问题解决七步培训ppt课件

7-STEP PROBLEM SOLVING PROCESS 七步问题解决过程,1,WHY TO USE 7-STEP PROBLEM SOLVING PROCESS? 为什么使用七步问题解决过程？,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较容易的。 能够认识到重要的问题。 复杂的问题能被系统的分析。 轻松的发现问题的真正原因。 问题将被解决 不只是问题的表面。 没有无计划的措施导致额外的工作。 能够追寻到问题的因果。 团队工作是更有效的。 问题的解决给了团队成员以激励。 体现了解决问题的通用语言。,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 问题解决七步骤,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. 为改善确定范围- 识别问题 2. 通过研究当前的数据来分析问题 3. 确定原因 4. 展开（建立、选择）解决方案 5. 对策计划 6. 实施解决方案 7. 评估结果,识别问题,分析问题,确定问题,开发对策,评估结果,实施对策,对策计划,3,1. Identify Problem 1、识别问题,Key activities关键活动 Define the area for improvement 定义改善的范围 Reduce complex situations to simple workable elements 去除复杂的情形，变简单的可操作的要素 Define improvement areas in order of priority 定义改善范围的优先顺序 Define the problem 定义问题 Designate milestones and targets确定里程碑和目标 Tools工具 Brainstorming头脑风暴 Pareto Chart柏拉图 Supporting material支持材料 Problem Definition Guidelines问题定义规范 Step 1 Checklist第一步检查表,4,Brainstorming 头脑风暴,Everybody speaks in turn.所有人依顺序发言。 Only one idea at time.每次只提一个意见 Wait for your turn.等待下次发言 You can miss your turn if you wish.可以放弃自己的发言机会 Explain, but dont discuss.可能说明，但不能争吵 Do not criticize the ideas of others.不要批准别人的意见 Gather as many ideas as possible.尽可能的综合各位尽量多的意见 Improve upon others ideas.对别人的意见加以改进 Encourage wild ideas.鼓励更多的意见,5,Pareto chart 柏拉图,体现20/80- rule: 20% 的问题造成 80% 成本. 帮助我们定义哪 些问题优先解决.,6,统 计 表,300,225,150,75,0,100,75,50,25,不良数,不良率%,材料不良,尺寸不良,装配不良,形状不良,其他,Pareto chart 柏拉图,WHAT IS A PROBLEM? 什么是一个问题？,The difference between a desired, expected or normal situation and what is actually happening 比较想要得到的，期望或正常状态，并确定实际正在发生什么。,Time,Normal,Actual,Perf.,GAP,8,Problem definition 定义问题,is a description of the problem.是一个问题的描述 describes the gap between what is and what should be, i.e. “actual” and “planned”.描述对于实际是什么或应该是什么的比较差距 expresses the what, who, when and where of the problem.用什么、谁、何时及哪儿来表达问题 shows the problem, not the cause or implied solution.显示问题，不是原因或隐含的解决方案。 includes quantities; how often, how much, when etc.包括数据、频率、厉时等 requires exact terms.要求准确的时间段 is not a question.不是一个询问。 tells you why the problem is important. 说明为什么这个问题是重要的。,9,Current state当前: Shipments are arriving to customers too late and at too high a cost出货交付太晚并支付高成本 Desired state期望: Prompt customer delivery at minimal cost 推动较低成本的交付 Operative term运作条件: Operational definition操作内容:,Prompt促使 Customer顾客 Delivery交付 Minimal Cost 最少成本,Within 2 days regardless of destination or size of order/shipment不管交付目的地或订单量都在2天内交付 Users of our electronic products; sales centers我们的电子产品使用者、销售中心 Mail, express delivery, or special delivery depending on customer locale or delivery destination邮寄、快递或在客户现场、交付地点的特殊交付 Not to exceed 3 % of sales price per unit不得超过售价的3%,How to Write a Problem Statement 如何去写一个问题的描述,10,Current State当前状态: 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. 电子产品出货平均14天并且平均交付成本是售价的13%。 Desired State期望状态: Prompt delivery of within 2 days, at a price not to exceed 3 % of the unit sales price.达到交付在2个工作日内且价格不超 过售价的3%。 Problem/GAP Statement问题、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. 在下个月内，改善产品出货绩效从现在的14个工作日到2个工作日内到达，并且减少交付总成本从现在的13%到不超过3%的售价。,Sample Problem Statement 问题描述举例,11,2. Analyze Problem 分析问题,Key activities关键活动 Collect and analyze data about the problem or the process 收集和分析关于问题或过程的数据 Describe and visualize the present status描述或显现现场的状态 Identify potential root causes识别潜在的真正的原因 Tools工具 Process mapping, flow chart过程地图、流程图 Graphs图表分析 Histogram直方图 Supporting material支持材料 Problem Selection Worksheet问题选定工作表 Step 2 checklist步骤二检查表,12,Process Mapping 过程地图,Process Mapping过程地图 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. 过程地图的目的是建立直观的，如连接在一起，以至过程能被沟通或为改善进行分析。 Overview简介:A process map describes the activities carried out within an organization. 过程地图描述了一个企业行业活动的执行情况。 Each activity is represented by a box, with each box being linked together by the appropriate inputs and outputs. 每一个活动被描述成一个盒子，每一个盒子被 适当的输入输出链接在一起。 