問題解決七步培訓(xùn)

7-STEPPROBLEMSOLVINGPROCESS七步問題解決過(guò)程

IdentifyProblemAnalyzeProblemDetermineCausesDevelopSolutionsPlanActionImplementSolutionEvaluateOutcome1234567經(jīng)營(yíng)革新部：張國(guó)勝2011年12月01日WHYTOUSE7-STEPPROBLEMSOLVINGPROCESS?

為什么使用七步問題解決過(guò)程？Collectionandanalysisofinformationiseasier.Youcanrecognizeimportantproblems.Complexproblemscanbesystematicallyanalyzed.Easiertofindtherealcause(s)oftheproblem.Problemwillbesolved-notonlythesymptoms.Noextraworkcausedbyunplannedactions.Youcanfollowtheresults.Teamworkismoreeffective.SolutionofproblemsgivesapositiverewardtoteammembersProvidesacommonlanguage信息的收集和分析是比較容易的。能夠認(rèn)識(shí)到重要的問題。復(fù)雜的問題能被系統(tǒng)的分析。輕松的發(fā)現(xiàn)問題的真正原因。問題將被解決–不只是問題的表面。沒有無(wú)計(jì)劃的措施導(dǎo)致額外的工作。能夠追尋到問題的因果。團(tuán)隊(duì)工作是更有效的。問題的解決給了團(tuán)隊(duì)成員以激勵(lì)。體現(xiàn)了解決問題的通用語(yǔ)言。

IdentifyProblemAnalyzeProblemDetermineCausesDevelopSolutionsPlanActionImplementSolutionEvaluateOutcome12345677STEPSTOPROBLEMSOLVING

問題解決七步驟

1.Definetheareaforimprovement-identifyproblem2.Analyzeproblemsbystudyingthecurrentdata3.Determinecause4.Develop(create/select)solutions5.Planactions6.Implementsolutions7.Evaluateoutcome

IdentifyProblemAnalyzeProblemDetermineCausesDevelopSolutionsPlanActionImplementSolutionEvaluateOutcome12345671.為改善確定范圍-識(shí)別問題2.通過(guò)研究當(dāng)前的數(shù)據(jù)來(lái)分析問題3.確定原因4.展開（建立、選擇）解決方案5.對(duì)策計(jì)劃6.實(shí)施解決方案7.評(píng)估結(jié)果識(shí)別問題分析問題確定問題開發(fā)對(duì)策評(píng)估結(jié)果實(shí)施對(duì)策對(duì)策計(jì)劃1.IdentifyProblem

1、識(shí)別問題Keyactivities關(guān)鍵活動(dòng)Definetheareaforimprovement定義改善的范圍Reducecomplexsituationstosimpleworkableelements

去除復(fù)雜的情形，變簡(jiǎn)單的可操作的要素Defineimprovementareasinorderofpriority

定義改善范圍的優(yōu)先順序Definetheproblem定義問題Designatemilestonesandtargets確定里程碑和目標(biāo) Tools工具Brainstorming頭腦風(fēng)暴ParetoChart柏拉圖Supportingmaterial支持材料

ProblemDefinitionGuidelines問題定義規(guī)范Step1Checklist第一步檢查表

IdentifyProblemAnalyzeProblemDetermineCausesDevelopSolutionsPlanActionImplementSolutionEvaluateOutcome1234567Brainstorming

頭腦風(fēng)暴Everybodyspeaksinturn.所有人依順序發(fā)言。Onlyoneideaattime.每次只提一個(gè)意見Waitforyourturn.等待下次發(fā)言Youcanmissyourturnifyouwish.可以放棄自己的發(fā)言機(jī)會(huì)Explain,butdon’tdiscuss.可能說(shuō)明，但不能爭(zhēng)吵Donotcriticizetheideasofothers.不要批準(zhǔn)別人的意見Gatherasmanyideasaspossible.盡可能的綜合各位盡量多的意見Improveuponother’sideas.對(duì)別人的意見加以改進(jìn)Encouragewildideas.鼓勵(lì)更多的意見Paretochart

