某著名汽车零部件公司da1basictools(cn-en)-汽车(编辑修改稿)

某著名汽车零部件公司da1basictools(cn-en)-汽车(编辑修改稿)内容摘要：

list. 依照你个人的想法给项目排序 Place your n’s to any item you want DA 4 Basic Tools Basic Tools Six Sigma Training 15 多层次投票选择项 练习 1Multi Voting Option 1 Example 头脑风暴已发掘了问题 下面我们要做什么呢 ? Brainstorming Ideas Generated – What should we work on? Ann Don Jim Total A. Already Over Worked (Too Busy) 4 3 4 11 • 工作已经超负荷 (非常忙 ) B. Communication Issues 3 4 3 10 • 沟通问题 C. Resource Problems 1 2 2 5 • 资源问题 D. Education Issues 2 1 1 4 培训问题 因为有 4个选择项 ,所以 n=4 结论 : A和 B 是重点 Note: four options therefore n = 4 Conclusion: Work on A and B first. DA 4 Basic Tools Basic Tools Six Sigma Training 16 分析和最优化 Analyze and Optimize OK头脑风暴法 , 亲合图和多层次投票法是简单的基本工具 , 这些工具可帮助团队提出一组合乎逻辑的原因或解决方案并按优先顺序排列 . OK Brainstorming, Affinity Diagram and Multivoting are easy basic tools that help a team to generate a logic set of causes or solutions and prioritize them. 但是团队如何展示他们的思考流程 , 并继续跟踪直到找出根本原因呢 But how can the team show their thought process and stay on track to finding the root cause? 这些工具将团队的行为 (想法 )和根本原因及最佳解决方案联系起来了 These tools link the team‟s actions (thoughts) to the root cause and to an optimum solution. 因果图 Cause and Effect Diagram 根本原因树 Root Cause Tree 5个为什么 5Why 散点图 Scatter Diagram 解决方案选择分析 Solution Selection Analysis DA 4 Basic Tools Basic Tools Six Sigma Training 17 Cause and Effect Diagrams (fishbone, Ishakawa) • 又称为石川罄图或鱼刺图。 它是揭示过程输出缺陷或问题与其潜在原因之间关系的图表，也是表达和分析其因果关系的重要工具和文档。 Diagram that illustrates the relationship between a problem and it‟s possible causes in categories. • 典型的原因分为 6 Ms 人 , 机器 , 方法 , 测量 , 自然的固有原因 Categories typically follow the 6 Ms... Man, Machine, Material, Methods, Measurement, Mother Nature Groups Brainstorming and Affinity Diagrams into one tool while showing path to a potential root cause. 工厂 人 程序 规章制度 原因 为什么 DA 4 Basic Tools Basic Tools Six Sigma Training 18 因果图 Cause and Effect Diagrams 如何创建因果图 How to construct a cause and effect diagram: • 以问题陈述为开始 (鱼头 ) Start with the Problem Statement (Fish Head) • 依据通常的分类规则列出主要的类别 (鱼骨 )并标记 List the major categories (bones) and label these as broad categories for the type of discipline • 对每一类别 , 列出可能的 , 不和已知的问题和数据冲突的原因 For each category, list possible causes that do not conflict with known problem definition and data • 对每一个原因 , 继续问为什么并在更小的鱼骨上记录子原因 For each cause, ask „why‟ and record lower level causes as smaller bones • 重复上述步骤 , 对每一项都达到根本原因层面 Repeat until at the root level for each item DA 4 Basic Tools Basic Tools Six Sigma Training 19 因果图 Cause and Effect Diagrams 典型的分类规则 Typical categories per discipline… • 服务行业 Service Industry (The 4 Ps) • 规章制度 , 程序 , 人 , 工厂 /技术 Policies, Procedures, People, Plant/Technology • 制造业 Manufacturing Industries (The 6 Ms) • 机器 , 方法 , 材料 , 测量 ,自然的固有原因 (环境 ) , 人力 (人 ) Machines, Methods, Materials, Measurements, Mother Nature (Environment), Manpower (People) • 市场 Marketing • 确定客户 , 广告 , 购买动机 , 卖 , 载运 , 提供升级 Determine Customers, Advertise, Purchase Incentive, Sell, Ship, Provide Upgrade 软件工程有那些可能的分类 ? What are a few potential categories for Software Engineering? DA 4 Basic Tools Basic Tools Six Sigma Training 20 间隙不稳 人员 方法 环境 测量 材料 机器设备 供应商 性能不稳定 材质不均匀 震动过大 精度 设定不合理 无校验手段 技术水平 人员不固定 夜班易疲劳 缺乏考核和奖励 检验方法 操作与检验不一致 不易掌握 量具精度不够 量具未校验 工厂粉尘 潮湿 工艺参数 温度设置低 加压时间短 模具 精度不够 磨损 制造类问题因果图如下： DA 4 Basic Tools Basic Tools Six Sigma Training 21 病人在寻找X光室时遇到困难 人 程序 场所设备 政策 隔离限制 拥挤的走廊 登记处未提供指示 走廊布局图 场所标记 登记处排队 医院法规对 X光室位置的强制性要求 服务管理类问题因果图如下： DA 4 Basic Tools Basic Tools Six Sigma Training 22 因果图 练习 Cause and Effect Diagrams Exercise 以小组为单位 , 创建下列问题的因果图 As a team, create a cause and effect diagram on a flip chart for the following problem statement: 一杯好咖啡 咖啡杯 过滤器 咖啡制作者 研磨程序 咖啡豆 水 调羹 ,甜味料 , 奶油 咖啡壶 烘培程序 DA 4 Basic Tools Basic Tools Six Sigma Training 23 分析和最优化 Analyze and Optimize 一旦你有了一个完整的鱼骨 , 你就会很好地了解问题的潜在根本原因 . 明智的做法是让你的团队以某种方式 (比如 ,多层次投票法 )按优先顺序排列已在鱼骨上确认的可能原因 , 这样你就有了解决问题的最初的行动机会 . Once you have the fishbone pleted, you are well on your way to understanding potential root causes of your problem. It would be advisable to have your team prioritize in some manner (hint: MultiVoting) the likely causes identified on the fishbone to scope your first actions for problem resolution. DA 4 Basic Tools Basic Tools Six Sigma Training 24 分析和最优化 Analyze and Optimize OK因果图是另一种工具 ,它可以在问题本身自然类别中提出很多好的潜在原因 . OK a Cause and Effect diagram is another tool to generate lots of good potential causes and while having them in their natural categories. 在以下情况中 , 团队应该用什么工具呢 ?当团队有一个非常合乎逻辑的数据推论途径 , 他们不需要很多分类也不需要调查潜在原因 , 或者团队想记录并关注于层层深入分辨问题的进展上 . But what tool can the team use when they are on a very logical data driven path and they don‟t really need lots of different categories and potential causes to investigate? Or the team wants to document and focus the progression of their problem resolution efforts? 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