诺基亚解决问题七步法程序

1©NOKIACOMPANYCONFIDENTIALNOKIA7/Version5.02001/NOKIA77-STEPPROBLEMSOLVINGMETHOD诺基亚解决问题七步法程序IdentifyProblem确认问题AnalyzeProblem分析问题DetermineCauses确定原因DevelopSolutions寻求对策PlanAction计划行动ImplementSolution实施对策EvaluateOutcome评估结果12345672©NOKIACOMPANYCONFIDENTIALNOKIA7/Version5.02001/Howtoboostgrowthofproductivity?如何推进生产力的增长?WhyisSystematicProblemSolvingCriticalforNokia?为什么系统的解决问题对诺基亚是至关重要的?Nokiagrowthhas“nolimits”诺基亚的成长是“无限的”Nokiapersonnelgrowthhasalimit诺基亚员工数量的增长是有限的Worksmarter,notharder!更聪明而非更辛苦的工作!3©NOKIACOMPANYCONFIDENTIALNOKIA7/Version5.02001/WhatisNOKIA7?什么是诺基亚七步法NOKIA7诺基亚七步法•Isasystematic7-stepmethodforfinding&implementingsolutionstoproblems.是一套有七个步骤的系统方法，用于找出问题及实施对策.•Aimsateliminatingtherootcauseoftheproblem.目的在于消除问题的根本原因•Preventstheproblemre-occuring.预防问题的重复发生.•Reduceswastedeffortandmakesteamworkmoreeffective.减少浪费并使团队工作更有效.IdentifyProblem确认问题AnalyzeProblem分析问题DetermineCauses确定原因DevelopSolutions寻求对策PlanAction计划行动ImplementSolution实施对策EvaluateOutcome评估结果12345674©NOKIACOMPANYCONFIDENTIALNOKIA7/Version5.02001/WhatisaProblem?什么是问题?Thedifferencebetweenadesired,expectedornormalsituationandwhatisactuallyhappening实际发生的与所预期的、期待的或常规情况间的差距Desired预期Current现实Time时间Performance表现GAP差距5©NOKIACOMPANYCONFIDENTIALNOKIA7/Version5.02001/ScaleoftheProblem问题的尺度Complexity复杂程度Time时间NOKIA7canbeappliedtobothsimpleandmorecomplexissues(fromofficeprocedurestosoftwaredesigntomanufacturing).诺基亚七步法即可以用于简单事件也可以用于复杂事件(从办公室采购到制造业的软件设计)Someproblemscantakedaystosolve,othersmaytakemonths.有些问题几天可以解决，有些则需几个月Theprinciplesremainthesame.原则是相同的6©NOKIACOMPANYCONFIDENTIALNOKIA7/Version5.02001/NOKIA7StepstoProblemSolving诺基亚七步法解决问题1.Identifyproblembydefiningtheareaforimprovement确认需要改进的区域－确认问题2.Analyzeproblemsbystudyingthecurrentdata通过研究现状，分析问题3.Determinerootcause(s)确定原因4.Develop(create/select)solutions寻求（制定/选择）对策5.Planaction计划行动6.Implementthesolution实施对策7.Evaluateoutcome评估结果IdentifyProblem确认问题AnalyzeProblem分析问题DetermineCauses确定原因DevelopSolutions寻求对策PlanAction计划行动ImplementSolution实施对策EvaluateOutcome评估结果12345677©NOKIACOMPANYCONFIDENTIALNOKIA7/Version5.02001/StructureoftheSteps各步骤的结构KeyActivities关键活动•Explainswhatactionsneedtotakeplaceateachstep.阐明每个步骤需要采取的行动.CheckQuestion检查问题•Byaskingthequestion'how'itenablesyoutocheckyouhavefocusedonthemostcriticalitemsateachstep.通过问“如何”使您能够检查您在每一步已集中注意了最关键的内容.Tools工具•Avarietyofeffectiveteamworkingtoolswhichhelpyouindecision-makingateachstep.每一个步骤均有可帮助您做决定的多种有效的团队工作工具.