解开DBS的奥秘

DecodingtheDNAofDBS解开DBS的奧秘Speaker:JamesGaoMar.27,2009DBSL&QAManager–DanaherAsia※Agenda议程¾UnderstandDanaherintwominutes二分钟看丹纳赫¾TheOriginofDBSDBS的起源¾DBSOfferingDBS资源¾DBSCultureDBS文化¾GenbaobservationinLeanmanufacturing精益制造的现场观察¾12TransitionStepsfromTraditionaltoLeanManufacturing从传统制造转化为精益制造的12步骤¾Whattoexpect期望¾TheChangeModelandchangemanagement改变模式与管理变革¾Wrapup&close收尾和结束PERFORMANCE/公司绩效030405060708$1.62$2.27$2.72$3.44$3.72$3.95030405060708$5,184$6,777$7,871$9,466$11,026$12,697030405060708$812$1,090$1,248$1,500$1,741$1,869.0CAGR年复增长率19%SALES销售*OPERATINGINCOME运营收入*EPS每股收益*CAGR年复增长率16%CAGR年复增长率16%*FromcontinuingoperationsAllfiguresin$MexceptEPS除EPS，所有数据以百万元为单位AdjustedoperatingincomeandadjustedEPSfor2002and2003excludeaccountingchargesandunusualcredits图表中数据不包括以下特殊费用---2002和2003年的特殊会计调整UnderstandDanaherin2Minute030405060708$743$904$1,069$1,395$1,537$1,665030405060708$822$1,019$1,189$1,531$1,699$1,859PERFORMANCE公司绩效OPERATINGCASHFLOW营运现金流*FREECASHFLOW可支配现金流*FreeCashFlowdefinedasoperatingcashflowlesscapitalexpenditures*FromcontinuingoperationsAllfiguresin$MexceptpershareCAGR年复增长率16%$4.23CAGR年复增长率16%$3.61$3.24PERSHARE每股$4.65$5.16$4.672008the17thyearinarow–FreeCashFlow>NetIncome$3.09$2.49$2.74$2.26PERSHARE每股除EPS，所有数据以百万美元为单位可支配现金流：营运现金流减去资本支出$5.47$4.951.FranklinResources…up64,224%2.Danaher…47,913%3.EatonVance…38,444%4.UnitedHealth…37,672%5.CiscoSystems…33,632%6.InternationalGamingTech…33,436%7.Biomet…30,531%8.Microsoft…29,266%9.BestBuy…28,703%10.Oracle…28,536%11.Stryker…25,383%12.Countrywide…24,160%13.ExpeditorsInternational…23,860%14.HomeDepot…23,845%15.Dell…23,048%16.RobertHalf…21,170%17.CredoPetroleum…20,180%18.AdobeSystems….19,989%19.PrecisionCastparts…19,437%20.BerkshireHathaway…19,424%21.SmithfieldFoods…19,414%22.Paxar…18,923%23.TimeWarner…18,158%24.Paychex…17,920%25.HarleyDavidson…17,808%www.usatoday.com/money/top25-stocks.htmUSATodayArticle《今日美国》TheBestStocksofthePast25Years过去25年里最好的股票“BestofClass”LeanCompanies最高等级的精益公司ASTRONGPORTFOLIOOFLEADINGBRANDS强势的领导品牌PLATFORM平台POSITION排名Test&Measurement测试(Handheld/BenchTop)#1/#2#1#1#1/#2#1#2#2#1#1Environmental环境WaterQuality水质量RetailPetroleumSolutions零售石油MedicalTechnology医疗技术DentalEquipment/Consumables牙科设备/耗材AcuteCareDiagnostics危急护理诊断LifeSciences生命科学Motion传动ProductIdentification产品识别Mechanics’HandTools机械手工具KEYBRANDS主要品牌DBSForRealResult-Fluke/Fluke公司DBS绩效1.1010.4030.0050.4064.4593.04115.0001020304050607080901001101202002200320042005