交易、服务行业的六西格玛工具简介(共117页).ppt

1、1本模块结束后，你应能够本模块结束后，你应能够:4Unique characteristics of the service industry：服务行业有以下特点：服务行业有以下特点：q Customers demand convenience, improved service客户所要求的是方便的、不断改善的服务客户所要求的是方便的、不断改善的服务q Processes are simpler than manufacturing-oriented processes （But more hidden !)同生产过程相比，服务过程比较简单同生产过程相比，服务过程比较简单 ( (但可能更隐蔽但

2、可能更隐蔽 ！) )Problem SolvingProblem Solving解决问题的方法解决问题的方法Problems are already understood Problems are already understood 问题早已了解问题早已了解Solutions are simple, obviousSolutions are simple, obvious方法简单、明显方法简单、明显Service improvement is accomplished through trainingService improvement is accomplished through tr

3、aining通过培训实现服务改善通过培训实现服务改善ManufacturingManufacturing生产生产Engineering, technology based以工程和技术为基础StandardizationStandardization标准化标准化Technology replaces Technology replaces peoplepeople 技术代替人的重要位置技术代替人的重要位置ServiceService营运、服务营运、服务Sales, Marketing, Support, etc.销售、市场、支持等 Manufacturing生产生产Typical measure

4、ment典型测量典型测量 - Production volumes产量 - Efficiency效率 - Conformance to specifications是否符合规格 - Error rates错误率 - Reasons for errors错误原因 - Trends 趋势 - Variations变异 - Costs成本Service营运、服务营运、服务Typical measurement典型测量典型测量 - 等候时间 - Up time 运营时间 - 覆盖率 - Productivity 生产力 - Call reduction 减少电话量 - Client retention

5、客户保持率 - Customer satisfaction客户满意度 - Financial results财务结果Recognize that we must employ the right tool or tools for each job. 认识到每项工作都要用适合的工具完成。认识到每项工作都要用适合的工具完成。q Transactional Processes tend to be more Transactional Processes tend to be more hidden than Manufacturing Processes.hidden than Manufact

6、uring Processes.服务业流程有比制造流程更加隐蔽服务业流程有比制造流程更加隐蔽. .q Transactional Process Maps turn the Transactional Process Maps turn the “hidden” Process Steps into “visible” “hidden” Process Steps into “visible” Process Steps.Process Steps.服务业流程过程图把服务业流程过程图把“隐藏隐藏”工序转化为工序转化为“可可视视”工序工序. .Process Maps are especiall

7、y useful for Transactional Process Maps are especially useful for Transactional Processes becauseProcesses because过程图对服务业流程特别有用过程图对服务业流程特别有用, , 因为因为.DefineMeasureAnalyzeControlImproveSimple tools CTQ Team training Charter Process map Internal surveys Customer surveys Run charts Cost estimates Data c

8、ollection plan Control Pareto charts, C&E, Fishbone diagrams 5 Whys Estimation of time and cost savings Statistical Analysis Brainstorming Process redesign Cost-benefit analysis Design of Experiments Control plan Run charts Progress reviews SPC Contingency PlansOther tools定义测量分析控制改善简单工具简单工具质量关键因

9、素团队培训章程 过程图内部调查客户调查运行图成本评估数据收集计划控制图柏拉图，因果关系图，鱼骨图 过程图 时间和成本节省预估 统计分析脑力风暴过程设计成本效益分析实验设计控制计划运行图进度评审SPC Contingency Plans其他工具其他工具15Tools for Affinity Diagram To identifying the problem in a chaotic situation and generating potential causes在复杂的情况下查明问题，并确定潜在原因Relations DiagramTo determine solutions by cla

10、rifying casual relationships in a process with complex interrelated causes从众多互相纠缠的复杂原因中找出某些特殊关系，以寻找适合的解决策略Tools for putting problems into solvable formputting problems into solvable form帮助帮助Tree DiagramTo systematically finding the best strategies树形图树形图for meeting an objective系统地寻找获得目标的最佳策略Matrix Di

11、agramTo clarify problems by analyzing multi-矩阵图矩阵图dimensionally多方面思考问题，进一步明确问题Tools for analyzing and improving the process过程分析和改善工具过程分析和改善工具Arrow DiagramTo establish optimal schedules and 箭形图箭形图controlling effectively制定最理想的日程安排并有效控制PDPC ChartTo produce the desired result from many PDPC图图possible ou

