PDCA培訓(xùn)演示教材ppt課件

1、VISION Methodology for ProgressTraining kitDefinition and Deploymentof theQuality Methods and Toolspage 2Training Kit - ContentswPresentation of TQM and TrainingwMethodology The basics PDCA Problem-Solving Method Tools IllustrationswKit user guide Principal functions Good Practices for Trainers Use

2、of the Comments pages Overcoming objectionswTeaching stepswSupervision of practical exercisespages316414546page 3Management through Total Quality (TQM)Appropriation and Consistency of the ObjectivesSatisfied customerpage 4The Five Principles of Total Quality Management (TQM) wCustomer is right. The

3、customer is the only judge of value.w Just enough, just right attitude w Mastering all critical processes from beginning to endwEmployee Empowerment wContinuous improvementpage 5In complete adequation with a process, driven by the TQMDeployment matrixISO CertificationsNew Product Introduction Proces

4、sFMEA5SProblem Solvingpage 6Objective of Problem-Solving TrainingwTo contribute to our customers satisfaction and reduce Non-Quality Costs wTo develop a common language and methods throughout Vision wTo involve the hierarchy in deployment and implementationpage 7DeploymentwTraining of wTraining ofpa

5、ge 8Training Efficiency Monitoring :Results (Example)page 9METHODOLOGY : the basicswa principle of tried and tested actions The PDCA method has proved its worth after 33 years in operation. Which comes to us from Japan (Toyota in 1969) Whose inventor is the American Deming (1900 1993) in reaction to

6、 Taylor Adapted for Europe in the 70 s (automobile then other industries and services) Institutionalised in 2000, in the ISO 9000 standards qualitymanagementsystem basedoninternationalexperiencefeedbackonthebestpracticesinqualitymanagementwOne main function To look at recurring problems methodically

7、 and effectively (in order to eliminate waste)page 10P.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.page 11Problem-Solving Methodw1. characterize the problemw2. Analyze the c

8、ausesw3. Decide the solutionsw4. Implement the solutionsw5. Check on effectivenessw6. Standardize and generalizePlanPrparerDoDployerCheckContrlerActAssurerProblem : Shortfall between actual situation anddesired, expected result or objective.PDACpage 12Problem-Solving Methodw1. Characterize the probl

9、emw2. Analyze the causesw3. Decide the solutionsw4. Implement the solutionsw5. Check on effectivenessw6. Standardize and generalizePlanPrparerDo DployerCheck ContrlerActAssurer515 : the winning combination !PDACpage 13Problem-Solving Method : Plan 1. CHARACTERIZE THE PROBLEM 1.0 Implement measures t

10、o limit the effects.A leaky tank 1.1 Describe the problem precisely and in practical terms (what, who, where, when and how much)Where is the leak? 1.2 Describe the effect (consequences) on customers, shareholders, suppliers, personnel, environmentWhat are the risks to the floor and for the neighbour

11、s below? 1. 3 If necessary, implement immediate, temporary measures.Apply mastic then tape seal with Teflon 1.4 Propose an objective and the associated indicatorsI dont want another leak in the kitchen in the next 2 years 2. ANALYZE THE CAUSES 2.1 Look for the possible causesAre we sure these are th

12、e sources of the problem ? 2.2 Rank causes in order of importance, depending on impactWith average resources we can do little so wed better aim true!Ppage 14Problem-Solving Method : Plan3. DECIDE SOLUTIONS 3.1 Identify possible solutions creative,effectivesolutions 3.2 Characterize the solutions - f

13、easibility (resources, cost, deadlines, risks/consequences generated by implementation of the solution) - Effectiveness / objectives 3.3 Decide Do4. IMPLEMENT THE SOLUTIONS 4.1 Prepare the action plan (what, who, when, etc.) 4.2 DoPPDpage 15Problem-Solving Method : Check and Act5. CHECK (Verify effe

14、ctiveness)5.1 Compare results obtained compared to the objective (1.4) 5.2 If there is a shortfall, review the solutions, re-define the causes, re-characterize the problemOr decide to stop dealing with the problem beware of accusations !6. ACT (standardize and generalize)6.1 Draft or up-date the wor

15、k rules 6.2 Train, inform for application6.3 Broaden the solution to similar situations, real or potential.PDACpage 16Problem-Solving MethodWithout a method, what are the possible effects?No PlanDoNo CheckNo Actpage 17Problem-Solving Methodw1. Characterize the problem 1.1 Describe the problem precis