200620072008百万RevenueBusinessGrowth销售*(InTP)3200320028003368369630232889279301000200030004000500004050607Q1/08Q2/08Q3/08Q4/082007VOC3368PPM2009VOCStretchGoalis25%improvement2007RTY98%2008RTYStretchGoalis25%improvement96.10%96.80%96.60%98.00%98.40%97.90%98.30%98.40%85%90%95%100%04050607Q1/08Q2/08Q3/08Q4/08DBSForRealResult-Fluke/Fluke公司DBS绩效2007Inv.Turn22.1,2008YTD24.10%20%40%60%80%100%0405060708Jan.092008OTD99.7%,2009YTD99.9%2009StretchGoalis27.7turns10.711.213.522.124.1061218243020042005200620072008OTDStretchGoalis95%116.0%114.0%112.9%108.06%100.37%0%10%20%30%40%50%60%70%80%90%100%110%120%20042005200620072008Jan.09ProductivityGoalis110%TemporaryimpactedbyRCCBJConsolidationProductivityImprovementToyotaProductionSystem丰田生产系统TPSearly1950’sDanaherProductionSystemDanaher生产系统DPS1990-1991Jacob‘sProductionSystemJacob’s生产系统JPS1988-1990DBS2001-Presentaddsnewtoolstoaddressgrowthandsupplychainprocesses增加新的工具应对规模的扩大以及供应链程序Danaher业务系统的起源DBS1991-2001usespolicydeploymenttodriveimprovementacrossentirebusiness利用战略部署推进贯穿整个公司的改革DBSOFFERINGSDBS资源BusinessProcessAssociateDevelopmentLeanToolsPricing/MarginManagementIntroductiontoDBSTraining&FacilitationTechniquesRootCause/CounterMeasureDBSLContinuingEducationWorkshopSixSigma(MSA)MeasurementSystemAnalysis(FMEA)FailureMode&EffectiveAnalysis(VRK)VariationReductionKaizenStrategicPlanningPolicyDeploymentKaizenEventBasicsAcquisitionIntegrationDailyManagementJITAccountingCommodityManagementLeanSupplyChain(PSI)ProductSalesInventorySupplyBaseManagementSourcingWorkshopHeijunkaSupplyChain&LogisticsBestPractices5SVisualMgmt.StandardWorkModelCell(SMED)Set-upReduction(3P)ProductionPrep.ProcessValueStreamMapping(TPM)TotalProductiveMFGFlow/5S/StandardWorkLeanConversionBootCampValueSelling(VOC)VoiceoftheCustomerAcceleratedProductDevelopmentProductLifeCycleMgmt.ProjectManagementCustomerSegmentationTG-2KaizenBreakthroughIdeation/OpenInnovationSalesForceInitiative(DMP)DanaherMaterialsProcessMaterialsAssessmentToolChangeManagement(TPI)TransactionalProcessImprovementAccountsReceivableBenchmarkingFinancialAcumenIntellectualPropertyProcess(IPP)DBSToolCertificationMBBProcessLeadershipDevelopmentECO/DBSLOCrucialConversationsDBSImmersionDBSZealotryBootCampNeworupgradein2007/08GeneralManagementToolsLeanSoftwareDesignDanaherLeadershipProgramRecruiting/Selection/InterviewSkillsDBSComplianceforMedicalDeviceMGFValueAnalysisValueEngineeringI2EToolsDBSLBootCamp不,不可能複制,因為它是一種文化But,JustDoitthatisKEY不断实践不要总是臆想ProblemsProblemsProblemsProblems危機意識SenseofCrisis這個文化是什麼?DBSCultureDBS文化改善---勿以善小而不為如逆水行舟不進則退Kaizen–Don’tletperfectgetintothewayofbetterWhatisthisculture?NotonlyBrainstorming,butalsotry-stormingWaiting/等待zzzzzOver-Processing过多工序Sign-offs/签核Transportation/运送12110986413231157UnusedCreativity忽视创意Noway!