柏拉圖體現(xiàn)20/80-rule:20%的問題造成80%成本.幫助我們定義哪些問題優(yōu)先解決.01020304050No3No4No5No1No2No6No70%20%40%60%80%100%FAULTRATEAND%-RATE項(xiàng)目不良數(shù)累計(jì)不良數(shù)影響度(%)累計(jì)影響度(%)材料不良尺寸不良裝配不良形狀不良其他135903630913522526129130045301210345758797100合計(jì)300___100___統(tǒng)計(jì)表300225150750100755025不良數(shù)不良率%材料不良尺寸不良裝配不良形狀不良其他Paretochart

柏拉圖WHATISAPROBLEM?

什么是一個(gè)問題？Thedifferencebetweenadesired,expectedornormalsituationandwhatisactuallyhappening比較想要得到的，期望或正常狀態(tài)，并確定實(shí)際正在發(fā)生什么。TimeNormalActualPerf.GAPProblemdefinition

定義問題isadescriptionoftheproblem.是一個(gè)問題的描述describesthegapbetweenwhatisandwhatshouldbe,i.e.“actual”and“planned”.描述對(duì)于實(shí)際是什么或應(yīng)該是什么的比較差距expressesthewhat,who,whenandwhere

oftheproblem.用什么、誰(shuí)、何時(shí)及哪兒來(lái)表達(dá)問題showstheproblem,notthecauseorimpliedsolution.顯示問題，不是原因或隱含的解決方案。includesquantities;howoften,howmuch,when

etc.包括數(shù)據(jù)、頻率、厲時(shí)等requiresexactterms.要求準(zhǔn)確的時(shí)間段isnotaquestion.不是一個(gè)詢問。tellsyouwhytheproblemisimportant.

說(shuō)明為什么這個(gè)問題是重要的。Currentstate當(dāng)前:Shipmentsarearrivingtocustomerstoolateandattoohighacost出貨交付太晚并支付高成本Desiredstate期望:Promptcustomerdeliveryatminimalcost推動(dòng)較低成本的交付Operativeterm運(yùn)作條件: Operationaldefinition操作內(nèi)容:Prompt促使Customer顧客Delivery交付MinimalCost最少成本W(wǎng)ithin2daysregardlessofdestinationorsizeoforder/shipment不管交付目的地或訂單量都在2天內(nèi)交付Usersofourelectronicproducts;salescenters我們的電子產(chǎn)品使用者、銷售中心Mail,expressdelivery,orspecialdeliverydependingoncustomerlocaleordeliverydestination郵寄、快遞或在客戶現(xiàn)場(chǎng)、交付地點(diǎn)的特殊交付Nottoexceed3%ofsalespriceperunit不得超過(guò)售價(jià)的3%HowtoWriteaProblemStatement如何去寫一個(gè)問題的描述CurrentState當(dāng)前狀態(tài):Electronicproductshipmentsarebeingdeliveredtocustomersinanaverageof14daystimeandatanaveragecostof13%ofthesalesunitprice.電子產(chǎn)品出貨平均14天并且平均交付成本是售價(jià)的13%。DesiredState期望狀態(tài):Promptdeliveryofwithin2days,atapricenottoexceed3%oftheunitsalesprice.達(dá)到交付在2個(gè)工作日內(nèi)且價(jià)格不超過(guò)售價(jià)的3%。Problem/GAPStatement問題、差距描述：Improveproductshipmentperformancefromnow14daystounder2days,whilereducingthetotalcostpershipmentfromnow13%tonomorethan3%oftheunitsalesprice,withinthenext30days.在下個(gè)月內(nèi)，改善產(chǎn)品出貨績(jī)效從現(xiàn)在的14個(gè)工作日到2個(gè)工作日內(nèi)到達(dá)，并且減少交付總成本從現(xiàn)在的13%到不超過(guò)3%的售價(jià)。SampleProblemStatement

