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Q – Program OPE M-4

โครงการพฒนาทกษะการจดการคณภาพและกลยทธ Quality & Strategic Management Skill Program

Q-Program OPE

Organizational Process Excellence

Module

4 Process Control & Improvement

Q – Program OPE M-4

Did You Know ?

“ If you can’t describe what you are doing as a process, you don’t know what you are doing. ”

-W. Edwards Deming

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Q – Program OPE M-4

Q

Q-Program OPE

หมอ กระบวนการ

Q – Program OPE M-4

Module Process Value Chain

Q-OPE 1

หวขอการบรรยาย

Module Process Analysis

Q-OPE 2

Module Process Redesign & Implement

Q-OPE 3

Module Process Control & Improvement

Q-OPE 4

Q – Program OPE M-4

1

Process Control

© 2006 Prentice Hall, Inc. S6 – 6

Product and Process

Control Systems

© 2006 Prentice Hall, Inc. S6 – 7

Establish Measurement

Establish Standards of Performance

Measure Actual Performance

Compare to the Standards

Take Action on the Difference

OK?

Not OK?

Choose Control Subjects

Identify major work process Identify objective of the process Describe the work process Identify customers of the process Discover customer needs (CCR ; Critical

Customer Requirements) Select control subjects (KPCs ;Key

Product/Process Characteristics and KCCs ; Key Control Characteristics)

1. Choose Control Subjects

© 2006 Prentice Hall, Inc. S6 – 8

2. Establish Measurement

Establish Measurement

Establish Standards of Performance

Measure Actual Performance

Compare to the Standards

Take Action on the Difference

OK?

Not OK?

Choose Control Subjects

Develop unit of measure Develop sensor

© 2006 Prentice Hall, Inc. S6 – 9

Establish Measurement

Establish Standards of Performance

Measure Actual Performance

Compare to the Standards

Take Action on the Difference

OK?

Not OK?

Choose Control Subjects

3. Establish Standards of Performance

Set targets Develop control methods Set checking criteria

© 2006 Prentice Hall, Inc. S6 – 10

Establish Measurement

Establish Standards of Performance

Measure Actual Performance

Compare to the Standards

Take Action on the Difference

OK?

Not OK?

Choose Control Subjects

4. Measure Actual Performance

Charter indicators Develop detailed work Instructions

© 2006 Prentice Hall, Inc. S6 – 11

5. Compare to the Standards

Establish Measurement

Establish Standards of Performance

Measure Actual Performance

Compare to the Standards

Take Action on the Difference

OK?

Not OK?

Choose Control Subjects

Quality Goals Quality Manual

© 2006 Prentice Hall, Inc. S6 – 12

6. Take Action on the Difference

Establish Measurement

Establish Standards of Performance

Measure Actual Performance

Compare to the Standards

Take Action on the Difference

OK?

Not OK?

Choose Control Subjects

Analyze process Make contingency plans Troubleshoot

© 2006 Prentice Hall, Inc. S6 – 13

Process Description:

Flowchart Measuring and Monitoring

Key Measurements

Specs &/or

Targets

Measures (Tools)

Where & Frequency

Responsibility (Who)

Contingency (Quick Fix)

Remarks

Process Owner:

CCR:

Direct Process Customer: Date:

Process Control System Chart

Q – Program OPE M-4 Performance – based

Management Process

ทมา :

Define

Organizational

Mission & Strategic

Objectives

1

Integrated

Performance

Measurement

System

2

Accountability

for

Performance

3

Measuring

Performance

4

Analyzing,

Reviewing

and Reporting

Performance Data

5

Evaluating

and Utilizing

Performance

Information

6

Q – Program OPE M-4

ทมา :

Measurement Roadmap

Q – Program OPE M-4

ทมา :

Formative evaluation

Strategy Action Plan

Action Result

Summative evaluation

Pre-implementation evaluation

Implementation evaluation

Post-implementation evaluation

Formative & Summative Evaluation

© 2006 Prentice Hall, Inc. S6 – 17

Patterns in Control Charts

Normal behavior.

Process is “in control.”

Upper control limit

Target

Lower control limit

PowerPoint presentation to accompany Heizer/Render

Principles of Operations Management, 6e Operations Management, 8e

© 2006 Prentice Hall, Inc. S6 – 18

Upper control limit

Target

Lower control limit

One plot out above (or below). Investigate for cause. Process is “out of control.”

PowerPoint presentation to accompany Heizer/Render

Principles of Operations Management, 6e Operations Management, 8e

Patterns in Control Charts

© 2006 Prentice Hall, Inc. S6 – 19

Upper control limit

Target

Lower control limit

Trends in either direction, 5 plots. Investigate for cause of progressive change.

PowerPoint presentation to accompany Heizer/Render

Principles of Operations Management, 6e Operations Management, 8e

Patterns in Control Charts

© 2006 Prentice Hall, Inc. S6 – 20

Upper control limit

Target

Lower control limit

Two plots very near lower (or upper) control. Investigate for cause.

