个企业要成为6西格玛企业需要一个成长的过程，在这个成长过程中，人力资源的培养、6西格玛项目的展开与技术方法的应用、以及企业文化的变革，被认为是一个企业成长为6西格玛企业的三个重要维度。以黑带、绿带的培训形式，结合项目开展6西格玛方法的学习与实践，并通过黑带、绿带将6西格玛理念与核心价值观传递到企业的各个层次，以促进企业文化的变革，已成为成功的6西格玛管理模式的重要组成部分。6西格玛管理在企业的展开是通过骨干人员培训（如黑带培训）、项目实施、扩大培训范围、选择更多的项目……等， 逐步展开，最终将6西格玛管理融入企业日常工作，使6西格玛管理理念和活动成为企业文化的一部分。因此，成功的6西格玛管理是在很好的策划的基础上，通过一轮一轮的培训以及一轮一轮的6西格玛项目的实施和不断展开，在这个过程中，企业培养了能为企业带来效益和业绩改善的人才，通过6西格玛项目取得业绩改善效果和竞争力的提升，积累了运用科学方法获得业绩突破的经验与知识，改变了人们的观念，形成关注顾客、面向过程、依据数据与科学、不断追求卓越的6西格玛企业文化。
在推进6西格玛管理中，开展不同层次的深入的人员培训是一项非常重要的工作。一般来说6西格玛管理培训可分为以下三个层次：
第一层：企业高层管理层以及6西格玛领航员（Champion）的培训。主要是6西格玛管理理念的导入，使高层管理层对6西格玛管理有清晰的了解。特别是，6西格玛管理是自上而下的一种管理模式（TOP－DOWN）。如果没有高层管理团队的支持， 6西格玛管理是无法在企业中真正获得成功的。另外，企业高层管理层和6西格玛领航员培训的重点更加侧重于如何构建6西格玛管理基础，侧重于战略层次的策划。
第二层：6西格玛黑带（Black Belt）与绿带（Green Belt）的培训。这是6西格玛培训中投入最多，耗时最多，回报最大的培训。通过对6西格玛管理方法的学习及实践，使黑带和绿带掌握6西格玛突破方法和技术，体验6西格玛管理理念，实现解决问题的思维方式和行动方法的培训转变，从而使他们成为企业推动6西格玛管理的中坚力量。
第三层：全体员工的6西格玛培训。这一般是由6西格玛黑带和绿带开展的随着项目的实施而推进的面向全体员工的培训。
6西格玛的黑带和绿带培训，在6西格玛管理的推进中起着十分重要的作用。一般来说，它有以下一些特点：
第一：结合6西格玛突破过程（DMAIC/DFSS），对解决问题的科学方法进行全面的学习。比如对统计技术的学习，在培训中已涉及到２０余种统计技术的学习与应用，比我们以往开展的任何统计质量管理技术方法培训所涉及的范围要广泛得多，已经基本覆盖了对所有类型数据进行统计分析的方面。除统计技术外，所有被实践证明对提高过程效率、减小浪费等是有效的管理方法，在培训中均有其相应的位置，比如质量功能展开（QFD）、失效模式与影响分析（FMEA）、精益生产（Lean）、流程再造（BPR）等。使黑带和绿带的“工具箱”中装满解决复杂问题所需要的工具。
第二：除了解决问题所需要的“硬工具”外，大量人文科学的“软工具”在培训中也占有很重要的位置。这与黑带／绿带在企业中所担当的角色有关。因为，他们是在推进6西格玛管理中实现企业文化转变的骨干，他们应将6西格玛的理念传递到企业的各个层次。因此，他们应具有影响力、亲和力、团队工作能力、沟通能力等等。应通过他们的行为，对周围的人们接受6西格玛管理理念产生积极的影响。
第三：培训内容强调实践性。虽然6西格玛突破工具涉及到很多内容，但在培训过程中，更强调工具方法的应用，强调“学会正确的使用”，而不是公式的推导。应该说，计算机软件的引入，使许多技术方法的使用得到了极大的简化，使技术方法的学习和使用更加方便。这也是为什么在培训中大量使用计算机的原因。
第四：强调学习与实践的紧密结合。“带着项目学习”是其培训的一大特点。参加学习的人每人都应有一个明确的项目，一边学习一边“真刀真枪”地实践。在跨度为４－6个月的培训中，虽然用于课堂学习的时间不到1个月，但学习与实践紧密结合，学到的知识马上用于项目，使培训效果最大限度地发挥出来。实际上培训也应该是JIT（Just－in－Time及时生产）的。
注：6西格玛黑带培训一般按阶段展开，每一阶段的培训大约为1周时间，随后3周左右时间用于作项目，在下一次培训时要报告项目实施的情况。比如：进入分析阶段，先用1周的时间培训，在随后的3周时间内学员将收集数据，并运用所学的统计方法对数据进行分析。在下一次的培训中，学员们将报告分析阶段工作的结果。
第五：学以致用的培训，给培训教员和学员提出了很高的要求。6西格玛培训教员更相教练。他要十分认同6西格玛管理理念，对推进6西格玛管理怀有一腔热情，对培训内容有深刻的认识，对解决实际问题具有丰富的经验。对学员来说，学习的过程是转变观念的过程，是掌握知识的过程，也是在实践中得到洗礼的提升过程。他要以开放的心态对待学习，而不是固守己见。他要以执着和热情对待项目工作，他要以百折不挠的毅力对待困难。所以，对企业来说，黑带和绿带是其宝贵的资源。正象许多参加过6西格玛黑带和绿带培训的人所感受的那样：“随着培训的推进，你会感到大家说话和做事的方式在发生变化。
与过去开展的任何管理方法相比，6西格玛管理的培训模式是最成功的，给企业带来的回报也是最大的。这种模式尽管其资源投入也高于其他管理模式的培训。对此，企业应给予充分的考虑。
在准备开展6西格玛培训，特别是考虑引入黑带和绿带培训时，企业应充分考虑到以下问题：
第一：应选择真正能为企业带来培训效果的培训资源。一个好的6西格玛黑带培训方案不仅要包括培训统计技术，还要包括如何开展项目工作。不仅要包括硬工具，还要包括软工具。培训应围绕项目工作展开，而不应该仅是学几门课程或几个工具。
第二：应将管理层对6西格玛工作的支持，与每一轮培训工作的开展结合起来。在培训过程的6西格玛项目节点上，设计管理层的参与接口，使培训与实践活动得到管理层应有的支持。
第三：应选择合适的受训学员。将企业最好的员工培训为6西格玛黑带和绿带，通过学习和实践，他们一定会在改善顾客满意和企业经营业绩方面，给企业带来极大的效益。
第四：对黑带和绿带的培训做出长期的计划，制定相应的政策，使培训工作能够一轮一轮地长期开展下去。并以此作为推动6西格玛管理在企业长期开展的机制之一。
第五：宣传和展示培训效果，特别是6西格玛项目的成功以及为企业带来的效益。因为“成功会滋养成功”。
企业在考虑导入6西格玛管理时，应该将培训工作放在十分重要的位置并加以很好地策划。各个层次的培训不仅是使管理层和员工了解6西格玛管理及其意义，学会6西格玛方法与工具，更重要的是它是在三个维度上推进6西格玛，使企业不断成长为6西格玛组织的重要手段。 收起阅读 »

“Sigma”是一个希腊字符，在统计学中被用来度量方差。将客户规范和方差结合在一起，提供了衡量每百万产品缺陷率（DPMO）的方法， 它用能力指数 Z 表示。 用户输入将会决定关键任务流程所需要的目标和改进。世界上成功企业的产品和商务流程一般都运行 在 3-3.5 Sigma 水平，意味着相应的 DPMO 为 67,000 和 23,000 。







Z能力指数
DPMO百万产品缺陷率

单元 5
单元 6

6 Sigma
3.4

5 Sigma
230

4 Sigma
6210

3 Sigma
66,800

2 Sigma
308,000

1 Sigma
690,000
每提高一个 Sigma 就意味着在质量上的一个量子跳变式的提高。比如：一个运行在 4 sigma 的邮件递 送系统每小时要丢失 20，000 份邮件。而 6 sigma 系统每小时只丢失 7 份。从 3 Sigma 到 6 Sigma 代表了 质量上提高 20，000 倍。







4 Sigma
6 Sigma

每周 5,000 次外科手术失误
每周 1.7 次手术失误

每天 2 次在主要机场或长或短着陆误点
每 5 年或长或短着陆误点一次

每年 200,000 例错误药方
每年 68 例错误药方

每年计算机系统宕机时间 54 小时
每年 2 分钟宕机时间

高尔夫球每 9 轮一次轻击入洞失误
163 年出现一次轻击入洞失误 收起阅读 »

纵观今天的商业界，经济全球化趋势日益加深，市场的地域藩篱逐渐淡化，而竞争却日趋白热化。在这种新形势下，企业领导人和经理们遇到的最具挑战性的问题已经不是"我们怎样才能成功"，而是"我们怎样才能一直成功"。  　　围绕这一问题，出现了许许多多的管理理论和方法。其中最受国内外企业欢迎的，无疑就是――"６σ管理法"?Ｓｉｘ Ｓｉｇｍａ 六希格玛?，因为它曾帮助美国通用电气、摩托罗拉等国际知名企业节省数亿美元，并使其顾客得到极大的满足，从而创造出惊人的绩效。  　　６σ管理法的与众不同之处在于：它不是一种商业时尚，而是一个能提高业务领导能力和绩效的灵活系统。它建立在以往许多最先进的管理理念和实践基础上，为２１世纪企业的成功建立了新的典范。  　　初识６σ管理法及其六大主题  　　在希腊字母中，小写的"σ"（ｓｉｇｍａ）是一个在统计学中用来代表人口的"标准差"的符号。标准差，则是表示任意一组数据或流程中，离散或差异程度的指标。实施６σ管理法的最终目的就是要有效缩减差异程度，直到６σ标准差能够满足顾客的要求。  　那么，究竟什么是"６σ管理法"呢？准确地说，６σ管理法是一种灵活的综合性系统方法，通过它获取、维持、最大化企业的成功。它需要对顾客需求的理解，对事实、数据的规范使用和统计分析，以及对管理、改进、再发明业务流程的密切关注。已证实的６σ管理法系统所能达到的"商业成功"的种类十分广泛，如：减少成本、提高生产力、增加市场份额、保留顾客、减少周期循环时间、减少错误、改变企业文化、改进产品／服务等等。  　　根据以上的定义，可以衍生出６σ管理法的六大主题。它们是：对顾客真正的关注；由数据和事实驱动的管理；对流程的关注、管理、提高；主动管理；无界限的合作；对完美的渴望及对失败的容忍。从这六大主题中不难看出，实施６σ管理法的公司企业，应具备何种基本特质；该企业的人力资源部门，又该肩负起何种重要任务。  　　６σ对人力资源工作的启示  　　企业的人力资源管理部门，虽然不是生产单位，也不是直接面对客户的销售单位，然而对于６σ管理法六大主题的具体成效，却是责无旁贷的。因此，人力资源工作者必须要了解６σ管理法的详细内容，及人力资源开发管理领域应有的做法。  　　凡是有制度的公司，在做产品质量检验时，大多都用每百万件产品中瑕疵数量的多寡（ＰＰＭ），做为产品品质标准的高低。每百万件中的瑕疵数为３、４件，才算是达到了第六个标准差。从这个标准来看，企业人力资源管理各功能全年的工作件数或次数，如果有一万件，其中即使只有一件瑕疵，也无法达到"六个希格玛"的最高标准。由此可见，绩效标准的建立与提升，对于企业经营发展和竞争力的改善，是非常重要且永无止境的。  　　企业的人力资源管理者，应该从６σ管理法系统中得到如下几点启示：  　　一、人力资源管理的每项功能，都要有清楚的资料或记录，而且必须能保持长久（最好是五年以上）；这一点正好与企业的国际标准认证（ＩＳＯ）一致。  　　二、在企业文化的塑造方面，要使员工树立精准化的工作态度；任何工作都必须脚踏实地、实事求是，不应有半点虚假和伪造；  　　三、在工作方法上，必须讲求流程的合理性；当然，在此之前务必先建立起人资部门的工作流程。假如人资各功能的流程都缺乏，就无法协助其他部门建立必要的流程。  　　四、在企业内，除界定内部顾客的各项需求之外，还应该针对各相关部门，定期做顾客满意度调查，以及时、准确地了解客户对产品、服务的满意程度。  　　人力资源对６σ的具体应用  　　就人力资源管理而言，如果有关部门希望在一个月内找到某岗位的补缺人员，即使人资部门按时找到人选，该部门也不一定会完全满意，因为还有其他一些要求，如学历、专业、 经历、技能、品格等等。因此，建议人力资源管理部门在应用时，可以先用列表的方式，提出具体的几点要求，再据此制订更为明确的项目目标。  　　以"人员招聘"工作为例，人力资源部门可以先提出如"面试绩效、招聘报到时间、报到率、招聘可靠度"等几项要求，然后再为每项要求制订一个明确的目标。对企业的人力资源管理绩效而言，这些目标都是相当优异的；但距离"六个希格玛"还很远，甚至尚未达到四个希格玛的标准，可想而知，实施６σ管理法将给企业带来怎样的挑战和改变。  　　6σ管理法的工作领域及实施要点  　　简而言之，６σ管理法就是用事实和真实的材料，针对顾客的需要，做好经营管理的工作。它所涵盖的工作领域有：  　　第一，改进顾客满意度。凡是企业内外的下一个流程拥有者，都是顾客，必须了解当前顾客的满意度，并及时加以改进；  　　第二，减少周期时间。这是指为企业内外顾客服务的每一个项目所需要的时间长短而言。周期时间的长短，决定了企业市场竞争力的高低；  　　第三，减少误差。就绩效目标的达成率而言，无论何种工作，都应把错误、失败及缺点降到最低限度，以达到近乎完美的境界。  　　与任何科学的管理思想一样，其推行成败的关键因素，在于主管的承诺、员工的参与及团队的合作，而这三项要素也正是６σ管理法所着重强调的。要想在企业内部成功实施６σ管理法，必须注意以下几点：  　　一、辨别核心流程和关键顾客，以便对企业中最为关键的一些跨部门活动及其与外部顾客之间的界面有清晰、全面的整体了解；  　　二、定义顾客需求，以便根据实际顾客数据设立绩效评估标准，从而精确评估流程的效率和能力，并预测顾客的满意度；  　　三、评估企业当前绩效，以便根据可定义的顾客需求，精确评估每个工作流程的绩效，并建立起专门评估关键产出或服务特征的评估体系；  　　四、辨别优先次序、分析和实施改进，以便区分高潜力的改进机会，找到基于流程的、为事实分析和创造性思维所支持的解决方法；  　　五、扩展并整合６σ管理法系统，以便实施持续的业务活动，促进绩效的改善，确保对产品、服务流程和工作程序的持续评估、再检查和更新。  　　综上所述，６σ管理法其实就是一种"关键品质"（ＣＴＱ，Ｃｒｉｔｉｃａｌ Ｔｏ Ｑｕａｌｉｔｙ），即符合顾客需要，做到使顾客满意的境地。它是一个包含许多概念、工具和原则的综合体系，它不只是一件事情。在某种程度上甚至可以说，６σ管理法系统拥有足够关键且颇具价值的因素，使其成为大多数成功企业的一个组成部分。 　　人力资源管理部门作为企业文化的塑造者、企业组织变革的触媒及企业竞争能力的建立者，而且企业内各相关部门又都是人资部的顾客，因此，人资部门理所当然地要达到６σ管理法的各项要求，并努力使企业获得新思想、新方法、新成功，从而有效实现企业转型、策略性改善及解决问题三大终极目标。唯其如此，６σ管理法才能真正体现其价值所在（为企业提供一道追求卓越的阶梯）；而我们的人力资源管理工作，也才能从此踏上一个新的台阶，并迎来一个光明的前景。 收起阅读 »