16、ely and in practical terms (what, who, where, when, etc.) 1.2 If necessary, implement immediate and temporary measures. 1.3 Propose an objective and the associated indicatorswAssociated tools WWWWHW Brainstorming Measurement system Indicatorpage 18Problem-Solving Methodsw2. Analyze the causes 2.1 Fi

17、nd out the possible causes 2.2 Rank causes in order of importance, depending on impactwAssociated tools Cause/Effect diagram (Ishikawa) The 5 M sManpowerMilieuMatterMaterialMethodsEFFECT Pareto(2 slides)page 19Problem-Solving Methodw3. Decide the solutions 3.1 Identify the possible solutions 3.2 Cha

18、racterize the solutions feasibility(resources,cost,deadlines) Effectiveness/objectives 3.3 Decide 3.4 Evaluate the risks/consequences generated by implementation of the solution wAssociated tools Box of 9 squarespage 20Problem-Solving Methodw4. Implement the solutions 4.1 Prepare the action plan (wh

19、at, who, when, etc.) 4.2 Do w5. Verify effectiveness 5.1 Compare results obtained compared to the objective (1.3) 5.2 If the result falls short, review the solutions, or perhaps the causes, or perhaps the problemwAssociated tool indicatorpage 21Problem-Solving Methodw6. Standardize and generalize 6.

20、1 Draft or update the work rules 6.2 Train, inform for application 6.3 Broaden the solutions to similar situations, real or potential. page 22WHATWhat is the problem? What aspects can characterize the situation? (Operations, products, equipment, faults, malfunctioning, etc.)WHO Who are the persons c

21、oncerned by the problem ? (individuals, personnel, experts, customers, suppliers, departments, etc.)WHERE Where was the problem seen ? (workshops, departments, services, machines, stage of the process, etc.)WHEN When did the problem occur?(time, day, month, start of the event, frequency of occurrenc

22、e, duration, etc.)HOW How does this problem come to light? What are the consequences of this problem?What is the current process? WHY Why do you need to solve this problem?HOW MUCH For each of the above questions.Tool_WWWHWpage 23Tool_ParetoCriteria (quantity, cost, frequency, etc.) Ranking= Priorit

23、ies, 80/20, sorting and decision-making aidExample : Take five types of defects, that we will call A,B,C,D and E. Our objective is to determine which defects should be treated first.We will perform the two possible analyses (quantity and cost).Conclusion :We will look first at defects B and E. Indee

24、d, these two defects are seen in 40% of cases and are responsible for 60% of the costs.Analysis in terms of quantity0102030405060708090100AEBDCDefects observedQuantity in %Analysis in terms of cost0102030405060708090100BECDADefects observedInduced costs in %Valeurs cumules :graphique 2Histogramme :

25、graphique 1page 24Definition of an indicatorNom de lindicateur :Taux de service fournisseursNameofindicator :SupplierservicerateAxes de progrs :Diminution des stocks de scuritObjective :ReductioninsafetystocksResponsable de la production de lindicateur :Resp. achatsIndividualresponsibleforgenerating

26、theindicator:ProcurementmanagerResponsable de la dfinition de lindicateur :Resp. achatsIndividualresponsiblefordefinitionoftheindicator:ProcurementmanagerFinalit de lindicateur :Mesurer le respect des engagements fournisseurs enPurposeoftheindicator :matire de dlaiTomeasurethesuppliersabilitytomeeta

27、greeddeadlineDfinition de lindicateur (formule prcise) / Definition of the indicator (exact formula)Number of full deliveries delivered on time and ahead of time Total number of deliveriesScope : all suppliers, including within the group, except CEVSources dinformations (ou donnes dentre)Pistache :

28、by PI035 team Informationsources :summary report : supplier HGPriode ddition :MonthlyFrequency :Clients :Production lines Project teams Management teamCustomerContraintes dutilisation :Constraint/Utilization :page 25Tool_IshikawaThe causes / effect diagram consists of :1) Clearly defining the effect

29、 whose causes are sought.2) Plot the diagram using the categories of causes recommended below: either the 5Ms : Milieu (environment), Manpower (personnel), Method (organisation), Material (medium), Means (Means) or the stages of a process or the main categories of causes identified.3) In a brainstor

30、ming session, research all possible causes and classify them into the different chosen categories.The causes-effect diagram is a graphic medium :- for discussion, serving as a guide, a guiding thread- for training, by capitalising on the experience of each member - for presentation, by providing a g

31、raphic representation of the expertise of each memberMain doeuvreMilieuMatireMatrielMthodesEFFETpage 26Tool_IshikawaThe conference message is not clearly understoodTerminologyWordslongcomplicatedinventedimpreciseabstractnegativeinactivePhrasesUnstructuredLongUnpunctuatedStyleNegativeImplicitActifCom

