【校稿】第十六篇 Thought Process Map for Six Sigma: What, Why and How
本帖最后由 小编D 于 2012-1-6 14:00 编辑 _
请对以下文章有校对兴趣的组员留下你的预计完成时间，并发短信息联系小编H，以便小编登记校对者信息以及文章最终完成时的奖惩工作。PS：请把您的邮箱地址通过短信息发给小编，原文有大量图片，以便发送文档校对~~本文由“质量专家级”翻译
Thought Process Map for Six Sigma: What, Why and How六西格玛的思维过程图:什么、为什么、怎么 For a Six Sigma project to have the greatest chance of success, it must begin with a solid foundation. One tool that can ensure a firm foundation is the thought process map, sometimes referred to as a TMAP or TPM. 使六西格玛项目具有最高的成功的机会，必须从一开始就有一个坚实的基础。可以确保坚实的基础的工具是思维过程图，有时被称为TMAP或TPM。By http://www.isixsigma.com/index ... orFor a Six Sigma project to be successful, it must begin with a solid foundation. One tool that can ensure a firm foundation is the thought process map, sometimes referred to as a TMAP or TPM.使六西格玛项目具有最高的成功的机会，必须从一开始就有一个坚实的基础。可以确保坚实的基础的工具是思维过程图，有时被称为TMAP或TPM。A TMAP is a visual representation of a Black Belt's, team leader's or an entire team's thoughts, ideas and questions relative to accomplishing the project goal. It should be one of the first tools employed when starting any Six Sigma or process improvement project. A TMAP presents a structure of information and helps a team progress through the DMAIC process. It is a living document that will change throughout the project and has no set format. A TMAP can be used to drive specific actions and select the Six Sigma tools that should be employed.TMAP是黑带的工作展现，反映小组组长或整个团队的关于完成项目目标的思想、观念和问题。它应该是启动任意一个六西格玛项目或者过程改进项目的最早的工具之一。TMAP代表信息的结构，通过DMAIC流程帮助团队前进。它是一种动态的文件,在整个项目过程中可以改变,并且没有固定的格式。一个TMAP可以用于推动具体的行动和选择应该使用的六西格玛工具。A TMAP should include, but is not limited to: TMAP应该包括，但不局限于：1. The project goal(s) or problem statement(s) 项目目标或者问题描述2. Specific areas/parts of a process to be analyzed 被分析过程的特定区域/部件3. Any issues or questions to address 提出的问题4. What is known about those issues or questions 关于这些问题所掌握的情况5. What is not known about those issues or questions关于这些问题所没有掌握的情况6. Initial assumptions about each issue or question. 每个问题的最初假设7. What data or information is needed 需要的数据或者信息8. Potential barriers reaching the project goal 达到项目目标的潜在的障碍9. Interconnections between each part/issue/question 问题/部件间的彼此联系10. Potential Six Sigma tools to be used使用的潜在的六西格玛工具 When creating a TMAP, the only wrong piece of information is the one left out. 当创造TMAP时，唯一错误的一段信息是有一个被忽略了。Why Should the TMAP Be Used? 为什么应该使用TMAPThe single, most important benefit of using a TMAP early in a project is it ensures that nothing is left out or missed. It is an effective tool for ensuring all potential questions and issues of a project have been both identified and addressed from the beginning of a project to completion. 在项目中最早使用TMAP唯一、最重要的益处是保证什么都没有被忽略或错过。它是一种有效的工具,确保从项目的开始到完成的整个阶段使该项目所有潜在的问题被识别和讨论。It also provides an effective way to brainstorm, take notes, gather and view information and even summarize data. It reminds the team what assumptions were made, the actions that followed, and the latest status of the project. It is an effective way of communicating, as well as consolidating information from a single person or among various teams. 它也提供了一个有效的方式来脑力激荡、记笔记、收集并查看信息甚至总结数据，也提醒团队做什么设想、跟踪的措施、以及项目的最新状态，它是一种沟通、个人和团队巩固信息的有效方法。Finally, it provides a visual map that tracks the development of ideas and issues, as well as the extent of inquisition. Like all maps, it shows where the team or individual has been, where they are at, and where they need to go in pursuit of resolution to particular issues.最后,它提供了一种直观图去追踪概念和问题的发展，以及调查的程度。像所有的图一样,它显示了团队或个人、完成的状态、以及他们需要去追求特定问题的答案。How to Create a Thought Process Map怎样创造思维过程图There are various ways to create a TMAP, but the easiest and most effective way is following these five steps:有五种方法创造TMAP,但是最容易和最有效的方法是根据下面五步骤执行：1. Define the project goal(s) 制定项目目标2. List the knowns and unknowns 确定已知和未知的清单3. Ask DMAIC questions and "grouped" questions询问DMAIC问题及分组问题 4. Sequence and link the questions 排序和链接问题5. Identify possible tools to be used识别可能使用的工具
