持续改善—七步法).pptVIP

* Focus on the root cause(s) - (not on the symptoms) - and try to reverse it Want to focus on something you can implement Don’t try to fix everything at once - implementing 20 new things at one time Involve those who will be affected - our solutions often impact others - include people on team when implementing solution - the more people you get involved, the better off you are Run a controlled experiment - you are trying things out * A tool to helpdetermine which solution is best Additional selection criteria may be used (how quickly implemented, how feasible in the short term, etc.) * A guide in determining the ease or difficulty in solving specific types of problems - stay away from ones that are “very difficult” * This is the 4 W’s and an H matrix What will be done When will it be done Where will it be done Whos responsible for doing it How will they get it done This is one of the most profound and useful tool (Teredyne) This is an example of “TQM in Daily Work” - use this and you’re on your way * * In order to calibrate and share information, assume cause is not having enough waitpeople Implement a solution around that problem - do on flipchart, present Use 4 W’s and 1 H matrix 30 minutes Comments Common situation is “deserting the data” Not going back to capacity planning issue Not understanding what ratio you should have and how you should keep it in place Common to charge forward, forgetting what’s been learned in previous steps Draw On Flipchart! * Now you want to find out if solution worked - doing the “C” in PDCA - Step 5 Moving down to “Level of Experience” - can we gather data to prove this solution worked? * Identify and evaluate both tangible * This is what before-and-after Pareto diagram looks like Looking at several things What is the effect on the overall number of defects? Has bar you’re working on changed? - Often working on one (major) bar will improve others as well * * * Groups that worked on “types of problem” and “day of week” Pareto’s, do “