問題解決七步培訓(xùn)ppt課件

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7-STEP PROBLEM SOLVING PROCESS 七步問題解決過程,1,WHY TO USE 7-STEP PROBLEM SOLVING PROCESS? 為什么使用七步問題解決過程？,Collection and analysis of information is easier. You can recognize important problems. Complex problems can be systematically analyzed. Easier to find the real cause(s) of the problem. Problem will be solved - not only the symptoms. No extra work caused by unplanned actions. You can follow the results. Team work is more effective. Solution of problems gives a positive reward to team members Provides a common language,信息的收集和分析是比較容易的。 能夠認(rèn)識到重要的問題。 復(fù)雜的問題能被系統(tǒng)的分析。 輕松的發(fā)現(xiàn)問題的真正原因。 問題將被解決 – 不只是問題的表面。 沒有無計(jì)劃的措施導(dǎo)致額外的工作。 能夠追尋到問題的因果。 團(tuán)隊(duì)工作是更有效的。 問題的解決給了團(tuán)隊(duì)成員以激勵。 體現(xiàn)了解決問題的通用語言。,,,,,,,,,,,,,,,Identify Problem,Analyze Problem,Determine Causes,Develop Solutions,Plan Action,Implement Solution,Evaluate Outcome,1,2,3,4,5,6,7,2,7 STEPS TO PROBLEM SOLVING 問題解決七步驟,1. Define the area for improvement - identify problem 2. Analyze problems by studying the current data 3. Determine cause 4. Develop (create/select) solutions 5. Plan actions 6. Implement solutions 7. Evaluate outcome,1. 為改善確定范圍- 識別問題 2. 通過研究當(dāng)前的數(shù)據(jù)來分析問題 3. 確定原因 4. 展開（建立、選擇）解決方案 5. 對策計(jì)劃 6. 實(shí)施解決方案 7. 評估結(jié)果,識別問題,分析問題,確定問題,開發(fā)對策,評估結(jié)果,實(shí)施對策,對策計(jì)劃,3,1. Identify Problem 1、識別問題,Key activities關(guān)鍵活動 Define the area for improvement 定義改善的范圍 Reduce complex situations to simple workable elements 去除復(fù)雜的情形，變簡單的可操作的要素 Define improvement areas in order of priority 定義改善范圍的優(yōu)先順序 Define the problem 定義問題 Designate milestones and targets確定里程碑和目標(biāo) Tools工具 Brainstorming頭腦風(fēng)暴 Pareto Chart柏拉圖 Supporting material支持材料 Problem Definition Guidelines問題定義規(guī)范 Step 1 Checklist第一步檢查表,4,Brainstorming 頭腦風(fēng)暴,Everybody speaks in turn.所有人依順序發(fā)言。 Only one idea at time.每次只提一個意見 Wait for your turn.等待下次發(fā)言 You can miss your turn if you wish.可以放棄自己的發(fā)言機(jī)會 Explain, but don’t discuss.可能說明，但不能爭吵 Do not criticize the ideas of others.不要批準(zhǔn)別人的意見 Gather as many ideas as possible.盡可能的綜合各位盡量多的意見 Improve upon other’s ideas.對別人的意見加以改進(jìn) Encourage wild ideas.鼓勵更多的意見,5,Pareto chart 柏拉圖,體現(xiàn)20/80- rule: 20% 的問題造成 80% 成本. 幫助我們定義哪 些問題優(yōu)先解決.,6,統(tǒng) 計(jì) 表,,,,,,,,,,,,,,,,,,,300,225,150,75,0,100,75,50,25,不良數(shù),不良率%,材料不良,尺寸不良,裝配不良,形狀不良,其他,,,,,Pareto chart 柏拉圖,WHAT IS A PROBLEM? 什么是一個問題？,The difference between a desired, expected or normal situation and what is actually happening 比較想要得到的，期望或正常狀態(tài)，并確定實(shí)際正在發(fā)生什么。,,,,,,,,Time,Normal,Actual,Perf.,GAP,8,Problem definition 定義問題,is a description of the problem.是一個問題的描述 describes the gap between what is and what should be, i.e. “actual” and “planned”.描述對于實(shí)際是什么或應(yīng)該是什么的比較差距 expresses the what, who, when and where of the problem.用什么、誰、何時及哪兒來表達(dá)問題 shows the problem, not the cause or implied solution.顯示問題，不是原因或隱含的解決方案。 includes quantities; how often, how much, when etc.包括數(shù)據(jù)、頻率、厲時等 requires exact terms.要求準(zhǔn)確的時間段 is not a question.不是一個詢問。 tells you why the problem is important. 說明為什么這個問題是重要的。