Before Making a TMAP制作TMAP的准备In preparation for making a thought process map, here are a few recommendations:准备制作TMAP思维过程图，这里有一些建议:> Use large (about 2x2.5-foot) easel pads or poster board. This allows information to be viewed easily.用大的(约2x2.5英尺)画架或海报板，这样可以可以轻松自如地浏览到信息。
> Use different colored markers - allowing different colors for knowns, unknowns, questions, etc.使用不同的彩色笔——使用不同的颜色识别已知,未知,问题,等等。
> Use Post-its - these will allow information to be grouped/moved around the map more easily.使用粘贴-能够容易使信息围绕思维过程图被分组/移动。
> Involve the entire team - the more input the better and do not exclude anyone or any information. 包括整个团队——更多的输入更好,不排除任何人或任何信息。
> Do not critique - just gather as much information as possible and filter it later.不要评论——只是尽可能搜集有关的资料,之后再筛选。
> Do not make initial (i.e., false) assumptions. If the data is unknown, list it as so and research it later.不要做初步(例如,错误的)的假设。如果数据是未知的,把它列出来以后再研究。
Here then, is how these five steps can be used to create a TMAP. 然后是，这五个步骤怎样用于创造TMAP Step 1: Define the Project Goal(s) 第一步：制定项目目标First and foremost, a team needs to clearly define the goal. What is the team trying to accomplish? Is it a problem that needs to be solved? Is it a potential opportunity for growth that needs to be explored? By defining the goal, the team also will define the project scope. This is essential to do early on in a project. 首先最重要的是,一个团队需要明确目标。团队努力达到的目标是什么?需要被解决的问题是什么?有没有需要被探索的潜在的机会？通过制定目标,团队也将确定项目的范围，在项目中，提早做是必要的。Referencing the project charter (the document that formally recognizes a Six Sigma project, identifies the scope, includes a problem statement, objective, benefits, team members, process owner and Champion) is very helpful in this step, as it should contain the goal or problem statement of the project.参考项目图(文件正式认可是6σ项目,确定范围,包括问题陈述、目标、效益、团队成员名单、过程责任者和倡导者)在该阶段是非常有用的,因为在这一步应该包括项目目标或问题描述。At this point, someone on the team write the goal or problem statement at the top of a large poster board or easel pad. And the TMAP is begun. The other four steps will be put on the board or pad below the initial statement. For this example, a generic problem can be used to clearly illustrate all the steps. Here is a common problem encountered in the manufacturing world:在这一点上,团队成员在大白板纸或画架上写下目标或者问题描述，然后TMAP就开始了，其他四个步骤写在板报下面。对于这个例子,一个通用的问题可以用来清楚地图解所有步骤。这里是一个在制造领域很常见的问题："The receipt and processing of delivered materials takes too much time."“收到材料及加工交付需要太多时间。”Step 2: List the Knowns and Unknowns确定已知和未知的清单For this step, it is most helpful to simply create two columns - one for what the team knows and one for what the team does not know. It might be surprising how much information is known, but even more surprising how much the team does not know.在这一步中,最有帮助的是简单地创建两列-其中一个是团队所知道的,另一为团队不知道的。可能令人惊讶的是多少信息是已知的,但是更令人惊讶的可能是团队所不知道的。Information can include, but is not limited to metrics, times, costs, issues, potential barriers, points-of-contact, current problems, customer requirements, outputs, inputs, process steps, quantities and locations.信息可以包括,但不限于矩阵、时间、成本、问题、潜在的障碍、接触点、目前的困难、客户要求、输出、输入、过程步骤、数量和位置。
