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精益专家常用十大改进工具（原版）
本篇作者Jon Miller先生在上世纪90年代和大野耐一的优秀学生在美国联合技术公司UTC指导改善，将当时顶尖日本改善顾问在现场辅导时采用的常用改善工具整理而成，这十大改进工具之间环环相扣，在看似简单工具背后隐藏当时顶尖日本改善顾问的咨询思想，大道至简，值得精益实践者细细品味。
本文作者是实践并推动精益二十余年的精益大师，设计和主导如飞利浦等众多全球跨国集团企业精益转型项目。其撰写的《 TOP 10 Improvement Tools Named After Lean Seni》博客获得全球精益人士关注，也在中国精益圈获得很大关注，并在许多精益公众号中转载。Jon Miller快速阅读培训先生能够讲流利的英中日文，他著有新乡奖获奖书籍《创建改善文化》一书，并且是唐道述精益战略咨询北美董事，也是美国GembaAcademy学院创设人。
TOP 10 Improvement Tools Named After Lean Seni
mortality精益专家常用的十大改进工具
1. Ohno Circle 大野耐一圈
Taiichi Ohno was the Toyotaexecutive largely responsible for structuring and implementing the system knowntoday as the Toyota Production System over four decades after World War II.Ohno was known for drawing a chalk circle around managers and making them standin the circle until they had en and documented all of the problems in aparticular area.
在二战后的四十年间，由丰田公司的高级经理大野耐一创建和实施了一种新型的制造系统，今天称之为丰田生产系统。其中大野拿粉笔在地上画个圈让经理们站在其中，训练他们识别某个工作区域所存在的问题的方式已广为人知。
决定的英文
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Today the “stand in a circle”exerci is a great way to train one’s eyes to e waste and to providestructure for the team leader to do daily improvement or for the busy executivewith limited time to go to gemba.
今天，站在圈内的练习是培训员工识别浪费非常有效的方法，为团队主管的日常改进提供了结构化的方式，也为时间有限的高级主管提供了解现场的机会。
When you spend time on the gembastanding in the Ohno Circle, you will e the gap between the target conditionand the actual condition. It’s time to decide where to start first in closingthis gap, using the Pareto principle.
当你花上一段时间站在现场的大野耐一圈内，你会发现实际状态和目标状态之间的差距。是时候采用帕累托原则确定先从哪里开始来关闭这些差距。
2. Pareto Chart 帕累托图
In 1906 Italian economistVilfredo Pareto simplified the world for us with his 80/20 rule, or what isknown as the Pareto principle. This is most often expresd in a Pareto chart.
1906年意大利经济学家维弗雷多.帕累托用他的80/20法则为我们简化了世界，或称为帕累托原则。通常采用帕累托图来表达。
Identify the vital few that willgive you the biggest impact towards closing the gap between current conditionand target condition, and when that’s done, move onto the next tallest bar inthe Pareto.
识别重要的少数会对缩小现状和目标状态之间的差距具有最大的效果，一旦该步骤完成，再转向关注于帕累托图中的下一高点。
To focus on addressing the root caus of the top 20% factors that are keepingyour from hitting the target, the next step is to dig deeper into the rootcaus using the Ishikawa Diagram.
为了找出造成影响预定目标的20%因素的根本原因，下一步需要采用鱼骨图深挖其中的根本原因。
3. Ishikawa Diagram 鱼骨图
blurtThe Ishikawa Diagram (also calledthe fishbone diagram or cau and effect diagram) was introduced in the 1960sby Kaoru Ishikawa. Ishikawa pioneered quality management
process at theKawasaki shipyards, and in became one of the founding fathers of modernmanagement. The diagram shows the caus of a certain event or condition. TheIshikawa Diagrma is one of the ven QC tools including the histogram, Paretochart, check sheet, control chart, flowchart, and scatter diagram.
石川图（又称鱼骨图或因果图）是由日本质量管理专家石川馨教授于1960年代引入，石川馨是川崎钢铁公司质量过程管理的先驱者，从而成为现代管理奠基人之一。用以识别造成特定事件或情况的原因。石川图属于QC的七大工具之一，其中包括直方图，帕雷托图，检查表，控制图，流程图和散点图。
It is quite a flexible tool. Rootcau analysis can be conducted for manufacturing or production-type processusing the 4M (man, material, machine, methods) or sometimes up to 6M (addmother nature, measurement) as well as 4P (price, promotion, place, product)for a marketing and sales kaizen.
中国留学生埃及溺亡这是一种相当灵活的工具。即可以采用4M（人，材料，设备，方法）或6M（加上环境和测量方法）为制造或生产型流程的进行根原因分析，又可用4P（价格，促销，地点，产品）进行市场和销售的改善。
Now that you have identified theroot caus of your problem, you are ready to implement countermeasures. Forthat, you’ll need an action plan.
到目前为止，你已经识别出问题的根原因，下一步准备实施相应的措施。所以你需要一个行动计划。
4. Gantt Chart 甘特图
Henry Gantt was a management consultantwho popularized the project management tool
known as the Gantt Chart sometimearound 1910.
灵通英语亨利甘特曾是管理咨询顾问，在1910期间以其项目管理工具甘特图而闻名于世。
银河护卫队2 彩蛋Anyone who has ud MicrosoftProject or who has ud this classic project management tool has Mr. Gantt tothank. He revolutionized the managing of large, complex projects such asconstruction, worldwide when he introduced his Gantt Chart.
任何使用微软项目管理软件或使用这个经典项目管理工具的人需要感谢甘特先生。随着甘特图在全球范围传播，带来管理大型，复杂项目的革命。
Gantt was a very early Leanni in that he t the foundation for later developments such as standardwork combination sheet, scheduling a day’s work and work balancing. The actionplan must not be limited to “plan and do” but also “check and act / adjust”according to the PDCA Cycle, also known as the Deming Wheel.
甘特先生算是早期具有精益思维的专家，他为后来的发展奠定了基础，例如标准作业合并表，安排每日工作和作业平衡。行动计划不能仅局限于“计划和实施”，也要注重“检查和纠
正”。这是根据PDCA环原则，通称戴明环sorry是什么意思。
5. Deming Wheel 戴明环
The Deming Wheel is also known asthe PDCA Wheel. Edwards Deming is credited with teaching PDCA to the Japane,but proper credit should be given to Walter Shewhart, the pioneeringstatistician and teacher of Deming, who originated the PDCA notion.
