QM-005-Breakthrough TQM

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  • QM-005-Breakthrough TQM

    1. 1. Breakthrough TQM 3. Hoshin Management
    2. 2. Lectures <ul><li>0. TQM Evolution and the breakthrough phase </li></ul><ul><li>介绍全面质量管理 (TQM) 的演变历程及其突破性阶段 </li></ul><ul><li>1. Mission Impossible – from good to great </li></ul><ul><li>不可能完成的使命 --- 变优秀为伟大 </li></ul><ul><li>2. Breakthrough in understanding needs </li></ul><ul><li>对需求理解发突破 </li></ul><ul><li>3 . Hoshin management </li></ul><ul><li>战略管理 </li></ul><ul><li>4. Process management – on copying Toyota </li></ul><ul><li>日常管理 --- 拷贝丰田 </li></ul><ul><li>5. Develop a strong value based culture </li></ul>
    3. 3. The Learning Spiral Basic model 1. Target leadership 2. Customer And society 3. Hoshin Management 4. Process Management 5. Value Based Management
    4. 4. Quality of management 管理的质量 Quality of leadership 领导的质量 Kultur-bygging Management Leadership Building Strong Culture 建立巩固的文化 Set ”Mission Impossible” goals and visions 确立“不可能完成的使命”般的目标与愿景 Communicate values 重视沟通 Be a role model and inspire 做行为榜样并鼓舞他人 Setting clear goals and strategies 确立清晰的目标与战略 Organise and set all to work according to the strategies 组织与安排使所有人按照战略方向行动 Manage process control and daily routine management 管理过程控制与日常工作管理 Assess performance and initiate improvements 评估纯净并实施新的改进 Show respect, ”give and give” and encourage teamwork and networks 尊重他人 ,“ 互相奉献” , 鼓励团队和网络合作
    5. 5. Quality of management 管理的质量 Quality of leadership 领导的质量 Building a strong value based culture 建立稳固的以价值为基础的文化 Key strategies 关键策略 Satisfy customers and society 达成客户与社会的满意 Process management and teamwork 过程管理及团队合作 <ul><li>Setting clear long term goals 确立长期而清晰的目标 </li></ul><ul><li>Customer communication 客户沟通 </li></ul><ul><li>Clear and high demands in 对以下要素建立清楚而高的要求 </li></ul><ul><ul><li>Quality 质量 </li></ul></ul><ul><ul><li>Cost 成本 </li></ul></ul><ul><ul><li>Delivery 交付 </li></ul></ul><ul><ul><li>Safety 安全 </li></ul></ul><ul><ul><li>Environment 环境 </li></ul></ul><ul><li>Capable processes 确立有效的过程管理 </li></ul><ul><li>Building on strong value based culture 建立稳固的以价值为基础的文化 </li></ul>Quality 质量 Delivery 交货 Safety & Env. 安全与环境 Cost 成本
    6. 6. <ul><li>High and clear goals 确立远大而清晰的目标 </li></ul><ul><li>Setting clear long term goals 确立长期而清晰的目标 </li></ul><ul><li>Customer communication 客户沟通 </li></ul><ul><li>Clear and high demands in 对以下要素建立清楚而高的要求 </li></ul><ul><ul><li>Quality 质量 </li></ul></ul><ul><ul><li>Cost 成本 </li></ul></ul><ul><ul><li>Delivery 交付 </li></ul></ul><ul><ul><li>Safety 安全 </li></ul></ul><ul><ul><li>Environment 环境 </li></ul></ul><ul><li>Establish Process Control 建立过程控制 </li></ul><ul><li>Building on strong value based culture 建立巩固的以价值为基础的文化 </li></ul>Quality 质量 Delivery 交货 Safety & Env. 安全与环境 Cost 成本
    7. 7. 2. Customer and society communication 与客户和社会进行沟通 <ul><li>Setting clear long term goals </li></ul><ul><li>Customer communication </li></ul><ul><li>Clear and high demands in </li></ul><ul><ul><li>Quality, </li></ul></ul><ul><ul><li>Cost, </li></ul></ul><ul><ul><li>Delivery </li></ul></ul><ul><ul><li>Safety </li></ul></ul><ul><ul><li>Environment </li></ul></ul><ul><li>Establish Process Control </li></ul><ul><li>Building on strong value based culture </li></ul>Quality 质量 Delivery 交货 Safety & Env. 安全与环境 Cost 成本
