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1、 3 - 1思考流程图6绿带训练基础篇(一)Honeywell International Inc. 3 - 2学习目标 了解思考流程图(TMAP) 之概念与价值 复习平行与序列式思考之应用 解決问题时，了解各个问题的重要性 能够建结构图形化的思考流程图 通过思考流程图的应用范例来做练习测量 分析 改善 控制 3 - 3应用范例 不连续制造绿带人员在面对须决定是否以一个适当的测量系统來改进流程，可用 TMAP 找出并记录替代方案。 连续制造化学工程师必须评估改变催化剂配方可能引发的问题及其对健康、安全和环境所造成的影响。 行政管理执行计划的绿带人员必须确认并记录项目所需的支援，并找出适当的沟通
2、渠道以整合此改善项目。 设计为了评估现有的产品或流程，设计工程师必须记录并评估不同设计并比较其优缺点。 3 - 4何谓思考流程图？所谓TMAP，即是当小组解决问题时，将决策背后的逻辑思考过程书面化。 包含所要解决的问题 以图形化的方式表达思考逻辑。 是一种可藉此发展策略。 是评估的过程，评估途径。 将解决问题或关键所得或所需书面化的思考与过程知识。 也可找出会危害小组努力施行结果的关键或障碍 。 改善您个人解决问题的方法(帮助你“跳出固定的思考模式及从整体来看”) 是一份活的文件！ 是一份地图，可帮助您了解 Y=f(x)！ 3 - 5如何构造TMAP TMAP并无特殊的格式，您可自由选用任何格
3、式，只需以逻辑方式表达计划所面临的问题与构想即可。步骤如下： 确认计划目标。 完成上述目标有何问题？将其书写在 TMAP 上。 如何定其优先顺序？哪个问题应优先回答？由 TMAP 中最重要的一点开始。 您要如何回答这些问题？应使用何种工具？将其记录在 TMAP 上。 藉由工具回答问题的过程中，获得了哪些信息？是否已回答了这些问题？将其记录下来！ 是否产生了新的问题？将其记录下来,并开始下一阶段的解决问题的程序 (如回到第一个步骤！) 以上的方式可依其本质或其必要性来执行，循序渐进或平行处理皆可。 记录任何个人或小组所作的假设。 3 - 6Do I Lease or Buy M y N ext
4、Car?How Often Do I n eed a N E W Car?Is it Typ ically Every 3 to 4 Years?NoYesD o I h ave th e 20% Down Payment Money?D o I M ain tain my Vehicle Regularly?A re there Restrictions on the Lease?Does m y Vehicle Need Repairs Now?Problem Statem entBuy LeaseD o I wan t to Spend this M oney on a Car?How
5、can I put down the least am ount of $NoHow many miles Do I Drive? YesYesYesLooks & StatusWhy?Less than 1 5 ,0 0 0 m iles a Year?YesNoYes NoC an I W ait for a G ood Deal?NoYesYesYes一个简单的思考流程图范例 3 - 7分组练习是否记得我们曾经利用 TMAP来决定租车或买车的范例？找出TMAP 所得的结论。现在我们要求每一组建构一个TMAP,帮助你解决如何制作一杯可口的VC泡腾片饮料或听一场F4演唱会,你会收集那些资料?
6、如何收集这些资料? 3 - 8作业 检视下列情况，与您的小组一起建构TMAP，以表达如何根据现有的情况处理问题。 GM 希望您在年终时将其准时交货率由 60% 提升到 95%。试建造一个TMAP，表达您的小组将如何完成计划。 一连续生产化学品经理担心应如何滿足 20% 的额外客户订单。假使之前从未达到如此高的产能，您的小组将如何提高产出？ 一生产线经理担心其VSR的RTY太低。试建构一个TMAP以找出问题，并提高其RTY 。 一物流经理希望整合 15个区域中心以降低成本。试建构一个TMAP 以确认需要多少个区域中心、区域中心的位置及其对客户服务的冲击。 3 - 9总 结 了解提出问题在过程中的
7、重要性。 明确这些问题有助于确认了解过程或产品程潜在的研究路径。 能制作一个TMAP，用逻辑及图形化的方式表达问题和思考方式，以找出问题的解决之道。 上述方法可视为提供过程改善计划的新方法，且特定的计划会有特定的解决方法。 3 - 10上述工具可应用于何处？ 请花 5 分钟时间思考并回答这个问题 3 - 11不同型态的 TMAP范例 3 - 12ID Task & Available resourcesApproach to combining MaterialReview Material for contentModel MaterialDraft MaterialWhos working
8、 on project? Do we have one from each sector? What is timeline for completion? What is scope of the task? Who is the customer or customers? What are their expectations? What are the process boundaries? Is there a charter for the team? What are the requirements of the process? Are there conflicting r
9、equirements? - John Hagen (Automotive). Not from all sectors. - For March 2nd Class. - Combine the EMS, Auto & Aerospace material to one seamless package. - BBCs, ASI Management, SBEs, MBBs, ALA - Meld three sectors best of material into new BBC Training Program Material - Conflict of thread of trai
10、ning from teaching material critical thought process is not evident in the EMS, Auto material. Week 1 modules (Common) - Process Map - FMEA - Intro to 6 - Variation / Metrics - Methodologies / PIP - NEM / Graphical AnalysisUnique Modules: - Statistical Tolerancing - Basic Stats - Capability Analysis
11、 - Correlation - Finance - Teams Building - Presentation Module - Minitab Basics - HS & E ConsiderationsWhich topics are the essentials (MIN)? Which are best of best? What are takaways of the week? What unique material is required? What Unique material should we keep? How do we balance training we a
12、re to use? (Data dump or Socratic method) Based on method and requirements what is best way to combine material? Is the training or Socratic Method best way to teach? How do we maintain integrity and level of the current program? How do we address diverse customer base? What appearance should the ma
13、terial have? What exercises coincide with material? Which ones should we keep? Do we train teaming in 6 sigma? - What soft skills meet customer requirements?- Use best of best from all sectors. Combine where possible. - Combination of both critical thought (Socratic Method and training) - Should be
14、a able to use both methods within a module. - Retain core of material, retain best of all models - use other best practice modules to reinforce BBC ability where applicable - Need for various examples / case studies within material to meet divers customer needs. -Use powerpoint! - Have a battery of
15、exercises in Appendix to choose from use based on class makeup. - Assess soft skills requirements based on class. - Teaming throughout Breakout exercises, Presentation skills with the Project presentations.- Intro, Variation, Basic Stats, PMAP, TMAP, MSE FMEA. - Combine best of both methods of train
16、ing to supplement learning with keys to critical thought. - See attached for takaways - Unique required: HS&E, - Keep: Capability Analysis, C & E, CLT, Minitab, Finance - Use team effort to combine material by using MBBs from all previous sectors to storm through material! How do we generate feedback on material? How to make Modifications? Timel
