《CI持续改善-知识介绍PPT课件.ppt》由会员分享，可在线阅读，更多相关《CI持续改善-知识介绍PPT课件.ppt（31页珍藏版）》请在三一文库上搜索。
1、CONTINUOUS IMPROVEMENT PROCESS持续改进过程,A DIVISION OF A. O. SMITH CORPORATION,公司CI的挑戰,如何有效傳遞CI 意識給公司所有員工？ 如何建立CI系統化工具的團隊？ 如何確認CI项目與企業目標一致？ 如何確認CI项目的實際成效？ 如何有效管理企業內所有项目的進度？ 問題解決與做事的習慣真的改變了嗎？ 如何建置長期推動之下的激勵制度？,CONTINUOUS IMPROVEMENT持续改进,A systematic process of improving customer satisfaction by establishi
2、ng a management system and culture that incorporates quality improvement principles throughout the organization 在整个组织中建立贯穿改进品质理念的管理体系和文化来提高客户满意度的系统过程。,KEY CONCEPTS OF CICI 的主要理念,CI must be how we manage our business CI应是我们如何管理我们的企业 80% of problems are under management control 80%的问题都是通过管理来控制 People
3、doing the work can solve the problems 员工的工作可以解决问题 Both process and results must be stressed 同时强调过程和结果 System and structures must support desired behavior 组织应该支持要求的行动 Reduced cost, improved reliability, and increased productivity are natural consequences of improved quality 提高品质的必然结果是成本的降低，可靠性的改进和生产力
4、的提高,OBJECTIVES OF CICI的目标,Increased customer satisfaction 提高客户的满意度 Enhanced employee involvement 激励员工的参与 Respond to a changing environment 与变化的环境相适应 Improved process capability 提高过程能力 Breakthrough in achieving cost reductions 成本降低的突破 Increased profits 提高利润 Survival 生存,CONTINUOUS IMPROVEMENT持续改进,FOCU
5、SED PRIORITIES聚焦优先,CONTINUOUS IMPROVEMENT持续改进,FOCUSED PRIORITIES聚焦优先,A process used to focus the organizations resources on a few high-priority issues to: 此过程适用于将组织资源集中在优先等级高的事项 Achieve breakthrough improvements 取得改进突破 Improve communication of company and department direction 公司和部门沟通的改进 Attain board
6、 participation in the development and achievement of long-term and short-term goals 长期和短期目标的发展和完成中获得董事会的双参与 Attain cross-functional cooperation and teamwork 获得跨部门的支持和团队合作精神,Establish 建立,Deploy 配置,Implement and Review 实施和检查,ESTABLISH POLICY:建立制度,Create the vision 预见 Analyze the voice of the customer
7、分析客户的反馈 Analyze the voice of the business 分析行业的信息 Establish critical success factors 建立重要成功要素 Analyze performance and year-end results 分析成绩和年终结果 Establish long-term and short-term plans 建立长期和短期计划,Establish 建立,Deploy 配置,Implement and Review 实施和审核,ESTABLISH POLICY建立制度,CriticalSuccessFactors 重要成功要素,Pri
8、orityActivities 优先行动,Break-throughObjectives 目标突破,Mission 使命,Vision 预见,Voice of the Business: 行业要求,Business Issues 行业问题,Voice of the Customer: 客户反馈,CI Elements CI 要素,KeyBusiness Issues 主要行业问题,Key CI Elements 主要的CI要素,目标,客户反馈,行业要求,目标突破,AOS 目标 让我们的客户把我们当作最有价值的电机供应商。我们将通过我们全体员工的参与和投入每时每刻及时提供质量最好的产品和服务,分
9、析来自不同客户的不同要求和希望 对客户要求分优先等级 决定我们应该做什么来满足客户的要求,分析来自员工和股民的问题并与综合外部本行竞争 决定最高优先问题 结合客户要求综合分析上叙问题,广义范畴的行业目标，为达到目标组织应完成的工作,DEPLOY POLICY:配置政策,Select short-term plan coordinating executive 选择短期计划 Announce short-term plan indicators and negotiated targets 宣布短期计划指数和可商议目标 Develop business plans to achieve shor