    8. 8. 3. Strategic Management 战略管理 <ul><li>Setting clear long term goals </li></ul><ul><li>Customer communication </li></ul><ul><li>Clear and high demands in </li></ul><ul><ul><li>Quality, </li></ul></ul><ul><ul><li>Cost, </li></ul></ul><ul><ul><li>Delivery </li></ul></ul><ul><ul><li>Safety </li></ul></ul><ul><ul><li>Environment </li></ul></ul><ul><li>Establish Process Control </li></ul><ul><li>Building on strong value based culture </li></ul>Quality 质量 Delivery 交货 Safety & Env. 安全与环境 Cost 成本
    9. 10. Breakthrough TQM Hoshin management 战略管理
    10. 11. 3. Hoshin Management <ul><li>Setting clear long term goals </li></ul><ul><li>Customer communication </li></ul><ul><li>Clear and high demands in </li></ul><ul><ul><li>Quality, </li></ul></ul><ul><ul><li>Cost, </li></ul></ul><ul><ul><li>Delivery </li></ul></ul><ul><ul><li>Safety </li></ul></ul><ul><ul><li>Environment </li></ul></ul><ul><li>Establish Process Control </li></ul><ul><li>Building on strong value based culture </li></ul>
    11. 12. The Learning Spiral Basic model 1. Target leadership 2. Customer And society 3. Hoshin Management 4. Process Management 5. Value Based Management
    12. 13. Nøkkelpunkter i hoshinledelse Planleggings- og gjennomføringsprosess, som blir forbedret kontinuerlig gjennom hele året (PUKK). Fokus på det viktigste av de viktige Balanse mellom strategier (de riktige tingene) og daglig drift (gjøre ting riktig) Planlegging og utførelse basert på fakta og data. Involvering av alle nivåer og enheter i å nå strategiske mål
    13. 14. Quality of management 管理的质量 Quality of leadership 领导的质量 Kultur-bygging Management Leadership Building Strong Culture 建立巩固的文化 Set ”Mission Impossible” goals and visions 确立“不可能完成的使命”般的目标与愿景 Communicate values 重视沟通 Be a role model and inspire 做行为榜样并鼓舞他人 Setting clear goals and strategies 确立清晰的目标与战略 Organise and set all to work according to the strategies 组织与安排使所有人按照战略方向行动 Manage process control and daily routine management 管理过程控制与日常工作管理 Assess performance and initiate improvements 评估纯净并实施新的改进 Show respect, ”give and give” and encourage teamwork and networks 尊重他人 ,“ 互相奉献” , 鼓励团队和网络合作
    14. 15. Strategic analysis Understand the reality in the company Understand the society and the market Strategic Plan Quality 质量 Delivery 交货 Safety & Env. 安全与环境 Cost 成本
    15. 16. Strategiutvikling (hoshin)og strategi ledelse og gjennomføring (kanri) SWOT analyse F&U Markeds- undersøkelser Konkurrent- analyse Kreativ ideskaping Analyse av Teknologiske Markedsmessige Og sosiale utvik- lingstrekk Strategi- valg Strategisk planlegging Strategi- gjennom- føring Strategigjennomføring -Hoshin kanri
    16. 17. Forholdet mellom strategiutvikling (hoshin)og strategigjennomføring (kanri) SWOT analyse F&U Markeds- undersøkelser Konkurrent- analyse Kreativ ideskaping Analyse av Teknologiske Markedsmessige Og sosiale utvik- lingstrekk Strategi- valg Strategisk planlegging Strategi- gjennom- føring Strategigjennomføring -Hoshin kanri
    17. 18. Ledelsens bruk av PUKK-hjulet <ul><li>Visjon </li></ul><ul><li>Konsernstrategier </li></ul><ul><li>Strategier </li></ul><ul><li>Langsiktige og kortsiktige planer (tiltak) </li></ul><ul><li>Virkemidler (metoder) </li></ul><ul><li>Gjennomføring </li></ul><ul><li>Resultat </li></ul><ul><li>Evaluering </li></ul><ul><li>Analyse </li></ul><ul><li>Tiltak </li></ul>P U K K Fordeling av mål (målforhandling) Ledelsen evaluering av prosessen P DS A
    18. 19. Målforhandling begge veier Prosjekter VEIDEKKE ENTREPRENØR AS REGIONENE DISTRIKTENE Gruppeavtale Resultatmål Systematikk Prosessmål