不行！Motion/移动Inventory/库存QualityDefects品质缺陷Wronginfo/错误的信息Infomissing/信息丢失Keypuncherror/键入错误Over-Production过量生产我們用什麼手段-消除八種浪費Tactics–Eliminate8Wastes精益製造的現場觀查GembaObservationinLeanManufacturing5S的工作環境一件流的生產—流動Flow生產流程依製造工序佈置U型生產線生產流動依反時鐘方向流工序間半製品最多一件合乎標準作業指導書拉系統的補充材料採購材料依照看板可視管理—積效表八種浪費5SWorkEnvironmentOnePieceFlowProd’nFlowbasedonProcessLayoutUCellCounterClockwiseflow1SWIPSOPPullSystemReplenishmentKanbanMaterialPurchaseVisualManagement–Scoreboard8Wastes由傳統生產方式轉變為精益製造的12步驟12TransitionStepsfromTraditionaltoLeanManufacturing1、5S（整理、整顿、整洁、维持、素养）2、标准作业SW（STANDARDWORK）3、快速换模SMED（SINGLEMINUTEEXCHANGEOFDIE）4、减少变化VRK（VARIATIONREDUCTION）5、物料看板系统DMP（KANBAN–DMPDANAHERMATERIALSPROCESS)6、精实转变LCBC（LeanConversion）7、生产准备过程3P（PRODUCTIONPREPARATIONPROCESS）8、全员生产制造(TotalProductiveManufacturing)9、日常管理DM(DailyManagement)10、战略部署PD（POLICYDEPLOYMENT）11、价值流图VSM（VALUESTREAMMAPPING）12、事务性过程改善工作TPI（TransactionalProcessImprovement）5SSUSTAIN1SSimplify4SStabilizeStraighten2SScrub3S素养整理维持整顿整洁Step1-5S环境管理5Sisaprocesstoensureaclean,orderly,safeandproductiveworkplace.环境管理是一个确保工作场所洁净、整齐、安全和具生产力的程序值得注意的是，減少運輸、庫存及等待時間，同時可以改善品質、交期及成本。最終裝配波動焊接包裝電路板組裝測試客戶原料Step2:StandardWork標準工作WasteOnePieceFlowProductioninaCellularLayout:群组内的一件流生产Significantlyreducestransportation,inventory,andwaitingtimewhileimprovingquality,delivery,andcosts.Itsnotaboutworkingharder它不是要使工作更辛劳Itsaboutworkingsmarter它是要使工作更机伶What’sworkingsmarter?什么是工WhatisStandardWork?什么是标准工作?以人为本，未造企业先造人作更机伶?•Beingabletoaccomplishthesameamountofworkinlesstime.能够用较少的时间完成相同份量的工作•Givingthecustomerwhattheyneed.提供顾客所需要的Itsnotaboutworkingharder它不是要使工作更辛劳Itsaboutworkingsmarter它是要使工作更机伶WhatWhat’’sworkingsmarter?sworkingsmarter?什么是工什么是工作更机伶作更机伶??•Beingabletoaccomplishthesameamountofworkinlesstime.能够用较少的时间完成相同份量的工作•Givingthecustomerwhattheyneed.提供顾客所需要的Step3、快速换模（SMED-SINGLEMINUTEEXCHANGEOFDIE）1.SMEDbeginsandendswiththe5S’s.SMED从头到尾都与5S有关。2.ChangetheInternalset-upintoExternal,thenimprovetheremainingInternalset-uptime.把内部换模设定变更为外部换模设定，然后去改善剩下来的内部换模设定时间3.BoltsareourEnemies.螺丝是我们的敌人。4.Ifyouhavetouseyourhandsmakesureyourfeetstayput.假如你必须用你的手,先确认你的脚原地不动。