Tập hợp một vài kết quả sau quá trình nghiên cứu hai quyển sách Kaizen Teian và tìm kiếm các ví dụ kaizen trên web, kết hợp với kinh nghiệm thực tiễn trong ngành phát triển phần mềm.
Ngoài việc có thể dùng để giới thiệu về kaizen, tài liệu cũng đưa ra vài gợi ý để tiến hành thảo luận, lấy ý kiến kaizen trong nội bộ công ty làm phần mềm
Tập hợp một vài kết quả sau quá trình nghiên cứu hai quyển sách Kaizen Teian và tìm kiếm các ví dụ kaizen trên web, kết hợp với kinh nghiệm thực tiễn trong ngành phát triển phần mềm.
Ngoài việc có thể dùng để giới thiệu về kaizen, tài liệu cũng đưa ra vài gợi ý để tiến hành thảo luận, lấy ý kiến kaizen trong nội bộ công ty làm phần mềm
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tai lieu tong hop, thu vien luan van, luan van tong hop, do an chuyen nganh
8D Training, Eight Disciplines Training : Tonex TrainingBryan Len
8D Training, Eight Disciplines Training
8D Training covers the eight disciplines (8D) model used in advanced problem solving. 8D training covers the approach typically employed by quality engineers to identify, correct, and eliminate recurring problems as part of product and process improvement:
8D approach establishes a permanent corrective action based on statistical analysis of the problem
8D focuses on the origin of the problem by determining its root causes
It is comprised by eight stages, or disciplines
8D is a structured corrective action process; 8D stands for the Eight Disciplines of Problem Solving
Root Cause Analysis(RCA) is an integral part of the 8D process
8D Training Objectives:
Upon completion of the 8D Training Course, the attendees are able to:
Define what 8D is
Demonstrate and apply 8D Problem Solving Process
Illustrate 8D Problem Solving Process by a diagram
Understand Root Cause Analysis and 5 Why’s applied to 8D
Apply 8D Eight Disciplines to problem solving
Become familiar with the 8D steps
Become more proficient at Root Cause Analysis using 5 Why’s
Learn about 8D checklist and best practices
Learn about How 8D aligns with SAE AS13000: Problem Solving Requirements for Suppliers
8D Training Course Outlines:
Learn and work with the 8 disciplines in 8D Training. Upon completion of the 8D Training Course, the attendees will learn about:
Introduction to 8D
D0: prepare and Plan
D1: Use a team
D2: Define and describe the problem
D3: Develop interim containment plan
D4: Determine, identify, and verify root causes
D5: Choose and verify permanent corrections
D6: Implement and validate corrective actions
D7: Take preventive measures
D8: Congratulate your team
Hands-on Activities
Request more information. Visit Tonex website link below and learn more about 8d training eight disciplines training
https://www.tonex.com/training-courses/8d-training-eight-disciplines-training/
The document discusses the differences between chronic and sporadic problems and the appropriate approaches to address each type. It defines chronic problems as existing for some time and requiring improvement projects to attain breakthroughs. Sporadic problems are deviations that require troubleshooting to restore normal performance. The document outlines the sequence for breakthrough analysis including diagnosis to find root causes and developing remedies. It also summarizes the key steps in troubleshooting sporadic problems and the link between root cause analysis and the management by fact approach.
A3 problem solving technique by Mr. Anup GandhiYogesh Vaghani
The document discusses the benefits of structured problem solving and decision making using A3 thinking. A3 thinking involves using a single sheet of paper to logically document the current problem state, goals, root cause analysis, action plans, and results. This structured approach directs people to thoroughly investigate problems, consider multiple perspectives, and develop consensus-based solutions to issues.
A3 THINKING FOR SOLVING COMPLEX PROBLEMS AND EVOLUTIONARY CHANGE (ALEXEI ZHEG...Lean Kanban Central Europe
This document summarizes Alexei Zheglov's presentation on A3 Thinking for solving complex problems and evolutionary change. The presentation discusses using A3 reports and the improvement kata approach to facilitate continuous improvement efforts. It emphasizes establishing a clear problem or challenge statement, analyzing the root causes, developing hypotheses to address the problem, and testing proposed countermeasures.