This provides an easily understood representation of how an organization provides, or can be improved to provide outputs of value to a customer. 这样提供了企业如何提供或能更好的提供价值输出给客户的一种容易理解的表达方法,13,Process Mapping 过程地图,14,Love Match Process (2/2) 恋爱结婚过程,15,Large Quantities of Repair Process (2/2) 批量再作业流程,16,Graphs 图表,PIE CHART圆形分格统计图表 BAR CHART柱状图 LINE DIAGRAM推移图,17,Call Frequency 呼叫频率,Time of day,No. of Calls,18,The xmR Chart 单值移动极差图,19,Histogram 直方图,The status of the production process can be assessed from the range and distribution of a certain variable. 生产过程的变差宽度和分布能够被评审。 On the horizontal axis aforementioned variable is divided into size classes whilst the vertical axis represents the frequency. 水平轴的变量反应尺寸分类，垂直轴变量表示频率。,# 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 直方图举例,SL略大PL,SL远大于PL,PL偏离SL,PL大于SL,PL偏离SL,SL等于PL,21,The Process Model 过程模式,To get results, should we focus our behavior on the Y or Xs ? 为得到结果，我们应关注我们的作为是在Y还是在X？,X1, X2, ., XN Input输入 Process过程 Independent活跃的 Cause因素 Control控制,Y Output输出 Dependent由过程决定的 Effect结果、效果 Monitor监视,Y = f (Xs),22,The Need for Knowledge 必要的知识,We dont know what we dont know. We cant act on what we dont know. We wont know until we search. We wont search for what we dont question. We dont question what we dont measure. Hence, We just dont know. 我们不知道我们不知道 我们不知道也没法知道 我们不知道除非我们调查 我们不想调查我们不怀疑 我们不怀疑我们未测量的 从此，我们只是不知道,What do you want to know ? 你想知道什么？,23,3. Determine Causes 确定原因,Key activities关键活动 Identify possible causes识别可能的原因 Analyze possible causes of the problem分析问题可能的原因 Select the most likely cause(s) for further investigations选择最可能的原因做进一步的研究 Identify/verify root cause(s)识别确认真正原因 Tools工具 Brainstorming头脑风暴 Cause-and-Effect Diagram要因图 Affinity Diagram亲和图 Interrelationship Diagram关联图 Why-Why Diagram and 5 Whys五Why 法 Supporting material支持资料 Step 3 checklist第三步检查表,24,Cause-and-effect diagram 特性要因图,a systematic way of looking at the causes and effects of the problem and how they are related一个探寻问题的原因与结果的关系的系统的方法 also known as a Fish-bone or Ishikawa diagram也叫鱼骨图或石川馨图,4M1E = MEN人 METHODS法 MATERIALS料 MACHINES机 + ENVIRONMENT环 4Ps = PEOPLE人 PRODUCT产品 PRICE价格 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 特性要因图,26,Affinity Diagram 亲和图,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. 这个工具通过对相关的事实、意见或观点的描述，帮助理清复杂问题的客观事实的格式，它是一个有用的方法来帮助离清难以或混杂问题的思维，预料将来潜在的难点范围。 某公司老是發生交期不准事件，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機器老舊、4物料延誤、5産品色澤太深、6經常停電、7停水、8機器保養不周、9原料貯存變質、10設備操作不當、11人員疲勞、12工作環境差、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 亲和图,28,Interrelationships Diagram 关联图,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:当结果与原因或目的与手段之是的关系是交错复杂，纠结在一起时，关联图可以方便的通过以下解决问题：,extracting all possibly related causes 提炼所有可能的有关原因 showing causes simply and in free-form expressions 简单的显示原因并且自由的形式表现 using arrows to clearly show cause-and-effect relationships 使用箭头来清楚地显示原因与结果的关系 showing a full overview and narrowing in on the main causes 表达从全局聚焦到一个主要的原因点上,29,Interrelationships Diagram 关联图,30,Why - Why Diagram 为什么为什么分析,Brainstorm possible root causes集思尽可能的真正原因 Take each possible cause and ask why it is a cause of the problem 针对每一个可能的原因询为什么是这个问题的原因。 Continue to challenge until a root cause(s) is found持续询问直到真正原因浮现,31,4. Develop solutions 展开解决方案,Key activities关键活动 State the root causes描述真正的原因 Develop possible solutions for corrective and/or preventive actions对纠正措施和或预防措施展开尽可能的解决方案 Agree upon the most suitable solution(s)对最可能的解决方案达成一致 Select and test solutions选择并测试解决方案 Tools工具 Brainstorming头脑风暴 Double Team （2&2） Supporting material支持资料 Solution Selection Table解决方案选择表 Step 4 checklist步骤4检查表,32,How to perform a Double Team exercise 如果执行2&2团队,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 纠正及预防措施,Both correct the situation均可纠正状态 Both can solve the problem均可解决问题 Both can affect cause(s), even root causes均能影响原因，甚至真因 Both have advantages and disadvantages均有其优缺点 Corrective Action: Action taken to eliminate the causes of a existing problem or nonconformity in order to fix the problem. 