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QIT Facilitator Training
QIT 促進員培訓
(海量营销管理培训资料下载)
QIT & Improvement
QIT 與改善
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Q—Quality 品質
什麼是品質 What is QualityWhat is Quality
顧客滿意的產品或服務顧客滿意的產品或服務
Customer satisfied product or serviceCustomer satisfied product or service
什麼是顧客 who is customerwho is customer
接收產品接收產品//服務的組織或人服務的組織或人
the person/organization who receives the person/organization who receives
product/serviceproduct/service
優質的要求 requirements of excellent qualityrequirements of excellent quality
物超所值物超所值 superb valuesuperb value
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I –Improvement 改進
改進是指為改善產品的特性和改進是指為改善產品的特性和((或或))提高用於生產和交付產品的過提高用於生產和交付產品的過
程的有效性和效率所開展的活動，程的有效性和效率所開展的活動，…………必要時，對結果進行評審，必要時，對結果進行評審，
以確進一步的機會審核、顧客反饋和品質管理體系評審也可用於以確進一步的機會審核、顧客反饋和品質管理體系評審也可用於
識別這些機會改進是一種持續的活動。識別這些機會改進是一種持續的活動。
Improvement refers to the actions taken to enhance the Improvement refers to the actions taken to enhance the
features and characteristics of products and/or increase features and characteristics of products and/or increase
the effectiveness and efficiency of processes used to the effectiveness and efficiency of processes used to
produce and deliver them… Results are reviewed, as produce and deliver them… Results are reviewed, as
necessary, to determine further opportunities for necessary, to determine further opportunities for
improvement. Audits, customer feedback and review of improvement. Audits, customer feedback and review of
the quality management system can also be used to the quality management system can also be used to
identify opportunities. Improvement is a continual identify opportunities. Improvement is a continual
a c t i v i t y .a c t i v i t y .
ISO-9000:2000 -9000:2000
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T-Team 團隊
二人或以上 never alone
方向一致 unified goals
共同目標 unified objectives
資源共享 share resources
榮辱與共 share pride
各司其職 division of work
各盡其責
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QIT-品質改善小組
由個別部們或跨功能小組,對品質作出長期或
短期改善活動‧
functional or cross-functional teams, long-
term or short-term quality improvement
activities
以小組形式活動，透過定期會議及其他活動
act as a team, through periodic meetings or
other activities
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跨功能(部門)管理
Cross-functional(departmental)management
改善工作重點是TQM ，而達到目標，必須跨
越各功能性部門之間障礙。如品質問題非由品
管部門獨自負責。
Focus at TQM, to achieve objectives,
must cross functional barriers. Quality
problems are not the responsibility of
one department alone.
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跨功能(部門)管理
Cross-functional(departmental)management
跨功能管理是指為達成QCDMS跨越部門
之間管理活動。
Cross-functional management
means to achieve QCDMS across the
departments
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改善觀念
Improve attitude
改善與管理改善與管理 Kaizen and Kaizen and
managementmanagement
過程與結果過程與結果 process and resultprocess and result
遵循遵循 PDCA PDCA循環循環/ SDCA/ SDCA循環循環 follow PDCA/SDCAfollow PDCA/SDCA
品質第一品質第一 Quality firstQuality first
用數據說話用數據說話 talk with figurestalk with figures
下一制程就是顧客下一制程就是顧客 the next process is the next process is
customercustomer
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品質改進的定義
Quality improvement defined
品質改進品質改進
quality improvementquality improvement
品質管理中致力於提高有效性和效率的部份品質管理中致力於提高有效性和效率的部份
the part in quality management that deals the part in quality management that deals
with effectiveness and efficiencywith effectiveness and efficiency
有效性有效性
effectivenesseffectiveness
完成所策劃的活動並達到所策劃的結果程度的度量完成所策劃的活動並達到所策劃的結果程度的度量
a measure of achieving planned activities and a measure of achieving planned activities and
get resultsget results
ISO:9000 -14ISO:9000 -14
