诺基亚质量改善七步法.ppt

1、NOKIA 7,7-STEP PROBLEM SOLVING METHOD 诺基亚解决问题七步法程序,Why is Systematic Problem Solving Critical for Nokia ?为什么系统的解决问题对诺基亚是至关重要的?,Nokia growth has “ no limits” 诺基亚的成长是 “ 无限的”,Work smarter, not harder! 更聪明而非更辛苦的工作!,What is NOKIA 7 ?什么是诺基亚七步法,NOKIA 7诺基亚七步法 Is a systematic 7-step method for finding sales

2、centers 我们电子产品的用户；销售中心 Mail, express delivery, or special delivery depending on customer locale or delivery destination 根据客户收货地情况，用邮件，快件，或特殊货运发货 Not to exceed 3 % of sales price per unit 不超过3的销售单价 Unit cost in local currency per shipment 每批发货的当地货币单价,Writing a Problem Statement (1/2)写问题陈述,Current Sit

3、uation目前状态: Electronic product shipments are being delivered to customers in an average of 14 days time and at an average cost of 13% of the sales unit price. 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. Desired Situation预期状态: Prompt delivery of within 2 days, at a price not to exceed 3% of the unit sales price. 2

4、天内及时交付，费用不超过销售单价的3%. Problem Statement问题陈述: Product deliveries take 14 days instead of 2 days, and the cost is 13% of sales unit price whereas it should be max 3%. 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: Improve product shipment performance from now 14 days to under 2 days, while reducin

5、g the total cost per shipment from now 13% to no more than 3% of the unit sales price, within the next 30 days. 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。,Writing a Problem Statement (2/2)写问题陈述,BASICTOOL 基本工具,Brainstorming脑力激荡法,Structured有组织的 Everybody speaks in turn. 每一个人轮流发言 Only on

6、e idea at time.一次一个想法 Wait for your turn.等待自己的机会 You can miss your turn if you wish.如果你愿意,你可以放弃自己的机会,Unstructured未组织的 Everybody contributes.每个人都作贡献 All ideas recorded记录所有的想法 -Flipchart -Post It Notes报示贴,Both双方的 Explain, but dont discuss.解释,但不讨论. Do not criticize the ideas of others.不要批评别人的想法. Gather

7、 as many ideas as possible.尽可能多的收集想法. Improve upon others ideas.改进他人的想法. Encourage wild ideas.鼓励疯狂的想法.,Pareto Chart柏拉图,DESCRIPTION: Pareto helps to prioritize problems. 描述:柏拉图有助于问题排序,BASICTOOL 基本工具,Example: Pareto Principle示例:柏拉图原理Sales Revenue Analysis 80/20 Rule销售收入分析80/20原则,% Sales (Cumulative) %

8、销售额(累计),0,20,40,60,80,100,% Products (Cumulative) %产品(累计),Sales 销售额,10 20 30 40 50 60 70 80,Pareto presents the 80/20 rule: 20% of products create 80% of all revenue. 柏拉图介绍了80/20原则:80%的收入是由20%的产品创造的.,Step 1 Check List步骤1 检查表,CHECKING THE ACTIVITIES:检查如下活动: Problem with greatest business impact has b

9、een identified. 对事务影响最大的问题已被确认. Problem statement has been defined.已定义出问题陈述. Project team and sponsor have been nominated.项目组及负责人已确定. Costs/benefits of solving the problem have been estimated. 已估计出解决问题所需费用/所获益处. Schedule outline for the project has been set. 已确定项目大约所需的时间.,CHECK QUESTION:检查问题: How ha

10、ve you defined the gap between the actual and target? 您是如何定义现实与目标之间的差距的?,Step 2 Analyze Problem步骤2 分析问题,Key Activities关键活动: Collect data about the problem or the process (who, what, when, how often, 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) Describe and visualize the problem描述问题并使之形象化 Check Question检查问题:

11、How does your analysis help visualize the problem? 您的分析是如何使问题形象化的? Tools工具 Process mapping过程图 Graphs图形 Histograms直方图,Planning for Data Collection,Key Questions关键问题 What kind of data is most relevant to the problem?何种资料与问题最相关? Quantitative vs. qualitative data定量资料相对于定性资料 How do you get the most relev

12、ant data? 您是如何得到最相关资料的? Databases, surveys, reports 数据库,调查,报告 How much time can you spend looking for the right data?您会花多长时间去寻找正确的资料? Days, weeks, months 天,星期,月,Process Mapping过程图,DESCRIPTION:The purpose of process mapping is to create a visual representation ofhow activities link together so that t