問題描述舉例2.AnalyzeProblem

分析問題Keyactivities關(guān)鍵活動(dòng)Collectandanalyzedataabouttheproblemortheprocess

收集和分析關(guān)于問題或過(guò)程的數(shù)據(jù)Describeandvisualizethepresentstatus描述或顯現(xiàn)現(xiàn)場(chǎng)的狀態(tài)Identifypotentialrootcauses識(shí)別潛在的真正的原因 Tools工具Processmapping,flowchart過(guò)程地圖、流程圖Graphs圖表分析Histogram直方圖Supportingmaterial支持材料ProblemSelectionWorksheet問題選定工作表Step2checklist步驟二檢查表

IdentifyProblemAnalyzeProblemDetermineCausesDevelopSolutionsPlanActionImplementSolutionEvaluateOutcome1234567ProcessMapping

過(guò)程地圖ProcessMapping過(guò)程地圖Purpose目的:Thepurposeofprocessmappingistocreateavisualrepresentationofhowactivitieslinktogethersothattheprocesscanbecommunicatedoranalyzedforimprovement.

過(guò)程地圖的目的是建立直觀的，如連接在一起，以至過(guò)程能被溝通或?yàn)楦纳七M(jìn)行分析。Overview簡(jiǎn)介:Aprocessmapdescribestheactivitiescarriedoutwithinanorganization.

過(guò)程地圖描述了一個(gè)企業(yè)行業(yè)活動(dòng)的執(zhí)行情況。

Eachactivityisrepresentedbyabox,witheachboxbeinglinkedtogetherbytheappropriateinputsandoutputs.

每一個(gè)活動(dòng)被描述成一個(gè)盒子，每一個(gè)盒子被適當(dāng)?shù)妮斎胼敵鲦溄釉谝黄?。Thisprovidesaneasilyunderstoodrepresentationofhowanorganizationprovides,orcanbeimprovedtoprovideoutputsofvaluetoacustomer.

這樣提供了企業(yè)如何提供或能更好的提供價(jià)值輸出給客戶的一種容易理解的表達(dá)方法ProcessMapping

過(guò)程地圖NAMESHAPEDESCRIPTIONActivity

ContainsthedescriptionoftheActivityDecision

ContainsthedescriptionoftheDecision

UsedtoshowalternativepathsObjectFlowoutput

DescriptionoftheinputoroutputExternalConnector

Includesthenameoftheexternalprocessororganisation

UsedtoshowwhenanoutputgoestooutsidetheorgainsationorwhenaninputcomesfromoutsidetheorganisationNMPConnectorNMP

Includesthenameoftheinternalprocessororganisation

Usedtoshowwhenanoutputgoesto,orwhenaninputcomesfromanotherprocessorpartoftheNMPorganisationACTIVITYRole

RoleTitle

SkillRequirementsSystem

NameofSystem

UsedtoshowwhichsystemssupportwhichactivitiesPerformanceMeasure

StartandEndPointofMeasureCategoriesTime,Cost,Quality,CustomerSatisfaction.

MetricsActual,Standard,Target,BenchmarkLoveMatchProcess(2/2)戀愛結(jié)婚過(guò)程LargeQuantitiesofRepairProcess(2/2)批量再作業(yè)流程Graphs圖表PIECHART圓形分格統(tǒng)計(jì)圖表

BARCHART柱狀圖

LINEDIAGRAM推移圖CallFrequency

呼叫頻率TimeofdayNo.ofCallsThex－mRChart

單值移動(dòng)極差圖Histogram直方圖Thestatusoftheproductionprocesscanbeassessedfromtherangeanddistributionofacertainvariable.

生產(chǎn)過(guò)程的變差寬度和分布能夠被評(píng)審。Onthehorizontalaxisaforementionedvariableisdividedintosizeclasseswhilsttheverticalaxisrepresentsthefrequency.

