运营管理质量完整课件.ppt

* * * * * 因果图 结果 材料 方法 设备 人 环境 Cause Cause Cause Cause Cause Cause Cause Cause 原因 Cause Cause Cause 因果图 or鱼骨图 帕累托图 80% ，20% 法则 Smeared print 缺陷数量 Offcenter Missing label Loose Other 散点图 考试成绩 家庭作业 A diagram that plots relationships between two variables. 控制图 970 980 990 1000 1010 1020 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 上限 下限 Visual aid to statistical process control showing acceptable and unacceptable variations from the norm for repetitive operations. 跟踪改进结果 UCL LCL LCL LCL UCL UCL Process not centered and not stable Process centered and stable Additional improvements made to the process 趋势图 时间 (Hours) 直径 A trend chart for tracking a variable over time. Poka-Yoke (防错) 设计层面； – Eliminates any possibility that the error or defect might occur 过程中及时发现问题采取措施. 发现缺陷产品. Common Poka-Yoke Examples (from John Grout’s Poka-Yoke Web Page) * * * * * * * * Customers, internal or external, are satisfied when their expectations regarding a service or product have been met or exceeded. 一致性 价值 适用性 支持 心理感觉-印象 * * 2 * Change can be accomplished, but it is difficult Imposed change will be resisted Full cooperation, commitment, and participation by all levels of management is essential Change takes time You might not get positive results at first Change might go in unintended directions * * * * 9 Plan Define the process: its start, end, and what it does. Describe the process: list the key tasks performed and sequence of steps, people involved, equipment used, environmental conditions, work methods, and materials used. Describe the players: external and internal customers and suppliers, and process operators. Define customer expectations: what the customer wants, when, and where, for both external and internal customers. Determine what historical data are available on process performance, or what data need to be collected to better understand the process. Describe the perceived problems associated with the process; for instance, failure to meet customer expectations, excessive va