12、tcomes从众多可能的结果中找出最想要的结果q Difficulty arise in expressing ones thoughts in brief, specific sentences that others can understand and accept.用几句简单而又具体的话就能使别人了解你的想法不是一用几句简单而又具体的话就能使别人了解你的想法不是一件容易的事情件容易的事情q Different people can interpret the same statement Different people can interpret the same statement

13、 differently.differently.不同的人对于相同的事情会有不通的解释不同的人对于相同的事情会有不通的解释q It is hard work understanding and fine-tuning words and their connections.明确各个单词的含义和联系，并搭配得当也不是一件简单明确各个单词的含义和联系，并搭配得当也不是一件简单的工作的工作q Whichever tool is used, it is necessary to make a start, then refine progressively 无论使用什么工具，都要从头开始，然后逐渐展开

14、无论使用什么工具，都要从头开始，然后逐渐展开q Applying the tools is hard because people often interpret the same words differently. 不同的人对于同一句话都会有不同的解释，所以应用这不同的人对于同一句话都会有不同的解释，所以应用这些工具不是件简单的事情些工具不是件简单的事情Example 举例举例Feedback 反馈 Recommendations 建议Ideas 想法FACTSDATAVERBALDATANUMERCIALDATATHE ORIGINAL7 TOOLSTHE SEVEN“NEW” TOOL

15、SCOMPILE INFORMATION AND GAIN KNOWLEDGE NECESSARYFOR ACHIEVING A GOALDEFINEPROBLEM AFTERCOLLECTINGNUMERICAL DATA事实资料口头资料数据资料“旧”的七工具“新”的七工具为完成目标，综合所有信息，获得所有必要的知识人们拥有的口头人们拥有的口头资料往往资料往往多于数据资料多于数据资料用于在收集数据用于在收集数据资料后对问题进资料后对问题进行定义行定义用于在收集数用于在收集数据资料前对问据资料前对问题进行定义题进行定义The 7 “New” Management tool “新新”的管理七工具

16、的管理七工具q Not intended to replace the Original 7 tools 并并不取代“旧”的七工具 ；q Compliments the use of the original 7 tools 与“旧”的七工具 相辅相成；Comparisons between the Original 7 tools vs the 7 “new” tools 两种品管七大手法的区别两种品管七大手法的区别:THE ORIGINAL 7 TOOLS7大“旧”工具THE SEVEN “NEW” TOOLS7大“新”工具More Rational 理性面理性面More Emotiona

17、l 感性面感性面 Large amount of data material大量的数据资料大量的数据资料 Large amount of verbal data大量的语言资料大量的语言资料 Improvement after the problems have happened问题发生后问题发生后的改善的改善 Brain Storming and planning before the problems happen问题发生前问题发生前计划、构想计划、构想 ，并找出问题真正所在q Facilitate breakthrough thinking and stimulate fresh idea

18、s鼓励突破性思维，并激发新思想The Affinity Diagram is a tool for organizing language data. After ideas are and written on cards, they are grouped together with similar ideas. 亲和图是用来整理口头资料的工亲和图是用来整理口头资料的工具。首先通过具。首先通过方法列出方法列出所有的观点和想法，并将意思相所有的观点和想法，并将意思相近的卡片归为一组。近的卡片归为一组。每一组都有每一组都有一个标题卡片代表本组的主题。一个标题卡片代表本组的主题。Topic BT

19、opic ATo identify the problem in a chaoticsituation and generating potential causes在复杂的情况下查明问题，并确定潜在原因在复杂的情况下查明问题，并确定潜在原因q Permit the essence of a problem to be pinned down accurately and ensure that everyone concerned clearly recognizes it.找出问题关键所在，并确保每个相关的人都能够明确地意识到。1. Select a topic. 选择主题2. Colle

20、ct individual ideas by brainstorming or by individual reflection.脑力风暴，收集个人观点Verbal data should express facts, opinions, and ideas口头资料应反映事实，观点和想法Statement should be in the form of complete yet concise sentences.表述应当完整，准确3. Participants write each item on a separate card or sticky note.参与者将观点分别写在不同的卡片

21、上4. Each person, working in silence, places the cards on a table or on the wall, grouping related ideas together. Some cards may not fit into a group and can be placed to the side (loners).大家不要互相交流，把卡片放在桌子上或贴在墙上，将意思相近的卡片归为一组。将无法归类的卡片放在一边。5. Subsequent persons may move the cards into groupings. If ag