企业要推行6σ管理，首要的任务便是组建6σ推行团队，而这个团队中的核心人员就是6σ黑带。目前中国正有越来越多的企业准备推行6σ质量管理，并且相当多的人士尤其是企业的领导者和管理层也先后接触过一些初步的培训，对6σ理念及推行方式有了初步的了解，也打算在企业中开始推行6σ管理（尽管这种推行在刚开始时可能是一种试探性的）。企业要推行6σ管理，首要的任务便是组建6σ推行团队，而这个团队中的核心人员就是6σ黑带。许多企业对6σ黑带都有所了解，也知道6σ黑带在6σ推行中所起的重要作用，但因目前国内相关的资料欠缺以及尚无成功的经验可以借鉴，因此企业普遍对如何培训6σ黑带不甚清楚，面对众多的国内外6σ黑带培训机构无法分辩良莠，如果企业对6σ黑带的培训出现偏差，那么这就直接影响到企业6σ推行的成效，故此企业对如何培训6σ黑带应该有深刻的认识。笔者将结合自身的工作实践和经验，对企业如何培训6σ黑带提出一些个人意见，供各企业参考。一、 如何挑选黑带候选人什么样的员工可以培训成为黑带？一般来说，黑带应是在基层工作过相当年份并担任着基层主管的人员，他们应该具有一定的数理统计和工程技术方面的知识背景，一般应具有大学本科或以上的学历并且学习过高等数学的内容，此外更重要的是他们应该对企业管理的改进有相当的热情和信念，愿意积极投身其中。如果这些员工事先接受过项目管理方面的培训或从事过项目管理的工作，那就更佳了，因为6σ的改进实际上也是一个项目管理工作。因为6σ黑带培训是全职的，并且培训结束后的相当一段时间内黑带都要全职的负责6σ推行工作，因此所挑选的员工应该是能够离开他的工作岗位而不会影响他原来所负责的工作。一个工厂所需要的黑带的数量一般与工厂的规模有相当大的关系，对制造型企业来说，大约是每1000万美金的产值需要一名黑带，也就是如果一个工厂的产值达到1亿美金，那么该工厂大约需要10名黑带，当然这只是一个大概的数量，企业完全可以根据自身的需要来培训相应数量的黑带。对于服务型的行业，一般来说大约每100名员工需要一个黑带，例如某银行的一个分行有500名员工，那么这家分行大约需要5名黑带。二、如何选择黑带培训机构企业在将黑带培训候选人挑选好之后，就要寻找合适的黑带培训机构来进行培训，如何才能找到最适合企业自身的黑带培训机构，这要从几个方面来加以考虑。一方面要考虑到培训机构的培训实力，另一方面也要考虑培训的费用和与本企业的适合性。目前在国内进行6σ黑带培训的机构主要有四大类：一类是国外（主要是美国）的培训机构，另一类是国内的培训机构，第三类是由曾在国外（或外资企业中）工作过的人士组成的机构，第四类往往就是港台及东南亚一带的培训机构。一般来说，第一类的培训师会具有较丰富的培训经验且本身就是黑带大师并有多年在企业中推行6σ的实际经验，因此这类培训师培训效果较好，但是这些培训师往往对国内企业的管理方式不太了解，且因不会讲中文在语言上会有一些不便，当然培训费用较高也是这类机构的一大特点，一般来说国内的外资企业比较适合于接受这类机构的培训；第二类的培训机构一般完全由国内的人士组成，这些培训师很大一部分本身并没有在企业中实际推行过6σ，他们中的大部分人只是先行接受过6σ的黑带培训，然后就转而开始进行6σ黑带培训，大部分情况下他们都只能够纸上谈兵，当然这些培训师对国内的企业比较了解，且往往培训费用也较低廉，因此比较适合一些小型的企业；第三类和第四类的培训人士大部分都是黑带大师且往往也在外企业中工作过多年，有一定的实际推行6σ的经验，尽管他们与第一类的培训师比较起来可能在经验上有所欠缺，但对中国国内企业的实际情况较为了解且相对来说价格比国外的机构要便宜一些，并且这些机构的培训师大部分都是华人，不存在语言障碍，故此对许多企业来说这类培训机构也不失为较好的选择。企业在选择6σ黑带培训机构上最为重要的不是比较价格，而是寻找一个性价比最优的培训机构，并且要特别注意培训师的资历，因为培训师才是影响培训质量的最为关键的因素，一个一流的培训机构会有三流的培训师，一个三流的培训机构可能也会有一流的培训师，故此在决策前先与培训师进行交谈进行了解或看其是否有先前培训过与自身企业相类似的其它企业都是可行的方法，如有可能，最好到先前培训过的企业对该培训师的培训效果进行了解，另外对培训师所提供的培训方案要进行仔细的审查，看是否适合本公司的实际情况。 目前6σ黑带培训主要有公开班和入厂培训二种方式，如果条件允许，企业应尽可能采取入厂培训的方式，因为这样培训师更能结合企业的实际来进行培训，且每个学员接受项目辅导的时间也会大大增加，这样培训的效果自然会好许多。三、 黑带培训的目的虽然不同的培训机构的6σ黑带培训有所差异，但基本上来说，企业的员工在接受完黑带培训后应该要达到以下目的。首先黑带能够确立企业中现有流程中需要改进的目标和使现有的统计数据标准化，帮助监测整个流程的实施；其次黑带能利用6σ工具规划试验，并分析数据和计量结果，选择导致问题出现的可能因素，并把他们转换成能推断出结论的有用信息；第三黑带能够证实改善流程性能，实施解决方案；第四能利用所学到的技术来控制和保持改进的进行。一个企业的员工经过培训后只有能够达到以上的目的，才能认为是一名合格的黑带，也才有可能在企业中进行6σ的推行，并为企业带来收益。四、黑带培训的内容黑带的培训内容虽然各培训机构略有不同，但基本上是分为五个部分：　　　　　Define,Measure,Analysis,Improve和Control，详细介绍如下：界定（define）：确定顾客对于质量认知的首要因素，及自身所包括的核心商业过程。确认谁是顾客？顾客对产品的要求是什么？顾客的期望是什么？界定项目范围，起始和终点。定义使用绘制地图和流程图来改进流程。 度量（measure）：测量自身所含核心业务流程运作的有效性。开发流程数据收集计划。通过大量资源数据的收集确定缺陷和度量的类型。比较顾客调查结果发现不足。 分析（analysis）：为改进分析收集数据和流程图，决定造成缺陷的根本原因。确认目前运作水准与目标水平的差距。改进机会优先原则。确认资源的变化。 改进（improve）：通过设计处理和预防问题的创新解决方案改进过程。使用技术和培训创新改革方案。开发和展开执行计划。 控制（control）：控制改进，保持新的水准。预防重走“老路”。监视计划的开发、执行和文件化。通过系统和组织的修正（参谋、培训、激励）使改进制度化。这五部分内容构成了一个黑带培训的完整的体系，这其中学员将学习到计量和质量分析技巧、相关的软件操作以及项目管理、变革管理、团队激励等的知识。其中计量和质量分析技巧的内容在全球的黑带培训中基本上已经达成了一个比较共同的认识。五大部分的内容一般是分成四或五个阶段来完成，每个阶段为期一个月，在这一个月中，学员只有一周是在课堂上学习理论知识，其余的三周时间是用所学的知识和技能在自已的企业中从事6σ项目的推行，当然这其中会得到培训师的指导，学员只有在完成了上一个阶段的理论学习和项目操作后才能进入下一个阶段，在所有的阶段完成后，学员通过理论考核并且对从事的项目经过验收合格后才能够获得黑带证书，成为一名合格的黑带，然后这些学有所成的黑带就必须回到自已的企业中去，通过不断的项目改进来推行6σ管理，从而为企业增加效益。下面是一家6σ培训公司的黑带培训计划表，供大家参考。阶段 理论培训 主要内容 项目实操 Define 5天 6SIGMA管理原理（模型、组织、资源和活动）6 Sigma管理指标分析劣质成本分析（COPQ） 　　　　6 Sigma管理的实施步骤（DMAIC） 3周Measure 5天 过程流程图等常用图示法（Flow Chart、C&E、Pareto） 过程能力分析（Cp、Cpk） 测量系统分析（MSA）顾客满意分析（CSI） 3周Analysis5天 失效模式及后果分析（FMEA） 假设检验（Hypothesis Test） 故障树分析（FTA） 方差分析（ANOVA） 回归分析（Regression Analysis） 3周Improve 5天 质量功能展开（QFD） 试验设计（DOE） 多变量图及相关分析（multi-Varicharts） 响应曲窗方法（Response Surface Method） 水平对比法（Benchmarking） 质量改进（Quality Improvement） 3周Control5天 统计过程控制（SPC） 防差错技术（Poka Yoke） 业务过程重建（BPR） 自我评估和持续改进（Self-assessment &Continuous Improvement） 6SIGMA管理报告（6 Sigma　Project Report） 3周黑带培训的费用目前没有统一的标准，费用主要是与培训机构的水平以及所要培训的内容、时间、学员数量有相当的关系。国内目前不同的培训机构收费也有很大的差异，就培训一名黑带来说，有收费RMB1万元左右的，也有5-6万，甚至高过10万的，企业可以依据自身的承受能力选择不同的培训机构，但最重要的是不要将价格的高低作为选择培训机构的最重要的因素来加以考虑，关键是要寻找到适合企业自身实际情况的培训机构。此外，企业的管理人员在接受完培训成为一名黑带后，他就必须切实要在企业中推行。6σ管理，而不是只是单纯的为了培训而培训，培训完后又没有在企业中实际的推行起来，那么这样的6σ培训是毫无用处的，纯粹是一种浪费。6σ黑带不是一个职称，不是一个荣誉，更不是一种时髦，而是代表着确实要将6σ推行到底的一种精神。最后，企业对黑带要有正确有认识，黑带只是6σ推行的主要组织者，他们通过持续的项目改进来提升质量、降低成本，不能将黑带神话，更不能将所有的工作都让黑带承担， 只有这样，企业才能通过黑带的工作降低成本，提高生产率、市场占有率和顾客的忠诚度，使运作周期减少，企业经济效益提高，最终达到6σ的卓越品质。 收起阅读 »

之一 搞六西格码,准备好啦吗？本人搞六西格码纯属偶然. 若干年前, 在威逼利诱之下, 公司勉强派送2人参加由客户组织的六西格码黑带培训.本人”不幸”落入老总法眼. 第一次我明白了除了日本柔道有一群黑带外, 这个叫作六西格码的东东也有!!!从此,老总腰板倒是硬了很多。逢人并云：“俺们质量好啊！”，“为啥呀？”有人问。答：“因为俺们在搞六西格码。”，“啥叫六西格码？”又问。答：“家里有两黑带。”！！！？？？启示：在中国，类似上述情况，公司被客户推上六西格码的不少。这些公司搞六西格码,根本是毫无准备，既不知道什么是六西格码，也不知道为什么要搞六西格码，也就更谈不上去努力搞好六西格码。此情此景之六西格码焉能不“变味”。 之二 搞六西格码, 后台能撑多久？六西格码黑带培训没能给公司带来新气象，倒是给我的思想方法带来了新革命。拿到黑带证书不久，我便跳到另外一家公司，踌躇满志准备大干一番。最初与老总的一席谈，我便认定此人对六西格码有很清晰的理解。一切在决策层的支持下按部就班的展开。可惜好景不长，由于一些鲜为人知的原因，老总离开了该公司。继任者带来一顾问，此君有一名言：“六西格码一定要活学活用。比如：DMAIC的提法就不够完善，还是8D好，足足多出3个步骤。”。 继任老总也乐得有所”创新“。自此，公司上下谈及六西格码必8D。启示：无须多言，决策层的恒久支持是六西格码推行必不可少的因素。管理者的更替往往带来六西格码文化的更替，这也是六西格码在实践中的一大挑战。
之三 搞六西格码, 我能得到什么？带着满腹愁绪，我离开了这家公司，离开了这个令我伤感的城市。在我现就的这家公司，我似乎又找回了一展伸手的感觉。客观上讲，该公司相对于上面两家，不仅规模大了许多，而且六西格码的起点也高出不少。该公司运行六西格码有相当的时间，体系相对比较成熟。它有管理层坚强的后盾，健全的组织结构，稳定的活动方式，全面的培训课程。。。似乎一切都很完美。我暗自庆幸，黄天不负有心人。可是不知怎的，久而久之，心中莫名有些“不对味”的感觉。直到有一天，我的一个团队成员一语点醒了我。当时我在质问他为何不能按时提交报告，他涨红了脸，沉默良许，突然吼道：“替你搞六西格码, 我能得到什么？”。我顿时惊愕：“怎么是替我搞六西格码呢？？？！！！”启示：六西格码项目成员往往来自各职能部门，平时他门都有各自部门的日常工作。而他们的考评是由他们部门主管来完成。怎们把项目成员对六西格码项目的贡献与其绩效紧密联系起来，是保持六西格码活力和员工激情必须解决的问题。
之四。。。。。。待续啦
<后记> 使用“变味”二字，说实话我的心中直打小鼓，因为我不敢说尝过“真味”。真正的六西格码在实践中倒底应该是什么样子，只怕没有几个人能讲清楚。品质论坛有一个题目“你是否抓着大象的尾巴？－关于6 Sigma的困惑”，大家在里面放了许多真知灼见，如果能够从中提炼出几个要素来描述这只大象的全貌，恐怕也是论坛一大贡献。不知在中国有多少个“变味”的六西格码版本。突然想起前面有一位兄弟回贴“这叫有中国特色”，不免一阵心惊肉跳： 可别不幸言中，这些“变味”的六西格码成为了“中国特色“。 收起阅读 »

请耐心把故事看完，也许你也可以！
SIGMA代理本姓 “西格玛”,现任职务为生产部TEAM长,但由于他自入社起就在生产部工作,且在此部门担任了7年的代理职务,所以熟悉他的人都亲切的称呼他为SIGMA代理。SIGMA代理结婚3年，家庭生活一直很幸福，但自从今年被提升为TEAM长后，由于工作繁忙，应酬多，常常很晚才回家，因为这事妻子与他经常吵架，关系变的越来越紧张，以至发展到妻子要带着孩子回娘家的地步。SIGMA代理对此事也非常的头痛，但由于工作确实很忙，压力很大，所以对此问题也就听之任之，一直找不到方法来解决。一天与妻子吵架后，心情很糟，找了一位好朋友出去喝酒，这位好朋友已接受过6 Sigma GB教育，听了SIGMA代理的倾诉后他建议如果这个问题很难解决的话，可试着用6 Sigma的方法来解决，于是这位朋友便提出了第一点建议，6 Sigma是以顾客满足为出发点，所以建议他先了解一下妻子的想法，于是当晚吃完晚饭后，SIGMA代理与妻子进行了一次长谈，他本以为妻子会说不要在外喝酒应酬，早点回家等类似的话，但通过谈话后才得知妻子的想法是：“因公司的事在外应酬可以理解，但同时他应考虑到做完晚饭后在家焦急等待的家人。”经过一番苦思冥想后，他觉得妻子的这种不满情绪也许可以通过提前打电话通知的方法解决，但另一方面他担心自己是否可以每次都可做到第二天SIGMA代理与朋友又谈到了此事，朋友又给了他一些新的建议：“1、听取顾客的要求，按顾客的要求去做。2、并对顾客所希望的进行指标测定。3、对回家的流程进行整理。4、对容易的事项先进行改善。"SIGMA代理觉得要做到这些有一个难点---对妻子所希望的指标测定起来很困难。经过仔细考虑后他决定先将自己实际回家时间与妻子希望回家时间的差异并制作了相关的图表。然后，他又考虑一般回家晚的情况，大致分为三种：1、部门会餐2、工作繁忙，需要加班3、回家路上遇到发朋友，一起去吃饭。于是，他开始着手进行以上三个流程的整理，并找到了解决各个问题的方案：1、知道会餐时，通知妻子，会餐结束时再打电话告诉妻子。2、知道要加班时，通知妻子，夜宵时再打电话告诉家人。3、遇到突发事件（路上遇到好友），尽量避免应酬的事情发生，但如果实在推脱不掉，应打电话告知家人。最后，他与妻子又进行了一次长谈，对回家的时间及应酬的次数做了明确的界定---实际回家的时间与约好的时间不超过30分钟以上，1周的应酬不超过4次。妻子为了很好的执行解决方案，对他们互相通话的时间与回家的时间进行记录，1个月后，记录的结果显示，流程已很稳定了，夫妻两人都对此解决方案表示肯定，并不再进行记录。1个月后SIGMA代理脸上露出了笑容，妻子比以前更加理解、支持丈夫了，从此家庭又恢复了平静，他们又过上了美满、幸福的生活！ 收起阅读 »