13、he process can be communicated or analyzed for improvement. 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: A process map describes the activities carried out within an organisation. 概述：一个过程图描述在一个组织中完成的活动.,A detailed understanding on processes and Process Mapping is provided by a 7-step Conti

14、nuous Process Improvement method (CPI 7).CPI7将对过程及过程图作详细的介绍.,Example: Process Map示例:过程图,Receive Order 接到订单,Ask for Cash in Advance 要求预付现金,Check Credit Rating 检查信用等级,Process Order 进入订货过程,Previous Customer 老客户,Yes是,No 否,Rating OK 等级良好,Yes 是,No 否,Send Order to Production 将订单发往生 产部门,Yes 是,No 否,Cancel Or

15、der 取消订单,Payment Received 收到付款,Graphs图形,PIE CHART 圆饼图 BAR CHART柱状图 LINE DIAGRAM 折线图,BASICTOOL 基本工具,Example: Bar Chart 示例:柱状图Helpdesk Calls data HD 电话数据,Time of Day 一天中的时间,No. of Calls电话数量,Histogram直方图,DESCRIPTION: This is a bar chart that allows us to observe the variation of a certain factor. The s

16、tatus of a process can be assessed from the range and distribution of the variable. 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: On the horizontal axis the abore mentioned variable is divided into size classes whilst the vertical axis represents the frequency. 概述:在横坐标上变量被分为数量等级,纵坐标

17、表示频率.,# of measurements衡量标准 # of classes 等级 less than 50少于50 5 - 7 51-100 8 - 10 101-250 11 - 13 more than 250多于250 14 - 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,Example 2,Frequency,Example: Histograms示例:直方图,Step 2 Check List 步骤2 检查表,CHECKING THE ACTIVITIES:检查如下活动: All r

18、elevant data was gathered to better understand the problem. 所有相关的资料都得以收集用于更好的理解问题. The problem was clearly visualized. We know now where, when or how the problem occurs. 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.,CHECK QUESTION:检查问题: How does your analysis help visualize the problem? 您的分析是如何帮助问题形象化的?,

19、Step 3 Determine Causes 步骤3 确定原因,Key Activities关键活动: Identify possible causes.确定一切可能的问题原因 Select the most likely cause(s).选择出可能性最大的原因 Identify/verify root cause.确认根本原因 Check Question 检查问题 How did you find the root cause? 您是如何找到根本原因的? Tools工具 Brainstorming脑力激荡法 Cause-Effect Diagram (Fishbone Diagram)

20、因果图(鱼骨图) Affinity Diagram亲和图 Interrelationship Diagram关联图 Why-Why Analysis 寻根问底分析法,Cause-Effect Diagram (Fishbone Diagram) 因果图(鱼骨图),DESCRIPTION: A systematic way of looking at the causes and effects of the problem, and how they are related. This is also known as a Fishbone or Ishikawa diagram. 描述:因果

21、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,Effect or Outcome 效果或结果,Trunk 主干,Primary Causal Factor,Main Branch 主分支,Minor Branch 小分支,Second-Level Causal Factors 第二级起因,Problem Statement 问

22、题陈述,BASICTOOL 基本工具,Affinity Diagram亲和图,DESCRIPTION: Affinity diagrams organize and summarize ideas into natural groupings. This tool can be used in conjunction with Brainstorming, when a large number of ideas are generated. 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.,User demand is more sop

23、histicated and diverse 用户的需求更加复杂和多样化,Quality is becoming globalized 质量正趋于全球化,Non-user friendly products are Unacceptable 不接受非用户友好的产品,Need for providing complete service 对于提供,Unreliability in products is not tolerated 不能容忍不可靠的产品,TQM-aware customers are becoming common 具有全面质量管理意识 的顾客普遍起来,Demand for hi

24、gh- quality, low- cost goods increasing 对高质量低成本产品的需求增加,Technology is no longer “awe-inspiring” 技术不再是令人畏惧的,Brand-awareness does not guarantee customer loyalty 品牌意识不能保证顾客 的忠心程度,Market different- tiation is becoming less of an issue 市场差异正趋于淡化,Individual customize action is becoming more of an issue 特殊用

25、户行为正在走强,Need for meeting all requirements is severe 强烈要求达到所有 要求的需求,Happy to pass on good product/ service stories 乐于传播好产品/服务的事情,Instant, intuitive usability becoming Requirement 方便直观的可用性成为需求,Local service must be available Immediately 本地服务应能立刻获得,Replacement parts/ product expected within 24 hours 期望