22、reement cannot be reached on groupings, duplicate cards can be made.大家都各自的卡片放入相应的组中，如果对某些卡片的归类不能达成一致，则可以将卡片复制，分别放在不同的组别中。6. From each grouping, select or prepare a header card that captures the meaning of that group.每一组都有一个标题卡片，表明本组的核心意思7. Repeat steps 3 - 6 if necessary to expand the groupings, cre

23、ate others, and gain more ideas.如果有需要，可以重复步骤三至步骤六，丰富每个小组的卡片，或建立新的小组。8. The affinity diagram is created by laying out the groups with the header card on top. 将标题卡片放在每组卡片的上方，就构成了亲和图。订餐时间短多设出售口送料速度快服务态度和蔼亲切着装得体微笑服务主动帮助客户人员素质要高英语4/6级旅游服务专业大专文凭食物口味要独特材料要优质南北口味适合各年龄层工艺制造独特配方设计制造加工精细搭配药材坐堂订餐1包装错误、包装错误、2锅炉故

24、障、锅炉故障、3机器老旧、机器老旧、4物料延误、物料延误、5产品色泽太深、产品色泽太深、6经常停电、经常停电、7停水、停水、8机器保养不周、机器保养不周、9原料贮存变质、原料贮存变质、 A company received many customer complaints due to overdue delivery. Use the affinity diagram to identify the causes. Verbal data are collected as follows:某公司老是发生交期不准事件，屡次受到外部顾客的抱怨。某公司老是发生交期不准事件，屡次受到外部顾客的抱怨。

25、请利用亲和图法寻找原因出自何处？提示目前收集到以下语言资料请利用亲和图法寻找原因出自何处？提示目前收集到以下语言资料 ：10设备操作不当、设备操作不当、11人员疲劳、人员疲劳、12工作环境差、工作环境差、13人员不足、人员不足、14人员流动高、人员流动高、15订单日期太近、订单日期太近、16订单临时增加、订单临时增加、17通知生产太迟、通知生产太迟、18产品重量不符合。产品重量不符合。 品质不合 包装错误 色泽太深 重量不合 缺能源 锅炉故障 停电 停水 机器故障 设备老旧 保养不周 操作不当 工作效率低 人员疲劳 人员不足 工作环境差 原料管理差 物料延误 原料贮存变质 生产计划不周 订单日

26、期太近 订单临时增加 通知生产太迟The technique is created for more complex problems or issues that management face. If the issue is very complex, exact relationships may be difficult to determine. The idea is to have a process of problem solving that will eventually indicate some key causes.关联图适用于处理管理所面对的复杂问题或事物。如果

27、要处理的问题十分复杂，那么其中的关系就很难整理清楚。关联图是一个的问题解决过程，最终找出关键的原因。问题问题132456问题问题问题问题To determine solutions by clarifying casual relationships in a process with 从众多互相中找出某些特殊关系，以寻找适合的解决策略Scope of use 适用范围适用范围 q Used for the analysis of complicated cause and Used for the analysis of complicated cause and effecteffect用

28、于用于纷繁复杂的因果纷繁复杂的因果纠缠分析纠缠分析 q Used for understanding shop floor problemsUsed for understanding shop floor problems用于用于现场问题现场问题的掌握的掌握q Used for market research and complaint Used for market research and complaint investigationinvestigation用于用于市场调查市场调查及及抱怨分析抱怨分析 q Used for policy developmentUsed for pol

29、icy development用于用于方针管理方针管理的展开的展开 问题问题132456问题问题问题问题The characteristics of Relations DiagramThe characteristics of Relations Diagram关联图的特点：关联图的特点： q Suitable for handling problems with complicated Suitable for handling problems with complicated causes;causes;适合整理适合整理原因非常复杂原因非常复杂的问题；的问题； q Easy to ob

30、tain unanimity of team membersEasy to obtain unanimity of team members容易取得成员的容易取得成员的一致意见一致意见； q Able to look at problems from a broader Able to look at problems from a broader perceptive from the early state of the projectperceptive from the early state of the project从计划阶段一开始就可以从计划阶段一开始就可以广阔的视野广阔的视野

