【文章內(nèi)容簡介】 list. 依照你個(gè)人的想法給項(xiàng)目排序 Place your n’s to any item you want DA 4 Basic Tools Basic Tools Six Sigma Training 15 多層次投票選擇項(xiàng) 練習(xí) 1Multi Voting Option 1 Example 頭腦風(fēng)暴已發(fā)掘了問題 下面我們要做什么呢 ? Brainstorming Ideas Generated – What should we work on? Ann Don Jim Total A. Already Over Worked (Too Busy) 4 3 4 11 ? 工作已經(jīng)超負(fù)荷 (非常忙 ) B. Communication Issues 3 4 3 10 ? 溝通問題 C. Resource Problems 1 2 2 5 ? 資源問題 D. Education Issues 2 1 1 4 培訓(xùn)問題 因?yàn)橛?4個(gè)選擇項(xiàng) ,所以 n=4 結(jié)論 : A和 B 是重點(diǎn) Note: four options therefore n = 4 Conclusion: Work on A and B first. DA 4 Basic Tools Basic Tools Six Sigma Training 16 分析和最優(yōu)化 Analyze and Optimize OK頭腦風(fēng)暴法 , 親合圖和多層次投票法是簡單的基本工具 , 這些工具可幫助團(tuán)隊(duì)提出一組合乎邏輯的原因或解決方案并按優(yōu)先順序排列 . OK Brainstorming, Affinity Diagram and Multivoting are easy basic tools that help a team to generate a logic set of causes or solutions and prioritize them. 但是團(tuán)隊(duì)如何展示他們的思考流程 , 并繼續(xù)跟蹤直到找出根本原因呢 But how can the team show their thought process and stay on track to finding the root cause? 這些工具將團(tuán)隊(duì)的行為 (想法 )和根本原因及最佳解決方案聯(lián)系起來了 These tools link the team?s actions (thoughts) to the root cause and to an optimum solution. 因果圖 Cause and Effect Diagram 根本原因樹 Root Cause Tree 5個(gè)為什么 5Why 散點(diǎn)圖 Scatter Diagram 解決方案選擇分析 Solution Selection Analysis DA 4 Basic Tools Basic Tools Six Sigma Training 17 Cause and Effect Diagrams (fishbone, Ishakawa) ? 又稱為石川罄圖或魚刺圖。它是揭示過程輸出缺陷或問題與其潛在原因之間關(guān)系的圖表，也是表達(dá)和分析其因果關(guān)系的重要工具和文檔。 Diagram that illustrates the relationship between a problem and it?s possible causes in categories. ? 典型的原因分為 6 Ms 人 , 機(jī)器 , 方法 , 測量 , 自然的固有原因 Categories typically follow the 6 Ms... Man, Machine, Material, Methods, Measurement, Mother Nature Groups Brainstorming and Affinity Diagrams into one tool while showing path to a potential root cause. 工廠 人 程序 規(guī)章制度 原因 為什么 DA 4 Basic Tools Basic Tools Six Sigma Training 18 因果圖 Cause and Effect Diagrams 如何創(chuàng)建因果圖 How to construct a cause and effect diagram: ? 以問題陳述為開始 (魚頭 ) Start with the Problem Statement (Fish Head) ? 依據(jù)通常的分類規(guī)則列出主要的類別 (魚骨 )并標(biāo)記 List the major categories (bones) and label these as broad categories for the type of discipline ? 對(duì)每一類別 , 列出可能的 , 不和已知的問題和數(shù)據(jù)沖突的原因 For each category, list possible causes that do not conflict with known problem definition and data ? 對(duì)每一個(gè)原因 , 繼續(xù)問為什么并在更小的魚骨上記錄子原因 For each cause, ask ?why? and record lower level causes as smaller bones ? 重復(fù)上述步驟 , 對(duì)每一項(xiàng)都達(dá)到根本原因?qū)用? Repeat until at the root level for each item DA 4 Basic Tools Basic Tools Six Sigma Training 19 因果圖 Cause and Effect Diagrams 典型的分類規(guī)則 Typical categories per discipline… ? 