珠寶行業(yè)QIT促進員培訓(xùn)資料(ppt 92頁).ppt

1、QIT Facilitator TrainingQIT 促進員培訓(xùn),QIT & ImprovementQIT 與改善,QQuality 品質(zhì),什麼是品質(zhì)What is Quality 顧客滿意的產(chǎn)品或服務(wù) Customer satisfied product or service 什麼是顧客who is customer 接收產(chǎn)品/服務(wù)的組織或人 the person/organization who receives product/service 優(yōu)質(zhì)的要求requirements of excellent quality 物超所值 superb value,I Improvement 改

2、進,改進是指為改善產(chǎn)品的特性和(或)提高用於生產(chǎn)和交付產(chǎn)品的過程的有效性和效率所開展的活動，必要時，對結(jié)果進行評審，以確進一步的機會審核、顧客反饋和品質(zhì)管理體系評審也可用於識別這些機會改進是一種持續(xù)的活動。 Improvement refers to the actions taken to enhance the features and characteristics of products and/or increase the effectiveness and efficiency of processes used to produce and deliver them Resul

3、ts are reviewed, as necessary, to determine further opportunities for improvement. Audits, customer feedback and review of the quality management system can also be used to identify opportunities. Improvement is a continual activity. ISO-9000:2000 3.9,T-Team 團隊,二人或以上 never alone 方向一致 unified goals 共

4、同目標 unified objectives 資源共享 share resources 榮辱與共share pride 各司其職division of work 各盡其責(zé),QIT-品質(zhì)改善小組,由個別部們或跨功能小組,對品質(zhì)作出長期或短期改善活動 functional or cross-functional teams, long-term or short-term quality improvement activities 以小組形式活動，透過定期會議及其他活動 act as a team, through periodic meetings or other activities,跨功

5、能(部門)管理 Cross-functional(departmental)management,改善工作重點是TQM ，而達到目標，必須跨越各功能性部門之間障礙。如品質(zhì)問題非由品管部門獨自負責(zé)。 Focus at TQM, to achieve objectives, must cross functional barriers. Quality problems are not the responsibility of one department alone,跨功能(部門)管理 Cross-functional(departmental)management,跨功能管理是指為達成QCD

6、MS跨越部門之間管理活動。 Cross-functional management means to achieve QCDMS across the departments,改善觀念I(lǐng)mprove attitude,改善與管理Kaizen and management 過程與結(jié)果process and result 遵循 PDCA循環(huán)/ SDCA循環(huán)follow PDCA/SDCA 品質(zhì)第一Quality first 用數(shù)據(jù)說話talk with figures 下一制程就是顧客the next process is customer,品質(zhì)改進的定義Quality improvement d

7、efined,品質(zhì)改進 quality improvement 品質(zhì)管理中致力於提高有效性和效率的部份 the part in quality management that deals with effectiveness and efficiency 有效性 effectiveness 完成所策劃的活動並達到所策劃的結(jié)果程度的度量 a measure of achieving planned activities and get results ISO:9000 2.2.12-14,品質(zhì)改進的定義Quality improvement defined,效率 efficiency 所達到的結(jié)

8、果與所用的資源之間的關(guān)係 relationship between results achieved and resources used ISO:9000 2.2.12-14,品質(zhì)改進的杠桿原理Quality improvement leverage theory,交付 deliver,品質(zhì)問題 quality problem,制造 production,流程設(shè)計 process design,產(chǎn)品/服務(wù)設(shè)計 product/service design,事後糾正 corrective action,客方 customer,組織 organisation,設(shè)計design,過程控制proce

9、ss control,維持與改進Maintenance and improvement,維持是依照標準的作業(yè)程序來工作；maintenance is operate according to instructions 改進是以改進現(xiàn)有標準為目標的活動。 Improvement is improve the existing instructions or standards,創(chuàng)新與改進之分別Innovation and improvement,創(chuàng)新 Innovation 則是借助大筆資源投資於新技術(shù)或設(shè)備，而產(chǎn)生急劇變化的改進 Capital investment in technology

10、and equipment, big changes take place,創(chuàng)新與改進之分別Innovation and improvement,改進 Improvement 是強調(diào)以員工的努力、士氣、溝通、訓(xùn)練、團隊、參與及自律來達成目標，由於持續(xù)不斷的努力，所產(chǎn)生的是小步伐改進，而遂次累積而成 Stress employee contribution, morale, communication, training, team work and self-discipline to achieve results. As the effort is continual, small ste

