【導(dǎo)讀】meaningful.KEEPTHEMENGAGED!!!!!!!!!Discusseachoutput.todotoomuchatonce.Inpractice,itismore. ofaproblem.Howfocusedis. focusedenough?Needthemost“bangforthebuck.”veryroughestimate.Theymaynothave. what“ProcessEntitlement”is?notes?

　　

【正文】 asks amp。 Timeline Planning — Tools Tree diagrams Aug. Sept. Oct. Nov. Dec. Jan. Feb. Step Due Date Respon sibility Product Step Whom to Involve Budget/ Cost Other Topics Step Number Sales Technical Shipping Coordinator Gantt Charts Planning Grids Flowcharts INSTRUCTOR NOTES: Briefly introduce each tool. Tools are addressed in detail on subsequent slides. 49 Tree Diagram Uses ?To map out the means/actions that will let you acplish your overall goal ?Helps you divide a large task into manageable pieces Objective Means/Objective Means Means Means Means Means/Objective Means Means Means Means Means/Objective Means Means Means Means Means/Objective Means Means Means Means Means/Objective Means/Objective Development of Means Confirmation of Objectives Wishes and Purposes Methods and Activities INSTRUCTOR NOTES: Discuss the two uses of the Tree Diagram in implementation planning. 50 Five Influence Strategies Ability to simply to tell the stakeholder to support your efforts. Ability to convince the stakeholder to support your project. Involvement in designing or implementing the change. Ability to offer an exchange for their agreement and or support of your project. Ability to appeal to the stakeholder’s ideals or higher values. Reward and Punishment Assertive Persuasion Participation and Trust Negotiation Creating a mon vision INSTRUCTOR NOTES: Discuss the five Influence Strategies (address both direct and indirect influencing) 51 Requirements for Results Mindset Tools Knowledge/Skills Actions Results INSTRUCTOR NOTES: Have the students discuss why the three items in the left column are critical to success. 52 IMPROVE CONTROL 53 Core Principle Nothing happens on a reliable, sustained basis unless we build a system to cause it to happen on a reliable, sustained basis. Standardization is what allows high quality to happen on a reliable, sustained basis. 54 Benefits of Standardization Standardization helps us pete more successfully in the marketplace by providing: ?Increased reliability ?Reduced costs ?Improved employee performance ?Increased safety ?Processes that remain in control ?Continuous improvement ?Flexible practices that allow for quick response to customer needs Customer Satisfaction amp。 Approval 55 Consequences of Actions Taken in Response to Control Charts INSTRUCTOR NOTES: Briefly review this matrix. Consider inserting an anecdote. 56 Individuals Charts Case 1—Training Costs The director of human resources was reviewing her training expenses for the past two years. Based on the last 12 months, she had budgeted the average cost of $98,000 each month。 but last month’s expenses were $105,000. She wanted to know what was different about last month and asked her staff to find out what had happened so they could avoid the problem in the future. a. Is last month’s data the result of special or mon causes? Why? b. Did the director of human resources take the appropriate type of action? c. What should she expect her monthly training costs to be? 8 5 0 0 09 0 0 0 09 5 0 0 01 0 0 0 0 01 0 5 0 0 01 1 0 0 0 0Expense ($$)JanFebMarAprMayJunJulAugSepOctNovDecJanFebMarAprMayJunJulAugSepOctNovDecMo n thI n d i v i d u a l s C h a r t o f T r a i n i n g E x p e n s e s L a st 2 Ye a r sA v e = 9 7 7 0 0U C L = 1 0 7 4 0 0L C L = 8 8 0 0 0 57 Comparing Specification Limits to Control Limits Unstable ( Not in control ) Stable (In control) Within spec limits Upper Spec Lower Spec Upper Spec Lower Spec UCL LCL UCL LCL Outside spec limits Upper Spec Lower Spec Upper Spec Lower Spec UCL LCL UCL LCL INSTRUCTOR NOTES: Have the students answer the questions. Consider letting them work with their teams. 58 Special Cause Tests 5. E xami ne th e result s.6. L ook at the sess i on w i nd ow .A speci al cause t hat i s s i gnaled by m ore than one test is m arked on thechart only by the l ow est number t est . F or exampl e, T est 8 fail ed at point s30, 31, 32, and 33, but t hos e poi nt s ar e not l abel ed ? ? beca us e t heyal ready fail ed T est s 2, 5, an d/or 6.3331292725232119171513119753Su b g ro u p 16543210Individual ValueOct18Oct4Sep20Sep6Aug23Aug9Jul26Jul12Jun28Jun14May31May17May3Apr19Apr5Mar22Mar8D a t eI C h a r t fo r D o w n tim e66661565652X= 3 . 6 4 53 . 0 SL =5 . 8 3 13 . 0 SL =1 . 4 6 0Number sin d ic a tew h ic hte st s a r evi o la te dTh e s h ift in t h eprocess averageis s ig n a le d inm a n y w a ys . Th ee a r lie st s ig n a l i s ap o in t o u ts id e t h elim its ( Te st 1 ) .Th e n e xt s ig n a lsco m e f r o m T e st s5 a n d 6 . Ye ta n o th e r s ig n a lsh o w s u p a s Te st2 ( e ig h t p o in ts o nsa m e s id e o fce n te r lin e ) .TEST 1. One point more than sigmas from center line.Test Failed at points: 27TEST 2. 8 points in a row on same side of center line.Test Failed at points: 33TEST 5. 2 out of 3 points more than 2 sigmas from center line (on one side of CL).Test Failed at points: 27 28 30 32TEST 6. 4 out of 5 points more than 1 sigma from center line (on one side of CL).Test Fa