六标准偏差简介和项目设计.pptVIP

* * * * * * * * SAY: On the last overhead we saw that at the starting point for your project there are questions that need to be answered. One of the tools we use to answer these questions and define the project is a “Team Charter”. Here are the basic components of a charter. * * SAY: On the last overhead we saw that at the starting point for your project there are questions that need to be answered. One of the tools we use to answer these questions and define the project is a “Team Charter”. Here are the basic components of a charter. * * SAY: On the last overhead we saw that at the starting point for your project there are questions that need to be answered. One of the tools we use to answer these questions and define the project is a “Team Charter”. Here are the basic components of a charter. Team Charter团体公约 Problem Statement Specific Numeric Goals Time to Complete Potential Barriers Team Members Introduction Project Review项目探讨 Problem Statement (问题陈述) :具体说明(数据或%)现况及问题所在. Mission Statement (任务说明) :定义各阶层工作任务及期望可提供之协助,需对照到Team字段. Dashboard and/or Business Ys Affected [dashboards, business Ys, quality plan] :2001年公司营运政策及目标. 1.交货率达成95% 2.采购成本降低5% 3.报废率降低5% 4.制造费降低10% 5.实质用人费降低20% Applicable Leadership Metric(s) (现有评估状况) 描述:现在己例入公司制度化及固定报表 譬如有那一种报表可以用来反映此专题改善的指标,如果没有要建立起来 .报表名称 Team (组员) 例出各组员的 姓名 职称 单位 Leadership (指导群) MBB Mentor (指导者‘黑带’) Sponsor(s) (此项目相关部门的主管) Goal/Objective (目标) 请以量化数据表达欲到达的目标水平. *目标设定原则,依现况目标而定: Z3,目标设定应提高90%, Z 3目标设定应提高50% Constraints (限制、障碍) :请简述执行此任务中可能会遇到的障碍或流程中有无法解决的问题. Project Review项目探讨 Risks Abatements (风险评估) :流程中之风险.(假设此项目无法达成,将会造成的损失的风险 Project High Level Program Plan (项目时间表) :各阶段的执行重点及达成日期. Funding Source (资金来源) :需用到经费的项目 (例如要求新增设备,工具,人力) 如仅为工时的投入免叙述. Estimated Financial Savings (节省金额评估) 作本案可降低或获利多寡. Unit:如何计算此roject的量测范围 Defect(s) (缺点) 此一范围内所产生不可接受的即为一个缺点. Data Sources (数据源) YX的收集分析的资料从何处提供. *BB要协助审查所收集的资料是否可达成此ROJECT的任务 D :由客户需求来订定我们的PROJECT题目,画出现况流程图. M:Y=f(x)订定题目与因