11、ps can be accumulated,創(chuàng)新、改進、維持、概念圖innovation, improvement, maintenance concept diagram,今井正明 Gemba Kaizen著,高層管理 senior management 中階管理 middle management 督導(dǎo)人員 supervisory staff 作業(yè)人員 operating level,維持 Maintenance,創(chuàng)新 Innovation,改進 Improvement,持續(xù)改進 Continual Improvement 是一種以追求更高的過程效果和效率為目標的持續(xù)活動。 Is a se

12、ries of activities in pursue of higher process efficiency and efficiency,為何要持續(xù)改進?why continual improvement,顧客的需要在變化 customer requirements are changing 社會在進步 the society is progressing 技術(shù)在發(fā)展 technology is development 競爭對手不斷增強 competition is increasing,品質(zhì)改進的層面quality improvement interface,高層的品質(zhì)改進項目 se

13、nior management quality improvement projects 管理上決策問題及技術(shù)上的設(shè)計問題 management decisions and technical design problems,品質(zhì)改進的層面quality improvement interface,中層的品質(zhì)改進問題 middle management quality improvement projects 方針目標的落實、策略上制定及指導(dǎo)和組織改進的進行充分發(fā)揮資源整體的效用 quality policy and objectives planning, implementation pr

14、eparation and instruction, overall effective deployment of resources,品質(zhì)改進的層面quality improvement interface,基層的品質(zhì)改進問題 front level quality improvement projects 操作層的改進，重點是提高過程實現(xiàn)的產(chǎn)品及日常工作品質(zhì) shopfloor level improvements, focus at process improvement and daily quality work,改進的目標The objective of quality impr

15、ovement,QUALITY 提升品質(zhì) COSTING 降低成本 DELIVERY 準時交付 SERVICE 優(yōu)質(zhì)服務(wù) MANAGEMENT 有效管理,品質(zhì)改善目標的準則A guide to quality improvement objective,S (Specific) : 目標明確 M(Measurable): 目標可量性 A (Attainable) : 目標經(jīng)努力可達成 R (Relevant) : 目標需具價值性 T (Time Table) : 目標需以時間衡量 結(jié)果,持續(xù)改進的對象Continual improvement Objects,MAN 人員 MACHINE 設(shè)備

16、 MATERIAL 物料 METHOD 方法 ENVIRONMENT 環(huán)境,3M 與 3K3M and 3K,MUDA-無馱 (浪費) MURA-無穩(wěn) (不規(guī)則) MURI -無理 (過勞性) Gemba kaizen checkpoints 改善現(xiàn)場的查核點,3M 與 3K3M and 3K,KIKEN-危險 KITANAI-髒污 KITSUI-勞累 common faults are the reverse of ideal 現(xiàn)場慣見現(xiàn)象，是理想現(xiàn)場的反面,The Step Of QIT QIT 的步驟,管理循環(huán) 持續(xù)改進 management cycle - continual impr

17、oving,行動 Action,計劃 Plan,執(zhí)行 Do,檢討 Check,DEMING CYCLE 戴明循環(huán)圖,行動 Action,計劃 Plan,執(zhí)行 Do,檢討 Check,行動 Action,計劃 Plan,執(zhí)行 Do,檢討 Check,PDCA 四個階段，八個步驟4 stages 8 steps,P分析現(xiàn)狀找出問題 analysis 分析產(chǎn)生問題的原因 find causes 找出主要原因 find root causes 制定計劃擬定措施 plan and schedule,D執(zhí)行計劃、實施措施implement,C 檢查工作、調(diào)查效果 check, inspect,A標準化 s

18、tandardize 穩(wěn)固成績 ensure results 遺留問題 next problem 轉(zhuǎn)到下期 go to next stage,品質(zhì)改善專案法quality improvement task force method,團隊選定select team 現(xiàn)況調(diào)查check present status 現(xiàn)況分析analysis 題案確定define project 要因分析cause-and-effect analysis 制定日程表scheduling 方案實施implement 結(jié)果跟進follow-up 標準化standardize,尋找改善的根源find sources of

19、 improvement自我的突破self breakthrough,改善的原則principles of improvement,管理突破原則 the breakthrough principle: 對舊的標準水平作出衡量，從而追求較 高的品質(zhì)水平要求 measure the existing standard level, pursue higher standard level,改善的原則principles of improvement,過程原則 process principle 品質(zhì)改進可以是全過程或某一過程的改進，目的在追求更高過程效益及效率 quality improvemen

