【正文】 Consultants QITTraining思維沖擊法法 brainstorming品管圈的推行FormalWinLtdFacilitatorConsultants QITTraining檢討計(jì)劃review plans設(shè)定分階段檢討staged review每一階段中 ,為一小循環(huán)a mini cycle for each stage未達(dá)標(biāo) , 加改善行動(dòng)when target not achieved, add improvement activities如有潛在問題并發(fā) ,同時(shí)處理handle at the same time , any potential problems如達(dá)標(biāo) , 將目標(biāo)再提高when target is achieved, may raise the target next timeFormalWinLtdFacilitatorConsultants QITTrainingFormalWinLtdFacilitatorConsultants QITTraining 積極型 improvement type 改善型 corrective type課題性質(zhì)分類project classification by natureFormalWinLtdFacilitatorConsultants QITCompare before and after團(tuán)隊(duì)選定 人才梯隊(duì)準(zhǔn)備Team selection prepare the successionsFormalWinConsultants QITTraining「其他」項(xiàng)目在最末各柱位最好連合一起，寬度一致，以顏色別累計(jì)百分比統(tǒng)計(jì)目標(biāo)分類最大值在左，順延向右標(biāo)題斜度漸減的折線柏拉圖的製作prepare a pareto diagramFormalWin QITConsultantsTraining要因圖特性causeandeffect characteristics表現(xiàn)出分析水準(zhǔn)an indication of ability to analyze展現(xiàn)問題的因果關(guān)係、工作層次indicate cause and effect of a problem, action levelsFormalWinLtdFacilitatorConsultants QITTrainingQC 七工具 (簡(jiǎn)介 )7tools (Briefing)魚骨圖 現(xiàn)象分析及分類工具fishbone diagram – a status analysis and categorization tool檢查表 收集及檢查工具check list – a collection and inspection toolFormalWinLtdFacilitatorConsultants QITA 標(biāo)準(zhǔn)化標(biāo)準(zhǔn)化standardize穩(wěn)固成績(jī)穩(wěn)固成績(jī)ensure results遺留問題遺留問題next problem轉(zhuǎn)到下期轉(zhuǎn)到下期go to next stageFormalWinTraining3M 與 3K3M and 3KKIKEN 危險(xiǎn)KITANAI 髒污KITSUI 勞累mon faults are the reverse of ideal現(xiàn)場(chǎng)慣見現(xiàn)象，是理想現(xiàn)場(chǎng)的反面The Step Of QIT QIT 的步驟管理循環(huán)管理循環(huán) LtdFacilitatorConsultants QITTraining為何要持續(xù)改進(jìn) ?why continual improvement 顧客的需要在變化customer requirements are changing社會(huì)在進(jìn)步the society is progressing技術(shù)在發(fā)展technology is development競(jìng)爭(zhēng)對(duì)手不斷增強(qiáng)petition is increasingFormalWinFacilitatorConsultantsFacilitatorConsultants QITConsultantsTrainingQIT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)，透過定期會(huì)議及其他活動(dòng)act as a team, through periodic meetings or other activitiesFormalWinLtdTrainingQ—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 valueFormalWinLtdTrainingI –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)品的過程的有效性和效率所開展的活動(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)。LtdTraining跨功能 (部門 )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之間障礙。Crossfunctional management means to achieve QCDMS across the departmentsFormalWin QITConsultants QITConsultantsLtdTraining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管理上決策問題及技術(shù)上的設(shè)計(jì)問題management decisions and technical design problemsFormalWin QITConsultantsFacilitatorLtdcontinual行動(dòng)Action計(jì)劃Plan執(zhí)行Do檢討Check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)狀找出問題analysis分析產(chǎn)生問題的原因find causes找出主要原因find root causes制定計(jì)劃擬定措施plan and scheduleTraining品質(zhì)改善專案法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 breakthroughFormalWin QITConsultantsFacilitatorLtdTraining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)FormalWin QITConsultantsFacilitatorLtdTraining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。 collect data， find out defect reasons, distribution, location, define major share causes, distribution and location in a diagramFormalWinLtdTraining柏拉圖的使用場(chǎng)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pare before and after improvementFormalWinFind out if two or more types are clustere