与其它的管理策略或方法不同的是，六个西格码系统是一个连续性的提高循环圈。
·系统性
    与其它的管理策略或方法不同的是，六个西格码系统是一个连续性的提高循环圈。六个西格码运用一套完整的方法论对企业的每一个流程环节，运作方式，以至于企业文化进行改进与控制。整个实施系统的展开，不是孤立的，不是只应用于某些人或某些环节。在企业大的六个西格码实施目标之下，分解出下一层的项目，下端目标相互联系，共同致力于总目标。
  ·数字化管理，以事实为依据
    在六个西格码的企业氛围之中，六个西格码决定了企业的经营者和决策者必须要用数字为依据，用事实说话，而不是只凭感觉和喜好。它要求用统计数据和分析方法来构筑对影响企业绩效的关键变量和最优目标的理解。具体说来，六个西格码的组织形式和运作方式将数字与事实，团队共识放置在个人的决策和自尊之前。 这是六个西格码对企业行为与企业文化影响的重大体现。当人们不再仅凭感觉和推测来作出决定时，企业的行为就会更加科学化和有效。
    什么是六个西格码？ -- 6 Sigma 的多重意义
      在不同的语意背景下，六个西格码这个概念有着不同的意义。当我们谈到六个西格码管理法时，更主要指的是六个西格码所代表的管理哲学。在六个西格码导入和应用过程中，它指的是企业的流程能力(Process Capability) 或统计学上的标准差(Sigma / s)。
    1. 管理哲学
    六个西格码要求企业完全从客户角度，而不是从自己的角度，来看待企业内部的各种流程(Processes)，用客户的要求来建立标准，以此来评估企业流程的有效性与合理性，并最终依此设立产品与服务的标准与规格。这种理念与许多企业在开发或改进产品与服务时，忽视市场需求，自以为然的方法形成鲜明的对比。六个西格码管理法中极为重要的一个概念是差异范围(SPAN).这个概念就是用来专门衡量顾客所感觉到的企业这个系统的产出物的差异。
    比如说运输企业的交货期。假设你的客户要求在一个月内把货物运至目的地。然而根据你企业的经验，船期从25天到50天不等，你不能保证客户的要求。那么，提前的5天和推后的20天就是客户感觉到的差异，就是客户的疼的地方，就是企业要努力完善的目标。
    持续性提高：六个西格码的闭环系统特征决定了其对企业的影响是持续性的。并不是一时的口号或时尚。企业一旦贯彻了六个西格码，其本身的系统性就会使企业的改进行为象滚雪球一样源源不断，后劲十足。六个西格码所要求的企业管理方式，组织结构，评估体系，考核手段将使企业员工的日常工作与质量意识丝丝套扣，水乳交融。这对于从根本上提高企业的效率，低成本地提高流程和产品的质量水平，都是至关重要的。
    六个西格码追求地是最大限度的满足客户需求。客户是企业绩效的唯一评判人。用西方管理界一句名言来说就是：客户用脚来投票(Customers vote by feet) 。客户的需求满足了，企业也就会得到相应地回报。
    2. 流程能力
    对于满足客户要求的流程能力的统计性衡量。通常用s的水平来表示。6个西格码流程能力等于百万个机会中只有3.4个缺陷
    3. 标准差
    标准差指的是统计学上用来表示任意一组数据或流程中离散或差异的指标。用希腊字母中的小写字母s来表示。比如说，你在建材市场上买的100个钉子，虽然规格标准长度是3厘米，但是这中间总会有一些差异。有的长1毫米，有的短1毫米。s就是用来衡量其中差异大小的指标。
    在6个西格码管理法中,Sigma的定义是根据俄国数学家P.L.Chebyshtv(1821-1894)的理论形成的。根据他的计算，在所有的产成品中有69%的合格率，而且次品的分布是正态分布的话，反映到图形上面就是2个s(±1Sigma，或Standard Deviation) 。即，69%的合格产品是集中在中值左右1个标准方差的地方（表格略）。
    在70年代，产品如果达到2 Sigma便达到标准。但在80年代，品质要求已提升至3 sigma。很多企业认为达到了99%的合格率水平就非常不错了，可是这远远不够，因为在此水平上，以下事件便会继续在美国发生：
    每年有20,000次配错药事件     每年有超过15,000婴儿出生时会因为医护人员的过失而死亡     每年有25000宗做错手术事件     每年有17520000封信邮寄错误     如果把这种计算拿到中国来，可以想象这种水平的合格率造成的结果会是怎样。同样可以想象出由此造成的后果与损失。因此，由摩托罗拉开创的6个西格码管理法真正致力于6个西格码的水平，GE，SIEMENS，KODAK随之相继采用，成为其管理核心的重要成份。
    六个西格码的几个基本概念
     ·关键性质量要素(CTQ，Critical To Quality) ：
    这是个非常重要的概念。它指客户对产品或服务的要求标准。比如说客户要求建筑工程的交付期是12个月；客户要求打电话到客户服务中心等候时间不超过1分钟；客户要求收到的货物与采货订单上的完全一致；等等
    ·缺陷(Defect) ：
    任何不能达到CTQ所要求的标准的事件。比如你交付工程用了14个月；或者客户打电话到客服中心却没有人接电话。
    ·缺陷机会(Opportunity)：
    任何可能带来缺陷的，可以衡量的事件。比如，客户打电话到客服中心的总次数每天有1000次，每次都是缺陷机会；采货订单上有100项货品，则每一项货品就是一个缺陷机会。
    ·业务流程能力(Process Capability):
     业务流程的西格码(s)水平。简单来说，它是根据业务流程的产出物中的缺陷水平来计算的。例如在一百万个缺陷机会(DPMO)中，只有3.4个缺陷，流程能力就达到了6个西格码水平 (6s) 如何导入和实施六个西格码
    在企业把六个西格码作为公司的战略之后，首先要确定六个西格码项目的目标，范围和实施步骤。按照六个西格码的指导思想审查企业的管理架构，建立相应的组织体系。然后开始对公司人员的培训。对公司人员来说，这是一个相对集中的学习过程。理解六个西格码的核心思想，基本概念，运作方式，以及六个西格码核心的方法论体系和具体实施的步骤与工具。
    1. 实现六个西格码水平的方法论体系：
    如果审查了企业现有的商业流程之后，就会发现有些流程是不完善的或低效率的，通过改善的努力就可以达到或趋于六个西格码的水平，对于这种情况，六个西格码的方法论是
    DMAIC：定义(DEFINE)，评估(MEASURE)，分析(ANALYZE)，改进(IMPROVEMENT)，控制评估：
    根据确立的客户关键性质量要素及项目关键性质量要素来导出对业务流程质量的影响点和具体要求。换句话说，这是一个翻译 的过程 -把客户对产品和服务的具体要求翻译成内部企业流程所要达到的标准。6个西格码项目的目标就是要通过实现这些标准而最终达到客户的满意。完全实现这些标准就意味着达到了6个西格码的水平。这个阶段的第二个任务就是根据这些流程标准来评估现有的核心业务流程能力。找出差距。评估过程包括开发流程数据收集计划。通过大量对流程数据的收集确定缺陷和度量的类型。然后找出造成这些缺陷的所有可能的原因 (机器，流程，人为，自然条件，技术等各方面的因素) 。
    所用到的方法包括质量功能分解(Quality Function Deployment), 归因图 (鱼骨形图) ，柏拉图原则(80/20原则) ，失败模式和影响分析(FEMA)等。
   分析：
    深入分析收集的数据和流程图，用科学的，统计的方法决定造成缺陷的根本原因。抓住根本原因，确立为达到目标水平所需要的运作指标。以改进机会优先原则确立突破点。提出初始的解决方案。
    在此阶段许多统计方法将会用到。例如，零假设试验法，变量显著性检验，相关和回归分析等
    改进：
    这是6个西格码项目的核心过程。在经过大量的分析以后，利用试验设计(DOE)找到根除和预防缺陷发生的创新解决方案。并显示在执行此种方案后，流程能力会提高到什么样的水平，即达到几个s。并说明是否达到了项目预计的目标。
    如果没有达到，要重新进行设计；如果已达到，立即制定实施计划并执行。
    控制：
    这一阶段虽然是项目的终点环节，但是一样的重要，也更加困难。这是巩固胜利成果，控制改进成效的阶段。预防重走老路。警惕绝对不能放松。要设计监督机制，搜集计划的开发、执行的数据，并文件化新的流程及相关的制度要求。通过系统和组织的修正（参谋、培训、激励）使改进制度化。同时要考虑下一个可能的项目规划。
    这一阶段用到流程统计控制(SPC) ，错误检查等方法。
    3. 六个西格码实施的组织结构
    质量管理委员会 (Quality Council) ：
    由企业高级管理层组成。通常要由企业主要部门的领导参与，比如总裁，分别主管销售，财务，人事等方面的副总裁。委员会的主要目标是全面统筹领导6个西格码实施的方向和目标，调动所需的资源，指导方针性的问题，监督实施计划的进程，并处理发生的重大问题。
    质量部门领导 (Quality Leader):
    级别是副总裁一级，直接汇报公司最高领导，全面专职领导公司的质量工作。是质量管理委员会的召集者和重要成员。并对公司整个质量工作的好坏负有全面责任。管理主黑带( Master Black Belt), 黑带(Black Belt), 绿带(Green Belt) 。
     倡导者（Champion):
    一般由某一部门的负责人出任。级别通常是副总裁，CIO，或CFO。大多数为兼职。主要角色是支持和推进6个西格码的全面推行，决定该做什么？
    主黑带 (Master Black Belt) ：
    该职位为全职6个西格码人员。是六个管理法实施计划的中流抵柱。与倡导者一道协调六个西格码项目的选择和培训。其主要工作为负责六个西格玛的方法论的操作管理，负责六个西格玛质量计划发展，负责培训六个西格玛质量计划方法和工具使用，培训黑带和绿带，理顺人员，组织和协调项目、会议和培训，收集和整理信息等。负责推行六个西格玛这个战略的执行。主黑带是整个公司推行六个西格玛方法论的保有者和执行者，保证公司使用正确的方法。在六个西格码管理法导入前期，该职位通常由顾问公司顾问担任。然后将此职能转移给公司合格的人员。
  黑带 (Black Belt) ：
    该职位也为全职六个西格玛人员。是企业中全面推行六个西格码的中坚力量。负责具体执行和推广六个西格码。在很多情况下是项目执行的领导。同时肩负培训绿带的任务。
 绿带 (Green Belt)：
    为兼职人员。为公司内部推行六个西格码众多底线收益项目的领导者。他们侧重于六个西格码在每日工作中的应用。他们通常为公司各基层部门的负责人。六个西格码占其工作的比重可根据实际情况而定。
 4. 六个西格码的运作形式
    项目评审
    当企业开始实施六个西格码以后，往往会根据企业的发展战略，核心业务流程图，建立从上而下的项目结构和项目群。项目的运作方式是跨部门，跨级别的。会涉及到各个部门，各种级别的人员。比如，在一个大型设备制造公司，实施一个缩短设备交付期的项目往往涉及到制造部门，销售部门，财务部门，工程部门，人事部门人员的参与，从而组成项目小组。项目领导人(比如黑带)要调动各方面的资源，对整个项目的进程负责。这就要求他有很强的领导力。同时在项目小组之上，有项目领导委员会，往往由高层领导组成，如总经理，或副总，及有关部门的负责人。
    每个项目从立项到结束，都要经过五个阶段的过程，每个阶段完了之后都要有一个项目评审会，领导委员会和项目小组成员都要参加。这种评审形式对于六个西格码项目的成功起着至关重要的作用。在项目的每个阶段，目标是否完成，是否抓住了问题的要害，是否符合整个公司的宏观目标等等，都要在评审会上一一审查，保证项目确实解决问题，确实有实质性的收益。这是六个西格码在实际运作中的重要方式。团队工作和决策
    另一个特色就是六个西格码要求的团队工作和团队决策。项目中遇到的问题，解决问题的最佳办法，并不是某个人的决定。六个西格码的本质要求了每个问题的认识和解决都是以事实，数字和最理性的推理作为基础。只有具有这些属性的观点才能被接受。GE 企业文化的一个特点就是激进 (Aggressive), 它把客观，事实和数据放在了个人自尊(Ego)和情面之前。 收起阅读 »

第五步：检查效果
利用第二、三步方法，收集生产数据并分析，与未改善前的数据相比，是否得到改善，或者某些地方放错重心，以致改善不明显等。
第六步：把有效方法制度化
当改善方法被认可后，其方法便制成生产流程一部分，并写进ISO9000的守则里。譬如物料入仓及贮存程序、清洗胶布程序、检查印张程序等，都写成流程图。并用ISO方法监控。此外，其它表格，亦要用ISO方法管理。
 第七步：检讨成效并发展新目标
当扔粉问题解决后，便可重复以上方法，解决色差和其它问题。当所有问题解决后，再订新目标，譬如怎样把内部次品率降低，提高品质稳定性和提高产量等。就是利用PDCA周期，达到「不断改善」(ContinuousImprovement)的目的。
例子二：
在咭书盒板上，时常有剥胶水现象，其中问题不外乎：用错胶水，胶水分量不当，工人擦胶水不正和切书时切得过多所致。
我们可以利用「七步骤方法」的第一至三收集及分析原因。在第四步，我们可以制定各项守则和管制表(ControlChart)作监察。当然，我们可以加入新方法，譬如丝印擦胶水法、定位工具、气动压书工具等都有帮助。最后，便利用第五至七步方法，考核及制定有关方法等。
例子三：
文字混淆和书页颠倒等问题。
当然，我们可以利用「七步骤方法」来解决以上问题。但是，如果我们能够从议计生产入手（譬如每一页／每一手书的边沿在过菲林时加上记号，在合板过程中如果发生错误，便可立即发觉。），便可节省不少品质改善的花费。
V）总结：
印刷业的发展，不可能用「有麝自然香」的方法生存，我们必须跟随现时流行的产品要求，所以每家印刷公司已追随ISO9000的守则，我们亦要遵守美国所定的「CodeofConduct」和他们各类的安全标准。再加上每家公司都要管理上千个员工，花费当然不少。只有在改善品质，控制成本上下工夫，才能增加边际利润。继ISO9000的品质要求后，「6 Sigma」的品质要求出笼。虽然「6 Sigma」并不需要像ISO般取得证书，但我们的客人在骨子里要求提供他们非常完美的产品。
老实说，「6 Sigma」并不是什么惊天动地的新品质管理产品。我们不要被Motorola的统计和推销「6 Sigma」的顾问所吓怕。它其实是「完全优质管理」(TotalQualityManagement)的延续。相对来说，就是「6 Sigma」为外（或口号），TQM的为实的品质管理。当「6 Sigma」出现后，自然会有其它更成功的例子，如「8Sigma」、「10Sigma」、「12Sigma」等相继出现。
当然，如果我们能支付数百万聘请「6 Sigma」顾问来改善产品，那就最好不过。一则我们可以炫耀我们的品质，增强客户信心，并吸引更多客户。再者，我们亦同样要求我们的供货商提供我们相应的服务。
「6 Sigma」的精神在于「完全优质管理」(TotalQualityManagement)，而TQM的推动力就是时常挂在口边，知易行难的；上下一心、团队精神、全面参与、上下沟通、品质控制和「客户完全满意」(TotalCustomerSatisfaction)等技巧。以上方法再加上在工业工程学(IndustrialEngineering)所采用统计和管制方法，就算不用「6 Sigma」顾问，亦不难达到甚至高于「6 Sigma」的要求。
总的来说，我们必须改善品质，来达到客人的要求，才能在市场上立足。6 Sigma的产品要求，是大势所趋，我们必须接受的。现在我们要清醒一下，该用什么方法来面对此一新挑战呢？再者，一些未有取得ISO9000的印刷公司，必须在品质管理上急起直追，否则便和新时代脱节两代了。

