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1、1 nokia company confidential nokia 7 / version 5.0 2001 /nokia 77-step problem solving method诺基亚解决问题七步法程序诺基亚解决问题七步法程序 identifyidentifyprobleproblemm确认问题确认问题确认问题确认问题analyzeanalyzeprobleproblemm分析问题分析问题分析问题分析问题determindetermine ecausescauses确定原因确定原因确定原因确定原因developdevelopsolutionsolutions s寻求对策寻求对策寻求对策
2、寻求对策planplanactionaction计划行计划行计划行计划行动动动动implemeimplementntsolutionsolution实施对策实施对策实施对策实施对策evaluateevaluateoutcomoutcome e评估结果评估结果评估结果评估结果1 12 23 34 45 56 67 72 nokia company confidential nokia 7 / version 5.0 2001 /how to boost growth of productivity ?如何推进生产力的增长如何推进生产力的增长?why is systematic problem s
3、olving critical for nokia ?为什么系统的解决问题对诺基亚是至关重要的为什么系统的解决问题对诺基亚是至关重要的?nokia growth has “ no limits”诺基亚的成长是“ 无限的”nokia personnel growth has a limit诺基亚员工数量的诺基亚员工数量的增长是有限的增长是有限的work smarter, not harder!更聪明而非更辛苦的更聪明而非更辛苦的工作工作!3 nokia company confidential nokia 7 / version 5.0 2001 /what is nokia 7 ?什么是诺基亚
4、七步法什么是诺基亚七步法nokia 7诺基亚七步法诺基亚七步法is a systematic 7-step method for finding & implementing solutions to problems.是一套有七个步骤的系统方法，用于找出问题及实施对策. aims at eliminating the root cause of the problem.目的在于消除问题的根本原因prevents the problem re-occuring.预防问题的重复发生.reduces wasted effort and makes team work more effective.
5、减少浪费并使团队工作更有效. identifyidentifyproblemproblem确认问题确认问题确认问题确认问题analyzeanalyzeproblemproblem分析问题分析问题分析问题分析问题determinedeterminecausescauses确定原因确定原因确定原因确定原因developdevelopsolutionssolutions寻求对策寻求对策寻求对策寻求对策planplanactionaction计划行计划行计划行计划行动动动动implementimplementsolutionsolution实施对策实施对策实施对策实施对策evaluateevaluat
6、eoutcomeoutcome评估结果评估结果评估结果评估结果1 12 23 34 45 56 67 74 nokia company confidential nokia 7 / version 5.0 2001 /what is a problem? 什么是问题什么是问题?the difference between a desired, expected or normal situation and what is actually happening实际发生的与所预期的、期待的或常规情况实际发生的与所预期的、期待的或常规情况间的差距间的差距desired 预期current现实tim
7、e时间performance表现gap差距差距5 nokia company confidential nokia 7 / version 5.0 2001 /scale of the problem问题的尺度问题的尺度complexity复杂程度复杂程度time时间时间nokia 7 can be applied to both simple and more complex issues (from office procedures to software design to manufacturing).诺基亚七步法即诺基亚七步法即可以用于可以用于简单事件也可以用于复杂事件简单事件也可
8、以用于复杂事件(从办公室采购从办公室采购到制造业的软件设计到制造业的软件设计)some problems can take days to solve, others may take months.有些问题几天可以解决，有些则需几个月有些问题几天可以解决，有些则需几个月the principles remain the same.原则是相同的原则是相同的6 nokia company confidential nokia 7 / version 5.0 2001 /nokia 7 steps to problem solving 诺基亚七步法解决问题诺基亚七步法解决问题1. identify
9、 problem by defining the area for improvement 确认需要改进的区域确认问题2. analyze problems by studying the current data通过研究现状， 分析问题3. determine root cause(s)确定原因4. develop (create/select) solutions寻求（制定/选择）对策5. plan action计划行动6. implement the solution实施对策7. evaluate outcome评估结果 identifyidentifyproblemproblem确认问
10、题确认问题确认问题确认问题analyzeanalyzeproblemproblem分析问题分析问题分析问题分析问题determinedeterminecausescauses确定原因确定原因确定原因确定原因developdevelopsolutionssolutions寻求对策寻求对策寻求对策寻求对策planplanactionaction计划行计划行计划行计划行动动动动implementimplementsolutionsolution实施对策实施对策实施对策实施对策evaluateevaluateoutcomeoutcome评估结果评估结果评估结果评估结果1 12 23 34 45 56
11、67 77 nokia company confidential nokia 7 / version 5.0 2001 /structure of the steps 各步骤的结构各步骤的结构key activities 关键活动关键活动explains what actions need to take place at each step. 阐明每个步骤需要采取的行动.check question 检查问题检查问题by asking the question how it enables you to check you have focused on the most critical
12、items at each step. 通过问“ 如何”使您能够检查您在每一步已集中注意了最关键的内容. tools 工具工具a variety of effective team working tools which help you in decision-making at each step. 每一个步骤均有可帮助您做决定的多种有效的团队工作工具.tools stamped with the label basic tool are the simplest tools to be used to get around each step带有“ 基本工具” 标签的工具是用于每个步骤中
13、最简单的工具.basictool基本工具基本工具8 nokia company confidential nokia 7 / version 5.0 2001 /step 1 identify problem 步骤步骤1 确认问题确认问题key activities关键活动关键活动:identify problem areas.确认问题所在区域.prioritize the problems.按优先程度排列各问题.write the problem statement.写出问题陈述.check question 检查问题检查问题how have you defined the gap betw
14、een the actual and target?您是如何定义现实与目标之间的差距的?tools 工具工具brainstorming脑力激荡法pareto柏拉图 identifyidentifyproblemproblem确认问题确认问题确认问题确认问题analyzeanalyzeproblemproblem分析问题分析问题分析问题分析问题determindetermine ecausescauses确定原因确定原因确定原因确定原因developdevelopsolutionssolutions寻求对策寻求对策寻求对策寻求对策planplanactionaction计划行计划行计划行计划行动
