诺基亚质量改善七步法资料（PPT67页）.ppt

NOKIA7,7-STEPPROBLEMSOLVINGMETHOD诺基亚解决问题七步法程序,WhyisSystematicProblemSolvingCriticalforNokia?为什么系统的解决问题对诺基亚是至关重要的?,Nokiagrowthhas“nolimits”诺基亚的成长是“无限的”,Worksmarter,notharder!更聪明而非更辛苦的工作!,WhatisNOKIA7?什么是诺基亚七步法,NOKIA7诺基亚七步法Isasystematic7-stepmethodforfindingsalescenters我们电子产品的用户；销售中心Mail,expressdelivery,orspecialdeliverydependingoncustomerlocaleordeliverydestination根据客户收货地情况，用邮件，快件，或特殊货运发货Nottoexceed3%ofsalespriceperunit不超过3的销售单价Unitcostinlocalcurrencypershipment每批发货的当地货币单价,WritingaProblemStatement(1/2)写问题陈述,CurrentSituation目前状态:Electronicproductshipmentsarebeingdeliveredtocustomersinanaverageof14daystimeandatanaveragecostof13%ofthesalesunitprice.电子产品的交付时间为平均14天，平均费用是销售单价的13.DesiredSituation预期状态:Promptdeliveryofwithin2days,atapricenottoexceed3%oftheunitsalesprice.2天内及时交付，费用不超过销售单价的3%.ProblemStatement问题陈述:Productdeliveriestake14daysinsteadof2days,andthecostis13%ofsalesunitpricewhereasitshouldbemax3%.产品发货时间是14天而不是2天,费用应是不超过销售单价的3%然而目前却为13%.Action行动:Improveproductshipmentperformancefromnow14daystounder2days,whilereducingthetotalcostpershipmentfromnow13%tonomorethan3%oftheunitsalesprice,withinthenext30days.在今后30天内，提高产品的发货效率，从14天降到低至2天，同时将每批货物的全部费用从销售单价的13降低到不超过3。,WritingaProblemStatement(2/2)写问题陈述,BASICTOOL基本工具,Brainstorming脑力激荡法,Structured有组织的Everybodyspeaksinturn.每一个人轮流发言Onlyoneideaattime.一次一个想法Waitforyourturn.等待自己的机会Youcanmissyourturnifyouwish.如果你愿意,你可以放弃自己的机会,Unstructured未组织的Everybodycontributes.每个人都作贡献Allideasrecorded记录所有的想法-Flipchart-PostItNotes报示贴,Both双方的Explain,butdontdiscuss.解释,但不讨论.Donotcriticizetheideasofothers.不要批评别人的想法.Gatherasmanyideasaspossible.尽可能多的收集想法.Improveuponothersideas.改进他人的想法.Encouragewildideas.鼓励疯狂的想法.,ParetoChart柏拉图,DESCRIPTION:Paretohelpstoprioritizeproblems.描述:柏拉图有助于问题排序,BASICTOOL基本工具,Example:ParetoPrinciple示例:柏拉图原理SalesRevenueAnalysis80/20Rule销售收入分析80/20原则,%Sales(Cumulative)%销售额(累计),0,20,40,60,80,100,%Products(Cumulative)%产品(累计),Sales销售额,1020304050607080,Paretopresentsthe80/20rule:20%ofproductscreate80%ofallrevenue.柏拉图介绍了80/20原则:80%的收入是由20%的产品创造的.,Step1CheckList步骤1检查表,CHECKINGTHEACTIVITIES:检查如下活动:Problemwithgreatestbusinessimpacthasbeenidentified.对事务影响最大的问题已被确认.Problemstatementhasbeendefined.已定义出问题陈述.Projectteamandsponsorhavebeennominated.项目组及负责人已确定.Costs/benefitsofsolvingtheproblemhavebeenestimated.已估计出解决问题所需费用/所获益处.Scheduleoutlinefortheprojecthasbeenset.已确定项目大约所需的时间.,CHECKQUESTION:检查问题:Howhaveyoudefinedthegapbetweentheactualandtarget?您是如何定义现实与目标之间的差距的?,Step2AnalyzeProblem步骤2分析问题,KeyActivities关键活动:Collectdataabouttheproblemortheprocess(who,what,when,howoften,etc).收集与问题或过程相关的资料(谁,什么事,什么时间,频度等)Describeandvisualizetheproblem描述问题并使之形象化CheckQuestion检查问题:Howdoesyouranalysishelpvisualizetheproblem?您的分析是如何使问题形象化的?Tools工具Processmapping过程图Graphs图形Histograms直方图,PlanningforDataCollection,KeyQuestions关键问题Whatkindofdataismostrelevanttotheproblem?何种资料与问题最相关?Quantitativevs.qualitativedata定量资料相对于定性资料Howdoyougetthemostrelevantdata?您是如何得到最相关资料的?Databases,surveys,reports数据库,调查,报告Howmuchtimecanyouspendlookingfortherightdata?您会花多长时间去寻找正确的资料?Days,weeks,months天,星期,月,ProcessMapping过程图,DESCRIPTION:Thepurposeofprocessmappingistocreateavisualrepresentationofhowactivitieslinktogethersothattheprocesscanbecommunicatedoranalyzedforimprovement.描述:过程图的目的是创造出关于各项活动是如何相连的形象介绍，使过程得到沟通或分析而改进OVERVIEW:Aprocessmapdescribestheactivitiescarriedoutwithinanorganisation.概述：一个过程图描述在一个组织中完成的活动.,AdetailedunderstandingonprocessesandProcessMappingisprovidedbya7-stepContinuousProcessImprovementmethod(CPI7).CPI7将对过程及过程图作详细的介绍.,Example:ProcessMap示例:过程图,ReceiveOrder接到订单,AskforCashinAdvance要求预付现金,CheckCreditRating检查信用等级,ProcessOrder进入订货过程,PreviousCustomer老客户,Yes是,No否,RatingOK等级良好,Yes是,No否,SendOrdertoProduction将订单发往生产部门,Yes是,No否,CancelOrder取消订单,PaymentReceived收到付款,Graphs图形,PIECHART圆饼图BARCHART柱状图LINEDIAGRAM折线图,BASICTOOL基本工具,Example:BarChart示例:柱状图HelpdeskCallsdataHD电话数据,TimeofDay一天中的时间,No.ofCalls电话数量,Histogram直方图,DESCRIPTION:Thisisabarchartthatallowsustoobservethevariationofacertainfactor.Thestatusofaprocesscanbeassessedfromtherangeanddistributionofthevariable.描述:这是一种柱状图表,用于观察某一特定因素的变化,即某一过程的状态可从该变量的范围及分布来进行评价.OVERVIEW:Onthehorizontalaxistheaborementionedvariableisdividedintosizeclasseswhilsttheverticalaxisrepresentsthefrequency.概述:在横坐标上变量被分为数量等级,纵坐标表示频率.,#ofmeasurements衡量标准#ofclasses等级lessthan50少于505-751-1008-10101-25011-13morethan250多于25014-20,0.6,0.5,0.4,0.3,0.2,0.1,0.0,-0.1,-0.2,90,80,70,60,50,40,30,20,10,0,Example2,Frequency,Example:Histograms示例:直方图,Step2CheckList步骤2检查表,CHECKINGTHEACTIVITIES:检查如下活动:Allrelevantdatawasgatheredtobetterunderstandtheproblem.所有相关的资料都得以收集用于更好的理解问题.Theproblemwasclearlyvisualized.Weknownowwhere,whenorhowtheproblemoccurs.问题已被明确的形象化.我们现在清楚了问题是在什么地方,什么时间以及是如何发生的.,CHECKQUESTION:检查问题:Howdoesyouranalysishelpvisualizetheproblem?您的分析是如何帮助问题形象化的?,Step3DetermineCauses步骤3确定原因,KeyActivities关键活动:Identifypossiblecauses.确定一切可能的问题原因Selectthemostlikelycause(s).选择出可能性最大的原因Identify/verifyrootcause.