(原始基礎點永遠不動)5.Don’trelyonSpecialFine-tuningskills.不要依赖特殊的微调技术。6.Standardsarestandard:theyareNOTflexible.标准就是标准:它们是没有弹性可伸缩的。7.StandardizeallSMEDOperations把所有的SMED的动作标准化。任一换模设定时间可以被减少59/60SHIGEOSHINGO相信:Step4:VariationReduction减少变化Step4:VariationReduction减少变化Revised4/26/02PF/CE/CNX/SOPPF/CE/CNX/SOPPF/CE/CNX/SOPOVERALLYIELDvsSixSigma(分配转移DistributionShifted±1.5σ)#ofSteps步骤/Part部件s±3σ±4σ±5σ±6σ193.32%99.379%99.9767%99.99966%761.6395.73399.83999.99761050.0893.9699.76899.99662025.0888.2999.53699.9932406.2977.9499.07499.9864601.5868.8198.61499.979680.4060.7598.15699.9728100.1053.6497.799.966150---39.3896.6199.949200---28.7795.4599.932300---15.4393.2699.898400---8.2891.1199.864500---4.4489.0299.830600---2.3886.9799.796700---1.2884.9799.762800---.6983.0299.729900---.3781.1199.6951000---.2079.2499.6611200---.0675.8899.5933000------50.1598.98517000------1.9194.38438000------.0187.8807000078.82015000060.000MoveUpWithLeanTools精益工具向上移动6西格马工具向右移动MoveUpandRight向上向右移动RelationshipbetweenLeanandSixSigma精简与六Sigma之间的关系WhenshouldKanbanbeused?何时使用看板Whenprocessescannotbephysicallylinkedtogetherinacell(creatingflow)weuseKanban.当生产过程不能在单元内连接时，才使用看板ThatiswhyStandardWorkshouldbedonefirsttomakeprocessesflowasmuchaspossible.这是为什么应该先作标准操作以使生产尽量成为单件流动RawMaterialPCBoardAssemblyWaveSolderFinalAssemblyTestingPackingCustomerWhatShouldBeInPlaceAlready?在執行看板(拉系統)之前哪些应该先到位•VSM价值流程图•5S•StandardWork标准工作•OnePieceFlow一件流•SMED快速换型•VariationReduction减少变量•LevelLoading平衡生产StandardWorkOne-PieceFlowSMED5’sVariationReductionLevelLoadingVSMStep5、物料看板管理DMP（DanaherMaterialsProcess）Step6:LEANCONVERSIONPROCESS1.CellularFlow2,StandardWork3.PointofUseInventory4.Kanban5.ScorecardatEndofCellFiveMinimumRequirementsofaCell,thebeginningsteptoDriveDailyManagementattheGenba123Test98467SinglepieceflowInventory=wasteQualityBuiltIntheProcessTactTime215467834352613421StandardWIPWorkSequence5RawMaterialsWhatisLeanConversion?¾BatchtoLean¾Exposesandeliminateswaste¾NotjustforOperations¾EarlystepinDBSEvolution¾UsesBasicDBSTools¾EnablesSQDCResults¾NeverFinished¾DanaherWay…OnlyWayWhatisLeanConversion?¾BatchtoLean¾Exposesandeliminateswaste¾NotjustforOperations¾EarlystepinDBSEvolution¾UsesBasicDBSTools¾EnablesSQDCResults¾NeverFinished¾DanaherWay…OnlyWayInventoryisnotstagedonpalletracks.InventoryreplenishmentsystemisKanban.LevelLoadingBoardattheendofeachCellFormsthatarerequired:StandardWorkComboSheet,StandardWorkSheetandOperatingLoadingChartKanbanCardHourlyPerformancewithcountermeasures.