15、动动动implemenimplement tsolutionsolution实施对策实施对策实施对策实施对策evaluateevaluateoutcomeoutcome评估结果评估结果评估结果评估结果1 12 23 34 45 56 67 79 nokia company confidential nokia 7 / version 5.0 2001 / problem statement 问题陈述问题陈述describes the problem.描述问题.states the gap between what is and what should be, i.e. “current” an
16、d “desired”.陈述实际是什么与应该怎样的差距，如“现实”和“预期”.identifies the problem, not the cause or implied solution. 说明问题，不是原因或z6尊龙旗舰厅的解决方案 uses exact terms and includes quantities: how often, how much, when etc. .使用精确的术语及包括数量:频度，多少及什么时间频度，多少及什么时间等等.is not a question.不是一个问题.tells you why the problem is important.告诉你为什么这个问题是重为
17、什么这个问题是重要的要的. keep the problem statement simple, just a single sentence. 描述问题宜简洁描述问题宜简洁,一句话即可一句话即可.10 nokia company confidential nokia 7 / version 5.0 2001 /current situation: shipments are arriving to customers too late and at too high a cost.目前状态 ：货物抵达客户太晚了，费用太高了 desired situation: prompt customer
18、 delivery at minimal cost.预期状态：以最少的费用及时发货给客户operative term: operational definition:运营术语：运营术语： 运营定义：运营定义：prompt及时customer客户delivery发货minimal最少cost费用within 2 days regardless of destination or size of order/shipment不管目的地和货物大小，2天内必需达到users of our electronic products; sales centers我们电子产品的用户；销售中心mail, exp
19、ress delivery, or special delivery depending on customer locale or delivery destination根据客户收货地情况，用邮件，快件，或特殊货运发货not to exceed 3 % of sales price per unit不超过3的销售单价unit cost in local currency per shipment 每批发货的当地货币单价writing a problem statement (1/2)写问题陈写问题陈述述 11 nokia company confidential nokia 7 / ver
20、sion 5.0 2001 /current situation目前状态:electronic product shipments are being delivered to customers in an average of 14 days time and at an average cost of 13% of the sales unit price. 电子产品的交付时间为平均电子产品的交付时间为平均14天，平均费用是销售单价的天，平均费用是销售单价的13.desired situation预期状态:prompt delivery of within 2 days, at a pr
21、ice not to exceed 3% of the unit sales price.2天内及时交付，费用不超过销售单价的天内及时交付，费用不超过销售单价的3%.problem statement问题陈述:product deliveries take 14 days instead of 2 days, and the cost is 13% of sales unit price whereas it should be max 3%.产品发货时间是产品发货时间是14天而不是天而不是2天天, 费用应是不超过销售单价的费用应是不超过销售单价的3%然而目前却为然而目前却为13%.actio
22、n行动:improve product shipment performance from now 14 days to under 2 days, while reducing the total cost per shipment from now 13% to no more than 3% of the unit sales price, within the next 30 days.在在今今后后30天天内内，提提高高产产品品的的发发货货效效率率，从从14天天降降到到低低至至2天天，同同时时将将每每批批货货物物的的全全部部费用从销售单价的费用从销售单价的13降低到不超过降低到不超过3
23、。writing a problem statement (2/2)写问题写问题陈述陈述12 nokia company confidential nokia 7 / version 5.0 2001 /basictool基本工具 brainstorming脑力激荡法脑力激荡法structured有组织的有组织的everybody speaks in turn.每一个人轮流发言only one idea at time.一次一个想法wait for your turn.等待自己的机会you can miss your turn if you wish.如果你愿意,你可以放弃自己的机会unstr
24、uctured未组织的未组织的everybody contributes.每个人都作贡献all ideas recorded记录所有的想法-flipchart-post it notes报示贴both双方的双方的explain, but dont discuss.解释,但不讨论.do not criticize the ideas of others.不要批评别人的想法.gather as many ideas as possible.尽可能多的收集想法.improve upon others ideas.改进他人的想法.encourage wild ideas.鼓励疯狂的想法.13 noki
25、a company confidential nokia 7 / version 5.0 2001 / pareto chart柏拉图柏拉图description: pareto helps to prioritize problems.描述:柏拉图有助于问题排序 identified problems确认问题确认问题02040608010001002003004005006007008009001000problem c问题cproblem b问题bproblem a问题aproblem e问题eproblem d问题dcosts成本成本% costs (cumulative)%成本成本(累
26、计累计)basictool基本工具基本工具14 nokia company confidential nokia 7 / version 5.0 2001 /example: pareto principle示例示例:柏拉图柏拉图原理原理sales revenue analysis 80/20 rule销售收入分析销售收入分析80/20原则原则% sales (cumulative)%销售额销售额(累计累计)020406080100% products (cumulative)%产品产品(累计累计)sales销售额销售额 10 20 30 40 50 60 70 80 pareto prese
27、nts the 80/20 rule: 20% of products create 80% of all revenue.柏拉图介绍了80/20原则:80%的收入是由20%的产品创造的.15 nokia company confidential nokia 7 / version 5.0 2001 /step 1 check list步骤步骤1 检查表检查表 checking the activities:检查如下活动检查如下活动:problem with greatest business impact has been identified. 对事务影响最大的问题已被确认.problem
28、 statement has been defined.已定义出问题陈述.project team and sponsor have been nominated.项目组及负责人已确定.costs/benefits of solving the problem have been estimated. 已估计出解决问题所需费用/所获益处.schedule outline for the project has been set. 已确定项目大约所需的时间.check question:检查问题检查问题: how have you defined the gap between the actu
