有人把五隻猴子關在一個籠子裏，籠子上頭有一串香蕉，並安裝了一個自動裝置，若是偵察到有某隻猴子要去拿香蕉，立即就會有水噴向籠子，大家都會被淋濕。當 五隻猴子都試過之後有了共識：「不要去拿香蕉，因為水會噴出來。」；接著，先暗中把噴水裝置解除，然後換掉其中一隻，這隻新猴子看到香蕉，馬上想要去拿， 結果被其他四隻舊猴子猛K了一頓，因為牠們認為新猴子會害牠們被水淋到，所以制止新猴子去拿香蕉。當然，這五隻猴子沒有被水噴到，但四隻猴子從來沒有向新 猴子解釋為什麼要打牠？後來，所有舊猴子都換成新猴子後，大家都不敢去動那香蕉；但是他們都不知道為什麼？只知道去動香蕉會被其他猴子圍毆。這就是「傳 統」的由來。如果不去反思傳統，它就一點價值也沒有！
2010年10月6日 星期三
「品質」相關佳句格言摘錄
這次美國品質協會有一個很有意思的討論，內容是說出自己覺得形容「品質」的一句話，非常有意思，大家發言也相當踴躍。
把這次討論的一些自己覺得很好的內容摘要出來，感謝美國品質協會的各位伙伴，真的受益良多。
Gretel
"Best is the enemy of better" --
"Ignoring the problem does not help it fix itself."--問題如果不去解決，只是一略的忽視，它並不會自動消失或修復，真的！
“It is not necessary to change. Survival is not mandatory.” -- W. Edwards Deming
"If you can't describe what you are doing as a process, you don't know what you're doing".
~ W. Edwards Deming
"Don't just do something - sit there (and think)" - John Oakland
"The best way to predict the future is to create it."
"You can see a lot by looking." --（人那呆，看面就知？）
"Its not a Problem that we have a problem, It’s a problem if we don’t deal with a problem"
"The best inspector is a well designed process." JM Juran
"I'll be back" -The Customer-
"Quality is not in the things people make, but in the people making those things"
"If you always do what interests you, at least one person is pleased."
"Quality means doing it right when no one is looking" --說得好！
"The fish stinks from the head" （上樑不正下樑歪？）
"A problem well stated is a problem half-solved." Charles Kettering ....Good
"Quality is not what company puts in, it is what customers get out!" ..... very important
'Quality is selling products which don't come back, to customers who do". ....very good saying.
"Quality is Produced not Controlled"
“’Good Enough’ should never be good enough”
"Take time to THINK slowly but ACT quickly" ...Yes. but we usually do it reversely.
"Only the one who knows the complexity can simplify it."
Quality is when the customer comes back, not the product.
Quality is treating others as you treat yourselves...Nice saying，己所不欲，勿施於人。
把這次討論的一些自己覺得很好的內容摘要出來，感謝美國品質協會的各位伙伴，真的受益良多。
Gretel
"Best is the enemy of better" --
"Ignoring the problem does not help it fix itself."--問題如果不去解決，只是一略的忽視，它並不會自動消失或修復，真的！
“It is not necessary to change. Survival is not mandatory.” -- W. Edwards Deming
"If you can't describe what you are doing as a process, you don't know what you're doing".
~ W. Edwards Deming
"Don't just do something - sit there (and think)" - John Oakland
"The best way to predict the future is to create it."
"You can see a lot by looking." --（人那呆，看面就知？）
"Its not a Problem that we have a problem, It’s a problem if we don’t deal with a problem"
"The best inspector is a well designed process." JM Juran
"I'll be back" -The Customer-
"Quality is not in the things people make, but in the people making those things"
"If you always do what interests you, at least one person is pleased."
"Quality means doing it right when no one is looking" --說得好！
"The fish stinks from the head" （上樑不正下樑歪？）
"A problem well stated is a problem half-solved." Charles Kettering ....Good
"Quality is not what company puts in, it is what customers get out!" ..... very important
'Quality is selling products which don't come back, to customers who do". ....very good saying.
"Quality is Produced not Controlled"
“’Good Enough’ should never be good enough”
"Take time to THINK slowly but ACT quickly" ...Yes. but we usually do it reversely.
"Only the one who knows the complexity can simplify it."
Quality is when the customer comes back, not the product.
