日化行業(yè)qit促進(jìn)員專(zhuān)業(yè)培訓(xùn)資料-全文預(yù)覽
【正文】 are before and after improvementFormalWinConsultantsLtdFacilitator collect data， find out defect reasons, distribution, location, define major share causes, distribution and location in a diagramFormalWinLtdTraining柏拉圖Pareto diagram意大利經(jīng)濟(jì)學(xué)者 Etlaian economist V. Pareto (18481923)於 1897年分析其社會(huì)經(jīng)濟(jì)結(jié)構(gòu)，發(fā)現(xiàn)國(guó)民所得的大部份集中於少數(shù)人。ConsultantsLtd QITFacilitatorTraining特性要因圖cause and effect diagram用 5H1W 法逐項(xiàng)列出問(wèn)題點(diǎn)list problem points, make use of 5H1W原因解釋愈細(xì)愈好detail explaination以現(xiàn)場(chǎng)第一線問(wèn)題先作考慮onsite, frontline is the priority用 5M選題法表決優(yōu)先處理問(wèn)題prioritize by 5MFormalWinConsultantsLtd QITFacilitatorTraining柏拉圖 定出重要少數(shù)及行動(dòng)先後的工具 perato diagram a tool to define critical few and action priority 散佈圖 定出兩個(gè)參數(shù)間關(guān)係的工具scatter diagram – a tool to define the relationship between two factorsQC 七工具 (簡(jiǎn)介 )7tools (Briefing)FormalWinConsultantsLtd QITFacilitatorTraining尋根方法 QC 七工具Getting to the root QC seven tools現(xiàn)場(chǎng)問(wèn)題，現(xiàn)場(chǎng)解決 Gemba problem, Gemba solve實(shí)例分析 case anlaysis收集數(shù)據(jù) data collection以七工具分析 analysis by 7 tools訂立解決方案 plan the solutionFormalWinConsultantsLtd QITFacilitatorTraining品質(zhì)改善專(zhuān)案法quality improvement task force method團(tuán)隊(duì)選定 select team現(xiàn)況調(diào)查 check present status現(xiàn)況分析 analysis題案確定 define project要因分析 causeandeffect analysis制定日程表 scheduling方案實(shí)施 implement結(jié)果跟進(jìn) followup標(biāo)準(zhǔn)化 standardize尋找改善的根源find sources of improvement自我的突破self breakthroughFormalWinConsultants行動(dòng)Action計(jì)劃Plan執(zhí)行Do檢討CheckPDCA 四個(gè)階段，八個(gè)步驟4 stages 8 steps P 分析現(xiàn)狀找出問(wèn)題analysis分析產(chǎn)生問(wèn)題的原因find causes找出主要原因find root causes制定計(jì)劃擬定措施plan and schedule行動(dòng)Action計(jì)劃Plan執(zhí)行Do檢討Checkcontinual–Ltd QITFacilitatorTraining品質(zhì)改善目標(biāo)的準(zhǔn)則A guide to quality improvement objective S (Specific) : 目標(biāo)明確M(Measurable) : 目標(biāo)可量性A (Attainable) : 目標(biāo)經(jīng)努力可達(dá)成 R (Relevant) : 目標(biāo)需具價(jià)值性T (Time Table) : 目標(biāo)需以時(shí)間衡量 結(jié)果FormalWinConsultantsLtd QITFacilitatorTraining品質(zhì)改進(jìn)的層面quality improvement interface高層的品質(zhì)改進(jìn)項(xiàng)目senior management quality improvement projects管理上決策問(wèn)題及技術(shù)上的設(shè)計(jì)問(wèn)題management decisions and technical design problemsFormalWinConsultantsLtdTraining持續(xù)改進(jìn)持續(xù)改進(jìn)Continual Improvement 是一種以追求更高的過(guò)程效果和效率為是一種以追求更高的過(guò)程效果和效率為目標(biāo)的持續(xù)活動(dòng)目標(biāo)的持續(xù)活動(dòng) 。