Để xem full tài liệu Xin vui long liên hệ page để được hỗ trợ
:
https://www.facebook.com/garmentspace/
https://www.facebook.com/thuvienluanvan01
HOẶC
https://www.facebook.com/thuvienluanvan01
https://www.facebook.com/thuvienluanvan01
tai lieu tong hop, thu vien luan van, luan van tong hop, do an chuyen nganh
8D Training, Eight Disciplines Training : Tonex TrainingBryan Len
8D Training, Eight Disciplines Training
8D Training covers the eight disciplines (8D) model used in advanced problem solving. 8D training covers the approach typically employed by quality engineers to identify, correct, and eliminate recurring problems as part of product and process improvement:
8D approach establishes a permanent corrective action based on statistical analysis of the problem
8D focuses on the origin of the problem by determining its root causes
It is comprised by eight stages, or disciplines
8D is a structured corrective action process; 8D stands for the Eight Disciplines of Problem Solving
Root Cause Analysis(RCA) is an integral part of the 8D process
8D Training Objectives:
Upon completion of the 8D Training Course, the attendees are able to:
Define what 8D is
Demonstrate and apply 8D Problem Solving Process
Illustrate 8D Problem Solving Process by a diagram
Understand Root Cause Analysis and 5 Why’s applied to 8D
Apply 8D Eight Disciplines to problem solving
Become familiar with the 8D steps
Become more proficient at Root Cause Analysis using 5 Why’s
Learn about 8D checklist and best practices
Learn about How 8D aligns with SAE AS13000: Problem Solving Requirements for Suppliers
8D Training Course Outlines:
Learn and work with the 8 disciplines in 8D Training. Upon completion of the 8D Training Course, the attendees will learn about:
Introduction to 8D
D0: prepare and Plan
D1: Use a team
D2: Define and describe the problem
D3: Develop interim containment plan
D4: Determine, identify, and verify root causes
D5: Choose and verify permanent corrections
D6: Implement and validate corrective actions
D7: Take preventive measures
D8: Congratulate your team
Hands-on Activities
Request more information. Visit Tonex website link below and learn more about 8d training eight disciplines training
https://www.tonex.com/training-courses/8d-training-eight-disciplines-training/
The document discusses the differences between chronic and sporadic problems and the appropriate approaches to address each type. It defines chronic problems as existing for some time and requiring improvement projects to attain breakthroughs. Sporadic problems are deviations that require troubleshooting to restore normal performance. The document outlines the sequence for breakthrough analysis including diagnosis to find root causes and developing remedies. It also summarizes the key steps in troubleshooting sporadic problems and the link between root cause analysis and the management by fact approach.
A3 problem solving technique by Mr. Anup GandhiYogesh Vaghani
The document discusses the benefits of structured problem solving and decision making using A3 thinking. A3 thinking involves using a single sheet of paper to logically document the current problem state, goals, root cause analysis, action plans, and results. This structured approach directs people to thoroughly investigate problems, consider multiple perspectives, and develop consensus-based solutions to issues.
A3 THINKING FOR SOLVING COMPLEX PROBLEMS AND EVOLUTIONARY CHANGE (ALEXEI ZHEG...Lean Kanban Central Europe
This document summarizes Alexei Zheglov's presentation on A3 Thinking for solving complex problems and evolutionary change. The presentation discusses using A3 reports and the improvement kata approach to facilitate continuous improvement efforts. It emphasizes establishing a clear problem or challenge statement, analyzing the root causes, developing hypotheses to address the problem, and testing proposed countermeasures.
A3 - Toyota’s way of solving problems and creating plansSamuli Pahkala
Toyota has designed a two-page mechanism for attacking problems. The A3’s constraints (just 2 pages) and its structure (specific categories, ordered in steps, adding up to a “story”) are the keys to the A3’s power. Though the A3 process can be used effectively both to solve problems and to plan initiatives, its greatest payoff may be how it fosters learning.
