诺基亚质量改善七步法资料.pptx

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1、1 NOKIA COMPANY CONFIDENTIAL NOKIA 7 / Version 5.0 2001 /NOKIA 77-STEP PROBLEM SOLVING METHOD 2 NOKIA COMPANY CONFIDENTIAL NOKIA 7 / Version 5.0 2001 /How to boost growth of productivity ?如何推进生产力的增长如何推进生产力的增长?Why is Systematic Problem Solving Critical for Nokia ?为什么系统的解决问题对诺基亚是至关重要的为什么系统的解决问题对诺基亚是至关

2、重要的?Nokia growth has “ no limits”诺基亚的成长是“ 无限的”Nokia personnel growth has a limit诺基亚员工数量的诺基亚员工数量的增长是有限的增长是有限的Work smarter, not harder!更聪明而非更辛苦的更聪明而非更辛苦的工作工作!3 NOKIA COMPANY CONFIDENTIAL NOKIA 7 / Version 5.0 2001 /What is NOKIA 7 ?什么是诺基亚七步法什么是诺基亚七步法NOKIA 7诺基亚七步法诺基亚七步法 Is a systematic 7-step method fo

3、r finding & implementing solutions to problems.是一套有七个步骤的系统方法，用于找出问题及实施对策. Aims at eliminating the root cause of the problem.目的在于消除问题的根本原因 Prevents the problem re-occuring.预防问题的重复发生. Reduces wasted effort and makes team work more effective.减少浪费并使团队工作更有效. 4 NOKIA COMPANY CONFIDENTIAL NOKIA 7 / Version

4、 5.0 2001 /What is a Problem? 什么是问题什么是问题?The difference between a desired, expected or normal situation and what is actually happening实际发生的与所预期的、期实际发生的与所预期的、期待的或常规情况间的差距待的或常规情况间的差距Desired 预期Current现实Time时间Performance表现GAP差距差距5 NOKIA COMPANY CONFIDENTIAL NOKIA 7 / Version 5.0 2001 /Scale of the Probl

5、em问题的尺度问题的尺度Complexity复杂程度复杂程度Time时间时间NOKIA 7 can be applied to both simple and more complex issues (from office procedures to software design to manufacturing).诺基亚七步法即诺基亚七步法即可以用于可以用于简单事件也可以用于复杂事件简单事件也可以用于复杂事件(从办公室采购从办公室采购到制造业的软件设计到制造业的软件设计)Some problems can take days to solve, others may take month

6、s.有些问题几天可以解决，有些则需几个月有些问题几天可以解决，有些则需几个月The principles remain the same.原则是相同的原则是相同的6 NOKIA COMPANY CONFIDENTIAL NOKIA 7 / Version 5.0 2001 /NOKIA 7 Steps to Problem Solving 诺基亚七步法解决问题诺基亚七步法解决问题1. Identify problem by defining the area for improvement 确认需要改进的区域确认问题2. Analyze problems by studying the cur

7、rent data通过研究现状， 分析问题3. Determine root cause(s)确定原因4. Develop (create/select) solutions寻求（制定/选择）对策5. Plan action计划行动6. Implement the solution实施对策7. Evaluate outcome评估结果 7 NOKIA COMPANY CONFIDENTIAL NOKIA 7 / Version 5.0 2001 /Structure of the Steps 各步骤的结构各步骤的结构Key Activities 关键活动关键活动Explains what ac

8、tions need to take place at each step. 阐明每个步骤需要采取的行动.Check Question 检查问题检查问题By asking the question how it enables you to check you have focused on the most critical items at each step. 通过问“ 如何”使您能够检查您在每一步已集中注意了最关键的内容. Tools 工具工具A variety of effective team working tools which help you in decision-mak

9、ing at each step. 每一个步骤均有可帮助您做决定的多种有效的团队工作工具.Tools stamped with the label Basic Tool are the simplest tools to be used to get around each step带有“ 基本工具” 标签的工具是用于每个步骤中最简单的工具.BASICTOOL基本工具基本工具8 NOKIA COMPANY CONFIDENTIAL NOKIA 7 / Version 5.0 2001 /Step 1 Identify Problem 步骤步骤1 确认问题确认问题Key Activities关键