29、al and target? 您是如何定义现实与目标之间的差距的?16 nokia company confidential nokia 7 / version 5.0 2001 /step 2 analyze problem步骤步骤2 分析问题分析问题key activities关键活动关键活动:collect data about the problem or the process (who, what, when, how often, etc). 收集与问题或过程相关的资料(谁,什么事,什么时间,频度等)describe and visualize the problem描述问题并使
30、之形象化check question检查问题检查问题:how does your analysis help visualize the problem?您的分析是如何使问题形象化的?tools工具工具process mapping过程图graphs图形histograms直方图 identifyidentifyproblemproblem确认问题确认问题确认问题确认问题analyzeanalyzeproblemproblem分析问题分析问题分析问题分析问题determinedeterminecausescauses确定原因确定原因确定原因确定原因developdevelopsolutions
31、solutions寻求对策寻求对策寻求对策寻求对策planplanactionaction计划行计划行计划行计划行动动动动implementimplementsolutionsolution实施对策实施对策实施对策实施对策evaluateevaluateoutcomeoutcome评估结果评估结果评估结果评估结果1 12 23 34 45 56 67 717 nokia company confidential nokia 7 / version 5.0 2001 /planning for data collectionkey questions关键问题关键问题 what kind of d
32、ata is most relevant to the problem?何种资料与问题最相关?quantitative vs. qualitative data定量资料相对于定性资料 how do you get the most relevant data? 您是如何得到最相关资料的?databases, surveys, reports 数据库,调查,报告 how much time can you spend looking for the right data?您会花多长时间去寻找正确的资料?days, weeks, months 天,星期,月plan计划计划execute执行执行cr
33、iticalquestions严重问题严重问题18 nokia company confidential nokia 7 / version 5.0 2001 /process mapping过程图过程图description:the purpose of process mapping is to create a visual representation ofhow activities link together so that the process can be communicated or analyzed for improvement.描述:过程图的目的是创造出关于各项活动
34、是如何相连的形象介绍，使过程得到沟通 或分析而改进overview: a process map describes the activities carried out within an organisation. 概述： 一个过程图描述在一个组织中完成的活动.a detailed understanding on processes and process mapping is provided by a 7-step continuous process improvement method (cpi 7).cpi7将对过程及过程图作详细的介绍.activity活动decision决定
35、object flows目标流向output产出19 nokia company confidential nokia 7 / version 5.0 2001 /example: process map示例示例:过程图过程图receive order接到订单ask for cash inadvance要求预付现金check creditrating检查信用等级processorder进入订货过程previous customer老客户yes是no否ratingok等级良好yes是no否send order toproduction将订单发往生产部门yes是no否cancel order取消订
36、单paymentreceived收到付款20 nokia company confidential nokia 7 / version 5.0 2001 / graphs图形图形pie chart 圆饼图bar chart柱状图line diagram折线图basictool基本工具基本工具21 nokia company confidential nokia 7 / version 5.0 2001 /example: bar chart 示例示例:柱状图柱状图helpdesk calls data hd 电话数据电话数据time of day 一天中的时间一天中的时间no. of call
37、s电话数量电话数量22 nokia company confidential nokia 7 / version 5.0 2001 / histogram直方图直方图description: this is a bar chart that allows us to observe the variation of a certain factor. the status of a process can be assessed from the range and distribution of the variable. 描述:这是一种柱状图表,用于观察某一特定因素的变化,即某一过程的状态
38、可从该变量的范 围及分布来进行评价.overview: on the horizontal axis the abore mentioned variable is divided into size classes whilst the vertical axis represents the frequency.概述:在横坐标上变量被分为数量等级,纵坐标表示频率.# of measurements衡量标准 # of classes 等级less than 50少于50 5 - 7 51-100 8 - 10 101-250 11 - 13 more than 250多于250 14 - 2
39、023 nokia company confidential nokia 7 / version 5.0 2001 /0.60.50.40.30.20.10.0-0.1-0.29080706050403020100example 2frequencyexample: histograms示例示例:直方图直方图24 nokia company confidential nokia 7 / version 5.0 2001 /step 2 check list 步骤步骤2 检查表检查表checking the activities:检查如下活动检查如下活动:all relevant data wa
40、s gathered to better understand the problem. 所有相关的资料都得以收集用于更好的理解问题.the problem was clearly visualized. we know now where, when or how the problem occurs. 问题已被明确的形象化.我们现在清楚了问题是在什么地方,什么时间以及是如何发生的.check question:检查问题检查问题: how does your analysis help visualize the problem? 您的分析是如何帮助问题形象化的?25 nokia compa
41、ny confidential nokia 7 / version 5.0 2001 /step 3 determine causes 步骤步骤3 确定原因确定原因key activities关键活动关键活动:identify possible causes.确定一切可能的问题原因select the most likely cause(s).选择出可能性最大的原因identify/verify root cause.确认根本原因check question 检查问题检查问题how did you find the root cause? 您是如何找到根本原因的?tools工具工具brains
42、torming脑力激荡法cause-effect diagram (fishbone diagram)因果图(鱼骨图)affinity diagram亲和图interrelationship diagram关联图why-why analysis 寻根问底分析法 identifyidentifyproblemproblem确认问题确认问题确认问题确认问题analyzeanalyzeproblemproblem分析问题分析问题分析问题分析问题determinedeterminecausescauses确定原因确定原因确定原因确定原因developdevelopsolutionssolutions寻
43、求对策寻求对策寻求对策寻求对策planplanactionaction计划行计划行计划行计划行动动动动implementimplementsolutionsolution实施对策实施对策实施对策实施对策evaluateevaluateoutcomeoutcome评估结果评估结果评估结果评估结果1 12 23 34 45 56 67 726 nokia company confidential nokia 7 / version 5.0 2001 /cause-effect diagram (fishbone diagram) 因果图因果图(鱼骨图鱼骨图)description: a syste
