医疗行业QIT促进员专业培训.pptx

Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,*,按一下以編輯母片標題樣式,按一下以編輯母片,第二層,第三層,第四層,第五層,FormalWin Consultants Ltd QIT Facilitator Training,按一下以編輯母片標題樣式,按一下以編輯母片,第二層,第三層,第四層,第五層,FormalWin Consultants Ltd QIT Facilitator Training,QIT Facilitator TrainingQIT 促進員培訓,医疗行业QIT促进员专业培训,第1页,QIT&ImprovementQIT 與改进,医疗行业QIT促进员专业培训,第2页,QQuality 品質,什麼是品質,What is Quality,顧客滿意產品或服務,Customer satisfied product or service,什麼是顧客,who is customer,接收產品/服務組織或人,the person/organization who receives product/service,優質要求,requirements of excellent quality,物超所值,superb value,医疗行业QIT促进员专业培训,第3页,I Improvement 改進,改進是指為改进產品特征和(或)提升用於生產和交付產品過程有效性和效率所開展活動，必要時，對結果進行評審，以確進一步機會審核、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活動。,Improvement refers to the actions taken to enhance the features and characteristics of products and/or increase the effectiveness and efficiency of processes used to produce and deliver them Results are reviewed,as necessary,to determine further opportunities for improvement.Audits,customer feedback and review of the quality management system can also be used to identify opportunities.Improvement is a continual activity.,ISO-9000:3.9,医疗行业QIT促进员专业培训,第4页,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,医疗行业QIT促进员专业培训,第5页,QIT-品質改进小組,由個別部們或跨功效小組,對品質作出長期或短期改进活動,functional or cross-functional teams,long-term or short-term quality improvement activities,以小組形式活動，透過定时會議及其它活動,act as a team,through periodic meetings or other activities,医疗行业QIT促进员专业培训,第6页,跨功效(部門)管理,Cross-functional(departmental)management,改进工作重點是TQM，而達到目標，必須跨越各功效性部門之間障礙。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.,医疗行业QIT促进员专业培训,第7页,跨功效(部門)管理,Cross-functional(departmental)management,跨功效管理是指為達成QCDMS跨越部門之間管理活動。,Cross-functional management means to achieve QCDMS across the departments,医疗行业QIT促进员专业培训,第8页,改进觀念Improve attitude,改进與管理,Kaizen and management,過程與結果,process and result,遵照 PDCA循環/SDCA循環,follow PDCA/SDCA,品質第一,Quality first,用數據說話,talk with figures,下一制程就是顧客,the next process is customer,医疗行业QIT促进员专业培训,第9页,品質改進定義,Quality improvement defined,品質改進,quality improvement,品質管理中致力於提升有效性和效率部份,the part in quality management that deals with effectiveness and efficiency,有效性,effectiveness,完成所策劃活動並達到所策劃結果程度度量,a measure of achieving planned activities and get results,ISO:9000 2.2.12-14,医疗行业QIT促进员专业培训,第10页,品質改進定義,Quality improvement defined,效率,efficiency,所達到結果與所用資源之間關係,relationship between results achieved and resources used,ISO:9000 2.2.12-14,医疗行业QIT促进员专业培训,第11页,品質改進杠杆原理,Quality improvement leverage theory,交付 deliver,品質問題,quality problem,制造 production,流程設計 process design,產品/服務設計,product/service design,事後糾正 corrective action,客方,customer,組織,organisation,設計design,過程控制process control,医疗行业QIT促进员专业培训,第12页,維持與改進Maintenance and improvement,維持是依照標準作業程序來工作；,maintenance is operate according to instructions,改進是以改進現有標準為目標活動。,Improvement is improve the existing instructions or standards,医疗行业QIT促进员专业培训,第13页,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，而產生急劇變化改進,Capital investment in technology and equipment,big changes take place,医疗行业QIT促进员专业培训,第14页,創新與改進之分別Innovation and improvement,改進,Improvement,是強調以員工努力、士氣、溝通、訓練、團隊、參與及自律來達成目標，由於持續不斷努力，所產生是小步伐改進，而遂次累積而成,Stress employee contribution,morale,communication,training,team work and self-discipline to achieve results.As the effort is continual,small steps can be accumulated.,医疗行业QIT促进员专业培训,第15页,創新、改進、維持、概念圖innovation,improvement,maintenance concept diagram,（今井正明 Gemba Kaizen,著）,高層管理,senior management,中階管理,middle management,督導人員,supervisory staff,作業人員,operating level,維持,Maintenance,創新,Innovation,改進,Improvement,医疗行业QIT促进员专业培训,第16页,持續改進,Continual Improvement,是一種以追求更高過程效果和效率為目標持續活動,。