10、t-term plans 制定完成计划的方案,Establish,Deploy,Implement and Review,IMPLEMENT AND REVIEW POLICY:实施和审核政策,Implement individual and team activities to achieve breakthrough 实施个别和团队行动来达到突破 Line management reviews 各级负责管理审核,Deploy,Implement and Review,Establish,FOCUSED PRIORITIES TRAINING COURSES聚焦优先的培训课程,Executi
11、ve Overview-One (1) day 行政总括-1天 Voice of the Customer-Two (2) days 客户反馈-2天 Voice of Business-Two (2) days 行业要求-2天 CI Council-Three (3) days CI会议-3天 Steering Committee-Three (3) days 筹划委员会-3天 Focused Priorities for Managers-Two (2) days 经理聚焦优先-2天,CI TEAMSCI 团队,A team process that provides the structu
12、red environment for employees to: 过程团队-给员工提供必备的环境来 Improve quality of products and services 提高产品的质量和服务 Develop skills and abilities in problem solving and group dynamics 在问题解决和团队推动过程中的技巧和能力 Promote communication and teamwork 提升沟通和团队精神 Enhance quality of work life 提高工作质量,CI TEAMSCI团队,Purpose 目的 Devel
13、op solutions to customer problems 提供解决客户问题的方法 Structure 结构 6-8 members who use a structured problem-solving process (CI Story) 由6-8人组成，运用解决问题结构法（CI法） Types 种类 Functional and Task 功能和任务 Lead 管理,TYPES OF CI TEAMS*CI团队种类,Members are from a single functional area 团队成员来自一个部门 Ongoing 进行 Selects the projec
14、ts or improvement opportunities it wishes to work on 选择期望的项目或可提高的可能性 Meets once a week for one hour, or for two hours every two weeks 每星期开会一小时，或是两星期开会二小时 Six to eight persons, including a Team Leader 6-8人，包括小组长,Members are from one or more functional areas 成员来自一个或多个部门 Formed to solve a specific prob
15、lem, and then it is disbanded 为解决特定的问题成立 Members are assigned because of background and experience 成员有相关的背景和经验 Meets as required 应要求开会 Six to eight persons, including a Team Leader 6-8人，包括Leader,* Each team follows the CI Story, is lead by a Team Leader, and is guided by a Facilitator,Functional Tea
16、m (voluntary) 功能团队（自愿）,Task Team (non-voluntary) 任务团队（非自愿）,6 Standardization标准化,P,A,C,D,Control System 控制系统,Graph 图表,Good良好,Target目标,Pareto Chart柏拉图,After 之后,Effec t效果,Before 之前,5 Results结果,Pareto Chart 柏拉图,Good,Good,Target,Graph图表,Afte 之后r,Before 之前,3 2 6 3 1 3 1 3 3 3 1 3 2 2 4,Flowchart 流程,Projec
17、t Planning Worksheet 项目计划书,7 Future Plans将来计划,4 Corrective Action 纠正措施,2 Current Situation目前状况,1 Reason for Improvement 提高的原因,Team Information 小组信息,3 Analysis分析,Continuous Improvement Story CI法,DMAIC 步驟就是持續改善,6s,衡量,管制,改善,分析,定義,誰是顧客 他們所關切的是什麼？ 定義需解決之問題，找出重要及關鍵 點，或找出可以改善的機會，然後組 成解決該問題之團隊,問題的衡量，現況是怎樣？
18、了解問題現況，包括： 執行該問題之流程，與流 程相關輸入輸出因素的收集與 評估,分析衡量階段所收集的數據，以確 定KPIVs 分析並指出問題產生之要因真因， 提出改善方案,依據要因真因，建議改善 方式步驟與時程 並追蹤改 善成效 訂出改善方向之先後順序， 提出改善計畫及驗證方式,維持精進流程能力方式 規劃改善計畫細節、控制進 度、量度改善情形、確保成 效之保持,DMAIC專案執行戰術說明,CI TEAMS TRAINING COURSESCI小组培训课程,Facilitator: 协调员 Four (4) days (Team Leader is a prerequisite) 4天（小组长是
