by Deming as the disease that threatened US manufacturing. The more variation - in the length of parts supposed to be uniform, in delivery times, in prices, in work practices - the more waste, he reasoned.

From this premise, he set out his 14 points for management, which we have paraphrased here:

1. "Create constancy of purpose towards improvement".
Replace short-term reaction with long-term planning.

2. "Adopt the new philosophy".
The implication is that management should actually adopt his philosophy, rather than merely expect the workforce to do so.

3. "Cease dependence on inspection".
If variation is reduced, there is no need to inspect manufactured items for defects, because there won't be any.

4. "Move towards a single supplier for any one item."
Multiple suppliers mean variation between feedstocks.


5. "Improve constantly and forever".
Constantly strive to reduce variation.

6. "Institute training on the job".
If people are inadequately trained, they will not all work the same way, and this will introduce variation.


7. "Institute leadership".
Deming makes a distinction between leadership and mere supervision. The latter is quota- and target-based.

8. "Drive out fear".
Deming sees management by fear as counter- productive in the long term, because it prevents workers from acting in the organisation's best interests.

9. "Break down barriers between departments".
Another idea central to TQM is the concept of the 'internal customer', that each department serves not the management, but the other departments that use its outputs.

10. "Eliminate slogans".
Another central TQM idea is that it's not people who make most mistakes - it's the process they are working within. Harassing the workforce without improving the processes they use is counter-productive.

11. "Eliminate management by objectives".
Deming saw production targets as encouraging the delivery of poor-quality goods.

12. "Remove barriers to pride of workmanship".
Many of the other problems outlined reduce worker satisfaction.

13. "Institute education and self-improvement".

14. "The transformation is everyone's job".


不要短期目标也不要长期规划，只有一个目标就是精益

使用有效的操作来实现哲学价值，听鼓动没人会行动

减少QA如果轮子是一次成型的，就没必要检查它是否圆了，因为削不圆的状态不会再出现了

单一货源保证单一产品，质量一致，减少意外。（小输是赢）

精益是不变的，努力保证减少意外（小输是羸）

培训工作：没见过的异常，一般由于代码没使用最佳方案产生的。（恶心问题出自恶心用法）

学习领导术：领导术H3中可以提高士气，召魂术是以统计产出数量为核心的

恐惧：当与亡灵在一起时士气会降低。

口號：对于理性的人来说。。。。一点用没有

11。 “消除目標管理”。
戴明看到了生產目標，作為鼓勵交付劣質商品。
11，要有一個隨時檢查工時定額和工作標準有效性的程序，並且要看他們是真正幫助員工幹好工作，還是妨礙員工提高勞動生產率。

12。 “清除障礙，並以此自豪的手藝。”
許多其他問題概述減輕了工人的滿意度。
12，要把重大的責任從數量上轉移到質量上，要使員工都能感到他們的技藝和本領受到尊重。

13。 “學院教育和自我改善”。
13，要有一個強而有效的培訓計劃，以使員工能夠跟上原材料，產品設計，加工工藝和機器設備的變化。

14。 “這種變化是每個人的工作”。
14，要在領導層內建立一種結構，推動全體員工都來參加經營管理的改革