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品質改進的定義
Quality improvement defined
效率
efficiency
所達到的結果與所用的資源之間的關係
relationship between results
achieved and resources used
ISO:9000 -14ISO:9000 -14
品質改進的杠杆原理
Quality improvement leverage theory
交付交付 deliver deliver
品質問題
quality problem
制造制造 production production
流程設計流程設計 process design process design
產品產品//服務設計服務設計
product/service designproduct/service design
事後糾正事後糾正 corrective action corrective action
客方客方
customercustomer
組織組織
organisationorganisation
設計設計
designdesign
過程控制過程控制
process process
controlcontrol
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維持與改進
Maintenance and improvement
維持是依照標準的作業程序來工作；
maintenance is operate according
to instructions
改進是以改進現有標準為目標的活動。
Improvement is improve the existing
instructions or standards
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創新與改進之分別
Innovation and improvement
創新
Innovation
則是借助大筆資源投資於新技術或設備，
而產生急劇變化的改進
Capital investment in technology
and equipment, big changes take
place
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創新與改進之分別
Innovation and improvement
改進改進
ImprovementImprovement
是強調以員工的努力、士氣、溝通、訓練、團隊、是強調以員工的努力、士氣、溝通、訓練、團隊、
參與及自律來達成目標，由於持續不斷的努力，參與及自律來達成目標，由於持續不斷的努力，
所產生的是小步伐改進，而遂次累積而成所產生的是小步伐改進，而遂次累積而成
Stress employee contribution, morale, Stress employee contribution, morale,
communication, training, team work and communication, training, team work and
self-discipline to achieve results. As the self-discipline to achieve results. As the
effort is continual, small steps can be effort is continual, small steps can be
.
創新、改進、維持、概念圖創新、改進、維持、概念圖
innovation, improvement, maintenance concept diagraminnovation, improvement, maintenance concept diagram
（今井正明（今井正明 Gemba Kaizen Gemba Kaizen著）著）
高層管理高層管理
senior managementsenior management
中階管理中階管理
middle managementmiddle management
督導人員督導人員
supervisory staffsupervisory staff
作業人員作業人員
operating leveloperating level
維持維持
MaintenanceMaintenance
創新創新
InnovationInnovation
改進改進
ImprovementImprovement
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持續改進
Continual Improvement
是一種以追求更高的過程效果和效率為
目標的持續活動。
Is a series of activities in pursue of
higher process efficiency and
efficiency
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為何要持續改進?
why continual improvement
顧客的需要在變化
customer requirements are changing
社會在進步
the society is progressing
技術在發展
technology is development
競爭對手不斷增強
competition is increasing
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品質改進的層面
quality improvement interface
高層的品質改進項目
senior management quality improvement
projects
管理上決策問題及技術上的設計問題
management decisions and technical
design problems
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品質改進的層面
quality improvement interface
中層的品質改進問題中層的品質改進問題
middle management quality improvement middle management quality improvement
projectsprojects
方針目標的落實、策略上制定及指導和組織方針目標的落實、策略上制定及指導和組織
改進的進行充分發揮資源整體的效用改進的進行充分發揮資源整體的效用
quality policy and objectives planning, quality policy and objectives planning,
imp l emen t a t i o n p r epa r a t i o n a nd imp l emen t a t i o n p r epa r a t i o n a nd
instruction, overall effective deployment of instruction, overall effective deployment of
r e s o u r c e sr e s o u r c e s
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品質改進的層面
quality improvement interface
基層的品質改進問題
front level quality improvement projects
操作層的改進，重點是提高過程實現的
產品及日常工作品質
shopfloor level improvements, focus at
process improvement and daily quality
work
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改進的目標
The objective of quality improvement
QUALITY 提升品質
COSTING 降低成本
DELIVERY 準時交付
SERVICE 優質服務
MANAGEMENT 有效管理
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品質改善目標的準則
A guide to quality improvement
