【課件】丹納赫DBS-問題解決培訓

ProblemSolvingProcess

解決問題的流程

2ProblemSolving2-DayCourseAgenda

解決問題2天課程的計劃

Day1第一天IntroductiontoProblemSolving

解決問題內(nèi)容介紹DefiningtheProblem

確認問題AssociateAssessment1

學員考核1AnalyzetoDrivetoRootCauseatGemba

去現(xiàn)場找出問題的根本原因

Homework:家庭作業(yè)：Bring1-2questionsyouwouldliketheinstructortoaddress思考1－2個問題向老師請教ReviewyourlivecaseandmodifytheProblemDefinition回顧真實案例，修改對問題的定義Day2第二天DrivingtoRootCauseatGembacontinued

繼續(xù)去現(xiàn)場找根本原因IdentifyingandImplementCountermeasures

確定和執(zhí)行對策EnsuringSustainment

確保維持EffectiveUseoftheProblemSolvingForm

有效使用解決問題表格AssociatesTest2學員考核2ApplicationofDHRProblemSolvingtoPDorKPIMiss

用丹納赫解決問題的方法來解決PD/KPI上的問題SustainingtheDHRProblemSolvingProcess維持丹納赫解決問題流程3GroundRules

課堂規(guī)則Returningfrombreaksontimewillenableustocompletecourseworkandadjournontime

休息后準時回來，確保課程準時完成QUALITY

質(zhì)量DELIVERY

交貨COST

成本INNOVATION

創(chuàng)新THEBESTTEAMWINS最佳團隊獲勝INNOVATION

DEFINESOURFUTURE創(chuàng)新決定我們的未來CUSTOMERSTALK,WELISTEN客戶述說，我們傾聽DanaherBusinessSystem

丹納赫經(jīng)營系統(tǒng)員工計劃流程執(zhí)行KAIZENISOUR

WAYOFLIFE改善是我們的生存之道WECOMPETEFORSHAREHOLDERS我們?yōu)橼A得股東投資而奮斗5PrinciplesofDBS

DBS原則MoreGemba多去現(xiàn)場:Gemba=RealPlace(whereValuetakesplace)

現(xiàn)場＝真實場地（產(chǎn)生價值的地方）WhereaDanaherAssociatespendstheirtime

丹納赫的員工把時間花在現(xiàn)場Gotogembawith“purpose”notasatourist.

帶著目的去現(xiàn)場LessMuda減少浪費:DanaherAssociateshavepassionforMudaelimination

丹納赫員工熱衷于消除浪費MudagetsinthewayoftheBestTeamWins(QDCI)

浪費有礙于最佳團隊取得勝利GreatProblemSolvinghelpssupportboththesePrinciples!

好的解決問題的流程有助于上述原則6ProblemSolving:BusinessGoal

解決問題的運營目標

Onourcontinuousimprovementjourney,aneffectiveprocessisneededtobridgethe‘gap’ofperformancewhichoftenexistsbetweenwhereweareandwherewewanttogo.

在持續(xù)改善時，我們需要一個有效的流程來解決現(xiàn)狀與目標之間的“差距”。

ThegoaloftheDanaherProblemSolvingProcessistoenableDanaherAssociatestoeffectivelyclosethis‘gap’withrigorindrivingtotruerootcausewhileimplementingeffective,process-basedcountermeasureswhichleadtothedesired,sustainedperformance.

丹納赫問題解決流程的目標是使員工能通過基于流程的有效對策，準確地把握根本原因來縮短這種“差距”，并且達到期望的績效，維持績效。7HistoricalPitfalls

歷史問題

WithinDanaherwe…在丹納赫我們……Spendtoomuchtimeandeffortidentifyingthewrongproblems,chasingsymptoms,andburningcaloriesinthewrongplaces花費了太多的時間和努力卻錯誤地確認問題,只關注癥狀,在錯誤方向花力氣Workoncountermeasuresthatareoutofourcontrolandpossiblyresultinginnegativeconsequenceswithmoreworkforourselvesandotherdepartments針對問題所制定的解決方案如果不在我們控制范圍就可能會造成負面影響，給我們和其他部門同事加重工作量Developineffectiveplansandengaginginmudaactivitieswhichdon’tconnecttorootcause制定的計劃毫無效果，采取的針對浪費的行動不能切中要害Implementcountermeasureswhichdon’taddresstherootcauseandclosethegap采取的措施沒有針對問題的根本，也就無法解決問題或達到目標8HistoricalPitfalls:

NotefromHLConPSOneofthegreatestleverswehavetodrivePerformanceisbetterProblemSolving

我們推動績效的最佳方法之一就是完善解決問題的流程PoorRC&CMpromotes“whack-a-mole”vs.systemicchangesinprocessimprovement.不好的RCCM形成頭痛醫(yī)頭腳痛醫(yī)腳現(xiàn)象。我們要對解決問題的流程進行系統(tǒng)改進。In2011,RC&CMbecomesProblemSolving(PS)process.2011年，RC&CM成為解決問題的（PS）流程BenchmarkToyota(andex-ToyotaSME)todevelopnewPSprocess.