水平軸的變量反應(yīng)尺寸分類，垂直軸變量表示頻率。#ofmeasurementsclasses lessthan50 5-7 51-100 7-9 101-250 9-11morethan250 11-15Histogram:SomeExamples

直方圖舉例SL略大PLSL遠(yuǎn)大于PLPL偏離SLPL大于SLPL偏離SLSL等于PLTheProcessModel

過(guò)程模式Togetresults,shouldwefocusourbehaviorontheYorX’s?為得到結(jié)果，我們應(yīng)關(guān)注我們的作為是在Y還是在X？X1,X2,...,XNInput輸入Process過(guò)程Independent活躍的Cause因素Control控制YOutput輸出Dependent由過(guò)程決定的Effect結(jié)果、效果Monitor監(jiān)視Y=f(X’s)TheNeedforKnowledge

必要的知識(shí)Wedon’tknowwhatwedon’tknow.Wecan’tactonwhatwedon’tknow.Wewon’tknowuntilwesearch.Wewon’tsearchforwhatwedon’tquestion.Wedon’tquestionwhatwedon’tmeasure.Hence,Wejustdon’tknow.我們不知道我們不知道我們不知道也沒法知道我們不知道除非我們調(diào)查我們不想調(diào)查我們不懷疑我們不懷疑我們未測(cè)量的從此，我們只是不知道Whatdoyouwanttoknow?你想知道什么？3.DetermineCauses

確定原因Keyactivities關(guān)鍵活動(dòng)Identifypossiblecauses識(shí)別可能的原因Analyzepossiblecausesoftheproblem分析問題可能的原因Selectthemostlikelycause(s)forfurtherinvestigations選擇最可能的原因做進(jìn)一步的研究Identify/verifyrootcause(s)識(shí)別確認(rèn)真正原因 Tools工具Brainstorming頭腦風(fēng)暴Cause-and-EffectDiagram要因圖AffinityDiagram親和圖InterrelationshipDiagram關(guān)聯(lián)圖Why-WhyDiagramand5Why‘s五Why法Supportingmaterial支持資料Step3checklist第三步檢查表

IdentifyProblemAnalyzeProblemDetermineCausesDevelopSolutionsPlanActionImplementSolutionEvaluateOutcome1234567Cause-and-effectdiagram

特性要因圖asystematicwayoflookingatthecausesandeffectsoftheproblemandhowtheyarerelated一個(gè)探尋問題的原因與結(jié)果的關(guān)系的系統(tǒng)的方法alsoknownasaFish-boneorIshikawadiagram也叫魚骨圖或石川馨圖4M1E= MEN人METHODS法MATERIALS料MACHINES機(jī)+ENVIRONMENT環(huán)4P’s= PEOPLE人PRODUCT產(chǎn)品PRICE價(jià)格PROMOTION提升EffectorOutcomeMachinesMaterialsMethodsEnvironmentTrunkPrimaryCausalFactorMainBranchMinorBranchSecond-LevelCausalFactorsMenProblemStatement(ofidentifiedGAP)Cause-and-effectdiagram

特性要因圖為什么成型IPQC執(zhí)行檢驗(yàn)標(biāo)準(zhǔn)困擾多?人檢驗(yàn)標(biāo)準(zhǔn)其它工作安排不合理制造因出貨壓力,給品管員不實(shí)的信息品質(zhì)知識(shí)不夠工作能力差異大責(zé)任心不強(qiáng)無(wú)檢驗(yàn)標(biāo)準(zhǔn)檢驗(yàn)標(biāo)準(zhǔn)錯(cuò)誤多DQE未及時(shí)製作發(fā)放時(shí)間不及時(shí)規(guī)格/公差有誤評(píng)估/測(cè)量要求不適宜樣本容量/頻率有誤控製項(xiàng)目不必要班長(zhǎng)工作量分配不合理IPQC工作時(shí)間安排不合理未考慮到機(jī)種品質(zhì)不穩(wěn)定未考慮到機(jī)種控制點(diǎn)多換班首件未及時(shí)確認(rèn)巡檢與抽檢衝突,安排不合理實(shí)驗(yàn)室設(shè)備異常AffinityDiagram