Problem Solving A3 - How to solve tough impedimentsJef Cumps
This document provides guidance on using an A3 problem solving template. The template includes sections for background, current condition, goal, root cause analysis, countermeasures, effect confirmation, and follow-up actions. It encourages the reader to agree on a tough impediment, assign an owner, and build out the first three sections of the template - background, current condition, and goal. It also provides examples for how to complete the root cause analysis and countermeasures sections. The overall document teaches the A3 problem solving method and how to structure thinking on a problem using the A3 template.
This document discusses the A3 problem solving approach and provides examples of different types of A3 reports. The A3 approach uses a logical, evidence-based process based on the PDCA cycle to drive continuous improvement. It emphasizes brevity, objectivity, and visualization. Different types of A3 reports are used for problem solving, proposals, and status updates. Problem solving reports focus on root cause analysis, proposals on planning, and status reports on results and follow up actions.
By John Shook of Lean Enterprise Institute and David Brunt of Lean Enterprise Academy shown at the Lean Summit 2011 - Solving Business Problems on 10/11 November 2011
The document discusses using A3 problem solving and kaizen (continuous improvement) methods to drive organizational change. It describes implementing kaizen memos to celebrate small improvements. Problems were analyzed using A3 thinking, with targets set and countermeasures identified and tracked. Leadership was turned "upside down" by having managers solve problems using coaching and A3 thinking. This drove significant improvements like reducing rework lead times from 14.6 to 5 days. The approach spread laterally through communities of practice and helped transform organizations.
Close the Loop - Simplifying A3 Thinking for Team RetrospectivesCara Turner
The document discusses using A3 Thinking and the scientific method to structure team retrospectives. It presents a process for defining a goal as a hypothesis to test in the next sprint, then reviewing the results to see if assumptions were correct and how close the team is to the target state. The goal is to close the loop on continuous improvement by experimenting with changes and reviewing outcomes to guide future adaptations.
The document introduces the A3 problem-solving method using a single sheet of paper. It explains that A3 thinking structures how problems are captured, communicated, and addressed. The key components of an A3 report are the current condition, target condition, steps to address the problem, and measurements to track progress. The A3 method focuses on visible thinking to close knowledge gaps before performance gaps. It should be used as a learning tool following the PDCA cycle to pursue problems where the solution is not already known.
Combining lean startup and A3 Thinking to foster cultural change in distribut...Angel Diaz-Maroto
In this session I'm showing a model that organizations can use to foster the adoption of agile. This model is "locally" based on lean startup, understandig Agile initiatives from different countries as startups, and "globally" it uses the validated learning cycles of every organization to create a validated learning knowledge base with the performed experiments of agile practices in diferent environments. This "validated learning knowledge base" is co-created by the members of the internal international Agile community and shared through A3 report sheets.
Lean Start up principles as foundations for a change strategy, A3 thinking and problem solving as a support for lean continuous improvement, Agile Journey mapping as a strategy designing tool and Validated Learning Knowledge Base as a support for effective sharing, compose a complete and easy to use framework that can help communities, multisite organisations and groups of Agile leaders to boost Agile adoption in their business units.
Daily huddles led by team managers are proposed as an effective way to improve communication, productivity, quality and morale. Evidence from trials in private sector organizations found that huddles led to a 21% increase in productivity, 15% increase in quality, and rapid improvements in backlog, morale and staff engagement. Staff reported feeling more like part of a team, having a voice that was listened to, and taking pride in improving results. However, huddles require commitment from managers to focus on goals, provide relevant information to staff, listen to concerns and act on issues.
A3 Thinking:
A3 thinking is a structured technique of working through problems or opportunities for improvement. The ‘A3’ itself is literally just that: a piece of A3 paper summarising the logical thought processes that have been agreed by the team in defining the opportunity for improvement or solving the problem they face.
DevOpsDays Baltimore - 2017.
A3 Thinking is a proven technique for developing a learning organization enabled to drive rapid cycles of continual improvement, but the original method needs some tweaks to work best in a DevOps context. This Ignite talk will provide a quick overview of A3 Thinking and its roots. Then I’ll discuss how DevOps practitioners are modifying A3 Thinking to better fit DevOps. I’ll close with some suggestions on other ways in which the A3 could be modified to meet the needs of DevOps teams. Links to sources for those interested in learning more about A3 Thinking and DevOps will be provided.