學習標桿豐田公司（以及前豐田SME）發(fā)展新的解決問題的流程PrioritizeddeploymenttobuildcompetencyatPOI.LeverageDLT/OpCoPresidentstoteachandreinforcewhat“good”lookslike.

使丹納赫領導或運用公司總裁指導和加強獲得成功

9IdealState

理念 DanaherwillpromoteaculturewhereLeadersandAssociatesatalllevelsandacrossallfunctions,solveproblemseffectivelyby…

丹納赫建立的是一種文化氛圍，讓所有部門、不同職能的領導及員工能通過以下方法有效地解決問題：Viewingproblemsasopportunitiestoimprove把問題當作改進的機會Focusingontherightissues,usingfact-baseddatatodeterminerootcauses關注問題的關鍵點，以有事實根據(jù)的數(shù)據(jù)來分析問題的根本原因Implementingsustainablecountermeasureswhichsystematicallylinktorootcauseandclosethegap

執(zhí)行那些與根本原因系統(tǒng)性相聯(lián)系的可維持的對策從而解決問題ApproachingProblemSolvingasateameffort以團隊合作的方式解決問題Ensuringsustainmentofcountermeasures確保對策的維持

10ProblemSolvingTrainingGoal

解決問題培訓的目標AssociateswilldemonstrateskillcompetencyintheidentificationofRootCausesandthedevelopmentofeffective,sustainable,andwellvalidatedCountermeasures,usingtheDanaherProblemSolvingProcess.員工通過運用問題解決流程的方法，能找到問題的根本原因，然后有效地執(zhí)行對策，并能維持其成效－－找到有效的，可維持的并且被驗證的對策

11ProblemSolvingProcessExpectations

理想的問題解決流程

Longer-termexpectation–DRP+teachProblemSolving長期期望－DRP+訓練解決問題流程

Leverageandencourageeveryemployeetousetheproblemsolvingprocessindailyactivities

調(diào)動并鼓勵所有員工每天運用此解決問題的流程Assumeresponsibilityforthelargerproblems–don’thand-offtoDBSLsandotherstohandlealone

承擔解決大問題－不是轉(zhuǎn)交給DBSL或者其他負責人處理Cascadeproblemstotheappropriatelevel

把問題分解到適當?shù)膶哟蜟oachandmentortheProblemSolvingprocess–(1-over-1)

一對一講授問題解決流程DemonstrateCompetencyapplyingPSprocess(demonstratedin2-dayclassbyAchievingPassingScore)學習解決問題流程的使用方式（在2天的培訓課程中達到培訓要求）PostTrainingDevelopment(ProcessCheck-in)

培訓后發(fā)展計劃（流程核對）Approachproblem-solvingasateameffort

以團隊合作的方式來解決問題WorkwithMgr.tocontinuallybuildconsensus“catchball”andcheckprogress

協(xié)助經(jīng)理獲得共識，抓問題要點并做后續(xù)跟進Associates員工Leadership領導層Associates員工12Howwillwemeasureperformance?

如何衡量績效？100possiblepoints.70PointsisnecessaryonAssessmentstoreceiveacertificate總分100分。評估成績必須滿70分才能獲得該課程證書4Levels四個階段

1:Pre-workAssessment=25points

準備工作

占25分

2:In-ClassAssessmentI=25points第一部分課程中的表現(xiàn)占25分ID

theProblem識別問題DifferentiatebetweenSymptoms,Problem,andCauses

區(qū)別問題、問題的癥狀及問題的原因Drawthecausalchain

畫出因果鏈

3:In-ClassAssessmentII=50Points第二部分課程中的表現(xiàn)占50分CompletetheentireDanaherProblemSolvingFormusingyourlivecase

用你們的真實案例填寫丹納赫問題解決表4:On-the-JobSupportOpportunities現(xiàn)場協(xié)助－Setadateforfollow-upreviewofyourlivecasewithanaccountabilitypartnerintheclass.在班上找個搭檔一起約定日期來審查你的真實案例13WhathappenedtoRC&CM?