31、透视问题；透视问题； 问题问题132456问题问题问题问题q Free format, enables the connection and conversion between factors； 形式自由形式自由，有助于因素之间的连接和转换；，有助于因素之间的连接和转换；q Used for policy deployment 可打破先入为主的观念可打破先入为主的观念 Types of Relations Diagram 关联图类型关联图类型: q Multi-purpose 多目的型（两个以上目的）多目的型（两个以上目的） qUni-purpose 单目的型（单一目的）单目的型（单一目的）

32、 问题问题132456问题问题问题问题123456问题问题qApplication Type 应用型（与应用型（与树形图、树形图、矩阵图等联用）矩阵图等联用） A部门B部门C部门D部门工程1工程2工程3工程4活动要项135642798手段4手段1手段5手段6手段2手段7手段8手段3手段9手段10目的要因172345689Steps 关联图做法关联图做法q Create relations diagram by connecting cause and effect 连接因果关系连接因果关系制作关联图制作关联图；q Discuss and revise the diagram, modify t

33、he arrows 修正图形修正图形讨论不足讨论不足，修改箭头；，修改箭头； q Identify and mark important events and causes 找出找出重要项目、原因重要项目、原因并以标记区别；并以标记区别；q Prepare documentation 形成文章形成文章整理成文章整理成文章使别人易懂；使别人易懂；q Propose actions for improvement 提出改善提出改善对策对策；q Determine the topic-write down the topic 决定题目决定题目以标记以标记写出主题写出主题；q From the tea

34、m Assemble members from relevant departments 小组组成小组组成集合集合有关部门人员有关部门人员组成小组组成小组；q Collect data identify causes by using brain storming method资料收集资料收集运用脑力激荡，运用脑力激荡，寻找原因寻找原因；q Create cards using easily understood language 用用简明简明通俗的通俗的语言作卡片语言作卡片； Rules 判别方法判别方法: v Nodes with only inward arrows are proble

35、ms 箭头只进不出只进不出是问题问题；v Nodes with only outward arrows are major causes 箭头只出不进只出不进是主因主因v Nodes with both inward and outward arrows are intermediate causes 箭头有进有出有进有出是中间因素；v Nodes with more outward arrows than inward arrows are major intermediate cause 出多于进的中间因素中间因素是关键中间因素； 主要因素中间因素问题Example：To reduce p

36、ower consumption for lighting, the QCC team used Relations Diagram to analyze the causes. 实例：某车间照明耗电量大实例：某车间照明耗电量大,QCC小组针对此情况运用关联图进行小组针对此情况运用关联图进行原因分析。原因分析。 照明耗电大照明耗电大管理不严管理不严乱乱 盖盖 房房乱乱 接接 灯灯用一亮八用一亮八灯灯 头头 多多光光 线线 暗暗厂厂 房房 低低开关集中控制开关集中控制检检 查查 差差节电意识差节电意识差长长 明明 灯灯缺乏节电教育缺乏节电教育责任不明责任不明Notes 注意事项注意事项 :q I

37、t should be used for complicated cause and effect It should be used for complicated cause and effect relationship. relationship.要针对要针对复杂复杂的因果关系；的因果关系；q To identify causes, always consider man, machine, material, To identify causes, always consider man, machine, material, method, environment and test

38、ing.method, environment and testing. 原因查找从原因查找从人、机、物、法、环、测人、机、物、法、环、测等方面考虑；等方面考虑； q When ranking the causes, appropriate readjustment should be When ranking the causes, appropriate readjustment should be made.made.针对找到的原因排序时适当针对找到的原因排序时适当调换位置调换位置；q Major intermediate causes should be treated as majo

39、r causesMajor intermediate causes should be treated as major causes 中间中间关键因素关键因素也要作为主因对待也要作为主因对待问题问题132456问题问题问题问题Exercises 思考思考題題 A company is facing the problem that the time taken for generating reports is too long. Let “ The Time Taken for Generating Reports is Too Long” as the problem statement

40、, find out the causes by using Relations Diagram.XX公司发现报表发出到结案的时间太长，往往延误处理问题的时效，造成作业上的困扰，请用关联图法寻找原因。以“报表作业时间长报表作业时间长”为题目 报表作业报表作业时间太长时间太长作业疏忽培训不够培训不够部门联部门联系不够系不够回复时间长回复时间长未定回复时间未追查回复追踪方式不好追踪方式不好部门距离太远表格不佳表格不佳未分类没人专人送报表资料遗失 未签收追查表不明确The tree diagram takes an a n d . Reading from , it goes in a logica