    19. 20. Hoshin Management Portfolio Strategy Business Strategy Business Planning Performance Management Make the Business Plan 1 2 3 4 5 6 7 8 9 10 VISJON Set the direction Follow up Key Performance Indicator KPI-er Visjon Strategic Targets (PDSA)
    20. 21. Strategigjennomføring Fase 1 Fase 2 Fase 3 PROSJEKTPROSESSEN Gruppeavtale Prosessmål og tiltak Sluttresultat Sluttevaluering Evaluering fase 1 Evaluering fase 2 Evaluering fase 3 Distriktets mål Konsernets mål Divisjonens mål Som bidrar til Som bidrar til Som bidrar til Forventninger / krav Forventninger / krav Forventninger / krav
    21. 22. Organisering Topp ledelse Tilretteleggernettverk Forbedringer På byggeplassen Plan Distrikt Beslutning av VD 10 Anbefalinger fra divisjon Ledergruppe region Tvers: Utviklingsgruppe Resultater rapport Plan forslag Produktivitets- gruppe
    22. 23. Spredning av mål og målforhandling Region Distrikt Prosjekt Metode Mål Prioritere Oversette Metode Mål Metode Mål Prosjekt
    23. 24. Management System Business Plan Follow up Key Performance Indikatorss G AP Process deviation Improvements Systems & tools Work processes Audit Smac text Synergi QC Strategy Management Support KPI/PI A P S D A S S D
    24. 26. Lost Time Injuries, History (Hydro Rafnes 1978-2000, Hydro Polymers AS 2000-2005)
    25. 27. Emission improvement Start new plant
    26. 28. Responsible companies
    27. 29. Redusere drivhusgasser med 80% Voluntary Objective 1 An 80% reduction in Per fluorocarbon (PFC) greenhouse gas emissions per tonne of aluminium produced for the industry as a whole by 2010 versus 1990 levels.
    28. 30. Results
    29. 31. 10% smelteenergi Voluntary Objective 3 A 10% reduction in average smelting energy usage by IAI Member Companies per tonne of aluminium produced by 2010 versus 1990.
    30. 32. Resultater
    31. 33. Primær og gjenvinning
    32. 34. H1 og H1 skader Voluntary Objective 4 A 50% reduction in the lost time accident rate and recordable accident rate by 2010 versus 2000 by IAI Member Companies, with a review in 2006.
    33. 35. Resultater
    34. 36. Light weightening contribution Voluntary Objective 7 The industry will monitor annually aluminium shipments for use in transport in order to track aluminium's contribution through light-weighting to reducing greenhouse gas (GHG) emissions from road, rail and sea transport.
    35. 37. Results
    36. 38. CO2 emission per ton Voluntary Objective 11 New The IAI Member Companies will seek to reduce GHG emissions from the production of alumina per tonne of alumina produced.
    37. 39. Contribution to greenhouse gases
    38. 40. Hoshin Management Daily Routine Management Goals Results Site Corporate goals Division Contribute to Demands Team agreement Demands Demands Contribute to Contribute to
    39. 41. Buddha has tree eyes FUTURE Breakthrough PAST Standardisation PRESENT Incremental improvement
    40. 42. Team tavle
    41. 43. Sluttevaluering P U K K <ul><li>Resultatmål: </li></ul><ul><li>Timeverk </li></ul><ul><li>Kvalitet </li></ul><ul><li>HMS </li></ul><ul><li>Metode: </li></ul><ul><li>Oppfølging av prosessmål </li></ul>P U K K <ul><li>Resultatmål: </li></ul><ul><li>Timeverk: 130 t. bedre enn budsjett </li></ul><ul><li>Metode: </li></ul><ul><li>Prosessmål er dokumentert </li></ul>Studere!!: Hva er årsakene til denne prestasjonen? Opprinelig plan laget På oppstartsmøte Evt. Problemløsning vha. ”skjema for analyse av avvik” under veis
    42. 44. Buddha has tree eyes FUTURE Breakthrough PAST Standardisation PRESENT Incremental improvement

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