,Is a series of activities in pursue of higher process efficiency and efficiency,医疗行业QIT促进员专业培训,第17页,為何要持續改進?why continual improvement,顧客需要在變化,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,医疗行业QIT促进员专业培训,第18页,品質改進層面quality improvement interface,高層品質改進項目,senior management quality improvement projects,管理上決策問題及技術上設計問題,management decisions and technical design problems,医疗行业QIT促进员专业培训,第19页,品質改進層面quality improvement interface,中層品質改進問題,middle management quality improvement projects,方針目標落實、策略上制订及指導和組織改進進行充分發揮資源整體效用,quality policy and objectives planning,implementation preparation and instruction,overall effective deployment of resources,医疗行业QIT促进员专业培训,第20页,品質改進層面quality improvement interface,基層品質改進問題,front level quality improvement projects,操作層改進，重點是提升過程實現產品及日常工作品質,shopfloor level improvements,focus at process improvement and daily quality work,医疗行业QIT促进员专业培训,第21页,改進目標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,医疗行业QIT促进员专业培训,第22页,品質改进目標準則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,医疗行业QIT促进员专业培训,第23页,持續改進對象Continual improvement Objects,MAN,人員,MACHINE,設備,MATERIAL,物料,METHOD,方法,ENVIRONMENT,環境,医疗行业QIT促进员专业培训,第24页,3M 與 3K3M and 3K,MUDA,-無馱(浪費),MURA,-無穩(不規則),MURI,-無理(過勞性),Gemba kaizen checkpoints,改进現場查核點,医疗行业QIT促进员专业培训,第25页,3M 與 3K3M and 3K,KIKEN,-危險,KITANAI,-髒污,KITSUI,-勞累,common faults are the reverse of ideal,現場慣見現象，是理想現場反面,医疗行业QIT促进员专业培训,第26页,The Step Of QIT QIT 步驟,医疗行业QIT促进员专业培训,第27页,管理循環 持續改進,management 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,医疗行业QIT促进员专业培训,第28页,PDCA 四個階段，八個步驟4 stages 8 steps,P,分析現狀找出問題,analysis,分析產生問題原因,find causes,找出主要原因,find root causes,制订計劃擬定办法,plan and schedule,D,執行計劃、實施办法,implement,C,檢查工作、調查效果,check,inspect,A,標準化,standardize,穩固成績,ensure results,遺留問題,next problem,轉到下期,go to next stage,医疗行业QIT促进员专业培训,第29页,品質改进專案法,quality improvement task force method,團隊選定,select team,現況調查,check present status,現況分析,analysis,題案確定,define project,要因分析,cause-and-effect analysis,制订日程表,scheduling,方案實施,implement,結果跟進,follow-up,標準化,standardize,医疗行业QIT促进员专业培训,第30页,尋找改进根源find sources of improvement,自我突破self breakthrough,医疗行业QIT促进员专业培训,第31页,改进原則principles of improvement,管理突破原則,the breakthrough principle:,對舊標準水平作出衡量，從而追求較,高品質水平要求,measure the existing standard level,pursue higher standard level,医疗行业QIT促进员专业培训,第32页,改进原則principles of improvement,過程原則,process principle,品質改進能够是全過程或某一過程改進，目标在追求更高過程效益及效率,quality improvement can be whole series of processes or any one process.Aiming at higher efficiency and effectiveness,医疗行业QIT促进员专业培训,第33页,改进原則principles of improvement,預防原則,the principle of prevention,品質改進應致力經常性尋找改進機會，而不只是等候問題暴露再去找機遇，預防及糾正办法是品質改進關鍵問題,quality improvement is continual looking for opportunities to improve,not to wait until problems surfaced.Corrective and preventive actions are critical,医疗行业QIT促进员专业培训,第34页,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,搜集數據,data collection,以七工具分析,analysis by 7,tools,訂立解決方案,plan the solution,医疗行业QIT促进员专业培训,第35页,QC 七工具(計算及實踐)7-tools(calculate and implement),经典流程,standard flow,医疗行业QIT促进员专业培训,第36页,QC 七工具 7-tools,特征,characteristics,簡單易用(管制圖除外),simple(except control chart),特別适用於現場改进,very suitable for gemba kaizen,主要用於處理數值資料(魚骨圖除外),mainly used in handling numerical data(except fish-bone),医疗行业QIT促进员专业培训,第37页,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-搜集及檢查工具,check list a collection and inspection