44、matic way of looking at the causes and effects of the problem, and how they are related. this is also known as a fishbone or ishikawa diagram.描描述述:因因果果图图是是一一种种系系统统化化的的研研究究问问题题的的原原因因,结结果果及及二二者者如如何何相相互互关关联联的的方方法法.也也叫叫做做鱼骨图或鱼骨图或ishikawa图图.4ms =men 人人methods 方法方法materials材料材料machines 机器机器 environment环环
45、境境4ps = people 人人product 产品产品price 价格价格promotion 促进促进effect oroutcome效果或结果machines机器机器materials材料材料 methods方法方法environment环境环境 trunk主干primary causal factormain branch 主分支minor branch小分支second-levelcausal factors第二级起因men人人problemstatement问题陈述basictool基本工具基本工具27 nokia company confidential nokia 7 / ve
46、rsion 5.0 2001 / affinity diagram亲和图亲和图description: affinity diagrams organize and summarize ideas into natural groupings. this tool can be used in conjunction with brainstorming, when a large number of ideas are generated.描述:亲和图可将各种想法加以总结并组织成自然组别.若产生的想法数量巨大时,可将此法与脑力激荡法结合使用.user demand ismore sophis
47、ticatedand diverse用户的需求更加复杂和多样化quality is becoming globalized质量正趋于全球化non-user friendly products are unacceptable不接受非用户友好的产品need for providing complete service对于提供unreliability in products is not tolerated不能容忍不可靠的产品tqm-aware customers are becoming common 具有全面质量管理意识的顾客普遍起来demand for high- quality, low
48、- cost goods increasing对高质量低成本产品的需求增加technology is no longer “awe-inspiring”技术不再是令人畏惧的brand-awareness does not guarantee customer loyalty品牌意识不能保证顾客的忠心程度market different-tiation is becoming less of an issue市场差异正趋于淡化individual customize action is becoming more of an issue特殊用户行为正在走强need for meeting all
49、 requirements is severe强烈要求达到所有要求的需求happy to pass on good product/ service stories乐于传播好产品/服务的事情instant, intuitive usability becoming requirement方便直观的可用性成为需求local service must be availableimmediately本地服务应能立刻获得replacement parts/ product expected within 24 hours期望24小时内能获得替代部件/产品easily contacted by tele
50、phone or fax通过电话或传真容易联系extended warranty expected期望大范围的保证questions answered quickly and correctly回答疑问快捷准确complete customer education/in for-mation provided为客户提供全部知识/信息happier to pass on poor product/service stories乐于传播不好的产品/服务的事情low-tolerance for inadequate service; likely to return prod很难忍受不充分的服务;可
51、能会以牙还牙28 nokia company confidential nokia 7 / version 5.0 2001 / interrelationship diagram关联图关联图description: the interrelationship diagram is used to identify root cause(s) when the relationships among the effects and the causes, or the objectives and the methods, are complex. 描述: 当原因与结果或是目标与方法之间的关系
52、较复杂时,可用关联图来找出根本原因. this tool can help to facilitate problem solving and overcome language difficulties这个工具可以帮助解决问题并克服语言困难. extracting all possibly related causes 提取所有可能的原因 using arrows to clearly show cause-and-effect relationships 使用箭头清晰表示因果关系 showing a full overview and focusing on the main causes
53、 表明一个全貌，集中在主要原因rejection of thestatistical thinkingmethod拒绝统计思考方法lack of motivationto change缺乏变化的动力fear of technical toolsand methods害怕技术工具和方法害怕技术工具和方法lack of support forimplementation缺乏实施方面的支持people havecompeting priorities人们具备竞争主次感人们具备竞争主次感lack of consensusaround the rightmeasurement indices缺乏关于正确
54、衡量标准的共识data are noteasily accessible数据不易被接受misunderstanding ofstatistical thinkingparadigm误解统计思考范例lack ofstatistical thinkingparadigm缺乏统计思考范例3/35/02/15/10/51/32/20/53/129 nokia company confidential nokia 7 / version 5.0 2001 / why-why analysis 寻根问底寻根问底分析法分析法description: the why-why analysis helps to
55、 identify the root cause(s) of a problem, by asking the question why about each cause.描述:寻根问底分析法通过对每个原因问个为什么来找出某一问题的根本原因.problem statement问题陈述问题陈述apparentcause表面原因表面原因leads torootcause导致根本原因导致根本原因导致根本原因导致根本原因apparentcause表面原因表面原因apparentcause表面原因表面原因rootcause根本原因根本原因 why ? 为什么为什么? why ? 为什么为什么? why
56、?为什么为什么?basictool基本工具基本工具30 nokia company confidential nokia 7 / version 5.0 2001 /step 3 check list 步骤步骤3检查表检查表checking the activities:检查活动检查活动:possible causes to the problem were identified. 确定了所有可能的问题原因.causes were identified based on the analysis of step 2.基于步骤2的分析确定了原因.root cause(s) to the prob
57、lem was/were found.找出了问题的根本原因.check question:检查问题检查问题: how did you find the root cause? 您是如何找到根本原因的?31 nokia company confidential nokia 7 / version 5.0 2001 /step 4 develop solutions步骤步骤4 寻求对策寻求对策key activities关键活动关键活动develop possible solutions for corrective and/or preventive actions.寻求对策,以采取纠正性/预防