10、活动关键活动:Identify problem areas.确认问题所在区域.Prioritize the problems.按优先程度排列各问题.Write the problem statement.写出问题陈述.Check Question 检查问题检查问题How have you defined the gap between the actual and target?您是如何定义现实与目标之间的差距的?Tools 工具工具Brainstorming脑力激荡法Pareto柏拉图 9 NOKIA COMPANY CONFIDENTIAL NOKIA 7 / Version 5.0 20

11、01 / Problem Statement 问题陈述问题陈述Describes the problem.描述问题.States the gap between what is and what should be, i.e. “current” and “desired”.陈述实际是什么与应该怎样的差距，如“现实”和“预期”.Identifies the problem, not the cause or implied solution. 说明问题，不是原因或解决方案 Uses exact terms and includes quantities: how often, how much

12、, when etc. .使用精确的术语及包括数量:频度，多少及什频度，多少及什么时间么时间等等.Is not a question.不是一个问题.Tells you why the problem is important.告诉你为什么这个问为什么这个问题是重要的题是重要的. Keep the problem statement simple, just a single sentence. 描述问题宜简洁描述问题宜简洁,一句话即可一句话即可.10 NOKIA COMPANY CONFIDENTIAL NOKIA 7 / Version 5.0 2001 /Current situation

13、: Shipments are arriving to customers too late and at too high a cost.目前状态 ：货物抵达客户太晚了，费用太高了 Desired situation: Prompt customer delivery at minimal cost.预期状态：以最少的费用及时发货给客户Operative term: Operational definition:Prompt及时Customer客户Delivery发货Minimal最少Cost费用Within 2 days regardless of destination or size

14、of order/shipment不管目的地和货物大小，2天内必需达到Users of our electronic products; sales centers我们电子产品的用户；销售中心Mail, express delivery, or special delivery depending on customer locale or delivery destination根据客户收货地情况，用邮件，快件，或特殊货运发货Not to exceed 3 % of sales price per unit不超过3的销售单价Unit cost in local currency per sh

15、ipment 每批发货的当地货币单价Writing a Problem Statement (1/2)写写问题陈述问题陈述 11 NOKIA COMPANY CONFIDENTIAL NOKIA 7 / Version 5.0 2001 /Current Situation目前状态:Electronic product shipments are being delivered to customers in an average of 14 days time and at an average cost of 13% of the sales unit price. 电子产品的交付时间为平

16、均电子产品的交付时间为平均14天，平均费用是销售单价的天，平均费用是销售单价的13.Desired Situation预期状态:Prompt delivery of within 2 days, at a price not to exceed 3% of the unit sales price.2天内及时交付，费用不超过销售单价的天内及时交付，费用不超过销售单价的3%.Problem Statement问题陈述:Product deliveries take 14 days instead of 2 days, and the cost is 13% of sales unit price

17、 whereas it should be max 3%.产品发货时间是产品发货时间是14天而不是天而不是2天天, 费用应是不超过销售单价的费用应是不超过销售单价的3%然而目前却为然而目前却为13%.Action行动:Improve product shipment performance from now 14 days to under 2 days, while reducing the total cost per shipment from now 13% to no more than 3% of the unit sales price, within the next 30 d

18、ays.在今后在今后30天内，提高产品的发货效率，从天内，提高产品的发货效率，从14天降到低至天降到低至2天，同时将每批货物的全天，同时将每批货物的全部费用从销售单价的部费用从销售单价的13降低到不超过降低到不超过3。Writing a Problem Statement (2/2)写写问题陈述问题陈述12 NOKIA COMPANY CONFIDENTIAL NOKIA 7 / Version 5.0 2001 /BASICTOOL基本工具 Brainstorming脑力激荡法脑力激荡法Structured有组织的有组织的Everybody speaks in turn.每一个人轮流发言On

19、ly one idea at time.一次一个想法Wait for your turn.等待自己的机会You can miss your turn if you wish.如果你愿意,你可以放弃自己的机会Unstructured未组织未组织的的Everybody contributes.每个人都作贡献All ideas recorded记录所有的想法-Flipchart-Post It Notes报示贴Both双方的双方的Explain, but dont discuss.解释,但不讨论.Do not criticize the ideas of others.不要批评别人的想法.Gathe

20、r as many ideas as possible.尽可能多的收集想法.Improve upon others ideas.改进他人的想法.Encourage wild ideas.鼓励疯狂的想法.13 NOKIA COMPANY CONFIDENTIAL NOKIA 7 / Version 5.0 2001 / Pareto Chart柏拉图柏拉图DESCRIPTION: Pareto helps to prioritize problems.描述:柏拉图有助于问题排序 Identified Problems确认问题确认问题02040608010001002003004005006007

