8dreport(英文版本8D流程及报告解析).pptx
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8dreport(英文版本8D流程及报告解析).pptx
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8-DProblemSolvingProcess,ObjectivesProvidesparticipantswithhand-onexperienceusingasystematicprocessforresolvingcomplexcauseunknownsituations2.Theproblemsolvingprocessiscomposedof8systematicstepswithdecisionanalysisandproblemdefinitiontechniquesarefeatured.Itemphasizesonutilizationofcrossfunctionteamsandprovidesappropriatecompositionofthoseteams3.Thebusinessimpacttheachievementofsixsigmaqualityandultimatelytotalcustomersatisfactionbyutilizingaproblemsolvingprocesstofindrootcausesandachievepermanentsolutions,8-DProblemSolvingProcess,8-DProblemSolvingProcess,CourseOutline1.Apply8stepsystematicprocessinidentifying,correctionandresolvingcomplexproblem2.Choosetheappropriateanalyticalandsystematicteamthroughthe8steps3.Practiceusingthe8stepsreportingsystemincludingpreparationofaconcernanalysisreport4.Workingasateam,8-DProblemSolvingProcess,OverviewStep1:
TeamFormationStep2:
DescribetheIssueStep3:
ContainmentPlanStep4:
RootCauseAnalysisStep5:
CorrectiveActionPlanStep6:
PreventiveActionStep7:
VerificationStep8:
Congratulations,TABLEOFCONTENTS,8-DProblemSolvingProcessOverview,StructuredTeamProblemSolving,Objective-Touseefficient,data-basedapproachforproblemsolving&correctiveactionStrategiesLearnthesystematicstepsforeffectiveteam-orientedproblemsolvingUsetheapproachasframeworkforapplyingstatistical&qualitativemethodstoyourorganizationspriorityconcernReporttheresultsofyourproblem-solvingeffortsfordocumentation&futurereferenceContinuetoimproveyourorganizationbyapplyingthesemethods,projectbyprojecttoeachconcernonprioritylist,8-DProblemSolvingProcess,Usethe8STEPPROBLEMSOLVINGprocessonlywhenthecauseisunknown!
8-DProblemSolvingProcessInhibitors,1.ProblemDescribedIncorrectly-problemdescriptionwasnotclearenoughinscopefortheteamtohandle2.Problem-SolvingEffortRushed-toobtainaquicksolution,stepsintheproblem-solvingprocesswereskipped3.PoorTeamParticipation-teammemberdidnotparticipateeffectively4.NoLogicalProcess-adisciplinedsystemtoprioritize,analyze&reviewproblemwasnotavailable,8-DProblemSolvingProcessInhibitors,5.LackofTechnicalSkills-statistics&problem-solvingmethodswerenotknowbyteammembers6.ManagementsImpatience-alllevelsofmanagementdemandtoknowexactlywhenaproblemwillbesolved.7.Mis-identifiedRootCause-apotentialcauseiscauseidentifiedasarootcause,concludingtheprobleminvestigation8.PermanentCorrectiveActionNotImplemented-arootcausemaybeidentified,butnoactiontakentoimplementthepermanentcorrectiveactions,8-DProblemSolvingProcess,-Systematic,yetflexible-Superiorusualmethods-Efficientinterdepartmentalcommunication-Widespreadfamiliarity-Effectivemanagementevaluation&control-Moreskills&creativity-Buy-ineasesimplementation-Gooddataisindisputable-Eliminatespersonalbiases-TiedDemmingphilosophy-Powerful&commonlyavailablestatisticaltoolsSTEPSprovidesframeworkforapplicationofmethods-StandardformatforreportingallactionLaterreferenceprovidesinsighttoproblemsolution,Provideastructure,Commonapproach,Teamwork,Factbased,Qualitymethod,Documentation,8-DProblemSolvingProcess-ApplyingSteps,PredicatedonteamapproachUseforacauseunknownsituationwhereyouareconcernMustbedriventop-downtoprovideadequateresourcesManagementbyfactanddataRequireactionplanninganddocumentationforeachstepFocusoneffectivelyusingtheprocessnotonwritingthereportNopreconceptions!