#2 PPT - Optimize Your Workflow using Visual ManagementRhonda Kovera
Evaluate your workflow using workplace organization, level scheduling and inventory management.
Learn how Visual Management enables you to:
• Document your workflow
• Improve your workflow
• Measure your workflow
This Lean Manga explains how to deal with (CPD)nA.
For more information visit the website www.hoshinkanriforest.com or read the book The Hoshin Kanri Forest: Lean Strategic Organizational Design by Productivity Press.
The document provides guidance on implementing the 5S methodology to achieve a visual workplace. 5S involves the five Japanese words: Sort, Set in Order, Shine, Standardize, and Sustain. The methodology is used to organize a workspace by removing unnecessary items, properly storing and labeling necessary items, cleaning the area, standardizing processes, and sustaining the new systems. Implementing 5S creates a well-organized visual workspace that identifies abnormal conditions, eliminates waste, and supports process improvement efforts.
This short document promotes the creation of presentations using Haiku Deck on SlideShare. It includes a photo credit and encourages the reader to get started making their own Haiku Deck presentation by clicking a button.
#4 PPT - Build a Problem-Solving Environment and Create a Culture of Continu...Rhonda Kovera
Learn how Visual Management enables you to:
•Engage employees in ongoing process improvement
•Use problem-solving and idea generation to improve workflow
•Sustain continuous improvement
[Kho tài liệu ngành may] các phương pháp và thủ thuật được áp dụng trong kiểm...TÀI LIỆU NGÀNH MAY
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Outline for internship report - Báo cáo thực tập Tiếng Anh, ngành anh văn thương mại, đại học quốc tế ngôn ngữ anh
Smartbiz_He thong MES nganh may mac_2024juneSmartBiz
Cách Hệ thống MES giúp tối ưu Quản lý Sản xuất trong ngành May mặc như thế nào?
Ngành may mặc, với đặc thù luôn thay đổi theo xu hướng thị trường và đòi hỏi cao về chất lượng, đang ngày càng cần những giải pháp công nghệ tiên tiến để duy trì sự cạnh tranh. Bạn đã bao giờ tự hỏi làm thế nào mà những thương hiệu hàng đầu có thể sản xuất hàng triệu sản phẩm với độ chính xác gần như tuyệt đối và thời gian giao hàng nhanh chóng? Bí mật nằm ở hệ thống Quản lý Sản xuất (MES - Manufacturing Execution System).
Hãy cùng khám phá cách hệ thống MES đang cách mạng hóa ngành may mặc và mang lại những lợi ích vượt trội như thế nào.
10. PROBLEM
Cấu trúc
tốt
• Mục tiêu rõ ràng
• Đầy đủ thông tin
• Bài toán quen thuộc
Cấu trúc
kém
• Thông tin không rõ ràng
• Thiếu thông tin
• Bài toán mới/phức tạp
14. CONCEPT OF A3 THINKING
11x17 piece of paper / Một khổ giấy 11*17.
A problem solving approach–built around PDCA
/ Cách tiếp cận giải quyết vấn đề dựa trên PDCA.
A concise summary of the problem and solution
/ Bản tóm tắt vấn đề và giải pháp.
A way of structuring thinking
/ Một cách thức xây dựng tư duy.
A communication tool for workers to report
problems and improvement suggestions.
/ Một công cụ truyền thông để người công nhân báo cáo vấn
đề và đề xuất cải tiến.
Used for any kind of problem in all parts of the
business.
Được sử dụng cho mọi loại vấn đề trong tất cả các bộ phận
của doanh nghiệp.
15. PRINCIPLES OF A3
Created by Shewhart in the 1930s
/ Được đưa ra vào những năm 30
bởi Shewhart.
Popularized by Deming first in
Japan in the 1950s.
/ Phổ biến lần đầu tiên tại Nhật vào
những năm 50 bởi E.Deming.
At the core of all quality systems.
/ Là yếu tố cốt lõi của tất cả các hệ
thống chất lượng.
The foundation for A3
/ Là nền tảng của A3.
16. THE A3 THINKING PROCESS
Need anwser
these
Questions
Who
owns?
What s
problem?
What
symptoms,
Impact?
implementation
plan and
schedule?
choose
which
propose?
possible
countermeasures
?