Knowing pertinent information and data in the initial stages is important; however, equally important is realizing what data the team will need to research.在初始阶段了解相关信息和数据是重要的，然而,同样重要的是团队需要研究什么数据。So, as the building of the TMAP continues, two columns are created off to the side (Figure 1). The items in each column - knowns and unknowns - are written on sticky paper.所以,随着TMAP的继续构建，两列被创造出来放置到一边(图1)。每一列的项目——已知和未知——都写在粘贴的纸上。
Figure 1: What Is Known and Not Known
图表一： 已知的和未知的
Step 3: Ask DMAIC Questions and 'Grouped' Questions询问DMAIC问题及分组问题This step coincides closely with the previous step. Team members will recognize that their unknowns (from Step 2) and questions from this step are very similar. The main difference is the approach. Using two separate approaches allows very different pieces of information and questions to surface. In the previous step, the team is stating inquiries from the perspective that they simply do not know a vital piece of information. In this step, they are asking questions from both the DMAIC approach, as well as a grouped approach.这一步与前一步严格一致。团队的成员将意识到他们的未知(从步骤2)和这一步的问题非常相似。主要的区别是方法，使用两个独立的方法允许完全不同的信息和问题。在上一步中,团队正在从他们根本不知道一个至关重要的一段信息的角度询问。在这一步,他们从DMAIC方法和分组的方法提问。First, ask questions from the categorical perspectives of DMAIC: Define, Measure, Analyze, Improve and Control. These will be the five areas into which all questions will be categorized. It is important to ask as many questions as possible - this is really a brainstorming exercise and no question is a bad question. 首先从DMAIC分类的观点提问：定义、测量、分析、改善和控制。所有的问题将会分成五个方面。尽可能提问多的问题是很重要的——这是一个真正的脑力激荡的锻炼,毫无疑问是一个坏的问题。So, again using sticky paper, some common questions are shown in Figure 2.所以,再次使用黏纸,一些常见问题,如图2所示。
Figure 2: Questions from a DMAIC Perspective
图表二：DMAIC观点提问
Next, the team needs to ask questions from the perspective of groups that are within or affect the process (Figure 3).其次,团队需要从群体内或影响工艺的角度提问(图3)。
Figure 3: Questions from Group Perspectives
从分组的角度提问
Step 4: Sequence and Link the Questions排序和链接问题Now it all comes together. Sequence questions below the problem statement (or goal) and flow them down. Additionally, link questions that are related to each other. The team members will find in this step that they will generate many additional questions. An example of a basic TMAP may look like the illustration in Figure 4.现在,所有的放在一起。按顺序排好所陈述的问题(或目标)和流程。另外,连接彼此相关的问题。团队成员会发现在这一步骤中他们将导致许多额外的问题。一个基本TMAP的例子可能看起来象图解图4。
Figure 4: Example of a Basic TMAP基本的TMAP的例子
This TMAP is a fairly simple example. Obviously many questions, sub-groups and links could yet be added. The complexity of any TMAP is dependent upon the complexity of the process, as well as the depth of the project team's analysis.这是一个相当简单TMAP例子。很明显，许多问题、子组和连接很可能仍然会被添加。任何TMAP的复杂性强烈地依赖于过程的错综复杂,以及项目团队的深度分析。Step 5: Identify Possible Tools to Be Used识别可能使用的工具Finally, the project team should identify the potential Six Sigma tools to be used to answer the questions posed. The most effective way to perform this step is to create a four-column matrix, as illustrated in the table below. It should have a column for the question, the tool or method, who is responsible, and the due date.最后,项目团队应该找出潜在的六西格玛工具回答提出的问题。最有效的方式进行这一步，创建一个四列矩阵,如下图表所示。它应该有一个列说明问题、工具或方法、谁负责与截止日期。
Matrix for Identify Potential Six Sigma Tools/Methods识别的潜在六西格玛工具/方法矩阵
Question问题Tool/Method工具/方法Person Responsible负责人Due Date截止日期