19、首要必备的） Develop the skills needed to assist team leaders in group dynamics and problem solving. 在协助小组长在小组发展和解决问题的技巧 Develop skills to lead and coordinate the CI efforts. 领导和协调CI小组的技巧 Team Member 小组成员 Two (2) days 2天 Provide understanding in the application of tools & techniques used in the seven step
20、 story. 理解运用在解决问题7步法过程中的方法和技术,QUALITY IN DAILY WORK(QIDW)品质在日常工作中,The implementation of Process Management that is used to: 过程管理的实施是用来 Achieve consistency in daily work 在日常工作中的一致性 Clarify individual contributions toward achieving customer satisfaction 个体的贡献才能达到客户的满意 Systematically improve and contro
21、l daily repetitive operations 系统提高和控制日常工位 Maintain the gains achieved through improvement projects 通过改进取得成绩,QUALITY IN DAILY WORK品质在日常工作中,Plan计划,Do实施,Check and Act 检查和行动,Identify and Select Top-Priority Process 确定和选择优先等级高的过程,Document Top-Priority Process 对优先等级高的项目准备文件,Identify Customer and SupplierR
22、equirements 确定客户和供应商的要求,Develop Indicators and Build QIDW System 制定相关指示和建立QIDW系统,Implement the QIDW System 实施QIDW系统,Identify and remove special cause variation 确定并消除特殊原因变化,Investigate common cause variation and change the process 调查普通原因和改变过程,Redesignprocess重新设计过程,Standardize and Replicate 标准化和复制,Y是,
23、Y是,Y是,N否,N否,N否,QIDW TRAINING COURSESQIDW 培训课程,Lead Team: 领导小组 One (1) day 1天 Learn Managements role in QIDW 学习在品质日常工作中的管理职责 Identification of the Top-Priority processes of the plant or department. 确定公司或部门的优先等级高的过程 Identification and selection QIDW teams to initiate the process. 确定和选择QIDW小组来实施此过程 QID
24、W Teams: QIDW小组 Two (2) days 2天 Provide understanding in the application of tools & techniques used in the six step QIDW story. 理解在6步QIDW法中运用的方法和技术 Begin the development of a QIDW System 开始展开QIDW体系,项目选择要求,有利于问题的长期改进。 将焦点集中与我们关系最为密切、直接的问题上。 针对新产品、新工厂、新服务、新过程可以立项。 针对还没有量化的解决方案的项目可以立项。 没有在其它地方的成功经验的项目可
25、以立项， 周期可以降低的可以立项。 项目要能在4至5个月内能完成。 项目要有足够的数据支撑。 在保留住客户及提升客户的满意度方面效果显著。 完成项目之后问题能得到80以上的改善。,CI TEAM STATUSCI 小组情况(As of 7/98),Current Teams 现有小组 90 QIDW Teams QIDW小组 12 Current Team Members 现有小组人员 650,CI IMPLEMENTATION STEPSCI实施步骤,CI Steering Committee formed 8/91 CI筹划委员会（成立与91年8月） Reviewed other qual
26、ity processes 审核其它品质过程 JuranErnst & Young Philip CrosbyZenger-Miller Qualtec Quality Services 品质服务 Selected Consultant 选择顾问- Qualtec an FPL subsidiary Presented to key managers 演示给主要经理,CI IMPLEMENTATION STEPS (contd.)CI实施,Established Implementation Plan 6/93 建立实施计划 6/93 Conducted company-wide awaren
27、ess presentations 7/93 进行全公司的意识宣传 7/93 Customized teams training material 7/93 用户组培训材料 7/93 CI Training 9/93 CI培训 9/93 Over 900 employees trained as of 1993截至1993年已有900位员工受训 Focused Priorities implemented 12/95 聚焦优先实施 12/95 QIDW implemented 11/97 QIDW 实施,CI Lead Team,CI Team-I (xxx),CI Team-III (xxx),CI Team-II (xxx),CI Coach Team,QIDW Team,QIDW Team,QIDW Team,Provide Guidance & Supporting,AOS-SZ公司推動CI組織架構,CI Supervisor,谢谢大家!,