RCCM上發(fā)生了什么？ProblemSolvingprocesshaswiderapplicationthanjustPDandKPI“misses”解決問題的流程不僅適用于PD和KPI上的未達標項，而且能用來解決其他問題

HowwetaughtRC&CMledtoineffectiveusage為何我們教授的RCCM的方法常導致無效的使用Processfollowstheform…notviceversa

為了填表而填表，而不是為了按流程解決問題

ProblemSolvingprocessmoreconsistentwithhowotherWorldClasscompanies(e.g.,Toyota)problemsolve解決問題的新流程與其他世界級公司（如豐田）的流程更一致

IfwearetobeaPremierGlobalEnterprise,weneedapremierprocess

如果我們要成為一流的世界級公司，我們需要建立一流的流程14TheNewProblemSolvingProcess

解決問題的新流程

Simpleprocess

流程簡潔

Focusis“How”toproblemsolve

關注“如何”解決問題

MoreconsistentwithhowotherWorldClasscompanies(e.g.,Toyota)problemsolve與其他世界級公司（如豐田）的流程更一致IfwearetobeaPremierGlobalEnterprise,weneedapremierprocess要成為一流的世界級公司，必須建立一流的流程15KeyDifferencesoftheDHRPSP

丹納赫PS流程與RCCM間的關鍵差異PoorProblemDefinition問題定義錯誤Standard,concisedefinitionofaProblemwith4elements:standard,actual,gap,trend.一個簡潔標準的問題定義包含4個要素：標準、實際、差距、趨勢JumpingtoSolutions直接調(diào)到解決方案EmphasisongoingtoGembaforgatheringoffactsandaccuratelyportraying5WHYsw/evidencegatheredattheGemba.強調(diào)去現(xiàn)場收集事實并根據(jù)事實描述5個Why的內(nèi)容CMsnotClosingtheGap對策并沒解決問題CMsaretested/validatedforimpactandresultsmeasuredattheGemba.在現(xiàn)場驗證對策并且衡量其效果CMsnotsustaining對策無法維持SustainmentprocessisclearlyidentifiedbytheProblemSolveraspartoftheprocess.問題解決流程中對于維持過程作出了明確的定義RC&CMHistoricalPitfallsRCCM的歷史問題HowistheDHRPSPdifferent?丹納赫PS流程有何不同？PoorcoachingbyLeadership領導指導不夠Leadershipquestionsandcoachingdo’s/don’tsdefinedforeachsteptovalidatetheassociate’sthinking.對領導如何提問，如何教授員工，驗證員工想法（每一步驟中“該做的事”和“不該做的事”）作出了定義16ProblemSolvingProcess

解決問題流程DefinetheProblem

確認問題ArticulatetheProblemStatement清楚地陳述問題DetermineifgapisfromaDMstandard(causedproblem)orPDActionPlan (createdproblem)分析差距是否與日常管理的標準（導致型問題）或戰(zhàn)略部署的行動計劃（創(chuàng)造型問題）有關Determinerationaletosolvetheproblem確定解決該問題的合理性InvestigatetodrivetoRootCause調(diào)查問題的根本原因GotoGembatoNarrowFocusto3actualCauses

去現(xiàn)場將關注范圍縮小至三個真實原因DrivetoRootCause–“5whys”分析根本原因－五個WhyGototheGembatoGetEvidenceandFacts去現(xiàn)場找出事實依據(jù)VerifyandImplementCountermeasure驗證和執(zhí)行對策Identifyandevaluatepossiblecountermeasures分析和評估可能的對策TestselectedCMandvalidateeffectiveness試驗備選對策且確認有效性Implementandverifyclosureofthe“gap”執(zhí)行對策，驗證是否縮小差距，解決問題。EnsureSustainment確保維持FocusontheCriticalFewCountermeasures關注少數(shù)關鍵對策IdentifyOwnerandAdditionalresources明確責任人和額外的資源GotoGembatoMeasureResults去現(xiàn)場檢查結(jié)果70%30%TimeSpent時間安排IntroductiontoProblemSolving介紹解決問題18“Alltheproblemsoftheworldcouldbesettledifpeoplewereonlywillingtothink.Thetroubleisthatpeopleveryoftenresorttoallsortsofdevicesinordernottothink,becausethinkingissuchhardwork.”“只要愿意去動腦筋想辦法，世界上的問題都是可以解決的。但因為動腦筋非常辛苦，人們往往都在想盡辦法避免動腦筋。”ThomasJ.Watson,Sr.

19SegmentObjectives

本章節(jié)目標Bytheendofthisintroductionsegment,youwillbeableto…學完該章節(jié)內(nèi)容后，學員能夠……Explainthedifferencebetweencaused&createdproblems

講解導致型問題和創(chuàng)造型問題的差異ExplainrelationshipbetweenProblems,Symptoms,andCauses

講解癥狀、問題、原因之間的關系UnderstandproblemsinrelationtotheCausalChainContinuum了解問題同因果鏈之間的關系Benefit益處:Assistyouinbetterproblemdefinitionandfocusyourproblemsolvingeffortsontherightthings

幫助你更好地確定問題，針對真正的問題努力解決。LeverageunderstandingofthedifferenceandrelationshipbetweenProblems,SymptomsandCausestosolveproblemsquickerandsustainably

了解癥狀、問題、原因之間的關系及其差異，便于更快地解決問題并維持其成效

20WhatisProblemSolving?