58、性措施select the most suitable solution(s). 选择出一种或多种对策check question检查问题检查问题how does your solution solve the problem?您的对策是如何解决问题的?tools工具工具brainstorming脑力激荡法double team technique二人组技术solution selection table对策选择表 identifyidentifyproblemproblem确认问题确认问题确认问题确认问题analyzeanalyzeproblemproblem分析问题分析问题分析问题分析问题
59、determinedeterminecausescauses确定原因确定原因确定原因确定原因developdevelopsolutionssolutions寻求对策寻求对策寻求对策寻求对策planplanactionaction计划行计划行计划行计划行动动动动implementimplementsolutionsolution实施对策实施对策实施对策实施对策evaluateevaluateoutcomeoutcome评估结果评估结果评估结果评估结果1 12 23 34 45 56 67 732 nokia company confidential nokia 7 / version 5.0 2
60、001 /lucy writes down 3 - 5 suggestions on post-it notes3-5个建个建议议mike: 3 - 5 suggestions3-5个建议个建议robert: 3 - 5 suggestions3-4个建议个建议angela: 3 - 5 suggestions3-5个建议个建议123456| |selection of the 2-3 most voted solutions5313 suggestions on post-it notesfrom the 2. double team从第二个二人组中选出从第二个二人组中选出3个建议个建议12
61、3456| |selection of the 2-3 most voted solutions5313 suggestions on post-it notesfrom the 1. double team从第一个二人组中选出从第一个二人组中选出3个建议个建议double team technique二人组技术二人组技术description: double team (“2&2”) is a team working technique that ensures everybodys contribution towards creating ideas. 描述描述: :二人组二人组( (
62、即二对二即二对二) )技术是一种团队技术技术是一种团队技术, ,可使每人各尽所能可使每人各尽所能, ,产生出各自的想法产生出各自的想法. .learn more about double team technique at www.innotiimi.fi可从www.innotiimi.fi学到更多关于二人组技术的内容选择选择 23个投票最多的方案个投票最多的方案33 nokia company confidential nokia 7 / version 5.0 2001 /effectivenessestimated % of how much this solution will sol
63、ve the problem 有效性估计此方案能在多大程度上解决问题的百分比costin local currency (, $, etc.)成本本地货币time in weeks时间星期resource availabilityyes =enough resources (own)partly =not enough own resources, but more available in the organisationno =no resources available in the organization可获得资源有=足够的资源(自己组织结构中)部分=自己组织结构中没有足够的资源,但
64、可从其他机构中获得无=在各组织机构中均无资源solution # 1方案方案1solution # 2方案方案2solution # 3方案方案3solution # 4方案方案4effectiveness有效有效性性cost成本成本time时间时间 resource avail.资源资源70 � p e 00052 00024 00018 0001451215yespartlynoyes solution selection table 对策选择表对策选择表description: a solution selection table makes it easier to
65、 summarize the properties of possible solutions, making it easier to select the best solution.描述:对策选择表有助于总结各备选方案的特点,更易于选择出最佳z6尊龙旗舰厅的解决方案.basictool基本工具基本工具34 nokia company confidential nokia 7 / version 5.0 2001 /step 4 check list步骤步骤4 检查表检查表 checking the activities:检查活动检查活动:possible solutions to the problem
66、 were identified.确定了解决问题可能的对策.the best solution was chosen based on the criteria effectiveness, cost, time, resources.基于有效性,成本,时间及资源选择出了最好的对策.check question:检查问题检查问题: how does your solution solve the problem? 您的对策是如何解决问题的?35 nokia company confidential nokia 7 / version 5.0 2001 /step 5 plan action计划
67、行动计划行动key activities关键活动关键活动create a plan that will result in the effective implementation of the solution.制定出能够有效实施解决的计划.identify possible risks in implementation.预测实施过程中可能出现的风险.determine measures.确定衡量方法.check question 检查问题检查问题how will your solution be implemented?您将如何实施z6尊龙旗舰厅的解决方案?tools工具工具force field an
68、alysis 力场分析action plan 行动计划gantt chart 甘特图risk management 风险管理 identifyidentifyproblemproblem确认问题确认问题确认问题确认问题analyzeanalyzeproblemproblem分析问题分析问题分析问题分析问题determinedeterminecausescauses确定原因确定原因确定原因确定原因developdevelopsolutionssolutions寻求对策寻求对策寻求对策寻求对策planplanactionaction计划行动计划行动计划行动计划行动implementimplemen
69、tsolutionsolution实施对策实施对策实施对策实施对策evaluateevaluateoutcomeoutcome评估结果评估结果评估结果评估结果1 12 23 34 45 56 67 736 nokia company confidential nokia 7 / version 5.0 2001 /force field analysis 力场分析力场分析current situation目前状态目前状态technology focus以技术为中心desired future situation预期未来状态预期未来状态customer focus以客户为中心helping fo
70、rces推动力量推动力量hindering forces阻碍力量阻碍力量competitors actions竞争者举动customer demands客户需求marketing skills市场技能lack of technical resource广告代理history of the company公司历史management incentives tied to production volumes与产量相关的管理层奖励budget process预算过程description: force field analysis can be used to assess the impact
71、of a proposed solution by helping to understand and present the forces that impact a situation.描述描述:立场分析通过帮助了解并展示作用于方案过程的阻力和助力立场分析通过帮助了解并展示作用于方案过程的阻力和助力,来评价该z6尊龙旗舰厅的解决方案的成效来评价该z6尊龙旗舰厅的解决方案的成效.37 nokia company confidential nokia 7 / version 5.0 2001 /action plan行动计划行动计划description: an action plan is a simple way to
