【正文】 故應(yīng)加入主動(dòng)型員工以配合active members are needed to work with reactive members對(duì)於前線人員為主時(shí)，應(yīng)配以中層人員，避免太多高層人員做成壓力facilitated by supervisory staff to avoid too much pressure from aboveFormalWin QITConsultantsJudge the appropriateness of limitation改善前及後之比較。Define limits與規(guī)格或標(biāo)準(zhǔn)值比較。FacilitatorLtd Detect distribution shapeFormalWinFind out if two or more types are clustered測(cè)知有沒有假數(shù)據(jù)。Predict process capability, a basis for process improvement計(jì)算產(chǎn)品不良率。FacilitatorLtdTraining柏拉圖的使用場(chǎng)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 improvementFormalWin QITConsultantsFacilitatorLtdIdentify problem items from the diagram, judge its impacts, and take corrective actions, this is also called ‘ABC diagram’ (value and attention in proportion)FormalWinFacilitatorLtd collect data， find out defect reasons, distribution, location, define major share causes, distribution and location in a diagramFormalWinFacilitatorLtd 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’FormalWinTraining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(guó)民所得的大部份集中於少數(shù)人。 QITConsultantsFacilitatorLtdTraining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 discussionFormalWin QITConsultantsFacilitatorLtdTraining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(chǎng)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 5MFormalWin 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 QITConsultantsFacilitatorLtdTraining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(jiǎn)介 )7tools (Briefing)FormalWin QITConsultantsFacilitatorLtdTrainingQC 七工具 7tools特性characteristics簡(jiǎn)單易用 (管制圖除外 )simple(except control chart) 特別合用於現(xiàn)場(chǎng)改善very suitable for gemba kaizen主要用於處理數(shù)值資料 (魚骨圖除外 )mainly used in handling numerical data(except fishbone)FormalWin QITConsultantsFacilitatorLtdTraining尋根方法 QC 七工具Getting to the root QC seven tools現(xiàn)場(chǎng)問題，現(xiàn)場(chǎng)解決 Gemba problem, Gemba solve實(shí)例分析 case anlaysis收集數(shù)據(jù) data collection以七工具分析 analysis by 7 tools訂立解決方案 plan the solutionFormalWin QITConsultantsFacilitatorLtdTraining改善的原則principles of improvement過程原則process principle品質(zhì)改進(jìn)可以是全過程或某一過程的改進(jìn)，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品質(zhì)改善專案法quality improvement task force method團(tuán)隊(duì)選定 select team現(xiàn)況調(diào)查 check present status現(xiàn)況分析 analysis題案確定 define project要因分析 causeandeffect analysis制定日程表 scheduling方案實(shí)施 implement結(jié)果跟進(jìn) followup標(biāo)準(zhǔn)化 standardize尋找改善的根源find sources of improvement自我的突破self breakthroughFormalWin QITConsultantsC 檢查工作、檢查工作、調(diào)查效果調(diào)查效果check, inspect行動(dòng)Action計(jì)劃Plan執(zhí)行Do檢討CheckPDCA 四個(gè)階段，八個(gè)步驟4 stages 8 steps P 分析現(xiàn)狀找出問題analysis分析產(chǎn)生問題的原因find causes找出主要原因find root causes制定計(jì)劃擬定措施plan and schedule行動(dòng)Action計(jì)劃Plan執(zhí)行Do檢討Checkcontinualcycle–FacilitatorLtdTraining3M 與 3K3M and 3KMUDA 無馱 (浪費(fèi) )MURA 無穩(wěn) (不規(guī)則 )MURI 無理 (過勞性 )Gemba kaizen checkpoints改善現(xiàn)場(chǎng)的查核點(diǎn)FormalWin QITConsultantsFacilitatorLtdTraining品質(zhì)改善目標(biāo)的準(zhǔn)則A guide to quality improvement objective S (Specific) : 目標(biāo)明確M(Measurable) : 目標(biāo)可量性A (Attainable) : 目標(biāo)經(jīng)努力可達(dá)成 R (Relevant) : 目標(biāo)需具價(jià)值性T (Time Table) : 目標(biāo)需以時(shí)間衡量 結(jié)果FormalWin QITConsultantsFacilitatorLtdTraining品質(zhì)改進(jìn)的層面quality improvement interface基層的品質(zhì)改進(jìn)問題front level quality improvement projects操作層的改進(jìn)，重點(diǎn)是提高過程實(shí)現(xiàn)的產(chǎn)品及日常工作品質(zhì)shopfloor level improvements, focus