参考书目
（ 1） “ The Sigma Way” by Peter S. Pande, Robert P. Neuman, Roland R. Cavanagh Mc Graw Hill 2000
（ 2） “ Total Quality Management” by Ashok Rao, Lawrance P. Carr, Ismael Dambolena, Robert J. Kopp, John Martin, Farshad Rafii, Phyllis, John Wiley Sons. 1996
（ 3） “ Operations Management” by Robert S. Russell, Prentice Hall Inc. 1998
（ 4） “ World Class Quality” by Keki R. Bhote and Adi K. Bhote, AMACOM 2000
（ 5） “ Statistics for Management” the 7th edition by Richard I. Levin, Prentice-Hall Inc. 1998
（ 6） “ Methods Standards to Work Dosign - 10th Edition” by Benjamin Niebel and Andris Freivalds, Mc Graw Hill 1999
（ 7）「全面优质管理」－谢家驹博士，三联书店1994 
（ 8） http://www.motorola.com/
（ 9） http://www.qualitydigest.com/
(全文完）
资料来源：《印艺》209期／2001年5月 收起阅读 »

IV)「七步骤方法」
a)七步骤方法内容：
「七步骤方法」，简单来说，就是界定问题，找出原因及分析，制定方法及实行，从而检讨及把方法制度化等。
第一步：寻找问题（Select a problem and describe it clearly）
把要改善的问题找出来，当目标锁定后便召集有关员工，成为改善主力，并选出首领，作为改善的任责人，跟着便制定时间表跟进。
第二步：研究现时生产方法（Study the Present System）
收集现时生产方法的数据，并作整理。
第三步：找出各种原因(Identify possible causes)
结合各有经验工人，利用脑震荡(Brainstorming)、品质管制表(Control chart)和鱼骨图表(Cause－and－effect diagram)，找出每一个可能发生问题的原因。
第四步：计划及制定解决方法(Plan and implement a solution)
再利用各有经验员工和技术专才，通过脑震荡方法和各种检验方法，找出各解决方法。当方法设计完成后，便立即实行。
第五步：检查效果(Evaluate effects)
通过数据收集、分析、检查其解决方法是否有效和达到什么效果。
第六步：把有效方法制度化(Standardize any effective solutions)
当方法证明有效后，便制定为工作守则，各员工必须遵守。
第七步：检讨成效并发展新目标。(Reflect on process and develop future plans)
当以上问题解决后，总结其成效，并制定解决其它问题方案。
正如前文所言，WalterShewhart的PDCA周期是和「七步骤方法」相结合，来达至「不断改善」的效果。所谓PDCA周期(Plan-Do-Check-ActCycle)，就是：
‧计划实验(Plan the experiment)
‧实行(Do it-perform the experiment)
‧检查成效(Check the result of the experiment)
‧制定方法(Act according to what you observed)
当PDCA cycle和「七步骤方法」结合，便是：
Plan
1）Select and describe problem
2）Study present system
3）Identify possible causes
Do
4）Plan and implement solution
Check
5）Evaluate effects
Act
6）Standardize solution
7）Reflect on process and develop future plans
大体而言，PDCA是不断循环，令到品质不断改善，以达到「不断改善」（Continuous Improvement）的目的，从而达到「零缺点」的要求。
b)例子一：
例如某公司在印刷问题上，多次收到客人投诉，甚至受到退货和翻工等待遇。营业部当然对印刷部非常不满，但印刷部又控诉采购部来料不良，包括纸面扔粉、纸毛多和油墨太软等。印刷部又控诉生产部处理不当，引致退货率上升。相反，采购部亦控诉货仓部储存纸张不良，并非采购不当。当然，货仓部亦会控诉船务部来货迟，引致没人收货等。总之他们互相指责，没完没了，但对品质改善，完全没什么贡献。如果利用「七步骤方法」，便可解决以上问题。
第一步：寻找问题：
在所有印刷控诉上，我们可以分类为以下各种原因。如纸粉多（40宗）、色差（20宗），套印不良（8宗），过底（12宗）和油墨雾散Scumup（5宗）。
第二步：研究现时生产方法：

如果我们把以上数据转化为百分比及利用Pareto图表表达，便发觉纸粉多占47%、色差23.6%、套印不良9.4%、过底14%和油墨雾散6%等。
当然，我们不能一下子解决所有问题，必须按步就班。如果我们能够一下子解决纸粉问题，便差不多解决一半的控诉。所以解决纸粉问题，便是首要目标。
第三步：找出各种原因：
通过脑震荡方法，各员工提出了各样原因，如纸品不良、缺乏清洗胶布、检查不足、机器缺乏保养、喷粉过多等。如果用鱼骨方法分析，便可把各类原因归纳。

第四步：计划及制定解决方法
i）方法：
－制定表格，记录及监察定时清洗胶布
－制定表格，记录何时搅墨一次
－制定每印多少张便要检查一次，如果每500张检查一次不足，便要求正、副机长都要负责检查，形成每250张检查一次，如有问题，立即改善，甚至停机清洗胶布
当然，由于科技进步，一些监察印刷品质的仪器皆可采用。
－制定守则，限制喷粉用量
ii）人力：
－人事部必须协助聘请有经验机长。并提供在职训练给在职机长，令他们能达到应有水平
－鼓励员工发挥团队精神。利用奖金奖罚制度，如果员工在数量和品质上达到某一水平，便可获得奖金，相反，便要扣工资
－提高问责性制度，每一机长必须负责所管核机器的性能、保养、产量与品质
iii）物料：
－建立制度，并记录在文件中：来料必须适当地入仓及贮存
－制定标准，要求供货商提供合格物料
－生产部制定表格，记录在生产时，物料的稳定性，作为和供货商交涉的证据（譬如每印四千张便必须清洗胶布，并记录在案。如果录得每印二千张便要洗胶布，原因是纸粉做成，这便成为要求供货商赔偿的证据）
iv）机械：
－制定时间表，定期为机器保养，清洗和加油或换零件等，各项工作均记录在案及由上级核实
－制定品质管制表(Control chart)，监察机器运作情况
资料来源：《印艺》209期／2001年5月 收起阅读 »

在不少印刷公司取得ISO 9000品质保证的同时，在品质保证发展上，近年提出了「6 Sigma」的品质管理。不少跨国性企业已采用这品质管理概念，并要求他们的供应商提供此种保证。根据“Publishing Weekly”报导，美国印刷业於昨午已开了一个有关的会议。一些大型印刷公司，譬如RR. Ronaldley等已作有关的尝试，相信这风气在未来两年势必影响本港。
I)「6 Sigma」的历史
在70's年代，Motorola面对日本严峻的挑战，其主席Bob Galvin决定在品质上改善，来迎战日本高品质的挑战。在1981年，他要求其产品必须在五年内有10倍的改善。於1987年，Motorola建立了「6 Sigma」的概念，基於统计学上的原理，「6 Sigma」代表著品质合格率达99.9997%或以上。换句话说，每一百万件产品只有3.4件次品，这是非常接近「零缺点」的要求。「6 Sigma」计划要求不断改善产品、品质和服务，他们制定了目标、工具和方法来达到目标和客户完全满意(Total Customer Satisfaction)的要求。在过程上他们提供了黑带(Black Belt)和绿带（Green Belt）的有经验工程人员和顾问推行整个计划，并成为品质改善的先锋。
Motorola的「七步骤方法」（Seven-Step Method），「不断改善」（Continuous Improvement）和客户完全满意（Total Customer Satisfaction）都是取材自TQM（全面优质管理概念）。他们提出新设计文化，简化生产步骤，采用机械臂、通用网络等来达到他们5「九」(99.999%)品质要求。1989年，Motorola更成功取得「Motorola Baldnige National Quality Award」奖项。1989年，BobGalvin又提出另一个十倍品质改善的要求，并於1991年完成。自1981年起，Motorola已录得1000倍(1000:1)的品质改善。其他公司，譬如Boeing, Caterpllar, Corning, General Electric, Digital Equipment和IBM等公司都采用「6 Sigma」方法去改善品质。
Motorola其中一个成就就是把以前「3 Sigma」（合格率为99.73%）的品质要求提高至「6 Sigma」。他们把传统合格率百份比的要求改变为百万份比或亿万份比。
II)何谓「6 Sigma」
a)Sigma的解释
「Sigma」的定义是根据俄国数学家P.L.Chebyshtv(1821-1894)的理论形成。根据他的计算，如果有68%的合格率，便是±1Sigma（或Standard Steviation），±2Sigma有95%的合格率，而±3Sigma便达至99.73%的合格率。





合格率 Yield(% )
次品於一百万分之机会DPMO（Defect per MillionOpportunities）
Sigma
流行年代Quality Standardsacceptedin Periods

6.68
933200
0
　

8.455
915450
0.125
　

10.56
894400
0.25
　

13.03
869700
0.375
　

15.87
841300
0.5
　

19.08
809200
0.625
　

22.66
773400
0.75
　

26.595
734050
0.875
　

30.85
691500
1
　

35.435
645650
1.125
　

40.13
598700
1.25
　

45.025
549750
1.375
　

50
500000
1.5
　

54.975
450250
1.625
　

59.87
401300
1.75
　

64.565
354350
1.875
　

69.15
308500
2
1970s

73.405
265950
2.125
　

77.34
226600
2.25
　

80.92
190800
2.375
　

84.13
158700
2.5
　

86.97
130300
2.625
　

89.44
105600
2.75
　

91.545
84550
2.875
　

93.32
66800
3
1980s

94.79
52100
3.125
　

95.99
40100
3.25
　

96.96
30400
3.375
　

97.73
22700
3.5
　

98.32
16800
3.625
　

98.78
12200
3.75
　

99.12
8800
3.875
　

99.38
6200
4
Early 1990s

99.565
4350
4.125
　

99.7
3000
4.25
　

99.795
2050
4.375
　

98.87
1300
4.5
　

99.91
900
4.625
　

99.94
600
4.75
　

99.96
400
4.875
　

99.977
230
5
Mid 1990s

99.982
180
5.125
　

99.987
130
5.25
　

99.992
80
5.375
　

99.997
30
5.5
　

99.99767
23.35
5.625
　

99.99833
16.7
5.75
　

99.999
10.05
5.875
　

99.99966
3.4
6
2000s
　
在70年代，产品如果达到2 Sigma便达到标准。但在80年代，品质要求已提升至3 sigma。这就是说产品的合格率已达至99.73%的水平，只有0.27%为次货。又或者解释为每一千货产品只有2.7件为次品。很多人以为产品达至此水平已非常美满。可是，根据Evans和Lindsay一书提出，如果产品达到99.73%合格率的话，以下事件便会继续在美国发生：
每年有20,000次配错药事件
每年有超过15,000婴儿出生时会被抛落地上
每年平均有9小时没有水、电、暖气供应
每星期有500宗做错手术事件
每小时有2000封信邮寄错误
虽然合格率已达到99.73%的水平，但相信各位读者对以上品质要求并不满意。所以有很多公司已要求「6 Sigma」的品质管理。就是说其品质要求是「3 Sigma」的一倍。其合格率为99.99966%（Motorola所谓的5「九」了），每一百万种产品中只有3.4件是次品（非常接近零缺点要求）。相比之下，3 Sigma容许在1百万件产品中有2700件次品。事实上，日本已把「6 Sigma」成为他们品质要求的指标。
b)「6 Sigma」的计算方法
其实「6 Sigma」是有别於1920年代Bell研究所的研究员Walter A Shewhart发展的「品质管制表」的概念（注解1）。它是根据(Cp)Process Capability Index而定出其关系的。

但是如果要达到6 Sigma，Cp必须达到2注解2。其实，根据「The Six Sigma Way」一书注解3的公式，可以很简单便算出其结果。

根据PPM的结果，在换算表中便可得知是否已达到「6 Sigma」的要求。 收起阅读 »

Why Six Sigma?
For Motorola, the originator of Six Sigma, the answer to the question "Why Six Sigma?" was simple: survival. Motorola came to Six Sigma because it was being consistently beaten in the competitive marketplace by foreign firms that were able to produce higher quality products at a lower cost. When a Japanese firm took over a Motorola factory that manufactured Quasar television sets in the United States in the 1970s, they promptly set about making drastic changes in the way the factory operated.  Under Japanese management, the factory was soon producing TV sets with 1/20th the number of defects they had produced under Motorola management. They did this using the same workforce, technology, and designs, making it clear that the problem was Motorola's management. Eventually, even Motorola’s own executives had to admit “our quality stinks,”[i]
Finally, in the mid 1980s, Motorola decided to take quality seriously.  Motorola’s CEO at the time, Bob Galvin, started the company on the quality path known as Six Sigma and became a business icon largely as a result of what he accomplished in quality at Motorola. Today, Motorola is known worldwide as a quality leader and a profit leader. After Motorola won the Malcolm Baldrige National Quality Award in 1988 the secret of their success became public knowledge and the Six Sigma revolution was on. Today it's hotter than ever.
It would be a mistake to think that Six Sigma is about quality in the traditional sense. Quality, defined traditionally as conformance to internal requirements, has little to do with Six Sigma. Six Sigma is about helping the organization make more money. To link this objective of Six Sigma with quality requires a new definition of quality. For Six Sigma purposes I define quality as the value added by a productive endeavor. Quality comes in two flavors:  potential quality and actual quality. Potential quality is the known maximum possible value added per unit of input. Actual quality is the current value added per unit of input. The difference between potential and actual quality is waste. Six Sigma focuses on improving quality (i.e., reduce waste) by helping organizations produce products and services better, faster and cheaper. In more traditional terms, Six Sigma focuses on defect prevention, cycle time reduction, and cost savings. Unlike mindless cost-cutting programs which reduce value and quality, Six Sigma identifies and eliminates costs which provide no value to customers, waste costs.
For non-Six Sigma companies, these costs are often extremely high. Companies operating at three or four sigma typically spend between 25 and 40 percent of their revenues fixing problems. This is known as the cost of quality, or more accurately the cost of poor quality. Companies operating at Six Sigma typically spend less than 5 percent of their revenues fixing problems (Figure 1). The dollar cost of this gap can be huge. General Electric estimates that the gap between three or four sigma and Six Sigma was costing them between $8 billion and $12 billion per year.
Figure 1: Cost of Poor Quality versus Sigma Level

What is Six Sigma?
Six Sigma is a rigorous, focused and highly effective  implementation of proven quality principles and techniques. Incorporating elements from the work of many quality pioneers, Six Sigma aims for virtually error free business performance. Sigma, s, is a letter in the Greek alphabet used by statisticians to measure the variability in any process. A company's performance is measured by the sigma level of their business processes. Traditionally companies accepted three or four sigma performance levels as the norm, despite the fact that these processes created between 6,200 and 67,000 problems per million opportunities! The Six Sigma standard of 3.4 problems per million opportunities[1] is a response to the increasing expectations of customers and the increased complexity of modern products and processes.
If you're looking for new techniques, don't bother. Six Sigma's magic isn't in statistical or high-tech razzle-dazzle. Six Sigma relies on tried and true methods that have been around for decades. In fact, Six Sigma discards a great deal of the complexity that characterized Total Quality Management (TQM). By one expert's count, there were over 400 TQM tools and techniques. Six Sigma takes a handful of proven methods and trains a small cadre of in-house technical leaders, known as Six Sigma Black Belts, to a high level of proficiency in the application of these techniques. To be sure, some of the methods used by Black Belts use are highly advanced; including the use of up-to-date computer technology. But the tools are applied within a simple performance improvement model known as DMAIC, or Define-Measure-Analyze-Improve-Control[2]. DMAIC can be described as follows:




D

Define the goals of the improvement activity. At the top level the goals will be the strategic objectives of the organization, such as a higher ROI or market share. At the operations level, a goal might be to increase the throughput of a production department. At the project level goals might be to reduce the defect level and increase throughput. Apply data mining methods to identify potential improvement opportunities.


M

Measure the existing system. Establish valid and reliable metrics to help monitor progress towards the goal(s) defined at the previous step. Begin by determining the current baseline. Use exploratory and descriptive data analysis to help you understand the data.


A

Analyze the system to identify ways to eliminate the gap between the current performance of the system or process and the desired goal. Apply statistical tools to guide the analysis.


I

Improve the system. Be creative in finding new ways to do things better, cheaper, or faster. Use project management and other planning and management tools to implement the new approach. Use statistical methods to validate the improvement.


C

Control the new system. Institutionalize the improved system by modifying compensation and incentive systems, policies, procedures, MRP, budgets, operating instructions and other management systems. You may wish to utilize systems such as ISO 9000 to assure that documentation is correct.
 