何时使用3PSignificantChangesInDemand需求量的重大改变MajorDesignChanges重大设计的改变NewProductDevelopment新产品开发NewPlantIntroductions新工厂的引入EliminateBarrierstoOne-pieceFlow排除阻挡单件流的障碍ProductionPreparationProcess21Don’tBuildBigShipswithBigGuns……ThinkSmallandResponsive不要建造装备大枪大炮的大船……考虑小的,反应快的GetyourhandsDIRTY去车间弄脏你的手NoCatalogEngineers不要书虫型的工程师Step7:生产准备流程3P（ProductionPreparationProcess)TPM5StepProcessTPM的五个步骤过程TPMPROGRESSMEASUREMENTTPM進度量測1InitialChecking初步檢查InitialCleaning初步清潔2CorrectCauseofDirt/Spillage改正灰塵/溢出的起因3MeasuresforAreaswhereCleaningandCheckingareDifficult對清潔和檢查工作難以執行的區域進行量測4CreationofStandardforChecking,CleaningandLubrication建立檢查、清潔和潤滑的標準5)ImplementStandardOperatingProceduresforChecking,CleaningandLubrication.執行檢查、清潔和潤滑的標準作業程序Ifyoudonotschedulescheduletimeonyourequipmentforplannedmaintenance,yourequipmentequipmentwillschedulethattimeforforyou!Ifyoudonotschedulescheduletimeonyourequipmentforplannedmaintenance,yourequipmentequipmentwillschedulethattimeforforyou!如果你不安排时间，对设备做 计划 项目进度计划表范例计划下载计划下载计划下载课程教学计划下载 性维护，你的设备将会替你安排时间！Step8:全员生产制造TPM（TotalProductiveManufacturing)GoodOutput良品产量TotalEquipmentEfficiencyLoss整体设备效率损失OEE=OverallEquipmentEffectivenessOEE=AvailabilityRatexPerformanceRatexQualityRate可用率效能比率品质良率WhyDailyManagement?为什么要进行日常管理？•Reducefirefighting减少消防工作•Solveproblemsatthesource从根本原因上解决问题•Smoothercommunicationamongassociates(suppliersandcustomers)加强与员工（供应商与客户）的沟通。•Improvementinvaluestreamperformance提高价值流业绩•TurntheexperiencesofsuccessfulOperationsLeadersintoaprocesstomakesustainable将成功操作负责人的经验转化为使公司持续发展的程序。Step9:日常管理DM（DailyManagement)DAILYMANAGEMENT日常管理在Genba管理5个KPI驱动因素Genba目视管理Genba解决问题Genba领导LeanConversion精实转变(5S/SW)FourPillarsofDailyManagement日常管理的4个支柱WhyUsePolicyDeployment?为何使用战略部署?Year0Year1Year2Year3Year4Improvement改善Base基础Base基础Base基础Base基础StrategicObjectiveisAchieved!达成战略目标!StrategicObjectiveisAchieved!达成战略目标!ToBuildSustainableCompetitiveAdvantage建立稳固的竞争优势ToBuildSustainableCompetitiveAdvantage建立稳固的竞争优势Base基础KAIZENKAIZEN改善改善POLICYPOLICYDEPLOYMENTDEPLOYMENT战略部署战略部署KAIZENKAIZEN改善改善POLICYPOLICYDEPLOYMENTDEPLOYMENT战略部署战略部署KAIZENKAIZEN改善改善POLICYPOLICYDEPLOYMENTDEPLOYMENT战略部署战略部署ToalignTargetsandMeansthroughoutanorganization为了在整个组织中成员的指标一致、手段一致ToalignTargetsandMeansthroughoutanorganization为了在整个组织中成员的指标一致、手段一致Step10:战略部署PD（PolicyDeployment)TopMgtMiddleMgtFrontLineAssociatePolicyDeploymentDailyManagementKaizen0%50%100%TimeSupervisorValueStreamMappingWorkshopWhiteboard318,400pcs/mo-12,000“L”-6,400“R”Tray=20pcs2ShiftsStateStreetAssembly1xdailyStampingS.Weld#1S.Weld#2Assembly#1Assembly#2Shipping(drawthisthenerase)Kaizen!3/14/2002ICoils5daysI4600L2400RI1100L600ROCT=62secD/R=62secC/O=0REJ=6%U/T=100%2Shifts27,600sec.Avail.OCT=40secD/R=40secC/O=0REJ=7%U/T=100%2Shifts27,600sec.Avail.ShippingStagingIII1600L850R1200L640R2700L1440RFerrousMetalsCo.500ftcoilsTues&ThursMachine1OCT=39secD/R=39secC/O=10minREJ=4%U/T=100%2Shifts27,600secAvail.OCT=1secondD/R=1secondC/O=1hourREJ=3%U/T=85%27,600sec.avail.EPE=2weeksStamp200tWeld1OCT=46secD/R=46secC/O=10minREJ=5%U/T=80%2Shifts27,600sec.Avail.1xdailySub-Assembly1Assembly1MRP18,400pcs/mo-12,000“L”-6,400“R”Tray=20pcs2ShiftsHighlandManufacturingSheetMetalHousingsCurrentState(Date)DailyShipScheduleWeeklyScheduleTT=60sec.ManchesterAvenue6-weekForecastWeeklyfaxProductionControlMRP90/60/30dayForecastsDailyOrder5days7.6days1.8days2.7days2days4.5days1sec.39sec.46sec.62sec.40sec.LeadTime=23.6daysProcessTime=188secActionRespWhenBenefitHowdoIgetstartedwithDBS?©2005Danaher.AllRightsReservedStep11:价值流绘图VSM（ValueStreamMapping)TPIKaizen!3/14/2002ICoils5daysI4600L2400RI1100L600ROCT=62secD/R=62secC/O=0REJ=6%U/T=100%2Shifts27,600sec.Avail.OCT=40secD/R=40secC/O=0REJ=7%U/T=100%2Shifts27,600sec.Avail.ShippingStagingIII1600L850R1200L640R2700L1440RFerrousMetalsCo.500ftcoilsTues&ThursMachine1OCT=39secD/R=39secC/O=10minREJ=4%U/T=100%2Shifts27,600secAvail.OCT=1secondD/R=1secondC/O=1hourREJ=3%U/T=85%27,600sec.avail.EPE=2weeksStamp200tWeld1OCT=46secD/R=46secC/O=10minREJ=5%U/T=80%2Shifts27,600sec.Avail.1xdailySub-Assembly1Assembly1MRP18,400pcs/mo-12,000“L”-6,400“R”Tray=20pcs2ShiftsHighlandManufacturingSheetMetalHousingsCurrentState(Date)DailyShipScheduleWeeklyScheduleTT=60sec.ManchesterAvenue6-weekForecastWeeklyfaxProductionControlMRP90/60/30dayForecastsDailyOrder5days7.6days1.8days2.7days2days4.5days1sec.39sec.46sec.62sec.40sec.LeadTime=23.6daysProcessTime=188secPOLICYPOLICYDEPLOYMENTDEPLOYMENTSecondLevelPolicyDeploymentzPrimaryResponsibilitySecondaryResponsibilityRESOURCESTargettoImproveAnnualObjectivesBreakthroughTopLevelImprovementPrioritiesSecondLevelImprovementPrioritiesToolboxTPIWhatistherealsituation？Mkt.R&DProductDesignProductionPreparationPurch.Manuf.ServiceDist.6months/6个月12months/12个月Marketing市场营销R&D研发ProductDesign产品设计ProductionPreparation生产准备Purchasing采购Manufacturing制造Distribution交货Service服务概念现金TotalValueStream/全部价值流过程TotalValueStreamafterKaizen改善后的全部价值流程MfgKaizens制造改善TransactionalKaizens事务改善Marketing市场营销R&D研发ProductDesign产品设计ProductionPreparation生产准备Purch.