解決問題是什么？

Itiswhatyoudowhenyoudon’tknowwhattodo.當你不知道該做什么的時候，你應該做的是找出來該做什么ProblemSolvingprovidesanopportunityfor“discovery”and“continuousimprovement”解決問題流程提供的是“發(fā)現(xiàn)問題”和“持續(xù)改善”機會21DBSManagementSystems

DBS管理系統(tǒng)DailyManagement(KPIs)日常管理Measureshowweserve

thecustomerTODAYandmeetcurrentexpectations

我們今天是怎樣為顧客服務的

我們是怎樣滿足顧客當前期望的

PolicyDeploymentMetrics

戰(zhàn)略部署MeasureshowwecreatesustainableCompetitive

advantagebystrivingfor

worldclassperformance我們?nèi)绾蝿?chuàng)造出具持續(xù)穩(wěn)定競爭優(yōu)勢的世界一流水平的企業(yè)管理系統(tǒng)AfteraPDBreakthroughisachievedbyinstallingasustainableprocess,themetricwilloftenshiftovertobecomeaKPI通過執(zhí)行持續(xù)的流程達到PD的目標后，該目標項將從PD轉(zhuǎn)至KPIDHRProblemSolvingProcess丹納赫問題解決的流程DHRProblemSolvingProcess丹納赫問題解決的流程22ProblemSolvingApplications

問題解決流程的應用“CausedProblems”導致型問題(gapsinestablishedprocesses/performancelevels)績效水平與建立流程之間的差距“CreatedProblems”創(chuàng)造型問題(gapsfromdesired,notyetachievedlevelsofperformance)因期望產(chǎn)生的差距，從未達到過DailyManagement(DM)日常管理Mustbesolved(SQDIP)‘Customershurtingnow’

必須解決，因為顧客已經(jīng)受到損害Analogy–EffectiveDMkeepsthetrainsrunningon-time

類比-有效的日常管理保證運營按時進行Shortertimeframe較短的時間區(qū)間Usuallylessambiguousproblems通常較少的模棱兩可的問題

IsthereStandardWork,wasitfollowed?

有標準的方法嗎，遵循了嗎？StratorPolicyDeployment(PD)策略部署Urgencydrivenbyinternalorg,typically

一般由內(nèi)部機構(gòu)緊急推動E.g.,wanttraintorun50%faster希望火車快50%Longertimeframe較長的時間區(qū)間Moredifficulttoproblemsolve(more‘fuzzy’)因為模糊所以更難解決IsthereanActionPlan,wasitfollowed?

有實際行動的計劃嗎，執(zhí)行了嗎？DanaherProblemSolvingProcess(appliedinbothinstances)丹納赫問題解決流程應用于這兩種類型23RolePlay:DoesthishappeninyourOpCo?

角色扮演：你們公司發(fā)生過這樣的事情嗎？Sales:OurSalesnumbersarelow.Oursalesteamislosingbusinesstoourcompetitor.Theyhaveamuchmoreadvantagedproduct.

銷售：我們的銷售額下降了。由于競爭對手上市了更優(yōu)質(zhì)的產(chǎn)品，搶走了我們的業(yè)務ProductDevelopment:Yes,Iknow,I’vereceivedatleast3callsthismonthfromsalesrepswhoarelosingbusinesstothecompetition.

研發(fā)：知道了。關于此事，這個月銷售代表已經(jīng)來過3個電話了Sales:Weneedtodosomethingaboutthis.Canwedevelopafaster,cheaperproduct?

銷售：需要采取行動。我們能夠研發(fā)出成本更低、生產(chǎn)更快的產(chǎn)品嗎？ProductDevelopment:Holdonnow,letmedoabitofresearchtoverifyiftheirproductactuallyisfasterandcheaperthanours.I’llgetoneoftheirunitsandhaveourteamofengineerstestit.Thisisnoeasytask,itwilltakeaboutamonth.

研發(fā)：采取行動前，我得調(diào)查一下他們的產(chǎn)品確實比我們的產(chǎn)品更便宜、更好。先讓工程師測試競爭對手的產(chǎn)品。該項測試有一定難度，需要一個月才能出結(jié)果Sales:Ifwegetafaster,cheaperproduct,oursaleswillincreasedrastically.

銷售：如果有成本更低、生產(chǎn)更快的產(chǎn)品，我們的銷售額將迅速增長

AStaffmeetingonemonthlater…

一個月后的員工會議…ProductDevelopmentLeader:

Weneedtobuildafaster,cheaperproduct.Ourcompetitorsarekillingusandwe’relosingmarketshare.Here’stheplan…

研發(fā)部負責人：我們的競爭對手正在搶占我們的市場份額。我們必須研發(fā)出一種成本更低、生產(chǎn)更快的產(chǎn)品。這里是具體計劃……24WhatistheTRUEProblem?

