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Problem Solving Decision Making Workshop Oct 29 解决问题及决策研讨会10月29日
* * * * * * * * * * * * * * * * * * * * * * This is an illustration of cause and effect Questions: Examples: Key Points: Identify potential causes and be able to rank in priority Point out broad categories of causes “6 Ms” Transitions: Before: Let’s go look at possible causes of the issue. A useful presentation tool is the Fishbone After: Let’s organize these causes in terms of the cost incurred * * * * * Tell (Refer to the What column) You will be able to identify the value-add and non-value-add elements that make up the total cycle time. Learn about the impact of non value-add elements on cycle time and cost. Read the points in the Why column Emphasize Important for us to maintain our competitive advantageas the manufacturing site of choice by continuously renewing our processes through continuing identification and reduction of non value-add activities. Tell (Refer to the How column) To enable you to do that you will learn how to use tools like Flow Process Chart (FPC) and Mapping Process * Group Discussion Flip chart Now they know the characteristics of the ideal manufacturing system, ask participants to identify the factors that are currently preventing us from reaching the ideal manufacturing state. Use the flip chart to list their responses. Show overhead This list is not exhaustive. There are many factors and the easiest way also the most tempting, is to use WIP to cover up these issues. However increasing WIP or inventory will add to costs and otehr related problems! We should be looking at other ways to reduce or eliminate these factors. The challenge is for us to consciously surface the problems and draw up action plans to tackle each. This is why ENFORCED PROBLEM SOLVING (EPS) plays a crucial role in our continuous journey towards the ideal state. We will be covering this later on. * 10/23/98 6 Tell Toyota has pioneered some of the most effective and popular manufacturing practices and concepts. One of the major areas that has enab
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