【正文】 ? 通常 ,親合圖用于提煉頭腦風(fēng)暴階段有意義的內(nèi)容 ,親合圖使用起來比較簡單 . Usually, used to refine a brainstorm session into something that makes sense and can be dealt with more easily. ? 從原始的清單中逐步發(fā)現(xiàn)有意義的小組建議 . 在過程中 , 自然分組是很重要的 ,而不是依照事先定好的分類 . Developed to discover meaningful groups of ideas within a raw list. In doing so, it is important to let the groupings emerge naturally, using the right side of the brain, rather than according to preordained categories. ? 親合圖或 KJ 方法 (它的發(fā)明人是 Kawakita Jiro) Affinity Diagram or KJ method (after its author, Kawakita Jiro). 親合 。類似 ,相像 ,類同之處 Affinity: Similarity, Likeness, Resemblance DA 4 Basic Tools Basic Tools Six Sigma Training 9 親合圖 Affinity Diagram ? 創(chuàng)建一個親合圖表 , 團(tuán)隊必須整理頭腦風(fēng)暴清單 ,將頭腦風(fēng)暴的建議變成親合圖的格式 .創(chuàng)建相關(guān)建議的小組 .(類似 PMAP) To create an affinity diagram, the team must sort the brainstormed list, moving ideas from the brainstorm into affinity sets, to create groups of related ideas (similar to a PMAP). ? 在你整理建議時 : ? As you sort ideas: ? 快速的將同類建議放在一組 Rapidly group ideas that seem to belong together. ? 放在一起的限定不是很重要 It isn39。t important to define why they belong together. ? 澄清有問題的建議 Clarify any ideas in question. ? 如果合適 , 可以把一個建議拷貝到一個以上的 親合圖內(nèi) .Copy an idea into more than one affinity set if appropriate. ? 檢查小的組別 , 他們是否屬于一個較大的小組 ?Look for small sets. Should they belong in a larger group? ? 是否大的組別需要拆分得更精心些呢 ?Do large sets need to be broken down more precisely? ? 當(dāng)大多數(shù)建議都已分類 ,你要開始為每一組制定名稱 When most of the ideas have been sorted, you can start to enter titles for each affinity set. DA 4 Basic Tools Basic Tools Six Sigma Training 10 親合圖舉例 Affinity Diagram Example 問題 : 在一個組織中推行 Six Sigma 的阻力 . 頭腦風(fēng)暴已經(jīng)發(fā)掘了如下觀點 –請把這些項目進(jìn)行自然分類 PROBLEM: Obstacles in Implementing Six Sigma in an Organization Brainstorming Ideas Generated Can you naturally group these items? ? 沒有時間做 No time to do it ? 沒有時間做更多的事 (一天的工作時間只有 10小時 )No time for any more work (work day is only 10 hours!) ? 在最開始 , 我們應(yīng)該進(jìn)行組織調(diào)整 We39。d have to restructure to even begin ? 每天忙著“救火” , 沒有時間做其它的事 Too busy fighting fires to start something new ? 在整個組織中從來沒有宣傳過這個觀念 . Will never be able to sell the idea throughout the anization ? 對于 Six Sigma 的重要性 , 員工得到相互矛盾的信息 .Employees are getting conflicting messages about the importance of Six Sigma ? 沒有教育培訓(xùn)的資金 No funding for education and training ? 沒有一個現(xiàn)行的團(tuán)隊做示范 No ongoing group to model this behavior ? 不了解 six sigma 的系統(tǒng)思維 Don39。t understand systems thinking ? 管理層在開始階段從來不接受外界的幫助 Management will never accept outside help in beginning the process ? 公司試圖推行很多新事物 ,但是沒有進(jìn)行下去 Company has tried too many new things that haven39。t worked etc... DA 4 Basic Tools Basic Tools Six Sigma Training 11 親合圖舉例 Affinity Diagram Example 對建議進(jìn)行自然分類 Natural Grouping of Ideas... 已經(jīng)超負(fù)荷工作 (非常忙 )Already Over Worked (Too Busy) ? No time to do it ? No time for any more work (work day is only 10 hours!) ? We39。