•Toolsstampedwiththelabel'BasicTool'arethesimplesttoolstobeusedtogetaroundeachstep带有“基本工具”标签的工具是用于每个步骤中最简单的工具.8©NOKIACOMPANYCONFIDENTIALNOKIA7/Version5.02001/Step1IdentifyProblem步骤1确认问题KeyActivities关键活动:•Identifyproblemareas.确认问题所在区域.•Prioritizetheproblems.按优先程度排列各问题.•Writetheproblemstatement.写出问题陈述.CheckQuestion检查问题•Howhaveyoudefinedthegapbetweentheactualandtarget?您是如何定义现实与目标之间的差距的?Tools工具•Brainstorming脑力激荡法•Pareto柏拉图IdentifyProblem确认问题AnalyzeProblem分析问题DetermineCauses确定原因DevelopSolutions寻求对策PlanAction计划行动ImplementSolution实施对策EvaluateOutcome评估结果12345679©NOKIACOMPANYCONFIDENTIALNOKIA7/Version5.02001/ProblemStatement问题陈述•Describestheproblem.描述问题.•Statesthegapbetweenwhatisandwhatshouldbe,i.e.“current”and“desired”.陈述实际是什么与应该怎样的差距，如“现实”和“预期”.•Identifiestheproblem,notthecauseorimpliedsolution.说明问题，不是原因或解决方案•Usesexacttermsandincludesquantities:howoften,howmuch,whenetc..使用精确的术语及包括数量:频度，多少及什么时间等.•Isnotaquestion.不是一个问题.•Tellsyouwhytheproblemisimportant.告诉你为什么这个问题是重要的.Keeptheproblemstatementsimple,justasinglesentence.描述问题宜简洁,一句话即可.10©NOKIACOMPANYCONFIDENTIALNOKIA7/Version5.02001/Currentsituation:Shipmentsarearrivingtocustomerstoolateandattoohighacost.目前状态：货物抵达客户太晚了，费用太高了Desiredsituation:Promptcustomerdeliveryatminimalcost.预期状态：以最少的费用及时发货给客户Operativeterm:Operationaldefinition:运营术语：运营定义：Prompt及时Customer客户Delivery发货Minimal最少Cost费用Within2daysregardlessofdestinationorsizeoforder/shipment不管目的地和货物大小，2天内必需达到Usersofourelectronicproducts;salescenters我们电子产品的用户；销售中心Mail,expressdelivery,orspecialdeliverydependingoncustomerlocaleordeliverydestination根据客户收货地情况，用邮件，快件，或特殊货运发货Nottoexceed3%ofsalespriceperunit不超过3％的销售单价Unitcostinlocalcurrencypershipment每批发货的当地货币单价WritingaProblemStatement(1/2)写问题陈述11©NOKIACOMPANYCONFIDENTIALNOKIA7/Version5.02001/CurrentSituation目前状态:Electronicproductshipmentsarebeingdeliveredtocustomersinanaverageof14daystimeandatanaveragecostof13%ofthesalesunitprice.电子产品的交付时间为平均14天，平均费用是销售单价的13％.DesiredSituation预期状态:Promptdeliveryofwithin2days,atapricenottoexceed3%oftheunitsalesprice.2天内及时交付，费用不超过销售单价的3%.ProblemStatement问题陈述:Productdeliveriestake14daysinsteadof2days,andthecostis13%ofsalesunitpricewhereasitshouldbemax3%.产品发货时间是14天而不是2天,费用应是不超过销售单价的3%然而目前却为13%.Action行动:Improveproductshipmentperformancefromnow14daystounder2days,whilereducingthetotalcostpershipmentfromnow13%tonomorethan3%oftheunitsalesprice,withinthenext30days.在今后30天内，提高产品的发货效率，从14天降到低至2天，同时将每批货物的全部费用从销售单价的13％降低到不超过3％。WritingaProblemStatement(2/2)写问题陈述12©NOKIACOMPANYCONFIDENTIALNOKIA7/Version5.02001/Brainstorming脑力激荡法Structured有组织的Everybodyspeaksinturn.每一个人轮流发言Onlyoneideaattime.一次一个想法Waitforyourturn.等待自己的机会Y