【文章內(nèi)容簡(jiǎn)介】 isualized. We know now where, when or how the problem occurs. 問題已被明確的形象化 .我們現(xiàn)在清楚了問題是在什么地方 ,什么時(shí)間以及是如何發(fā)生的 .CHECK QUESTION:檢查問題 :? How does your analysis help visualize the problem? 您的分析是如何幫助問題形象化的 ?25 169。 NOKIA COMPANY CONFIDENTIAL NOKIA 7 / Version 2023 /Step 3 Determine Causes 步驟 3 確定原因Key Activities關(guān)鍵活動(dòng) :?Identify possible ?Select the most likely cause(s).選擇出可能性最大的原因?Identify/verify root Check Question 檢查問題?How did you find the root cause? 您是如何找到根本原因的 ?Tools工具?Brainstorming腦力激蕩法?CauseEffect Diagram (Fishbone Diagram)因果圖 (魚骨圖 )?Affinity Diagram親和圖?Interrelationship Diagram關(guān)聯(lián)圖?WhyWhy Analysis 尋根問底 分析法 IdentifyProblem確認(rèn)問題確認(rèn)問題AnalyzeProblem分析問題分析問題DetermineCauses確定原因確定原因DevelopSolutions尋求對(duì)策尋求對(duì)策PlanAction計(jì)劃行計(jì)劃行動(dòng)動(dòng)ImplementSolution實(shí)施對(duì)策實(shí)施對(duì)策EvaluateOute評(píng)估結(jié)果評(píng)估結(jié)果123456726 169。 NOKIA COMPANY CONFIDENTIAL NOKIA 7 / Version 2023 /CauseEffect Diagram (Fishbone Diagram) 因果圖 (魚骨圖 )DESCRIPTION: A systematic way of looking at the causes and effects of the problem, and how they are related. This is also known as a Fishbone or Ishikawa diagram.描述 :因果圖是一種系統(tǒng)化的研究問題的原因 ,結(jié)果及二者如何相互關(guān)聯(lián)的方法 .也叫做魚骨圖或 Ishikawa圖 .4M’s = MEN 人METHODS 方法MATERIALS材料MACHINES 機(jī)器+ ENVIRONMENT環(huán)境4P’s = PEOPLE 人PRODUCT 產(chǎn)品PRICE 價(jià)格PROMOTION 促進(jìn)Effect orOute效果或結(jié)果Machines機(jī)器Materials材料 Methods方法Environment環(huán)境 Trunk主干Primary Causal FactorMain Branch 主分支Minor Branch小分支SecondLevelCausal Factors第二級(jí)起因Men人ProblemStatement問題陳述BASICTOOL基本工具27 169。 NOKIA COMPANY CONFIDENTIAL NOKIA 7 / Version 2023 / Affinity Diagram親和圖DESCRIPTION: Affinity diagrams anize and summarize ideas into natural groupings. This tool can be used in conjunction with Brainstorming, when a large number of ideas are generated.描述 :親和圖可將各種想法加以總結(jié)并組織成自然組別 .若產(chǎn)生的想法數(shù)量巨大時(shí) ,可將此法與腦力激蕩法結(jié)合使用 .User demand ismore sophisticatedand diverse用戶的需求更加復(fù)雜和多樣化Quality is being globalized質(zhì)量正趨于全球化Nonuser friendly products are Unacceptable不接受非用戶友好的產(chǎn)品Need for providing plete service對(duì)于提供Unreliability in products is not tolerated不能容忍不可靠的產(chǎn)品TQMaware customers are being mon 具有全面質(zhì)量管理意識(shí)的顧客普遍起來Demand for high quality, low cost goods increasing對(duì)高質(zhì)量低成本產(chǎn)品的需求增加Technology is no longer “aweinspiring”技術(shù)不再是令人畏懼的Brandawareness does not guarantee customer loyalty品牌意識(shí)不能保證顧客的忠心程度Market differenttiation is being less of an issue市場(chǎng)差異正趨于淡化Individual customize action is being more of an issue特殊用戶行為正在走強(qiáng)Need for meeting all requirements is severe強(qiáng)烈要求達(dá)到所有要求的需求Happy to pass on good product/ service stories樂于傳播好產(chǎn)品 /服務(wù)的事情Instant, intuitive usability being Requirement方便直觀的可用性成為需求Local service must be availableImmediately本地服務(wù)應(yīng)能立刻獲得Replacement parts/ product expected within 24 hours期望 24小時(shí)內(nèi)能獲得替代部件 /產(chǎn)品Easily contacted by telephone or fax通過電話或傳真容易聯(lián)系Extended warranty Expected期望大范圍的保證Questions answered quickly and correctly回答疑問快捷準(zhǔn)確Complete customer education/in formation provided為客戶提供全部知識(shí) /信息Happier to pass on poor product/service stories樂于傳播不好的產(chǎn)品 /服務(wù)的事情L(zhǎng)owtolerance for inadequate service。 