,9,Current state當(dāng)前: Shipments are arriving to customers too late and at too high a cost出貨交付太晚并支付高成本 Desired state期望: Prompt customer delivery at minimal cost 推動較低成本的交付 Operative term運(yùn)作條件: Operational definition操作內(nèi)容:,Prompt促使 Customer顧客 Delivery交付 Minimal Cost 最少成本,Within 2 days regardless of destination or size of order/shipment不管交付目的地或訂單量都在2天內(nèi)交付 Users of our electronic products; sales centers我們的電子產(chǎn)品使用者、銷售中心 Mail, express delivery, or special delivery depending on customer locale or delivery destination郵寄、快遞或在客戶現(xiàn)場、交付地點(diǎn)的特殊交付 Not to exceed 3 % of sales price per unit不得超過售價的3%,How to Write a Problem Statement 如何去寫一個問題的描述,10,Current State當(dāng)前狀態(tài): Electronic product shipments are being delivered to customers in an average of 14 days time and at an average cost of 13 % of the sales unit price. 電子產(chǎn)品出貨平均14天并且平均交付成本是售價的13%。 Desired State期望狀態(tài): Prompt delivery of within 2 days, at a price not to exceed 3 % of the unit sales price.達(dá)到交付在2個工作日內(nèi)且價格不超 過售價的3%。 Problem/GAP Statement問題、差距描述： Improve product shipment performance from now 14 days to under 2 days, while reducing the total cost per shipment from now 13 % to no more than 3% of the unit sales price, within the next 30 days. 在下個月內(nèi)，改善產(chǎn)品出貨績效從現(xiàn)在的14個工作日到2個工作日內(nèi)到達(dá)，并且減少交付總成本從現(xiàn)在的13%到不超過3%的售價。,Sample Problem Statement 問題描述舉例,11,2. Analyze Problem 分析問題,Key activities關(guān)鍵活動 Collect and analyze data about the problem or the process 收集和分析關(guān)于問題或過程的數(shù)據(jù) Describe and visualize the present status描述或顯現(xiàn)現(xiàn)場的狀態(tài) Identify potential root causes識別潛在的真正的原因 Tools工具 Process mapping, flow chart過程地圖、流程圖 Graphs圖表分析 Histogram直方圖 Supporting material支持材料 Problem Selection Worksheet問題選定工作表 Step 2 checklist步驟二檢查表,12,Process Mapping 過程地圖,Process Mapping過程地圖 Purpose目的:The purpose of process mapping is to create a visual representation of how activities link together so that the process can be communicated or analyzed for improvement. 過程地圖的目的是建立直觀的，如連接在一起，以至過程能被溝通或?yàn)楦纳七M(jìn)行分析。 Overview簡介:A process map describes the activities carried out within an organization. 過程地圖描述了一個企業(yè)行業(yè)活動的執(zhí)行情況。 Each activity is represented by a box, with each box being linked together by the appropriate inputs and outputs. 每一個活動被描述成一個盒子，每一個盒子被 適當(dāng)?shù)妮斎胼敵鲦溄釉谝黄稹?This provides an easily understood representation of how an organization provides, or can be improved to provide outputs of value to a customer. 這樣提供了企業(yè)如何提供或能更好的提供價值輸出給客戶的一種容易理解的表達(dá)方法,13,Process Mapping 過程地圖,14,Love Match Process (2/2) 戀愛結(jié)婚過程,15,Large Quantities of Repair Process (2/2) 批量再作業(yè)流程,16,Graphs 圖表,PIE CHART圓形分格統(tǒng)計(jì)圖表 BAR CHART柱狀圖 LINE DIAGRAM推移圖,17,Call Frequency 呼叫頻率,Time of day,No. of Calls,18,The x－mR Chart 單值移動極差圖,19,Histogram 直方圖,The status of the production process can be assessed from the range and distribution of a certain variable. 生產(chǎn)過程的變差寬度和分布能夠被評審。 On the horizontal axis aforementioned variable is divided into size classes whilst the vertical axis represents the frequency. 水平軸的變量反應(yīng)尺寸分類，垂直軸變量表示頻率。,# of measurements classes less than 50 5 - 7 51-100 7 - 9 101-250 9 - 11 more than 250 11 - 15,20,Histogram: Some Examples 直方圖舉例,SL略大PL,SL遠(yuǎn)大于PL,PL偏離SL,PL大于SL,PL偏離SL,SL等于PL,21,The Process Model 過程模式,To get results, should we focus our behavior on the Y or X’s ? 