【正文】 instruction, overall effective deployment of resourcesFormalWin QITConsultantsFacilitator持續(xù)改進持續(xù)改進managementLtdTraining改善的原則principles of improvement管理突破原則the breakthrough principle:對舊的標準水平作出衡量，從而追求較 高的品質(zhì)水平要求measure the existing standard level, pursue higher standard level?FormalWin QITConsultantsFacilitatorLtdTraining層別法 判斷混合數(shù)據(jù)有否層級的工具stratter diagram – a tool to judge if mixed data exist strater直方圖 群組的分佈狀況判斷工具histogram – a tool to judge data group scatter控制圖 判斷實時製程波動的工具control diagram – a tool to indicate realtime fluctuationQC 七工具 (簡介 )7tools (Briefing)FormalWin QITConsultantsFacilitatorLtd QITTraining柏拉圖的原理the pareto principle從圖中可看出那一項目有問題，其影響程度如何，以判斷問題的癥結點，並針對問題點採取改善措施，故又稱「 ABC圖」 (依價值的大小而付出不同的努力 )。LtdTraining直方圖功能what a histram can do 測知製程能力，作為製程改善依據(jù)。 QITLtdTraining攻關型 — 著重技術難度較大的改進breakthrough type focus on technical problems以技術人員為主力，前線員工作數(shù)據(jù)提供，支援人員應具相當技術知識 .lead by technical staff, frontline provide data, admin. provide information技術活動進度較慢及資源運用難控制，高層的參與起一定積極作用may be slow, senior management involvement is motivate對攻關型課題，如資深員工較多時，當收事倍工半之效 more experience staff participation is advantageous課題類型與人員選定project type and member selectionFormalWin QITConsultantsFacilitatorLtdTraining改善型corrective type 錯誤中的改善 after a mistake 舉一反三的改善 learn from the lesson 警報式改善 pre warning 災難式改善 recover from disasterFormalWin QITConsultantsFacilitatorLtdTraining專案計劃書注意事項project casefile notes工具費如夾具或工具tools feed fixters and jigs資財費 (雜項 ) 如磁碟 , 影印費 ….. 等other fees diskettes, copying….FormalWin QITConsultantsFacilitatorLtdTraining總結課題 summarize the subject目標與實績差異 target and performance gap每階段的對策運用與結果的比較parison of results with staged measures 運行時相關的資料importance of information during implementation用量化計算有形成績 ,如付財務資料更佳quantity results, even better if related to financial figuresFormalWin QITConsultantsFacilitatorLtdTraining解決團隊沖突resolve team conflict 山頭主義 heroism 分工不均 uneven division of work 各持己見 stubborn 對人不對事 finger pointing 推卸責任 irresponsible 推波助瀾 instigationFormalWin QITFacilitatorConsultants QITTraining促進員的積極心態(tài)facilitator’s attitude促進員不是旁觀者 ,是局中人facilitator is not an observer, he is an insider促進員不單只促進小組工作 ,包括自己he facilitate the team and himself每個專案均是知識甘泉 ,是學習機會a project is a fountain of knowledge, an opportunity to learn解決困難 ,增強自信 a solve of problem, an increase of confidence 教學相長 ,相互培訓 coach to learn, learn to coach FormalWinLtdFacilitatorConsultants QITTraining團隊守則team rules分工為合作division of work is for cooperation凡事必盡力 be serious意見付建議ment and suggest 數(shù)據(jù)須全真data must be realFormalWinLtdFacilitatorConsultants QITTraining需時適中 Moderate Duration 時間與組員是否配合 members matching the timing ?過長時間影響士氣too long may affect morale有否足夠時間完成adequate time to plete the work?考慮進行時與日常工作的配合consider effects to daily operationFormalWinLtdFacilitatorConsultants QITTraining選題Selection積極選題改進效率，製程，質(zhì)量目標improvement topics Improve efficiency, process, quality objectives改善選題 3M, 3K, 各式不良correction topics 3M, 3K any defects5M選題Manageable 力之所及Measurable 有數(shù)得計Moderate Duration 需時適中Management Appreciation 公司賞識Members’ Pride 圈以自豪FormalWinLtdFacilitatorConsultantsCompare with standards or specifications研判所設界限是否恰當。Detect any false data測知分配形態(tài)。Consultants QITConsultants於是將所得大小與擁有所得之關係以一方程式表示，稱為「柏拉法則」。 QITTraining特性要因圖causeandeffect diagramFormalWinLtdFacilitatorConsultants QITTrainingQC 七工具 (計算及實踐 )7tools(calculate and implement)典型流程standard flowFormalWinLtdFacilitatorConsultantsD執(zhí)行計劃、實施措施執(zhí)行計劃、實施措施implement行動Action計劃Plan執(zhí)行Do檢討CheckDEMING CYCLE 戴明循環(huán)圖戴明循環(huán)圖improving QITTraining持續(xù)改進的對象Continual improvement Objects MAN 人員 MACHINE 設備 MATERIAL 物料 METHOD 方法 ENVIRONMENT 環(huán)境 FormalWinLtdFacilitatorConsultants QITLtdFacilitatorLtdFacilitatorConsultants如品質(zhì)問題非由品管部門獨自負責。 QITImprovement refers to the actions taken to enhance the features and characteristics of products and/or increase the effectiveness and efficiency of processes used to produce and deliver them… Results are reviewed, as necessary, to determine further opportunities for improvement.