QIT-Facilitator-Training-QIT促进员培训

按一下以編輯母片標題樣式,按一下以編輯母片,第二層,第三層,第四層,第五層,FormalWin Consultants Ltd QIT Facilitator Training,QIT Facilitator TrainingQIT,促進員培訓,1,QIT & ImprovementQIT 與改善,2,QQuality 品質,什麼是品質,What is Quality,顧客滿意的產品或服務,Customer satisfied product or service,什麼是顧客,who is customer,接收產品/服務的組織或人,the person/organization who receives product/service,優質的要求,requirements of excellent quality,物超所值,superb value,I Improvement 改進,改進是指為改善產品的特性和(或)提高用於生產和交付產品的過程的有效性和效率所開展的活動，必要時，對結果進行評審，以確進一步的機會審核、顧客反饋和品質管理體系評審也可用於識別這些機會改進是一種持續的活動。,Improvement refers to the actions taken to enhance the features and characteristics of products and/or increase the effectiveness and efficiency of processes used to produce and deliver them Results are reviewed, as necessary, to determine further opportunities for improvement. Audits, customer feedback and review of the quality management system can also be used to identify opportunities. Improvement is a continual activity.,ISO-9000:2000 3.9,T-Team 團隊,二人或以上,never alone,方向一致,unified goals,共同目標,unified objectives,資源共享,share resources,榮辱與共,share pride,各司其職,division of work,各盡其責,QIT-品質改善小組,由個別部們或跨功能小組,對品質作出長期或短期改善活動,functional or cross-functional teams, long-term or short-term quality improvement activities,以小組形式活動，透過定期會議及其他活動,act as a team, through periodic meetings or other activities,跨功能(部門)管理,Cross-functional(departmental)management,改善工作重點是TQM ，而達到目標，必須跨越各功能性部門之間障礙。如品質問題非由品管部門獨自負責。,Focus at TQM, to achieve objectives, must cross functional barriers. Quality problems are not the responsibility of one department alone.,跨功能(部門)管理,Cross-functional(departmental)management,跨功能管理是指為達成QCDMS跨越部門之間管理活動。,Cross-functional management means to achieve QCDMS across the departments,改善觀念Improve attitude,改善與管理,Kaizen and management,過程與結果,process and result,遵循 PDCA循環/ SDCA循環,follow PDCA/SDCA,品質第一,Quality first,用數據說話,talk with figures,下一制程就是顧客,the next process is customer,品質改進的定義,Quality improvement defined,品質改進,quality improvement,品質管理中致力於提高有效性和效率的部份,the part in quality management that deals with effectiveness and efficiency,有效性,effectiveness,完成所策劃的活動並達到所策劃的結果程度的度量,a measure of achieving planned activities and get results,ISO:9000 2.2.12-14,品質改進的定義,Quality improvement defined,效率,efficiency,所達到的結果與所用的資源之間的關係,relationship between results achieved and resources used,ISO:9000 2.2.12-14,品質改進的杠杆原理,Quality improvement leverage theory,交付 deliver,品質問題,quality problem,制造 production,流程設計 process design,產品/服務設計,product/service design,事後糾正 corrective action,客方,customer,組織,organisation,設計design,過程控制process control,12,維持與改進Maintenance and improvement,維持是依照標準的作業程序來工作；,maintenance is operate according to instructions,改進是以改進現有標準為目標的活動。,Improvement is improve the existing instructions or standards,創新與改進之分別Innovation and improvement,創新,Innovation,則是借助大筆資源投資於新技術或設備，而產生急劇變化的改進,Capital investment in technology and equipment, big changes take place,創新與改進之分別Innovation and improvement,改進,Improvement,是強調以員工的努力、士氣、溝通、訓練、團隊、參與及自律來達成目標，由於持續不斷的努力，所產生的是小步伐改進，而遂次累積而成,Stress employee contribution, morale, communication, training, team work and self-discipline to achieve results. As the effort is continual, small steps can be accumulated.,創新、改進、維持、概念圖innovation, improvement, maintenance concept diagram,（今井正明 Gemba Kaizen,著）,高層管理,senior management,中階管理,middle management,督導人員,supervisory staff,作業人員,operating level,維持,Maintenance,創新,Innovation,改進,Improvement,16,持續改進,Continual Improvement,是一種以追求更高的過程效果和效率為目標的持續活動,。