【正文】 容分類project classification by content 管理型 management type 服務(wù)型 service type 技術(shù)型 technical type 現(xiàn)場型 gemba typeFormalWinFacilitator QITLtdConsultantsTraining5M 選題方法Manageable 力之所及 Measurable 有數(shù)得計(jì)Moderate Duration 需時(shí)適中Management Appreciation 公司賞識Members’ Pride 圈以自豪FormalWinFacilitator QITLtdConsultantsTraining公司賞識 Management Appreciation 與公司的方針是否配合is it consistent with pany policy對公司有否實(shí)際利益is there real benefits to pany 與公司近期或遠(yuǎn)期發(fā)展的配合is it consistent with short and long term development有否與公司文化沖突any conflict with pany culture擬定期劃書一切由成本開始prepare the project plan everything starts with costsFormalWinFacilitator QITLtdConsultantsTraining效果設(shè)定define results即計(jì)算目標(biāo) , 一般應(yīng)數(shù)量化 , 如時(shí)間 , 百份率 , 直 /間成本等set objectives, quantity, such as time, percentage, direct/indirect costs主要行動 重點(diǎn)工作major activity important work專案計(jì)劃書注意事項(xiàng)project casefile notesFormalWinFacilitator QITLtdConsultantsTraining團(tuán)隊(duì)守則team rules報(bào)告精而簡simple and short reports到會必守時(shí)be punctual困難即提出 raise the problem pointsFormalWinFacilitator QITLtdConsultantsTraining總結(jié)課題 summarize the subject簡述無形成績describe intangible results描述面對困難時(shí)如何解決describe how problems are resolved未完善之處any points for improvement總結(jié)評價(jià) overall mentsFormalWinFacilitator QITLtdConsultantsTraining提高員工士氣 enhance morale一時(shí)之苦 , 免日後之憂work hard now, no worry later 參加課題 ,肯定能力participate, recognize ability 顯示實(shí)力為成功鋪路show capability, path the way to success 寓實(shí)踐於學(xué)習(xí) ,加強(qiáng)知識 ,非金錢所替代practise to learn, strengthen knowledge, more then money 跨部門合作 , 增強(qiáng)工作上協(xié)調(diào)能力 crossfunctional, improve coordinationFormalWinFacilitator QITLtdConsultantsTrainingThank you very muchFormalWinFacilitatorLtd QITFacilitatorTraining思維沖擊法 brainstorming原為精神學(xué)名詞 a psychological term先定討論題目 define topic天馬行空 , 不拘一格 vigorous, unconstrained即時(shí)溝通 instant dialogue不可取笑及批評 no mocking立時(shí)記錄每一點(diǎn) record everything過後再處理手上資料 sort out latterFormalWinConsultantsLtd QITFacilitatorTrainingQIT 的策略 strategy避免影嚮日常正常運(yùn)作avoid negative impact to routine operations 如計(jì)劃影響運(yùn)作 ,應(yīng)咐加相應(yīng)臨時(shí)措施if it does, take temporary measures 將知識保存 preserve the knowledgeFormalWinConsultantsLtd QITFacilitatorTraining評價(jià)方法 evaluation methods 顧客評價(jià)法customer evaluation專家評價(jià)法expert evaluation產(chǎn)品性能評價(jià)法product feature evaluation過程效率評價(jià)法process evaluation質(zhì)量成本及增值評價(jià)法quality cost and addedvalue evaluationFormalWinConsultantsLtd QITFacilitatorTraining領(lǐng)導(dǎo)要點(diǎn)leadership rules 計(jì)劃要三思 think thrice 尋根須三問 ask thrice 執(zhí)行 5W1H use 5W1H 會前檢查 ,會後檢討 check before meeting, review after meeting 時(shí)加激勵(lì) motivate 安內(nèi)協(xié)外 harmonizeFormalWinConsultantsLtd QITFacilitatorTraining專案計(jì)劃書注意事項(xiàng)project casefile notes開支預(yù)算expenses人員工時(shí) 預(yù)計(jì)會議及整理資料工時(shí)workhours meetings and materials handling 設(shè)備費(fèi) 增加或租借費(fèi)用equipment fee buy or rentFormalWinConsultantsLtd QITFacilitatorTraining有數(shù)得計(jì) Measurable 結(jié)果可否量化成績are the results quantifiable對課題的量化程度are the subject quantifiable資源要求的量化are the resources quantifiable資料數(shù)據(jù)的統(tǒng)計(jì)的充足are the data analysis adequateFormalWinConsultantsLtd QITFacilitatorTraining積極型improvement type 精益求精 even better 預(yù)防勝於治療 preventive measures 洞悉先機(jī) predicting 自我增值 addvalue 鋪橋搭路 paththewayFormalWinConsultantsLtd QITFacilitatorTraining選擇隊(duì)員禁忌don’t in member selection換將不換兵change the captain but not the solders能者多 (癆 )the capable does everything個(gè)人英雄 individualism拉雜成軍 untrained排斥異己 play circle game強(qiáng)行拉扶 unwillingness選定課題要點(diǎn) 5M 選題法project selection 5M methodFormalWinConsultantsLtd QITFacilitatorTraining課題類型與人員選定project type and member selection現(xiàn)場型 — 以現(xiàn)場流程改善為主Gemba type aiming at gemba processes改善活動明確，以前線作業(yè)人員為主力，輔以技術(shù)及支援人員definate, frontline, supported by technical and admin. staff成員中加入具潛質(zhì)員工，利用改善活動作進(jìn)階培訓(xùn)members include potential operators for promotion由於前線人員多屬配合型，故應(yīng)加入主動型員工以配合active members are needed to work with reactive members對於前線人員為主時(shí)，應(yīng)配以中層人員，避免太多高層人員做成壓力facilitated by supervisory staff to avoid too much pressure from aboveFormalWinConsultantsDefine limits與規(guī)格或標(biāo)準(zhǔn)值比較。LtdFind out if two or more types are clustered測知有沒有假數(shù)據(jù)。FacilitatorTraining柏拉圖的使用場合when to use pareto diagram處理大量現(xiàn)存資料的工具h(yuǎn)andle large quantity of data表達(dá)總體數(shù)據(jù)分佈的工具show overall data distribution決定改善目標(biāo)的先後定位determine improvement priority改善前後的比較p