Introduction to MEDIC(英文版)(ppt 29页).ppt

1、3.1Introduction toMEDIC,Because we want improvement to occur :,Why use an improvement method?,systematically in the BEST way with the benefit of what has been shown to work across the business,Have we arrived?Sustained/Standardising,Where are we?Staying on track,Where are we going? Maintaining persp

2、ective,The advantages of a structured method,Is the team operating within the context of the Charter? Scope Plan Goal Has fact based decision making been used throughout? Are assumptions validated? Is leadership informed and on board with findings and conclusions? Is the team performing effectively?

3、 Has the benefit been maximised? Will success be sustained? Are there opportunities to transfer improvement to other processes?,MEDIC,An approach for breakthrough projects An overall reporting structure Suitable for improving existing and creating new processes Applicable in product, service and sup

4、port functions,C,I,D,E,M,ap easure xplore valuate efine escribe mplement mprove ontrol onform,The Breakthrough Method,Quantify waste Explore possible causes/Levers Experiment Isolate and verify the root cause by testing each potential cause Rank causes Conclude what conditions have to be improved/ r

5、edesigned Update MEDIC Fact Report,Generate solutions Verify solutions Define permanent counter measures Risk analysis Describe the modified process: new process map Update MEDIC Fact Report,Design the implementation plan Define/track activities Track counter measures implementation Communicate and

6、clarify to the organisation Improve Track performance Update MEDIC Fact Report,Ensure changes are anchored in the organisation Train all relevant people Standardise Modify audit checklists Track improved performance Update MEDIC Fact Report,A common view of the as is process and how well it is perfo

7、rming,Identify critical causes and/or levers (The vital few),MEDIC phases,Describe problem (or opportunity) and objective Measure historical performance trends Set up measurement system Map current process Share available knowledge and get a common view Manage by facts, not opinions Start MEDIC Fact

8、 report,Describe and Design the improved process,Draw up the implementation plan and introduce confirm results,Establish control and hand over to process owner.,MeasureMap,ExploreEvaluate,DefineDescribe,Implement Improve,Control Conform,Process Mapping Run Charts Histogram Check Sheet Brainstorming

9、Gantt Chart Gauge R driven by inputs and outputs,Classroom activity - Map,Confirm understanding of Courier process,1. Walk through the process,20 minutes,Instructions,Objective,Time,Quick Wins are:,Easy to implement Cheap Reversible,Simulation Round 2 -Quick Wins,Team activity: MEDIC Fact Report,Com

10、plete the next section of the MEDIC Fact Report for the Courier project.,1. Work as a whole class group to agree the relevant sections 2. Complete answers on a flip chart or overhead,5 minutes (Plenary session),Instructions,Objective,Time,3.3Explore &Evaluate,A common view of the as is process and h

11、ow well it is performing,Identify critical causes and/or levers (The vital few),MEDIC phases,Describe and Design the improved process,Draw up the implementation plan and introduce confirm results,Establish control and hand over to process owner.,MeasureMap,ExploreEvaluate,DefineDescribe,Implement Im

12、prove,Control Conform,Quantify waste Explore possible causes/Levers Experiment Isolate and verify the root cause by testing each potential cause Rank causes Conclude what conditions have to be improved/ redesigned Update MEDIC Fact Report,Effective improvement requires information from the entire su

13、pplier-customer, cause and effect relationship.,Introduction to process indicators,Example: Cycle time for loan application processing,Developing a data measurement plan,Each Black Belt improvement team should complete a measurement plan that contains the following information.,Display Data,Non-Valu

14、e-Added Analysis,Customer Value-Added An activity can be described as adding value for the customer only if: The customer recognises the value It changes the product toward something the customer expects It is done right the first time Operational Value-Added An activity adds operational value if it

15、 is not a customer value-added activity and is: Required to sustain the workplace ability to perform customer value-added activities Required by contract or other laws and regulation Required for health, safety, environmental or personnel development reasons Done right the first time,Some examples o

16、n non-value added activities,A team preparing to perform a value analysis of a process will begin by questioning each step in the process. Some of these steps may include: Proof reading Counting the amount of work Inspection and checking Sorting work Logging information Checking calculations Reviewi

17、ng and approving Moving and set-up Monitoring work Stamping Any type of rework,Team activity - Explore,1. To complete a value added/non-value added analysis 2. To complete a root cause analysis,Split into two groups 1. Use the process map to identify non-value added activity. Distinguish operational and customer value- added activity. 2. Create a Fishbone diagram to identify root causes of defects,20 minutes (Breakout session) 10 minutes (Plenary session),Instructions,Objective,Ti