,Is a series of activities in pursue of higher process efficiency and efficiency,為何要持續改進?why continual improvement,顧客的需要在變化,customer requirements are changing,社會在進步,the society is progressing,技術在發展,technology is development,競爭對手不斷增強,competition is increasing,品質改進的層面quality improvement interface,高層的品質改進項目,senior management quality improvement projects,管理上決策問題及技術上的設計問題,management decisions and technical design problems,品質改進的層面quality improvement interface,中層的品質改進問題,middle management quality improvement projects,方針目標的落實、策略上制定及指導和組織改進的進行充分發揮資源整體的效用,quality policy and objectives planning, implementation preparation and instruction, overall effective deployment of resources,品質改進的層面quality improvement interface,基層的品質改進問題,front level quality improvement projects,操作層的改進，重點是提高過程實現的產品及日常工作品質,shopfloor level improvements, focus at process improvement and daily quality work,改進的目標The objective of quality improvement,QUALITY,提升品質,COSTING,降低成本,DELIVERY,準時交付,SERVICE,優質服務,MANAGEMENT,有效管理,品質改善目標的準則A guide to quality improvement objective,S (Specific),: 目標明確,M(Measurable),: 目標可量性,A (Attainable),: 目標經努力可達成,R (Relevant),: 目標需具價值性,T (Time Table),: 目標需以時間衡量 結果,持續改進的對象Continual improvement Objects,MAN,人員,MACHINE,設備,MATERIAL,物料,METHOD,方法,ENVIRONMENT,環境,3M 與 3K3M and 3K,MUDA,-無馱 (浪費),MURA,-無穩 (不規則),MURI,-無理 (過勞性),Gemba kaizen checkpoints,改善現場的查核點,3M 與 3K3M and 3K,KIKEN,-危險,KITANAI,-髒污,KITSUI,-勞累,common faults are the reverse of ideal,現場慣見現象，是理想現場的反面,The Step Of QIT QIT 的步驟,27,管理循環 持續改進,management cycle - continual improving,行動,Action,計劃,Plan,執行,Do,檢討,Check,DEMING CYCLE 戴明循環圖,行動,Action,計劃,Plan,執行,Do,檢討,Check,行動,Action,計劃,Plan,執行,Do,檢討,Check,PDCA 四個階段，八個步驟4 stages 8 steps,P,分析現狀找出問題,analysis,分析產生問題的原因,find causes,找出主要原因,find root causes,制定計劃擬定措施,plan and schedule,D,執行計劃、實施措施,implement,C,檢查工作、調查效果,check, inspect,A,標準化,standardize,穩固成績,ensure results,遺留問題,next problem,轉到下期,go to next stage,29,品質改善專案法,quality improvement task force method,團隊選定,select team,現況調查,check present status,現況分析,analysis,題案確定,define project,要因分析,cause-and-effect analysis,制定日程表,scheduling,方案實施,implement,結果跟進,follow-up,標準化,standardize,尋找改善的根源find sources of improvement,自我的突破self breakthrough,31,改善的原則principles of improvement,管理突破原則,the breakthrough principle:,對舊的標準水平作出衡量，從而追求較,高的品質水平要求,measure the existing standard level, pursue higher standard level,改善的原則principles of improvement,過程原則,process principle,品質改進可以是全過程或某一過程的改進，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,改善的原則principles of improvement,預防原則,the principle of prevention,品質改進應致力經常性尋找改進機會，而不只是等待問題暴露再去找機遇，預防及糾正措施是品質改進的關鍵問題,quality improvement is continual looking for opportunities to improve, not to wait until problems surfaced. Corrective and preventive actions are critical,尋根方法 - QC 七工具Getting to the root - QC seven tools,現場問題，現場解決,Gemba problem,Gemba solve,實例分析,case anlaysis,收集數據,data collection,以七工具分析,analysis by 7,tools,訂立解決方案,plan the solution,QC 七工具(計算及實踐)7-tools(calculate and implement),典型流程,standard flow,QC 七工具 7-tools,特性,characteristics,簡單易用(管制圖除外),simple(except control