20、t can be whole series of processes or any one process. Aiming at higher efficiency and effectiveness,改善的原則principles of improvement,預(yù)防原則 the principle of prevention 品質(zhì)改進應(yīng)致力經(jīng)常性尋找改進機會，而不只是等待問題暴露再去找機遇，預(yù)防及糾正措施是品質(zhì)改進的關(guān)鍵問題 quality improvement is continual looking for opportunities to improve, not to wait u

21、ntil problems surfaced. Corrective and preventive actions are critical,尋根方法 - QC 七工具Getting to the root - QC seven tools,現(xiàn)場問題，現(xiàn)場解決Gemba problem, Gemba solve 實例分析case anlaysis 收集數(shù)據(jù)data collection 以七工具分析analysis by 7 tools 訂立解決方案plan the solution,QC 七工具(計算及實踐)7-tools(calculate and implement,典型流程 stand

22、ard flow,QC 七工具 7-tools,特性 characteristics 簡單易用(管制圖除外) simple(except control chart) 特別合用於現(xiàn)場改善 very suitable for gemba kaizen 主要用於處理數(shù)值資料(魚骨圖除外) mainly used in handling numerical data(except fish-bone,QC 七工具(簡介)7-tools (Briefing,魚骨圖 - 現(xiàn)象分析及分類工具 fish-bone diagram a status analysis and categorization to

23、ol 檢查表 - 收集及檢查工具 check list a collection and inspection tool,柏拉圖 - 定出重要少數(shù)及行動先後的工具 perato diagram a tool to define critical few and action priority 散佈圖 - 定出兩個參數(shù)間關(guān)係的工具 scatter diagram a tool to define the relationship between two factors,QC 七工具(簡介)7-tools (Briefing,層別法 - 判斷混合數(shù)據(jù)有否層級的工具 stratter diagram

24、 a tool to judge if mixed data exist strater 直方圖 - 群組的分佈狀況判斷工具 histogram a tool to judge data group scatter 控制圖 - 判斷實時製程波動的工具 control diagram a tool to indicate real-time fluctuation,QC 七工具(簡介)7-tools (Briefing,特性要因圖 cause and effect diagram 又稱魚骨圖因連結(jié)結(jié)果與原因及效果，狀似魚骨 (fish-bone) showing the relationship

25、 between the cause and its effects 石川馨教授創(chuàng)於 1952 年,特性要因圖 cause and effect diagram 決定問題 (激盪法) define problem(brain-stroming) 起骨、分類、大骨、中骨、小骨 initial bone,classify, big bone, middle bone, small bone 集中式思考，定出重點順序 concentration, define sequence,特性要因圖 cause and effect diagram 用5H1W法逐項列出問題點 list problem poi

26、nts, make use of 5H1W 原因解釋愈細愈好 detail explaination 以現(xiàn)場第一線問題先作考慮 on-site, front-line is the priority 用5M選題法表決優(yōu)先處理問題 prioritize by 5M,特性要因圖 cause-and-effect diagram,要因圖特性 cause-and-effect characteristics 以現(xiàn)象第一線所發(fā)生問題作考慮 consider what is happening on-site 是一種教育經(jīng)驗 an educational experience 是討論問題的捷徑 a fas

27、t track for problem discussion,要因圖特性 cause-and-effect characteristics 表現(xiàn)出分析水準 an indication of ability to analyze 展現(xiàn)問題的因果關(guān)係、工作層次 indicate cause and effect of a problem, action levels,柏拉圖 Pareto diagram 意大利經(jīng)濟學(xué)者Etlaian economist V. Pareto (1848-1923)於1897年分析其社會經(jīng)濟結(jié)構(gòu)，發(fā)現(xiàn)國民所得的大部份集中於少數(shù)人。於是將所得大小與擁有所得之關(guān)係以一方程

28、式表示，稱為柏拉法則。 When analyse social economic structure, discovered that national wealth are in the hands of a few. He devised a method to calculate wealth and owners of the wealth.this is the so called pareto principle,柏拉圖的原理 the pareto principle 根據(jù)所收集數(shù)據(jù)按不良原因、不良狀況、不良發(fā)生位置等不同區(qū)分標準，以尋求佔最大比率的原因、狀況或位置的一種圖形。 c

29、ollect data， find out defect reasons, distribution, location, define major share causes, distribution and location in a diagram,柏拉圖的原理 the pareto principle 從圖中可看出那一項目有問題，其影響程度如何，以判斷問題的癥結(jié)點，並針對問題點採取改善措施，故又稱ABC圖(依價值的大小而付出不同的努力)。 Identify problem items from the diagram, judge its impacts, and take corre

30、ctive actions, this is also called ABC diagram (value and attention in proportion,柏拉圖的製作 prepare a pareto diagram,柏拉圖的使用場合 when to use pareto diagram 處理大量現(xiàn)存資料的工具 handle large quantity of data 表達總體數(shù)據(jù)分佈的工具 show overall data distribution 決定改善目標的先後定位 determine improvement priority 改善前後的比較 compare before

31、 and after improvement,直方圖功能 what a historgram can do 測知製程能力，作為製程改善依據(jù)。 Predict process capability, a basis for process improvement 計算產(chǎn)品不良率。 Calculate product defect 調(diào)查是否混入兩個以上不同群體。 Find out if two or more types are clustered 測知有沒有假數(shù)據(jù)。 Detect any false data 測知分配形態(tài)。Detect distribution shape,直方圖功能 what

32、 a histogram can do 藉以訂定規(guī)格界限。 Define limits 與規(guī)格或標準值比較。 Compare with standards or specifications 研判所設(shè)界限是否恰當。 Judge the appropriateness of limitation 改善前及後之比較。 Compare before and after,團隊選定- 人才梯隊準備Team selection -prepare the successions,課題類型與人員選定project type and member selection,現(xiàn)場型以現(xiàn)場流程改善為主 Gemba typ

33、e -aiming at gemba processes 改善活動明確，以前線作業(yè)人員為主力，輔以技術(shù)及支援人員 definate, front-line, supported by technical and admin. staff 成員中加入具潛質(zhì)員工，利用改善活動作進階培訓(xùn) members include potential operators for promotion 由於前線人員多屬配合型，故應(yīng)加入主動型員工以配合 active members are needed to work with reactive members 對於前線人員為主時，應(yīng)配以中層人員，避免太多高層人員做

34、成壓力 facilitated by supervisory staff to avoid too much pressure from above,攻關(guān)型著重技術(shù)難度較大的改進 breakthrough - type focus on technical problems 以技術(shù)人員為主力，前線員工作數(shù)據(jù)提供，支援人員應(yīng)具相當技術(shù)知識. lead by technical staff, front-line provide data, admin. provide information 技術(shù)活動進度較慢及資源運用難控制，高層的參與起一定積極作用 may be slow, senior ma

35、nagement involvement is motivate 對攻關(guān)型課題，如資深員工較多時，當收事倍工半之效 more experience staff participation is advantageous,課題類型與人員選定project type and member selection,管理型主要為管理層的專業(yè)改善 management type - management performance improvement 課題內(nèi)容涉及管理決策，應(yīng)以中層以上管理人員，高層參與度比例較大 involve management decision, senior management

36、must participate 參與人員應(yīng)以活躍型及主動型 members are more active 加入明日之星的管理人員，對其信心增加起積極作用 involve management stars are motivating 涉及資源較多時,應(yīng)考慮加入財務(wù)人員，以計算效益 may need more resources, finance people could be a member,課題類型與人員選定project type and member selection,服務(wù)型內(nèi)部或外部的協(xié)調(diào)的改善 service type - internal and external co-o

37、rdination 以支援部門及前線人員為主，配合技術(shù)人員 mainly admin. and front-line staff, supported by technical staff 參與人員活躍性比例較重 active members 如涉及外部客戶，應(yīng)考慮高層參與 if involve customers, senior participation is needed 經(jīng)驗員工為主幹，輔以資深員工 experienced staff and operators preferred,課題類型與人員選定project type and member selection,選擇隊員禁忌don

38、t in member selection,換將不換兵 change the captain but not the solders 能者多(癆) the capable does everything 個人英雄individualism 拉雜成軍un-trained 排斥異己play circle game 強行拉扶unwillingness,選定課題要點5M 選題法project selection 5M method,選題Selection,積極選題改進效率，製程，質(zhì)量目標 improvement topics - Improve efficiency, process, quality

39、 objectives 改善選題 3M, 3K, 各式不良 correction topics 3M, 3K any defects 5M選題 Manageable 力之所及 Measurable 有數(shù)得計 Moderate Duration需時適中 Management Appreciation 公司賞識 Members Pride 圈以自豪,課題內(nèi)容分類project classification by content,管理型management type 服務(wù)型service type 技術(shù)型technical type 現(xiàn)場型gemba type,積極型improvement type

40、 改善型corrective type,課題性質(zhì)分類project classification by nature,積極型improvement type,精益求精even better 預(yù)防勝於治療preventive measures 洞悉先機predicting 自我增值add-value 鋪橋搭路path-the-way,改善型corrective type,錯誤中的改善after a mistake 舉一反三的改善learn from the lesson 警報式改善pre warning 災(zāi)難式改善recover from disaster,5M 選題方法,Manageable

41、力之所及 Measurable 有數(shù)得計 Moderate Duration 需時適中 Management Appreciation 公司賞識 Members Pride 圈以自豪,力之所及Manageable,組員整體能力 overall ability of the team members 進度可控制能力progress control 對課題的熟悉程度knowledge of the subject matter 資源的配合resources availability 資料數(shù)據(jù)的可靠性data reliability,有數(shù)得計Measurable,結(jié)果可否量化成績 are the r

42、esults quantifiable 對課題的量化程度 are the subject quantifiable 資源要求的量化 are the resources quantifiable 資料數(shù)據(jù)的統(tǒng)計的充足 are the data analysis adequate,需時適中Moderate Duration,時間與組員是否配合 members matching the timing ? 過長時間影響士氣 too long may affect morale 有否足夠時間完成 adequate time to complete the work? 考慮進行時與日常工作的配合 cons

43、ider effects to daily operation,公司賞識Management Appreciation,與公司的方針是否配合 is it consistent with company policy 對公司有否實際利益 is there real benefits to company 與公司近期或遠期發(fā)展的配合 is it consistent with short and long term development 有否與公司文化沖突 any conflict with company culture,擬定期劃書一切由成本開始prepare the project plan

44、 - everything starts with costs,專案計劃書注意事項project case-file notes,開支預(yù)算 expenses 人員工時 - 預(yù)計會議及整理資料工時 work-hours - meetings and materials handling 設(shè)備費 - 增加或租借費用 equipment fee - buy or rent,專案計劃書注意事項project case-file notes,工具費如夾具或工具 tools feed- fixters and jigs 資財費(雜項) -如磁碟 , 影印費.等 other fees diskettes,

45、copying,效果設(shè)定 define results 即計算目標, 一般應(yīng)數(shù)量化, 如時間, 百份率, 直/間成本等 set objectives, quantity, such as time, percentage, direct/indirect costs 主要行動 - 重點工作 major activity - important work,專案計劃書注意事項project case-file notes,主要問題最大影響因素 major problem - important impact 大日程表中的小項目可能是輔助專案items in the master plan coul

46、d be sub-projects,專案計劃書注意事項project case-file notes,專案推行project implementation,領(lǐng)導(dǎo)要點leadership rules,計劃要三思think thrice 尋根須三問ask thrice 執(zhí)行5W1Huse 5W1H 會前檢查,會後檢討check before meeting, review after meeting 時加激勵motivate 安內(nèi)協(xié)外 harmonize,團隊守則team rules,分工為合作 division of work is for co-operation 凡事必盡力 be serio

47、us 意見付建議 comment and suggest 數(shù)據(jù)須全真 data must be real,團隊守則team rules,報告精而簡 simple and short reports 到會必守時 be punctual 困難即提出 raise the problem points,檢討計劃review plans,設(shè)定分階段檢討 staged review 每一階段中,為一小循環(huán) a mini cycle for each stage 未達標, 加改善行動 when target not achieved, add improvement activities 如有潛在問題并發(fā),

48、同時處理 handle at the same time , any potential problems 如達標, 將目標再提高 when target is achieved, may raise the target next time,評價方法evaluation methods,顧客評價法 customer evaluation 專家評價法 expert evaluation 產(chǎn)品性能評價法 product feature evaluation 過程效率評價法 process evaluation 質(zhì)量成本及增值評價法 quality cost and added-value evaluation,總結(jié)課題summarize the subject,目標與實績差異 target and performance gap 每階段的對策運用與結(jié)果的比較 comparison of results with staged measures 運行時相關(guān)的資料