Step1-InitiateProjectTeam,ObjectiveToestablishateamofgroupofpeoplewithproduct&processknowledge,skillintheappropriatetechnicaldisciplinesandallocatedtimeandauthoritytotakeneededactiontosolvetheproblemSupportingConceptsandMethodsEmployeeinvolvement/participative,managementTeamLeadershipskillforgroupdynamicMeetingfacilitationskills,8-DProblemSolvingProcess-STEP1TeamFormation,Step1-Action&Issue,ManagementmustdetermineiftheinitialstatementofconcernisworthfurtherproblemsolvinginvestigationManagementwilldesignatetheirstafftosponsortheteamasa“champion”Teammembershallbedesignated,representingalldepartmentsthatmaybeconcernedwiththeproblemManagementshallidentifytheexpectedtimecommitmentfromteammemberandmakearrangementforpeoplestimeavailabilityTeammembermustreachconsensusonamissionstatement&goals,anddocumentitinwriting,8-DProblemSolvingProcess-STEP1TeamFormation,Step1-TeamComposition,MembersGoodteammemberarepersonswhoare:
willingtocontributecapableofdiagnosingproblemtrainableintheuseofimprovementmethodsteamplayers,ratherthango-it-aloneTeamSize5-9memberisoptimum,8-DProblemSolvingProcess-STEP1TeamFormation,Step1-UseTeamApproach,8-DProblemSolvingProcess-STEP1TeamFormation,-actionplanestablished-agendawrittenfornextmeeting-Minutesofpreviousmeetingavailable,Step1-UseTeamApproach,8-DProblemSolvingProcess-STEP1TeamFormation,PoweroftheTeamApproach,Commitmentfrommanydisciplines(expertise)breaksdowninherentbarriersdiversityofknowledge&expertisehighmoralewiderangeofideas&observationsopen,honestcommunicationpositiveconfrontation-“norightanswer”everyonehassomethingtocontribute,Step1-UseTeamApproach,8-DProblemSolvingProcess-STEP1TeamFormation,8-DProblemSolvingProcess-STEP1TeamFormation,Step1-UseTeamApproach,WhyTeamsMayFail,Noleaderempoweredtoimplementideaspersonalityconflicts,domination,byonemember,negativeattitudesexcessivemanagementexpectations,notenoughtimeinsufficientproblemsolvingskillsbymembersundefinedprogress-nosenseofurgency,nogoalslackofdata/facts,notsharedbyall,8-DProblemSolvingProcess-STEP1RequirementsforSuccess,Step1-UseTeamApproach,8-DProblemSolvingProcess-HintsforProblemSolving,PrioritiesParticipationFocusedActivityCausalAnalysisLeadership,8-DProblemSolvingProcess-TeamworkforProblemSolving,-consensusdecision-making-”buyin”tochange-jobenrichment,AdvantagesofTeams,8-DProblemSolvingProcess,Step1-TeamworkRoles,LEADER,-Empoweredtoholdmeeting&testtheories-spokespersonfortheteam-hastheday-to-dayauthority&responsibleforoverallcoordination,PARTICIPANTS,-diversebackgrounds/responsibilities;-expertsfromthefloorresponsibleforcarryingoutassignments-receptivetotheconsensusdecisionmakingprocess-keepsopenmindonpossibilities,8-DProblemSolvingProcess,Step1-TeamworkBuilding,COMMITMENTCOMMUNICATIONLEADERSHIPMEETINGEFFECTIVESSRECOGNITION&FEEBACKCONFLICTRESOLUTIONCONSENSUALDECISIONMAKING,8-DProblemSolvingProcess-STEP2DescribeTheIssue,Step2-DefinetheProblem,Objective,Todeterminetheextentoftheproblem&itseffectsinquantifiabletermsresultinginanarrowerfocusforcontainmentandcause-findingefforts,SupportingConceptsandMethods,Processflowchartsis/isnotanalysischecksheetsparetodiagramscontrolcharts,“Aproblemwelldefinedisaproblemhalf-solved”,8-DProblemSolvingProcess-STEP2DescribeTheIssue,Step2-DefinetheProblem,Procedure,1.CustomerComplaint2.5W,2H3.Subdivide4.DeviationsStatement-includebenchmark-prioritize-decideonteamtoaddress-onedeviationperstatement5.DataCollectionDefine6.Operational-flowdiagram-wording-collect-fourdimensions-stratify-summarize7.ComparativeAnalysis8.ReviseProblem-is/isnot-STATEMENT-tableofknownfacts,8-DProblemSolvingProcess-STEP2DescribeTheIssue,Step2-DefinetheProblem,Procedure,1.CUSTOMERCOMPLAINTdescribethesymptomsexperiencedbythecustomer(user)intheirtermsmakesurethecustomercomplaintisclearlyunderstood-fromthecustomersviewpointsearchforcomparativesituations,8-DProblemSolvingProcess-STEP2DescribeTheIssue,Step2-DefinetheProblem,Procedure,8-DProblemSolvingProcess-STEP2DescribeTheIssue,Step2-DefinetheProblem,2.5W,2H,Who?
IdentifythecustomerswhoarecomplainingWhat?
WhatistheprobleminoperationaldefinitionsWhere?
IdentifydefectlocationsWhen?
IdentifythetimewhentheproblemstartedWhy?
StateanyknownexplanationsoftheproblemHow?
IdentifythesituationsormodeofoperationproblemoccurredHowmany?
Quantifytheextent&severityoftheproblem,Procedure,8-DProblemSolvingProcess-STEP2DescribeTheIssue,Step2-DefinetheProblem,3.SUBDIVIDEASKSOMESEPARATIONQUESTIONS-whatisreallytroublingus?
-willoneactioncorrectourproblem?
-howmanythingsarewediscussing?
Etc?
PRIORITIZE-probablecustomerimpact-probablenegativegrowth-impactonpeople,productivity,resourcesDECIDEONTEAM-ifsubdividedproblemareverydiverse,beappropriatetoformadditionalteams,Procedure,8-DProblemSolvingProcess-STEP2DescribeTheIssue,Step2-DefinetheProblem,4.DevelopDeviationStatementtheexpressionofthedifferencebetweenwhatshouldhavehappened(whatwasexpectedtohappen)&whatactualhappenedincludesthebenchmarkforgoodperformancetoprovideabasisofcomparisoncontainsreferencetoonedeviationonly.Writeasmanydeviationstatementsasareneeded,Procedure,8-DProblemSolvingProcess-STEP2DescribeTheIssue,Step2-DefinetheProblem,5.DATACOLLECTIONFlowChart-processflowchartthatdetailsallalternativeprocesspathsCollectthedata-anticipatethetypeofknowledgetobegained-decidewhatdatawillbecollected-decidewhowillcollectthedata-decidewhen,where&howdatawillbecollected-decidewhowillanalysisthedata-collectthedataassoonaspossibleStratify-stratifythedataintoseparateprocessstreamSummarize-summarizetheevidenceoftheproblemtoestablishbaseline,Procedure,8-DProblemSolvingProcess-STEP2DescribeTheIssue,Step2-DefinetheProblem,6.OPERATIONALDEFINITION,BeSpecific!
BeConcise
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