26、24小时内能获得替代 部件/产品,Easily contacted by telephone or fax 通过电话或传真容易联系,Extended warranty Expected 期望大范围的保证,Questions answered quickly and correctly 回答疑问快捷准确,Complete customer education/in for- mation provided 为客户提供全部知识/信息,Happier to pass on poor product/service stories 乐于传播不好的产品/服务 的事情,Low-tolerance for

27、inadequate service; likely to return prod 很难忍受不充分的服务; 可能会以牙还牙,Interrelationship Diagram关联图,DESCRIPTION: The Interrelationship diagram is used to identify root cause(s) when the relationships among the effects and the causes, or the objectives and the methods, are complex. 描述: 当原因与结果或是目标与方法之间的关系较复杂时,

28、可用关联图来找出根本原因.,This tool can help to facilitate problem solving and overcome language difficulties这个工具可以帮助解决问题并克服语言困难. extracting all possibly related causes 提取所有可能的原因 using arrows to clearly show cause-and-effect relationships 使用箭头清晰表示因果关系 showing a full overview and focusing on the main causes 表明一个

29、全貌，集中在主要原因,Rejection of the Statistical Thinking Method 拒绝统计思考方法,Lack of motivation to change 缺乏变化的动力,Fear of technical tools and methods 害怕技术工具和方法,Lack of support for Implementation 缺乏实施方面的支持,People have competing priorities 人们具备竞争主次感,Lack of consensus around the right measurement indices 缺乏关于正确衡量标

30、准 的共识,Data are not easily accessible 数据不易被接受,Misunderstanding of Statistical Thinking Paradigm 误解统计思考范例,Lack of Statistical Thinking Paradigm 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-Why Analysis 寻根问底分析法,DESCRIPTION: The Why-Why analysis helps to identify the root cause(s) of a problem, by a

31、sking the question why about each cause. 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.,Problem Statement 问题陈述,Why ? 为什么? Why ? 为什么? Why ?为什么?,BASICTOOL 基本工具,Step 3 Check List 步骤3检查表,CHECKING THE ACTIVITIES:检查活动: Possible causes to the problem were identified. 确定了所有可能的问题原因. Causes were identified based on the

32、analysis of Step 2. 基于步骤2的分析确定了原因. Root cause(s) to the problem was/were found. 找出了问题的根本原因.,CHECK QUESTION:检查问题: How did you find the root cause? 您是如何找到根本原因的?,Step 4 Develop Solutions步骤4 寻求对策,Key Activities关键活动 Develop possible solutions for corrective and/or preventive actions. 寻求对策,以采取纠正性/预防性措施 Se

33、lect the most suitable solution(s). 选择出一种或多种对策 Check Question检查问题 How does your solution solve the problem? 您的对策是如何解决问题的? Tools工具 Brainstorming脑力激荡法 Double Team Technique二人组技术 Solution Selection Table对策选择表,Lucy writes down 3 - 5 Suggestions on Post-It Notes3-5个建议,Mike: 3 - 5 Suggestions3-5个建议,Robert

34、: 3 - 5 Suggestions3-4个建议,Angela: 3 - 5 Suggestions3-5个建议,3 suggestions on Post-It Notes from the 2. Double Team 从第二个二人组中选出3个建议,1,2,3,4,5,6,|,|,|,|,| |,|,Selection of the,2-3 most voted,solutions,5,3,1,3 suggestions on Post-It Notes from the 1. Double Team 从第一个二人组中选出3个建议,Double Team Technique二人组技术,D

35、ESCRIPTION: Double Team (“2 past experience, different priorities, future aspirations or personal interests. 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 Whatever the reason, some people will support the change while others will resist. 无论什么原因，有些人会支持，而有些人会抵制 Stakeholder analysis provides a means of identifying

36、 all those affected by the change, analysing their possible response to that change, so that actions can be taken to enhance positive involvement and reduce negative influences. 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,Stakeholder Analysis (2/2) 相关方分析,Impact of,Change 变化产生 的冲击,Reaction,To

37、 Change 对变化的反应,High 高,Medium 中,Low 低,Blockers Floating Champions,阻挡者 Voters 永往直前者 不定者,Focus effort where it counts! 在有价值的地方集中努力!,Improvement Selection Matrix 改进选择矩阵,Weak Strong 弱强,Fast 快 Slow 慢,Speed of Impact on Business Measures 作用于业务测量的冲击的速度,Contribution to Problem 对问题的贡献,Action Planning 行动计划,Divide solution(s) in