為得到結(jié)果，我們應(yīng)關(guān)注我們的作為是在Y還是在X？,X1, X2, ., XN Input輸入 Process過程 Independent活躍的 Cause因素 Control控制,Y Output輸出 Dependent由過程決定的 Effect結(jié)果、效果 Monitor監(jiān)視,Y = f (X’s),22,The Need for Knowledge 必要的知識,We don’t know what we don’t know. We can’t act on what we don’t know. We won’t know until we search. We won’t search for what we don’t question. We don’t question what we don’t measure. Hence, We just don’t know. 我們不知道我們不知道 我們不知道也沒法知道 我們不知道除非我們調(diào)查 我們不想調(diào)查我們不懷疑 我們不懷疑我們未測量的 從此，我們只是不知道,What do you want to know ? 你想知道什么？,23,3. Determine Causes 確定原因,Key activities關(guān)鍵活動 Identify possible causes識別可能的原因 Analyze possible causes of the problem分析問題可能的原因 Select the most likely cause(s) for further investigations選擇最可能的原因做進(jìn)一步的研究 Identify/verify root cause(s)識別確認(rèn)真正原因 Tools工具 Brainstorming頭腦風(fēng)暴 Cause-and-Effect Diagram要因圖 Affinity Diagram親和圖 Interrelationship Diagram關(guān)聯(lián)圖 Why-Why Diagram and 5 Why‘s五Why 法 Supporting material支持資料 Step 3 checklist第三步檢查表,24,Cause-and-effect diagram 特性要因圖,a systematic way of looking at the causes and effects of the problem and how they are related一個探尋問題的原因與結(jié)果的關(guān)系的系統(tǒng)的方法 also known as a Fish-bone or Ishikawa diagram也叫魚骨圖或石川馨圖,4M1E = MEN人 METHODS法 MATERIALS料 MACHINES機(jī) + ENVIRONMENT環(huán) 4P’s = PEOPLE人 PRODUCT產(chǎn)品 PRICE價格 PROMOTION提升,,,,,,,,Effect or Outcome,Trunk,Primary Causal Factor,Main Branch,Minor Branch,,,,,Second-Level Causal Factors,,,,,Problem Statement (of identified GAP),,25,Cause-and-effect diagram 特性要因圖,26,Affinity Diagram 親和圖,This tool helps to define the forms and existence of issues or problems to analyzed by incorporating diagrams of interrelated statements of facts, opinions, or concepts. It is a useful way to help clarify thinking about intangible or unclear issues and anticipate areas of potential difficulty in the future. 這個工具通過對相關(guān)的事實(shí)、意見或觀點(diǎn)的描述，幫助理清復(fù)雜問題的客觀事實(shí)的格式，它是一個有用的方法來幫助離清難以或混雜問題的思維，預(yù)料將來潛在的難點(diǎn)范圍。 某公司老是發(fā)生交期不準(zhǔn)事件，屢次受到外部顧客的抱怨。請利用親和圖法尋找原因出自何處？提示目前收集到以下語言資料：1包裝錯誤、2鍋爐故障、3機(jī)器老舊、4物料延誤、5産品色澤太深、6經(jīng)常停電、7停水、8機(jī)器保養(yǎng)不周、9原料貯存變質(zhì)、10設(shè)備操作不當(dāng)、11人員疲勞、12工作環(huán)境差、13人員不足、14人員流動高、15訂單日期太近、16訂單臨時增加、17通知生産太遲、18産品重量不符合。,27,Affinity Diagram 親和圖,28,Interrelationships Diagram 關(guān)聯(lián)圖,The interrelationship diagram is used when the relationships among the effects and the causes, or the objectives and the methods, are complex and involved. This tool can help to facilitate problem solving by:當(dāng)結(jié)果與原因或目的與手段之是的關(guān)系是交錯復(fù)雜，糾結(jié)在一起時，關(guān)聯(lián)圖可以方便的通過以下解決問題：,extracting all possibly related causes 提煉所有可能的有關(guān)原因 showing causes simply and in free-form expressions 簡單的顯示原因并且自由的形式表現(xiàn) using arrows to clearly show cause-and-effect relationships 使用箭頭來清楚地顯示原因與結(jié)果的關(guān)系 showing a full overview and narrowing in on the main causes 表達(dá)從全局聚焦到一個主要的原因點(diǎn)上,29,Interrelationships Diagram 關(guān)聯(lián)圖,30,Why - Why Diagram 為什么－為什么分析,Brainstorm possible root causes集思盡可能的真正原因 Take each possible cause and ask why it is a cause of the problem 針對每一個可能的原因詢?yōu)槭裁词沁@個問題的原因。 