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1、CONTINUOUS IMPROVEMENT PROCESS持续改进过程,A DIVISION OF A. O. SMITH CORPORATION,公司CI的挑戰,如何有效傳遞CI 意識給公司所有員工？ 如何建立CI系統化工具的團隊？ 如何確認CI项目與企業目標一致？ 如何確認CI项目的實際成效？ 如何有效管理企業內所有项目的進度？ 問題解決與做事的習慣真的改變了嗎？ 如何建置長期推動之下的激勵制度？,CONTINUOUS IMPROVEMENT持续改进,A systematic process of improving customer satisfaction by establishi
2、ng a management system and culture that incorporates quality improvement principles throughout the organization 在整个组织中建立贯穿改进品质理念的管理体系和文化来提高客户满意度的系统过程。,KEY CONCEPTS OF CICI 的主要理念,CI must be how we manage our businessCI应是我们如何管理我们的企业80% of problems are under management control80%的问题都是通过管理来控制People doin
3、g the work can solve the problems员工的工作可以解决问题Both process and results must be stressed同时强调过程和结果System and structures must support desired behavior组织应该支持要求的行动Reduced cost, improved reliability, and increased productivity are natural consequences of improved quality提高品质的必然结果是成本的降低，可靠性的改进和生产力的提高,OBJECTI
4、VES OF CICI的目标,Increased customer satisfaction提高客户的满意度Enhanced employee involvement激励员工的参与Respond to a changing environment与变化的环境相适应Improved process capability提高过程能力Breakthrough in achieving cost reductions成本降低的突破Increased profits提高利润Survival生存,CONTINUOUS IMPROVEMENT持续改进,FOCUSED PRIORITIES聚焦优先,CONTI
5、NUOUS IMPROVEMENT持续改进,FOCUSED PRIORITIES聚焦优先,A process used to focus the organizations resources on a few high-priority issues to:此过程适用于将组织资源集中在优先等级高的事项Achieve breakthrough improvements取得改进突破Improve communication of company and department direction公司和部门沟通的改进Attain board participation in the developm
6、ent and achievement of long-term and short-term goals长期和短期目标的发展和完成中获得董事会的双参与Attain cross-functional cooperation and teamwork获得跨部门的支持和团队合作精神,Establish建立,Deploy配置,ImplementandReview实施和检查,ESTABLISH POLICY:建立制度,Create the vision 预见Analyze the voice of the customer 分析客户的反馈Analyze the voice of the busines
7、s 分析行业的信息Establish critical success factors 建立重要成功要素Analyze performance and year-end results 分析成绩和年终结果Establish long-term and short-term plans 建立长期和短期计划,Establish 建立,Deploy配置,ImplementandReview实施和审核,ESTABLISH POLICY建立制度,CriticalSuccessFactors重要成功要素,PriorityActivities优先行动,Break-throughObjectives目标突破,
8、Mission使命,Vision预见,Voice of the Business:行业要求,Business Issues行业问题,Voice of the Customer:客户反馈,CI ElementsCI 要素,KeyBusiness Issues主要行业问题,Key CI Elements主要的CI要素,目标,客户反馈,行业要求,目标突破,AOS 目标让我们的客户把我们当作最有价值的电机供应商。我们将通过我们全体员工的参与和投入每时每刻及时提供质量最好的产品和服务,分析来自不同客户的不同要求和希望对客户要求分优先等级决定我们应该做什么来满足客户的要求,分析来自员工和股民的问题并与综合
9、外部本行竞争决定最高优先问题结合客户要求综合分析上叙问题,广义范畴的行业目标，为达到目标组织应完成的工作,DEPLOY POLICY:配置政策,Select short-term plan coordinating executive 选择短期计划Announce short-term plan indicators and negotiated targets 宣布短期计划指数和可商议目标Develop business plans to achieve short-term plans 制定完成计划的方案,Establish,Deploy,ImplementandReview,IMPLEM