32、plicatedInappropriateimpreciseindirectIn your styleNot directedat the audienceLacking constructionLacking ideasmessyIlllogicalParagraphsExample of Causes-Effect diagrampage 27Tool_Box with 9 squaresEffectiveness / importanceVery effectiveMiracles !Expert !Fairly effectiveIneffectiveMasochist !Easy t

33、o implementInexpensiveAverageNot too expensiveVery difficultVery expensiveFeasibility12345page 28The Measuring SystemObj.12Comments12Reference of the indicator presentedDescription of the indicatorVisual indicationgraphic over timebe careful to show the set objective!Quality management boxhelps you

34、become smarter !Enter here the actions undertaken that resulted in big variations in the indicatorpage 29Flowchart 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 P

35、ROBLEM!YesIs It Working?Did You Mess With It?page 30From dysatisfaction to a well characterised problempage 31page 32page 33Kit User GuidewThe principal functions of this training kit are : to present a problem-solving method and tools To help trainers to : putforwardtheconsistencyofthemethodandtool

36、swiththeTQMPolicyofVisionanditsvalues presentthepilotingsystemthatwillaccompanythistraining(includingmonitoringthereturnoninvestment) Overcomeobjectionsfromparticipants Reassureparticipantsastothefeasibilityofthemethod(Visionexample)page 34Kit User GuidewGood teaching practices (the 4 laws applicabl

37、e to teaching) Memorisation of the new knowledge increases according to the method of perception (from passive to active) Iread,Ihear,Isee,Isay,Ido I learn faster and easier in a field that I know than in a field that is new to me becareful,sincewehavemixedgroups,toensurethateveryoneunderstandstheca

38、sestudies(feet) The re-learning curve Peoplehaveshortmemories=youmustputnewknowledgeintopracticewithinaveryshorttimeofthetraining I learn because I want to learn Youhavetomakepeoplewanttouseatool=highlightthepositivespin-offspage 35Kit User GuidewHow to use the comments pages These pages : givesugge

39、stionsfortraining,inapplicationofgoodpractices. givewaystoovercomeobjections specifywhen(atleast)tousethepaperboard,thisaidistobeusedasoftenaspossibletoholdtheparticipantsattention The trainer (or two-person training team) remains at liberty to adapt the comments and training method depending on the

40、 reactions of the group, yet must always follow the teaching steps.page 36Kit User GuideThree stages for overcoming an objection : ExampleC : Delve deeper into the objection the objection is a proof of interest, I show that I respect my contact and want to understand him before answering, I carefull

41、y identify his reasoning I understand. You mean that you are satisfied with your service providers. N : Neutralise the objection I reformulate or restate in a positive manner, focusing on his need, and not on me : naturally. You won t be interested in other suppliers unless they can provide you with

42、 something extra, something different . I get him to say yes , imagining the actual (positive) question he might have asked. Z : Zoom in on the argument zoom forward : advance a specific point : Well, to deal with the entire project as a whole, we have a complete method. To do that, we have created

43、the project management software PROGEST : Using that method, we save our clients several weeks when launching their products. Let me show it to you . zoom back : look for the general rule that overcomes the objection Well, when we work with our clients, let me tell you about the type of partnership

44、that we develop .page 37Training Guide, for the use of trainersTimingTOPICSOBJECTIVES (Why)MESSAGES (deliverables or output data)ACTION (how : cf comments pages of the slides in the kit)30Introduce the training- to get to know one another- to validate the objectives of the day s training- Explain :.

45、 The context of this deployment in relation to TQM. The deployment piloting system- Overview of the context and of the deployment system- Round table to gather opinions, expectations- Presentation of the programme and its objectives1h00Vision quality policy- To ensure that everyone is informed of th

46、e Vision quality policy and strategy- To ensure that each and every trainee understands the stakes involved in the Vision quality approach and the condition for success relating to leadership-The values- The principles- All client-oriented with a shared culture- Overview and reply to questions or ob

47、jections 1h00Vision :- the stages- their added values- To inform the co-workers of the method to be applied in RP- To validate the added value at each stage- A method consistent with the quality policy- The added value of each stage is specified- The risks of not bringing out the PDCA when problem-s

48、olving, are identified- Overview of the kit- Questions and dialogue- Illustrations from routine examples1h00Vision method :The toolsAn illustration of the tools using Vision or outside cases- The co-workers find out how it works and see that it is already partly or fully in use in some cases or in some departments- Tools presented and illustrated- Presentation of the tools- Hand over the handy re