41、l progression from . If you read the chart from left to right, it answers t h e q u e s t i o n h o w t o accomplish? If you read it from right to left, it answers the question ”what is the result?“树形图将目标系统地分解为具体的行动措施。从左向右读是按照从整体到细节的逻辑循序，能够回答“如何实现”这一类问题；由右向左回答的是“结果怎样”这类问题To systematically find the b

42、eststrategies for meeting an objective系统地寻找获得目标的最佳策略系统地寻找获得目标的最佳策略Definition 定义定义A Tree Diagram is a diagram that systematically links the objectives to be achieved to the necessary actions to be taken. The purpose is to identify the best method or solution.树形图就是把要实现的目的与需要采取的措施或手段，系树形图就是把要实现的目的与需要采取

43、的措施或手段，系统地展开，并绘制成图，以明确问题的重点，统地展开，并绘制成图，以明确问题的重点，寻找最佳手寻找最佳手段或措施段或措施 的一种方法。的一种方法。 Scope of Application: 适用范围：q To improved quality of design for product developments 新产品研制过程中新产品研制过程中设计质量的展开；的展开； q To establish quality plans制订制订质量保证计划,对质量活动进行展开；对质量活动进行展开； q Can be used together with Cause and Effect Di

44、agram 可与可与因果图结合使用；使用； q Used for policy deployment目标、目标、方针、实施事项的展开；、实施事项的展开； q To clarify functions and responsibilities of departments 明确明确部门职能、管理职能； q To solve problems of quality, cost, delivery and etc. 对解决企业有关对解决企业有关质量、成本、交货期等问题的创意进等问题的创意进行展开行展开。 Characteristics of Tree Diagram：树形图的特点树形图的特点q Ea

45、sy to obtain unanimity of team members 易于统一成员的意见易于统一成员的意见 q Easily compiled and clearly displayedEasily compiled and clearly displayed 容易整理，手段又一目了然容易整理，手段又一目了然 Types of Tree Diagram 树形图的类型树形图的类型q Structure Element Breakdown 结构因素展开型结构因素展开型 qMethod Breakdown 方法展开型方法展开型 目的手段目的手段目的手段目的手段主题主要类别组成要素主要类别主要

46、类别组成要素组成要素组成要素组成要素组成要素要素要素要素要素要素要素要素要素要素要素要素要素(上一级手段成为下一级手段的行动目的 )Tree Diagram Steps : Tree Diagram Steps : 树形图做法树形图做法 : :q Define the objective Define the objective确定目标或目的；确定目标或目的； q Propose actions and methods Propose actions and methods 提出手段和措施；提出手段和措施； q Evaluate actions and methods Evaluate act

47、ions and methods 评价手段和措施；评价手段和措施； q Prepare action cards. Create the Tree DiagramPrepare action cards. Create the Tree Diagram绘制措施卡片，作成树形图；绘制措施卡片，作成树形图； q Verify whether the objective can be achievedVerify whether the objective can be achieved确认目标是否能够充分的实现；确认目标是否能够充分的实现； q Establish implementation p

48、lan (Define lines, Establish implementation plan (Define lines, responsible parties)responsible parties)制定实施计划；（最好确定进度、责任人）制定实施计划；（最好确定进度、责任人） Example 实例实例 如何使QCC落实加强培训观念要正确内训外训购置书刊设黑板报圈员家举行烤肉郊游标语举办读书会圈会活泼化多交流竞赛活动活泼化宣导公司内公司外国际性技能操作The Matrix Diagram shows the relationship between two or more sets of

49、 items. I t i s u s e f u l i n facilitating an of each item in one set to all the items in the other set. 矩阵图显示两组或更多组事物之间的关系。适用于对一组中的某个事物同其他组的事物ABTo clarify problems by analyzing multi-dimensionally多方面思考问题，进一步明确问题多方面思考问题，进一步明确问题The characteristics of Matrix Diagram矩阵图特点矩阵图特点 :q Can obtain the requi

50、red information within a short Can obtain the required information within a short period of timeperiod of time在短时间内获得有关构想和资料；在短时间内获得有关构想和资料； and and elementselements，掌握整体的构成情形，掌握整体的构成情形ABScope of Application 适用范围适用范围 q Define the relationship between functions and departments 明确明确各机能与各单位间各机能与各单位间的关系