chart),特別合用於現場改善,very suitable for gemba kaizen,主要用於處理數值資料(魚骨圖除外),mainly used in handling numerical data(except fish-bone),QC 七工具(簡介)7-tools (Briefing),魚骨圖 - 現象分析及分類工具,fish-bone diagram a status analysis and categorization tool,檢查表 - 收集及檢查工具,check list a collection and inspection tool,柏拉圖 - 定出重要少數及行動先後的工具,perato diagram a tool to define critical few and action priority,散佈圖 - 定出兩個參數間關係的工具,scatter diagram a tool to define the relationship between two factors,QC 七工具(簡介)7-tools (Briefing),層別法 - 判斷混合數據有否層級的工具,stratter diagram a tool to judge if mixed data exist strater,直方圖 - 群組的分佈狀況判斷工具,histogram a tool to judge data group scatter,控制圖 - 判斷實時製程波動的工具,control diagram a tool to indicate real-time fluctuation,QC 七工具(簡介)7-tools (Briefing),特性要因圖,cause and effect diagram,又稱魚骨圖因連結結果與原因及效果，狀似魚骨,(fish-bone) showing the relationship between the cause and its effects,石川馨教授創於 1952 年,特性要因圖,cause and effect diagram,決定問題 (激盪法),define problem(brain-stroming),起骨、分類、大骨、中骨、小骨,initial bone,classify, big bone, middle bone, small bone,集中式思考，定出重點順序,concentration, define sequence,特性要因圖,cause and effect diagram,用5H1W法逐項列出問題點,list problem points, make use of 5H1W,原因解釋愈細愈好,detail explaination,以現場第一線問題先作考慮,on-site, front-line is the priority,用5M選題法表決優先處理問題,prioritize by 5M,特性要因圖,cause-and-effect diagram,要因圖特性,cause-and-effect characteristics,以現象第一線所發生問題作考慮,consider what is happening on-site,是一種教育經驗,an educational experience,是討論問題的捷徑,a fast track for problem discussion,要因圖特性,cause-and-effect characteristics,表現出分析水準,an indication of ability to analyze,展現問題的因果關係、工作層次,indicate cause and effect of a problem, action levels,柏拉圖,Pareto diagram,意大利經濟學者Etlaian economist V. Pareto (1848-1923)於1897年分析其社會經濟結構，發現國民所得的大部份集中於少數人。於是將所得大小與擁有所得之關係以一方程式表示，稱為柏拉法則。,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 wealth.this is the so called pareto principle,柏拉圖的原理,the pareto principle,根據所收集數據按不良原因、不良狀況、不良發生位置等不同區分標準，以尋求佔最大比率的原因、狀況或位置的一種圖形。,collect data， find out defect reasons, distribution, location, define major share causes, distribution and location in a diagram,柏拉圖的原理,the pareto principle,從圖中可看出那一項目有問題，其影響程度如何，以判斷問題的癥結點，並針對問題點採取改善措施，故又稱ABC圖(依價值的大小而付出不同的努力)。,Identify problem items from the diagram, judge its impacts, and take corrective actions, this is also called ABC diagram (value and attention in proportion),其他項目在最末,各柱位最好連合一起，寬度一致，以顏色別,累計百分比,統計目標,分類,最大值在左，順延向右,標題,斜度漸減的折線,柏拉圖的製作,prepare a pareto diagram,柏拉圖的使用場合,when to use pareto diagram,處理大量現存資料的工具,handle large quantity of data,表達總體數據分佈的工具,show overall data distribution,決定改善目標的先後定位,determine improvement priority,改善前後的比較,compare before and after improvement,直方圖功能,what a historgram can do,測知製程能力，作為製程改善依據。,Predict process capability, a basis for process improvement,計算產品不良率。,Calculate product defect,調查是否混入兩個以上不同群體。,Find out if two or more types are clustered,測知有沒有假數據。,Detect any false data,測知分配形態。,Detect distribution shape,直方圖功能,what a histogram can do,藉以訂定規格界限。,Define limits,與規格或標準值比較。,Compare with standards or specifications,研判所設界限是否恰當。,Judge the appropriateness of limitation,改善前及後之比較。