医疗行业QIT促进员专业培训.ppt

QITFacilitatorTrainingQIT促進員培訓,QIT&ImprovementQIT與改善,QQuality品質,什麼是品質WhatisQuality顧客滿意的產品或服務Customersatisfiedproductorservice什麼是顧客whoiscustomer接收產品/服務的組織或人theperson/organizationwhoreceivesproduct/service優質的要求requirementsofexcellentquality物超所值superbvalue,IImprovement改進,改進是指為改善產品的特性和(或)提高用於生產和交付產品的過程的有效性和效率所開展的活動，必要時，對結果進行評審，以確進一步的機會審核、顧客反饋和品質管理體系評審也可用於識別這些機會改進是一種持續的活動。Improvementreferstotheactionstakentoenhancethefeaturesandcharacteristicsofproductsand/orincreasetheeffectivenessandefficiencyofprocessesusedtoproduceanddeliverthemResultsarereviewed,asnecessary,todeterminefurtheropportunitiesforimprovement.Audits,customerfeedbackandreviewofthequalitymanagementsystemcanalsobeusedtoidentifyopportunities.Improvementisacontinualactivity.ISO-9000:20003.9,T-Team團隊,二人或以上neveralone方向一致unifiedgoals共同目標unifiedobjectives資源共享shareresources榮辱與共sharepride各司其職divisionofwork各盡其責,QIT-品質改善小組,由個別部們或跨功能小組,對品質作出長期或短期改善活動functionalorcross-functionalteams,long-termorshort-termqualityimprovementactivities以小組形式活動，透過定期會議及其他活動actasateam,throughperiodicmeetingsorotheractivities,跨功能(部門)管理Cross-functional(departmental)management,改善工作重點是TQM，而達到目標，必須跨越各功能性部門之間障礙。如品質問題非由品管部門獨自負責。FocusatTQM,toachieveobjectives,mustcrossfunctionalbarriers.Qualityproblemsarenottheresponsibilityofonedepartmentalone.,跨功能(部門)管理Cross-functional(departmental)management,跨功能管理是指為達成QCDMS跨越部門之間管理活動。Cross-functionalmanagementmeanstoachieveQCDMSacrossthedepartments,改善觀念Improveattitude,改善與管理Kaizenandmanagement過程與結果processandresult遵循PDCA循環/SDCA循環followPDCA/SDCA品質第一Qualityfirst用數據說話talkwithfigures下一制程就是顧客thenextprocessiscustomer,品質改進的定義Qualityimprovementdefined,品質改進qualityimprovement品質管理中致力於提高有效性和效率的部份thepartinqualitymanagementthatdealswitheffectivenessandefficiency有效性effectiveness完成所策劃的活動並達到所策劃的結果程度的度量ameasureofachievingplannedactivitiesandgetresultsISO:90002.2.12-14,品質改進的定義Qualityimprovementdefined,效率efficiency所達到的結果與所用的資源之間的關係relationshipbetweenresultsachievedandresourcesusedISO:90002.2.12-14,品質改進的杠杆原理Qualityimprovementleveragetheory,交付deliver,品質問題qualityproblem,制造production,流程設計processdesign,產品/服務設計product/servicedesign,事後糾正correctiveaction,客方customer,組織organisation,設計design,過程控制processcontrol,維持與改進Maintenanceandimprovement,維持是依照標準的作業程序來工作；maintenanceisoperateaccordingtoinstructions改進是以改進現有標準為目標的活動。