【文章內(nèi)容簡介】 rical data(except fishbone)FormalWinConsultantsLtd QITFacilitatorTrainingQC 七工具 (簡介 )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 toolFormalWinConsultantsLtd 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 (簡介 )7tools (Briefing)FormalWinConsultantsLtd QITFacilitatorTraining層別法 判斷混合數(shù)據(jù)有否層級(jí)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h(yuǎn)istogram – a tool to judge data group scatter控制圖 判斷實(shí)時(shí)製程波動(dòng)的工具control diagram – a tool to indicate realtime fluctuationQC 七工具 (簡介 )7tools (Briefing)FormalWinConsultantsLtd QITFacilitatorTraining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FormalWinConsultantsLtd QITFacilitatorTraining特性要因圖cause and effect diagram決定問題 (激盪法 )define problem(brainstroming)起骨、分類、大骨、中骨、小骨initial bone,classify, big bone, middle bone, small bone集中式思考，定出重點(diǎn)順序concentration, define sequenceFormalWinConsultantsLtd QITFacilitatorTraining特性要因圖cause and effect diagram用 5H1W 法逐項(xiàng)列出問題點(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prioritize by 5MFormalWinConsultantsLtd QITFacilitatorTraining特性要因圖causeandeffect diagramFormalWinConsultantsLtd QITFacilitatorTraining要因圖特性causeandeffect characteristics以現(xiàn)象第一線所發(fā)生問題作考慮consider what is happening onsite是一種教育經(jīng)驗(yàn)an educational experience是討論問題的捷徑a fast track for problem discussionFormalWinConsultantsLtd QITFacilitatorTraining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 levelsFormalWinConsultantsLtd QITFacilitatorTraining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)國民所得的大部份集中於少數(shù)人。於是將所得大小與擁有所得之關(guān)係以一方程式表示，稱為「柏拉法則」。 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’FormalWinConsultantsLtd QITFacilitatorTraining柏拉圖的原理the pareto principle根據(jù)所收集數(shù)據(jù)按不良原因、不良狀況、不良發(fā)生位置等不同區(qū)分標(biāo)準(zhǔn)，以尋求佔(zhàn)最大比率的原因、狀況或位置的一種圖形。 collect data， find out defect reasons, distribution, location, define major share causes, distribution and location in a diagramFormalWinConsultantsLtd QITFacilitatorTraining柏拉圖的原理the pareto principle從圖中可看出那一項(xiàng)目有問題，其影響程度如何，以判斷問題的癥結(jié)點(diǎn)，並針對(duì)問題點(diǎn)採取改善措施，故又稱「 ABC圖」 (依價(jià)值的大小而付出不同的努力 )。Identify problem items from the diagram, judge its impacts, and take corrective actions, this is also called ‘ABC diagram’ (value and attention in proportion)FormalWinConsultantsLtd QITFacilitatorTraining「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 diagramFormalWinConsultantsLtd QITFacilitatorTraining柏拉圖的使用場合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 improvementFormalWinConsultantsLtd QITFacilitatorTraining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)。Predict process capability, a basis for process improvement計(jì)算產(chǎn)品不良率。Calculate product defect調(diào)查是否混入兩個(gè)以上不同群體。Find out if two or more types are clustered測知有沒有假數(shù)據(jù)。Detect any false data測知分配形態(tài)。 Detect distribution shapeFormalWinConsultantsLtd QITFacilitatorTraining直方圖功能what a histogram can do藉以訂定規(guī)格界限。Define limits與規(guī)格或標(biāo)準(zhǔn)值比較。Compare with standards or specifications研判所設(shè)界限是否恰當(dāng)。Judge the appropriateness of limitation改善前及後之比較。Compare before and after團(tuán)隊(duì)選定 人才梯隊(duì)準(zhǔn)備Team selection prepare the successionsFormalWinConsultantsLtd QITFacilitatorTraining課題類型與人員選定project type and member selection現(xiàn)場型 — 以現(xiàn)場流程改善為主Gemba type aiming at gemba processes改善活動(dòng)明確，以前線作業(yè)人員為主力，輔以技術(shù)及支援人員definate, frontline, supported by technical and admin. staff成員中加入具潛質(zhì)員工，利用改善活動(dòng)作進(jìn)階