HS Qps快速问题的解决

nullQOS Quick Problem Solving/ QOS快速问解决QOS Quick Problem Solving/ QOS快速问题解决A Johnson Controls Training Program Automotive Systems GroupQuestCourse Objectives/课程目标Course Objectives/课程目标At the end of this course, you will be able to:/在该课程结束后，你将可以： Contribute as an active team member/成为一个积极的团队成员 Experience the benefits of teams/为团队创造利润 Assist the team in selecting problems by applying the Quality Operating System/通过质量系统帮助团队选择解决问题的方法 Describe how the 7 quality tools apply to problem solving/描述如何运用质量的７个工具来解决问题 Apply problem solving tools to assist the team in continuously improving the work they perform./运用问题解决的工具帮助团队继续进行工作Rules of Brainstorming/头脑风暴法的规则Rules of Brainstorming/头脑风暴法的规则Take turns in rotation/轮流进行 Only one idea per person per turn/每人提供一个意见 Strive for quantity of ideas/争取大量的意见 Say “pass” if no ideas/如果没有意见就说“放弃” No criticism/没有批评 Be patient/耐心 Good natured laughter is okay/友善的微笑是允许的 Exaggeration is encouraged/允许适当夸张 Combine and improve on the ideas of others/吸收、改进别人的意见 Lost on the MoonSome Key Elements of a Successful Problem Solving Team/一个成功的解决问题小组的几个关键元素Some Key Elements of a Successful Problem Solving Team/一个成功的解决问题小组的几个关键元素People building philosophy/正确的人员选择 Participation from everyone/参与性强 Members help others to develop/团队间的互相帮助 Projects are team efforts, not individual efforts/团队合作意识强 Training is provided to workers and management/对工人和管理人员进行 Creativity is encouraged/鼓励创造性 Projects are related to members work/项目关系到每个成员的工作 Management is supportive/管理得当 A quality and improvement consciousness is developed/质量和持续进步的发展Roles in a Team/团队中的人员Roles in a Team/团队中的人员Team Leader/团长 Leads the team through the stages of team development and through the problem solving steps/领导团队进行团队发展和问题解决的工作 Recorder/记录员 Creates a record of the team’s discussions and decisions/记录团队讨论和决定的人员 Timekeeper/时间管理员 Keeps the team on schedule/保证团队按发展 Process Observer/工序检查员 Observes the team’s process and gives feedback based on these observations/检查团队的工作进程，并根据检查结果作出反馈The Recorder/记录员The Recorder/记录员Remains neutral/保持中立态度 Avoids editorializing/避免描述性的内容 Uses the exact words people say/按原话记录Benefits of Team Participation/团队参与性的优点Benefits of Team Participation/团队参与性的优点Increased control over the job and the job environment/增加工作的可控性和工作环境的管理 Increased job security and recognition/增强工作的安全性 Increased cost savings/降低成本 Increased quality improvement/提高质量 Increased employee pride, productivity, participation and pleasure in the job/提高员工的参与性、积极性Barriers to Problem Solving/问题解决的障碍Barriers to Problem Solving/问题解决的障碍Lack of necessary tools/缺乏所需的工具 Lack of necessary skills/缺乏所需的技能 Lack of necessary resources/缺乏所需的资源 Preconceptions/预见 Assumptions/假设 Attitudes/态度 Fear of failure, criticism/害怕失败、批评 Lack of teamwork/缺乏团队意识 Poor leadership/领导能力差 Etc…/等等A Structured Problem Solving Method Facilitates:/一个方便问题解决方法的结构A Structured Problem Solving Method Facilitates:/一个方便问题解决方法的结构Team based problem solving/团队问题的解决 Timely and permanent resolution/适当的、永久的解决 Flexibility and repeatability/灵活性和重复性 Uniform documentation and reporting/规则的记录和 Retention of knowledge gained/牢记学到的知识 Standard language for problem solving/解决问题的标准语言 “It is a capital mistake to theorize before one has the data.” 在得到数据前不要试着去下定义 Sir Arthur Conan Doyle “Get the facts first, you can distort them later.” 