How long and how many people does the transportation steps take?运输花费多长时间和需要多少人？Value Stream Map价值流图
How long and how many people does the process steps take?过程步骤花费多长时间和需要多少人？Value Stream Map价值流图
Where are our failure modes?我们的失效模式在哪里？FMEA
How is the material inspected?物料怎么被检查？MSE
Percentage of small packages versus large packages?小包装与大包装的百分比?Data Analysis数据分析
And with this table, the TMAP process is complete, and the Six Sigma project is off to a strong start.这张表,TMAP过程完成之后,六西格玛项目有了一个强势的开局。Another Interesting Form for a TMAP TMAP的另一个引人关注的格式Another common format for a TMAP is using a bubble diagram as illustrated in Figure 5. This format often works better for processes that have many links. The five-step process can still be used to create it. Format is not significant as long as the TMAP helps the team in achieving its objective of a successful Six Sigma project.另一个常见的形式是使用一个气泡TMAP图如图5。这种格式更适合于有许多链接的过程,也能运用于五个过程中，格式并不重要,只要TMAP能够帮助团队达成一个成功的六西格玛项目的目标。
Figure 5: TMAP as a Bubble Diagram图五：TMAP气泡图
About the Author: _Chris Schweighardt__ is a manager of quality projects and analysis in the manufacturing and aerospace industry in Los Angeles, California, USA. He has a key role in the deployment of Six Sigma and Lean projects. He has nine years of experience in process improvement, project management and analysis. Mr. Schweighardt has occupied technical and managerial positions in consulting, program management, manufacturing, quality, operations, finance and supply chain management. He can be reached at mailto:chrissch9674@yahoo.com _ 关于作者：_Chris Schweighardt_是工作在美国加利福尼亚洛杉矶的一个制造和航空航天工业质量项目和分析经理，他在推广六西格玛和精益项目中起到关键作用，在过程改善、项目管理和分析上有九年的工作经验。Schweighardt先生一直在咨询、项目管理、生产、质量、运营、财务、供应链管理领域从事技术与管理。通过chrissch9674@yahoo.com chrissch9674@yahoo.com 可以联系到他。
请对以下文章有校对兴趣的组员留下你的预计完成时间，并发短信息联系小编H，以便小编登记校对者信息以及文章最终完成时的奖惩工作。PS：请把您的邮箱地址通过短信息发给小编，原文有大量图片，以便发送文档校对~~本文由“质量专家级”翻译
Thought Process Map for Six Sigma: What, Why and How六西格玛的思维过程图:什么、为什么、怎么 For a Six Sigma project to have the greatest chance of success, it must begin with a solid foundation. One tool that can ensure a firm foundation is the thought process map, sometimes referred to as a TMAP or TPM. 使六西格玛项目具有最高的成功的机会，必须从一开始就有一个坚实的基础。可以确保坚实的基础的工具是思维过程图，有时被称为TMAP或TPM。By http://www.isixsigma.com/index ... orFor a Six Sigma project to be successful, it must begin with a solid foundation. One tool that can ensure a firm foundation is the thought process map, sometimes referred to as a TMAP or TPM.使六西格玛项目具有最高的成功的机会，必须从一开始就有一个坚实的基础。可以确保坚实的基础的工具是思维过程图，有时被称为TMAP或TPM。A TMAP is a visual representation of a Black Belt's, team leader's or an entire team's thoughts, ideas and questions relative to accomplishing the project goal. It should be one of the first tools employed when starting any Six Sigma or process improvement project. A TMAP presents a structure of information and helps a team progress through the DMAIC process. It is a living document that will change throughout the project and has no set format. A TMAP can be used to drive specific actions and select the Six Sigma tools that should be employed.TMAP是黑带的工作展现，反映小组组长或整个团队的关于完成项目目标的思想、观念和问题。它应该是启动任意一个六西格玛项目或者过程改进项目的最早的工具之一。TMAP代表信息的结构，通过DMAIC流程帮助团队前进。它是一种动态的文件,在整个项目过程中可以改变,并且没有固定的格式。一个TMAP可以用于推动具体的行动和选择应该使用的六西格玛工具。A TMAP should include, but is not limited to: TMAP应该包括，但不局限于：1. The project goal(s) or problem statement(s) 项目目标或者问题描述2. Specific areas/parts of a process to be analyzed 被分析过程的特定区域/部件3. Any issues or questions to address 提出的问题4. What is known about those issues or questions 关于这些问题所掌握的情况5. What is not known about those issues or questions关于这些问题所没有掌握的情况6. Initial assumptions about each issue or question. 