Infrastructure
A very powerful feature of Six Sigma is the creation of an infrastructure to assure that performance improvement activities have the necessary resources. In this author's opinion, failure to provide this infrastructure is the #1 reason why 80% of all TQM implementations failed in the past. Six Sigma makes improvement and change the full-time job of a small but critical percentage of the organization's personnel. These full time change agents are the catalyst that institutionalizes change. Figure 2 illustrates the required human resource commitment required by Six Sigma.
Figure 2: Six Sigma Infrastructure







Leadership
Six Sigma involves changing major business value streams that cut across organizational barriers. It is the means by which the organization's strategic goals are to be achieved. This effort cannot be lead by anyone other than the CEO, who is responsible for the performance of the organization as a whole. Six Sigma must be implemented from the top-down.
Champions and Sponsors
Six Sigma champions are high-level individuals who understand Six Sigma and are committed to its success. In larger organizations Six Sigma will be lead by a full time, high level champion, such as an Executive Vice-President. In all organizations, champions also include informal leaders who use Six Sigma in their day-to-day work and communicate the Six Sigma message at every opportunity. Sponsors are owners of processes and systems who help initiate and coordinate Six Sigma improvement activities in their areas of responsibilities.
Master Black Belt
This is the highest level of technical and organizational proficiency.  Master Black Belts provide technical leadership of the Six Sigma program.  Thus, they must know everything the Black Belts know, as well as understand the mathematical theory on which the statistical methods are based.  Master Black Belts must be able to assist Black Belts in applying the methods correctly in unusual situations.  Whenever possible, statistical training should be conducted only by Master Black Belts.  Otherwise the familiar “propagation of error” phenomenon will occur, i.e., Black Belts pass on errors to green belts, who pass on greater errors to team members.  If it becomes necessary for Black Belts and Green Belts to provide training, they should do only so under the guidance of Master Black Belts.  For example, Black Belts may be asked to provide assistance to the Master during class discussions and exercises.  Because of the nature of the Master’s duties, communications and teaching skills are as important as technical competence.
Black Belt
Candidates for Black Belt status are technically oriented individuals held in high regard by their peers.  They should be actively involved in the process of organizational change and development. Candidates may come from a wide range of disciplines and need not be formally trained statisticians or engineers.  However, because they are expected to master a wide variety of technical tools in a relatively short period of time, Black Belt candidates will probably possess a background in college-level mathematics, the basic tool of quantitative analysis.  Coursework in statistical methods should be considered a strong plus or even a prerequisite. As part of their training, Black Belts receive 160 hours of classroom instruction, plus one-on-one project coaching from Master Black Belts or consultants.
Successful candidates will be comfortable with computers.  At a minimum, they should understand one or more operating systems, spreadsheets, database managers, presentation programs, and word processors.  As part of their training they will be required to become proficient in the use of one or more advanced statistical analysis software packages. Six Sigma Black Belts work to extract actionable knowledge from an organization’s information warehouse.  To assure access to the needed information, Six Sigma activities should be closely integrated with the information systems (IS) of the organization.  Obviously, the skills and training of Six Sigma Black Belts must be enabled by an investment in software and hardware.  It makes no sense to hamstring these experts by saving a few dollars on computers or software.
Green Belt
Green Belts are Six Sigma project leaders capable of forming and facilitating Six Sigma teams and managing Six Sigma projects from concept to completion.  Green Belt training consists of five days of classroom training and is conducted in conjunction with Six Sigma projects.  Training covers project management, quality management tools, quality control tools, problem solving, and descriptive data analysis.  Six Sigma champions should attend Green Belt training. Usually, Six Sigma Black Belts help Green Belts define their projects prior to the training, attend training with their Green Belts, and assist them with their projects after the training.
Staffing Levels and Expected Returns
As stated earlier in this article, the number of full time personnel devoted to Six Sigma is not large. Mature Six Sigma programs, such as those of Motorola, General Electric, Johnson & Johnson, AlliedSignal, and others average about one-percent of their workforce as Black Belts. There is usually about one Master Black Belts for every ten Black Belts, or about 1 Master Black Belt per 1,000 employees. A Black Belt will typically complete 5 to 7 projects per year. Project teams are lead by Green Belts, who, unlike Black Belts and Master Black Belts, are not employed full time in the Six Sigma program. Black Belts are highly prized employees and are often recruited for key management positions elsewhere in the company. After Six Sigma has been in place for three or more years, the number of former Black Belts tends to be about the same as the number of active Black Belts.
Estimated savings per project varies from organization to organization.  Reported results average about US$150,000 to US$243,000. Note that these are not the huge mega-projects pursued by Re-engineering. Still, by completing 5 to 7 projects per year per Black Belt the company will add in excess of US$1 million per year per Black Belt to its bottom line. For a company with 1,000 employees the numbers would look something like this:
Master Black Belts: 1
Black Belts: 10
Projects: = 50 to 70 (5 to 7 per Black Belt)
Estimated saving: US$9 million to US$14.6 million (US$14,580 per employee)
Do the math for your organization and see what Six Sigma could do for you. Because Six Sigma savings impact only non-value added costs, they flow directly to your company's bottom line.
Implementation of Six Sigma
After over two decades of experience with quality improvement, there is now a solid body of scientific research regarding the experience of thousands of companies implementing major programs such as Six Sigma. Researchers have found that successful deployment of Six Sigma involves focusing on a small number of high-leverage items. The steps required to successfully implement Six Sigma are well-documented.
1.       Successful performance improvement must begin with senior leadership. Start by providing senior leadership with training in the principles and tools they need to prepare their organization for success. Using their newly acquired knowledge, senior leaders direct the development of a management infrastructure to support Six Sigma. Simultaneously, steps are taken to "soft-wire" the organization and to cultivate an environment for innovation and creativity. This involves reducing levels of organizational hierarchy, removing procedural barriers to experimentation and change, and a variety of other changes designed to make it easier to try new things without fear of reprisal.
2.       Systems are developed for establishing close communication with customers, employees, and suppliers. This includes developing rigorous methods of obtaining and evaluating customer, employee and supplier input. Base line studies are conducted to determine the starting point and to identify cultural, policy, and procedural obstacles to success.
3.       Training needs are rigorously assessed. Remedial basic skills education Is provided to assure that adequate levels of literacy and numeracy are possessed by all employees. Top-to-bottom training is conducted in systems improvement tools, techniques, and philosophies.
4.       A framework for continuous process improvement is developed, along with a system of indicators for monitoring progress and success. Six Sigma metrics focus on the organization's strategic goals, drivers, and key business processes.
5.       Business processes to be improved are chosen by management, and by people with intimate process knowledge at all levels of the organization. Six Sigma projects are conducted to improve business performance linked to measurable financial results. This requires knowledge of the organization's constraints.
6.      Six Sigma projects are conducted by individual employees and teams lead by Green Belts and assisted by Black Belts.
Although the approach is simple, it is by no means easy. But the results justify the effort expended. Research has shown that firms that successfully implement Six Sigma perform better in virtually every business category, including return on sales, return on investment, employment growth, and share price increase. When will you be ready to join the Six Sigma revolution?




[1] Statisticians note: the area under the normal curve beyond Six Sigma is 2 parts-per-billion. In calculating error rates, Six Sigma presumes that over the long term processes will drift by as much as 1.5 sigma. Thus, you will find 3.4 PPM is the area beyond 4.5 sigma on the normal curve.

[2] This performance improvement model is analogous to the older TQM model known as PDSA, or Plan-Do-Study-Act 收起阅读 »

赞同和反对，是对你阅读到的答案进行投票。每个人的回答的左侧都两个蓝色上下箭头，「向上箭头」表示赞同该答案，「向下箭头」表示反对该答案。
感谢与没有帮助，每个人的回答的下方都有这两个文字链接按钮，「感谢」表示你对该作者的回答行为表示感谢，「没有帮助」表示该答案对你没有价值。

1. 赞同、反对、感谢作者、没有帮助的操作可以撤销吗？

「赞同」和「反对」操作可以撤销——当你点击一次「赞同」（向上箭头）时，按钮会变成深蓝色，代表你赞同该回答；当你再次点击该按钮，它又恢复到原来的浅蓝色，表示你取消了赞同了。「反对」（向下箭头）按钮也是一样的，再次点击就取消。

「感谢」不可撤销，「没有帮助」可撤消。

2. 进行赞同、反对、感谢作者、没有帮助的操作，对方会收到通知吗？

目前，当你你点击「赞同」或「感谢」，对方会收到通知：「XXX 赞同你的答案」或「XXX 感谢你回答了某问题」。

当你点击「反对」或「没有帮助」，对方不会收到通知，也不会知道是谁进行的操作。所以，当你遇到意见不同或质量低劣的答案，可以放心地点击「反对」或「没有帮助」。

3. 赞同、反对、感谢、没有帮助如何影响答案的排名？

这是一个综合的排名算法规则，每个答案都有一个隐藏的“分数”：「赞同」会使得该答案的排名上升（加分），「感谢」和「没有帮助」不影响排序（0 分），「反对」会该答案的排名下降（减分）。最后的排名是依据答案的综合得分。

当「没有帮助」达到一定数量，该答案就会被折叠起来（针对所有的用户，默认不显示，但仍然可打开折叠查看内容）。

4. 被折叠之后的答案仍然可以再次修改，重新获得「赞同」以取消折叠吗？

目前暂时可以管理员来申诉。 收起阅读 »

一， 6SQ所有的发贴分为4大类。 会员发贴必须按着类别来分！

1, 提问讨论---发出提问或者讨论！回答的问题排名根据打分顺序来排名。

2, 文章日志---发表日志或专业的文章！内容是总结性的，记录性的。

3, 灌水休闲---非专业问题，灌水！发灌水，生活化的主题。

4, 资料下载--- 任何跟资料上传下载有关的，都要发在这个类别。


二， 添加话题。

目前我们固定设置了500个话题, 未来会增加到1000个以上， 普通会员不能增加话题，只能选择话题。如果需要增加新的话题，可向管理员申请。

每个内容都可以添加多个话题， 比喻: SQE, minitab ,职业, 生活.。所有的信息都汇总在各个不同的话题中，跟论坛的版块有点类似。
发问题的会员，要把问题添加在合适的1个或多个话题中。
普通的会员，也可以把任意问题添加话题，这一切都是开放的。




收起阅读 »

近期纠结于项目管理，不知是往日太过平静，操手起来缺乏脑力激荡，方桌之上大眼瞪小眼，你推他推最终不能逃脱；选项让我费尽脑汁，团队的力量永远不可忽视，踏进车间个个都是改善项目，恍然大悟三月未进，脱离现场就脱离了方向，回来吧，紧张的节奏会更激发思想，敢说！敢当！敢做！项目就这样落地。 收起阅读 »

下周公司的一大客户委派了第三方UL来验厂，审核QMS了。从没有接待过UL的，不知是否能通过？大家有没有好的经验或意见提供呀？

假设检验要谨慎对待两类错误，弃真和取伪，也就是当H。是真的时候，拒绝了H。这就是弃真，当H。为伪的时候，没能拒绝H。我记得有一种说法，人类犯弃真错误的可能性更大，危害性更大，而发生取伪性错误的可能性较小，危害性也许会小。这句话，该怎么理解哪？因为H。代表是常态，像有显著性差异，谁比谁大，那个比那个小，谁与谁相关这些都是H1，也就是非常态的是H1。我们采用假设检验进行分析的目的，绝大多数就是为了得到拒绝H。这样的结果，来说明95%的把握认为是差异，有进步，有显著性影响等等。为了得到这个结果也许需要经过多方努力，团队的配合，长期的工作，才能获得这样一个结果。这个结果就是成绩，就是成就，在这种情况下，大家很有可能不会冷静下来，再去审慎对待是否发生了弃真的错误。这个时候人其实要说服是自己，是要对自我的成功，成果以客观的角度去评价，寻找到一个无法拒绝肯定的最终答案。这怎么可能是见容易得事哪？我们学哲学的时候，肯定要记住，可定到否定到再次肯定的循环往复，螺旋上升的逻辑路线，但是我们从心理上却不见得能够接受这样近乎苛刻的理性分析的煎熬的。我经常看到有各行各业的成功人士在谈，曾经都经历过找不到自我迷失的阶段。即便强大如马云，他也说当自己搞刚搞淘宝的时候，到处打电话找朋友恳求人家把商店开在网络上来吧，哪怕在淘宝上有一个分店也成，但是磨破了嘴皮子也没人听，大家都觉得他是在瞎胡闹，谁会相信拿不到手中，看不到面的商品哪？他说自己已经快撑不下去了，自己也怀疑自己是不是走错了路，但他是个执拗的脾气，既然ebay还在坚持，我就比一比谁的寿命长吧，结果他成功了，他说，他在最困难的时候想通了，他在做一件对社会有意义事情，就是帮助网络商家赚到钱，给全世界每一个能用网络的人都提供了免费开店的机会，这就是淘宝的价值，这就是他，马云，存在的价值。他曾经几乎全面否定了自己，恨不得马上转行，但是最终他肯定了自己。 冯仑说自己曾经在国内任何地方都不带钱，到了地方就会有朋友把钱送过来，他很得意，但有一天，他看到他熟悉的一个商人折进去的报道，他忽然想到，这样做是危险的，拿人的手短，这钱怎么可能是那么容易收的？即便大家都是江湖人，讲义气不图回报，但是从法律层面上，你怎么可能扯清这样的金钱交易下的关系哪？于是他立即终止自己的行为，这不是成功人士特权和优越，而是浮华。对于人来讲，人生得意需谨慎，因为人生不得意者常八九，也就是不得意是常态，是H。！ 收起阅读 »

体系体系，言行录一致，为何那么难以实现呢？公司推行的体系，各部门只是只是流于形式，实际运行还是一如既往的一成不变，哎！改变难道真的有那么难吗？不尝试改变就只能一直一成不变，何谈效益呢？

六西格玛讲究基于事实的决策，强调现场；Lean更强调走线，尤其是管理层的走线活动，能促进现场的一些改善活动。很多时候，管理层走线都可以帮助改善推动人员去指定项目，指定项目负责人，这样改善推动工作要好做的多。而且，这个走线活动不仅是发现问题的走线活动，也可以是指导改善项目一种走线活动。如何成功的组织一次走线活动，来看看大师John Shook在给我们的信中是怎么说的。有点小长，但对于做Lean的人来说，或多或少都有收获。Sharing from John Shook

Everyone who has caught
the lean bug shares at least one symptom: we love to observe work. We love to
go to the gemba and watch the value creating work, the real work of the
business.

Since joining LEI less
than a year ago, I have accepted invitations to visit your gemba on five
(whew!) continents. Concluding a recent gemba walk, the question came up,
"What do you look for ... ?" Here are some guidelines I use when doing
a gemba walk as an outside advisor.

Go See, Ask Why, Show
Respect
The words of Toyota Chairman Fujio Cho, "Go see, ask why, show
respect" are now famous as basic lean principles. I first heard the words
from Mr. Cho himself when I was deputy general manager during the early 1990s
start-up of the Toyota Supplier Support Center in the USA. Each week began with
a meeting with Mr. Cho, who was acting as advisor, to discuss activities,
progress, problems, and plans.

Go see, ask why, show
respect is the way we turn the philosophy of scientific empiricism into actual
behavior. We go observe what is really happening (at the gemba where the work
takes place), while showing respect to the people involved, especially the
people who do the real value-creating work of the business. So now let's do a
job breakdown.

Go See
It starts with "go see," so how do you go see? What do
you look for?

We want to understand
every gemba from the standpoints of Purpose, Process, and People.
Asked most simply and directly: is management working to align people and
process to achieve purpose? Are processes designed to enable people to work
toward achieving organizational purpose? Here are some questions to dig deeper
into this:


What is the purpose of this gemba and of the broader
organization? Are they aligned? Can you see that alignment in the
process and the people?
Are processes designed consistently to achieve the
purpose?
Are people engaged in working to achieve the purpose,
and are they supported in this work by the processes?


Although purpose
ostensibly comes first, I usually focus first on process when walking a gemba.
I often begin by asking just a few simple, direct questions about purpose. What
is the organization or individual trying to accomplish - objectives and
problems - in general, and/or TODAY. After this we immediately begin our walk,
observing and asking questions focusing on the process. Later, I always circle
back to deeper questions of purpose, objectives, and problems.

Observing for process
and people dimensions means seeking to understand the gemba (whether the
specific gemba being visited or the broader organization) as a socio-technical
system. I personally like to try to understand the technical side first. Though
I observe both dimensions in parallel, if I can first understand what this
gemba is trying to accomplish technically or mechanically - grasping the
technical side of their problem - then I can easily conceive the best questions
to ask to help them better understand where their real problems are what they
need to do next.