PowerPoint presentation to accompany Heizer/Render

Principles of Operations Management, 6e Operations Management, 8e

Patterns in Control Charts

© 2006 Prentice Hall, Inc. S6 – 21

Upper control limit

Target

Lower control limit

Run of 5 above (or below) central line. Investigate for cause.

PowerPoint presentation to accompany Heizer/Render

Principles of Operations Management, 6e Operations Management, 8e

Patterns in Control Charts

© 2006 Prentice Hall, Inc. S6 – 22

Upper control limit

Target

Lower control limit

Erratic behavior. Investigate.

PowerPoint presentation to accompany Heizer/Render

Principles of Operations Management, 6e Operations Management, 8e

Patterns in Control Charts

Q – Program OPE M-4

ทมา :

Controlled process

Improvement

Time

New zone of control

Out-of-control

Patterns in Control Charts

Q – Program OPE M-4

ทมา :

Management Cockpit

Q – Program OPE M-4

ทมา :

1 2

3

Management Cockpit Room ( War room )

4

Management Cockpit

Q – Program OPE M-4

ทมา :

Management Cockpit

Q – Program OPE M-4

ทมา :

Management Cockpit

Q – Program OPE M-4

2

Process Improvement

Q – Program OPE M-4

Step 1 Identify Opportunities Pick a Good Target

Step 2 Form Team and Scope

Project

Organize and Focus

Step 3 Analyze Current Process Evaluate the “As-Is”

Step 4 Define Desired Outcomes

for Improved Process

Envision the “To-Be”

Step 5 Identify Root Causes and

Proposed Solutions

Figure Out What’s

Stopping Us

Step 6 Prioritize, Plan and Test

Proposed Solutions

Try Out the Best Solution

Step 7 Refine and Implement

Solutions

Fine Tune and Standardize

Step 8 Measure, Progress and

Hold Gains

Check on Progress

Step 9 Acknowledge Team and

Communicate Results

Publicize and Celebrate

Right Problem

Right People

Right Process

Right

Performance

Do it Again

01 QC. Story Process Improvement

Q – Program OPE M-4

ทมา :

Step 1: Identify Opportunities

Purpose: Pick a Good Target

Products: Team Champion or Sponsor

Problem Statement and Scope of Authority

Tools:

Data not Available •Brainstorming •Nominal Group Technique •Pareto Analysis •Cause and Effect Diagram

Data Available •Run Chart •Check Sheet •Histogram •Process Map

01 QC. Story 9 Steps Process Improvement

Q – Program OPE M-4

Step 2: Form Team and Scope Project

Purpose: Organize and Focus

Products: Validate or Revise Project Charter

Appropriate Team Membership

Tools: •Customer Tree Diagram •Customer Requirements •Process Map •Cause and Effect Diagram

•Run Chart •Histogram •Pareto Analysis

01 QC. Story 9 Steps Process Improvement

Q – Program OPE M-4

Step 3: Analyze Current Process

Purpose: Evaluate the “As-Is”

Products: Reduce Problem Scope based on:

• Customer Surveys

• Process Map

• Process Data

Tools: •Customer Requirements •Customer Tree Diagram •Process Map

•Run Chart •Check Sheet •Histogram •Pareto Analysis

01 QC. Story 9 Steps Process Improvement

Q – Program OPE M-4

Step 4: Define Desired Outcomes for Improved Process

Purpose: Envision the “To-Be”

Products: Project Goals

Alternative New Processes

Briefing for Sponsor or Champion

Tools: •Brainstorming •Nominal Group Technique •Quality Function Deployment

•Process Mapping •Entitlement •Benchmarking •Process Capability

01 QC. Story 9 Steps Process Improvement

Q – Program OPE M-4

Step 5: Identify Root Causes and Proposed Solutions

Purpose: Figure Out What’s Stopping Us

Products: Root Causes and Barriers

Prioritized List of Process Changes

Tools: •Cause and Effect Diagram •Force Field Analysis •Design of Experiments

•Brainstorming •Nominal Group Technique •Process Mapping •Scatter Plots

01 QC. Story 9 Steps Process Improvement

Q – Program OPE M-4

Step 6: Prioritize, Plan and Test Proposed Solutions

Purpose: Try Out the Best Solutions

Products: Plan for Test with Agreement of Participants

Data Collected and Analyzed

Tools: •Run Chart •Control Chart •Process Capability

•Check Sheets •Histograms •Project Management –Gantt Charts –Milestone Plans

01 QC. Story 9 Steps Process Improvement

Q – Program OPE M-4

Step 7: Refine and Implement Solution

Purpose: Fine Tune and Standardize

Products: Revised Process

Plan for Change with Agreement of Stakeholders

Tools: •Run Chart •Control Chart •Process Capability

•Check Sheets •Histograms •Project Management –Gantt Charts –Milestone Plans

01 QC. Story 9 Steps Process Improvement

Q – Program OPE M-4

Step 8: Measure Progress and Hold Gains

Purpose: Check on Progress

Products: Comparison with Planned Improvement Goals

Revised Standard Procedures

Tools: •Control Chart •Process Capability •Quality Audits

01 QC. Story 9 Steps Process Improvement

Q – Program OPE M-4

Step 9: Acknowledge Team and Communicate Results

Purpose: Publicize and Celebrate

Products: Recognition and Reward

Tools:

