PDCA培训演示教材

1、VISION Methodology for Progress Training kit,Definition and Deployment of the Quality Methods and Tools,page 2,Training Kit - Contents,Presentation of TQM and Training Methodology The basics PDCA Problem-Solving Method Tools Illustrations Kit user guide Principal functions Good Practices for Trainer

2、s Use of the Comments pages Overcoming objections Teaching steps Supervision of practical exercises,pages,3 16 41 45 46,page 3,Management through Total Quality (TQM) Appropriation and Consistency of the Objectives,Satisfied customer,page 4,The Five Principles of Total Quality Management (TQM),Custom

3、er is right. The customer is the only judge of value. Just enough, just right attitude Mastering all critical processes from beginning to end Employee Empowerment Continuous improvement,page 5,In complete adequation with a process, driven by the TQM,Deployment matrix,ISO Certifications,New Product I

4、ntroduction Process,FMEA,5S,Problem Solving,page 6,Objective of Problem-Solving Training,To contribute to our customers satisfaction and reduce Non-Quality Costs To develop a common language and methods throughout Vision To involve the hierarchy in deployment and implementation,page 7,Deployment,Tra

5、ining of Training of,page 8,Training Efficiency Monitoring : Results (Example),page 9,METHODOLOGY : the basics,a principle of tried and tested actions The PDCA method has proved its worth after 33 years in operation. Which comes to us from Japan (Toyota in 1969) Whose inventor is the American Deming

6、 (1900 1993) in reaction to Taylor Adapted for Europe in the 70 s (automobile then other industries and services) Institutionalised in 2000, in the ISO 9000 standards quality management system based on international experience feedback on the best practices in quality management One main function To

7、 look at recurring problems methodically and effectively (in order to eliminate waste),page 10,P.D.C.A. method,Plan .,Act,Check.,Do.,Why a slope? Why a wheel? Who causes the wheel to turn? How do you avoid rolling back?,The development of answers within minutes.,page 11,Problem-Solving Method,1. cha

8、racterize the problem 2. Analyze the causes 3. Decide the solutions 4. Implement the solutions 5. Check on effectiveness 6. Standardize and generalize,Plan Prparer,Do Dployer,Check Contrler,Act Assurer,Problem : Shortfall between actual situation and desired, expected result or objective.,page 12,Pr

9、oblem-Solving Method,1. Characterize the problem 2. Analyze the causes 3. Decide the solutions 4. Implement the solutions 5. Check on effectiveness 6. Standardize and generalize,Plan Prparer,Do Dployer,Check Contrler,Act Assurer,515 : the winning combination !,page 13,Problem-Solving Method : Plan,1

10、. CHARACTERIZE THE PROBLEM 1.0 Implement measures to limit the effects. A leaky tank 1.1 Describe the problem precisely and in practical terms (what, who, where, when and how much) Where is the leak? 1.2 Describe the effect (consequences) on customers, shareholders, suppliers, personnel, environment

11、 What are the risks to the floor and for the neighbours below? 1. 3 If necessary, implement immediate, temporary measures. Apply mastic then tape seal with Teflon 1.4 Propose an objective and the associated indicators I don t want another leak in the kitchen in the next 2 years 2. ANALYZE THE CAUSES

12、 2.1 Look for the possible causes Are we sure these are the sources of the problem ? 2.2 Rank causes in order of importance, depending on impact With average resources we can do little so we d better aim true!,P,page 14,Problem-Solving Method : Plan,3. DECIDE SOLUTIONS 3.1 Identify possible solution

13、s creative, effective solutions 3.2 Characterize the solutions - feasibility (resources, cost, deadlines, risks/consequences generated by implementation of the solution) - Effectiveness / objectives 3.3 Decide,Do 4. IMPLEMENT THE SOLUTIONS,4.1 Prepare the action plan (what, who, when, etc.) 4.2 Do,P

14、,P,D,page 15,Problem-Solving Method : Check and Act,5. CHECK (Verify effectiveness) 5.1 Compare results obtained compared to the objective (1.4) 5.2 If there is a shortfall, review the solutions, re-define the causes, re-characterize the problem Or decide to stop dealing with the problem beware of a

15、ccusations ! 6. ACT (standardize and generalize) 6.1 Draft or up-date the work rules 6.2 Train, inform for application 6.3 Broaden the solution to similar situations, real or potential.,page 16,Problem-Solving Method Without a method, what are the possible effects?,No Plan,Do,No Check,No Act,page 17

16、,Problem-Solving Method,1. Characterize the problem 1.1 Describe the problem precisely and in practical terms (what, who, where, when, etc.) 1.2 If necessary, implement immediate and temporary measures. 1.3 Propose an objective and the associated indicators,Associated tools WWWWHW Brainstorming Meas

17、urement system Indicator,page 18,Problem-Solving Methods,2. Analyze the causes 2.1 Find out the possible causes 2.2 Rank causes in order of importance, depending on impact,Associated tools Cause/Effect diagram (Ishikawa) The 5 M s,Pareto,(2 slides),page 19,Problem-Solving Method,3. Decide the soluti

18、ons 3.1 Identify the possible solutions 3.2 Characterize the solutions feasibility (resources, cost, deadlines) Effectiveness / objectives 3.3 Decide 3.4 Evaluate the risks/consequences generated by implementation of the solution,Associated tools Box of 9 squares,page 20,Problem-Solving Method,4. Im

19、plement the solutions 4.1 Prepare the action plan (what, who, when, etc.) 4.2 Do 5. Verify effectiveness 5.1 Compare results obtained compared to the objective (1.3) 5.2 If the result falls short, review the solutions, or perhaps the causes, or perhaps the problem,Associated tool indicator,page 21,P