每个问题的最初假设7. What data or information is needed 需要的数据或者信息8. Potential barriers reaching the project goal 达到项目目标的潜在的障碍9. Interconnections between each part/issue/question 问题/部件间的彼此联系10. Potential Six Sigma tools to be used使用的潜在的六西格玛工具 When creating a TMAP, the only wrong piece of information is the one left out. 当创造TMAP时，唯一错误的一段信息是有一个被忽略了。Why Should the TMAP Be Used? 为什么应该使用TMAPThe single, most important benefit of using a TMAP early in a project is it ensures that nothing is left out or missed. It is an effective tool for ensuring all potential questions and issues of a project have been both identified and addressed from the beginning of a project to completion. 在项目中最早使用TMAP唯一、最重要的益处是保证什么都没有被忽略或错过。它是一种有效的工具,确保从项目的开始到完成的整个阶段使该项目所有潜在的问题被识别和讨论。It also provides an effective way to brainstorm, take notes, gather and view information and even summarize data. It reminds the team what assumptions were made, the actions that followed, and the latest status of the project. It is an effective way of communicating, as well as consolidating information from a single person or among various teams. 它也提供了一个有效的方式来脑力激荡、记笔记、收集并查看信息甚至总结数据，也提醒团队做什么设想、跟踪的措施、以及项目的最新状态，它是一种沟通、个人和团队巩固信息的有效方法。Finally, it provides a visual map that tracks the development of ideas and issues, as well as the extent of inquisition. Like all maps, it shows where the team or individual has been, where they are at, and where they need to go in pursuit of resolution to particular issues.最后,它提供了一种直观图去追踪概念和问题的发展，以及调查的程度。像所有的图一样,它显示了团队或个人、完成的状态、以及他们需要去追求特定问题的答案。How to Create a Thought Process Map怎样创造思维过程图There are various ways to create a TMAP, but the easiest and most effective way is following these five steps:有五种方法创造TMAP,但是最容易和最有效的方法是根据下面五步骤执行：1. Define the project goal(s) 制定项目目标2. List the knowns and unknowns 确定已知和未知的清单3. Ask DMAIC questions and "grouped" questions询问DMAIC问题及分组问题 4. Sequence and link the questions 排序和链接问题5. Identify possible tools to be used识别可能使用的工具
Before Making a TMAP制作TMAP的准备In preparation for making a thought process map, here are a few recommendations:准备制作TMAP思维过程图，这里有一些建议:> Use large (about 2x2.5-foot) easel pads or poster board. This allows information to be viewed easily.用大的(约2x2.5英尺)画架或海报板，这样可以可以轻松自如地浏览到信息。
> Use different colored markers - allowing different colors for knowns, unknowns, questions, etc.使用不同的彩色笔——使用不同的颜色识别已知,未知,问题,等等。
> Use Post-its - these will allow information to be grouped/moved around the map more easily.使用粘贴-能够容易使信息围绕思维过程图被分组/移动。
> Involve the entire team - the more input the better and do not exclude anyone or any information. 包括整个团队——更多的输入更好,不排除任何人或任何信息。
> Do not critique - just gather as much information as possible and filter it later.不要评论——只是尽可能搜集有关的资料,之后再筛选。
> Do not make initial (i.e., false) assumptions. If the data is unknown, list it as so and research it later.不要做初步(例如,错误的)的假设。如果数据是未知的,把它列出来以后再研究。