objective
S (Specific) : 目標明確
M(Measurable) : 目標可量性
A (Attainable) : 目標經努力可達成
R (Relevant) : 目標需具價值性
T (Time Table) : 目標需以時間衡量
結果
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持續改進的對象
Continual improvement Objects
MAN 人員
MACHINE 設備
MATERIAL 物料
METHOD 方法
ENVIRONMENT 環境
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3M 與 3K
3M and 3K
MUDAMUDA -- 無馱無馱 ( (浪費浪費))
MURAMURA -- 無穩無穩 ( (不規則不規則))
MURI MURI -- 無理無理 ( (過勞性過勞性))
Gemba kaizen checkpointsGemba kaizen checkpoints
改善現場的查核點改善現場的查核點
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3M 與 3K
3M and 3K
KIKENKIKEN -- 危險危險
KITANAIKITANAI -- 髒污髒污
KITSUIKITSUI -- 勞累勞累
common faults are the reverse of idealcommon faults are the reverse of ideal
現場慣見現象，是理想現場的反面現場慣見現象，是理想現場的反面
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The Step Of QIT
QIT 的步驟
管理循環管理循環 – – 持續改進持續改進
management cycle - continual improvingmanagement cycle - continual improving
行動
Action
計劃
Plan
執行
Do
檢討
Check
DEMING CYCLE 戴明循環圖
行動
Action
計劃
Plan
執行
Do
檢討
Check
行動
Action
計劃
Plan
執行
Do
檢討
Check
PDCA 四個階段，八個步驟
4 stages 8 steps
P P 分析分析現狀現狀找出找出問題問題
analysisanalysis
分析分析產產生生問題問題的原因的原因
find causesfind causes
找出主要原因找出主要原因
find root causesfind root causes
制定制定計劃擬計劃擬定措施定措施
plan and scheduleplan and schedule
DD 執執行行計劃計劃、、實實施措施施措施
implementimplement
CC 檢檢查工作、查工作、
調調查效果查效果
check, inspectcheck, inspect
AA 標準標準化化
standardizestandardize
穩穩固成固成績績
ensure resultsensure results
遺遺留留問題問題
next problemnext problem
轉轉到下期到下期
go to next stagego to next stage
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品質改善專案法
quality improvement task force method
團隊選定團隊選定 select teamselect team
現況調查現況調查 check present statuscheck present status
現況分析現況分析 analysisanalysis
題案確定題案確定 define projectdefine project
要因分析要因分析 cause-and-effect analysiscause-and-effect analysis
制定日程表制定日程表 schedulingscheduling
方案實施方案實施 implementimplement
結果跟進結果跟進 follow-upfollow-up
標準化標準化 standardizestandardize
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尋找改善的根源
find sources of improvement
自我的突破
self breakthrough
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改善的原則
principles of improvement
管理突破原則
the breakthrough principle:
對舊的標準水平作出衡量，從而追求較
高的品質水平要求
measure the existing standard
level, pursue higher standard
level‧
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改善的原則
principles of improvement
過程原則過程原則
process principleprocess principle
品質改進可以是全過程或某一過程的改進，目的品質改進可以是全過程或某一過程的改進，目的
在追求更高過程效益及效率在追求更高過程效益及效率
quality improvement can be whole series quality improvement can be whole series
of processes or any one process. Aiming of processes or any one process. Aiming
at higher efficiency and effectivenessat higher efficiency and effectiveness
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改善的原則
principles of improvement
預防原則預防原則
the principle of preventionthe principle of prevention
品質改進應致力經常性尋找改進機會，而不只是品質改進應致力經常性尋找改進機會，而不只是
等待問題暴露再去找機遇，預防及糾正措施是品等待問題暴露再去找機遇，預防及糾正措施是品
質改進的關鍵問題質改進的關鍵問題
quality improvement is continual looking quality improvement is continual looking
for opportunities to improve, not to wait for opportunities to improve, not to wait
until problems surfaced. Corrective and until problems surfaced. Corrective and
preventive actions are criticalpreventive actions are critical
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尋根方法 -- QC 七工具
Getting to the root -- QC seven tools
現場問題，現場解決 Gemba problem,
Gemba solve
實例分析 case anlaysis
收集數據 data collection
以七工具分析 analysis by 7
tools
訂立解決方案 plan the solution
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QC QC 七工具七工具((計算及實踐計算及實踐))
7-tools(calculate and 7-tools(calculate and
implement)implement)
典型流程典型流程
standard flowstandard flow
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QC 七工具