服務(wù)行業(yè) Service Industry (The 4 Ps) ? 規(guī)章制度 , 程序 , 人 , 工廠 /技術(shù) Policies, Procedures, People, Plant/Technology ? 制造業(yè) Manufacturing Industries (The 6 Ms) ? 機(jī)器 , 方法 , 材料 , 測量 ,自然的固有原因 (環(huán)境 ) , 人力 (人 ) Machines, Methods, Materials, Measurements, Mother Nature (Environment), Manpower (People) ? 市場 Marketing ? 確定客戶 , 廣告 , 購買動(dòng)機(jī) , 賣 , 載運(yùn) , 提供升級(jí) Determine Customers, Advertise, Purchase Incentive, Sell, Ship, Provide Upgrade 軟件工程有那些可能的分類 ? What are a few potential categories for Software Engineering? DA 4 Basic Tools Basic Tools Six Sigma Training 20 間隙不穩(wěn) 人員 方法 環(huán)境 測量 材料 機(jī)器設(shè)備 供應(yīng)商 性能不穩(wěn)定 材質(zhì)不均勻 震動(dòng)過大 精度 設(shè)定不合理 無校驗(yàn)手段 技術(shù)水平 人員不固定 夜班易疲勞 缺乏考核和獎(jiǎng)勵(lì) 檢驗(yàn)方法 操作與檢驗(yàn)不一致 不易掌握 量具精度不夠 量具未校驗(yàn) 工廠粉塵 潮濕 工藝參數(shù) 溫度設(shè)置低 加壓時(shí)間短 模具 精度不夠 磨損 制造類問題因果圖如下： DA 4 Basic Tools Basic Tools Six Sigma Training 21 病人在尋找X光室時(shí)遇到困難 人 程序 場所設(shè)備 政策 隔離限制 擁擠的走廊 登記處未提供指示 走廊布局圖 場所標(biāo)記 登記處排隊(duì) 醫(yī)院法規(guī)對(duì) X光室位置的強(qiáng)制性要求 服務(wù)管理類問題因果圖如下： DA 4 Basic Tools Basic Tools Six Sigma Training 22 因果圖 練習(xí) Cause and Effect Diagrams Exercise 以小組為單位 , 創(chuàng)建下列問題的因果圖 As a team, create a cause and effect diagram on a flip chart for the following problem statement: 一杯好咖啡 咖啡杯 過濾器 咖啡制作者 研磨程序 咖啡豆 水 調(diào)羹 ,甜味料 , 奶油 咖啡壺 烘培程序 DA 4 Basic Tools Basic Tools Six Sigma Training 23 分析和最優(yōu)化 Analyze and Optimize 一旦你有了一個(gè)完整的魚骨 , 你就會(huì)很好地了解問題的潛在根本原因 . 明智的做法是讓你的團(tuán)隊(duì)以某種方式 (比如 ,多層次投票法 )按優(yōu)先順序排列已在魚骨上確認(rèn)的可能原因 , 這樣你就有了解決問題的最初的行動(dòng)機(jī)會(huì) . Once you have the fishbone pleted, you are well on your way to understanding potential root causes of your problem. It would be advisable to have your team prioritize in some manner (hint: MultiVoting) the likely causes identified on the fishbone to scope your first actions for problem resolution. DA 4 Basic Tools Basic Tools Six Sigma Training 24 分析和最優(yōu)化 Analyze and Optimize OK因果圖是另一種工具 ,它可以在問題本身自然類別中提出很多好的潛在原因 . OK a Cause and Effect diagram is another tool to generate lots of good potential causes and while having them in their natural categories. 在以下情況中 , 團(tuán)隊(duì)?wèi)?yīng)該用什么工具呢 ?當(dāng)團(tuán)隊(duì)有一個(gè)非常合乎邏輯的數(shù)據(jù)推論途徑 , 他們不需要很多分類也不需要調(diào)查潛在原因 , 或者團(tuán)隊(duì)想記錄并關(guān)注于層層深入分辨問題的進(jìn)展上 . But what tool can the team use when they are on a very logical data driven path and they don?t really need lots of different categories and potential causes to investigate? Or the team wants to document and focus the progression of their problem resolution efforts? 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