纠正措施：针对已发生的不合格的原因采取措施，以防不合格的再发生。 Preventive Action: Action taken to eliminate the causes of a existing/potential problem or nonconformity in order to prevent occurrence/recurrence. 预防措施：针对潜在的不合格原因采取措施，以防不合格的发生,35,5. Plan Action 行动计划,Key activities 关键活动 Create a plan that will result in a successful implementation of the selected solution(s)建立一个计划来确保成功实施所选择的解决方案 Determine best way to implement solution 确定最好的方式来实施解决方案 Plan the strategy for implementation 为落实做战略策划 List possible problems in implementation 列出尽可能的实施风险或问题 Develop the complete overall action plan 展开全面的整体行动计划 Determine measures (time, cost, quality) 确定测量的时间、成本及质量 Tools工具 Stakeholder analysis掌柜分析 Risk analysis风险分析 Force Field Analysis力场分析 Gantt chart甘特图,Supporting material Summary Plan template总计划模板 Milestone chart里程计划 Budget control sheet预算控制单 Step 5 checklist步骤五检查表,36,Risk Management 风险管理,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. 风险管理的目的是改进一个完善计划体无符合期望的可能性，旨在识别、消除或减少潜在的风险。 Overview简介: No plan will run exactly as expected. There will always be some level of variation to what was expected. 没有计划是完美的。对于期望的总是有一些差异 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. 风险管理是关于试图预测所有的可能变坏的事情或可能对计划的影响，然后通过消除其原因或通过监视其效果来限制其作用，在计划变得不可达成之前，以至行动能被采取 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. 风险管理应用在策划阶段初期来改善一个项目计划，然后在实施阶段来提供有准备的校正行动措施。,37,Risk Management 风险管理,The table becomes a record and preparation tool during the implementation phase. Document the potential risks from the brainstorm (step 1). 这个表成为一个在实施阶段的记录和 准备工具。在解决问题第一步时，头脑风暴时就文件化这个潜在风险 Consider how you will know if the potential risk actually occurs or what will trigger off the use of a contingency plan. 如果潜在的风险实际发生要考虑怎样知道，或者将激发应急计划被使用。 Document the triggers and contingency plans for each of the identified risks. 为每一个潜在的风险文件化启动机制及反应计划,38,Force Field Analysis 力场分析,Define your current situation.定义当前的状态 Define where you want to be, what you want to achieve and/or what the situation would be.定义你想到哪儿，你想达到什么和/或期望的 Identify the forces -either helping - (positive) or hindering - (negative) 识别力量包括 支持力量（积极的）或 反对力量（消极的） Record only existing forces, not planned只是登记现有的力量，不是计划的力量 Identify your action areas to help you use the forces around you.识你周围的行动范围内的有助于你使用的力量。,39,Example to Force Field Analysis 力场分析案例,Current Situation 当前状况,Future Situation 未来状况,Helping Forces支持力量,Hindering Forces阻碍力量,Competitors actions 竞争对手的行动,Customer Demands 客户的需求,Marketing skills 营销技术,Advertising Agencies 广告商,History of the company 公司的发展历史,Management Incentives 管理者的动机,Budget process 过程预算,Human Resource 人力资源,40,Action planning 行动计划,Divide solution(s) into actions.细分行动步聚 Assign responsibilities.分配职能 Create a schedule.建立时程,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 行动计划,42,Gantt Chart 甘特图,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. 甘特图的目的是为显示实施一个完整的项目的任务要求的相互关系及时间段 Overview简介: 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.一个甘特图的根本好外是它能展示复杂相互关联的工作任务在一个时间轴上组合在一起。首先甘特图能显示如何被期望的运行，也能被使用于任务步骤及支援事项的策划。,43,6. Implement solution 实施解决方案,Key activities 关键活动 Correct the problem and provide a better alternative纠正问题并提供更好的选择 Follow the implementation plan跟进实施计划 Maintain communication维护沟通 Collect data收集数据 monitor, record, analyse监视、记录、分析 Look for improvement areas寻找改善点 Tools Change management变更管理 Graphs, Histogram图表分析、直方图 Supporting material Change sheet变更单 Step 6 checklist第六步检查表,44,6. Implement solution 实施解决方案,45,7. Evaluate outcome 评估结果,Key activities关键的活动 Determine if problem is resolved确定问题是否被解决 Document the process and review reports文件化过程并评审报告 Give feedback给出反馈 Evaluate the results and put to use elsewhere as required = standardize评估结果并且横向扩展，即标准化。 Decide whether to initiate another problem solving project 决定是否要开始其它的问题解决项目 Tools工具 Graphs图表分析 Histogram直方图 Supporting material支持资料 Quality Improvement Story质量改善履厉 Project completion checklist项目完成检查表 Step 7 checklist第7步检查表,46,7. Evaluate outcome 评估结果,47,Summary,48,Thank you !,多谢关注,49,