Quality is treating others as you treat yourselves...Nice saying，己所不欲，勿施於人。
2010年8月8日 星期日
Business Process Improvement - Implementation and the Impact Analysis
During the implementation phase of a BPI project, you have to think about the changes that need to occur in order for the new improved process to work as designed. Will the finance department have an objection to a particular change for some reason? Will another department affected by a handoff have a concern? Will a stakeholder disagree with a proposed change? Business process improvement does cause changes to occur in any organization and not everyone likes change.
The impact analysis, a key component of the implementation phase in any BPI project, provides you with a tool to use in identifying all the issues that can surface that could create roadblocks to your implementation. Develop the impact analysis by walking through the newly improved process map and identifying any activity that requires a change in the organization. Create a table in Microsoft Word or Excel that includes the following information for any potential problem area you identify:
Reference number
Process change
Rationale
Area impacted
Population/group impacted
Change management
Process change: This is where you describe the change that has to occur. For example, eliminate three of the current approval levels. You have to decide if you will include changes that only affect external groups (outside the sponsor's span of control) or all groups.
Rationale: State why the change is important to the business. For example, reduces cycle time by speeding up the approval process.
Area impacted: List the departments or business areas impacted by the change. For example, purchasing, legal, or entire company.
Population/group impacted: List the population or groups impacted by the change. For example, purchasing manager, vendors, or clients.
Change management: This is an explanation of the anticipated push back you expect with the proposed change. For example: Purchasing may not feel comfortable with a reduced number of approvals and may want to set a dollar limit for purchasing approvals, or Clients are not accustomed to being told "no" even though their request falls outside the department's guidelines.
You can do this step at the end of your work or while you are building the new process map, but I like to jot down notes while building the new map because you hear the project team's discussion about potential problems and this helps you to remember everything.
Sponsors appreciate the impact analysis because they often own most of the responsibility for gaining agreement on the required changes and this summary gives them the information they need to do their job.
Copyright 2010 Susan Page
Susan Page is a manager, HRIS for a major entertainment company in Orlando, FL. She has written The Power of Business Process Improvement, a practical, solution-oriented book recently published by the American Management Association.
Visit her web site and blog at: http://www.powerofbusinessprocessimprovement.com
View her LinkedIn profile at: http://www.linkedin.com/in/susanpagepowerofbpi
Article Source: http://EzineArticles.com/?expert=Susan_Page
The impact analysis, a key component of the implementation phase in any BPI project, provides you with a tool to use in identifying all the issues that can surface that could create roadblocks to your implementation. Develop the impact analysis by walking through the newly improved process map and identifying any activity that requires a change in the organization. Create a table in Microsoft Word or Excel that includes the following information for any potential problem area you identify:
Reference number
Process change
Rationale
Area impacted
Population/group impacted
Change management
Process change: This is where you describe the change that has to occur. For example, eliminate three of the current approval levels. You have to decide if you will include changes that only affect external groups (outside the sponsor's span of control) or all groups.
Rationale: State why the change is important to the business. For example, reduces cycle time by speeding up the approval process.
Area impacted: List the departments or business areas impacted by the change. For example, purchasing, legal, or entire company.
Population/group impacted: List the population or groups impacted by the change. For example, purchasing manager, vendors, or clients.
Change management: This is an explanation of the anticipated push back you expect with the proposed change. For example: Purchasing may not feel comfortable with a reduced number of approvals and may want to set a dollar limit for purchasing approvals, or Clients are not accustomed to being told "no" even though their request falls outside the department's guidelines.
You can do this step at the end of your work or while you are building the new process map, but I like to jot down notes while building the new map because you hear the project team's discussion about potential problems and this helps you to remember everything.
Sponsors appreciate the impact analysis because they often own most of the responsibility for gaining agreement on the required changes and this summary gives them the information they need to do their job.
Copyright 2010 Susan Page
Susan Page is a manager, HRIS for a major entertainment company in Orlando, FL. She has written The Power of Business Process Improvement, a practical, solution-oriented book recently published by the American Management Association.
Visit her web site and blog at: http://www.powerofbusinessprocessimprovement.com
View her LinkedIn profile at: http://www.linkedin.com/in/susanpagepowerofbpi
Article Source: http://EzineArticles.com/?expert=Susan_Page
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