Here then, is how these five steps can be used to create a TMAP. 然后是，这五个步骤怎样用于创造TMAP Step 1: Define the Project Goal(s) 第一步：制定项目目标First and foremost, a team needs to clearly define the goal. What is the team trying to accomplish? Is it a problem that needs to be solved? Is it a potential opportunity for growth that needs to be explored? By defining the goal, the team also will define the project scope. This is essential to do early on in a project. 首先最重要的是,一个团队需要明确目标。团队努力达到的目标是什么?需要被解决的问题是什么?有没有需要被探索的潜在的机会？通过制定目标,团队也将确定项目的范围，在项目中，提早做是必要的。Referencing the project charter (the document that formally recognizes a Six Sigma project, identifies the scope, includes a problem statement, objective, benefits, team members, process owner and Champion) is very helpful in this step, as it should contain the goal or problem statement of the project.参考项目图(文件正式认可是6σ项目,确定范围,包括问题陈述、目标、效益、团队成员名单、过程责任者和倡导者)在该阶段是非常有用的,因为在这一步应该包括项目目标或问题描述。At this point, someone on the team write the goal or problem statement at the top of a large poster board or easel pad. And the TMAP is begun. The other four steps will be put on the board or pad below the initial statement. For this example, a generic problem can be used to clearly illustrate all the steps. Here is a common problem encountered in the manufacturing world:在这一点上,团队成员在大白板纸或画架上写下目标或者问题描述，然后TMAP就开始了，其他四个步骤写在板报下面。对于这个例子,一个通用的问题可以用来清楚地图解所有步骤。这里是一个在制造领域很常见的问题："The receipt and processing of delivered materials takes too much time."“收到材料及加工交付需要太多时间。”Step 2: List the Knowns and Unknowns确定已知和未知的清单For this step, it is most helpful to simply create two columns - one for what the team knows and one for what the team does not know. It might be surprising how much information is known, but even more surprising how much the team does not know.在这一步中,最有帮助的是简单地创建两列-其中一个是团队所知道的,另一为团队不知道的。可能令人惊讶的是多少信息是已知的,但是更令人惊讶的可能是团队所不知道的。Information can include, but is not limited to metrics, times, costs, issues, potential barriers, points-of-contact, current problems, customer requirements, outputs, inputs, process steps, quantities and locations.信息可以包括,但不限于矩阵、时间、成本、问题、潜在的障碍、接触点、目前的困难、客户要求、输出、输入、过程步骤、数量和位置。
Knowing pertinent information and data in the initial stages is important; however, equally important is realizing what data the team will need to research.在初始阶段了解相关信息和数据是重要的，然而,同样重要的是团队需要研究什么数据。So, as the building of the TMAP continues, two columns are created off to the side (Figure 1). The items in each column - knowns and unknowns - are written on sticky paper.所以,随着TMAP的继续构建，两列被创造出来放置到一边(图1)。每一列的项目——已知和未知——都写在粘贴的纸上。
Figure 1: What Is Known and Not Known
图表一： 已知的和未知的
Step 3: Ask DMAIC Questions and 'Grouped' Questions询问DMAIC问题及分组问题This step coincides closely with the previous step. Team members will recognize that their unknowns (from Step 2) and questions from this step are very similar. The main difference is the approach. Using two separate approaches allows very different pieces of information and questions to surface. In the previous step, the team is stating inquiries from the perspective that they simply do not know a vital piece of information. In this step, they are asking questions from both the DMAIC approach, as well as a grouped approach.这一步与前一步严格一致。团队的成员将意识到他们的未知(从步骤2)和这一步的问题非常相似。主要的区别是方法，使用两个独立的方法允许完全不同的信息和问题。在上一步中,团队正在从他们根本不知道一个至关重要的一段信息的角度询问。在这一步,他们从DMAIC方法和分组的方法提问。First, ask questions from the categorical perspectives of DMAIC: Define, Measure, Analyze, Improve and Control. These will be the five areas into which all questions will be categorized. It is important to ask as many questions as possible - this is really a brainstorming exercise and no question is a bad question. 首先从DMAIC分类的观点提问：定义、测量、分析、改善和控制。所有的问题将会分成五个方面。尽可能提问多的问题是很重要的——这是一个真正的脑力激荡的锻炼,毫无疑问是一个坏的问题。So, again using sticky paper, some common questions are shown in Figure 2.所以,再次使用黏纸,一些常见问题,如图2所示。
Figure 2: Questions from a DMAIC Perspective