Improvements
need
performance?
Root
causes?
Current
conditions?
follow up &
continuous
improvement?
Cost
Benefit
20. A3: TEMPLATE ELEMENTS
1. Problem Statement- Xác nhận vấn đề
• Briefly state the problem in one or two sentences. The problem
statement includes what is being affected and where it is occurring.
/ Tóm tắt vấn đề. ảnh hưởng của nó và nơi xảy ra?
2. Background and current conditions / Cơ sở và điều kiện hiện tại
What is the business reason for choosing this issue?
/ Lý do lựa chọn vấn đề?
What is the Problem or Need-the Gap in Performance?
/ Có gián đoạn gì?
How often does it happen? / Tần suất xảy ra?
Is there a pattern of occurrence? Quantify the extent and causals.
/ Định lượng mức độ ảnh hưởng?
What are the specific conditions that indicate you have a problem
or need, where and how much?
/ Những điều kiện cụ thể? Những cái biểu lộ của vấn đề?
Show the facts visually with run charts, graphs, maps?
/ Các sự kiện trực quan: biểu đồ, đồ thị,…
21. A3: TEMPLATE ELEMENTS
Proplem Statement & Curent Condition Insights
Example:
0% 10% 20% 30% 40% 50%
Didn’t do final exem
Part time
Love
Game
Lazy
Reasons for Fails Subject
Reasons for Fails Subject
22. A3: TEMPLATE ELEMENTS
At each table, choose a waste
and create a problem statement
/ Chọn một lãng phí và hình
thành vấn đề.
Brainstorm on what Current
Condition data should be
collected
/ Động não về những dữ liệu hiện
tại nên được thu thập
A3 Exercise –Part 1
23. A3: TEMPLATE ELEMENTS
Why does the problem exist?
/ Tại sao vấn đề lại hiện hữu?
Separate symptoms from causes
/ Triệu chứng riêng biệt từ nguyên nhân
What is the real problem?
/ Vấn đề thực sự là gì?
Root cause tools: 5 Whys, and Fishbone
diagrams
/ Các công cụ: 5 Whys, xương cá,…
3. Analysis and Root Causes
/ Phân tích Nguyên nhân gốc rễ.
25. A3: TEMPLATE ELEMENTS
A3 Exercise –Part 2
At each table,
continue your A3 and
complete the Root Cause
section.
/ Tiếp tục hoàn thành A3 với
những phân tích nguyên
nhân, dựa vào 5whys và
fishbone.
26. A3: TEMPLATE ELEMENTS
4. Goals / Mục đích
What goals would you like to see based on the resolving some of
the contributing factors of the problem?
/ Những mục tiêu bạn muốn thấy ?
How much improvement? By when? Metrics?
/ Cải thiện như thế nào? Khi nào? Và các chỉ số như thế nào?
5. Scope / Phạm vi
What’s in? What’s out?
/ Bên trong? Bên ngoài?
6. Estimated Project Completion
(date or timeframe)
Dự kiến hoàn thành: ngày or khung thời gian
27. A3: TEMPLATE ELEMENTS
A3 Exercise –Part 3
At each table, brainstorm on
goals for your A3
Brainstorm on what is in scope
and what is out of scope?
28. A3: TEMPLATE ELEMENTS
Evaluate possible solutions based on effectiveness, cost,
and time to implement. Which alternative solutions have you
decided to trial?
/ Đánh giá các giải pháp dựa trên tính hiệu quả, chi phí, thời gian?
Những giải pháp thay thế?
Conduct a FMEA to minimize risk and to maximize
achievement of goals / Thực hiện FMEA.
Every countermeasure should be a LEAN tool.
/ Biện pháp nên là một công cụ lean.
Every countermeasure should be eliminating waste and
aligned with the Goals of the A3 project
/ Biện pháp không tồn tại lãng phí, và phù hợp với mục tiêu.
Verify alignment with larger organization goals
/ Có sự xác nhận với các mục tiêu lớn hơn của tổ chức.
7. Proposed Countermeasures
29. A3: TEMPLATE ELEMENTS
Countermeasure: Standard Work –Lean Tool #1
Tiêu chẩn hóa công việc
To make the best methods consistentamong all workers.