10、ENT AND REVIEW POLICY:实施和审核政策,Implement individual and team activities to achieve breakthrough 实施个别和团队行动来达到突破Line management reviews 各级负责管理审核,Deploy,ImplementandReview,Establish,FOCUSED PRIORITIES TRAINING COURSES聚焦优先的培训课程,Executive Overview-One (1) day行政总括-1天Voice of the Customer-Two (2) days客户反馈-2
11、天Voice of Business-Two (2) days行业要求-2天 CI Council-Three (3) daysCI会议-3天Steering Committee-Three (3) days筹划委员会-3天Focused Priorities for Managers-Two (2) days经理聚焦优先-2天,CI TEAMSCI 团队,A team process that provides the structured environment for employees to:过程团队-给员工提供必备的环境来Improve quality of products and
12、 services提高产品的质量和服务Develop skills and abilities in problem solving and group dynamics在问题解决和团队推动过程中的技巧和能力Promote communication and teamwork提升沟通和团队精神Enhance quality of work life提高工作质量,CI TEAMSCI团队,Purpose 目的Develop solutions to customer problems提供解决客户问题的方法Structure 结构6-8 members who use a structured p
13、roblem-solving process (CI Story) 由6-8人组成，运用解决问题结构法（CI法）Types 种类Functional and Task 功能和任务Lead 管理,TYPES OF CI TEAMS*CI团队种类,Members are from a single functional area团队成员来自一个部门Ongoing 进行Selects the projects or improvement opportunities it wishes to work on选择期望的项目或可提高的可能性Meets once a week for one hour,
14、or for two hours every two weeks每星期开会一小时，或是两星期开会二小时Six to eight persons, including a Team Leader6-8人，包括小组长,Members are from one or more functional areas成员来自一个或多个部门Formed to solve a specific problem, and then it is disbanded为解决特定的问题成立Members are assigned because of background and experience成员有相关的背景和经
15、验Meets as required应要求开会Six to eight persons, including a Team Leader6-8人，包括Leader,* Each team follows the CI Story, is lead by a Team Leader, and is guided by a Facilitator,Functional Team (voluntary)功能团队（自愿）,Task Team (non-voluntary)任务团队（非自愿）,6 Standardization标准化,P,A,C,D,Control System 控制系统,Graph 图
16、表,Good良好,Target目标,Pareto Chart柏拉图,After 之后,Effec t效果,Before 之前,5 Results结果,Pareto Chart 柏拉图,Good,Good,Target,Graph图表,Afte之后r,Before之前,3 2 63 1 31 3 33 1 32 2 4,Flowchart 流程,Project Planning Worksheet 项目计划书,7 Future Plans将来计划,4 Corrective Action 纠正措施,2 Current Situation目前状况,1 Reason for Improvement 提
17、高的原因,Team Information 小组信息,3 Analysis分析,Continuous Improvement Story CI法,DMAIC 步驟就是持續改善,6s,衡量,管制,改善,分析,定義,誰是顧客他們所關切的是什麼？定義需解決之問題，找出重要及關鍵 點，或找出可以改善的機會，然後組 成解決該問題之團隊,問題的衡量，現況是怎樣？了解問題現況，包括： 執行該問題之流程，與流 程相關輸入輸出因素的收集與 評估,分析衡量階段所收集的數據，以確 定KPIVs分析並指出問題產生之要因真因， 提出改善方案,依據要因真因，建議改善 方式步驟與時程 並追蹤改 善成效訂出改善方向之先後順序
18、， 提出改善計畫及驗證方式,維持精進流程能力方式規劃改善計畫細節、控制進 度、量度改善情形、確保成 效之保持,DMAIC專案執行戰術說明,CI TEAMS TRAINING COURSESCI小组培训课程,Facilitator:协调员Four (4) days (Team Leader is a prerequisite)4天（小组长是首要必备的）Develop the skills needed to assist team leaders in group dynamics and problem solving.在协助小组长在小组发展和解决问题的技巧Develop skills to