7-tools
特性特性
characteristicscharacteristics
簡單易用簡單易用((管制圖除外管制圖除外))
simple(except control chart)simple(except control chart)
特別合用於現場改善特別合用於現場改善
very suitable for gemba kaizenvery suitable for gemba kaizen
主要用於處理數值資料主要用於處理數值資料((魚骨圖除外魚骨圖除外))
mainly used in handling numerical mainly used in handling numerical
data(except fish-bone)data(except fish-bone)
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QC 七工具(簡介)
7-tools (Briefing)
魚骨圖 - 現象分析及分類工具
fish-bone diagram – a status analysis and
categorization tool
檢查表 - 收集及檢查工具
check list – a collection and inspection tool
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柏拉圖 - 定出重要少數及行動先後的工具
perato diagram a tool to define critical few
and action priority
散佈圖 - 定出兩個參數間關係的工具
scatter diagram – a tool to define the
relationship between two factors
QC 七工具(簡介)
7-tools (Briefing)
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層別法層別法 - - 判斷混合數據有否層級的工具判斷混合數據有否層級的工具
stratter diagram – a tool to judge if mixed data stratter diagram – a tool to judge if mixed data
exist straterexist strater
直方圖直方圖 - - 群組的分佈狀況判斷工具群組的分佈狀況判斷工具
histogram – a tool to judge data group scatterhistogram – a tool to judge data group scatter
控制圖控制圖 - - 判斷實時製程波動的工具判斷實時製程波動的工具
control diagram – a tool to indicate real-time control diagram – a tool to indicate real-time
fluctuationfluctuation
QC 七工具(簡介)
7-tools (Briefing)
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特性要因圖
cause and effect diagram
又稱魚骨圖因連結結果與原因及效果，
狀似魚骨
(fish-bone) showing the relationship
between the cause and its effects
石川馨教授創於石川馨教授創於 1952 1952 年年
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特性要因圖
cause and effect diagram
決定問題決定問題 ( (激盪法激盪法))
define problem(brain-stroming)define problem(brain-stroming)
起骨、分類、大骨、中骨、小骨起骨、分類、大骨、中骨、小骨
initial bone,classify, big bone, middle bone, initial bone,classify, big bone, middle bone,
small bonesmall bone
集中式思考，定出重點順序集中式思考，定出重點順序
concentration, define sequenceconcentration, define sequence
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特性要因圖
cause and effect diagram
用用5H1W5H1W法逐項列出問題點法逐項列出問題點
list problem points, make use of 5H1Wlist problem points, make use of 5H1W
原因解釋愈細愈好原因解釋愈細愈好
detail explainationdetail explaination
以現場第一線問題先作考慮以現場第一線問題先作考慮
on-site, front-line is the priorityon-site, front-line is the priority
用用5M5M選題法表決優先處理問題選題法表決優先處理問題
prioritize by 5Mprioritize by 5M
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特性要因圖
cause-and-effect diagram
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要因圖特性
cause-and-effect characteristics
以現象第一線所發生問題作考慮以現象第一線所發生問題作考慮
consider what is happening on-siteconsider what is happening on-site
是一種教育經驗是一種教育經驗
an educational experiencean educational experience
是討論問題的捷徑是討論問題的捷徑
a fast track for problem discussiona fast track for problem discussion
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要因圖特性
cause-and-effect characteristics
表現出分析水準表現出分析水準
an indication of ability to analyzean indication of ability to analyze
展現問題的因果關係、工作層次展現問題的因果關係、工作層次
indicate cause and effect of a problem, action indicate cause and effect of a problem, action
levelslevels
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柏拉圖柏拉圖
Pareto diagramPareto diagram
意大利經濟學者意大利經濟學者Etlaian economist V. Pareto (1848Etlaian economist V. Pareto (1848
-1923)-1923)於於18971897年分析其社會經濟結構，發現國民所年分析其社會經濟結構，發現國民所
得的大部份集中於少數人。於是將所得大小與擁得的大部份集中於少數人。於是將所得大小與擁
有所得之關係以一方程式表示，稱為「柏拉法則有所得之關係以一方程式表示，稱為「柏拉法則
」。」。
When analyse social economic structure, When analyse social economic structure,
discovered that national wealth are in the hands of discovered that national wealth are in the hands of
a few. He devised a method to calculate wealth a few. He devised a method to calculate wealth