20、roblem-Solving Method,6. Standardize and generalize 6.1 Draft or update the work rules 6.2 Train, inform for application 6.3 Broaden the solutions to similar situations, real or potential.,page 22,WHAT What is the problem? What aspects can characterize the situation? (Operations, products, equipment

21、, faults, malfunctioning, etc.) WHO Who are the persons concerned by the problem ? (individuals, personnel, experts, customers, suppliers, departments, etc.) WHERE Where was the problem seen ? (workshops, departments, services, machines, stage of the process, etc.) WHEN When did the problem occur? (

22、time, day, month, start of the event, frequency of occurrence, duration, etc.) HOW How does this problem come to light? What are the consequences of this problem? What is the current process? WHY Why do you need to solve this problem? HOW MUCH For each of the above questions.,Tool_WWWHW,page 23,Tool

23、_Pareto,Criteria (quantity, cost, frequency, etc.) Ranking = Priorities, 80/20, sorting and decision-making aid Example : Take five types of defects, that we will call A,B,C,D and E. Our objective is to determine which defects should be treated first. We will perform the two possible analyses (quant

24、ity and cost). Conclusion : We will look first at defects B and E. Indeed, these two defects are seen in 40% of cases and are responsible for 60% of the costs.,Valeurs cumules :,graphique 2,Histogramme :,graphique 1,page 24,Definition of an indicator,Nom de lindicateur : Taux de service fournisseurs

25、 Name of indicator : Supplier service rate Axes de progrs : Diminution des stocks de scurit Objective : Reduction in safety stocks Responsable de la production de lindicateur : Resp. achats Individual responsible for generating the indicator : Procurement manager Responsable de la dfinition de lindi

26、cateur : Resp. achats Individual responsible for definition of the indicator : Procurement manager Finalit de lindicateur : Mesurer le respect des engagements fournisseurs en Purpose of the indicator : matire de dlai To measure the suppliers ability to meet agreed deadline,Dfinition de lindicateur (

27、formule prcise) / Definition of the indicator (exact formula) Number of full deliveries delivered on time and ahead of time Total number of deliveries Scope : all suppliers, including within the group, except CEV,Sources dinformations (ou donnes dentre) Pistache : by PI035 team Information sources :

28、 summary report : supplier HG Priode ddition : Monthly Frequency : Clients : Production lines Project teams Management team Customer Contraintes dutilisation : Constraint / Utilization :,page 25,Tool_Ishikawa,The causes / effect diagram consists of : 1) Clearly defining the effect whose causes are s

29、ought. 2) Plot the diagram using the categories of causes recommended below: either the 5Ms : Milieu (environment), Manpower (personnel), Method (organisation), Material (medium), Means (Means) or the stages of a process or the main categories of causes identified. 3) In a brainstorming session, res

30、earch all possible causes and classify them into the different chosen categories. The causes-effect diagram is a graphic medium : - for discussion, serving as a guide, a guiding thread - for training, by capitalising on the experience of each member - for presentation, by providing a graphic represe

31、ntation of the expertise of each member,page 26,Tool_Ishikawa,Example of Causes-Effect diagram,page 27,Tool_Box with 9 squares,page 28,The Measuring System,Obj.,1,2,Comments,1,2,Reference of the indicator presented,Description of the indicator,Visual indication graphic over time be careful to show t

32、he set objective!,Quality management box helps you become smarter ! Enter here the actions undertaken that resulted in big variations in the indicator,page 29,Flowchart For Problem Resolution,Dont Mess With It!,YES,NO,YES,YOU IDIOT!,NO,Will it Blow Up In Your Hands?,NO,Look The Other Way,Anyone Else

33、 Knows?,Youre F*#D!,YES,YES,NO,Hide It,Can You Blame Someone Else?,NO,NO PROBLEM!,Yes,Is It Working?,Did You Mess With It?,page 30,From dysatisfaction to a well characterised problem,page 31,page 32,page 33,Kit User Guide,The principal functions of this training kit are : to present a problem-solvin

34、g method and tools To help trainers to : put forward the consistency of the method and tools with the TQM Policy of Vision and its values present the piloting system that will accompany this training (including monitoring the return on investment) Overcome objections from participants Reassure parti

35、cipants as to the feasibility of the method (Vision example),page 34,Kit User Guide,Good teaching practices (the 4 laws applicable to teaching) Memorisation of the new knowledge increases according to the method of perception (from passive to active) I read, I hear, I see, I say, I do I learn faster

36、 and easier in a field that I know than in a field that is new to me be careful, since we have mixed groups, to ensure that everyone understands the case studies (feet) The re-learning curve People have short memories = you must put new knowledge into practice within a very short time of the trainin

37、g I learn because I want to learn You have to make people want to use a tool = highlight the positive spin-offs,page 35,Kit User Guide,How to use the comments pages These pages : give suggestions for training, in application of good practices. give ways to overcome objections specify when (at least)

38、 to use the paperboard, this aid is to be used as often as possible to hold the participants attention The trainer (or two-person training team) remains at liberty to adapt the comments and training method depending on the reactions of the group, yet must always follow the teaching steps.,page 36,Ki

39、t User Guide Three stages for overcoming an objection : Example,C : Delve deeper into the objection the objection is a proof of interest, I show that I respect my contact and want to understand him before answering, I carefully identify his reasoning I understand. You mean that you are satisfied wit

40、h your service providers. N : Neutralise the objection I reformulate or restate in a positive manner, focusing on his need, and not on me : naturally. You won t be interested in other suppliers unless they can provide you with something extra, something different . I get him to say yes , imagining the actual (positive) question he might have asked. Z : Zoom in on the argument zoom forward : advance a specific point : Well, to deal with the entire project as a whole, we have a complete method. To do that, w