Improvementisimprovetheexistinginstructionsorstandards,創新與改進之分別Innovationandimprovement,創新Innovation則是借助大筆資源投資於新技術或設備，而產生急劇變化的改進Capitalinvestmentintechnologyandequipment,bigchangestakeplace,創新與改進之分別Innovationandimprovement,改進Improvement是強調以員工的努力、士氣、溝通、訓練、團隊、參與及自律來達成目標，由於持續不斷的努力，所產生的是小步伐改進，而遂次累積而成Stressemployeecontribution,morale,communication,training,teamworkandself-disciplinetoachieveresults.Astheeffortiscontinual,smallstepscanbeaccumulated.,創新、改進、維持、概念圖innovation,improvement,maintenanceconceptdiagram,（今井正明GembaKaizen著）,高層管理seniormanagement中階管理middlemanagement督導人員supervisorystaff作業人員operatinglevel,維持Maintenance,創新Innovation,改進Improvement,持續改進ContinualImprovement是一種以追求更高的過程效果和效率為目標的持續活動。Isaseriesofactivitiesinpursueofhigherprocessefficiencyandefficiency,為何要持續改進?whycontinualimprovement,顧客的需要在變化customerrequirementsarechanging社會在進步thesocietyisprogressing技術在發展technologyisdevelopment競爭對手不斷增強competitionisincreasing,品質改進的層面qualityimprovementinterface,高層的品質改進項目seniormanagementqualityimprovementprojects管理上決策問題及技術上的設計問題managementdecisionsandtechnicaldesignproblems,品質改進的層面qualityimprovementinterface,中層的品質改進問題middlemanagementqualityimprovementprojects方針目標的落實、策略上制定及指導和組織改進的進行充分發揮資源整體的效用qualitypolicyandobjectivesplanning,implementationpreparationandinstruction,overalleffectivedeploymentofresources,品質改進的層面qualityimprovementinterface,基層的品質改進問題frontlevelqualityimprovementprojects操作層的改進，重點是提高過程實現的產品及日常工作品質shopfloorlevelimprovements,focusatprocessimprovementanddailyqualitywork,改進的目標Theobjectiveofqualityimprovement,QUALITY提升品質COSTING降低成本DELIVERY準時交付SERVICE優質服務MANAGEMENT有效管理,品質改善目標的準則Aguidetoqualityimprovementobjective,S(Specific):目標明確M(Measurable):目標可量性A(Attainable):目標經努力可達成R(Relevant):目標需具價值性T(TimeTable):目標需以時間衡量結果,持續改進的對象ContinualimprovementObjects,MAN人員MACHINE設備MATERIAL物料METHOD方法ENVIRONMENT環境,3M與3K3Mand3K,MUDA-無馱(浪費)MURA-無穩(不規則)MURI-無理(過勞性)Gembakaizencheckpoints改善現場的查核點,3M與3K3Mand3K,KIKEN-危險KITANAI-髒污KITSUI-勞累commonfaultsarethereverseofideal現場慣見現象，是理想現場的反面,TheStepOfQITQIT的步驟,管理循環持續改進managementcycle-continualimproving,行動Action,計劃Plan,執行Do,檢討Check,DEMINGCYCLE戴明循環圖,行動Action,計劃Plan,執行Do,檢討Check,行動Action,計劃Plan,執行Do,檢討Check,PDCA四個階段，八個步驟4stages8steps,P分析現狀找出問題analysis分析產生問題的原因findcauses找出主要原因findrootcauses制定計劃擬定措施planandschedule,D執行計劃、實施措施implement,C檢查工作、調查效果check,inspect,A標準化standardize穩固成績ensureresults遺留問題nextproblem轉到下期gotonextstage,品質改善專案法qualityimprovementtaskforcemethod,團隊選定selectteam現況調查checkpresentstatus現況分析analysis題案確定defineproject要因分析cause-and-effectanalysis制定日程表scheduling方案實施implement結果跟進follow-up標準化standardize,尋找改善的根源findsourcesofimprovement自我的突破selfbreakthrough,改善的原則principlesofimprovement,管理突破原則thebreakthroughprinciple:對舊的標準水平作出衡量，從而追求較高的品質水平要求measuretheexistingstandardlevel,pursuehigherstandardlevel,改善的原則principlesofimprovement,過程原則processprinciple品質改進可以是全過程或某一過程的改進，目的在追求更高過程效益及效率qualityimprovementcanbewholeseriesofprocessesoranyoneprocess.Aimingathigherefficiencyandeffectiveness,改善的原則principlesofimprovement,預防原則theprincipleofprevention品質改進應致力經常性尋找改進機會，而不只是等待問題暴露再去找機遇，預防及糾正措施是品質改進的關鍵問題qualityimprovementiscontinuallookingforopportunitiestoimprove,nottowaituntilproblemssurfaced.Correctiveandpreventiveactionsarecritical,尋根方法-QC七工具Gettingtotheroot-QCseventools,現場問題，現場解決Gembaproblem,Gembasolve實例分析caseanlaysis收集數據datacollection以七工具分析analysisby7tools訂立解決方案planthesolution,QC七工具(計算及實踐)7-tools(calculateandimplement),典型流程standardflow,QC七工具7-tools,特性characteristics簡單易用(管制圖除外)simple(exceptcontrolchart)特別合用於現場改善verysuitableforgembakaizen主要用於處理數值資料(魚骨圖除外)mainlyusedinhandlingnumericaldata(exceptfish-bone),QC七工具(簡介)7-tools(Briefing),魚骨圖-現象分析及分類工具fish-bonediagramastatusanalysisandcategorizationtool檢查表-收集及檢查工具checklistacollectionandinspectiontool,柏拉圖-定出重要少數及行動先後的工具peratodiagramatooltodefinecriticalfewandactionpriority散佈圖-定出兩個參數間關係的工具scatterdiagramatooltodefinetherelationshipbetweentwofactors,QC七工具(簡介)7-tools(Briefing),層別法-判斷混合數據有否層級的工具stratterdiagramatooltojudgeifmixeddataexiststrater直方圖-群組的分佈狀況判斷工具histogramatooltojudgedatagroupscatter控制圖-判斷實時製程波動的工具controldiagramatooltoindicatereal-timefluctuation,QC七工具(簡介)7-tools(Briefing),特性要因圖causeandeffectdiagram又稱魚骨圖因連結結果與原因及效果，狀似魚骨(fish-bone)showingtherelationshipbetweenthecauseanditseffects石川馨教授創於1952年,特性要因圖causeandeffectdiagram決定問題(激盪法)defineproblem(brain-stroming)起骨、分類、大骨、中骨、小骨initialbone,classify,bigbone,middlebone,smallbone集中式思考，定出重點順序concentration,definesequence,特性要因圖causeandeffectdiagram用5H1W法逐項列出問題點listproblempoints,makeuseof5H1W原因解釋愈細愈好detailexplaination以現場第一線問題先作考慮on-site,front-lineisthepriority用5M選題法表決優先處理問題prioritizeby5M,特性要因圖cause-and-effectdiagram,要因圖特性cause-and-effectcharacteristics以現象第一線所發生問題作考慮considerwhatishappeningon-site是一種教育經驗aneducationalexperience是討論問題的捷徑afasttrackforproblemdiscussion,要因圖特性cause-and-effectcharacteristics表現出分析水準anindicationofabilitytoanalyze展現問題的因果關係、工作層次indicatecauseandeffectofaproblem,actionlevels,柏拉圖Paretodiagram意大利經濟學者EtlaianeconomistV.Pareto(1848-1923)於1897年分析其社會經濟結構，發現國民所得的大部份集中於少數人。於是將所得大小與擁有所得之關係以一方程式表示，稱為柏拉法則。Whenanalysesocialeconomicstructure,discoveredthatnationalwealthareinthehandsofafew.Hedevisedamethodtocalculatewealthandownersofthewealth.thisisthesocalledparetoprinciple,柏拉圖的原理theparetoprinciple根據所收集數據按不良原因、不良狀況、不良發生位置等不同區分標準，以尋求佔最大比率的原因、狀況或位置的一種圖形。collectdata，findoutdefectreasons,distribution,location,definemajorsharecauses,distributionandlocationinadiagram,柏拉圖的原理theparetoprinciple從圖中可看出那一項目有問題，其影響程度如何，以判斷問題的癥結點，並針對問題點採取改善措施，故又稱ABC圖(依價值的大小而付出不同的努力)。