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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
สถาบนเพมผลผลตแหงชาต
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
สถาบนเพมผลผลตแหงชาต
WWW.FTPI.OR.TH Tel. 0-2619-5500 Fax. 0-2619-8092
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