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质量问题的有效分析与解决实务（广州，6</SPAN>月26-27</SPAN>日） </SPAN></SPAN> 【培训日期】</SPAN>2009</SPAN>年6</SPAN>月26-27</SPAN>日</SPAN></SPAN> 【培训地点】</SPAN>广州</SPAN></SPAN> 【备注说明】</SPAN>本培训班全年循环开课，如有需求，欢迎来电咨询！</SPAN></SPAN> 【培训对象】</SPAN>QC</SPAN>控制人员、持续改进小组人员、基础管理人员、解决问题人员</SPAN></SPAN> 【课程背景】 </SPAN></SPAN></SPAN> </SPAN></SPAN>找不到问题在哪里，碰到质量问题无从下手，病急乱投医...</SPAN>企业遇到质量问题该如何应对？本课程将讲授一种被业界广为认可的质量问题分析与解决的运作机制，详细阐述品管小组团队建设、运作流程，同时也把解决问题的工具与结构化的步骤进行有机的整合，从而构架完整的团队问题分析与解决方案。通过课堂上大量的有针对性的练习，学员能够在最短的时间内迅速掌握质量问题分析与解决的精义，能极大的改善问题分析与解决的能力，并在实践中及时有效的解决企业面临问题。培训效果立竿见影。</SPAN></SPAN> </SPAN> 【课程大纲】</SPAN></SPAN> </SPAN> 一、解决问题的概念和特征</SPAN></SPAN> </SPAN></SPAN>■什么是问题</SPAN></SPAN> </SPAN></SPAN>■什么是解决问题</SPAN></SPAN> </SPAN></SPAN>■有效/</SPAN>无效解决问题的特征是什么</SPAN></SPAN> </SPAN> 二、问题解决团队建设简介</SPAN></SPAN> </SPAN></SPAN>■解决问题的团队建设</SPAN></SPAN> </SPAN></SPAN>■问题解决小组的活动特点</SPAN></SPAN> </SPAN></SPAN>■如何确保小组的成功</SPAN></SPAN> </SPAN> 三、解决问题的结构化模式及工具</SPAN></SPAN> </SPAN>1</SPAN>）鉴别和选择问题---</SPAN>鉴别问题区域，明确定义问题</SPAN></SPAN> </SPAN></SPAN>■课题的三个来源</SPAN></SPAN> </SPAN></SPAN>■如何自选课题</SPAN></SPAN> </SPAN></SPAN>■如何定义问题</SPAN></SPAN> </SPAN></SPAN>■头脑风暴法---</SPAN>广泛的收集创新观念</SPAN></SPAN> </SPAN> </SPAN>2</SPAN>）把握现状---</SPAN>找出问题症结</SPAN></SPAN> </SPAN></SPAN>■为什么要把握现状</SPAN></SPAN> </SPAN></SPAN>■如何把握现状</SPAN></SPAN> </SPAN></SPAN>■找出问题症结</SPAN></SPAN> </SPAN></SPAN>■层别法---</SPAN>找出问题症结</SPAN></SPAN> </SPAN></SPAN>■柏拉图---</SPAN>找出问题症结</SPAN></SPAN> </SPAN></SPAN>■以客户的实际问题来进行层别法和柏拉图练习与评点</SPAN></SPAN> </SPAN> </SPAN>3</SPAN>）鉴别根本原因---</SPAN>鉴别和评估各种可能的原因</SPAN></SPAN> </SPAN></SPAN>■鱼骨图---</SPAN>鉴别问题潜在的各种原因</SPAN></SPAN> </SPAN></SPAN>■以客户的实际问题来进行鱼骨图练习与评点</SPAN></SPAN> </SPAN></SPAN>■故障树分析（FTA</SPAN>）---</SPAN>如何找到问题的根源</SPAN></SPAN> </SPAN></SPAN>■故障树练习与评点</SPAN></SPAN> </SPAN> </SPAN>4</SPAN>）发展多种解决方案---</SPAN>寻找并鉴别多种问题解决方案</SPAN></SPAN> </SPAN></SPAN>■系统图---</SPAN>复杂原因和措施的探究</SPAN></SPAN> </SPAN></SPAN>■以客户的实际问题来进行系统图练习与评点</SPAN></SPAN> </SPAN> </SPAN>5</SPAN>）筛选方案，制订行动计划---</SPAN>根据确定的标准筛选方案，制订详细的行动计划（预计的效果和可测量的监控措施等）</SPAN></SPAN> </SPAN></SPAN>■决定矩阵---</SPAN>比较和评估可选择方案的工具</SPAN></SPAN> </SPAN></SPAN>■以客户的实际问题来进行决定矩阵联习与评点</SPAN></SPAN> </SPAN></SPAN>■目标设定的SMART</SPAN>原则</SPAN></SPAN> </SPAN></SPAN>■甘特图（行动计划表）---</SPAN>规范工作安排的工具</SPAN></SPAN> </SPAN></SPAN>■以客户的实际问题来进行甘特图练习与评点</SPAN></SPAN> </SPAN> </SPAN>6</SPAN>）执行解决方案---</SPAN>严格按照计划执行方案</SPAN></SPAN> </SPAN></SPAN>■控制图 ---</SPAN>监控过程的变异波动是否稳定的工具</SPAN></SPAN> </SPAN></SPAN>■控制图的画法与判异</SPAN></SPAN> </SPAN></SPAN>■以客户的实际问题来进行控制图的练习与评点</SPAN></SPAN> </SPAN></SPAN>■效果评估</SPAN></SPAN> </SPAN> </SPAN>7</SPAN>）标准化---</SPAN>评估结果，确保有效；标准化</SPAN></SPAN> </SPAN></SPAN>■小组活动发表---</SPAN>泛化，效果最大化</SPAN></SPAN> </SPAN></SPAN>■过程文件化――FMEA</SPAN>简介</SPAN></SPAN> </SPAN></SPAN>■小组发表的活动形势</SPAN></SPAN> </SPAN></SPAN>■成功的案例</SPAN></SPAN> </SPAN> 【讲师介绍】</SPAN></SPAN> </SPAN></SPAN>刘老师，中国培训资讯网(www.e71edu.com)</SPAN>资深讲师，</SPAN>MBA</SPAN>工商管理硕士，曾任职博世电动工具（中国）有限公司品保部经理，MOTOROLA</SPAN>移动通信设备有限公司品保部主管和黑带冠军，Motorola Black Belt Instructor</SPAN>（黑带讲师），MOTOROLA</SPAN>认可的 |