Identifyproblemitemsfromthediagram,judgeitsimpacts,andtakecorrectiveactions,thisisalsocalledABCdiagram(valueandattentioninproportion),柏拉圖的製作prepareaparetodiagram,柏拉圖的使用場合whentouseparetodiagram處理大量現存資料的工具handlelargequantityofdata表達總體數據分佈的工具showoveralldatadistribution決定改善目標的先後定位determineimprovementpriority改善前後的比較comparebeforeandafterimprovement,直方圖功能whatahistorgramcando測知製程能力，作為製程改善依據。Predictprocesscapability,abasisforprocessimprovement計算產品不良率。Calculateproductdefect調查是否混入兩個以上不同群體。Findoutiftwoormoretypesareclustered測知有沒有假數據。Detectanyfalsedata測知分配形態。Detectdistributionshape,直方圖功能whatahistogramcando藉以訂定規格界限。Definelimits與規格或標準值比較。Comparewithstandardsorspecifications研判所設界限是否恰當。Judgetheappropriatenessoflimitation改善前及後之比較。Comparebeforeandafter,團隊選定-人才梯隊準備Teamselection-preparethesuccessions,課題類型與人員選定projecttypeandmemberselection,現場型以現場流程改善為主Gembatype-aimingatgembaprocesses改善活動明確，以前線作業人員為主力，輔以技術及支援人員definate,front-line,supportedbytechnicalandadmin.staff成員中加入具潛質員工，利用改善活動作進階培訓membersincludepotentialoperatorsforpromotion由於前線人員多屬配合型，故應加入主動型員工以配合activemembersareneededtoworkwithreactivemembers對於前線人員為主時，應配以中層人員，避免太多高層人員做成壓力facilitatedbysupervisorystafftoavoidtoomuchpressurefromabove,攻關型著重技術難度較大的改進breakthrough-typefocusontechnicalproblems以技術人員為主力，前線員工作數據提供，支援人員應具相當技術知識.leadbytechnicalstaff,front-lineprovidedata,videinformation技術活動進度較慢及資源運用難控制，高層的參與起一定積極作用maybeslow,seniormanagementinvolvementismotivate對攻關型課題，如資深員工較多時，當收事倍工半之效moreexperiencestaffparticipationisadvantageous,課題類型與人員選定projecttypeandmemberselection,管理型主要為管理層的專業改善managementtype-managementperformanceimprovement課題內容涉及管理決策，應以中層以上管理人員，高層參與度比例較大involvemanagementdecision,seniormanagementmustparticipate參與人員應以活躍型及主動型membersaremoreactive加入明日之星的管理人員，對其信心增加起積極作用involvemanagementstarsaremotivating涉及資源較多時,應考慮加入財務人員，以計算效益mayneedmoreresources,financepeoplecouldbeamember,課題類型與人員選定projecttypeandmemberselection,服務型內部或外部的協調的改善servicetype-internalandexternalco-ordination以支援部門及前線人員為主，配合技術人員mainlyadmin.andfront-linestaff,supportedbytechnicalstaff參與人員活躍性比例較重activemembers如涉及外部客戶，應考慮高層參與ifinvolvecustomers,seniorparticipationisneeded經驗員工為主幹，輔以資深員工experiencedstaffandoperatorspreferred,課題類型與人員選定projecttypeandmemberselection,選擇隊員禁忌dontinmemberselection,換將不換兵changethecaptainbutnotthesolders能者多(癆)thecapabledoeseverything個人英雄individualism拉雜成軍un-trained排斥異己playcirclegame強行拉扶unwillingness,選定課題要點5M選題法projectselection5Mmethod,選題Selection,積極選題改進效率，製程，質量目標improvementtopics-Improveefficiency,process,qualityobjectives改善選題3M,3K,各式不良correctiontopics3M,3Kanydefects5M選題Manageable力之所及Measurable有數得計ModerateDuration需時適中ManagementAppreciation公司賞識MembersPride圈以自豪,課題內容分類projectclassificationbycontent,管理型managementtype服務型servicetype技術型technicaltype現場型gembatype,積極型improvementtype改善型correctivetype,課題性質分類projectclassificationbynature,積極型improvementtype,精益求精evenbetter預防勝於治療preventivemeasures洞悉先機predicting自我增值add-value鋪橋搭路path-the-way,改善型correctivetype,錯誤中的改善afteramistake舉一反三的改善learnfromthelesson警報式改善prewarning災難式改善recoverfromdisaster,5M選題方法,Manageable力之所及Measurable有數得計ModerateDuration需時適中ManagementAppreciation公司賞識MembersPride圈以自豪,力之所及Manageable,組員整體能力overallabilityoftheteammembers進度可控制能力progresscontrol對課題的熟悉程度knowledgeofthesubjectmatter資源的配合resourcesavailability資料數據的可靠性datareliability,有數得計Measurable,結果可否量化成績aretheresultsquantifiable對課題的量化程度arethesubjectquantifiable資源要求的量化aretheresourcesquantifiable資料數據的統計的充足arethedataanalysisadequate,需時適中ModerateDuration,時間與組員是否配合membersmatchingthetiming?過長時間影響士氣toolongmayaffectmorale有否足夠時間完成adequatetimetocompletethework?考慮進行時與日常工作的配合considereffectstodailyoperation,公司賞識ManagementAppreciation,與公司的方針是否配合isitconsistentwithcompanypolicy對公司有否實際利益isthererealbenefitstocompany與公司近期或遠期發展的配合isitconsistentwithshortandlongtermdevelopment有否與公司文化沖突anyconflictwithcompanyculture,擬定期劃書一切由成本開始preparetheprojectplan-everythingstartswithcosts,專案計劃書注意事項projectcase-filenotes,開支預算expenses人員工時-預計會議及整理資料工時work-hours-meetingsandmaterialshandling設備費-增加或租借費用equipmentfee-buyorrent,專案計劃書注意事項projectcase-filenotes,工具費如夾具或工具toolsfeed-fixtersandjigs資財費(雜項)-如磁碟,影印費.等otherfeesdiskettes,copying.,效果設定defineresults即計算目標,一般應數量化,如時間,百份率,直/間成本等setobjectives,quantity,suchastime,percentage,direct/indirectcosts主要行動-重點工作majoractivity-importantwork,專案計劃書注意事項projectcase-filenotes,主要問題最大影響因素majorproblem-importantimpact大日程表中的小項目可能是輔助專案itemsinthemasterplancouldbesub-projects,專案計劃書注意事項projectcase-filenotes,專案推行projectimplementation,領導要點leadershiprules,計劃要三思thinkthrice尋根須三問askthrice執行5W1Huse5W1H會前檢查,會後檢討checkbeforemeeting,reviewaftermeeting時加激勵motivate安內協外harmonize,團隊守則teamrules,分工為合作divisionofworkisforco-operation凡事必盡力beserious意見付建議commentandsuggest數據須全真datamustbereal,團隊守則teamrules,報告精而簡simpleandshortreports到會必守時bepunctual困難即提出raisetheproblempoints,檢討計劃reviewplans,設定分階段檢討stagedreview每一階段中,為一小循環aminicycleforeachstage未達標,加改善行動whentargetnotachieved,addimprovementactivities如有潛在問題并發,同時處理handleatthesametime,anypotentialproblems如達標,將目標再提高whentargetisachieved,mayraisethetargetnexttime,評價方法evaluationmethods,顧客評價法customerevaluation專家評價法expertevaluation產品性能評價法productfeatureevaluation過程效率評價法processevaluation質量成本及增值評價法qualitycostandadded-valueevaluation,總結課題summarizethesubject,目標與實績差異targetandperformancegap每階段的對策運用與結果的比較comparisonofresultswithstagedmeasures運行時相關