采购Manu.制造Distribution交货Service服务TotalValueStream/全部价值流过程精益的关键概念通过消除浪费减少准备时间Step12:事务性流程改善TPI（TransactionProcessImprovement)TheNeedtoSustainImprovements保持不断改进的需要TIME时间IMPROVEMENT改进KKKKKKKKKSSSSKaizen…thenStandardize!实施改善……然后制定标准化程序！Ifyoualwaysdowhatyoualwaysdid,Ifyoualwaysdowhatyoualwaysdid,youalwaysgetwhatyoualwaysgot!!youalwaysgetwhatyoualwaysgot!!如果你总是做你从前做的事，如果你总是做你从前做的事，你得到的也总是你从前得到你得到的也总是你从前得到的东西！！的东西！！WhatCanYouExpect?你能期望获得什么？3months3个月StageII阶段2StageI阶段1StageIII阶段3StageIV阶段43–6months3-6个月6-12months6-12个月12–24months12-24个月结果RESULTSCultureCultureInitiationInitiation文化启迪文化启迪BeginBeginLeanLeanConversionConversion开始精实开始精实转变转变ExpandExpandDBSDBSToolsTools扩展扩展DBSDBS工具工具CreateCreateDBSDBSSustainabilitySustainability创造创造DBSDBS可持续性可持续性DBSLBC5S/SWSMED/VRK/DMP/LC后面DBS工具的应用TheChangeModel改变的模式Shock震惊Anticipation预期Fear恐惧Anger/Betraya忿怒/唱反调Depression沮丧Acceptance接受SearchforSolutions寻找办法DevelopPlans发展计划ExecutePlans执行计划EmergeStronger茁壮CycleTime周期时间Denial否定Resistance抗拒Exploration探索Commitment实行Guilt内疚DataSource:“ManagingTransitions”byWilliamBridgesEndings底定Transitions转变NewBeginnings新的开始ChangeManagement管理变革Active积极Openandvocalaboutchange公开宣扬改变反对赞同ResistingCommittedFightingtheChangeMovingforward积极�反對改變的進行Passive消极Quiet,discreetorunwillingtocommitpubliclytochange沉默、谨慎或不情愿地公开执行改变Passive/CommittedBehavior消极赞同的行为Active/ResistingBehavior积极/反对的行为Passive/ResistingBehavior消极/反对的行为Active/CommittedBehavior积极/赞同的行为别让状况苦恼你别让状况苦恼你Don'tlettheDon'tletthesituationsituationconfuseyou...confuseyou...下决心取得你的目标下决心取得你的目标BedeterminedinachievingyourBedeterminedinachievingyourgoals...goals... DecodingtheDNAofDBS解开DBS的奧秘 PERFORMANCE/公司绩效 PERFORMANCE�公司绩效 ASTRONGPORTFOLIOOFLEADINGBRANDS�强势的领导品牌 DBSForRealResult-Fluke�/Fluke公司DBS绩效 DBSForRealResult-Fluke�/Fluke公司DBS绩效 Danaher业务系统的起源 DBSOFFERINGS�DBS资源 改善---�勿以善小而不為�如逆水行舟不進則退 精益製造的現場觀查�GembaObservationinLeanManufacturing 由傳統生產方式轉變為精益製造的12步驟�12TransitionStepsfromTraditionaltoLeanManufacturing Step1-5S环境管理 WhatisStandardWork?�什么是标准工作?�以人为本，未造企业先造人� Step3、快速换模（SMED-SINGLEMINUTEEXCHANGEOFDIE） WhenshouldKanbanbeused?�何时使用看板 WhyDailyManagement?�为什么要进行日常管理？ WhyUsePolicyDeployment?�为何使用战略部署? ValueStreamMappingWorkshop TheNeedtoSustainImprovements�保持不断改进的需要 WhatCanYouExpect?�你能期望获得什么？ TheChangeModel改变的模式 ChangeManagement管理变革