首先要知道真相，然后你可以随便修改 Mark Twain “Without data, you're just another person with an opinion.” 没有切实的数据，你只能是提供意见的人 sign in engineer's office QOS: Quality Operating System/质量管理系统QOS: Quality Operating System/质量管理系统“QOS is a systematic, disciplined approach that uses standardized tools and practices to manage business and achieve ever-increasing levels of customer satisfaction.”/质量系统是一项系统的，规则的经营管理工具，对提高消费者的满意度很重要The Benefits of QOS/QOS的优点The Benefits of QOS/QOS的优点Continuous improvement/可持续发展 Data driven decision making/由取得的数据来做决定 Employee involvement at all levels/所有的员工都包括在内 Making sure that the right problems are being solved in a timely way/确保问题通过适当的方法解决How QOS Works/QOS如何工作How QOS Works/QOS如何工作Key indicators of success are selected and measured (measurables)/选择和测量关键的指示器（可测量的） A champion is assigned to each measurable (usually plant staff)/对每一项测量推选一个代表（通常是工厂的员工） Champions gather data for specific areas in the plant and present at the QOS meetings./由这些人采集数据，在QOS会议上提出 Champions are responsible for making their measurables better/这些人必须尽量保证测量的质量 For the biggest problems, they put a team of experts - YOU - together to improve them./对重大的问题，需要组建一个专家组，并由－你－一起参与来改进这些问题QOS Problem Solving Linking Problem Solving To Measureables/把解决问题和测量联系起来QOS Problem Solving Linking Problem Solving To Measureables/把解决问题和测量联系起来Identify the team/认定团队 Define the problem/了解问题 Contain symptoms/表现 Diagnostics/诊断 Set action plans/设置行动计划 Paynter chart/Paynter图 Link corrective action/连接纠正的行动 Follow-up meeting schedule/下次的会议进程PSD - Title Block/名称PSD - Title Block/名称Outlines the problem solving process/问题解决工序的要点 C/M = Countermeasure = Permanent Solution/＝方法对策＝永久解决 Identification Information/确定信息nullPSD - Problem Awareness/发现问题PSD - Problem Awareness/发现问题Fill in as much data as available/尽量多填写些数据 Detail - Use “object has defect” format/详细的－使用‘物品有缺陷’的格式nullPSD - Problem Awareness/发现问题 PSD - Problem Awareness/发现问题 Ask and answer all questions fully:/对以下的问题做出详细的提问和回答： What is? What is not?/是什么？不是什么？ Where is? Where is not?/在哪里？不在哪里？ When is? When is not?/什么时候？不在什么时候？ Extent is? Extent is not?/范围是？没有范围？ If no data, get the data! No guesses!/如果没有数据，去找数据！绝对不要猜测！nullPSD - The Team/团队PSD - The Team/团队1A Define the team members at thes start of the problem solving process/１A在问题解决工序开始的时候确定团队成员 1B - Team members sign off at the end of the problem process AFTER root cause is identified and countermeasures are validated to be effective/１B－在找到问题根源和对策后解散该团队 PSD documents a process, not one meeting/PSD记录的是一个整体工序，而不是一次会议nullPSD - Trend Chart/发展趋势图PSD - Trend Chart/发展趋势图Provide trend data for tracking defect occurence and patterns/提供缺陷发生和模式的趋势性数据 Chart data from before, during and after the defect was detected/把以前的，现在的和将来的数据标在图表上nullPSD - Containment/牵制PSD - Containment/牵制措施Containment is critical as soon as problem is discovered/一旦问题发生，立即执行牵制措施 Document all containment activities and how they successfully prevent “escape points”/记录所有的牵制行动，以及如何成功的预防了“问题的遗漏”nullPSD - Fishbone Diagram/鱼刺图PSD - Fishbone Diagram/鱼刺图Consider how the problem surfaced/想象问题的表象 Consider if the problem was shipped to the customer (internal or external)/思考该问题是否已经被传递到消费者处（国内的或国外的） Brainstorm all possible causes - choose the three most likely causes given the data at the