d have to restructure to even begin ? To busy fighting fires to start something new 溝通問題 Communication Issues ? Will never be able to sell the idea throughout the anization ? Employees are getting conflicting messages about the importance of Six Sigma 資源問題 Resource Problems ? No funding for education and training ? No ongoing group to model this behavior 教育問題 Educational Problems ? Don39。t understand systems thinking ? Management will never accept outside help in beginning the process ? Company has tried too many new things that haven39。t worked topic topic DA 4 Basic Tools Basic Tools Six Sigma Training 12 頭腦風(fēng)暴 Brainstorming 現(xiàn)在團(tuán)隊有了他們小組由頭腦風(fēng)暴發(fā)掘的建議清單 …如何找出團(tuán)隊一致同意的最重要的建議呢 ?我們不可能調(diào)查所有的問題 … 我們怎樣處理這種情況呢 ? Now the team has a Brainstorming list of ideas in their natural groups... how can the team agree on what ideas are most important? We can?t investigate all these issues… How can we handle this situation? 如何利用多層次投票法在團(tuán)隊意見一致的前提下按優(yōu)先順序排練問題呢 ? How about using the Multivoting technique to prioritize problems by using team consensus. 還有其它方法可以讓團(tuán)隊達(dá)成共識嗎 ? What other methods can be employed to generate team consensus? DA 4 Basic Tools Basic Tools Six Sigma Training 13 多層次投票法 MultiVoting ? 多層次投票法是讓團(tuán)隊在意見一致的前提下把問題按優(yōu)先順序排列 (和 FMEA方法相似 ). Multivoting allows a team to prioritize problems by using team consensus (similar to the FMEA method). ? 當(dāng)難以用客觀工具 (比如 柏拉圖 ) 分析問題時 ,可以用多層次投票法 .它也可以作為客觀工具的補充 .多層次投票法的步驟如下 : It can be used if more objective methods (. Pareto charts) are unavailable, or it can be used as a plement to those methods. The process is as follows… ? 所有成員已經(jīng)有了問題清單 Have the list of issues available to all team members ? 最好在親合圖階段已做好 Already in Affinity Sets is best ? 通過一致意見決定有多少項目要投票 Decide by consensus how many items to vote for ? (n) =投票的數(shù)量 Number of Votes ? 每一個團(tuán)對成員都要寫下他們認(rèn)為重要的 n 個項目 Each team member writes down what they believe are the top (n) items. ? 將結(jié)果記分 , 去掉最低票數(shù)的項目 , 重復(fù)以上步驟 ,直到團(tuán)隊成員一致同意清單上的問題是重要的 .Tally the results。 eliminate the lowest votegetters。 repeat the process with the reduced list util an agreed upon list is generated. DA 4 Basic Tools Basic Tools Six Sigma Training 14 多層次投票法 MultiVoting 多層次投票的選擇項 – 排序 或加權(quán) Options for MultiVoting Force Rank or Weight... ? 選擇 1: 排序投票 – 團(tuán)隊成員依照重要程度寫下 n個項目的排序 ,每個成員都要打分 , 最重要的項目分值是 n,第二重要的項目分值為 n1,依此類推 . Option 1: Rank Voting each team members writes their n items in order of importance。 when tallying, the top item selected by each person scores n points, the second item scores n1 points, and so on. 每個人只能給 n個項目打分 Only n per Item, per person ? 選擇 2: 加權(quán)投票 – 每個團(tuán)隊成員給清單上的項目打分 。 將結(jié)果記分 , 去掉最低分 , 重復(fù)上述步驟減少清單上的項目 . Option 2: Weighted voting – each team member distributes x points among the items on the list。 the results are tallied and the lowest scores eliminated. Repeat with reduced