【正文】 Audits, customer feedback and review of the quality management system can also be used to identify opportunities. Improvement is a continual activity. ISO9000:2023 FormalWin QITFacilitatorConsultantsFacilitatorFocus at TQM, to achieve objectives, must cross functional barriers. Quality problems are not the responsibility of one department alone. FormalWinLtdTraining品質(zhì)改進的定義Quality improvement defined品質(zhì)改進 quality improvement品質(zhì)管理中致力於提高有效性和效率的部份the part in quality management that deals with effectiveness and efficiency有效性 effectiveness完成所策劃的活動並達到所策劃的結(jié)果程度的度量a measure of achieving planned activities and get resultsISO:9000 FormalWin QITTraining創(chuàng)新與改進之分別Innovation and improvement 創(chuàng)新Innovation則是借助大筆資源投資於新技術(shù)或設(shè)備，而產(chǎn)生急劇變化的改進Capital investment in technology and equipment, big changes take placeFormalWin QITFacilitatorLtdTraining品質(zhì)改進的層面quality improvement interface基層的品質(zhì)改進問題front level quality improvement projects操作層的改進，重點是提高過程實現(xiàn)的產(chǎn)品及日常工作品質(zhì)shopfloor level improvements, focus at process improvement and daily quality work FormalWin QITConsultantsFacilitatorC 檢查工作、檢查工作、調(diào)查效果調(diào)查效果check, inspectLtdTraining改善的原則principles of improvement過程原則process principle品質(zhì)改進可以是全過程或某一過程的改進，目的在追求更高過程效益及效率quality improvement can be whole series of processes or any one process. Aiming at higher efficiency and effectiveness FormalWin QITConsultantsFacilitatorLtdTraining特性要因圖cause and effect diagram又稱魚骨圖因連結(jié)結(jié)果與原因及效果，狀似魚骨(fishbone) showing the relationship between the cause and its effects石川馨教授創(chuàng)於 1952 年FormalWin QITConsultantsFacilitator When analyse social economic structure, discovered that national wealth are in the hands of a few. He devised a method to calculate wealth and owners of the is the so called ‘pareto principle’FormalWinLtdFacilitatorLtd Detect distribution shapeFormalWinJudge the appropriateness of limitation改善前及後之比較。LtdTraining管理型 — 主要為管理層的專業(yè)改善management type management performance improvement課題內(nèi)容涉及管理決策，應(yīng)以中層以上管理人員，高層參與度比例較大involve management decision, senior management must participate參與人員應(yīng)以活躍型及主動型members are more active加入明日之星的管理人員，對其信心增加起積極作用involve management stars are motivating涉及資源較多時 ,應(yīng)考慮加入財務(wù)人員，以計算效益may need more resources, finance people could be a member課題類型與人員選定project type and member selectionFormalWin QITConsultantsFacilitatorLtdTraining5M 選題方法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FormalWin QITConsultantsFacilitatorLtdTraining效果設(shè)定define results即計算目標(biāo) , 一般應(yīng)數(shù)量化 , 如時間 , 百份率 , 直 /間成本等set objectives, quantity, such as time, percentage, direct/indirect costs主要行動 重點工作major activity important work專案計劃書注意事項project casefile notesFormalWin QITConsultantsFacilitatorLtdTraining總結(jié)課題 summarize the subject簡述無形成績describe intangible results描述面對困難時如何解決describe how problems are resolved未完善之處any points for improvement總結(jié)評價 overall mentsFormalWin QITConsultantsFacilitatorLtdTrainingThank you very muchFormalWinLtdFacilitatorConsultants QITTrainingQIT 的策略 strategy避免影嚮日常正常運作avoid negative impact to routine operations 如計劃影響運作 ,應(yīng)咐加相應(yīng)臨時措施if it does, take temporary measures 將知識保存 preserve the knowledgeFormalWinLtdFacilitatorConsultants QITTraining領(lǐng)導(dǎo)要點leadership rules 計劃要三思 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 時加激勵 motivate 安內(nèi)協(xié)外 harmonizeFormalWinLtdFacilitatorConsultants QITTraining有數(shù)得計 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)計的充足are the data analysis adequateFormalWinLtdFacilitatorConsultants QITTraining選擇隊員禁忌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個人英雄 individualism拉雜成軍 untrained排斥異己 play circle game強行拉扶 unwillingness選定課題要點 5M 選題法project selection 5M methodFormalWinLtdFacilitatorConsultantsLtdFacilitatorConsultantsFacilitatorLtdConsultants QITTraining特性要因圖cause and effect diagram用 5H1W 法逐項列出問題點list problem points, make use of 5H1W原因解釋愈細愈好detail explaination以現(xiàn)場第一線問題先作考慮onsite, frontline is the priority用 5M選題法表決優(yōu)先處理問題