time/从记忆力搜索一些可能的原因－选出３个最有可能的原因，输入数据nullPSD - Fault Tree Analysis/错误的树状分析图PSD - Fault Tree Analysis/错误的树状分析图Ask “Why” as many times as necessary to determine probable root causes for the problem./在寻找可能的原因时，多问几次“为什么”nullPSD - Corrective Actions/纠正行为PSD - Corrective Actions/纠正行为Section 5 is linked to section 6/第五节和第六节相连 Containment = immediate response to prevent the problem from affecting downstream operations/牵制制度＝迅速对问题作出反映，防止其对下一道工序产生影响 Countermeasure = permanent response that eliminates root cause/对策＝永久解决，排除问题根源 Use extra pages, if necessary, to describe each box fully/如果需要对每个箱子都完全解释清楚，那么可以增加额外的篇章nullPSD - Implement and Verify/实施和检验PSD - Implement and Verify/实施和检验If the problem is re-created and the countermeasure specifically prevents the situation you want it to, you have confirmed its accuracy (Verify)/如果问题被解决，对策也按你预想的起到了作用，那就证明该系统是正确的（检验） If the problem is re-created and the countermeasure completely prevents the problem’s effect THE SAME WAY EVERY TIME under normal process conditions, you have confirmed its effectiveness (Validate)/如果问题被解决，对策在每次发生同样问题的时候都起到了同样的预防作用，那就证明该系统是有效的（确认） OR/或 “It worked this time” = Verify/‘这次有效’＝检验 “It works every time” = Validate/‘每次有效’＝确认nullPSD - Prevention/预防PSD - Prevention/预防Use the knowledge gained to prevent similar poblems in other, related areas/通过学到的知识预防在其他相关的方面发生的类似的问题 If the potential exists, be proactive and put in countermeasures before defects occur elsewhere/如果有潜在的问题存在，提前进行预防，避免错误在别处发生nullPSD - Prevention/预防PSD - Prevention/预防Consult all documents that may have data regarding the problem (e.g. PFMEA, Quality Alerts)/查阅所有可能包含关于问题数据的资料（如：PFMEA、质量警示） Update all documents with new data from the implementation of the countermeasrue (e.g. PFMEA relative priority numbers should change)/用实施对策后得到的新数据对所有的资料进行更新（如：PFMEA的号码就会改变）nullPSD - Follow-Up & Signoff/跟近和结束PSD - Follow-Up & Signoff/跟近和结束This folder documents a process. Follow-up meetings may be required. Verification efforts can take time./这个资料记录了一道工序的内容，接下来需要举行一个会议。确认效果要花费一点时间 Closure is acheived when the permanent countermeasure is implemented and validated 30 working days later/当实施永久对策后，如果保持３０天有效，那么就该系统可以结束了nullPSD - Process/工序PSD - Process/工序Problem solving is PDCA (Plan-Do-Check-Act)/按PDCA解决问题（计划－进行－检查－行动） It is a process, not a single event/这是一个整体工序，不是单独的一件事 Use the PSD as a folder to document the entire process/把PSD作为一份资料，记录整个工序 When the problem is solved - recognize the team and their efforts!/当问题解决以后－对团队和他们的成绩进行表彰吧！nullPaynter Chart/Paynter图表Paynter Chart/Paynter图表...to validate containment and corrective actions over time/ 有效的牵制制度和纠正措施c = containment action p = permanent action ＝牵制行为 ＝永久行为 Objectives of Quality Tools/质量系统工具使用的目标Objectives of Quality Tools/质量系统工具使用的目标Describe the quality tools and how they apply to problem-solving./质量工具进行描述，并说明怎样用于问题的解决中 Use the quality tools to expand thinking, gather data, and analyze data as appropriate./通过质量工具扩大想象范围、收集数据，并进行大致的分析 Use the quality tools as part of the problem-solving process./质量工具的使用是构成问题解决工序的一部分The Seven Quality Tools/７种质量系统工具The Seven Quality Tools/７种质量系统工具Checksheets/检查表 Trend Chart/趋势图 Pareto Chart/Pareto图 Fishbone Digram/鱼刺图 Histogram/矩形图 Scatter Diagarm/散布图 X-Bar, R Charts/X柱，R图Three Types of Checksheets/检查表的３个类型Three Types of Checksheets/检查表的３个类型For Counted Data/计算数据表 Present or Absent/出席或缺席 Yes or No/是或否 Binary Data/２元数据 For Measured Data/测量数据表 How Much/数量 How Long/长度 Variable Data/不定数据 For Location Data/位置数据表 Where is it?