ConsultantsLtd QITTraining維持與改進(jìn)Maintenance and improvement維持是依照標(biāo)準(zhǔn)的作業(yè)程序來(lái)工作； maintenance is operate according to instructions改進(jìn)是以改進(jìn)現(xiàn)有標(biāo)準(zhǔn)為目標(biāo)的活動(dòng)。ConsultantsLtd QITFacilitatorCrossfunctional management means to achieve QCDMS across the departmentsFormalWinLtdTraining跨功能 (部門(mén) )管理 Crossfunctional(departmental)management改善工作重點(diǎn)是 TQM ，而達(dá)到目標(biāo)，必須跨越各功能性部門(mén)之間障礙。ConsultantsLtd QITTrainingI –Improvement 改進(jìn)改進(jìn)是指為改善產(chǎn)品的特性和 (或 )提高用於生產(chǎn)和交付產(chǎn)品的過(guò)程的有效性和效率所開(kāi)展的活動(dòng)， …… 必要時(shí)，對(duì)結(jié)果進(jìn)行評(píng)審，以確進(jìn)一步的機(jī)會(huì)審核、顧客反饋和品質(zhì)管理體系評(píng)審也可用於識(shí)別這些機(jī)會(huì)改進(jìn)是一種持續(xù)的活動(dòng)。ConsultantsLtdConsultantsTrainingQ—Quality 品質(zhì)什麼是品質(zhì) What is Quality顧客滿意的產(chǎn)品或服務(wù)Customer satisfied product or service什麼是顧客 who is customer接收產(chǎn)品 /服務(wù)的組織或人the person/anization who receives product/service優(yōu)質(zhì)的要求 requirements of excellent quality物超所值 superb valueFormalWinFacilitatorLtdConsultantsTrainingQIT品質(zhì)改善小組 由個(gè)別部們或跨功能小組 ,對(duì)品質(zhì)作出長(zhǎng)期或短期改善活動(dòng) ?functional or crossfunctional teams, longterm or shortterm quality improvement activities以小組形式活動(dòng)，透過(guò)定期會(huì)議及其他活動(dòng)act as a team, through periodic meetings or other activitiesFormalWinFacilitatorConsultantsTraining跨功能 (部門(mén) )管理 Crossfunctional(departmental)management 跨功能管理是指為達(dá)成 QCDMS跨越部門(mén)之間管理活動(dòng)。 QITLtdConsultantsTraining品質(zhì)改進(jìn)的定義Quality improvement defined效率 efficiency所達(dá)到的結(jié)果與所用的資源之間的關(guān)係relationship between results achieved and resources usedISO:9000 品質(zhì)改進(jìn)的杠桿原理Quality improvement leverage theory 交付交付 deliver品質(zhì)問(wèn)題 quality problem制造制造 production流程設(shè)計(jì)流程設(shè)計(jì) process design產(chǎn)品產(chǎn)品 /服務(wù)設(shè)計(jì)服務(wù)設(shè)計(jì)product/service design事後糾正事後糾正 corrective action客方客方customer組織組織anisation設(shè)計(jì)設(shè)計(jì)design過(guò)程控制過(guò)程控制process controlFormalWinFacilitatorLtdConsultantsTraining創(chuàng)新與改進(jìn)之分別Innovation and improvement 改進(jìn)Improvement是強(qiáng)調(diào)以員工的努力、士氣、溝通、訓(xùn)練、團(tuán)隊(duì)、參與及自律來(lái)達(dá)成目標(biāo)，由於持續(xù)不斷的努力，所產(chǎn)生的是小步伐改進(jìn)，而遂次累積而成Stress employee contribution, morale, munication, training, team work and selfdiscipline to achieve results. As the effort is continual, small steps can be accumulated.創(chuàng)新、改進(jìn)、維持、概念圖innovation, improvement, maintenance concept diagram（今井正明（今井正明 Gemba Kaizen著）著）高層管理高層管理
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