真正的問題是什么？Werecognize“problems”basedonourperceptionWhatweseehappening(PointofRecognition)我們基于自己的認知來確定問題.－我們所看到發(fā)生的（識別點）

Ourjobfunctioncausesustodetermine“problems”basedonwhatweareresponsiblefor

不同職責影響看“問題”的角度，人們會基于自己的工作職責來確定問題。

Weareoftenconfusedbetweenthetrueproblem,symptomsoftheproblem,andcausesoftheproblem

我們經(jīng)常容易混淆問題、癥狀和根本原因25Symptom/Problem/CausesRelationship–TreeConcept癥狀、問題、原因之間關系－分析樹Theword“root”inrootcauseanalysis,referstowhat’sbeneaththesurface,notatypeofcause.

根本原因中的“根本”一詞是指內(nèi)在的實質(zhì)，而不是另一種類的原因。Problem

問題

Causes原因Symptoms癥狀Symptoms癥狀:resultoroutcomeoftheproblem(Obvious)

問題的結(jié)果（明顯的）Fever發(fā)燒TheProblem問題:gapfromgoalorstandard

目標或標準同實際績效的差距Don’tfeelwell不舒服Causes原因:Underlying“TheRoots”–asystembelowthesurface,bringingabouttheproblem(NotObvious)在根部－地表下面的系統(tǒng)，引起問題的根部（不明顯）Virus病毒26FREQUENCY

頻率/數(shù)量TIME

時間

ProblemsinRelationtoPerformanceMeasures

績效評估指標之間的關聯(lián)性

CUSTOMERSERVICE客戶服務MONEY

金錢Key:Viewtherootcauseandsolutioninthesesameterms要點：用這些同樣的術(shù)語看待根本原因和解決方案27TheCausalChainContinuumCustomerDefect

因果鏈：客戶問題WHERE地點PointofOccurrence發(fā)生點Locationproblemphysicallyoccurs問題發(fā)生的地點Assemblystation#2

組裝的第二個工位WHAT問題PointofRecognition識別點The“perceived”problem了解問題CustomerFoundDefect:

客戶發(fā)現(xiàn)了次品

AssembledIncorrectly組裝環(huán)節(jié)出錯

WHY起因PointofCause

原因點Canbedirectlyobserved能直接觀察到Digforrootcausehere在這里找根本原因AssociatePickedtheWrongPart

員工拿錯了零件

Notalwaysseparatedintime(canoccuratsametime)不總是在發(fā)生時間上分開（可能同時發(fā)生）FromthePointofRecognitionorWHATyouare“walkingtheline”backtothegembatoWHEREyoucan“directly”observetheWHYorcauses.從識別點或你看到的問題回到現(xiàn)場能直接觀察到起因的問題發(fā)生地28VariousPointsofRecognition

識別點的差異Associateswillviewtheproblematvariouslevelsandtimes.Thisisimportantwhenapproachingproblemsolvingasateam.員工會從不同的層面或在不同的時間觀察問題。當團隊一起分析問題時，這一點很重要。

29TheCausalChainContinuum因果鏈

MultipleRecognitionPoints,WHERESandWHYs

認知點，發(fā)生地，原因WHERE地點PointofOccurrence發(fā)生點Locationproblemphysicallyoccurs問題實際發(fā)生處

1:NorthAmericaInsideSales2:NortheastAsia1.北美內(nèi)銷2.亞洲東北部地區(qū)

LarryLiusaid“InsideSales”is電話銷售WHAT問題PointofRecognition認知點The“perceived”problem了解問題Salesmissby22%22%項銷售指標未達標WHY起因PointofCause原因點Canbedirectlyobserved能直接觀察到Digforrootcausehere在這里找出根本原因1:Notenoughtelesalescapacity電話銷售能力不足2:LateProductLaunchwithdistributors批發(fā)商推遲產(chǎn)品上市的時間

Notalwaysseparatedintime(canoccuratsametime)不總是在發(fā)生時間上分開（可能同時發(fā)生）RecognitionPoint(s):認知點VPofSalesrecognizesmissduringmonthlyforecastrevieww/SalesManagersDecember1512月15，銷售VP同銷售經(jīng)理月度預測會議時已知道差距AsiaDirectorSalesrecognizesmissduringforecastreviewDecember14th.

12月14號亞洲區(qū)銷售VP在審查預測時知道差距USAInsideSalesManageronNovember1strecognizes#ofoutboundcallstoqualifiedleadsishalfofwhatitshouldbeon11月1，美國銷售經(jīng)理知道銷售機會只有計劃的一半FromthePointofRecognitionorWHATyouare“walkingtheline”backtothegembatoWHEREyoucan“directly”observetheWHYorcauses.從認知點或你看到的問題回到現(xiàn)場能直接觀察到起因的問題發(fā)生地30 Largestcustomeriscomplaining.

最大的客戶在抱怨 Deliveryonbicycleshavebeenlateforthelast4monthsbecauseproductionhasbeenbehindschedule.Productionislaggingbecauseofashortageofwheels.Thereisashortageofwheelsbecauseinspectionhasrejectedalargenumberofwheelsfornotbeinground.Therejectionwasduetopoormaterialquality.ThepoormaterialwasusedbecausePurchasingswitchedtoasupplierwithinconsistentquality.