51、的关系; q Define the relationship between quality requirements and material characteristics;明确明确质量要求和原料特性间质量要求和原料特性间的关系的关系; q Define relationship between quality requirements and process parameters明确明确质量要求和制程条件间质量要求和制程条件间的关系的关系; q Define relationship between defects and customer complaints or process p

52、arameter 明确明确制程不良与抱怨或制程条件间制程不良与抱怨或制程条件间的关系的关系; ABTypes of Matrix Diagram 矩阵图类型： v L 型矩阵图型矩阵图q T T型矩阵图型矩阵图 ABa1a2a3b1b2b3ABBCa4a3a2a1c2c3b3b2b1c1Aq Y型矩阵图型矩阵图 qX型矩阵图型矩阵图 a1a2a3b3 b2 b1c1 c2c3A3A2A1B3B2B1C1C2C3D1D2D3Matrix Diagram Steps : Matrix Diagram Steps : 矩阵图做法矩阵图做法 ：q Determine subject matter De

53、termine subject matter 确定事项确定事项q Select factors Select factors 选择因素群选择因素群 q Select type of Matrix DiagramSelect type of Matrix Diagram 选择矩阵图类型选择矩阵图类型 q Evaluate and mark based on experience or factEvaluate and mark based on experience or fact 根据事实或经验评价和标记根据事实或经验评价和标记; ; q Compile information to iden

54、tify focal point.Compile information to identify focal point. 资料统计寻找着眼点资料统计寻找着眼点q This tool is used to plan This tool is used to plan t h e m o s t a p p r o p r i a t e t h e m o s t a p p r o p r i a t e for the completion for the completion of any complex task and its of any complex task and its

55、related sub-tasks.related sub-tasks.箭形图用来为复杂的任务制定箭形图用来为复杂的任务制定最适合的最适合的日程安排日程安排q Also known as a PERT chartAlso known as a PERT chart也叫也叫 PERT PERT 图图 To establish optimal schedules and controlling Effectively制定最理想的日程安排并有效控制制定最理想的日程安排并有效控制Example 实例实例喷嘴油剂温度牵伸比不良项目染色起毛斑点粗纱结晶度不均断丝飞纱并丝制程因素抱怨项目表示有影响如某纺布工

56、厂制程因素-项目-抱怨现象矩阵图 Scope of Applications:适用范围适用范围 q Product development and management 用于新品开发用于新品开发和管理和管理; q Product improvement and management 用于产品改进用于产品改进计划的制订计划的制订和管理和管理; q Pilot run and management 试生产阶段试生产阶段和管理和管理; qProduction planning and management 量产阶段计划制订和管理量产阶段计划制订和管理; qFactory removal planni

57、ng and management 工厂迁移计划及管理工厂迁移计划及管理; qMaintenance and installation planning and management 工程安装，修缮计划和管理工程安装，修缮计划和管理; q Planning and coordination of various projects 各种事务的统筹各种事务的统筹 Characteristics of Arrow Diagram:箭形图的特点：箭形图的特点：q It can clearly show the effect of on-time completion of each task on t

58、he on-time completion of the whole project 各项工作能不能如期完成，对整体计划能否如期完成的影各项工作能不能如期完成，对整体计划能否如期完成的影响关系，表现得相当清楚。响关系，表现得相当清楚。 q It can quantify the change in the completion date of the whole project if each task is completed earlier or delayed. 若各项工作提早或延后完工的话，对整个计划的最终完成若各项工作提早或延后完工的话，对整个计划的最终完成日期，有多少改变，立即可以

59、得到量化。日期，有多少改变，立即可以得到量化。 q It facilitate better planning 对计划的安排有条不紊。 Arrow Diagram StepsArrow Diagram Steps：箭形图作法：箭形图作法：q Define the topic明确主题 q Determine necessary operation and time line 确定必要的作业和(或)日程 q Sequence the operation按先后排列各作业 and arrange the operations ，排列相应位置 q Connect the operations and m

60、ark the timelines 连接各作业点，标明日程 q Calculate the timelines计算作业点和日程 q Draw the critical path画出要经线 加工管子30分钟加工盘体20分钟钻 孔25分钟焊 接30分钟Example 实例实例This product is made of two components by four process steps. To save time, process the tube and processing disc can be done at the same time. Show the process with an