【課件】丹納赫DBS-問題解決培訓(xùn)

ProblemSolvingProcess

解決問題的流程

2ProblemSolving2-DayCourseAgenda

解決問題2天課程的計(jì)劃

Day1第一天IntroductiontoProblemSolving

解決問題內(nèi)容介紹DefiningtheProblem

確認(rèn)問題AssociateAssessment1

學(xué)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(gè)問題向老師請教ReviewyourlivecaseandmodifytheProblemDefinition回顧真實(shí)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(xué)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(zhǔn)時(shí)回來，確保課程準(zhǔn)時(shí)完成QUALITY

質(zhì)量DELIVERY

交貨COST

成本INNOVATION

創(chuàng)新THEBESTTEAMWINS最佳團(tuán)隊(duì)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(jì)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(shí)場地（產(chǎn)生價(jià)值的地方）WhereaDanaherAssociatespendstheirtime

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

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

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

浪費(fèi)有礙于最佳團(tuán)隊(duì)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(yùn)營目標(biāo)

Onourcontinuousimprovementjourney,aneffectiveprocessisneededtobridgethe‘gap’ofperformancewhichoftenexistsbetweenwhereweareandwherewewanttogo.

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

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

丹納赫問題解決流程的目標(biāo)是使員工能通過基于流程的有效對策，準(zhǔn)確地把握根本原因來縮短這種“差距”，并且達(dá)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(fèi)了太多的時(shí)間和努力卻錯(cuò)誤地確認(rèn)問題,只關(guān)注癥狀,在錯(cuò)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(fù)面影響，給我們和其他部門同事加重工作量Developineffectiveplansandengaginginmudaactivitieswhichdon’tconnecttorootcause制定的計(jì)劃毫無效果，采取的針對浪費(fèi)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(dá)到目標(biāo)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(jìn)行系統(tǒng)改進(jìn)。In2011,RC&CMbecomesProblemSolving(PS)process.2011年，RC&CM成為解決問題的（PS）流程BenchmarkToyota(andex-ToyotaSME)todevelopnewPSprocess.

學(xué)習(xí)標(biāo)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(lǐng)導(dǎo)或運(yùn)用公司總裁指導(dǎo)和加強(qiáng)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(lǐng)導(dǎo)及員工能通過以下方法有效地解決問題：Viewingproblemsasopportunitiestoimprove把問題當(dāng)作改進(jìn)的機(jī)會Focusingontherightissues,usingfact-baseddatatodeterminerootcauses關(guān)注問題的關(guān)鍵點(diǎn)，以有事實(shí)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(tuán)隊(duì)合作的方式解決問題Ensuringsustainmentofcountermeasures確保對策的維持

10ProblemSolvingTrainingGoal

解決問題培訓(xùn)的目標(biāo)AssociateswilldemonstrateskillcompetencyintheidentificationofRootCausesandthedevelopmentofeffective,sustainable,andwellvalidatedCountermeasures,usingtheDanaherProblemSolvingProcess.員工通過運(yùn)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(yàn)證的對策

11ProblemSolvingProcessExpectations

理想的問題解決流程

Longer-termexpectation–DRP+teachProblemSolving長期期望－DRP+訓(xùn)練解決問題流程

Leverageandencourageeveryemployeetousetheproblemsolvingprocessindailyactivities

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

承擔(dān)解決大問題－不是轉(zhuǎn)交給DBSL或者其他負(fù)責(zé)人處理Cascadeproblemstotheappropriatelevel

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

一對一講授問題解決流程DemonstrateCompetencyapplyingPSprocess(demonstratedin2-dayclassbyAchievingPassingScore)學(xué)習(xí)解決問題流程的使用方式（在2天的培訓(xùn)課程中達(dá)到培訓(xùn)要求）PostTrainingDevelopment(ProcessCheck-in)

培訓(xùn)后發(fā)展計(jì)劃（流程核對）Approachproblem-solvingasateameffort

以團(tuán)隊(duì)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(diǎn)并做后續(xù)跟進(jìn)Associates員工Leadership領(lǐng)導(dǎo)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(gè)階段