Continue to challenge until a root cause(s) is found持續(xù)詢問直到真正原因浮現(xiàn),31,4. Develop solutions 展開解決方案,Key activities關(guān)鍵活動 State the root causes描述真正的原因 Develop possible solutions for corrective and/or preventive actions對糾正措施和或預(yù)防措施展開盡可能的解決方案 Agree upon the most suitable solution(s)對最可能的解決方案達(dá)成一致 Select and test solutions選擇并測試解決方案 Tools工具 Brainstorming頭腦風(fēng)暴 Double Team （2&2） Supporting material支持資料 Solution Selection Table解決方案選擇表 Step 4 checklist步驟4檢查表,32,How to perform a Double Team exercise 如果執(zhí)行2&2團(tuán)隊(duì),,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,3 - 5 Suggestions,,,,,,,,,,,,,,,,,3 - 5 Suggestions,,,,,,,,,,,,,,,,,Three Suggestions from,,,,,,,,,the 1. Double Team,,,,,,,,,,,Three Suggestions from,,,,,,,,,the 2. Double Team,,,,,,,,,,,,,,,,,3 - 5 Suggestions,,,,,,,,,,,,,,,,,3 - 5 Suggestions,,,,,,,,,,,,,,,,,,,,,,,,,,,,,33,34,Corrective or preventive action 糾正及預(yù)防措施,Both correct the situation均可糾正狀態(tài) Both can solve the problem均可解決問題 Both can affect cause(s), even root causes均能影響原因，甚至真因 Both have advantages and disadvantages均有其優(yōu)缺點(diǎn) Corrective Action: Action taken to eliminate the causes of a existing problem or nonconformity in order to fix the problem. 糾正措施：針對已發(fā)生的不合格的原因采取措施，以防不合格的再發(fā)生。 Preventive Action: Action taken to eliminate the causes of a existing/potential problem or nonconformity in order to prevent occurrence/recurrence. 預(yù)防措施：針對潛在的不合格原因采取措施，以防不合格的發(fā)生,35,5. Plan Action 行動計(jì)劃,Key activities 關(guān)鍵活動 Create a plan that will result in a successful implementation of the selected solution(s)建立一個計(jì)劃來確保成功實(shí)施所選擇的解決方案 Determine best way to implement solution 確定最好的方式來實(shí)施解決方案 Plan the strategy for implementation 為落實(shí)做戰(zhàn)略策劃 List possible problems in implementation 列出盡可能的實(shí)施風(fēng)險(xiǎn)或問題 Develop the complete overall action plan 展開全面的整體行動計(jì)劃 Determine measures (time, cost, quality) 確定測量的時間、成本及質(zhì)量 Tools工具 Stakeholder analysis掌柜分析 Risk analysis風(fēng)險(xiǎn)分析 Force Field Analysis力場分析 Gantt chart甘特圖,Supporting material Summary Plan template總計(jì)劃模板 Milestone chart里程計(jì)劃 Budget control sheet預(yù)算控制單 Step 5 checklist步驟五檢查表,36,Risk Management 風(fēng)險(xiǎn)管理,Purpose目的: The purpose of risk management is to improve the probability of completing a plan as expected by identifying and removing or reducing potential risks. 風(fēng)險(xiǎn)管理的目的是改進(jìn)一個完善計(jì)劃體無符合期望的可能性，旨在識別、消除或減少潛在的風(fēng)險(xiǎn)。 Overview簡介: No plan will run exactly as expected. There will always be some level of variation to what was expected. 沒有計(jì)劃是完美的。對于期望的總是有一些差異 Risk management is about trying to predict all the things that could go wrong or could effect the plan and then limiting the effect by either including activities to remove the cause or by monitoring the effect so that action can be taken before the plan becomes unachievable. 風(fēng)險(xiǎn)管理是關(guān)于試圖預(yù)測所有的可能變壞的事情或可能對計(jì)劃的影響，然后通過消除其原因或通過監(jiān)視其效果來限制其作用，在計(jì)劃變得不可達(dá)成之前，以至行動能被采取 Risk management is used initially to improve a project plan during the planning phase and then during the implementation phase to provide pre-prepared rectification actions. 風(fēng)險(xiǎn)管理應(yīng)用在策劃階段初期來改善一個項(xiàng)目計(jì)劃，然后在實(shí)施階段來提供有準(zhǔn)備的校正行動措施。,37,Risk Management 風(fēng)險(xiǎn)管理,,,,,,,,,,,,,,,,,,,,,,,,,,,The table becomes a record and preparation tool during the implementation phase. Document the potential risks from the brainstorm (step 1). 