親和圖Thistoolhelpstodefinetheformsandexistenceofissuesorproblemstoanalyzedbyincorporatingdiagramsofinterrelatedstatementsoffacts,opinions,orconcepts.Itisausefulwaytohelpclarifythinkingaboutintangibleorunclearissuesandanticipateareasofpotentialdifficultyinthefuture.這個(gè)工具通過(guò)對(duì)相關(guān)的事實(shí)、意見或觀點(diǎn)的描述，幫助理清復(fù)雜問題的客觀事實(shí)的格式，它是一個(gè)有用的方法來(lái)幫助離清難以或混雜問題的思維，預(yù)料將來(lái)潛在的難點(diǎn)范圍。某公司老是發(fā)生交期不準(zhǔn)事件，屢次受到外部顧客的抱怨。請(qǐng)利用親和圖法尋找原因出自何處？提示目前收集到以下語(yǔ)言資料：1包裝錯(cuò)誤、2鍋爐故障、3機(jī)器老舊、4物料延誤、5産品色澤太深、6經(jīng)常停電、7停水、8機(jī)器保養(yǎng)不周、9原料貯存變質(zhì)、10設(shè)備操作不當(dāng)、11人員疲勞、12工作環(huán)境差、13人員不足、14人員流動(dòng)高、15訂單日期太近、16訂單臨時(shí)增加、17通知生産太遲、18産品重量不符合。AffinityDiagram

親和圖InterrelationshipsDiagram

關(guān)聯(lián)圖Theinterrelationshipdiagramisusedwhentherelationshipsamongtheeffectsandthecauses,ortheobjectivesandthemethods,arecomplexandinvolved.Thistoolcanhelptofacilitateproblemsolvingby:當(dāng)結(jié)果與原因或目的與手段之是的關(guān)系是交錯(cuò)復(fù)雜，糾結(jié)在一起時(shí)，關(guān)聯(lián)圖可以方便的通過(guò)以下解決問題：extractingallpossiblyrelatedcauses

提煉所有可能的有關(guān)原因showingcausessimplyandinfree-formexpressions

簡(jiǎn)單的顯示原因并且自由的形式表現(xiàn)usingarrowstoclearlyshowcause-and-effectrelationships

使用箭頭來(lái)清楚地顯示原因與結(jié)果的關(guān)系showingafulloverviewandnarrowinginonthemaincauses

表達(dá)從全局聚焦到一個(gè)主要的原因點(diǎn)上RejectionoftheStatisticalThinkingMethodLackofmotivationtochangeFearoftechnicaltoolsandmethodsLackofsupportforimplementationPeoplehavecompetingprioritiesLackofconsensusaroundtherightmeasurementindicesDataarenoteasilyaccessibleMisunderstandingofStatisticalThinkingParadigmLackofStatisticalThinkingParadigm3/35/02/15/10/51/32/20/53/1InterrelationshipsDiagram

關(guān)聯(lián)圖平面度不佳關(guān)聯(lián)圖解析平面度良率不佳人員疏失設(shè)備問題方法缺失BUYOFF檢查動(dòng)作不確實(shí)職前訓(xùn)練不足疏忽規(guī)格認(rèn)識(shí)不夠Loading過(guò)多加班精神不佳模具異常產(chǎn)品定位不良機(jī)臺(tái)操作不熟悉材料問題TRAY設(shè)計(jì)不良QA未執(zhí)行分散抽樣打帶動(dòng)作不確實(shí)工作不專心熬夜磨損Rework產(chǎn)品未確實(shí)checkWhy-WhyDiagram

為什么－為什么分析Brainstormpossiblerootcauses集思盡可能的真正原因Takeeachpossiblecauseandaskwhyitisacauseoftheproblem

針對(duì)每一個(gè)可能的原因詢?yōu)槭裁词沁@個(gè)問題的原因。Continuetochallengeuntilarootcause(s)isfound持續(xù)詢問直到真正原因浮現(xiàn)ProblemStatement(ofidentifiedGAP)ApparentcauseRootcauseApparentcauseApparentcauseRootcauseWhy?Why? Why?4.Developsolutions