21、008009001000Problem C问题CProblem B问题BProblem A问题AProblem E问题EProblem D问题DCosts成成本本% Costs (Cumulative)%成本成本(累计累计)BASICTOOL基本工具基本工具14 NOKIA COMPANY CONFIDENTIAL NOKIA 7 / Version 5.0 2001 /Example: Pareto Principle示例示例:柏拉柏拉图原理图原理Sales Revenue Analysis 80/20 Rule销售收入分析销售收入分析80/20原则原则% Sales (Cumulative

22、)%销售额销售额(累计累计)020406080100% Products (Cumulative)%产品产品(累计累计)Sales销售额销售额 10 20 30 40 50 60 70 80 Pareto presents the 80/20 rule: 20% of products create 80% of all revenue.柏拉图介绍了80/20原则:80%的收入是由20%的产品创造的.15 NOKIA COMPANY CONFIDENTIAL NOKIA 7 / Version 5.0 2001 /Step 1 Check List步骤步骤1 检查表检查表 CHECKING T

23、HE ACTIVITIES:检查如下活动检查如下活动:Problem with greatest business impact has been identified. 对事务影响最大的问题已被确认.Problem statement has been defined.已定义出问题陈述.Project team and sponsor have been nominated.项目组及负责人已确定.Costs/benefits of solving the problem have been estimated. 已估计出解决问题所需费用/所获益处.Schedule outline for t

24、he project has been set. 已确定项目大约所需的时间.CHECK QUESTION:检查问题检查问题: How have you defined the gap between the actual and target? 您是如何定义现实与目标之间的差距的?16 NOKIA COMPANY CONFIDENTIAL NOKIA 7 / Version 5.0 2001 /Step 2 Analyze Problem步骤步骤2 分析问题分析问题Key Activities关键活动关键活动:Collect data about the problem or the proc

25、ess (who, what, when, how often, etc). 收集与问题或过程相关的资料(谁,什么事,什么时间,频度等)Describe and visualize the problem描述问题并使之形象化Check Question检查问题检查问题:How does your analysis help visualize the problem?您的分析是如何使问题形象化的?Tools工具工具Process mapping过程图Graphs图形Histograms直方图 17 NOKIA COMPANY CONFIDENTIAL NOKIA 7 / Version 5.0

26、 2001 /Planning for Data CollectionKey Questions关键问题关键问题 What kind of data is most relevant to the problem?何种资料与问题最相关? Quantitative vs. qualitative data定量资料相对于定性资料 How do you get the most relevant data? 您是如何得到最相关资料的? Databases, surveys, reports 数据库,调查,报告 How much time can you spend looking for the r

27、ight data?您会花多长时间去寻找正确的资料? Days, weeks, months 天,星期,月Plan计划计划Execute执行执行CriticalQuestions严重问题严重问题18 NOKIA COMPANY CONFIDENTIAL NOKIA 7 / Version 5.0 2001 /Process Mapping过程图过程图DESCRIPTION:The purpose of process mapping is to create a visual representation ofhow activities link together so that the p

28、rocess can be communicated or analyzed for improvement.描述:过程图的目的是创造出关于各项活动是如何相连的形象介绍，使过程得到沟通 或分析而改进OVERVIEW: A process map describes the activities carried out within an organisation. 概述： 一个过程图描述在一个组织中完成的活动.A detailed understanding on processes and Process Mapping is provided by a 7-step Continuous

29、Process Improvement method (CPI 7).CPI7将对过程及过程图作详细的介绍.Activity活动Decision决定Object Flows目标流向Output产出19 NOKIA COMPANY CONFIDENTIAL NOKIA 7 / Version 5.0 2001 /Example: Process Map示例示例:过程过程图图Receive Order接到订单Ask for Cash inAdvance要求预付现金Check CreditRating检查信用等级ProcessOrder进入订货过程Previous Customer老客户Yes是No

30、否RatingOK等级良好Yes是No否Send Order toProduction将订单发往生产部门Yes是No否Cancel Order取消订单PaymentReceived收到付款20 NOKIA COMPANY CONFIDENTIAL NOKIA 7 / Version 5.0 2001 /Graphs图形图形PIE CHART 圆饼图BAR CHART柱状图LINE DIAGRAM折线图FebMarchAprMay0200004000060000FebMarchAprMayH300H500HD740H50012%HD74037%H30051%0200004000060000Feb