因為生產(chǎn)進度落后于計劃安排導致自行車的交貨時間晚了4個月。而生產(chǎn)落后是因為輪胎缺料了。輪胎缺料是因為輪胎不圓不符合測試要求。輪胎不合格是因為原材料質(zhì)量有問題。原材料質(zhì)量出現(xiàn)問題是因為更換的供應商提供材料質(zhì)量不穩(wěn)定。

Identifythefollowing:Variouspointsofrecognition?Where(s)/Location?Why/Causes?

確定：認知點？發(fā)生地？原因？

IstheproblemaFrequency,Time,orMoneyissue?

這個問題是數(shù)量問題、時間問題還是費用問題？

AllottedTime:4min.完成時間為4分鐘Startfrompoint(s)ofrecognition從認知點開始Where?

發(fā)生地？Why?

根本原因ProblemRecognitionandCausalChain

認識問題及其因果鏈31Startfrompoint(s)ofrecognition從認知點開始ProblemRecognitionandCausalChain

認識問題及其因果鏈WHERE地點WHAT真正的問題PointofRecognition認知點The“perceived”problem發(fā)現(xiàn)問題WHY根本起因PointofCause

原因點Canbedirectlyobserved能直接觀察到Digforrootcausehere在這里找出根本原因PointofOccurrence發(fā)生點Locationproblemphysicallyoccurs問題實際發(fā)生處32ProblemSolving:Pre-workReview

解決問題Pre-work回顧ManagingtoLearnReview

學習型管理WhatweresomeoftheimportantlessonslearnedforPorter(theAssociate)?

從（員工）Porter身上學習到了什么重要內(nèi)容？WhatweresomelessonslearnedbySanderson(Boss)?

從（老板）Sanderson身上你學到了什么？WhatisthepurposeofanA3oranyProblemSolvingForm?

A3報告或解決問題表格的目的是什么？ToyotaWayFieldbookReview

豐田汽車：精益模式的實踐HoweffectivewereyourmostrecentproblemsolvingeffortswithregardtoPD,KPIandotherimprovementactivities?Didtheseeffortshelpyieldthedesiredresults?

在解決PD、KPI問題及其他改善活動中，解決問題的效果怎么樣？是否達到了預期的結(jié)果？Howdoesyourcurrentproblemsolvingprocessdifferfromwhatyou’vereadandwhatyou’velearnedthusfar?

目前工作中的解決問題流程與本書所講的解決問題流程有何不同？33Pre-WorkReview:

ReviewofParticipantsLiveCaseProblem

回顧Pre-work：學員回顧其真實案例

Instructions說明:Insmallgroupsof3-4,pickoneexamplefromthegroupandreviewtheirlivecasebroughtinaspre-work.分成小組，三到四人一組，從每組選出一個Pre-work的真實案例與組員分享Eachparticipantwillthinkthroughthefollowingforhis/hercaseanddiscusswiththeirsmallgroup:每位學員與小組成員通過如下方式分享他/她的案例Usingflipchart,drawthetreeconcept:identifytheproblemstatement,symptoms,andactual/potentialcauses.

用白板紙畫分析樹：陳述問題、問題的癥狀、實際/可能的原因Usingflipchart,DrawtheCausalChainContinuumforyourcaseandidentify:

把你的案例的因果鏈畫在白板紙上WHATarethePoint(s)ofRecognition?什么是認知點？WHEREisthelocationorpointofoccurrencetheproblemisoccurring?

問題實際發(fā)生的地方？WHYitmaybehappening?WhatisthePointofCause?

為什么會發(fā)生？什么是原因點？Aftereachreport,asasmallgroup,providefeedbackontheabove.Weretheproblem,symptoms,andcausescorrectlydefined?Wastherelogicbehindthecausalchain?

報告結(jié)束后，對于報告內(nèi)容發(fā)表意見，有沒有正確地定義問題、癥狀、原因？因果鏈間有沒有邏輯聯(lián)系TimeAllotted:10min.完成時間為10分鐘InstructorDebrief5min.

Have2participantsfromtheclassreportout“explaining”theProblem,CausalChain,andTreew/symptomsandpossiblecauses.

從班上找二個學員來報告他的問題、問題的癥狀、問題的根本原因、因果鏈、分析樹Classwillprovidefeedbackandcritique做出評論34Test1–ProblemSolvingBasics(25points)

測試1－解決問題基礎練習（25分）

Scenario背景描述:YouaretheProductionManageroftheWidgetAssemblyCell你是Widget裝配線的生產(chǎn)經(jīng)理Currently,yourdefectrateis6%vs.astandardof.5%,andhasclimbedhighereachmonthsinceFebruary.