72、ensure everybody inthe team knows who does what by when, and what the measures are.描述:行动计划可清楚地定义出应采取的步骤,实施人及实施时间.what = specify the action to be taken什么=明确将要实施的行动who = person primarily responsible for action谁=行动的主要责任人by when = date or week何时截止=日期或星期measure = how do you know the action has been succe
73、ssfully completed.衡量=您是如何知道行动已被成功完成.basictool基本工具基本工具38 nokia company confidential nokia 7 / version 5.0 2001 /gantt chart (1/2)甘特图甘特图(1/2)description: a gantt chart is a time line based representation of an action plan. the purpose of a gantt chart is to display the relationships and duration of a
74、series of tasks required to complete an overall project.描述:甘特图是按时间顺序来描述的行动计划.其目的是显示一个整体项目中一系列任务之间的关系和持续时间.overview: the principle benefit of a gantt chart is its ability to show complex interrelated tasks fit together on a time line. initially this can show how the tasks are expected to run. the gan
75、tt chart can also be used to track progress and support alternative scenario planning.概述:甘特图最主要的作用是它能够表示在某一段时间内复杂相关的任务关系。最初它可以显示任务方向。甘特图同时可以用来跟踪事情发展，并支持计划另一备选的情形。 idtasks 任务任务predecessor前任前任duration 持续持续responsible负责人负责人start the project项目开始end the project项目结束the table below can be used to prepare a
76、 gantt chart.使用下列表格准备甘特使用下列表格准备甘特图图39 nokia company confidential nokia 7 / version 5.0 2001 /example of a gantt chart (2/2)甘特图举例甘特图举例(2/2)40 nokia company confidential nokia 7 / version 5.0 2001 /description: the purpose of risk management is to improve the probability of completing a plan as expect
77、ed by identifying and removing or reducing potential risks.描述描述:风险管理的目的是通过确认和转移或减少潜在风险，提高按期望完成计划的可能性risk management 风险管理风险管理 risk - brainstorm the possible risks and document them. 风险- 通过脑力激荡法找出可能的风险并记录它们. probability/impact - for each risk, assess the probability and impact with high (h), medium (m
78、) or low (l). with h-h for both probability & impact, take immediate action. 可能性/影响-对于每一个风险的可能性及影响作出高(h),中(m),低(l)的估计.对于在可能性及 影响为h-h的风险,立即采取行动. trigger - consider how you will know if the potential risk actually occurs. 引发- 考虑如果潜在风险确实发生您将如何知道. contingency plan - what will be done if the risk occurs?
79、 应急计划-如果风险发生,应该做什么?what is likely to go wrong?什么有可能出错什么有可能出错? (risk风险)probability可能性可能性 (h, m, l高,中,低)impact影响影响 (h, m, l高,中,低)how will i know?我将如何知道我将如何知道? (trigger引发)what will i do about it?我如何应对我如何应对? (contingency plan应急计划)1241 nokia company confidential nokia 7 / version 5.0 2001 /change managem
80、ent变化管理变化管理solving problems is very likely to affect people by changing通过改变以下内容，解决问题非常可能对人产生影响 the process 过程 the organization 组织结构 peoples roles within the organization人员在组织中的角色 the job requirements 工作需求 the systems people use 人们所使用的系统 poor change management leads to resistance to needed changes 不合
81、理的变化管理会导致对所需变化的抵制therefore, it is important to plan for change因此，为变化做计划是非常主要的42 nokia company confidential nokia 7 / version 5.0 2001 /the change process 变化过程变化过程1. rational 合理合理性性current situation当前状态当前状态2. human人人endings结束结束desired situation预期状态预期状态 beginnings开始开始43 nokia company confidential noki
82、a 7 / version 5.0 2001 / communicate沟通 whats happening and why 发生了什么，为什么 whats negotiable/non-negotiable and why 什么是可以通过谈判解决的/不能通过谈判解决的，为什么 invite a response and/or involvement 鼓励响应和/或参与 listen to concerns/ideas (and show you have heard) 听取担 心和/或意见（并表示您以听到） encourage dialogue (sense making) 鼓励对话 ado
83、pt ideas wherever appropriate 采纳合适的建议 recognize and value all contributions 认可并评价所有的贡献building readiness for change为变化做为变化做准备准备 i hate change, but i love to do new things.“ 我讨厌变化我讨厌变化,但我喜欢做新事情但我喜欢做新事情.”rosabeth moss kanter44 nokia company confidential nokia 7 / version 5.0 2001 /step 5 check list 步骤
84、步骤 5 检查表检查表checking the activities:检查活动检查活动:your action plan states who does what by when. 您的行动计划陈述由谁做,做什么及何时完成.risks in implementation have been identified and contingency plans are in place. 已确认实施过程中的风险并制定了应急计划.implications of change have been considered and acted upon.已考虑了隐含的变化及其实施.check question
85、:检查问题检查问题: how will your solution be implemented? 您是如何实施您的z6尊龙旗舰厅的解决方案的?45 nokia company confidential nokia 7 / version 5.0 2001 /step 6 implement solution步骤步骤 6 实施对策实施对策key activities 关键活动关键活动follow the action plan. 按行动计划执行.maintain communication with those effected. 与所有被计划影响的人保持沟通.continue to collect data
86、 to monitor the affect of the solution. 持续搜集资料以监控z6尊龙旗舰厅的解决方案产生的效果.check question 检查问题检查问题how are you progressing and what are the results? 您的进度如何?结果怎样?tools 工具工具graphs 图形histograms 直方图 identifyidentifyproblemproblem确认问题确认问题确认问题确认问题analyzeanalyzeproblemproblem分析问题分析问题分析问题分析问题determinedeterminecausescauses确定
