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LEAN TRAINING MATERIALProcess & Skills for Problem Solving 问题解决流程和技巧Dec. 2014Process & skills for problem solvingLEAN TRAINING MATERIAL质量等级 Quality levels第一级：检验级 （质量是检验出来的） First level: Inspection level (Qaulity is from inspection)第二级 ：质量保证级 （质量是制造出来的） Second level: Quality ensurence level(qualty from manufacture)第三级：预防级 （质量是设计出来的－－－源头质量管理） Third level:Preventive level(Quality from design-Q at source)第四级：完美级（质量是策划出来的－－－预防＋标准化＋持续改进） Forth level: Perfect(quality from planning-Preventive+Standardization +CIP)Process & skills for problem solvingLEAN TRAINING MATERIAL问题描述:99.9%够好了吗 Question description：99.9% is good enough如果事情做对了99.9％，If things are done rightly at 99.9%:即意味着 That means…• 每个月有一小时饮用水是不安全的 The drinking water is not secure for 1 hour per month • 机场每天有2次不安全的降落 There are 2 times dangerous landing in airport daily • 每小时丢失16,000封信件 Lose 16000 mails per hour• 每年有20,000个不正确的处方 There are 20000 wrong prescriptions per year • 每周有500次不正确的外科手术 There are 500 wrong surgicals per week • 每天有50个新生婴儿被医生跌落 There are 50 new babys fell off by doctor daily • 每小时有22,000张支票从错误的帐户扣除 There are 22000 wrong cheques per hour • 每人一年中有32,000次错误的心跳 There are 32000 wrong heartbeats for a person per year.必须要建立“零缺陷”的标准 Must set up a standard of “0 defects”Process & skills for problem solvingLEAN TRAINING MATERIALQuality Management 质量管理Quality Cost Principles and Implementation 质量成本原则及应用The cost for detecting and correcting a defect 报废或纠正报废的成本发现发现 Quality Cost --- Bull Whip Effect 质量成本－－－牛鞭效应 After client’s complaint 客户抱怨后 At final control最后控制Use PPM to evaluate supplier Q-performanceOn the assembly line装配线 On the next station下一道工序 Where it is generated产生处Quality Control Rule 质量控制法则Don’t get it不接受Don’t do it 制造不Don’t send it 不传递You are HereInternal Client 内部客户Final ClientProcess & skills for problem solvingLEAN TRAINING MATERIALThe management targets at the production a significantly different精益生产体系的生产管理目标发生了显著的变化Management focus 管理的关注点Quality质量Cost成本Quality质量Lead time 交付期大部分公司Lead time 交付期Cost 成本At Toyota the triangle Quality – Cost – Lead time is aligned in support of Lead time and Quality . This is the reason why Toyota became Cost-leader在丰田的质量-成本-交付期三角里，成本的降低源自于交付期和质量的改善 这就是为什么丰田成为了成本管理先驱5Process & skills for problem solvingLEAN TRAINING MATERIALWhat is a problem 什么是问题?A problem is defined as a discrepancy between an existing standard or expectation and the actual situation问题的定义，就是已有的标准或期望与实际状况之间的差距LEVEL 水准Standard 标准Discrepancy差距 Actual 实际TIME时间6Process & skills for problem solvingLEAN TRAINING MATERIALA Problem is an opportunity 问题是挑战，更是机遇Managers play key roles 管理层的重要角色Problems are not about blaming people! 问题不是用来责备人的借口！ Problems occur because of failures in the system and management 问题来自于系统和管理的失误； People are responsible for 15%, system & managers 85% 员工对问题承担15%的责任，系统和经理承担85%； If you don’t solve the problem, you become a problem 如果不解决问题，你就是问题！Growing with problem solving 和问题解决一起成长Problems are the seeds for improvement! • 问题是成长的种子！ Problems are positive opportunities! • 问题的改进的机遇！ If there are no problems, then something is wrong! 如果没有问题，就是最大的问题！7Process & skills for problem solvingLEAN TRAINING MATERIALAs part of problem, solutions should be employee-driven, and problems should be resolved quickly and permanently问题解决的方案应尽可能来自于 员工，并快速实施和彻底解决问题Perform reactive problem solving with Six Sigma (DMAIC), Shainin etc. 使用六西格玛（DMAIC）等工具解决复杂 的问题 Apply preventive tools in the context of Design for Six Sigma (DFSS) 在设计阶段使用“面向六西格玛设计” （DFSS）来预防问题Introduce Quality Loop and Shopfloor Management 导入质量环和现场管理 Set up structure of the organization or CIP processes (e.g. definition of game rules for successful problem solving) 设定组织架构和持续改进流程（定义角色和规范） Train employees in simple problem solving tools, such as A3, 7Q and 8D Report Basic Training Problem Solving 培训员工解决问题的技能，比如A3, 质量七工具和 8D报告Project 项目5%Complexity 复杂程度Quality Loop15%Control loops directly in the daily business 日常业务流程管理环80%Simple to complex problems 相对简单的问题8质量环Complex Problems 复杂的问题Process & skills for problem solvingLEAN TRAINING MATERIALThe problem solving process guarantees a rigorous and sustainable trouble shooting 问题解决流程保证了严格的和可持续的问题解决效果EDetector/Trigger 探测者/击发的人Report / triggerPSRExecutive 管理者Problem Solving Responsible 解决问题的负责人Prioritize and assignEstablish the TeamDescribe the ProblemDevelop Interim Containme nt ActionDefine and Verify Root CausesDevelop Permanent Corrective ActionsImplement and Validate PCAPrevent RecurrenceRecognize the TeamDetector 探测者 Inform leadership 通知领导层Executive 管理者 Collect and evaluate information 收集并评价信息 Decide the priority and assign problem solving 决定优先次序 并分配解决问题的任务。