/在哪里 Where Did it Occur?/在哪里发生 Pictograph/统计表Trend Chart/趋势图Trend Chart/趋势图Pareto Chart/Pareto图Pareto Chart/Pareto图Fishbone Diagram/鱼刺图 “Cause and Effect Diagram”/因果图Fishbone Diagram/鱼刺图 “Cause and Effect Diagram”/因果图Categories of Cause/起因分类 Materials/材料 machine/设备 people/人力 equipment/tools 设备/工具 Environment/环境 transportation运输measurement测量procedure/method程序/方法ASK: "How could each item (cause) contribute to the problem?” 提问：‘每一项（原因）是如何影响问题的’Histogram/矩形图Histogram/矩形图Scatter Diagram/散布图Scatter Diagram/散布图 “R Chart” R图“X-Bar Chart” X柱图Actors/Actresses/男女演员Actors/Actresses/男女演员The King 国王The Queen 皇后The Narrator 公证员The Farmers from the North South East West 东南西北的农民 The Wisest Person in the Land 最聪明的人Broad Problem: Annual Food Production/主要问题：食物的年产量Broad Problem: Annual Food Production/主要问题：食物的年产量Problem Area:/问题区域 Increasing agricultural production as measured by annual production 根据对年产量的调查发现农产品产量的增加（３年前和现在）Pareto Chart: Agricultural Production/农产品产量Pareto Chart: Agricultural Production/农产品产量Specific Problem and Goal/明确的问题和目标 Annual Maize Production/玉米的年产量Specific Problem and Goal/明确的问题和目标 Annual Maize Production/玉米的年产量Problem Statement: Maize production, which accounts for 46% of the total agricultural output, has been falling at a rate of 7% to 10% per year for the last three years and must increase to support the growing population./存在的问题：近３年来，玉米的产量由原来总农产品产品的４６％每年降低７－１０个百分点，为了迎合人数的增长必须增加玉米的产量 Target: Maize production increase by 30%/目标：产量增长３０％Identify the “Team”/确定‘团队’Identify the “Team”/确定‘团队’Farmer from the North Farmer from the South Farmer from the East Farmer from the West 东南西北的农民Brainstorm for Ideas:/头脑风暴法： Finding the Root Cause/寻找根源Brainstorm for Ideas:/头脑风暴法： Finding the Root Cause/寻找根源Check Results: Annual Maize Production/检查结果：玉米年产量Check Results: Annual Maize Production/检查结果：玉米年产量Morals of the Story/这个例子的含义Morals of the Story/这个例子的含义Problem solving requires patience from the king (plant management and corporate) to work its efforts./问题解决的效果需要国王（工厂管理层和合作者）有足够的耐心 The only way to eat an elephant or tackle a big problem is to break it down into smaller pieces, and eat them one bite at a time./要解决一个大问题，首先把它分成多个小部分，然后在一个一个的去解决 The king and the queen could not solve all problems on their own./国王和皇后不可能单靠自己的力量解决所有的问题 Team - the best people to have on the problem solving team are the experts (those who do the work every day)./团队－解决问题最好的人是这方面的专家 Problems are like weeds; they do not die unless you can get at the root./问题就像野草一样，除非你找到了它们的根源，否则总不能彻底清除 Try only one “fix” at a time, then check to see how much it helped./尝试分段工作，对每段的效果分别进行检查 The lower cost solutions should be tried first (don’t dig canals until you must)./首先尝试较低成本的方法（除非必须，否则不要挖渠） The team is not finished until their written goal is met./在达到书面目标后，团队的任务才算完成 Once the improvement works, reset the standard (the baseline for the next improvement). /一旦改进完成，设置新的标准（下一次的起点更高了） Date InitiatedDate Completed8D Report Form8D Number:Team Stages/团队各阶段Team Stages/团队各阶段Stages of Team Development/团队的发展阶段Stages of Team Development/团队的发展阶段 QuestWe're Finished! 课程结束了 Go Solve A Problem! 去解决问题吧！