利用系统解决质量问题6步法.pptVIP

系统解决质量问题6步法 它能保证解决问题过程的完整性 两种主要的逻辑树 议题树 – 省钱 假设树 – 省钱 从高层管理的角度出发 低 解决方案 – 优先排序 低 从归纳到沟通 – “游戏框架” 解决问题的程序 金字塔：有效的沟通工具 益处 自上而下的沟通使听众能很容易地抓住主题 便于根据听众的时间和需要进行调整 能够进行对照，检验分析归纳的逻辑性 金字塔的特点 “什么？” “为什么？” “怎么做？” “然后呢？” 连贯性 MECE(相互独立互为补充) 相同的归纳层度 归 纳 相 关 性 Unit of measure * 资料来源： Text Legend Legend Legend Text Text × – ÷ + Text Text Text Text Title Title Text Text Text Text Text CAGR = xxxx €￡￥±×÷≤≥≠┊△??? Text Text 1 2 3 4 5 举例 示意 供讨论 初步 ⊕? McKinsey’s problem solving approach is impact-driven, focused, and fact-based. We use hypotheses, or initial ideas supported with facts about what the answer might be, to move quickly. Focusing our work on clearly defined end-products also helps us avoid “boiling the ocean.” Teams need to balance examining individual elements of a problem and looking at the big picture. And of course, creativity matters. Good problem solving structures original thinking and makes it actionable. We think of strategic problem solving as a series of steps that begin and end with good communication. Getting an accurate understanding of the problem is the first priority. Since problem solving requires a logical approach, structuring the problem is the next step. Logic trees are a great way to break a large problem into discrete pieces. We’ll talk more about different kinds of logic trees later today and give you a chance to build a few. Prioritization helps you focus on the issues that matter most A little disciplined, early work planning can go a long way in problem solving. Be prepared to spend most of your time doing analysis SHNovel/031205/SH-6steps(2000GB) Unit of measure * 资料来源： SHNovel/031205/SH-6steps(2000GB) 机密 Document Date 此报告仅供客户内部使用。未经麦肯锡公司的书面许可，其它任何机构不得擅自传阅、引用或复制。 机密 培训资料 This report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from McKinsey Company. This material was used by McKinsey Company dur