So, based on the current
situation of your gemba, I can begin to consider exactly what this gemba and
these people need to learn. Then, I can think of how I can help them learn it.

Ask Why
Having gone to see, now standing at the gemba, how do we go about understanding
or analyzing the technical or process side of understanding the
gemba-as-system? First, a thought-question for you:

What did you look for
last time you went to the gemba? What do you look for whenever you go to the
gemba?

Here are four ways
people view work through very different "lean lenses":

1. Solution view

Look for opportunities to use lean tools



You must be careful here. Use of a tool for the
tool's sake is one of the most common reasons for failure of lean
initiatives large or small and once the pattern has been set is most
difficult to overcome
Remember that lean thinking is about never jumping to
conclusions or solutions, so the solution view isn't really a lean view at
all. But, it is a very common amongst well-intentioned and even highly
experienced practitioners.

1. Waste view

Look for waste



The seven (or eight) types
Especially overproduction
Other types

1. Problem view

Start with the worksite objectives.



Confirm: "What are you trying to achieve?"
Ask: "Why can't you?"



Focus on system, quality, delivery, cost, morale



Problems: the presenting symptom or problem in
performance
Causes: points of cause in the work

1. Kaizen view - seek

patterns, forms, tools, routines, "kata"


Apply at the system level - "system kaizen"



Value-stream mapping plus material and information
flow for system design



Apply at the system level - "point kaizen"



Standardized work and daily kaizen


Both the kaizen view and
problem view are solidly founded on PDCA (plan, do, check, act). The problem
view is flexible and requires no specific lean knowledge. But, it can take a
long time to see results, and the path may be very uncertain. It is enabled by
a robust problem-solving process that can take many specific forms. Toyota's
eight-step (Toyota Business Process - TBP) process is a very good one.
Seek it out and give it a try.

Like the problem view,
the kaizen view embodies PDCA, but it also looks to establish specific (whether
new or well-understood) patterns of behaviors. These patterns - kata -
lead to learning, continuous improvement, and innovation of new patterns. The
concept is to "enter through form" - to master the behavior patterns
to make them habitual in order to learn the thinking. Take a look at Mike
Rother's book, Toyota Kata.

To observe with a kaizen
view, it is useful to start your gemba walk as close as possible to the
customer and work your way back, considering "what would flow look
like?" throughout. Think system as well as individual process. The
patterns, routines, and tools of the Toyota Production System are designed to
be structures for improvement and learning. They help us see clearly and
understand and also help us teach and mentor. That is, they are just the things
(solutions and means of deriving solutions) that we teach, the vehicles through
which we can ask questions to teach and mentor.

Unfortunately, I still
find the kaizen view to be sorely missing in most gemba walks I observe. And
yet I am pleased that more lean thinkers are moving beyond the "solutions lens"
(which is not really lean thinking at all), past the simple waste lens (yes, we
don't want waste, but we need to seek understanding of WHY the waste is there
and WHAT we can do about the CAUSES of the waste), and many are working firmly
within a problem-solving framework. This represents great progress for the lean
community.

Asking Questions at the
Gemba
Although it is the second element of "go see, ask why, show respect,"
"why?" is not actually the first question we want to ask at the
gemba. First ask what, then why, then what if ... and,
finally, why not.

The purpose and process
of asking why:

Stand and observe. Your
car has a GPS; you need a GTS - a Grasp The Situation process. We need to train
our lean eyes to see and minds simply to ask what first. Asking why - to
diagnose - comes later. As David Verble says, "Ask no "why?"
before its time." (Check in with David and the other sensei in the new A3 Dojo on lean.org.)

Show Respect
When going to see, lean thinking mandates (yes, mandates) that we show respect
to all the people, especially the people who do the value-creating work of the
business, the activities that create value for customers. When visiting any
gemba, through showing respect for the workers we also show respect for
customers and the company, analyzing for evidence of disconnects between stated
objectives, perhaps expressed in the organization's "true north"
visions statements, versus what we actually observed at the gemba.

Always look for signs of disrespect toward:


Workers - especially muri or overburden
Customers - poor delivery or poor quality - especially
from controllable mura or fluctuation and variation
The enterprise itself - found in problems and muda or
waste, in all its forms


But, the worker is the
first and best place to look. Think of this flow:

Respect People -› Rely
on People -› Develop People -› Challenge People

We respect people
because we believe it's the right thing to do and simply because it
makes good business sense.

Think of building your
operating system from the value-creating worker out. Observe the worker and
steadily take away each and every bit of nonvalue-creating "work."
Continue doing that, engaging the worker in the process, until nothing is left
except value-creating work, until all the waste has been eliminated and
nonvalue-creating work isolated and taken away, distributed to support operations.

To achieve that level of
lean-ness, you will find that you will simply have to engage the hearts and
minds of the people doing the work. You will have to rely on them, just as you
have to rely on them to come to work and do their job so you can get paid by your
customers.

Once we've recognized
that we have no choice but to rely on our employees, it is easy to see the next
step, which is that we need to develop them. As the lean saying goes,
"Before we make product, we make people."

Which leads directly to
the most characteristically lean dimension of respect for people: challenge.
Respect for people is often mistaken for establishing the enlightened modern
democratic workplace in which everyone is treated with great deference,
politically correct politeness. Yet, respect demands that we challenge each
other to be the best that we can be. The skill of setting challenging
expectations is one of the most important skills of lean leadership.

Most of all, respect
means doing what we can to make things better for workers, which starts by not
making things worse. And we still find leaders doing more of their share of
damage even as they try to help!

Which leads to the first
rule of gemba walking: "Do no harm!"

A Note on Gemba-Based
Leadership
Everywhere we go, we still find overwhelming evidence that the conventional
view of leader as answerman (or woman) - the leader who always has a ready
answer and whose answer always right - remains strong. And, certainly, the
leader's role in providing vision, direction, showing the path to true north is
foundational to lean success.

But, we also see
overwhelming evidence of the damage done by the broadcast of executive answers
that reverberate negatively throughout the organization. I should emphasize
that the above guidelines were my own, based on doing gemba visits as an
invited, outside observer. It's vital for each of us to consider first,
depending on where you work in your organization, where is your real gemba?
It's easy for leaders to cause more trouble than they alleviate - CEOs who try
to directly eliminate waste often cause more waste than they prevent!

Here are two simple sets
of questions for you:

We already asked:
"What did you look for the last time you went to the gemba?"
"What do you look for (generally) when you go to the gemba?"

Then ask, "What did
you do?"

And the subsequent set
of questions:

"What will you look
for next time you go to the gemba?" "What will you look for
(generally) when you go to the gemba?" "What will you do?"

In other words, ask what
will you do to help?

Whenever prescriptions
are issued from afar, bad things are likely to happen. The best antidote we
know? Confirm what is actually happening, as it is happening. Diagnose and
prescribe as close in time and place as possible to the work. We think it's one
of the most important principles and practices of lean management.

收起阅读 »

需求预测 Level的各种 主要任务


区分
主要任务
备注

AP1
§ AP1需求预测
Salesman 1 ~ 8周

- 预测与顾客接触点的Sales Person的需求

- 输入经销商的实际Demand, 不反映个人的要求

- 以与经销商达成协议的需求预测, 短期 (1 ~ 4周)间，应该与AP2的 Gap最小化

AP2
§ AP2 需求预测
PM 1 ~ 24周

- 以销售法人的最终需求预测，树立法人的的整体销售计划

- 考虑法人的经营/实行计划和市场的Demand, 确定供给情况

- 当作决定销售法人的销售计划的需求预测， 通过跟AP1及 GC的协议，应该最大限度减少预测之间的缺口

GC
§ GC 需求预测

营销 AM 1 ~ 24周

- 提出对本公司的销售政策及方向的指导方针

- 反映损益, 确定新产品上市日程, 老产品退市日程等

-管理Shortage, 扩大销售等例外事项的需求管理, 通过与AP2的协商，最大限度减少短期区间预测的GAP


需求预测输入主体
GOC








GC
GBM市场营销战略
GBM

经营/实行计划的基础上树立销售计划







AP2
销售法人Sales Director
STA

反映供给限制的销售计划







AP1
法人营业职员
Buying1
Buying2
Sprint
Chain 1
Mail order
Others

交易处别销售计划







交易处
负责交易处购买


Addison




购买预测


Batamon








Coloado



AP1-GC输入需求预测 收起阅读 »

记得你是女子 你应当干干净净，漂漂亮亮 你走在路上，要相信自己是最美的姑娘 然后再忘记你是女子 你没有资格过分的装饰自己 除了容颜，你还要有气质 记得你是女子 你要懂得自尊自爱 你首先不能看轻自己 然后再忘记你是女子 你也会去厌恶那些摇曳身姿声名狼藉的女人 记得你是女子 你要善良，你要让自己在乎的人觉得温暖 爱笑的女子，运气都不会太差 然后再忘记你是女子 霸气，大气 记得你是女子 你有爱情的话，请你认真对待 好好爱，用心爱，努力爱 然后再忘记你是女子 伤害太正常，看淡点，再看淡点 然后，轻轻的原谅 记得你是女子 你难过，就哭，狠狠的哭 午夜梦回，随你便 然后再忘记你是女子 站在太阳下，就要懂得什么是坚强 记得你是女子 想哭就哭想笑就笑 不要变得虚伪，不要因为世界虚伪你也虚伪 然后再忘记你是女子 你没资格闹没资格上吊 你也可以豪情万丈 记得你是女子 对爱的人在乎的人关心的人，珍惜在一起的每一天 然后再忘记你是女子 对伤害你的人 宽容，祝福，对，你有那种度量 记得你是女子 记得你身上的责任，记得你说过的每一句话 要做到，最起码，尽全力 然后再忘记你是女子 你下次 你一样可以运筹帷幄决胜千里 记得你是女子 在一些人面前，你是小姑娘 你撒娇，你弱小，你怎样都好 然后再忘记你是女子 不要外人看笑话，你就是变形金刚 记得你是女子 你很好很好 你很温暖很温暖 你要看看太阳的模样 然后再忘记你是女子 凭借自己的力量，凭借风 去看看什么是真正的太阳 记得你是女子 然后再忘记你是女子 这样的，看世界 收起阅读 »

新地方，还没整网络，周末的心超级不安静，打开手机，慢慢腾腾地收缩着《我是歌手》的信息，那种焦急的感觉，会憋成内伤滴。

嘿嘿，今晚，在办公室又下载三段视频，回去慢慢品尝。

一个人的时候，我喜欢边冲凉边放歌，清清爽爽，心情舒畅。

冬也翘盼，春满枝头。雪也留恋，人面桃花。 冬雪不知，我裹残寒。春也不晓，我比桃花。 春草萌生，戏耍冬寒。万物惊蛰，春盼风来。

我们来看看一家出版公司曾发生的一件真事吧出版的一个中间环节是印刷，这个印刷部门的改进小组向总经理提交了一份建议书，提议公司只要花20000美元，就能采用一个新方法，使印刷部门的生产率提高25％，而且很快就会见效。如果你是总经理的话，你会批准这份建议吗？这家出版公司的总经理觉得不错，就在他要签字的时候，有人问：印刷部门的产出会去向哪里？下一个生产环节的在制品多不多？总经理决定调查一下，结果发现，下一个生产环节的在制品已经堆积起来了。也就是说，这家公司差一点花20000美元来延长下一个生产环节在制品的排队等待时间达25％以上，这20000美元的花费其实没有给公司带来任何利润！思考后请全选上面那个区域，看看结果会如何。企业的经营业绩应该以链条的"力量"（而不是"重量"）来衡量，这就要通过加强那个最薄弱环节来实现！"如果你对什么都关注，那就是对什么都不关注"（If you focus on everything,you focus on nothing.）系统的整体改进不等于各个分环节的改进之和。钻石，我从TOC课件中摘录了几段文字供大家参考。我在PSS做的时候，我的老板谈自己对PST看法，他说，一条鱼有一根不利于总体的过于粗壮，强大的刺，那根刺就是肿瘤。不能从全局的角度去考虑局部的改进的，有的时候是危险的。但如何测量企业整体的均衡性，找到局部的薄弱的环节。可以学习一下TOC，ISO9004:2009. 收起阅读 »

注明：(此篇文章非原创，乃是一网站的情感类文章，浓重的亲情；看完后我深受其感动，内心无限感慨。) 94年3月我离开了学校，和许多老乡一起背着沉重的行囊，踏上了南下打工之路。当火车开动的哪一刻，我的脑海就不由自主的浮现了离别时和母亲依依惜别时的场景。 那一天，母亲起来的特别早，大概是凌晨5:00钟左右，她就进了厨房。还在梦中的我被母亲阵阵咳嗽声惊醒了。当我睁开眼睛时，发现母亲早已把新衣服给我准备到床头了。我急忙穿好衣服，走到厨房前，透过厨房的门窗，看见母亲正在锅案前忙前忙后，灶堂里还燃烧着熊熊大火。母亲在火光的映衬下，脸显的好红，唯有在这个时候她看起来很健康。但在咳嗽的时候，她总时用手捂住嘴，时不时的捶捶胸，看起来很痛苦，很难受，但又怕我听见，就在这一刻，我为母亲流泪了！我没有去打扰母亲，直接检查我的行李了。当闹钟响起来的时候，我已经站在母亲的身边了。母亲问我为什么不多睡一睡，我说睡不着，要去广东，心情激动吗？母亲看着我笑了！就在这个早晨，我吃了一顿过年才有的年饭！这一餐，我吃的好香！母亲看着我狼吞虎咽的样子，嘱咐我吃慢点，别噎着了！可我为了让母亲更加高兴点，我的嘴巴再次变大了！母亲又一次开心的笑了！ 当我背着沉甸甸的行李和母亲走在村后的小路上时，我突然发现母亲的白发多了好多，脸上骨头也明显凸起了，失去光泽的眼睛也陷下去了，走起路来还摇摇晃晃。我叫母亲不要送我了，可她坚持不肯，就说这一点点路，她还是可以的。其实我知道母亲还是放心不下我，毕竟我是家里唯一的儿子，又是第一次出远门，她肯定怕我在外面吃苦。受累。挨饿！真是儿行千里母担忧啊！当我坐上长途客车的时候，母亲抓着我的手久久不放，她不止多次的对我说，要注意安全，要听人家领导的话，不要和别人打架，天冷的时候，要多加衣服，要吃饱饭……客车启动的那一刻，我透过车窗玻璃，看见母亲哭了！ 时间过的好快，转眼在广东呆了好多年，期间也回家了很多次，但每次回家总感觉母亲老了很多，身体也一天不如一天了！其实在这个过程中，我也和母亲谈了好多次，希望自己留守家中陪伴她，但她执意不肯，说我自己已成家，负担很重，需要钱！我为了不让母亲伤心，只有听她的话，并且只有在逢年过节的话，给她寄点钱，以略表孝意！ 母亲一生很辛劳，总有干不完的活，用不完的力。除了做好自己的庄稼地之外，还要给别人家里干活来赚钱，以补贴家用！平时舍不得吃舍不得穿，在我的记忆里，母亲从来没有给自己买一件像样的衣服，她也不吃肉，所以她极度缺乏营养！ 2010年7月，母亲病重的消息像颗炸弹让我五雷轰顶，我来不及想也没时间想就踏上了归乡之列车。在火车行驶的29小时之内，我没有一点睡意，只希望火车早点到达，希望母亲健康！下火车后，我直奔医院，在看见母亲的那一刹那，我无法相信，站在我面前那个满脸发黄，满眼发黄，满头白发的老人就是我的母亲！我的眼泪再也控制不住了，我抱住了母亲，失声痛哭！当得到医院最终的病检结果，我才知道母亲已是黄胆肝癌晚期，已是无法住院再治疗了！我默默的流着眼泪，把母亲接回了家！余下的日子，母亲几乎每天都和病痛抗争着，每天的体能供给只能靠几口稀饭来支撑着！体内的腹积水导致肚子越来越涨！病痛的折磨使坚强的母亲再也无法忍受，曾几度自杀。记得有天晚上，连熬几个通宵守护母亲的我，实在是眼睛睁不开，就小眯了一会儿。没想到疼痛难忍的母亲从沙发上滚了下来，一步一步的从家中院子爬到门外，准备跳壕。在母亲艰难的身体挪移过程中，不知道碰到了什么物体而发出了声响，我才从睡意中惊醒。我赶忙跑过去，跪在母亲身边，求她不要再这样了。并不顾母亲的反对，把她背回了家。在这期间，曾因为病痛的加重，我也学会了注射。每次当母亲实在痛的无法忍受的话，我就给母亲注射止痛针，这样就会让她少受疼痛的折磨！直到某一天，母亲把我叫到病床前，用干瘦的双手递给我几张存款支票，累计3万多元，我知道这是她一生省吃俭用的全部积蓄。她对我说，妈也没什么留给你，你就用它供孩子读书吧！普普通通的的一句话，让我的心痛到了极点，也让我感到了母爱的伟大！ 随着门外大树上的几声乌鸦惨叫，母亲停止了呼吸，永远的离开了我们！在我返回南下的列车上，我的思绪起伏万千，我曾不一次的问自己，我到底为母亲做了什么？对待自己的子女，我又该做些什么呢？我想着……（及次，我想起了我的母亲。。。。。） 收起阅读 »