,Compare before and after,團隊選定- 人才梯隊準備Team selection -prepare the successions,54,課題類型與人員選定project type and member selection,現場型以現場流程改善為主,Gemba type -aiming at gemba processes,改善活動明確，以前線作業人員為主力，輔以技術及支援人員,definate, front-line, supported by technical and admin. staff,成員中加入具潛質員工，利用改善活動作進階培訓,members include potential operators for promotion,由於前線人員多屬配合型，故應加入主動型員工以配合,active members are needed to work with reactive members,對於前線人員為主時，應配以中層人員，避免太多高層人員做成壓力,facilitated by supervisory staff to avoid too much pressure from above,攻關型著重技術難度較大的改進,breakthrough - type focus on technical problems,以技術人員為主力，前線員工作數據提供，支援人員應具相當技術知識.,lead by technical staff, front-line provide data, admin. provide information,技術活動進度較慢及資源運用難控制，高層的參與起一定積極作用,may be slow, senior management involvement is motivate,對攻關型課題，如資深員工較多時，當收事倍工半之效,more experience staff participation is advantageous,課題類型與人員選定project type and member selection,管理型主要為管理層的專業改善,management type - management performance improvement,課題內容涉及管理決策，應以中層以上管理人員，高層參與度比例較大,involve management decision, senior management must participate,參與人員應以活躍型及主動型,members are more active,加入明日之星的管理人員，對其信心增加起積極作用,involve management stars are motivating,涉及資源較多時,應考慮加入財務人員，以計算效益,may need more resources, finance people could be a member,課題類型與人員選定project type and member selection,服務型內部或外部的協調的改善,service type - internal and external co-ordination,以支援部門及前線人員為主，配合技術人員,mainly admin. and front-line staff, supported by technical staff,參與人員活躍性比例較重,active members,如涉及外部客戶，應考慮高層參與,if involve customers, senior participation is needed,經驗員工為主幹，輔以資深員工,experienced staff and operators preferred,課題類型與人員選定project type and member selection,選擇隊員禁忌dont in member selection,換將不換兵,change the captain but not the solders,能者多(癆),the capable does everything,個人英雄,individualism,拉雜成軍,un-trained,排斥異己,play circle game,強行拉扶,unwillingness,選定課題要點5M 選題法project selection 5M method,60,選題Selection,積極選題改進效率，製程，質量目標,improvement topics - Improve efficiency, process, quality objectives,改善選題 3M, 3K, 各式不良,correction topics 3M, 3K any defects,5M選題,Manageable,力之所及,Measurable,有數得計,Moderate Duration,需時適中,Management Appreciation,公司賞識,Members Pride,圈以自豪,課題內容分類project classification by content,管理型,management type,服務型,service type,技術型,technical type,現場型,gemba type,積極型,improvement type,改善型,corrective type,課題性質分類project classification by nature,積極型improvement type,精益求精,even better,預防勝於治療,preventive measures,洞悉先機,predicting,自我增值,add-value,鋪橋搭路,path-the-way,改善型corrective type,錯誤中的改善,after a mistake,舉一反三的改善,learn from the lesson,警報式改善,pre warning,災難式改善,recover from disaster,5M 選題方法,Manageable,力之所及,Measurable,有數得計,Moderate Duration,需時適中,Management Appreciation,公司賞識,Members Pride,圈以自豪,力之所及Manageable,組員整體能力,overall ability of the team members,進度可控制能力,progress control,對課題的熟悉程度,knowledge of the subject matter,資源的配合,resources availability,資料數據的可靠性,data reliability,有數得計Measurable,結果可否量化成績,are the results quantifiable,對課題的量化程度,are the subject quantifiable,資源要求的量化,are the resources quantifiable,資料數據的統計的充足,are the data analysis adequate,需時適中Moderate Duration,時間與組員是否配合,members matching the timing ?,過長時間影響士氣,too long may affect morale,有否足夠時間完成,adequate time to complete the work?,考慮進行時與日常工作的配合,consider effects to daily operation,公司賞識Management Appreciation,與公司的方針是否配合,is it consistent with company policy,對公司有否實際利益,is there real benefits to company,與公司近期或遠期發展的配合,is it consistent with short and long term development,有否與公司文化沖突,any conflict with company culture,擬定期劃書一切由成本開始prepare the project plan - everything starts with costs,71,專案計劃書注意事項project case-,開支預算,expenses,人員工時 - 預計會議及整理資料工時,work-hours - meetings and materials handling,設備費 - 增加或租借費用,equipment fee - buy or rent,專案計劃書注意事項project case-,工具費如夾具或工具,tools feed- fixters and jigs,資財費(雜項) -如磁碟 , 影印費.