展開解決方案Keyactivities關(guān)鍵活動(dòng)Statetherootcauses描述真正的原因Developpossiblesolutionsforcorrectiveand/orpreventiveactions對(duì)糾正措施和或預(yù)防措施展開盡可能的解決方案Agreeuponthemostsuitablesolution(s)對(duì)最可能的解決方案達(dá)成一致Selectandtestsolutions選擇并測(cè)試解決方案 Tools工具Brainstorming頭腦風(fēng)暴DoubleTeam（2&2）Supportingmaterial支持資料SolutionSelectionTable解決方案選擇表Step4checklist步驟4檢查表

IdentifyProblemAnalyzeProblemDetermineCausesDevelopSolutionsPlanActionImplementSolutionEvaluateOutcome1234567HowtoperformaDoubleTeamexercise

如果執(zhí)行2&2團(tuán)隊(duì)3-5Suggestions3-5SuggestionsThreeSuggestionsfromthe1.DoubleTeamThreeSuggestionsfromthe2.DoubleTeam3-5Suggestions3-5SuggestionsBoard123456|||||||||||||||||||Selectionofthe2-3mostvotedsolutions531Correctiveorpreventiveaction

糾正及預(yù)防措施Bothcorrectthesituation均可糾正狀態(tài)Bothcansolvetheproblem均可解決問題Bothcanaffectcause(s),evenrootcauses均能影響原因，甚至真因Bothhaveadvantagesanddisadvantages均有其優(yōu)缺點(diǎn)CorrectiveAction:Actiontakentoeliminatethecausesofaexistingproblemornonconformityinordertofixtheproblem.

糾正措施：針對(duì)已發(fā)生的不合格的原因采取措施，以防不合格的再發(fā)生。PreventiveAction:Actiontakentoeliminatethecausesofaexisting/potentialproblemornonconformityinordertopreventoccurrence/recurrence.

預(yù)防措施：針對(duì)潛在的不合格原因采取措施，以防不合格的發(fā)生5.PlanAction

行動(dòng)計(jì)劃Keyactivities

關(guān)鍵活動(dòng)Createaplanthatwillresultinasuccessfulimplementationoftheselectedsolution(s)建立一個(gè)計(jì)劃來(lái)確保成功實(shí)施所選擇的解決方案Determinebestwaytoimplementsolution

確定最好的方式來(lái)實(shí)施解決方案Planthestrategyforimplementation

為落實(shí)做戰(zhàn)略策劃Listpossibleproblemsinimplementation

列出盡可能的實(shí)施風(fēng)險(xiǎn)或問題Developthecompleteoverallactionplan

展開全面的整體行動(dòng)計(jì)劃Determinemeasures(time,cost,quality)

確定測(cè)量的時(shí)間、成本及質(zhì)量 Tools工具Stakeholderanalysis掌柜分析Riskanalysis風(fēng)險(xiǎn)分析ForceFieldAnalysis力場(chǎng)分析Ganttchart甘特圖

IdentifyProblemAnalyzeProblemDetermineCausesDevelopSolutionsPlanActionImplementSolutionEvaluateOutcome1234567SupportingmaterialSummaryPlantemplate總計(jì)劃模板Milestonechart里程計(jì)劃Budgetcontrolsheet預(yù)算控制單Step5checklist步驟五檢查表RiskManagement

風(fēng)險(xiǎn)管理Purpose目的: Thepurposeofriskmanagementistoimprovetheprobabilityofcompletingaplanasexpectedbyidentifyingandremovingorreducingpotentialrisks.

風(fēng)險(xiǎn)管理的目的是改進(jìn)一個(gè)完善計(jì)劃體無(wú)符合期望的可能性，旨在識(shí)別、消除或減少潛在的風(fēng)險(xiǎn)。Overview簡(jiǎn)介: Noplanwillrunexactlyasexpected.Therewillalwaysbesomelevelofvariationtowhatwasexpected.