31、MarAprMayH300H500HD740BASICTOOL基本工具基本工具21 NOKIA COMPANY CONFIDENTIAL NOKIA 7 / Version 5.0 2001 /Example: Bar Chart 示例示例:柱状图柱状图Helpdesk Calls data HD 电话数据电话数据0 01001002002003003004004005005006006007007008008008. 00 am8. 00 am9. 00 am9. 00 am10. 00 am10. 00 am11. 00 am11. 00 am12. 00 am12. 00 am1. 00

32、 pm1. 00 pm2. 00 pm2. 00 pm3. 00 pm3. 00 pm4. 00 pm4. 00 pm5. 00 pm5. 00 pm6. 00 pm6. 00 pmNo. Cal l sNo. Cal l sTime of Day 一天中的时间一天中的时间No. of Calls电话数量电话数量22 NOKIA COMPANY CONFIDENTIAL NOKIA 7 / Version 5.0 2001 /Histogram直方图直方图DESCRIPTION: This is a bar chart that allows us to observe the variati

33、on of a certain factor. The status of a process can be assessed from the range and distribution of the variable. 描述:这是一种柱状图表,用于观察某一特定因素的变化,即某一过程的状态可从该变量的范 围及分布来进行评价.OVERVIEW: On the horizontal axis the abore mentioned variable is divided into size classes whilst the vertical axis represents the freq

34、uency.概述:在横坐标上变量被分为数量等级,纵坐标表示频率.# of measurements衡量标准 # of classes 等级less than 50少于50 5 - 7 51-100 8 - 10 101-250 11 - 13 more than 250多于250 14 - 2023 NOKIA COMPANY CONFIDENTIAL NOKIA 7 / Version 5.0 2001 /0.60.50.40.30.20.10.0-0.1-0.29080706050403020100Example 2Frequency0.50.0-0.550403020100Example

35、 1FrequencyExample: Histograms示例示例:直方直方图图24 NOKIA COMPANY CONFIDENTIAL NOKIA 7 / Version 5.0 2001 /Step 2 Check List 步骤步骤2 检查表检查表CHECKING THE ACTIVITIES:检查如下活动检查如下活动: All relevant data was gathered to better understand the problem. 所有相关的资料都得以收集用于更好的理解问题. The problem was clearly visualized. We know n

36、ow where, when or how the problem occurs. 问题已被明确的形象化.我们现在清楚了问题是在什么地方,什么时间以及是如何发生的.CHECK QUESTION:检查问题检查问题: How does your analysis help visualize the problem? 您的分析是如何帮助问题形象化的?25 NOKIA COMPANY CONFIDENTIAL NOKIA 7 / Version 5.0 2001 /Step 3 Determine Causes 步骤步骤3 确定原因确定原因Key Activities关键活动关键活动:Identif

37、y possible causes.确定一切可能的问题原因Select the most likely cause(s).选择出可能性最大的原因Identify/verify root cause.确认根本原因Check Question 检查问题检查问题How did you find the root cause? 您是如何找到根本原因的?Tools工具工具Brainstorming脑力激荡法Cause-Effect Diagram (Fishbone Diagram)因果图(鱼骨图)Affinity Diagram亲和图Interrelationship Diagram关联图Why-Wh

38、y Analysis 寻根问底分析法 26 NOKIA COMPANY CONFIDENTIAL NOKIA 7 / Version 5.0 2001 /Cause-Effect Diagram (Fishbone Diagram) 因果图因果图(鱼骨图鱼骨图)DESCRIPTION: A systematic way of looking at the causes and effects of the problem, and how they are related. This is also known as a Fishbone or Ishikawa diagram.描述描述:因果

39、图是一种系统化的研究问题的原因因果图是一种系统化的研究问题的原因,结果及二者如何相互关联的方法结果及二者如何相互关联的方法.也叫做鱼也叫做鱼骨图或骨图或Ishikawa图图.4Ms =MEN 人人METHODS 方法方法MATERIALS材料材料MACHINES 机器机器+ ENVIRONMENT环境环境4Ps = PEOPLE 人人PRODUCT 产品产品PRICE 价格价格PROMOTION 促进促进Effect orOutcome效果或结果Machines机器机器Materials材料材料 Methods方法方法Environment环境环境 Trunk主干Primary Causal

