问题解决流程培训教材_FAST RESPONSE.ppt

* Speaker Notes Key Points: Set Aside Pre-conceived Ideas. Do not Respond to “Brought-to-Problems”: If someone comes to you with a problem, respond with a question--not an answer. Coach and develop your people. Refer to the funnel: We want to avoid moving from the top of the funnel to the bottom too quickly and get off track. Break the Problem Down. See Abnormal Occurrence and Point of Cause: Observe first hand before you make a decision. Go and see the situation. Delay Cause Analysis until you have a Thorough Grasp of What is Actually Happening: Where is it, what is it, what model is it, what color, what shift, right side, left side door, fender, hood? What’s the Standard and What’s Happening Compared to What Should be Happening? That’s the simple definition of a problem: What do we have, and what do we want? Establish Cause/Effect Relationships: This is important as we go down through the funnel. It is very important that we have rock solid, cause/effect relationships through the Five Whys. Continue Asking Why: Until we can prevent recurrence of the problem by addressing the root cause. * * These are the common Quality problem solving tools. GM uses Statistical Engineering to identify the root causes. In GM this refers to a Shainin or DFSS (Design for Six Sigma) project. These questions are asked by the supervisor as soon as the problem is found. Is the process running according to documentation? Are there nonstandard conditions? Point out 1 or 2 of the bullets. If the process is set-up as per documentation, immediately check tools. These questions should be asked as soon as the problem is recognized. Discuss what questions this supplier would use. The first diamonds address the process set-up and tools. Is the process flow correct? Are parts and components correctly identified? The first 3 diamonds can be addressed by a supervisor. The fourth diamond focuses on the data available to determine if there are any nonstandard conditions. Thi