1:Pre-workAssessment=25points

準(zhǔn)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(shí)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(gè)搭檔一起約定日期來審查你的真實(shí)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(dá)標(biāo)項(xiàng)，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(dǎo)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(guān)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(guān)鍵差異PoorProblemDefinition問題定義錯(cuò)誤Standard,concisedefinitionofaProblemwith4elements:standard,actual,gap,trend.一個(gè)簡潔標(biāo)準(zhǔn)的問題定義包含4個(gè)要素：標(biāo)準(zhǔn)、實(shí)際、差距、趨勢JumpingtoSolutions直接調(diào)到解決方案EmphasisongoingtoGembaforgatheringoffactsandaccuratelyportraying5WHYsw/evidencegatheredattheGemba.強(qiáng)調(diào)去現(xiàn)場收集事實(shí)并根據(jù)事實(shí)描述5個(gè)Why的內(nèi)容CMsnotClosingtheGap對策并沒解決問題CMsaretested/validatedforimpactandresultsmeasuredattheGemba.在現(xiàn)場驗(yàn)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(lǐng)導(dǎo)指導(dǎo)不夠Leadershipquestionsandcoachingdo’s/don’tsdefinedforeachsteptovalidatetheassociate’sthinking.對領(lǐng)導(dǎo)如何提問，如何教授員工，驗(yàn)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(rèn)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(biāo)準(zhǔn)（導(dǎo)致型問題）或戰(zhàn)略部署的行動計(jì)劃（創(chuàng)造型問題）有關(guān)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(guān)注范圍縮小至三個(gè)真實(shí)原因DrivetoRootCause–“5whys”分析根本原因－五個(gè)WhyGototheGembatoGetEvidenceandFacts去現(xiàn)場找出事實(shí)依據(jù)VerifyandImplementCountermeasure驗(yàn)證和執(zhí)行對策Identifyandevaluatepossiblecountermeasures分析和評估可能的對策TestselectedCMandvalidateeffectiveness試驗(yàn)備選對策且確認(rèn)有效性Implementandverifyclosureofthe“gap”執(zhí)行對策，驗(yàn)證是否縮小差距，解決問題。EnsureSustainment確保維持FocusontheCriticalFewCountermeasures關(guān)注少數(shù)關(guān)鍵對策IdentifyOwnerandAdditionalresources明確責(zé)任人和額外的資源GotoGembatoMeasureResults去現(xiàn)場檢查結(jié)果70%30%TimeSpent時(shí)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?yàn)閯幽X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(biāo)Bytheendofthisintroductionsegment,youwillbeableto…學(xué)完該章節(jié)內(nèi)容后，學(xué)員能夠……Explainthedifferencebetweencaused&createdproblems

講解導(dǎo)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(guān)系UnderstandproblemsinrelationtotheCausalChainContinuum了解問題同因果鏈之間的關(guān)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(guān)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(dāng)你不知道該做什么的時(shí)候，你應(yīng)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(jī)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(wù)的

我們是怎樣滿足顧客當(dāng)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(dá)到PD的目標(biāo)后，該目標(biāo)項(xiàng)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(yīng)用“CausedProblems”導(dǎo)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(dá)到過DailyManagement(DM)日常管理Mustbesolved(SQDIP)‘Customershurtingnow’

必須解決，因?yàn)轭櫩鸵呀?jīng)受到損害Analogy–EffectiveDMkeepsthetrainsrunningon-time

類比-有效的日常管理保證運(yùn)營按時(shí)進(jìn)行Shortertimeframe較短的時(shí)間區(qū)間Usuallylessambiguousproblems通常較少的模棱兩可的問題

IsthereStandardWork,wasitfollowed?

有標(biāo)準(zhǔn)的方法嗎，遵循了嗎？StratorPolicyDeployment(PD)策略部署Urgencydrivenbyinternalorg,typically

一般由內(nèi)部機(jī)構(gòu)緊急推動E.g.,wanttraintorun50%faster希望火車快50%Longertimeframe較長的時(shí)間區(qū)間Moredifficulttoproblemsolve(more‘fuzzy’)因?yàn)槟：愿y解決IsthereanActionPlan,wasitfollowed?

有實(shí)際行動的計(jì)劃嗎，執(zhí)行了嗎？DanaherProblemSolvingProcess(appliedinbothinstances)丹納赫問題解決流程應(yīng)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(wù)ProductDevelopment:Yes,Iknow,I’vereceivedatleast3callsthismonthfromsalesrepswhoarelosingbusinesstothecompetition.

研發(fā)：知道了。關(guān)于此事，這個(gè)月銷售代表已經(jīng)來過3個(gè)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(shí)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(xiàng)測試有一定難度，需要一個(gè)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(gè)月后的員工會議…ProductDevelopmentLeader:

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

研發(fā)部負(fù)責(zé)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(jì)劃……24WhatistheTRUEProblem?

