【正文】 t e a m . .F I R S T P R I O R I T YS E C O N D P R I O R I T YT H I R D P R I O R I T Y29 1. Develop a Strategy 2. Review the design /process EFFECT CAUSES Basic Steps 30 Basic Steps 1. Develop a Strategy 2. Review the design /process 3. List functions Develop a Strategy Review the design/process List functions 31 1. Develop a Strategy 2. Review the design /process 3. List functions 4. Brainstorm potential failure modes Basic Steps Basic Steps: 1. Develop a strategy 2. Review the design/process 3. List functions 4. Brainstorm potential failure modes 32 1. Develop a Strategy 2. Review the design /process 3. List functions 4. Brainstorm potential failure modes 5. Organize potential failure modes Basic Steps topic topic Affinity Diagram 33 1. Develop a Strategy 2. Review the design /process 3. List functions 4. Brainstorm potential failure modes 5. Organize potential failure modes 6. Analyze potential failure modes Basic Steps 34 1. Develop a Strategy 2. Review the design /process 3. List functions 4. Brainstorm potential failure modes 5. Organize potential failure modes 6. Analyze potential failure modes 7. Establish risk priority VITAL FEW TRIVIAL MANY Basic Steps 35 1. Develop a Strategy 2. Review the design /process 3. List functions 4. Brainstorm potential failure modes 5. Organize potential failure modes 6. Analyze potential failure modes 7. Establish risk priority 8. Take action to reduce risk Basic Steps 36 1. Develop a Strategy 2. Review the design /process 3. List functions 4. Brainstorm potential failure modes 5. Organize potential failure modes 6. Analyze potential failure modes 7. Establish risk priority 8. Take action to reduce risk 9. Calculate resulting RPN’s Basic Steps 37 1. Develop a Strategy 2. Review the design /process 3. List functions 4. Brainstorm potential failure modes 5. Organize potential failure modes 6. Analyze potential failure modes 7. Establish risk priority 8. Take action to reduce risk 9. Calculate resulting RPN’s 10. Follow up Basic Steps 38 Testing the Relationships IF THEN HOW DO I KNOW? CAUSE FAILURE MODE EFFECT 39 Actions The design or process must be improved based on the results of the FMEA study. A welldeveloped FMEA will be of limited value without positive and effective corrective actions. 40 ? Describe FMEA principles and techniques. ? Summarize the concepts, definitions, application options and relationships with other tools. ? Perform a FMEA Module Objectives…... 42 Organizational Learning and Systems Thinking 組織學(xué)習(xí)和系統(tǒng)思維 A Management System 43 Building Organizational Memory Eyelash Learning Curve ABILITY TO DO JOB TIME OLD EMPLOYEE LEAVES WITH KNOWLEDGE NEW EMPLOYEE BEGINS ? There is no anizational memory to allow people to start where their predecessors left off ? Nothing in place to capture the new or improved methods that produce results * 44 Rapid Learning Curve ABILITY TO DO JOB TIME NEW EMPLOYEE COMES ON AND PICKS UP ALMOST WHERE PREVIOUS EMPLOYEE LEFT OFF ? Organization continues to advance its knowledge by preserving the lessons each learns ? Rapid learning = less waste, less plexity, higher customer value, lower costs * 45 How Do We Create Rapid Learning? Two key ingredients: 1. Having best known methods documented 2. Training people on what those methods are Who to train? ? New employees ? Managers ? Experienced employees * 46 Pros and Cons of Standard Methods Advantages: 優(yōu)點(diǎn) ? Customer progress is more visible and can be tracked over time 顧客進(jìn)步更可見(jiàn)而且可以隨時(shí)間跟蹤 ? Capture and share lessons learned 吸取和分享教訓(xùn) ? System itself does not bee a source of variation 系統(tǒng)自身不會(huì)成為變異的來(lái)源 ? Leads to efficient practices 導(dǎo)致有效率的實(shí)踐 * 47 Pros and Cons of Standard Methods Disadvantages: 缺點(diǎn) ? Stifle creativity and lead to stagnation 抑制創(chuàng)造力導(dǎo)致停滯不前 ? Interfere with customer focus 干涉客戶(hù)的焦點(diǎn) ? Add bureaucracy and red tape 助長(zhǎng)官僚作風(fēng) ? Make work inflexible and boring 使工作欠缺靈活性，使人容易感到厭煩 ? Only describe the minimal acceptable output 只描述最小的可接受輸出 48 Finding a Balance 尋找平衡 The difficulty we face is . . . . the arguments for and against standardization are both true 公說(shuō)公有理，婆說(shuō)婆有理 To achieve a balance, develop standards judiciously where it matters the most When effectively managed, standards provide the foundation for improvement 49 Effective Standardization 有效的標(biāo)準(zhǔn) Companies that use standardization effectively operate very differently: ? The pany knows why it is developing standards and how they contribute to its overall purpose ? Management uses bestknown methods themselves and strongly supports and checks usage ? Employees understand how different facets of their work affect the products and services ? Employees know which elements/functions are critical to producing highquality output 50 Create Standards Judiciously 明智地創(chuàng)造標(biāo)準(zhǔn) Leverage Point: A place where a little change has a great impact 支點(diǎn)：小小的變化就能有巨大的影響的地方。 See if the purpose is clearly documented 187。 Reconcile actual practices and documentation 187。 Conduct a Potential Problem Analysis (KepnerTregoe) to determine contingencies and triggers for contingencies 187。 Use the new standard 5. Check 187。 Make changes based on the data!! PLAN DO