目前，這條生產(chǎn)線上的不良率為6%,而其目標是0.5%，次品率自二月以來持續(xù)攀升Themajority,85%ofthesedefectsarescratchesontheparts次品中的85%為劃傷Asaresult,youhavereceivedmultiplecustomercomplaintsandcancellations.

因此，你已經(jīng)多次接到客戶的投訴，甚至因此取消訂單Youalsohadtoshutdownyourproductionlinestwicethismonthtotryandfindtheissue.Salesislosingconfidenceintheirabilitytoselltheproduct.銷售沒有信心銷售該產(chǎn)品，這個月你為了找出引起不良率的原因，已經(jīng)做了二次停線檢查You’veadded3shiftsofinspectiontocatchdefectivepartsoffoftheline.Productivityhasdecreased38%duringthisperiod.Overtimehasalsoincreasedby25%你增加了三個檢驗點來檢查不良品，在此期間，不僅增加了25%的加班，而且生產(chǎn)率下降了38%。Theassemblylineworkersaregenerallyunsatisfiedandarefedupwiththeovertime,andhaveputinfortransferstootherdepartments.工人因長期加班而產(chǎn)生不滿情緒，以致想轉(zhuǎn)移到其他部門去Inthepast,handlingtheproductduringthepackagingstephascausedscratchesduetopoorhandling

以前，產(chǎn)品在包裝環(huán)節(jié)出過問題導致刮傷Themaintenancedepartmenthastrackeddownthesourceofthescratchesonthepartstooneofthestampingpressesintheproductionline.Furtheranalysisofthemachinerevealedthatoneofthestampingheadshasabrokenpinonit,whichiscausingthescratches.維修部門把生產(chǎn)線上發(fā)現(xiàn)劃傷的根源鎖定在沖壓機上，進一步的分析發(fā)現(xiàn)沖壓頭上有個根針被損壞了，因此造成產(chǎn)品刮傷Instructions問題說明:Asindividuals:獨立完成：DetermineWHATistheproblem=5point確定什么是問題5分UsingtheTree,mapoutanddifferentiatetheProblemfromSymptomsandCauses=5Points

在分析（關系）樹上寫出問題、癥狀、根本原因5分DrawtheCausalChainContinuum=5Points標明連續(xù)因果鏈5分Whatisthepoint(s)ofrecognition?指出問題的識別點？

WHEREisthePointofOccurrence?問題的發(fā)生地在哪？WHYisithappening(thecause)?問題

發(fā)生的根本原因是什么？BonusQuestion:10PointsListtwoexpectationsforLeaderswithregardtoapplyingtheDHRProblemSolvingProcess

列出領導人對應用丹納赫解決問題流程的二點期望ListtwoexpectationsforAllAssociateswithregardtoapplyingtheDHRProblemSolvingProcess列出員工對應用丹納赫解決問題流程的二點期望Tip:Theseexpectationswereexplainedattheintroductionofthecourse.提示：這些期望在課程導言部分有過介紹AllottedTime:20minutes完成時間20分鐘35Yourinstructorwillprovidethehandoutforthisassessment.

講師會給學員提供該測試的評估結(jié)果Test1:ProblemSolvingBasics(25points)

測試1－解決問題基礎練習（25分）DefinetheProblem定義問題37“AProblemwelldefinedisaproblemhalfsolved.”明確陳述問題，等于問題解決了一半CharlesKettering

38ProblemSolvingProcess:DIVE

解決問題的流程

DefinetheProblem定義問題ArticulatetheProblemStatement清楚地陳述問題DetermineifagapfromaDMstandard(causedproblem)orPDActionPlan(createdproblem)

分析日常管理的標準（導致型問題）與戰(zhàn)略部署的行動計劃（創(chuàng)造型問題）之間的差距Determinerationaletosolvetheproblem

確定解決該問題的合理性InvestigatetodrivetoRootCauseGotoGembatoNarrowFocusto3actualCausesDrivetoRootCause–“5whys”GototheGembatoGetEvidenceandFactsVerifyandImplementCountermeasureIdentifyandevaluatepossiblecountermeasuresTestselectedCMandvalidateeffectivenessImplementandverifyclosureofthe“gap”EnsureSustainmentFocusontheCriticalFewCountermeasuresIdentifyOwnerandAdditionalresourcesGotoGembatoMeasure70%30%TimeSpent39Bytheendofthissegment,youwill…學完該章節(jié)內(nèi)容后，你將會……ArticulateaProblemStatementusingaStandard/Goal,Actual,Gap,andTrends

清楚地表達問題的標準/目標、現(xiàn)狀、差距和趨勢Differentiatebetweencausedandcreatedproblems

區(qū)分導致型問題與創(chuàng)造型問題Explaintherationalebehindsolvingaproblem(value/ROI)

解釋解決該問題的合理性Defineaproblemstatementusingacaseexample

用實際案例來陳述問題

Benefit益處:Youwillhaveacleardefinitionofwhattheproblemis/isnot

明確定義問題Youwillincreasethelikelihoodsolvingyourproblem

提高解決問題的可能性

SegmentObjectives

本章節(jié)目標Don’tjudgetooquickly…不要太快下結(jié)論40WhatisaProblem?