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

Ourjobfunctioncausesustodetermine“problems”basedonwhatweareresponsiblefor

不同職責(zé)影響看“問題”的角度，人們會基于自己的工作職責(zé)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(guān)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(shí)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(biāo)或標(biāo)準(zhǔn)同實(shí)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(shí)間

ProblemsinRelationtoPerformanceMeasures

績效評估指標(biāo)之間的關(guān)聯(lián)性

CUSTOMERSERVICE客戶服務(wù)MONEY

金錢Key:Viewtherootcauseandsolutioninthesesameterms要點(diǎn)：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(diǎn)PointofOccurrence發(fā)生點(diǎn)Locationproblemphysicallyoccurs問題發(fā)生的地點(diǎn)Assemblystation#2

組裝的第二個(gè)工位WHAT問題PointofRecognition識別點(diǎn)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(cuò)

WHY起因PointofCause

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

員工拿錯(cuò)了零件

Notalwaysseparatedintime(canoccuratsametime)不總是在發(fā)生時(shí)間上分開（可能同時(shí)發(fā)生）FromthePointofRecognitionorWHATyouare“walkingtheline”backtothegembatoWHEREyoucan“directly”observetheWHYorcauses.從識別點(diǎn)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(diǎn)的差異Associateswillviewtheproblematvariouslevelsandtimes.Thisisimportantwhenapproachingproblemsolvingasateam.員工會從不同的層面或在不同的時(shí)間觀察問題。當(dāng)團(tuán)隊(duì)一起分析問題時(shí)，這一點(diǎn)很重要。

29TheCausalChainContinuum因果鏈

MultipleRecognitionPoints,WHERESandWHYs

認(rèn)知點(diǎn)，發(fā)生地，原因WHERE地點(diǎn)PointofOccurrence發(fā)生點(diǎn)Locationproblemphysicallyoccurs問題實(shí)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(rèn)知點(diǎn)The“perceived”problem了解問題Salesmissby22%22%項(xiàng)銷售指標(biāo)未達(dá)標(biāo)WHY起因PointofCause原因點(diǎn)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(shí)間

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

12月14號亞洲區(qū)銷售VP在審查預(yù)測時(shí)知道差距USAInsideSalesManageronNovember1strecognizes#ofoutboundcallstoqualifiedleadsishalfofwhatitshouldbeon11月1，美國銷售經(jīng)理知道銷售機(jī)會只有計(jì)劃的一半FromthePointofRecognitionorWHATyouare“walkingtheline”backtothegembatoWHEREyoucan“directly”observetheWHYorcauses.從認(rèn)知點(diǎn)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?yàn)樯a(chǎn)進(jìn)度落后于計(jì)劃安排導(dǎo)致自行車的交貨時(shí)間晚了4個(gè)月。而生產(chǎn)落后是因?yàn)檩喬ト绷狭?。輪胎缺料是因?yàn)檩喬ゲ粓A不符合測試要求。輪胎不合格是因?yàn)樵牧腺|(zhì)量有問題。原材料質(zhì)量出現(xiàn)問題是因?yàn)楦鼡Q的供應(yīng)商提供材料質(zhì)量不穩(wěn)定。

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

確定：認(rèn)知點(diǎn)？發(fā)生地？原因？

IstheproblemaFrequency,Time,orMoneyissue?

這個(gè)問題是數(shù)量問題、時(shí)間問題還是費(fèi)用問題？

AllottedTime:4min.完成時(shí)間為4分鐘Startfrompoint(s)ofrecognition從認(rèn)知點(diǎn)開始Where?

發(fā)生地？Why?

根本原因ProblemRecognitionandCausalChain

認(rèn)識問題及其因果鏈31Startfrompoint(s)ofrecognition從認(rèn)知點(diǎn)開始ProblemRecognitionandCausalChain

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

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

解決問題Pre-work回顧ManagingtoLearnReview

學(xué)習(xí)型管理WhatweresomeoftheimportantlessonslearnedforPorter(theAssociate)?

從（員工）Porter身上學(xué)習(xí)到了什么重要內(nèi)容？WhatweresomelessonslearnedbySanderson(Boss)?

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

A3報(bào)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(shí)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(dá)到了預(yù)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(xué)員回顧其真實(shí)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(gè)Pre-work的真實(shí)案例與組員分享Eachparticipantwillthinkthroughthefollowingforhis/hercaseanddiscusswiththeirsmallgroup:每位學(xué)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(shí)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(rèn)知點(diǎn)？WHEREisthelocationorpointofoccurrencetheproblemisoccurring?

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

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

報(bào)告結(jié)束后，對于報(bào)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(shí)間為10分鐘InstructorDebrief5min.