图表二：DMAIC观点提问
Next, the team needs to ask questions from the perspective of groups that are within or affect the process (Figure 3).其次,团队需要从群体内或影响工艺的角度提问(图3)。
Figure 3: Questions from Group Perspectives
从分组的角度提问
Step 4: Sequence and Link the Questions排序和链接问题Now it all comes together. Sequence questions below the problem statement (or goal) and flow them down. Additionally, link questions that are related to each other. The team members will find in this step that they will generate many additional questions. An example of a basic TMAP may look like the illustration in Figure 4.现在,所有的放在一起。按顺序排好所陈述的问题(或目标)和流程。另外,连接彼此相关的问题。团队成员会发现在这一步骤中他们将导致许多额外的问题。一个基本TMAP的例子可能看起来象图解图4。
Figure 4: Example of a Basic TMAP基本的TMAP的例子
This TMAP is a fairly simple example. Obviously many questions, sub-groups and links could yet be added. The complexity of any TMAP is dependent upon the complexity of the process, as well as the depth of the project team's analysis.这是一个相当简单TMAP例子。很明显，许多问题、子组和连接很可能仍然会被添加。任何TMAP的复杂性强烈地依赖于过程的错综复杂,以及项目团队的深度分析。Step 5: Identify Possible Tools to Be Used识别可能使用的工具Finally, the project team should identify the potential Six Sigma tools to be used to answer the questions posed. The most effective way to perform this step is to create a four-column matrix, as illustrated in the table below. It should have a column for the question, the tool or method, who is responsible, and the due date.最后,项目团队应该找出潜在的六西格玛工具回答提出的问题。最有效的方式进行这一步，创建一个四列矩阵,如下图表所示。它应该有一个列说明问题、工具或方法、谁负责与截止日期。
Matrix for Identify Potential Six Sigma Tools/Methods识别的潜在六西格玛工具/方法矩阵
Question问题Tool/Method工具/方法Person Responsible负责人Due Date截止日期
How long and how many people does the transportation steps take?运输花费多长时间和需要多少人？Value Stream Map价值流图
How long and how many people does the process steps take?过程步骤花费多长时间和需要多少人？Value Stream Map价值流图
Where are our failure modes?我们的失效模式在哪里？FMEA
How is the material inspected?物料怎么被检查？MSE
Percentage of small packages versus large packages?小包装与大包装的百分比?Data Analysis数据分析
And with this table, the TMAP process is complete, and the Six Sigma project is off to a strong start.这张表,TMAP过程完成之后,六西格玛项目有了一个强势的开局。Another Interesting Form for a TMAP TMAP的另一个引人关注的格式Another common format for a TMAP is using a bubble diagram as illustrated in Figure 5. This format often works better for processes that have many links. The five-step process can still be used to create it. Format is not significant as long as the TMAP helps the team in achieving its objective of a successful Six Sigma project.另一个常见的形式是使用一个气泡TMAP图如图5。这种格式更适合于有许多链接的过程,也能运用于五个过程中，格式并不重要,只要TMAP能够帮助团队达成一个成功的六西格玛项目的目标。
Figure 5: TMAP as a Bubble Diagram图五：TMAP气泡图
About the Author: _Chris Schweighardt__ is a manager of quality projects and analysis in the manufacturing and aerospace industry in Los Angeles, California, USA. He has a key role in the deployment of Six Sigma and Lean projects. He has nine years of experience in process improvement, project management and analysis. Mr. Schweighardt has occupied technical and managerial positions in consulting, program management, manufacturing, quality, operations, finance and supply chain management. He can be reached at mailto:chrissch9674@yahoo.com _ 关于作者：_Chris Schweighardt_是工作在美国加利福尼亚洛杉矶的一个制造和航空航天工业质量项目和分析经理，他在推广六西格玛和精益项目中起到关键作用，在过程改善、项目管理和分析上有九年的工作经验。Schweighardt先生一直在咨询、项目管理、生产、质量、运营、财务、供应链管理领域从事技术与管理。通过chrissch9674@yahoo.com chrissch9674@yahoo.com 可以联系到他。
没有找到相关结果
已邀请:
RSS Feed
4 个回复
小编H (威望:4) (广东 广州) 互联网 员工
赞同来自: