PDCA培训演示教材.ppt

VISIONMethodologyforProgressTrainingkitDefinitionandDeploymentoftheQualityMethodsandToolsTrainingKit-ContentswPresentationofTQMandTrainingwMethodologyThebasicsPDCAProblem-SolvingMethodToolsIllustrationswKituserguidePrincipalfunctionsGoodPracticesforTrainersUseoftheCommentspagesOvercomingobjectionswTeachingstepswSupervisionofpracticalexercisespages3164145462ManagementthroughTotalQuality(TQM)AppropriationandConsistencyoftheObjectivesSatisfiedcustomer3TheFivePrinciplesofTotalQualityManagement(TQM)wCustomerisright.Thecustomeristheonlyjudgeofvalue.wJustenough,justrightattitudewMasteringallcriticalprocessesfrombeginningtoendwEmployeeEmpowermentwContinuousimprovement4Incompleteadequationwithaprocess,drivenbytheTQMDeploymentmatrixISOCertificationsNewProductIntroductionProcessFMEA5SProblemSolving5ObjectiveofProblem-SolvingTrainingwTocontributetoourcustomerssatisfactionandreduceNon-QualityCostswTodevelopacommonlanguageandmethodsthroughoutVisionwToinvolvethehierarchyindeploymentandimplementation6DeploymentwTrainingofwTrainingof7TrainingEfficiencyMonitoring:Results(Example)8METHODOLOGY:thebasicswaprincipleoftriedandtestedactionsThePDCAmethodhasproveditsworthafter33yearsinoperation.WhichcomestousfromJapan(Toyotain1969)WhoseinventoristheAmericanDeming(19001993)inreactiontoTaylorAdaptedforEuropeinthe70s(automobilethenotherindustriesandservices)Institutionalisedin2000,intheISO9000standardsqualitymanagementsystembasedoninternationalexperiencefeedbackonthebestpracticesinqualitymanagementwOnemainfunctionTolookatrecurringproblemsmethodicallyandeffectively(inordertoeliminatewaste)9P.D.C.A.methodPlanDoActCheckPlan.ActCheck.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.10Problem-SolvingMethodw1.characterizetheproblemw2.Analyzethecausesw3.Decidethesolutionsw4.Implementthesolutionsw5.Checkoneffectivenessw6.StandardizeandgeneralizePlanPrparerDoDployerCheckContrlerActAssurerProblem:Shortfall between actual situation anddesired,expected result or objective.PDAC11Problem-SolvingMethodw1.Characterizetheproblemw2.Analyzethecausesw3.Decidethesolutionsw4.Implementthesolutionsw5.Checkoneffectivenessw6.StandardizeandgeneralizePlanPrparerDoDployerCheckContrlerActAssurer515:the winning combination!PDAC12Problem-SolvingMethod:Plan1.CHARACTERIZETHEPROBLEM1.0Implementmeasurestolimittheeffects.Aleakytank1.1Describetheproblempreciselyandinpracticalterms(what,who,where,whenandhowmuch)Whereistheleak?1.2 Describe the effect(consequences)on customers,shareholders,suppliers,personnel,environmentWhataretheriskstothefloorandfortheneighboursbelow?1.3Ifnecessary,implementimmediate,temporarymeasures.ApplymasticthentapesealwithTeflon1.4ProposeanobjectiveandtheassociatedindicatorsIdontwantanotherleakinthekitcheninthenext2years2.ANALYZETHECAUSES2.1LookforthepossiblecausesArewesurethesearethesourcesoftheproblem?2.2Rankcausesinorderofimportance,dependingonimpactWithaverageresourceswecandolittlesowedbetteraimtrue!P13Problem-SolvingMethod:Plan3.DECIDESOLUTIONS3.1Identifypossiblesolutionscreative,effectivesolutions3.2Characterizethesolutions-feasibility(resources,cost,deadlines,risks/consequencesgeneratedbyimplementationofthesolution)-Effectiveness/objectives3.3DecideDo4.IMPLEMENTTHESOLUTIONS4.1Preparetheactionplan(what,who,when,etc.)4.2DoPPD14Problem-SolvingMethod:CheckandAct5.CHECK(Verifyeffectiveness)5.1Compareresultsobtainedcomparedtotheobjective(1.4)5.2Ifthereisashortfall,reviewthesolutions,re-definethecauses,re-characterizetheproblemOrdecidetostopdealingwiththeproblembewareofaccusations!6.ACT(standardizeandgeneralize)6.1Draftorup-datetheworkrules6.2Train,informforapplication6.3Broadenthesolutiontosimilarsituations,realorpotential.PDAC15Problem-SolvingMethodWithoutamethod,whatarethepossibleeffects?NoPlanDoNoCheckNoAct16Problem-SolvingMethodw1.Characterizetheproblem1.1 Describe the problem precisely and in practical terms(what,who,where,when,etc.)1.2 If necessary,implement immediate and temporarymeasures.1.3ProposeanobjectiveandtheassociatedindicatorswAssociatedtoolsWWWWHWBrainstormingMeasurementsystemIndicator17Problem-SolvingMethodsw2.Analyzethecauses2.1Findoutthepossiblecauses2.2Rankcausesinorderofimportance,dependingonimpactwAssociatedtoolsCause/Effectdiagram(Ishikawa)The5MsManpowerMilieuMatterMaterialMethodsEFFECTPareto(2slides)18Problem-SolvingMethodw3.Decidethesolutions3.1Identifythepossiblesolutions3.2Characterizethesolutionsfeasibility(resources,cost,deadlines)Effectiveness/objectives3.3Decide3.4Evaluatetherisks/consequencesgeneratedbyimplementationofthesolutionwAssociatedtoolsBoxof9squares19Problem-SolvingMethodw4.Implementthesolutions4.1Preparetheactionplan(what,who,when,etc.)4.2Dow5.Verifyeffectiveness5.1Compareresultsobtainedcomparedtotheobjective(1.3)5.2Iftheresultfallsshort,reviewthesolutions,orperhapsthecauses,orperhapstheproblemwAssociatedtoolindicator20Problem-SolvingMethodw6.Standardizeandgeneralize6.1Draftorupdatetheworkrules6.2Train,informforapplication6.3 Broaden the solutions to similar situations,real orpotential.21WHATWhatistheproblem?Whataspectscancharacterizethesituation?(Operations,products,equipment,faults,malfunctioning,etc.)WHOWhoarethepersonsconcernedbytheproblem?(individuals,personnel,experts,customers,suppliers,departments,etc.)WHEREWherewastheproblemseen?(workshops,departments,services,machines,stageoftheprocess,etc.)WHENWhendidtheproblemoccur?(time,day,month,startoftheevent,frequencyofoccurrence,duration,etc.)HOWHowdoesthisproblemcometolight?Whataretheconsequencesofthisproblem?Whatisthecurrentprocess?WHYWhydoyouneedtosolvethisproblem?HOWMUCHForeachoftheabovequestions.Tool_WWWHW22Tool_ParetoCriteria(quantity,cost,frequency,etc.)Ranking=Priorities,80/20,sorting and decision-making aidExample:Takefivetypesofdefects,thatwewillcallA,B,C,DandE.Ourobjectiveistodeterminewhichdefectsshouldbetreatedfirst.Wewillperformthetwopossibleanalyses(quantityandcost).Conclusion:WewilllookfirstatdefectsBandE.Indeed,thesetwodefectsareseenin40%ofcasesandareresponsiblefor60%ofthecosts.Analysisintermsofquantity0102030405060708090100AEBDCDefectsobservedQuantityin%Analysisintermsofcost0102030405060708090100BECDADefectsobservedInducedcostsin%Valeurscumules:graphique2Histogramme:graphique123DefinitionofanindicatorNomdelindicateur:TauxdeservicefournisseursNameofindicator:SupplierservicerateAxesdeprogrs:DiminutiondesstocksdescuritObjective:ReductioninsafetystocksResponsabledelaproductiondelindicateur:Resp.achatsIndividualresponsibleforgeneratingtheindicator:ProcurementmanagerResponsabledeladfinitiondelindicateur:Resp.achatsIndividualresponsiblefordefinitionoftheindicator:ProcurementmanagerFinalitdelindicateur:MesurerlerespectdesengagementsfournisseursenPurposeoftheindicator:matirededlaiTomeasurethesuppliersabilitytomeetagreeddeadlineDfinitiondelindicateur(formuleprcise)/Definitionoftheindicator(exactformula)NumberoffulldeliveriesdeliveredontimeandaheadoftimeTotalnumberofdeliveriesScope:allsuppliers,includingwithinthegroup,exceptCEVSourcesdinformations(oudonnesdentre)Pistache:byPI035teamInformationsources:summaryreport:supplierHGPriodeddition:MonthlyFrequency:Clients:ProductionlinesProjectteamsManagementteamCustomerContraintesdutilisation:Constraint/Utilization:24Tool_IshikawaThecauses/effectdiagramconsistsof:1)Clearlydefiningtheeffectwhosecausesaresought.2)Plotthediagramusingthecategoriesofcausesrecommendedbelow:eitherthe5Ms:Milieu(environment),Manpower(personnel),Method(organisation),Material(medium),Means(Means)orthestagesofaprocessorthemaincategoriesofcausesidentified.3)Inabrainstormingsession,researchallpossiblecausesandclassifythemintothedifferentchosencategories.Thecauses-effectdiagramisagraphicmedium:-fordiscussion,servingasaguide,aguidingthread-fortraining,bycapitalisingontheexperienceofeachmember-forpresentation,byprovidingagraphicrepresentationoftheexpertiseofeachmemberMaindoeuvreMilieuMatireMatrielMthodesEFFET25Tool_IshikawaTheconferencemessageisnotclearlyunderstoodTerminologyWordslongcomplicatedinventedimpreciseabstractnegativeinactivePhrasesUnstructuredLongUnpunctuatedStyleNegativeImplicitActifComplicatedInappropriateimpreciseindirectInyourstyleNotdirectedattheaudienceLackingconstructionLackingideasmessyIlllogicalParagraphsExample of Causes-Effect diagram26Tool_Boxwith9squares27TheMeasuringSystemObj.12Comments12ReferenceoftheindicatorpresentedDescriptionoftheindicatorVisualindicationgraphicovertimebecarefultoshowthesetobjective!Qualitymanagementboxhelpsyoubecomesmarter!Enterheretheactionsundertakenthatresultedinbigvariationsintheindicator28Flowchart For Problem ResolutionDont Mess With It!YESNOYESYOU IDIOT!NOWill it Blow UpIn Your Hands?NOLook The Other WayAnyone ElseKnows?Youre F*#D!YESYESNOHide ItCan You Blame Someone Else?NONO PROBLEM!YesIs It Working?Did You Mess With It?29Fromdysatisfactiontoawellcharacterisedproblem303132KitUserGuidewTheprincipalfunctionsofthistrainingkitare:topresentaproblem-solvingmethodandtoolsTohelptrainersto:putforwardtheconsistencyofthemethodandtoolswiththeTQMPolicyofVisionanditsvaluespresentthepilotingsystemthatwillaccompanythistraining(includingmonitoringthereturnoninvestment)OvercomeobjectionsfromparticipantsReassureparticipantsastothefeasibilityofthemethod(Visionexample)33KitUserGuidewGoodteachingpractices(the4lawsapplicabletoteaching)Memorisationofthenewknowledgeincreasesaccordingtothemethodofperception(frompassivetoactive)Iread,Ihear,Isee,Isay,IdoIlearnfasterandeasierinafieldthatIknowthaninafieldthatisnewtomebecareful,sincewehavemixedgroups,toensurethateveryoneunderstandsthecasestudies(feet)There-learningcurvePeoplehaveshortmemories=youmustputnewknowledgeintopracticewithinaveryshorttimeofthetrainingIlearnbecauseIwanttolearnYouhavetomakepeoplewanttouseatool=highlightthepositivespin-offs34KitUserGuidewHowtousethecommentspagesThesepages:givesuggestionsfortraining,inapplicationofgoodpractices.givewaystoovercomeobjectionsspecifywhen(atleast)tousethepaperboard,thisaidistobeusedasoftenaspossibletoholdtheparticipantsattentionThetrainer(ortwo-persontrainingteam)remainsatlibertytoadaptthecommentsandtrainingmethoddependingonthereactionsofthegroup,yetmustalwaysfollowtheteachingsteps.35KitUserGuideThreestagesforovercominganobjection:ExampleC:Delvedeeperintotheobjectiontheobjectionisaproofofinterest,IshowthatIrespectmycontactandwanttounderstandhimbeforeanswering,IcarefullyidentifyhisreasoningIunderstand.Youmeanthatyouaresatisfiedwithyourserviceproviders.N:NeutralisetheobjectionIreformulateorrestateinapositivemanner,focusingonhisneed,andnotonme:naturally.Youwontbeinterestedinothersuppliersunlesstheycanprovideyouwithsomethingextra,somethingdifferent.Igethimtosayyes,imaginingtheactual(positive)questionhemighthaveasked.Z:Zoominontheargumentzoomforward:advanceaspecificpoint:Well,todealwiththeentireprojectasawhole,wehaveacompletemethod.Todothat,wehavecreatedtheprojectmanagementsoftwarePROGEST:Usingthatmethod,wesaveourclientsseveralweekswhenlaunchingtheirproducts.Letmeshowittoyou.zoomback:lookforthegeneralrulethatovercomestheobjectionWell,whenweworkwithourclients,letmetellyouaboutthetypeofpartnershipthatwedevelop.36TrainingGuide,fortheuseoftrainersTimingTOPICSOBJECTIVES(Why)MESSAGES(deliverablesoroutputdata)ACTION(how:cfcommentspagesoftheslidesinthekit)30Introducethetraining-togettoknowoneanother-tovalidatetheobjectivesofthedaystraining-Explain:.ThecontextofthisdeploymentinrelationtoTQM.Thedeploymentpilotingsystem-Overviewofthecontextandofthedeploymentsystem-Roundtabletogatheropinions,expectations-Presentationoftheprogrammeanditsobjectives1h00Visionqualitypolicy-ToensurethateveryoneisinformedoftheVisionqualitypolicyandstrategy-ToensurethateachandeverytraineeunderstandsthestakesinvolvedintheVisionqualityapproachandtheconditionforsuccessrelatingtoleadership-Thevalues-Theprinciples-Allclient-orientedwithasharedculture-Overviewandreplytoquestionsorobjections1h00Vision:-thestages-theiraddedvalues-Toinformtheco-workersofthemethodtobeappliedinRP-Tovalidatetheaddedvalueateachstage-Amethodconsistentwiththequalitypolicy-Theaddedvalueofeachstageisspecified-TherisksofnotbringingoutthePDCAwhenproblem-solving,areidentified-Overviewofthekit-Questionsanddialogue-Illustrationsfromroutineexamples1h00Visionmethod:ThetoolsAnillustrationofthetoolsusingVisionoroutsidecases-Theco-workersfindouthowitworksandseethatitisalreadypartlyorfullyinuseinsomecasesorinsomedepartments-Toolspresentedandillustrated-Presentationofthetools-Handoverthehandyreferencedocumenttothecolleagues-IllustrationofthefeetandotherVisioncasesevenlimitedtosometools(excessivefuelconsumption)1h00Lunchbreak2h30Familiarisationwiththemethodandtools-Getco-workerstofamiliarisethemselveswiththemethodusinganexampletakenoutofcontext-Thetoolsareusedinsub-groupsandcommentedinthefullgroup-Startwiththe9-pointsor9cowsgame-Supervisetheworkinsub-groups:.BSand5M/5P.Creativityandthe9-squaresbox30Synthesisandevaluation-Validatetheirimmediateperception(whilestillhot)andinformthemofthenextstage(plug/pilotingsystem)Handoverthesmartthinkingdoc(RV)37LeadingthepracticalexerciseswRefertoTeachingStepsfortheobjectives,messagesandtrainingmethodswTakeintoaccountthe5MsofthisteachingmethodusingpracticalexercisesMatter(subject):thecoffeeinthecoffeemachinedoesnttastegoodMethodsgetparticipantstopracticethefollowingtools:WWWWHW,5Mand5P,Creativityandboxof9squaresrelyonthedocumenthandouttotraineesonconditionsforleadingaworkinggroupMaterialsrequired:postits,markers,scotch-tape,kraftorpaperMilieu(environment):ifpossible2rooms,toallowworkinginsub-groupsManpower:thetrainerswDuringexperiencefeedbackimmediatelyaftertraining,highlightthe:extremeusefulnessofproductionbyaworkgrouptheoriginalityofthesolutionschosenwDuringexperiencefeedbackimmediatelyaftertraining,repeat:therisksofnothavingamethodtheconditionsrequiredforsuccessfulgroupleadership(seedocumenthandouttotrainees,pages)38