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

從班上找二個(gè)學(xué)員來報(bào)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(chǔ)練習(xí)（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(biāo)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(gè)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(gè)檢驗(yàn)點(diǎn)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(dǎo)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(jī)上，進(jìn)一步的分析發(fā)現(xiàn)沖壓頭上有個(gè)根針被損壞了，因此造成產(chǎn)品刮傷Instructions問題說明:Asindividuals:獨(dú)立完成：DetermineWHATistheproblem=5point確定什么是問題5分UsingtheTree,mapoutanddifferentiatetheProblemfromSymptomsandCauses=5Points

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

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(lǐng)導(dǎo)人對應(yīng)用丹納赫解決問題流程的二點(diǎn)期望ListtwoexpectationsforAllAssociateswithregardtoapplyingtheDHRProblemSolvingProcess列出員工對應(yīng)用丹納赫解決問題流程的二點(diǎn)期望Tip:Theseexpectationswereexplainedattheintroductionofthecourse.提示：這些期望在課程導(dǎo)言部分有過介紹AllottedTime:20minutes完成時(shí)間20分鐘35Yourinstructorwillprovidethehandoutforthisassessment.

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

測試1－解決問題基礎(chǔ)練習(xí)（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(biāo)準(zhǔn)（導(dǎo)致型問題）與戰(zhàn)略部署的行動計(jì)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(xué)完該章節(jié)內(nèi)容后，你將會……ArticulateaProblemStatementusingaStandard/Goal,Actual,Gap,andTrends

清楚地表達(dá)問題的標(biāo)準(zhǔn)/目標(biāo)、現(xiàn)狀、差距和趨勢Differentiatebetweencausedandcreatedproblems

區(qū)分導(dǎo)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(shí)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(biāo)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(biāo)（期望達(dá)到的）之間的差異。未達(dá)標(biāo)的部分，稱之為“差距”。

DavidMeier41DefiningtheProblem

定義問題WHERE地點(diǎn)(PointofOccurrence發(fā)生點(diǎn))Whereproblemphysicallyoccurs問題實(shí)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(rèn)知點(diǎn))The“perceived”problem發(fā)現(xiàn)問題SalesMissby22%銷售22%未達(dá)標(biāo)WHY根本原因(PointofCause原因點(diǎn))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(dá)問題Agoodproblemstatementhasthefollowing4Criteria…一個(gè)好的問題描述需要有的四個(gè)要素……Goal/Standard=

Whereyouwanttobe

目標(biāo):標(biāo)準(zhǔn)或要去哪里Actual=Whereyouarenow

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

差異：目標(biāo)/標(biāo)準(zhǔn)與現(xiàn)狀間的差距Trend=DirectionofTime,Frequency,orCost

趨勢：時(shí)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(diǎn)？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(biāo)準(zhǔn)、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(yīng)問題隨問題時(shí)間的發(fā)展，顯示共性原因和特別原因。BP44ProblemStatement:Exercise問題陳述練習(xí)：

Goal/Standard

目標(biāo)/標(biāo)準(zhǔn)Actual

實(shí)際值Gap

差距Trend

趨勢Instructions:Onyouownorinyourgroup,evaluatethelistofstatementsbelow

個(gè)人或分組對下列表中的6項(xiàng)內(nèi)容做評估分析Placeacheckwheretheelementispresentintheproblemstatementbelow

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

判斷此6項(xiàng)是否有其目標(biāo)、實(shí)際值、差距、趨勢，并做詳細(xì)解釋AllottedTime6min.完成時(shí)間6分鐘Openreview5min.報(bào)告時(shí)間5分鐘1.ActualJune09OTDis80%notmeetingtargetof88%.Missed2120lineitems2009年6月份OTD未達(dá)標(biāo)，其目標(biāo)為88%，而實(shí)際值是80%，2120行項(xiàng)目未能達(dá)到目標(biāo)Ex..2.PastdueisaboveUSDTarget:Target4,721Actual=11,998/November20102010年11月延遲交付貨物所占金額（應(yīng)收款）實(shí)際為11998，高于設(shè)定的目標(biāo)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(dá)標(biāo)，團(tuán)隊(duì)需要關(guān)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(gè)月內(nèi)一直在增加，其標(biāo)準(zhǔn)為25%，而目前實(shí)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(yùn)輸?shù)膶?shí)際費(fèi)用為一百七十萬元。且第三季度還沒設(shè)定明確的目標(biāo)6FromJunethroughAugust2010,aconsistentdailyQDIPmi