沒有計(jì)劃是完美的。對(duì)于期望的總是有一些差異Riskmanagementisabouttryingtopredictallthethingsthatcouldgowrongorcouldeffecttheplanandthenlimitingtheeffectbyeitherincludingactivitiestoremovethecauseorbymonitoringtheeffectsothatactioncanbetakenbeforetheplanbecomesunachievable.

風(fēng)險(xiǎn)管理是關(guān)于試圖預(yù)測(cè)所有的可能變壞的事情或可能對(duì)計(jì)劃的影響，然后通過(guò)消除其原因或通過(guò)監(jiān)視其效果來(lái)限制其作用，在計(jì)劃變得不可達(dá)成之前，以至行動(dòng)能被采取Riskmanagementisusedinitiallytoimproveaprojectplanduringtheplanningphaseandthenduringtheimplementationphasetoprovidepre-preparedrectificationactions.

風(fēng)險(xiǎn)管理應(yīng)用在策劃階段初期來(lái)改善一個(gè)項(xiàng)目計(jì)劃，然后在實(shí)施階段來(lái)提供有準(zhǔn)備的校正行動(dòng)措施。RiskManagement

風(fēng)險(xiǎn)管理

WhatIsLikelyToGoWrong?

(RISK)

HowAndWhenWillIKnow?

(TRIGGER)

WhatWillIDoAboutIt?

(CONTINGENCYPLAN)1.

2.

Thetablebecomesarecordandpreparationtoolduringtheimplementationphase.Documentthepotentialrisksfromthebrainstorm(step1).這個(gè)表成為一個(gè)在實(shí)施階段的記錄和

準(zhǔn)備工具。在解決問題第一步時(shí)，頭腦風(fēng)暴時(shí)就文件化這個(gè)潛在風(fēng)險(xiǎn)Considerhowyouwillknowifthepotentialriskactuallyoccursorwhatwilltriggerofftheuseofacontingencyplan.如果潛在的風(fēng)險(xiǎn)實(shí)際發(fā)生要考慮怎樣知道，或者將激發(fā)應(yīng)急計(jì)劃被使用。Documentthetriggersandcontingencyplansforeachoftheidentifiedrisks.為每一個(gè)潛在的風(fēng)險(xiǎn)文件化啟動(dòng)機(jī)制及反應(yīng)計(jì)劃ForceFieldAnalysis

力場(chǎng)分析Defineyourcurrentsituation.定義當(dāng)前的狀態(tài)Definewhereyouwanttobe,whatyouwanttoachieveand/orwhatthesituationwouldbe.定義你想到哪兒，你想達(dá)到什么和/或期望的Identifytheforces-[eitherhelping-(positive)orhindering-(negative)]識(shí)別力量－[包括支持力量－（積極的）或反對(duì)力量－（消極的）]Recordonlyexistingforces,notplanned只是登記現(xiàn)有的力量，不是計(jì)劃的力量Identifyyouractionareastohelpyouusetheforcesaroundyou.識(shí)你周圍的行動(dòng)范圍內(nèi)的有助于你使用的力量。ExampletoForceFieldAnalysis

力場(chǎng)分析案例CurrentSituation當(dāng)前狀況FutureSituation未來(lái)狀況HelpingForces支持力量HinderingForces阻礙力量Competitorsactions競(jìng)爭(zhēng)對(duì)手的行動(dòng)CustomerDemands客戶的需求Marketingskills營(yíng)銷技術(shù)AdvertisingAgencies廣告商Historyofthecompany公司的發(fā)展歷史ManagementIncentives管理者的動(dòng)機(jī)Budgetprocess過(guò)程預(yù)算HumanResource人力資源Actionplanning

行動(dòng)計(jì)劃Dividesolution(s)intoactions.細(xì)分行動(dòng)步聚Assignresponsibilities.分配職能Createaschedule.建立時(shí)程WHO?WHEN?WHAT?Measure: Time

Quality

CostTime(25%improvement)Quality(50%reductioninexpensesofqualityfailures)Cost(20%productivityimprovement)Actionplannin