and owners of the is the so called and owners of the is the so called
‘pareto principle’‘pareto principle’
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柏拉圖的原理
the pareto principle
根據所收集數據按不良原因、不良狀
況、不良發生位置等不同區分標準，
以尋求佔最大比率的原因、狀況或位
置的一種圖形。
collect data， find out defect reasons,
distribution, location, define major
share causes, distribution and location
in a diagram
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柏拉圖的原理
the pareto principle
從圖中可看出那一項目有問題，其影響程度如何，從圖中可看出那一項目有問題，其影響程度如何，
以判斷問題的癥結點，並針對問題點採取改善措以判斷問題的癥結點，並針對問題點採取改善措
施，故又稱「施，故又稱「ABCABC圖」圖」((依價值的大小而付出不依價值的大小而付出不
同的努力同的努力))。。
Identify problem items from the diagram, judge Identify problem items from the diagram, judge
its impacts, and take corrective actions, this is its impacts, and take corrective actions, this is
also called ‘ABC diagram’ (value and attention also called ‘ABC diagram’ (value and attention
in proportion)in proportion)
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「其他」項
目在最末
各柱位最好
連合一起，
寬度一致，
以顏色別
累計百分比
統計目標
分類
最大值在左，
順延向右
標題
斜度漸減
的折線
柏拉圖的製作
prepare a pareto diagram
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柏拉圖的使用場合
when to use pareto diagram
處理大量現存資料的工具處理大量現存資料的工具
handle large quantity of datahandle large quantity of data
表達總體數據分佈的工具表達總體數據分佈的工具
show overall data distributionshow overall data distribution
決定改善目標的先後定位決定改善目標的先後定位
determine improvement prioritydetermine improvement priority
改善前後的比較改善前後的比較
compare before and after improvementcompare before and after improvement
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直方圖功能直方圖功能
what a historgram can dowhat a historgram can do
測知製程能力，作為製程改善依據。測知製程能力，作為製程改善依據。
Predict process capability, a basis for process Predict process capability, a basis for process
improvementimprovement
計算產品不良率。計算產品不良率。
Calculate product defectCalculate product defect
調查是否混入兩個以上不同群體。調查是否混入兩個以上不同群體。
Find out if two or more types are clusteredFind out if two or more types are clustered
測知有沒有假數據。測知有沒有假數據。
Detect any false dataDetect any false data
測知分配形態。測知分配形態。 Detect distribution shapeDetect distribution shape
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直方圖功能
what a histogram can do
藉以訂定規格界限。
Define limits
與規格或標準值比較。
Compare with standards or specifications
研判所設界限是否恰當。
Judge the appropriateness of limitation
改善前及後之比較。
Compare before and after
(海量营销管理培训资料下载)
團隊選定
- 人才梯隊準備
Team selection
-prepare the successions
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課題類型與人員選定課題類型與人員選定
project type and member selectionproject type and member selection
現場型現場型——以現場流程改善為主以現場流程改善為主
Gemba type -aiming at gemba processesGemba type -aiming at gemba processes
改善活動明確，以前線作業人員為主力，輔以技術及支援人改善活動明確，以前線作業人員為主力，輔以技術及支援人
員員
definate, front-line, supported by technical and admin. staffdefinate, front-line, supported by technical and admin. staff
成員中加入具潛質員工，利用改善活動作進階培訓成員中加入具潛質員工，利用改善活動作進階培訓
members include potential operators for promotionmembers include potential operators for promotion
由於前線人員多屬配合型，故應加入主動型員工以配合由於前線人員多屬配合型，故應加入主動型員工以配合
active members are needed to work with reactive membersactive members are needed to work with reactive members
對於前線人員為主時，應配以中層人員，避免太多高層人員對於前線人員為主時，應配以中層人員，避免太多高層人員
做成壓力做成壓力
facilitated by supervisory staff to avoid too much pressure facilitated by supervisory staff to avoid too much pressure
from abovefrom above
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攻關型攻關型——著重技術難度較大的改進著重技術難度較大的改進
breakthrough - type focus on technical problemsbreakthrough - type focus on technical problems
以技術人員為主力，前線員工作數據提供，支援人員應具相以技術人員為主力，前線員工作數據提供，支援人員應具相
當技術知識當技術知識..
lead by technical staff, front-line provide data, admin. lead by technical staff, front-line provide data, admin.