19、lead and coordinate the CI efforts. 领导和协调CI小组的技巧Team Member 小组成员Two (2) days 2天Provide understanding in the application of tools & techniques used in the seven step story.理解运用在解决问题7步法过程中的方法和技术,QUALITY IN DAILY WORK(QIDW)品质在日常工作中,The implementation of Process Management that is used to: 过程管理的实施是用来Ach
20、ieve consistency in daily work在日常工作中的一致性Clarify individual contributions toward achieving customer satisfaction个体的贡献才能达到客户的满意Systematically improve and control daily repetitive operations系统提高和控制日常工位Maintain the gains achieved through improvement projects通过改进取得成绩,QUALITY IN DAILY WORK品质在日常工作中,Plan计划,
21、Do实施,Check and Act 检查和行动,Identify and SelectTop-Priority Process确定和选择优先等级高的过程,DocumentTop-Priority Process对优先等级高的项目准备文件,Identify Customer and SupplierRequirements确定客户和供应商的要求,Develop Indicators and Build QIDW System制定相关指示和建立QIDW系统,Implement the QIDW System实施QIDW系统,Identify and remove special cause va
22、riation确定并消除特殊原因变化,Investigate common cause variation and change the process调查普通原因和改变过程,Redesignprocess重新设计过程,Standardize and Replicate标准化和复制,Y是,Y是,Y是,N否,N否,N否,QIDW TRAINING COURSESQIDW 培训课程,Lead Team: 领导小组One (1) day 1天Learn Managements role in QIDW学习在品质日常工作中的管理职责Identification of the Top-Priority
23、processes of the plant or department.确定公司或部门的优先等级高的过程Identification and selection QIDW teams to initiate the process.确定和选择QIDW小组来实施此过程QIDW Teams: QIDW小组Two (2) days 2天Provide understanding in the application of tools & techniques used in the six step QIDW story.理解在6步QIDW法中运用的方法和技术Begin the developme
24、nt of a QIDW System开始展开QIDW体系,项目选择要求,有利于问题的长期改进。将焦点集中与我们关系最为密切、直接的问题上。针对新产品、新工厂、新服务、新过程可以立项。针对还没有量化的解决方案的项目可以立项。没有在其它地方的成功经验的项目可以立项，周期可以降低的可以立项。项目要能在4至5个月内能完成。项目要有足够的数据支撑。在保留住客户及提升客户的满意度方面效果显著。完成项目之后问题能得到80以上的改善。,CI TEAM STATUSCI 小组情况(As of 7/98),Current Teams 现有小组 90QIDW Teams QIDW小组 12Current Team
25、 Members 现有小组人员 650,CI IMPLEMENTATION STEPSCI实施步骤,CI Steering Committee formed 8/91CI筹划委员会（成立与91年8月）Reviewed other quality processes 审核其它品质过程JuranErnst & YoungPhilip CrosbyZenger-MillerQualtec Quality Services 品质服务Selected Consultant 选择顾问- Qualtec an FPL subsidiaryPresented to key managers 演示给主要经理,C
26、I IMPLEMENTATION STEPS (contd.)CI实施,Established Implementation Plan 6/93建立实施计划 6/93Conducted company-wide awareness presentations 7/93 进行全公司的意识宣传 7/93Customized teams training material 7/93用户组培训材料 7/93CI Training 9/93 CI培训 9/93Over 900 employees trained as of 1993截至1993年已有900位员工受训Focused Priorities implemented 12/95 聚焦优先实施 12/95QIDW implemented 11/97 QIDW 实施,CI Lead Team,CI Team-I(xxx),CI Team-III(xxx),CI Team-II(xxx),CI CoachTeam,QIDW Team,QIDW Team,QIDW Team,Provide Guidance & Supporting,AOS-SZ公司推動CI組織架構,CI Supervisor,谢谢大家!,