等,other fees diskettes, copying.,效果設定,define results,即計算目標, 一般應數量化, 如時間, 百份率, 直/間成本等,set objectives, quantity, such as time, percentage, direct/indirect costs,主要行動 - 重點工作,major activity - important work,專案計劃書注意事項project case-,主要問題最大影響因素,major problem - important impact,大日程表中的小項目可能是輔助專案,items in the master plan could be sub-projects,專案計劃書注意事項project case-,專案推行project implementation,76,領導要點leadership rules,計劃要三思,think thrice,尋根須三問,ask thrice,執行5W1H,use 5W1H,會前檢查,會後檢討,check before meeting, review after meeting,時加激勵,motivate,安內協外,harmonize,團隊守則team rules,分工為合作,division of work is for co-operation,凡事必盡力,be serious,意見付建議,comment and suggest,數據須全真,data must be real,團隊守則team rules,報告精而簡,simple and short reports,到會必守時,be punctual,困難即提出,raise the problem points,檢討計劃review plans,設定分階段檢討,staged review,每一階段中,為一小循環,a mini cycle for each stage,未達標, 加改善行動,when target not achieved, add improvement activities,如有潛在問題并發,同時處理,handle at the same time , any potential problems,如達標, 將目標再提高,when target is achieved, may raise the target next time,評價方法evaluation methods,顧客評價法,customer evaluation,專家評價法,expert evaluation,產品性能評價法,product feature evaluation,過程效率評價法,process evaluation,質量成本及增值評價法,quality cost and added-value evaluation,總結課題summarize the subject,目標與實績差異,target and performance gap,每階段的對策運用與結果的比較,comparison of results with staged measures,運行時相關的資料,importance of information during implementation,用量化計算有形成績,如付財務資料更佳,quantity results, even better if related to financial figures,總結課題summarize the subject,簡述無形成績,describe intangible results,描述面對困難時如何解決,describe how problems are resolved,未完善之處,any points for improvement,總結評價,overall comments,QIT 的策略strategy,不要為專案而專案,not a project because of a project,專案計劃注重實際,project for practical needs,專案時間一般三至五個月內完成,project duration 3 - 5 months,應量使用現有資源,不假外求,make use of existing resources,QIT 的策略strategy,避免影嚮日常正常運作,avoid negative impact to routine operations,如計劃影響運作,應咐加相應臨時措施,if it does, take temporary measures,將知識保存,preserve the knowledge,促進員的積極心態facilitators attitude,促進員不是旁觀者,是局中人,facilitator is not an observer, he is an insider,促進員不單只促進小組工作,包括自己,he facilitate the team and himself,每個專案均是知識甘泉,是學習機會,a project is a fountain of knowledge, an opportunity to learn,解決困難,增強自信,a solve of problem, an increase of confidence,教學相長,相互培訓,coach to learn, learn to coach,提高員工士氣enhance morale,一時之苦, 免日後之憂,work hard now, no worry later,參加課題,肯定能力,participate, recognize ability,顯示實力為成功鋪路,show capability, path the way to success,寓實踐於學習,加強知識,非金錢所替代,practise to learn, strengthen knowledge, more then money,跨部門合作, 增強工作上協調能力,cross-functional, improve co-ordination,思維沖擊法法brain-storming,品管圈的推行,思維沖擊法brain-storming,原為精神學名詞,a psychological term,先定討論題目,define topic,天馬行空, 不拘一格,vigorous, unconstrained,即時溝通,instant dialogue,不可取笑及批評,no mocking,立時記錄每一點,record everything,過後再處理手上資料,sort out latter,解決團隊沖突resolve team conflict,山頭主義heroism,分工不均uneven division of work,各持己見stubborn,對人不對事finger pointing,推卸責任irresponsible,推波助瀾instigation,Thank you very much,