确认根本原因CheckQuestion检查问题Howdidyoufindtherootcause?您是如何找到根本原因的?Tools工具Brainstorming脑力激荡法Cause-EffectDiagram(FishboneDiagram)因果图(鱼骨图)AffinityDiagram亲和图InterrelationshipDiagram关联图Why-WhyAnalysis寻根问底分析法,Cause-EffectDiagram(FishboneDiagram)因果图(鱼骨图),DESCRIPTION:Asystematicwayoflookingatthecausesandeffectsoftheproblem,andhowtheyarerelated.ThisisalsoknownasaFishboneorIshikawadiagram.描述:因果图是一种系统化的研究问题的原因,结果及二者如何相互关联的方法.也叫做鱼骨图或Ishikawa图.,4Ms=MEN人METHODS方法MATERIALS材料MACHINES机器+ENVIRONMENT环境4Ps=PEOPLE人PRODUCT产品PRICE价格PROMOTION促进,EffectorOutcome效果或结果,Trunk主干,PrimaryCausalFactor,MainBranch主分支,MinorBranch小分支,Second-LevelCausalFactors第二级起因,ProblemStatement问题陈述,BASICTOOL基本工具,AffinityDiagram亲和图,DESCRIPTION:Affinitydiagramsorganizeandsummarizeideasintonaturalgroupings.ThistoolcanbeusedinconjunctionwithBrainstorming,whenalargenumberofideasaregenerated.描述:亲和图可将各种想法加以总结并组织成自然组别.若产生的想法数量巨大时,可将此法与脑力激荡法结合使用.,Userdemandismoresophisticatedanddiverse用户的需求更加复杂和多样化,Qualityisbecomingglobalized质量正趋于全球化,Non-userfriendlyproductsareUnacceptable不接受非用户友好的产品,Needforprovidingcompleteservice对于提供,Unreliabilityinproductsisnottolerated不能容忍不可靠的产品,TQM-awarecustomersarebecomingcommon具有全面质量管理意识的顾客普遍起来,Demandforhigh-quality,low-costgoodsincreasing对高质量低成本产品的需求增加,Technologyisnolonger“awe-inspiring”技术不再是令人畏惧的,Brand-awarenessdoesnotguaranteecustomerloyalty品牌意识不能保证顾客的忠心程度,Marketdifferent-tiationisbecominglessofanissue市场差异正趋于淡化,Individualcustomizeactionisbecomingmoreofanissue特殊用户行为正在走强,Needformeetingallrequirementsissevere强烈要求达到所有要求的需求,Happytopassongoodproduct/servicestories乐于传播好产品/服务的事情,Instant,intuitiveusabilitybecomingRequirement方便直观的可用性成为需求,LocalservicemustbeavailableImmediately本地服务应能立刻获得,Replacementparts/productexpectedwithin24hours期望24小时内能获得替代部件/产品,Easilycontactedbytelephoneorfax通过电话或传真容易联系,ExtendedwarrantyExpected期望大范围的保证,Questionsansweredquicklyandcorrectly回答疑问快捷准确,Completecustomereducation/infor-mationprovided为客户提供全部知识/信息,Happiertopassonpoorproduct/servicestories乐于传播不好的产品/服务的事情,Low-toleranceforinadequateservice;likelytoreturnprod很难忍受不充分的服务;可能会以牙还牙,InterrelationshipDiagram关联图,DESCRIPTION:TheInterrelationshipdiagramisusedtoidentifyrootcause(s)whentherelationshipsamongtheeffectsandthecauses,ortheobjectivesandthemethods,arecomplex.