provide informationprovide information
技術活動進度較慢及資源運用難控制，高層的參與起一定積技術活動進度較慢及資源運用難控制，高層的參與起一定積
極作用極作用
may be slow, senior management involvement is motivatemay be slow, senior management involvement is motivate
對攻關型課題，如資深員工較多時，當收事倍工半之效對攻關型課題，如資深員工較多時，當收事倍工半之效
more experience staff participation is advantageousmore experience staff participation is advantageous
課題類型與人員選定課題類型與人員選定
project type and member selectionproject type and member selection
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管理型管理型——主要為管理層的專業改善主要為管理層的專業改善
management type - management performance improvementmanagement type - management performance improvement
課題內容涉及管理決策，應以中層以上管理人員，高層參與課題內容涉及管理決策，應以中層以上管理人員，高層參與
度比例較大度比例較大
involve management decision, senior management must involve management decision, senior management must
participateparticipate
參與人員應以活躍型及主動型參與人員應以活躍型及主動型
members are more activemembers are more active
加入明日之星的管理人員，對其信心增加起積極作用加入明日之星的管理人員，對其信心增加起積極作用
involve management stars are motivatinginvolve management stars are motivating
涉及資源較多時涉及資源較多時,,應考慮加入財務人員，以計算效益應考慮加入財務人員，以計算效益
may need more resources, finance people could be a membermay need more resources, finance people could be a member
課題類型與人員選定課題類型與人員選定
project type and member selectionproject type and member selection
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服務型服務型——內部或外部的協調的改善內部或外部的協調的改善
service type - internal and external co-ordinationservice type - internal and external co-ordination
以支援部門及前線人員為主，配合技術人員以支援部門及前線人員為主，配合技術人員
mainly admin. and front-line staff, supported by technical mainly admin. and front-line staff, supported by technical
staffstaff
參與人員活躍性比例較重參與人員活躍性比例較重
active membersactive members
如涉及外部客戶，應考慮高層參與如涉及外部客戶，應考慮高層參與
if involve customers, senior participation is neededif involve customers, senior participation is needed
經驗員工為主幹，輔以資深員工經驗員工為主幹，輔以資深員工
experienced staff and operators preferredexperienced staff and operators preferred
課題類型與人員選定課題類型與人員選定
project type and member selectionproject type and member selection
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選擇隊員禁忌
don’t in member selection
換將不換兵換將不換兵
change the captain but not the solderschange the captain but not the solders
能者多能者多((癆癆))
the capable does everythingthe capable does everything
個人英雄個人英雄 individualismindividualism
拉雜成軍拉雜成軍 un-trainedun-trained
排斥異己排斥異己 play circle gameplay circle game
強行拉扶強行拉扶 unwillingnessunwillingness
(海量营销管理培训资料下载)
選定課題要點5M 選題法
project selection 5M method
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選題
Selection
積極選題改進效率，製程，質量目標積極選題改進效率，製程，質量目標
improvement topics - Improve efficiency, process, quality improvement topics - Improve efficiency, process, quality
objectivesobjectives
改善選題改善選題 3M, 3K, 3M, 3K, 各式不良各式不良
correction topics 3M, 3K any defectscorrection topics 3M, 3K any defects
5M5M選題選題
Manageable Manageable 力之所及力之所及
Measurable Measurable 有數得計有數得計
Moderate DurationModerate Duration 需時適中需時適中
Management AppreciationManagement Appreciation 公司賞識公司賞識
Members’ PrideMembers’ Pride 圈以自豪圈以自豪
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課題內容分類
project classification by content
管理型 management type
服務型 service type
技術型 technical type
現場型 gemba type
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積極型 improvement type
改善型 corrective type
課題性質分類
project classification by nature
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積極型
improvement type
精益求精 even better
預防勝於治療 preventive measures
洞悉先機 predicting
自我增值 add-value
鋪橋搭路 path-the-way
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改善型
corrective type
錯誤中的改善 after a mistake
舉一反三的改善 learn from the lesson
警報式改善 pre warning
災難式改善 recover from disaster
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5M 選題方法
Manageable 力之所及
Measurable 有數得計
Moderate Duration 需時適中
Management Appreciation 公司賞識
Members’ Pride 圈以自豪
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力之所及 Manageable
組員整體能力組員整體能力 overall ability of the overall ability of the
team membersteam members
進度可控制能力進度可控制能力 progress controlprogress control
對課題的熟悉程度對課題的熟悉程度 knowledge of the knowledge of the
subject mattersubject matter
資源的配合資源的配合 resources availabilityresources availability
資料數據的可靠性資料數據的可靠性 data reliabilitydata reliability
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有數得計 Measurable
結果可否量化成績結果可否量化成績
are the results quantifiableare the results quantifiable
對課題的量化程度對課題的量化程度
are the subject quantifiableare the subject quantifiable
資源要求的量化資源要求的量化
are the resources quantifiableare the resources quantifiable
資料數據的統計的充足資料數據的統計的充足
are the data analysis adequateare the data analysis adequate
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需時適中 Moderate Duration
時間與組員是否配合時間與組員是否配合
members matching the timing ?members matching the timing ?