87、原因确定原因确定原因确定原因developdevelopsolutionssolutions寻求对策寻求对策寻求对策寻求对策planplanactionaction计划行计划行计划行计划行动动动动implementimplementsolutionsolution实施对策实施对策实施对策实施对策evaluateevaluateoutcomeoutcome评估结果评估结果评估结果评估结果1 12 23 34 45 56 67 746 nokia company confidential nokia 7 / version 5.0 2001 /implementing the solution 实
88、施对策实施对策this is a step with three main elements:这是一个包含三个主要元素的步骤这是一个包含三个主要元素的步骤:1. keeping to specifications 保持规范2. monitoring performance 监控成效3. taking corrective action 采取纠正措施47 nokia company confidential nokia 7 / version 5.0 2001 /1. keeping to specifications 保持规范保持规范specifications were establishe
89、d in the planning phase (who, what, when, where, how).规范是在计划阶段确立的(谁,什么,何时,哪里,如何).implementation will not be successful if these specifications are not met.如果没有达到规范,实施将不会成功.48 nokia company confidential nokia 7 / version 5.0 2001 /2. monitoring performance 监控成效监控成效key elements 关键因素inspection - unanno
90、unced and random检查-不作事先公布的且是随机的interim progress reviews - fixed time schedule中间过程评审-固定的时间表testing - agreed at the planning stage测试-在计划阶段商定auditing - finances, purchases, safety, security, maintenance etc. 审核-财务,采购,安全,保密措施,维护等. document deviations from agreed specifications!记录与所定规范相背离的内容记录与所定规范相背离的内容
91、!49 nokia company confidential nokia 7 / version 5.0 2001 /3. taking corrective action采取纠正措施采取纠正措施where actual does not meet the specification.实际中何处没有达到规范要求.dont be too quick to take action, some deficiencies can become self-correcting.不要过快的采取行动,一些缺陷可以自行纠正.use a 10-point recovery plan if you start f
92、alling behind (see next slide).如果您开始落后,请使用一个10-点恢复计划(见下一页)50 nokia company confidential nokia 7 / version 5.0 2001 /10-point recovery plan 10-点恢复计划点恢复计划1require compliance 服从需求 2recover 恢复 3seek alternative sources 寻找可选资源4accept substitution 接受替代办法5renegotiate/ change the project requirements 重新协商/改
93、变项目需求6 offer incentives 提供激励7 narrow the scope 缩小范围8 accept partial delivery 接受局部交付9 escalate 逐步提高10 deploy more resources 配置更多资源these things you can consider to doif your project starts falling behind如果您的项目开始落后如果您的项目开始落后,您可以考虑做这些事情您可以考虑做这些事情51 nokia company confidential nokia 7 / version 5.0 2001 /
94、step 6 check list 步骤步骤6 检查表检查表 checking the activities:检查活动检查活动:review milestones have been set throughout the implementation. 回顾在实施过程中已设立了里程碑.progress was communicated to all involved. 进展情况在所有参与者中被沟通.changes (if any) to the plan were documented and agreed. 记录并协议通过了(如果有任何)有别于计划的变化.check question:检查问
95、题检查问题: how are you progressing and what are the results? 您的进度如何? 结果怎样?52 nokia company confidential nokia 7 / version 5.0 2001 /step 7 evaluate outcome步骤步骤7 评估结果评估结果key activities 关键活动关键活动review the implementation. 回顾实施情况.review and evaluate the results. 对结果进行回顾和评估.share the learning across the orga
96、nization. 在组织内部共享所得成果.check questions 检查问题检查问题how do you know the problem has been solved? 您是如何知道问题已解决?how have you shared what you learnt? 您是如何与他人共享所得成果的?tools 工具工具graphs 图形histograms 直方图nokia 7 improvement story 诺基亚七步法改进报告 identifyidentifyproblemproblem确认问题确认问题确认问题确认问题analyzeanalyzeproblemproblem分
97、析问题分析问题分析问题分析问题determinedeterminecausescauses确定原因确定原因确定原因确定原因developdevelopsolutionssolutions寻求对策寻求对策寻求对策寻求对策planplanactionaction计划行计划行计划行计划行动动动动implementimplementsolutionsolution实施对策实施对策实施对策实施对策evaluateevaluateoutcomeoutcome评估结果评估结果评估结果评估结果1 12 23 34 45 56 67 753 nokia company confidential nokia 7
98、/ version 5.0 2001 /closing the gap 关闭差距关闭差距gather data that proves the gap you defined in your problem statement (in step 1) has been closed and the problem has been solved.收集资料用以证明您在问题陈述(步骤1)中定义的差距已关闭, 且问题已得到解决.time时间performance成效desired 预期current现实gap差距差距before 以前以前performance 成效current = desired
99、现实=预期time时间after 后来后来54 nokia company confidential nokia 7 / version 5.0 2001 /problem statement问题陈述current situation 目前状态1.reason for improvement 需要改进的原因2. current situation analysis 现状分析7. evaluating outcome评估结果future plans 未来的计划6. solution implementation对策实施4. potential solutions 可能的对策5. action p
100、lan行动计划desired situation预期状态3. root cause analysis 根本原因分析nokia 7 improvement story 诺基亚七步法改进报诺基亚七步法改进报告告basictool基本工具基本工具55 nokia company confidential nokia 7 / version 5.0 2001 /step 7 check list 步骤步骤7 检查表检查表 checking the activities:检查活动检查活动:the gap defined in the problem statement has been closed.