tool,医疗行业QIT促进员专业培训,第38页,柏拉圖-定出主要少數及行動先後工具,perato diagram a tool to define critical few and action priority,散佈圖-定出兩個參數間關係工具,scatter diagram a tool to define the relationship between two factors,QC 七工具(簡介)7-tools(Briefing),医疗行业QIT促进员专业培训,第39页,層別法-判斷混合數據有否層級工具,stratter diagram a tool to judge if mixed data exist strater,直方圖-群組分佈狀況判斷工具,histogram a tool to judge data group scatter,控制圖-判斷實時製程波動工具,control diagram a tool to indicate real-time fluctuation,QC 七工具(簡介)7-tools(Briefing),医疗行业QIT促进员专业培训,第40页,特征要因圖,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 1952 年,医疗行业QIT促进员专业培训,第41页,特征要因圖,cause and effect diagram,決定問題(激盪法),define problem(brain-stroming),起骨、分類、大骨、中骨、小骨,initial bone,classify,big bone,middle bone,small bone,集中式思索，定出重點順序,concentration,define sequence,医疗行业QIT促进员专业培训,第42页,特征要因圖,cause and effect diagram,用5H1W法逐項列出問題點,list problem points,make use of 5H1W,原因解釋愈細愈好,detail explaination,以現場第一線問題先作考慮,on-site,front-line is the priority,用5M選題法表決優先處理問題,prioritize by 5M,医疗行业QIT促进员专业培训,第43页,特征要因圖,cause-and-effect diagram,医疗行业QIT促进员专业培训,第44页,要因圖特征,cause-and-effect characteristics,以現象第一線所發生問題作考慮,consider what is happening on-site,是一種教育經驗,an educational experience,是討論問題捷徑,a fast track for problem discussion,医疗行业QIT促进员专业培训,第45页,要因圖特征,cause-and-effect characteristics,表現出分析水準,an indication of ability to analyze,展現問題因果關係、工作層次,indicate cause and effect of a problem,action levels,医疗行业QIT促进员专业培训,第46页,柏拉圖,Pareto diagram,意大利經濟學者Etlaian economist V.Pareto(1848-1923)於1897年分析其社會經濟結構，發現國民所得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。,When analyse social economic structure,discovered that national wealth are in the hands of a few.He devised a method to calculate wealth and owners of the wealth.this is the so called pareto principle,医疗行业QIT促进员专业培训,第47页,柏拉圖原理,the pareto principle,根據所搜集數據按不良原因、不良狀況、不良發生位置等不一样區分標準，以尋求佔最大比率原因、狀況或位置一種圖形。,collect data，find out defect reasons,distribution,location,define major share causes,distribution and location in a diagram,医疗行业QIT促进员专业培训,第48页,柏拉圖原理,the pareto principle,從圖中可看出那一項目有問題，其影響程度怎样，以判斷問題癥結點，並針對問題點採取改进办法，故又稱ABC圖(依價值大小而付出不一样努力)。,Identify problem items from the diagram,judge its impacts,and take corrective actions,this is also called ABC diagram(value and attention in proportion),医疗行业QIT促进员专业培训,第49页,其它項目在最末,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,斜度漸減折線,柏拉圖製作,prepare a pareto diagram,医疗行业QIT促进员专业培训,第50页,柏拉圖使用場合,when to use pareto diagram,處理大量現存資料工具,handle large quantity of data,表達總體數據分佈工具,show overall data distribution,決定改进目標先後定位,determine improvement priority,改进前後比較,compare before and after improvement,医疗行业QIT促进员专业培训,第51页,直方圖功效,what a historgram can do,測知製程能力，作為製程改进依據。,Predict process capability,a basis for process improvement,計算產品不良率。,Calculate product defect,調查是否混入兩個以上不一样群體。,Find out if two or more types are clustered,測知有沒有假數據。,Detect any false data,測知分配形態。,Detect distribution shape,医疗行业QIT促进员专业培训,第52页,直方圖功效,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,改进前及後之比較。,Compare before and after,医疗行业QIT促进员专业培训,第53页,團隊選定-人才梯隊準備Team selection-prepare the successions,医疗行业QIT促进员专业培训,第54页,課題類型與人員選定project type and member selection,現場型以現場流程改进為主,Gemba type-aiming at gemba processes,改进活動明確，以前線作業人員為主力，輔以技術及支援人員,definate,front-line,supported by technical and admin.staff,成員中加入具潛質員工，利用改进活動作進階培訓,members 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,active members are needed to work with reactive members,對於前線人員為主時，應配以中層人員，防止太多高層人員做成壓力,facilitated by supervisory staff to avoid too much pressure from