联想六西格玛质量管理的黄带教程.ppt

* fast * * Earlier in the Measure Phase, we created out current state map together. In this phase we will go back to it and find where there are opportunities for improvement. Let’s just review a few tools and concepts first that will help us find what we are looking for. Yellow Belts are not expected to lead kaizen event. However, you may be asked to participate in a scheduled kaizen for a GB or BB project. * Note: A cross functional team is the most successful in a kaizen event due to the wide range of perspectives. This will allow you to predict, and remedy, roadblocks before you reach them. * As we discussed, for Yellow Belt, we will go directly into Step 5: Implement and Return to Step #2. Now you may have noticed that the “I” is highlighted in this case. This is because Implement is a part of the Improve Phase. However, we discuss it here to emphasize the importance of “Implement and Return to Step #2”. It is the constant returning to the beginning of the process that places us in a state of Kaizen, or Continuous Improvement. This is why this point is discussed in conjunction with “Kaizen” / Step #3. * Transition slide from Mapping to Root cause analysis- Kaizen 8 wastes are the beginning of identifying causes- then the formal tools of CE, 5whys, etc * Instructor: I will explain the 5 Whys and Weighted Voting examples. Describe the Five Whys and give anexample using a flip. 5 is not a magical number – it could be 6 or 16, but you don’t want to go so deep that it ends up being a particular person who is the root cause. On this (flip chart), is “business booming” a problem we want to solve? Prepared Flip – 5 Why’s p.12 * * By Japanese quality guru, Kaoru Ishikawa (石川馨). * Note: often helpful to do Step 4 using Post It note method- have them write idea on note and hand all to one person to record on chart- allows for uninfluenced idea sharing * * TREAT THIS AS VERY HIGH LEVEL AND A WAY TO RANK- DOES HAVE PITFALLS Can draw a 4 block showing distributi