101、问题陈述中定义的差距已被关闭.team success as well as the business results have been evaluated. 已对团队成功及业务成果进行了评估.new opportunities for using nokia 7 have been sought. 已找到了使用诺基亚七步法的新时机.the learning has been shared within the organization. 已在组织内共享所获知识.check questions:检查问题检查问题: how do you know the problem has been so
102、lved? 您如何知道问题已被解决? how have you shared what you learnt? 您是如何与他人共享所得成果的?56 nokia company confidential nokia 7 / version 5.0 2001 /nokia 7 material 诺基亚七步法资料诺基亚七步法资料 leaflet 小册子 card with check questions 检查问题卡 pocket book 便携式书本 e-learning module (30 min self-study)http:/ the i further questions, write
103、 or get in touch with your local nokia 7 contactperson. 如果有进一步的问题,可以写信至 或与当地诺基亚七步法联系人联系. identifyidentifyprobleproblemm确认问题确认问题确认问题确认问题analyzeanalyzeprobleproblemm分析问题分析问题分析问题分析问题determindetermine ecausescauses确定原因确定原因确定原因确定原因developdevelopsolutionsolutions s寻求对策寻求对策寻求对策寻求对策planplanactionaction计划行计划
104、行计划行计划行动动动动implemeimplementntsolutionsolution实施对策实施对策实施对策实施对策evaluateevaluateoutcomoutcome e评估结果评估结果评估结果评估结果1 12 23 34 45 56 67 757 nokia company confidential nokia 7 / version 5.0 2001 /additional nokia 7 slides诺基亚七步法附加内容诺基亚七步法附加内容58 nokia company confidential nokia 7 / version 5.0 2001 /the proces
105、s model 过程模式过程模式to get results, should we focus on the y or xs ?为了得到结果,我们应关注y还是xs?x1, x2, ., xninput-process 输入-过程independent 独立的cause 原因control 控制youtput 输出dependent 部门effect 结果monitor 监控outputs = f (inputs)输出= f (输入)or 或y = f (x1xn)59 nokia company confidential nokia 7 / version 5.0 2001 /more com
106、plex charts: the x/mr chart更为复杂的图形更为复杂的图形: x/mr 图图60 nokia company confidential nokia 7 / version 5.0 2001 /stakeholder analysis (1/2) 相关方分析相关方分析description: the purpose of stakeholder analysis is to identify individuals and groups capable of influencing the success of change so that their positive
107、involvement can be maximised.描述: 分析的目的是为了确认个人和团体影响变化成功的能力，使他们的正面参与最大化overview: all people or groups of people affected by change will react to that change in different ways. 概述：受到变化影响的所有个人和团体对变化的反应是不一样的.this may be caused by any number of reasons, such as; past experience, different priorities, futu
108、re aspirations or personal interests. 有很多原因引起，比如：以往经验，不同的主次观，未来的动力或个人喜好whatever the reason, some people will support the change while others will resist. 无论什么原因，有些人会支持，而有些人会抵制stakeholder analysis provides a means of identifying all those affected by the change, analysing their possible response to t
109、hat change, so that actions can be taken to enhance positive involvement and reduce negative influences. 立场分析提供一个方法，确认所有受到影响的人，分析他们的可能反应，以便采取行动加强正面参与，减少负面影响61 nokia company confidential nokia 7 / version 5.0 2001 /stakeholder analysis (2/2) 相关方分析相关方分析impact ofchange变化产生的冲击reactionto change对变化的反应high
110、高medium中low 低blockers floating champions阻挡者 voters 永往直前者 不定者 focus effort where it counts!在有价值的地方集中努力!62 nokia company confidential nokia 7 / version 5.0 2001 /improvement selection matrix 改进选择矩阵改进选择矩阵weak strong弱弱强强fast快快slow慢慢speed of impact on business measures作用于业务测量的冲作用于业务测量的冲击的速度击的速度contributi
111、on to problem对问题的贡献对问题的贡献63 nokia company confidential nokia 7 / version 5.0 2001 /action planning 行动计划行动计划divide solution(s) into actions.将方案分割成行动.assign responsibilities.分派职责.create a schedule. 制定时间表.who?谁? when?何时?what?什么?measure: time时间时间 衡量衡量: : cost 费用费用 quality质量质量time (25% improvement)时间时间(2
112、5%改进改进)quality (50% reduction in expenses of quality failures)质量质量(减少减少50%质量故障的开支质量故障的开支)cost (20% productivityimprovement)费用费用(提高提高20%生产力生产力)64 nokia company confidential nokia 7 / version 5.0 2001 /corrective or preventive action纠正或预防行动纠正或预防行动both correct the situation 两者都能够纠正事态both can solve the
113、problem 两者都能够解决问题both can affect cause(s), even root causes两者都可以影响起因，甚至根源both have advantages and disadvantages 两者都有优点和缺点corrective action: action taken to eliminate the causes of a existing problem or nonconformity in order to fix the problem.纠正行动：消除现存问题或不一致性的起因，以解决问题.preventive action: action take
114、n to eliminate the causes of a existing/potential problem or nonconformity in order to prevent occurrence/recurrence.预防行动：消除现存/潜在问题或不一致性的起因，以预防问题的出现/再现.65 nokia company confidential nokia 7 / version 5.0 2001 /what is sharing good practices?什么是什么是“ 共享良好的实践共享良好的实践”collect收集收集team 1团对1team 2团对2good pr
115、actice良好的实践need for a change 改变的需要changedhabit改变习惯share共享共享feedback反馈adapt 改改编编review回顾66 nokia company confidential nokia 7 / version 5.0 2001 /six sigma & nokia 7nokia 7six sigma67 nokia company confidential nokia 7 / version 5.0 2001 /nokia 7 vs kepner tregoesituation appraisalproblem analysis事态评
116、估问题分析problem analysis问题分析problem analysis问题分析potential problem analysis潜在问题分析decision analysis决策分析 identifyidentifyprobleproblemm确认问题确认问题确认问题确认问题analyzeanalyzeprobleproblemm分析问题分析问题分析问题分析问题determindetermine ecausescauses确定原因确定原因确定原因确定原因developdevelopsolutionsolutions s寻求对策寻求对策寻求对策寻求对策planplanactionaction计划行计划行计划行计划行动动动动implemeimplementntsolutionsolution实施对策实施对策实施对策实施对策evaluateevaluateoutcomoutcome e评估结果评估结果评估结果评估结果1 12 23 34 45 56 67 7