•Force Field Analysis •Brainstorming

•Communication Plan •Quality Networks and Newsletters •Cause and Effect Diagram

01 QC. Story 9 Steps Process Improvement

Q – Program OPE M-4

ทมา :

1.หาหวขอ ทจะปรบปรง

6.ด าเนนการตามแผนและตรวจสอบประสทธผล

7.สรางมาตรฐาน การปฏบตงานใหม

8.ระบปญหา ทยงหลงเหลอ หรอ หวขอ

ปรบปรงตอไป

5.คดคนมาตรการแกปญหาและวางแผนปฏบตการ

4.วเคราะหสาเหตของปญหา

3.สบสภาพปจจบน และ ทบทวนเปาหมาย 2.ก าหนดดชนวดและเปาหมาย

ตารางกระจายเขมมง

แผนภมควบคม

ผงความสมพนธ ผงพาเรโต

TQM Living Handbook ภาคหก ระบบแหงดชนวดคณภาพ

กราฟเสน

เปาหมาย benchmark)

การแบงกลมขอมล ผงพาเรโต

ฮสโตแกรม

ใบรายการตรวจสอบ

รายการ ความถ รวม ก ข ค ง จ ฉ

ผงกางปลา

สาเหต

ปญหา

ตารางแมทรกซ

ปญหา\สาเหต A B C D E F

ก ข ค ง จ ฉ

ตารางแมทรกซ

Action ใคร อะไร ทไหน อยาไร เทาใด เมอไร วธท 1 วธท 2 วธท 3 วธท 4 วธท 5 วธท 6

แนวทาง

ผงตนไม?

ไอเดย ไอเดย

ไอเดย ไอเดย

เทคนคบตรความคด

ไอเดย ไอเดย

ไอเดย

ไอเดย ไอเดย ไอเดย

ไอเดย ไอเดย ไอเดย

ไอเดย

ไอเดย

ไอเดย ไอเดย

เปาหมาย

กอน

หลง

วธการปฏบตงาน ปาย/โปสเตอร ฝกอบรม

แผนภมควบคม

02 QC. Story 8 Steps Process Improvement

Q – Program OPE M-4

ทมา :

03 QC. Story 7 Steps Process Improvement

Q – Program OPE M-4

ทมา :

ผลการด าเนนงาน

เวลา

การปรบปรงอยางตอเนอง

การปรบปรงอยางกาวกระโดด

การปรบปรงอยางตอเนอง

Benchmarking กระตนการเปลยนแปลง และ Innovation

04 Benchmarking

Q – Program OPE M-4

ทมา :

เราอยตรงไหน ?

ใครเกงทสด ?

เขาท าไดอยางไร ?

เราจะท าใหดกวาเขา ไดอยางไร ?

ตวชวด KPIs (Benchmark)

แนวปฏบตทด (Best Practices)

การน า Best Practices มาประยกตใช

04 Benchmarking

Q – Program OPE M-4

ทมา :

1. ก าหนดเรองทจะท า Benchmarking

2. ก าหนดผทตองการเปรยบเทยบดวย

3. ก าหนดวธการเกบขอมล และเกบขอมล

4. วเคราะหความแตกตาง (Gap) ปจจบน

5. ประมาณแนวโนมความแตกตางในอนาคต

6. สอผลการวเคราะหใหผเกยวของทราบ

7. จดตงเปาหมาย ( Functional Goals)

8. จดท าแผนปฏบตการ

9. น าไปปฏบตจรงและตดตามผล

10. ปรบปรงอยางตอเนอง

การวางแผน

การปฏบต

การวเคราะห

การบรณาการ

ข นตอนการท า Benchmarking

04 Benchmarking

Q – Program OPE M-4

ทมา :

2

3

4

5

Number of

toilets

Quality of

toilets

Facilities for

children

Activities for

adults

Number of

sports

facilities

Quality of

sports

facilities

Seating Ease of

access by

chosen

method

Ease of

getting around

the park

Greenwich Bushy St. James's Green

04 Benchmarking

Q – Program OPE M-4

Copyright © Houghton Mifflin Company. All rights reserved.

Premium Lecture Outlines, 8–45

Source: Arthur R. Tenner and Irving J. DeToro, Total Quality Management (figure 9.2 from page 113). © 1992 by Addison-Wesley Publishing

Company, Inc. Reprinted by permission of Pearson Education, Inc. publishing as Pearson Additional Wesley.

Figure 8.2 Seven Basic TQM Tools

05 7 QC. Tools

Q – Program OPE M-4

ทมา :

46

06 Continuous Improvement : CI

Q – Program OPE M-4

ทมา :

The Duality of Work Principle

Everyone has two jobs:

“Working in the Process”

(delivering results)

“Working on the Process”

(improving how we do the work)

Q – Program OPE M-4

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