Harvard Business Review - October 2011 issue Oct 2011 by Harvard Business School

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Additional info for Harvard Business Review - October 2011 issue Oct 2011

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Hier werden die Sieben Qualitätswerkzeuge aus der kontinuierlichen Verbesserung vorgestellt. 29 Die Werkzeuge werden in Prozess- oder Qualitätszirkeln zur kontinuierlichen Weiterentwicklung der Prozesse angewendet. Sie sind sehr wirkungsvoll, da sie einfach zu verstehen, einzusetzen und zu schulen sind. Die sieben Werkzeuge unterstützen die Arbeiten im Prozessmanagemeneo. 1. Ursache-Wirkungs-Diagramm (Fischgräten- / ISHIKAwA-Diagramm) Systematische Ermittlung von Problemursachen (und deren Probleme) durch Ideensammlung und Strukturierung.

Hais! 169ff. ' Gewichtung lAbs Spalten werte I % 234~6789 I 1 Taals Quality Function Deployment (QFD) wurde von AKAO entwickelt und bei Mitsubishi zum erstenmal eingesetzt. Die Qualitätstabellen haben Ähnlichkeit mit einem Haus, daher spricht man auch vom House of Quality. Hauptziel ist die gezielte Übertragung von Kundenanforderungen in Entwurfs- resp. Fertigungsanforderungen 32 (= Deployment resp. Entwicklung). Kundenanforderungen ProduktPlanung StrategiePlanung Teileplanung Prozessplanung 1111111e; Produktionsplanung IT-Anforderungen Fertigungsplanung SW&HW Spezifikation Abbildung 21: Der QFD-Transferprozess Der QFD-Prozess umfasst 4 Phasen mit je einem Haus.

Da die 9 Kriterien für eine direkte Bewertung noch zu abstrakt sind, werden für jedes Kriterium 2 bis 5 Subkriterien angezeigt. Somit werden nun 32 Subkriterien bewertet. Ein Subkriterium zum Kriterium Prozess lautet: Werden Prozesse systematisch gestaltet und gemanagt? Die Subkriterien werden weiter mit beispielhaften Ansatzpunkten genauer umschrieben. Das vorangehende Subkriterium wird wie folgt präzisiert: Werden die Prozesse in der Organisation einschliesslich derjenigen Schlüsselprozesse gestaltet, welche erforderlich sind um Politik und Strategie zu realisieren?

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