40、FactorMain Branch 主分支Minor Branch小分支Second-LevelCausal Factors第二级起因Men人人ProblemStatement问题陈述BASICTOOL基本工具基本工具27 NOKIA COMPANY CONFIDENTIAL NOKIA 7 / Version 5.0 2001 / Affinity Diagram亲和图亲和图DESCRIPTION: Affinity diagrams organize and summarize ideas into natural groupings. This tool can be used in c

41、onjunction with Brainstorming, when a large number of ideas are generated.描述:亲和图可将各种想法加以总结并组织成自然组别.若产生的想法数量巨大时,可将此法与脑力激荡法结合使用.User demand ismore sophisticatedand diverse用户的需求更加复杂和多样化Quality is becoming globalized质量正趋于全球化Non-user friendly products are Unacceptable不接受非用户友好的产品Need for providing complet

42、e service对于提供Unreliability in products is not tolerated不能容忍不可靠的产品TQM-aware customers are becoming common 具有全面质量管理意识的顾客普遍起来Demand for high- quality, low- cost goods increasing对高质量低成本产品的需求增加Technology is no longer “awe-inspiring”技术不再是令人畏惧的Brand-awareness does not guarantee customer loyalty品牌意识不能保证顾客的忠

43、心程度Market different-tiation is becoming less of an issue市场差异正趋于淡化Individual customize action is becoming more of an issue特殊用户行为正在走强Need for meeting all requirements is severe强烈要求达到所有要求的需求Happy to pass on good product/ service stories乐于传播好产品/服务的事情Instant, intuitive usability becoming Requirement方便直观的

44、可用性成为需求Local service must be availableImmediately本地服务应能立刻获得Replacement parts/ product expected within 24 hours期望24小时内能获得替代部件/产品Easily contacted by telephone or fax通过电话或传真容易联系Extended warranty Expected期望大范围的保证Questions answered quickly and correctly回答疑问快捷准确Complete customer education/in for-mation pr

45、ovided为客户提供全部知识/信息Happier to pass on poor product/service stories乐于传播不好的产品/服务的事情Low-tolerance for inadequate service; likely to return prod很难忍受不充分的服务;可能会以牙还牙28 NOKIA COMPANY CONFIDENTIAL NOKIA 7 / Version 5.0 2001 / Interrelationship Diagram关联图关联图DESCRIPTION: The Interrelationship diagram is used to

46、 identify root cause(s) when the relationships among the effects and the causes, or the objectives and the methods, are complex. 描述: 当原因与结果或是目标与方法之间的关系较复杂时,可用关联图来找出根本原因. This tool can help to facilitate problem solving and overcome language difficulties这个工具可以帮助解决问题并克服语言困难. extracting all possibly re

47、lated causes 提取所有可能的原因 using arrows to clearly show cause-and-effect relationships 使用箭头清晰表示因果关系 showing a full overview and focusing on the main causes 表明一个全貌，集中在主要原因Rejection of theStatistical ThinkingMethod拒绝统计思考方法Lack of motivationto change缺乏变化的动力Fear of technical toolsand methods害怕技术工具和方法害怕技术工具和

48、方法Lack of support forImplementation缺乏实施方面的支持People havecompeting priorities人们具备竞争主次感人们具备竞争主次感Lack of consensusaround the rightmeasurement indices缺乏关于正确衡量标准的共识Data are noteasily accessible数据不易被接受Misunderstanding ofStatistical ThinkingParadigm误解统计思考范例Lack ofStatistical ThinkingParadigm缺乏统计思考范例3/35/02/

49、15/10/51/32/20/53/129 NOKIA COMPANY CONFIDENTIAL NOKIA 7 / Version 5.0 2001 / Why-Why Analysis 寻根问底寻根问底分析法分析法DESCRIPTION: The Why-Why analysis helps to identify the root cause(s) of a problem, by asking the question why about each cause.描述:寻根问底分析法通过对每个原因问个为什么来找出某一问题的根本原因.Problem Statement问题陈述问题陈述App

50、arentcause表面原因表面原因Leads toRootcauseApparentcause表面原因表面原因Apparentcause表面原因表面原因Rootcause根本原因根本原因 Why ? 为什么为什么? Why ? 为什么为什么? Why ?为什么为什么?BASICTOOL基本工具基本工具30 NOKIA COMPANY CONFIDENTIAL NOKIA 7 / Version 5.0 2001 /Step 3 Check List 步骤步骤3检查表检查表CHECKING THE ACTIVITIES:检查活动检查活动: Possible causes to the prob