系统化解决问题的方法2课件.pptVIP

* * * * * * * * 林肯纪念馆的事情 * In addition to the cause-effect diagram already explained, the tools with dotted surrounding frames are quite frequently used in the preparation of the Board and should now, be explained in further detail. * 班级的考试分数 * The checklist/fault collection card cannot be used only for the fast and easy recording of fault characteristics but rather in a very versatile manner also on other issues. It provides information on how often a specific characteristic has occurredat specific periodic intervals: e.g. which fault occurs when? When will which customer call? Please analyze, evaluate and present the results and then involve colleagues in solving problems. Checklists may help again in monitoring results. Ensure that the regular circuit is closed. * The Pareto principle is named after the Social Economist Vilfredo Pareto who determined that 20% of Italians own 80% of Italian assets. This principle has turned out to be universally valid: 20% of causes make up 80% of faults 20% of products make up 80% of profit 20% of customers make up 80% of turnover 80% of footprints have stepped on 20% of the rug surface 80% of deficient products are caused by 20% of faults In 20% of the time, we work out 80% of results, achieve 80% value creation etc. * The Pareto diagram: In using the Pareto principle, a feature such as fault types is sorted in descending order and outlined according to quantity and the percentage of the frequency of sum total (Lorenz curve) shown on the 2nd axis. It can be seen here that 20% of faults is the cause of 80% of incidents. The KAIZEN team should initially concentrate on the complete and permanent elimination of the first most importantfault and take on the next most important thereafter. Caution: The frequency is not always the determinant factor. A different picture may emerge e.g. in the course of sorting on the basis of the costs of deficient products! * The progression diagram is one of the best means of pres