第一次有这么好的考核成绩, 年终奖2.5个月,分红1.7个月
感谢老板们把最好名额给我,这一年还是如以往尽心尽力,不同的是渐渐提升高度
但离一个优秀的小部门leader还很远,新一年仍会持续不断前进,希望到年底总结时交出好的成绩单

1、别妄想着倒带，这是生活，不是电影。
2、爱过、痛过、哭过，才知道，不是我的，我就不该要。
3、不追问也不想知道底细的时候，不是你已经超脱释然了，而是你已经彻底不爱了。
4、人的眼睛是由黑白两部分所组成的，可是神为什么要让人只能通过黑的部分去看东西？因为人生必须透过黑暗，才能看到光明。
5、每当欲望来时，人自会有一股贪、谗、倔、拗的怪异大力。既达既成既毕，接着来的是熟、烂、腻、烦，要抛开，非割绝不可，宁愿什么都没有。——木心
6、其实，我只希望我所爱的女人，平凡而孱弱，不必事事自己挡在前头，当有任何事情发生，都可以有人替她遮挡风雨，有人尽力照顾她，疼爱她。我只希望你可以从容幸福，跟你所爱的人，安宁地过完下半生。我不需要你勇敢，我只要你幸福。
7、做个开心的人，开心到别人看到你也会变得开心。
8、什么是女孩子真正的强大？不是美貌，不是才华，也不是装男人。而是在失落、悲伤、打击和孤独后能够迅速宁静下来的心，和备受伤害后依旧留存的那一点点温暖。真正需要强大的，不是你的外貌，而是你的心。
9、人类之所以有进步的主要原因是：下一代不听上一代的话。——倪匡
10、一个男人，可以不在你身上花钱，但是连心思都不愿意花，你还期待着什么？一个男人，对你不够坚定，请终止你的坚持。一个男人，对你漠不关心，请你关上你的心。一个男人，对你残忍，请你不要隐忍。你可以犯痴，不要犯贱。
11、有时候为一个人倾尽一切，也比不过别人什么都不做。
12、一般人不能感受趣味，大半因为心地太忙，不空所以不灵。你的心界愈空灵，你也愈不觉得物界喧嘈。我生平不怕呆人，也不怕聪明过度的人，只是对着没有趣味的人，要勉强同他说些应酬话，就觉得真苦。你对着有趣味的人，你并不必多谈话，只是漠然相对，心领神会，便可觉朋友中间的无上至乐。——朱光潜
13、别站在你的角度看我，你看不懂。
14、能干的人，不在情绪上计较，只在做事上认真；无能的人，不在做事上认真，只在情绪上计较。把脾气拿出来，那叫本能；把脾气压回去，才叫本事！
15、不论什么鞋，最重要的是合脚；不论什么样的姻缘，最美妙的是和谐。切莫只贪图鞋的华贵，而委屈了自己的脚。别人看到的是鞋，自己感受到的是脚。脚比鞋重要，这是一条真理，许许多多的人却常常忘记。
16、也许要越过青春，才能知道青春是多么自恋的一段时期。有时候想，爱情之所以要兜那么大圈子，付出惨烈代价，是因为它生不逢时。拥有它的时候我们缺乏智慧，等我们有智慧的时候，已经没有精力去谈一场纯粹的恋爱。
17、往事悠然一笑间，不必空忧。我们一路走来，只是为了告别往事，走入下一段风景。倘若让忧伤填补了生命的空白，就真的是亵渎了生命。
18、我们都不擅长表达，以至于我们习惯了揣测。去肯定，去否定，反反复复，后来我们就变得敏感而脆弱。
19、生命那么短，世界那么乱，我不想争吵，不想冷战，不愿和你有一秒遗憾。
20、爱若无法抚慰彼此，便不过是喜欢而已。 收起阅读 »

中央集权与中国人现在好多学者认为，中国之所以一开始就选择了集权的政治统治，在于中国这样的一个大农业国家，需要统一的人力、物力、财力来集中治水。我个人觉得，这种说法很玄。按我自己的意思，我觉得中国的帝王之所以选择集权，乃是由于中国法家思想的影响。法家把权、势、术融合为帝王专制术，导致中国封建帝王先天就有了集权的意识与专制的基本功，农民运动推翻旧帝王，中国文化马上造就一个新帝王，新的还永远比旧的更专制，中国就这样让他们给专制完了。 咱们说过了，有什么样的人民就有什么样的政府，其实这话反过来也成立，有什么样的政府就有什么样的人民。严格讲来，集权政治下，中国出现不了公民。按德国社会学家韦伯的说法，现代意义上的公民概念有三种互相区别的含义，而其最根本的含义则是指政治意义上的公民概念，它是指一个城市国家中有特定政治权力的成员，韦伯认为，公民这个概念是西方文化的产物。这老东西，居然暗示东方文化蕴育不出现代意义上的公民。 一句话，集权体制下，百姓也就只有做奴隶的份儿了。鲁迅概括中国奴隶有两种生存状态：一，想做奴隶而不得的时代；二，暂时做稳了奴隶的时代。 在中央集权的封建政治体制下，人民只是执政者掌上的玩物。 先生说：实际上，中国人向来就没有争到过“人”的资格，至多不过是奴隶，到现在还如此，然而下于奴隶的时候，却是数见不鲜的。中国的百姓是中立的，战时连自己也不知道属于哪一面，但又属于无论哪一面：强盗来了，就属于官，当然该被杀掠；官兵既到，该是自家人了吧，但仍然要被杀掠，仿佛又属于强盗似的。看到这里，不由得佩服先生，真是一语点透机锋啊，可惜奴隶们听不懂！ 按我的分法，奴隶分三种，一曰愚奴，二曰顺奴，三曰猾奴。第一，中国文化充当集权政治的帮凶，在愚民方面起了决定性作用。孔子说： 民可使由之，不可使知之。翻译过来就是：小民百姓可以随便使唤，但是不能让他们知道原因。老子也说：民之难治，以其智多；绝圣弃智，民利百倍；古之善为道者，非以明民，将以愚之；虚其心，实其腹，弱其声，常使民无智无欲。总而言之一句话，对统治者来讲，牧民就是养群傻，越傻越好，老百姓也还真争气，叫傻就傻，集体犯傻，不傻也要装疯卖傻，难得糊涂。英人马戛尔尼使华，在自己的日记中总结说：“清政府的政策跟自负有关，它很想凌驾各国，但目光如豆，只知道防止人民智力进步。”可以说，清政府成功了，《还珠格格》里的一句歌词“你是风儿我是沙”，我最喜欢唱了，把它改为“你是疯子我是傻子”，越唱越乐，越乐越傻。 依现在的理念来看，高素质的政府，或者说政府素质的提高，其前提必是国民素质的不断进步。所以这里我有些小小的遗憾，正如没有对手存在，狮子、野狼也会懒惰而愚蠢一样，政府的愚民政策，最后也会报应到自己身上，所以马戛尔尼同时发现，清政府的官员与知识分子，比上那些愚民，也并没有聪明到哪里去，相反，他们可能更冥顽不灵。 这方面的例子太多了，容下面专章另述。 第二，执政者不傻，知道自己江山的安稳在于民众的驯服，这种驯服是需要统治者下一番功夫的，用他们自己的话来讲，叫牧民。我看着，感觉总有些驯兽的嫌疑。很不幸的是，中国的知识分子正好给统治者发明了一套三纲五常的牧民工具。中国的统治者之所以乐意让孔孟坐到庙里享用冷猪头肉，最关键的原因乃是孔孟等人是这工具的设计者。当然由于时代的不同，对统治者来讲，这一套工具用起来也并不是完全得心应手的。比如孔子要求男女不得同途，统治者就没有执行，估计是知道中国人喜欢私下里闯红灯吧。再比如，朱元璋当上皇帝后才开始读孟子，读着读着就着急了，发脾气说：“这老头儿要活到今天，非严办不可！” 因为中国的皇权政治越发展，老百姓就越驯服，而孟子的好多言论，都落后了，比如他竟敢蔑视皇权，说什么“君之视臣如草芥，则臣视君如寇仇”，还说什么“君有大过则谏，反覆之不听，则易位”。这话在春秋战国时可以随便说，在大一统国家之下还能这么潇洒吗？这不明摆着是煽动造反吗？所以，元璋在百忙之中抽出时间，把孟子书中看着不顺的字眼去掉多处——删去 85 条，剩下 170 多条，取名叫《孟子节文》，给各学校做教材。孟子如果泉下有知，说不定会给元璋一句“望之不似人君”的评语呢。为了叫大家都做乖孩子，元璋治下的各级学校，上至国子监下至地方乡村小学，校规都是极其严格的，立卧碑贴条款，严禁学生逾规。最不可思议的一条规定是，“军民一切利病，并不许生员建言”。 一句话，学生只管读被删节后的圣贤书，无资格开口论国事。元璋是个识字不多的皇上，识字不多，还有这么多心眼，何况识字多的统治者呢？ 总之，在统治者的调教下，读书人“两耳不闻窗外事，一心只读圣贤书”。 来到公众场合，茶店里酒楼里更是有“莫谈国事”的封条时刻在提醒你管好自己的嘴巴。当然，嘴巴闭上了，还有眼珠呢，有那不老实的，就开始玩“道路以目”的花招了。道高一尺，魔高一丈，武帝手下的张汤独创“腹诽”罪——我看你骨子里反我，于是这“道路以目”也不行了，沉默权都没有了，大家只好学祥林嫂，眼珠间或一轮，表示还算个活物。 第三，小民也没有傻到骨子里，也知道当主子比当奴才好，心里也有不顺的，可表面上不顺又不行，就成了猾奴。西方学者概括中国的封建社会为：皇帝装模作样地统治，百姓装模作样地顺从！马基雅维利也有类似的话：为君者不必真信教，但不可不表面上假装笃信；百姓，为奴者不必真顺，但不可不表面上假装顺从。此话对极，其实真傻真顺的没有几个，连悟空那小猴子都知道皇帝轮流做，明年到我家呢，相形之下，小日本那才叫傻呢，又是革命又是运动，皇室血统都没个变化，哪像我们？一会儿姓刘，一会儿姓朱，一会儿又姓赵的，热闹极了。始皇出巡，百姓皆撅臀俯地，可是在这撅臀俯地的民众当中，我们分明听到了项籍的心声——彼可取而代也！也听到了刘家刘四小（刘邦名刘季，古代按伯、仲、叔、季排兄弟大小，估计就是四小了）的嘀咕——嗟乎，大丈夫当如此也！也许，正是由于大量的猾奴存在，统治者才有了根本性恐惧——王朝的安危与自己龙墩的稳当才是天下第一要务！ 总之，封建的专制体制导致中国民众的愚、顺、猾，这些东西，如果只在自己内部圈子里运作的话，我们看到的便是封建王朝的一轮一轮的循环，一旦遭遇全新的敌人——西方殖民者，中国上层与下层，便一起措手不及，在上者，不知国为何物，在下者，更不知国为何物。至于夷族统治，历史上就不是没有经历过，不管谁坐龙墩，还不是照样当奴才？英法联军火烧圆明园，反正烧的是皇帝那小儿的后花园，与百姓何干？反正百姓也不知道那里面到底都是什么玩意儿，所以，我怀疑龚孝拱给英法联军领路时，那小子也是理直气壮扬眉吐气的，小子可能以为自己是在做好事！ 有集权，就没有公民。如何判断公民？卢梭在其《社会契约论》里说：公民关注个人自由，臣民关注整体的和谐。此话在今天仍对我们有启发意义。我们呼唤公民，呼唤公民教育！钻石：从去年到今年，我从起点阅读器中删除了三部作品，《唐骑》，高月的《天下枭雄》，庚新的《宋时行》都是穿越的作品，说白了就是回到千年以前，去改变历史，让中华民族永远称霸世界。我正在读儒勒凡尔纳的作品《在2889年》，一个生活在19世纪末的法国作家在畅想千年以后会怎样，我们却流行回到过去改变历史，无聊透顶。最荒谬的是，我读过的数十本穿越小说中，别的不讲，思维方式居然是比古人还要不可理喻。猛子有部神级作品《大汉帝国风云录》，我说这个主角不真实，不是汉代应有的人物，遭无数粉丝反对，猛子算得上是熟读历史的，但是他只知道中国历史上一直存在的矛盾是人和土地的矛盾，为了千秋万载，把田屯到西域，严格控制兼并。其实，脱开中国那些文人总结的历史书，去读读经济学，社会学的书，就能看到，社会吸纳闲散劳动力能力弱这才是根本原因。农业的根本不是农民，而是土地，单位面积内增加农民不会增加多少产量，而农产品不易保存，又是刚性需求的产品，从事农业的人数越多，效率就越低，穷人就越多。于是即便是天宝五年，还在盛世，杜甫笔下世界是这样“朱门酒肉臭，路有冻死骨！” 也就是富贵总是少数人，绝大多数人是穷困的，有个温饱就不错了。但是农民的特点是稳定，缺乏冒险的需求，易于管理，所以从统治阶层的角度看，农民才是国之根本，这是肯定的。于是数千年来重农抑商，于是社会的闲散力量就更没有其他途径去吸纳，于是还是要当农民，于是人和土地的矛盾就越突出。这和重男轻女的后果是中国男女比率不匹配的道理是一样的。除了人和土地的矛盾，还有一个问题就是没有任何一本书说明白为什么要大一统。我总结了一下，1.不大一统被游牧民族欺负，大一统后可以去欺负游牧民族，这是群架哲学（猛子的作品这种思想最重）。2.汉族是农业文明比游牧文明先进，先进文明替代落后的文明是天经地义的，这是文明进化论（高月的作品）。3.大一统可以统一使用国力干大事儿，如征服全世界（如《恶汉》，《黄沙百战穿金甲》...)。因此我摘端木的美文一段于此。我之所以删除《宋时行》是因为庚新本来是想写个到宋代打酱油的，结果书迷不干，非要变成大罗神仙，力挽狂澜，生生地打了个对头弯，很恶心。宋是一个很独特的年代，但在庚新的笔下的宋已经失去了时代感，完全看不得了。 收起阅读 »

最近一个美国项目客户指定了一家浙江的供应商制造厂，但要求供应商按美国客户习惯的项目管理模式运作此项目。
那个厂是私企，包括司机在内所有的管理和技术人员不到30人，直接负责生产的不到10人。工人有大概70多人。厂子效益不错，在制项目很多，负责技术和销售的刘副厂长长年在外出差谈项目签合同。我去他们厂时发现虽然旧厂房黑咚咚的，但生产管理非常有序，效率比较高，质量控制得也还可以——虽然全厂一共只有一名检查员（还兼做些工艺员和生产调度的活儿），对外称是质量控制经理，还有一位王姓质量保证经理（同时还要负责数控机床的调试维护），手下有位文件管理员除了做质保书也负责其它文件。另外有一位杨姓工程经理，手下两个毕业不久的大学生是工艺员。每天这私企老板一有空就巡视车间，也起到了兼职检查员和生产调度的作用。
我对精益生产很感兴趣，看了很多日本和国内企业的精益生产案例，但到这个厂几次后，不由得感叹，虽然这个厂没有任何人谈精益生产，他们却无师自通，把精益做到了极致。每个人的工作效率都比较高，因为项目多，每个人每天的工作都忙不完，一个人兼几个岗在这个厂很常见。当然，有很多文件记录他们也给顺便“精益”掉了，呵呵。
美国客户要求这个厂为此项目组建一个项目管理团队，把每个项目成员的电话邮箱等联系信息报上来。
今天早上看到供方报来的项目管理团队成员表，忍俊不禁。刘姓技术销售副厂长成为了项目经理，杨姓工程经理成为了项目工程师，王姓质量保证经理成为了项目质量工程师，一名项目资料员再加一名项目调度协调员负责所有其它事务。这大概是我看到的最精益的项目管理成员表了。
我比较喜欢这个供应商，因为他们厂的老板和副总们很重视产品质量，对我们提出的意见都积极整改。尽管有个美国人在视察现场时告诉我这是他见过的最脏的工厂（我问那老美客户代表产品质量怎么样，他说还不错）。很多美国人都对我说，中国的工人是世界上最勤奋灵巧的工人——可以用非常简陋的设备制造出质量很好的产品，而且具有不可思议的交货能力。从这份项目管理团队成员表就看得出来，中国人的精益是深入骨髓的，比老外的高深理论实用多了。浙江人真是会赚钱，不得不佩服。 收起阅读 »