過長時間影響士氣過長時間影響士氣
too long may affect moraletoo long may affect morale
有否足夠時間完成有否足夠時間完成
adequate time to complete the work?adequate time to complete the work?
考慮進行時與日常工作的配合考慮進行時與日常工作的配合
consider effects to daily operationconsider effects to daily operation
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公司賞識 Management Appreciation
與公司的方針是否配合與公司的方針是否配合
is it consistent with company policyis it consistent with company policy
對公司有否實際利益對公司有否實際利益
is there real benefits to companyis there real benefits to company
與公司近期或遠期發展的配合與公司近期或遠期發展的配合
is it consistent with short and long term developmentis it consistent with short and long term development
有否與公司文化沖突有否與公司文化沖突
any conflict with company cultureany conflict with company culture
(海量营销管理培训资料下载)
擬定期劃書
一切由成本開始
prepare the project plan -
everything starts with costs
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專案計劃書注意事項
project case-file notes
開支預算
expenses
人員工時人員工時 - - 預計會議及整理資料工時預計會議及整理資料工時
work-hours - meetings and materials handlingwork-hours - meetings and materials handling
設備費設備費 - - 增加或租借費用增加或租借費用
equipment fee - buy or rentequipment fee - buy or rent
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專案計劃書注意事項
project case-file notes
工具費如夾具或工具
tools feed--- fixters and jigs
資財費(雜項) ---如磁碟 , 影印費…..等
other fees diskettes, copying….
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效果設定效果設定
define resultsdefine results
即計算目標即計算目標, , 一般應數量化一般應數量化, , 如時間如時間, , 百份率百份率, ,
直直//間成本等間成本等
set objectives, quantity, such as time, set objectives, quantity, such as time,
percentage, direct/indirect costspercentage, direct/indirect costs
主要行動主要行動 - - 重點工作重點工作
major activity - important workmajor activity - important work
專案計劃書注意事項
project case-file notes
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主要問題—最大影響因素
major problem - important impact
大日程表中的小項目可能是輔助專案
items in the master plan could be sub-
projects
專案計劃書注意事項
project case-file notes
(海量营销管理培训资料下载)
專案推行
project implementation
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領導要點
leadership rules
計劃要三思計劃要三思 think thricethink thrice
尋根須三問尋根須三問 ask thriceask thrice
執行執行5W1H5W1H use 5W1Huse 5W1H
會前檢查會前檢查,,會後檢討會後檢討 check before meeting, check before meeting,
review after meetingreview after meeting
時加激勵時加激勵 motivatemotivate
安內協外安內協外 harmonizeharmonize
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團隊守則
team rules
分工為合作分工為合作
division of work is for co-operationdivision of work is for co-operation
凡事必盡力凡事必盡力
be seriousbe serious
意見付建議意見付建議
comment and suggestcomment and suggest
數據須全真數據須全真
data must be realdata must be real
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團隊守則
team rules
報告精而簡
simple and short reports
到會必守時
be punctual
困難即提出
raise the problem points
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檢討計劃
review plans
設定分階段檢討設定分階段檢討
staged reviewstaged review
每一階段中每一階段中,,為一小循環為一小循環
a mini cycle for each stagea mini cycle for each stage
未達標未達標, , 加改善行動加改善行動
when target not achieved, add improvement activitieswhen target not achieved, add improvement activities
如有潛在問題并發如有潛在問題并發,,同時處理同時處理
handle at the same time , any potential problemshandle at the same time , any potential problems
如達標如達標, , 將目標再提高將目標再提高
when target is achieved, may raise the target next timewhen target is achieved, may raise the target next time
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評價方法 evaluation methods
顧客評價法顧客評價法
customer evaluationcustomer evaluation
專家評價法專家評價法
expert evaluationexpert evaluation
產品性能評價法產品性能評價法
product feature evaluationproduct feature evaluation