above,医疗行业QIT促进员专业培训,第55页,攻關型著重技術難度較大改進,breakthrough-type focus on technical problems,以技術人員為主力，前線員工作數據提供，支援人員應具相當技術知識.,lead by technical staff,front-line provide data,admin.provide information,技術活動進度較慢及資源運用難控制，高層參與起一定積極作用,may 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,more experience staff participation is advantageous,課題類型與人員選定project type and member selection,医疗行业QIT促进员专业培训,第56页,管理型主要為管理層專業改进,management type-management performance improvement,課題內容包括管理決策，應以中層以上管理人員，高層參與度百分比較大,involve management decision,senior management must participate,參與人員應以活躍型及主動型,members are more active,加入明日之星管理人員，對其信心增加起積極作用,involve management stars are motivating,包括資源較多時,應考慮加入財務人員，以計算效益,may need more resources,finance people could be a member,課題類型與人員選定project type and member selection,医疗行业QIT促进员专业培训,第57页,服務型內部或外部協調改进,service type-internal and external co-ordination,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 staff,參與人員活躍性百分比較重,active members,如包括外部客戶，應考慮高層參與,if involve customers,senior participation is needed,經驗員工為主幹，輔以資深員工,experienced staff and operators preferred,課題類型與人員選定project type and member selection,医疗行业QIT促进员专业培训,第58页,選擇隊員禁忌dont in member selection,換將不換兵,change the captain but not the solders,能者多(癆),the capable does everything,個人英雄,individualism,拉雜成軍,un-trained,排斥異己,play circle game,強行拉扶,unwillingness,医疗行业QIT促进员专业培训,第59页,選定課題要點5M 選題法project selection 5M method,医疗行业QIT促进员专业培训,第60页,選題Selection,積極選題改進效率，製程，質量目標,improvement topics-Improve efficiency,process,quality objectives,改进選題 3M,3K,各式不良,correction topics 3M,3K any defects,5M選題,Manageable,力之所及,Measurable,有數得計,Moderate Duration,需時適中,Management Appreciation,企业賞識,Members Pride,圈以自豪,医疗行业QIT促进员专业培训,第61页,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,医疗行业QIT促进员专业培训,第62页,積極型,improvement type,改进型,corrective type,課題性質分類project classification by nature,医疗行业QIT促进员专业培训,第63页,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,医疗行业QIT促进员专业培训,第64页,改进型corrective type,錯誤中改进,after a mistake,舉一反三改进,learn from the lesson,警報式改进,pre warning,災難式改进,recover from disaster,医疗行业QIT促进员专业培训,第65页,5M 選題方法,Manageable,力之所及,Measurable,有數得計,Moderate Duration,需時適中,Management Appreciation,企业賞識,Members Pride,圈以自豪,医疗行业QIT促进员专业培训,第66页,力之所及Manageable,組員整體能力,overall ability of the team members,進度可控制能力,progress control,對課題熟悉程度,knowledge of the subject matter,資源配合,resources availability,資料數據可靠性,data reliability,医疗行业QIT促进员专业培训,第67页,有數得計Measurable,結果可否量化成績,are the results quantifiable,對課題量化程度,are the subject quantifiable,資源要求量化,are the resources quantifiable,資料數據統計充分,are the data analysis adequate,医疗行业QIT促进员专业培训,第68页,需時適中Moderate Duration,時間與組員是否配合,members matching the timing?,過長時間影響士氣,too long may affect morale,有否足夠時間完成,adequate time to complete the work?,考慮進行時與日常工作配合,consider effects to daily operation,医疗行业QIT促进员专业培训,第69页,企业賞識Management Appreciation,與企业方針是否配合,is it consistent with company policy,對企业有否實際利益,is there real benefits to company,與企业近期或遠期發展配合,is it consistent with short and long term development,有否與企业文化沖突,any conflict with company culture,医疗行业QIT促进员专业培训,第70页,擬定时劃書一切由成本開始prepare the project plan-everything starts with costs,医疗行业QIT促进员专业培训,第71页,医疗行业QIT促进员专业培训,第72页,專案計劃書注意事項project case-file notes,開支預算,expenses,人員工時-預計會議及整理資料工時,work-hours-meetings and materials handling,設備費-增加或租借費用,equipment fee -buy or rent,医疗行业QIT促进员专业培训,第73页,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.,医疗行业QIT促进员专业培训,第74页,效果設定,define results,即計算目標,普通應數量化,如時間,百份率,直/間成本等,set objectives,quantity,such as time,percentage,direct/indire