/ Để có một phương pháp tốt nhất phù hợp với tất cả mọi công nhân
Well defined, precise procedures for each person’s work
Includes the precise work sequence, equipment required.
/ Gồm các trình tự công việc chính xác…
Key to continually improving a process
/ Chìa khóa để cải thiện.
Reduces variation / Giảm những thao tác thừa.
Can include diagrams or plan view of workstations
/ Có thể gồm các sơ đồ hoặc xem kế hoạch của các trạm sản xuất.
Visual pictures or video supplement can be very helpful
/ Có hình ảnh, Video có thể hữu ích.
There can be no
improvement in the
absence of standards.
=> KHÔNG CÓ CẢI
TiẾN NÀO VẮNG MẶT
CÁC TIÊU CHUẨN. )
30. A3: TEMPLATE ELEMENTS
Countermeasure: Visual Management –Lean Tool #2
/ Quản lý trực quan
Make operations visually obvious / Làm cho hoạt động trực quan rõ ràng.
Easy tracking of up to the minute process performance
/ Dễ theo dõi đến từng phút trong đến hiệu suất của quá trình.
Make problems stand out –make it easy to identify error conditions
/ Làm cho vấn đề nổi bật để dễ dàng xác định.
Andon –light or signal that a worker needs help immediately (a problem or
abnormality has been detected) / Có tín hiệu khi công nhân có yêu cầu trợ giúp.
Visual Workplace:
When anyone can walk into a workplace and visually understand the current
situation.
32. A3: TEMPLATE ELEMENTS
A3 Exercise –Part 4
At each table, brainstorm on potential countermeasures for your A3.
3 possible Lean tools:
1. Standard work
2. Visual Management
3. 5S
33. A3: TEMPLATE ELEMENTS
What will be main actions & outcomes in the
implementation process & in what sequence?
/ Những hành động chính? Kết quả của quá trình?
Thứ tự thực hiện?
What support & resources will be required?
/ Nguồn lực yêu cầu?
Who will be responsible for what, when & how much?
/ Ai sẽ chịu trách nhiệm cho những gì? Quyền hạn?
When will progress & impact be reviewed & by
whom?
/ Khi nào sẽ thực hiện và ai sẽ xem lại các tác động?
Use a Gantt chart to display actions, steps, outcomes,
timelines & roles.
/ Sử dụng một biểu đồ Gantt để hiển thị các hành động, các
bước , kết quả, mốc thời gian và vai trò.
8. Implementation Plan- Kế hoạch thực hiện
34. A3: TEMPLATE ELEMENTS
9. Results and Reflection (Study) / Nguyên cứu, kiểm tra.
What happened during the trials –study the positive and negative effects,
reflect. / Những gì đã xảy ra, tác động tích cực, tiêu cực là gì?
What are the final results, and conclusions of the trials?
/ Kết của cuối cùng là gì? Kết luận đưa ra là gì?
10. Follow-up Actions (Act) / Hoạt động giám sát.
Accept, reject or modify aspects of the trials to achieve desired outcomes
/ Thực hiện các sửa đổi, cải tiến để đạt kết quả như mong muốn.
What related issues or unintended consequences do you anticipate & what are
your contingencies?
/ Đưa ra các vấn đề liên quan, các dự đoán, dự phòng?
What processes will you use to enable, assure & sustain success?
/Những quá trình sẽ sử dụng để đảm bảo và duy trì thành công?
35.
36. HUST LEAN SIX SIGMA CLUB
(Câu lạc bộ Lean Six Sigma Bách Khoa)
----HULS----
Fanpage : https://www.facebook.com/leansixsigmabk
Email: Leansigmabachkhoa@gmail.com
Website: http://hulsclub.blogspot.com
Address: 5st , Ta Quang Buu Library , HUST
Editor's Notes
Xin tự giới thiệu nhóm mình bao gồm 4 thành viên:
Hùng Anh ngoan ngoãn
A Phúc lạnh lùng
A Khu không xác định
Và cuối cùng mình là Thương – Leader nhóm Action
L
Là yếu tố cốt lõi của tất cả các hệ thống chất lượng.
Nền tảng của A3