過程效率評價法過程效率評價法
process evaluationprocess evaluation
質量成本及增值評價法質量成本及增值評價法
quality cost and added-value evaluationquality cost and added-value evaluation
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總結課題 summarize the subject
目標與實績差異目標與實績差異
target and performance gaptarget and performance gap
每階段的對策運用與結果的比較每階段的對策運用與結果的比較
comparison of results with staged measurescomparison of results with staged measures
運行時相關的資料運行時相關的資料
importance of information during implementationimportance of information during implementation
用量化計算有形成績用量化計算有形成績,,如付財務資料更佳如付財務資料更佳
quantity results, even better if related to financial quantity results, even better if related to financial
figuresfigures
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總結課題 summarize the subject
簡述無形成績
describe intangible results
描述面對困難時如何解決
describe how problems are resolved
未完善之處
any points for improvement
總結評價
overall comments
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QIT 的策略 strategy
不要為專案而專案不要為專案而專案
not a project because of a projectnot a project because of a project
專案計劃注重實際專案計劃注重實際
project for practical needsproject for practical needs
專案時間一般三至五個月內完成專案時間一般三至五個月內完成
project duration 3 - 5 monthsproject duration 3 - 5 months
應量使用現有資源應量使用現有資源,,不假外求不假外求
make use of existing resourcesmake use of existing resources
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QIT 的策略 strategy
避免影嚮日常正常運作
avoid negative impact to routine operations
如計劃影響運作,應咐加相應臨時措施
if it does, take temporary measures
將知識保存
preserve the knowledge
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促進員的積極心態
facilitator’s attitude
促進員不是旁觀者促進員不是旁觀者,,是局中人是局中人
facilitator is not an observer, he is an insiderfacilitator is not an observer, he is an insider
促進員不單只促進小組工作促進員不單只促進小組工作,,包括自己包括自己
he facilitate the team and himselfhe facilitate the team and himself
每個專案均是知識甘泉每個專案均是知識甘泉,,是學習機會是學習機會
a project is a fountain of knowledge, an opportunity to a project is a fountain of knowledge, an opportunity to
learnlearn
解決困難解決困難,,增強自信增強自信
a solve of problem, an increase of confidencea solve of problem, an increase of confidence
教學相長教學相長,,相互培訓相互培訓 coach to learn, learn to coachcoach to learn, learn to coach
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提高員工士氣 enhance morale
一時之苦一時之苦, , 免日後之憂免日後之憂
work hard now, no worry laterwork hard now, no worry later
參加課題參加課題,,肯定能力肯定能力
participate, recognize abilityparticipate, recognize ability
顯示實力為成功鋪路顯示實力為成功鋪路
show capability, path the way to successshow capability, path the way to success
寓實踐於學習寓實踐於學習,,加強知識加強知識,,非金錢所替代非金錢所替代
practise to learn, strengthen knowledge, more then moneypractise to learn, strengthen knowledge, more then money
跨部門合作跨部門合作, , 增強工作上協調能力增強工作上協調能力
cross-functional, improve co-ordinationcross-functional, improve co-ordination
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思維沖擊法法 brain-storming
品管圈的推行
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思維沖擊法brain-storming
原為精神學名詞原為精神學名詞 a psychological terma psychological term
先定討論題目先定討論題目 define topicdefine topic
天馬行空天馬行空, , 不拘一格不拘一格 vigorous, unconstrainedvigorous, unconstrained
即時溝通即時溝通 instant dialogueinstant dialogue
不可取笑及批評不可取笑及批評 no mockingno mocking
立時記錄每一點立時記錄每一點 record everythingrecord everything
過後再處理手上資料過後再處理手上資料 sort out lattersort out latter
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解決團隊沖突
resolve team conflict
山頭主義 heroism
分工不均 uneven division of
work
各持己見 stubborn
對人不對事 finger pointing
推卸責任 irresponsible
推波助瀾 instigation
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Thank you very much