這個表成為一個在實(shí)施階段的記錄和 準(zhǔn)備工具。在解決問題第一步時，頭腦風(fēng)暴時就文件化這個潛在風(fēng)險(xiǎn) Consider how you will know if the potential risk actually occurs or what will trigger off the use of a contingency plan. 如果潛在的風(fēng)險(xiǎn)實(shí)際發(fā)生要考慮怎樣知道，或者將激發(fā)應(yīng)急計(jì)劃被使用。 Document the triggers and contingency plans for each of the identified risks. 為每一個潛在的風(fēng)險(xiǎn)文件化啟動機(jī)制及反應(yīng)計(jì)劃,38,Force Field Analysis 力場分析,Define your current situation.定義當(dāng)前的狀態(tài) Define where you want to be, what you want to achieve and/or what the situation would be.定義你想到哪兒，你想達(dá)到什么和/或期望的 Identify the forces -[either helping - (positive) or hindering - (negative)] 識別力量－[包括 支持力量－（積極的）或 反對力量－（消極的）] Record only existing forces, not planned只是登記現(xiàn)有的力量，不是計(jì)劃的力量 Identify your action areas to help you use the forces around you.識你周圍的行動范圍內(nèi)的有助于你使用的力量。,39,Example to Force Field Analysis 力場分析案例,Current Situation 當(dāng)前狀況,Future Situation 未來狀況,,Helping Forces支持力量,Hindering Forces阻礙力量,Competitors actions 競爭對手的行動,Customer Demands 客戶的需求,Marketing skills 營銷技術(shù),Advertising Agencies 廣告商,History of the company 公司的發(fā)展歷史,Management Incentives 管理者的動機(jī),Budget process 過程預(yù)算,,,,,,,,,,Human Resource 人力資源,,40,Action planning 行動計(jì)劃,Divide solution(s) into actions.細(xì)分行動步聚 Assign responsibilities.分配職能 Create a schedule.建立時程,WHO?,WHEN?,WHAT?,,,,Measure: Time Quality Cost,,,,,Time (25% improvement),Quality (50% reduction in expenses of quality failures),Cost (20% productivity improvement),41,Action planning 行動計(jì)劃,42,Gantt Chart 甘特圖,Purpose目的: The purpose of a Gantt chart is to display the relationships and durations of a series of tasks required to complete an overall project. 甘特圖的目的是為顯示實(shí)施一個完整的項(xiàng)目的任務(wù)要求的相互關(guān)系及時間段 Overview簡介: The principle benefit of a Gantt chart is its ability to show complex interrelated tasks fit together on a time line. Initially this can show how the tasks are expected to run. The Gantt chart can also be used to track progress and support alternative scenario planning.一個甘特圖的根本好外是它能展示復(fù)雜相互關(guān)聯(lián)的工作任務(wù)在一個時間軸上組合在一起。首先甘特圖能顯示如何被期望的運(yùn)行，也能被使用于任務(wù)步驟及支援事項(xiàng)的策劃。,43,6. Implement solution 實(shí)施解決方案,Key activities 關(guān)鍵活動 Correct the problem and provide a better alternative糾正問題并提供更好的選擇 Follow the implementation plan跟進(jìn)實(shí)施計(jì)劃 Maintain communication維護(hù)溝通 Collect data收集數(shù)據(jù) monitor, record, analyse監(jiān)視、記錄、分析 Look for improvement areas尋找改善點(diǎn) Tools Change management變更管理 Graphs, Histogram圖表分析、直方圖 Supporting material Change sheet變更單 Step 6 checklist第六步檢查表,44,6. Implement solution 實(shí)施解決方案,,45,7. Evaluate outcome 評估結(jié)果,Key activities關(guān)鍵的活動 Determine if problem is resolved確定問題是否被解決 Document the process and review reports文件化過程并評審報(bào)告 Give feedback給出反饋 Evaluate the results and put to use elsewhere as required = standardize評估結(jié)果并且橫向擴(kuò)展，即標(biāo)準(zhǔn)化。 Decide whether to initiate another problem solving project 決定是否要開始其它的問題解決項(xiàng)目 Tools工具 Graphs圖表分析 Histogram直方圖 Supporting material支持資料 Quality Improvement Story質(zhì)量改善履厲 Project completion checklist項(xiàng)目完成檢查表 Step 7 checklist第7步檢查表,46,7. Evaluate outcome 評估結(jié)果,47,Summary,48,Thank you !,多謝關(guān)注,49,