問題是什么？

“Aproblemisanyundesireddifferencebetweenwhatiscurrentlyhappeningandwhatyouwanttohavehappen,i.e.youarenotmeetingthestandard.Wecallthisthe‘gap’.”問題是現(xiàn)狀（目前發(fā)生的）與目標（期望達到的）之間的差異。未達標的部分，稱之為“差距”。

DavidMeier41DefiningtheProblem

定義問題WHERE地點(PointofOccurrence發(fā)生點)Whereproblemphysicallyoccurs問題實際發(fā)生處

Mid-WestRegion’sInsideSales中西部地區(qū)的內(nèi)銷LarryLiusaid“InsideSales”is電話銷售WHAT真正的問題(PointofRecognition認知點)The“perceived”problem發(fā)現(xiàn)問題SalesMissby22%銷售22%未達標WHY根本原因(PointofCause原因點)Canbedirectlyobserved能直接觀察DigforrootcausehereNotenoughtelesalesreps銷售代表不夠

Wearehere…我們在這里……42ArticulatingtheProblemStatement

清楚地表達問題Agoodproblemstatementhasthefollowing4Criteria…一個好的問題描述需要有的四個要素……Goal/Standard=

Whereyouwanttobe

目標:標準或要去哪里Actual=Whereyouarenow

現(xiàn)狀：現(xiàn)狀在哪里Gap=DifferencebetweenActualandGoal/Standard

差異：目標/標準與現(xiàn)狀間的差距Trend=DirectionofTime,Frequency,orCost

趨勢：時間、數(shù)量、成本等的變化趨勢HowdoestheProblembehave(asseenbyitsTrend)?

從趨勢上看問題有那些特點？Whatistheextentoftheproblem?

問題的范圍是什么？

Howlonghasthisexisted?

問題存在了多久？Isitanisolatedcase?

是孤立的現(xiàn)象嗎？43ArticulatingtheProblemStatement

清楚地陳述問題WhatistheGoal/Standard,Actual,GapandTrend/Extent?

什么是標準、現(xiàn)狀、差距及趨勢？

Gap差距=.6turns

UseProblemstatementtodefinethisgap

陳述問題確定差距RunCharts:Normalizedataifreq.(Salesmisses4wkvs.5wkmonths).Ensurescaleisadequatefortheproblembeingdefined.Runchartsshouldshowhowproblembehavesovertimeandillustratecommoncausevs.specialcause.走勢圖：規(guī)范數(shù)據(jù)，確保比例合適，有利于界定問題。走勢圖要能反應問題隨問題時間的發(fā)展，顯示共性原因和特別原因。BP44ProblemStatement:Exercise問題陳述練習：

Goal/Standard

目標/標準Actual

實際值Gap

差距Trend

趨勢Instructions:Onyouownorinyourgroup,evaluatethelistofstatementsbelow

個人或分組對下列表中的6項內(nèi)容做評估分析Placeacheckwheretheelementispresentintheproblemstatementbelow

對下面的問題的陳述的要素做一個檢查表Preparetoexplainyourrationaleandwhat’smissing(Goal,Actual,GaporTrend)

判斷此6項是否有其目標、實際值、差距、趨勢，并做詳細解釋AllottedTime6min.完成時間6分鐘Openreview5min.報告時間5分鐘1.ActualJune09OTDis80%notmeetingtargetof88%.Missed2120lineitems2009年6月份OTD未達標，其目標為88%，而實際值是80%，2120行項目未能達到目標Ex..2.PastdueisaboveUSDTarget:Target4,721Actual=11,998/November20102010年11月延遲交付貨物所占金額（應收款）實際為11998，高于設定的目標47213.Newproductlaunchrevenueisbehindby$5mm,eachdivisionisbehindduetodifferentlaunchissuesandtheteamneedstofocusonwhichproductsarecontributingtothenegativevariance

新產(chǎn)品上市營業(yè)收入落后了5mm美金，各部門因各自不同產(chǎn)品上市的原因都未能達標，團隊需要關注于產(chǎn)生影響最大的產(chǎn)品4.Costas%ofsalestooHigh.OurCOGSstandardis25%.Currentlyitis35%andhasbeensteadilyclimbingeachmonthforthepast8months.A10%missusunacceptable.銷售成本%太高。我們的COGS在過去的8個月內(nèi)一直在增加，其標準為25%，而目前實際值為35%，之間的10%的差距是不能接受的5.AsofJuneClose2010,amissof1.7millioningoodsintransitoccurredwithnoplantogettodefinedtargetinQ3

2010年6月份產(chǎn)品運輸?shù)膶嶋H費用為一百七十萬元。且第三季度還沒設定明確的目標6FromJunethroughAugust2010,aconsistentdailyQDIPmi