描述:当原因与结果或是目标与方法之间的关系较复杂时,可用关联图来找出根本原因.,Thistoolcanhelptofacilitateproblemsolvingandovercomelanguagedifficulties这个工具可以帮助解决问题并克服语言困难.extractingallpossiblyrelatedcauses提取所有可能的原因usingarrowstoclearlyshowcause-and-effectrelationships使用箭头清晰表示因果关系showingafulloverviewandfocusingonthemaincauses表明一个全貌，集中在主要原因,RejectionoftheStatisticalThinkingMethod拒绝统计思考方法,Lackofmotivationtochange缺乏变化的动力,Fearoftechnicaltoolsandmethods害怕技术工具和方法,LackofsupportforImplementation缺乏实施方面的支持,Peoplehavecompetingpriorities人们具备竞争主次感,Lackofconsensusaroundtherightmeasurementindices缺乏关于正确衡量标准的共识,Dataarenoteasilyaccessible数据不易被接受,MisunderstandingofStatisticalThinkingParadigm误解统计思考范例,LackofStatisticalThinkingParadigm缺乏统计思考范例,3/3,5/0,2/1,5/1,0/5,1/3,2/2,0/5,3/1,Why-WhyAnalysis寻根问底分析法,DESCRIPTION:TheWhy-Whyanalysishelpstoidentifytherootcause(s)ofaproblem,byaskingthequestionwhyabouteachcause.描述:寻根问底分析法通过对每个原因问个为什么来找出某一问题的根本原因.,ProblemStatement问题陈述,Why?为什么?Why?为什么?Why?为什么?,BASICTOOL基本工具,Step3CheckList步骤3检查表,CHECKINGTHEACTIVITIES:检查活动:Possiblecausestotheproblemwereidentified.确定了所有可能的问题原因.CauseswereidentifiedbasedontheanalysisofStep2.基于步骤2的分析确定了原因.Rootcause(s)totheproblemwas/werefound.找出了问题的根本原因.,CHECKQUESTION:检查问题:Howdidyoufindtherootcause?您是如何找到根本原因的?,Step4DevelopSolutions步骤4寻求对策,KeyActivities关键活动Developpossiblesolutionsforcorrectiveand/orpreventiveactions.寻求对策,以采取纠正性/预防性措施Selectthemostsuitablesolution(s).选择出一种或多种对策CheckQuestion检查问题Howdoesyoursolutionsolvetheproblem?您的对策是如何解决问题的?Tools工具Brainstorming脑力激荡法DoubleTeamTechnique二人组技术SolutionSelectionTable对策选择表,Lucywritesdown3-5SuggestionsonPost-ItNotes3-5个建议,Mike:3-5Suggestions3-5个建议,Robert:3-5Suggestions3-4个建议,Angela:3-5Suggestions3-5个建议,3suggestionsonPost-ItNotesfromthe2.DoubleTeam从第二个二人组中选出3个建议,1,2,3,4,5,6,|,|,|,|,|,|,Selectionofthe,2-3mostvoted,solutions,5,3,1,3suggestionsonPost-ItNotesfromthe1.DoubleTeam从第一个二人组中选出3个建议,DoubleTeamTechnique二人组技术,DESCRIPTION:DoubleTeam(“2pastexperience,differentpriorities,futureaspirationsorpersonalinterests.有很多原因引起，比如：以往经验，不同的主次观，未来的动力或个人喜好Whateverthereason,somepeoplewillsupportthechangewhileotherswillresist.无论什么原因，有些人会支持，而有些人会抵制Stakeholderanalysisprovidesameansofidentifyingallthoseaffectedbythechange,analysingtheirpossibleresponsetothatchange,sothatactionscanbetakentoenhancepositiveinvolvementandreducenegativeinfluences.立场分析提供一个方法，确认所有受到影响的人，分析他们的可能反应，以便采取行动加强正面参与，减少负面影响,StakeholderAnalysis(2/2)相关方分析,Impactof,Change变化产生的冲击,Reaction,ToChange对变化的反应,High高,Medium中,Low低,BlockersFloatingChampions,阻挡者Voters永往直前者不定者,Focuseffortwhereitcounts!在有价值的地方集中努力!,ImprovementSelectionMatrix改进选择矩阵,WeakStrong弱强,Fast快Slow慢,SpeedofImpactonBusinessMeasures作用于业务测量的冲击的速度,ContributiontoProblem对问题的贡献,ActionPlanning行动计划,Dividesolution(s)intoactions.将方案分