likely to return prod很難忍受不充分的服務(wù) ?？赡軙?huì)以牙還牙28 169。 NOKIA COMPANY CONFIDENTIAL NOKIA 7 / Version 2023 / Interrelationship Diagram關(guān)聯(lián)圖DESCRIPTION: The Interrelationship diagram is used to identify root cause(s) when the relationships among the effects and the causes, or the objectives and the methods, are plex. 描述 : 當(dāng)原因與結(jié)果或是目標(biāo)與方法之間的關(guān)系較復(fù)雜時(shí) ,可用關(guān)聯(lián)圖來找出根本原因 . This tool can help to facilitate problem solving and overe language difficulties這個(gè)工具可以幫助解決問題并克服語(yǔ)言困難 .? extracting all possibly related causes 提取所有可能的原因? using arrows to clearly show causeandeffect relationships 使用箭頭清晰表示因果關(guān)系? showing a full overview and focusing on the main causes 表明一個(gè)全貌，集中在主要原因Rejection of theStatistical ThinkingMethod拒絕統(tǒng)計(jì)思考方法Lack of motivationto change缺乏變化的動(dòng)力Fear of technical toolsand methods害怕技術(shù)工具和方法Lack of support forImplementation缺乏實(shí)施方面的支持People havepeting priorities人們具備競(jìng)爭(zhēng)主次感Lack of consensusaround the rightmeasurement indices缺乏關(guān)于正確衡量標(biāo)準(zhǔn)的共識(shí)Data are noteasily accessible數(shù)據(jù)不易被接受Misunderstanding ofStatistical ThinkingParadigm誤解統(tǒng)計(jì)思考范例Lack ofStatistical ThinkingParadigm缺乏統(tǒng)計(jì)思考范例3/35/02/15/10/51/32/20/53/129 169。 NOKIA COMPANY CONFIDENTIAL NOKIA 7 / Version 2023 / WhyWhy Analysis 尋根問底 分析法DESCRIPTION: The WhyWhy analysis helps to identify the root cause(s) of a problem, by asking the question why about each cause.描述 :尋根問底 分析法通過對(duì)每個(gè)原因問個(gè) 為什么 來找出某一問題的根本原因 .Problem Statement問題陳述Apparentcause表面原因Leads toRootcause導(dǎo)致根本原因?qū)е赂驹駻pparentcause表面原因Apparentcause表面原因Rootcause根本原因 Why ? 為什么 ? Why ? 為什么 ? Why ?為什么 ?BASICTOOL基本工具30 169。 NOKIA COMPANY CONFIDENTIAL NOKIA 7 / Version 2023 /Step 3 Check List 步驟 3檢查表CHECKING THE ACTIVITIES:檢查活動(dòng) :? Possible causes to the problem were identified. 確定了所有可能的問題原因 .? Causes were identified based on the analysis of Step 2.基于步驟 2的分析確定了原因 .? Root cause(s) to the problem was/were found.找出了問題的根本原因 .CHECK QUESTION:檢查問題 :? How did you find the root cause? 您是如何找到根本原因的 ?31 169。 NOKIA COMPANY CONFIDENTIAL NOKIA 7 / Version 2023 /Step 4 Develop Solutions步驟 4 尋求對(duì)策Key Activities關(guān)鍵活動(dòng)? Develop possible solutions for corrective and/or preventive actions.尋求對(duì)策 ,以采取糾正性 /預(yù)防性措施?Select the most suitable solution(s). 選擇出一種或多種對(duì)策Check Question檢查問題? How does your solution solve the problem?您的對(duì)策是如何解決問題的 ?Tools工具? Brainstorming腦力激蕩法? Double Team Technique二人組技術(shù)? Solution Selection Table對(duì)策選擇表 IdentifyProblem確認(rèn)問題確認(rèn)問題AnalyzeProblem分析問題分析問題DetermineCa