【人生三重境界】
第一层是看远。怀有宏大的人生奋斗目标，不为眼前小利斤斤计较，不为眼前小事而牵绊了心情。
第二重是看透。现象是纷繁复杂的，透过现象看到本质，这是一种能力，也是一种独特的眼光。
第三重是看淡。将功名利禄置身度外，将事件的纷繁复杂看淡，从容淡定，无为而为。 收起阅读 »

1. So, tell me a little about yourself.You don’t need to explain everything from birth to present day. Relevant facts about education, your career and your current life situation are fine.2. Why are you looking (or why did you leave you last job)This should be a straightforward question to answer, but it can trip you up. Presumably you are looking for a new job (or any job) because you want to advance your career and get a position that allows you to grow as a person and an employee. It’s not a good idea to mention money here, it can make you sound mercenary. And if you are in the unfortunate situation of having been downsized, stay positive and be arief as posle about it. If you were fired, you’ll need a good explanation. But once again, stay positive.3. Tell me what you know about this company.Do your homework before you go to any interview. Whether it’eing the VP of marketing or the mailroom clerk, you should know about the company or business you’re going to work for. Has this company been in the news lately Who are the people in the company you should know about Do the background work, it will make you stand out as someone who comes prepared, and is genuinely interested in the company and the job.4. Why do you want to work at X CompanyThis should be directly related to the last question. Any research you’ve done on the company should have led you to the conclusion that you’d want to work there. After all, you’re at the interview, right Put some thought into this answer before you have your interview, mention your career goals and highlight forward-thinking goals and career plans.5. What relevant experience do you haveHopefully if you’re applying for this position you have bags of related experience, and if that’s the case you should mention it all. But if you’re switching careers or trying something a little different, your experience may initially not look like it’s matching up. That’s when you need a little honest creativity to match the experiences required with the ones you have. People skills are people skills after all, you just need to show how customer service skills can apply to internal management positions, and so on.6. If your previous co-workers were here, what would they say about youOk, this is not the time for full disclosure. If some people from your past are going to say you’re a boring A-hole, you don’t need to bring that up. Stay positive, always, and maybe have a few specific quotes in mind. “They’d say I was a hard worker” or even better “John Doe has always said I was the most reliable, creative problem-solver he’d ever met.”7. Have you done anything to further your experienceThis could include anything from night classes to hobbies and sports. If it’s related, it’s worth mentioning. Obviously anything to do with further education is great, but maybe you’re spending time on a home improvement project to work on skills such as self-sufficiency, time management and motivation.8. Where else have you applied This is a good way to hint that you’re in demand, without sounding like you’re whoring yourself all over town. So, be honest and mention a few other companieut don’t go into detail. The fact that you’re seriously looking and keeping your options open is what the interviewer is driving at.9. How are you when you’re working under pressureOnce again, there are a few ways to answer thiut they should all be positive. You may work well under pressure, you may thrive under pressure, and you may actually PREFER working under pressure. If you say you crumble like aged blue cheese, this is not going to help you get your foot in the door.10. What motivates you to do a good jobThe answer to this one is not money, even if it is. You should be motivated by life’s noble pursuits. You want recognition for a job well done. You want to become better at your job. You want to help others or be a leader in your field.11. What’s your greatest strengthThis is your chance to shine. You’re being asked to explain why you are a great employee, so don’t hold back and stay do stay positive. You could be someone who thrives under pressure, a great motivator, an amazing problem solver or someone with extraordinary attention to detail. If your greatest strength, however, is to drink anyone under the table or get a top score on Mario Kart, keep it to yourself. The interviewer is looking for work-related strengths.12. What’s your biggest weaknessIf you’re completely honest, you may be kicking yourself in the butt. If you say you don’t have one, you’re obviously lying. This is a horrible question and one that politicians have become masters at answering. They say things like “I’m perhaps too committed to my work and don’t spend enough time with my family.” Oh, there’s a fireable offense. I’ve even heard “I think I’m too good at my job, it can often make people jealous.” Please, let’s keep our feet on the ground. If you’re asked this question, give a small, work-related flaw that you’re working hard to improve. Example: “I’ve been told I occasionally focus on details and miss the bigger picture, so I’ve been spending time laying out the complete project every day to see my overall progress.”13. Let’s talk about salary. What are you looking forRun for cover! This is one tricky game to play in an interview. Even if you know the salary range for the job, if you answer first you’re already showing all your cards. You want as much as posle, the employer wants you for as little as you’re willing to take. Before you apply, take a look at salary.com for a good idea of what someone with your specific experience should be paid. You may want to say, “well, that’s something I’ve thought long and hard about and I think someone with my experience should get between X & Y.” Or, you could be sly and say, “right now, I’m more interested in talking more about what the position can offer my career.” That could at least buy you a little time to scope out the situation. But if you do have a specific figure in mind and you are confident that you can get it, I’d say go for it. I have on many occasions, and every time I got very close to that figure (both below and sometimes above).14. Are you good at working in a teamUnless you have the I.Q. of a houseplant, you’ll always answer YES to this one. It’s the only answer. How can anyone function inside an organization if they are a loner You may want to mention what part you like to play in a team though; it’s a great chance to explain that you’re a natural leader.15. Tell me a suggestion you have made that was implemented.It’s important here to focus on the word “implemented.” There’s nothing wrong with having a thousand great ideas, but if the only place they live is on your notepad what’s the point Better still, you need a good ending. If your previous company took your advice and ended up going bankrupt, that’s not such a great example either. Be prepared with a story about an idea of yours that was taken from idea to implementation, and considered successful.16. Has anything ever irritated you about people you’ve worked withOf course, you have a list as long as your arm. But you can’t say that, it shows you aeing negative and difficult to work with. The best way to answer this one is to think for a while and then say something like “I’ve always got on just fine with my co-workers actually.”Use this question as a chance to show that you are a team player: “The only people I have trouble with are those who aren’t team players, who just don’t perform, who complain constantly, and who fail to respond to any efforts to motivate them.” The interviewer is expecting a response focused on personality and personal dislikes. Surprise her by delivering an answer that reflects company values17. Is there anyone you just could not work withNo. Well, unless you’re talking about murderers, racists, rapists, thieves or other dastardly characters, you can work with anyone. Otherwise you could be flagged as someone who’s picky and difficult if you say, “I can’t work with anyone who’s a Bronco’s fan. Sorry.”18. Tell me about any issues you’ve had with a previouoss.Arrgh! If you fall for this one you shouldn’t be hired anyway. The interviewer is testing you to see if you’ll speak badly about your previous supervisor. Simply answer this question with exteme tact, diplomacy and if necessary, a big fat loss of memory. In short, you’ve never had any issues.The answer to 18 is completely wrong. I am a director at a major media company’s interactive division. Our company is expanding and I am almost in a constant state of hiring. I ask a variation of this question in every single interview and if a candidate has never had one issue or disagreement with anyone, (I stated a variation: I ask if it has happened with anyone in the workplace) I peg them as a liar and reject them immediately.I went well with my previouoss. If there is an conflict, I will be open mind and talk about facts. once decision is made, I execute it well.19. Would you rather work for money or job satisfactionIt’s not a very fair question is it We’d all love to get paid a Trump-like salary doing a job we love but that’s rare indeed. It’s fine to say money is important, but remember that NOTHING is more important to you than the job. Otherwise, you’re just someone looking for a bigger paycheck.20. Would you rather be liked or fearedI have been asked this a lot, in various incarnations. The first time I just drew a blank and said, “I don’t know.” That went over badly, but it was right at the start of my career when I had little to no experience. Since then I’ve realized that my genuine answer is “Neither, I’d rather be respected.” You don’t want to be feared because fear is no way to motivate a team. You may got the job done but at what cost Similarly, if you’re everyone’est friend you’ll find it difficult to make tough decisions or hit deadlines. But when you’re respected, you don’t have to be a complete bastard or a lame duck to get the job done.21. Are you willing to put the interests of X Company ahead of your ownAgain, another nasty question. If you say yes, you’re a corporate whore who doesn’t care about family. If you say no, you’re disloyal to the company. I’m afraid that you’ll probably have to say yes to this one though, because you’re trying to be the perfect employee at this point, and perfect employees don’t cut out early for Jimmy’aall game.it is situational. if you… ; if you …. Ethics and professionalism 22. So, explain why I should hire you.As I’m sure you know, “because I’m great” or “I really need a job” are not good answers here. This is a time to give the employer a laundry list of your greatest talents that just so happen to match the job description. It’s also good to avoid taking potshots at other potential candidates here. Focus on yourself and your talents, not other people’s flaws.23. Finally, do you have any questions to ask meI’ll finish the way I started, with one of the most common questions asked in interviews. This directly relates to the research you’ve done on the company and also gives you a chance to show how eager and prepared you are. You’ll probably want to ask about benefits if they haven’t been covered already. A good generic one is “how soon could I start, if I were offered the job of course.” You may also ask what you’d be working on. Specifically, in the role you’re applying for and how that affects the rest of the company. Always have questions ready, greeting this one with a blank stare is a rotten way to finish your interview. Good luck and happy job hunting.ponder for a moment, and then ask your interviewer “what aspect of your job do you find most challenging”.I would ask the interviewer, “Why do you like to work here”24. Where do you want to be in 5 to yearsThey dont want to hear in the same job you are interviewing for. Ultimately, the HR people are searching for someone who can handle the job now, and has the potential to grow into a high level management job in the future. Do you have those goals too25. Would you rather work for a big company or a small oneFavorite answer: I’d treat any company like it was my own regardless. Total ownership of the situation can get you a long way.General , the worst answer was “I don’t know.” I’ve since learned that “it depends,” with a couple of examples, is perfectly appropriate附带答案版本：Don't discuss your goals for returning to school or having a family, they are not relevant and could knock you out of contention for the job. Rather, you want to connect your answer to the job you are applying for. 最佳答案 My long-term goals involve growing with a company where I can continue to learn, take on additional responsibilities, and contribute as much of value as I can. I see myself as a top performing employee in a well-established organization, like this one. I plan on enhancing my skills and continuing my involvement in (related) professional associations. Once I gain additional experience, I would like to move on from a technical position to management. In the XYZ Corporation, what is a typical career path for someone with my skills and experiences 第一个问题一般都是这个 Tell me about yourself/ How would you describe yourself You walk into the interview room, shake hands with your interviewer and sit down with your best interviewing smile on. Guess what their first question is "Tell me about yourself." Your interviewer is not looking for a 10-minute dissertation here. Instead, offer a razor sharp sentence or two that sets the stage for further discussion and sets you apart from your competitors. Your Unique Selling Proposition (USP)说出你的卖点 Give them "your synopsis about you" answer, specifically your Unique Selling Proposition. Known as a personal branding or a value-added statement, the USP is a succinct, one-sentence description of who you are, your biggest strength and the major benefit that a company will derive from this strength. Here is an example of a Unique Selling Proposition: "I'm a seasoned Retail Manager strong in developing training programs and loss prevention techniques that have resulted in revenue savings of over $2.3Million for (employer's name) during the past 11 years." What a difference you've made with this statement. Your interviewer is now sitting forward in her chair giving you her full attention. At this point, you might add the following sentence: "I'd like to discuss how I might be able to do something like that for you." The ball is now back in her court and you have the beginnings of a real discussion and not an interrogation process. “My background to date has been centered around preparing myself to become the very best financial consultant I can become. Let me tell you specifically how I've prepared myself. I am an undergraduate student in finance and accounting at _________ University. My past experiences has been in retail and higher education. Both aspects have prepared me well for this career.” 首先要明确他们想了解的是哪方面的内容Do they want to know about your career so far, about your hobbies or family life If in doubt, ASK them to clarify what they wish you to talk about. Then give a short factual answer, ending with "is there anything else you'd like to know about me" How would you describe yourself这个问题的答案应该是和他们的招聘广告上对于雇员的要求的基本一致，所以，看看你有哪些特质满足了他们的要求吧 Try to think about what the interviewers are looking for and keep this in mind as you answer interview questions. Remember the job advert Were they looking for initiative, a good communicator, someone with good attention to detail Describe yourself in these terms. Start with "I am.." and not with "I think..." or "I believe.." so that you sound self aware and confident.-----------------------------------------------------------When you're interviewing for an internal position within your company, you may be asked what you will do if you don't get the job. The interviewer wants to know whether you are concerned about just the advancement opportunity or the company. 内部职位竞聘常会被问到如果你没有得到这份工作的话你将会怎么办的问题。 最佳答案I am committed to this company and its advancement so, should I not be selected, I will work with and support whoever might get selected. However, I do feel that my experience in the department and with the team would make me the best candidate How would your boss describe you If you get the job, your interviewer may be your future boss so you need to answer this question carefully. Describe yourself as any boss would want to see you. You might say: "My boss would describe me as hard working, loyal, friendly and committed. He would say that I work well on my own initiative and deliver what he wants on time and to a high standard". Again, don’t use the term “I think my boss would say..” as it gives an element of doubt. Be positive and certain with the interview answer you give. What motivates youI am motivated by being around other positive people, we might question if working alone would suit them.I am motivated by targets. What do you look for in a job This is really a question about suitability, though we've included it here.Remember the advert Focus on the advert criteria and you won't go far wrong. For example, if the advert called for someone to lead others, you might say: "I like a job where I can lead and motivate others and enjoy seeing improvements in team performance". If the advert called for a target-focused individual, you might say: "I like having targets. They encourage me to stretch myself and beat them!" What is your personal mission statement or motto Not everyone has one, but because you might be asked, think what yours would be. "Just do it!" "Right first time, every time". "Less talk, more action". "Treat others as you'd wish to be treated". "Fortune favours the brave". "Quality, quality, quality...". Our advice: This is one of those times when we ask candidates to explain their answers to our interview questions. So, whatever you say, it's likely you'll be asked to give a reason or example so have one in mind. For most jobs, you want to sound positive and motivated, but possibly not ruthless or inconsiderate. What do you enjoy most about what you do now "I really enjoy the technical nature of the job and the speed at which I'm able to fix faults. I get a lot of satisfaction from getting people back to work as soon as possible". If working as part of a team is mentioned as a requirement of the job, you might answer: "I really enjoy being part of a team. I like it when the team pulls together to achieve something and everyone can take some credit". What do you enjoy least about your current role A good interview answer might go something like this: "Actually, I enjoy everything about what I do. I suppose if I had to give something up, it would be..." The 'something' depends on you, but it's best to mention something incidental to your job, like admin or paperwork. So you might say: "I'm not sure (pause). I suppose if I had to pick something to give up it would be paperwork. I know it's important, and I do it well, but if someone else did if for me, that would be great!" Why do you want to leave your current job/company If you're applying for a more senior job, you might answer: "I really enjoy what I do, but I'm ready for more responsibility and challenge which your job offers. Unfortunately, my current job/employer can't give me this." If this isn't the reason, use yours instead, but always be positive in your answers to tough interview question What do you think of your current boss "My current boss is great. He sets the team challenging but realistic targets and motivates us to achieve them..." "My current boss is very good. She deals with her team firmly but fairly and enjoys our respect because of this..." If your current boss is not great, and you are prepared to answer more interview questions about this, say so, but do balance each criticism with a positive point. Remember the need to appear positive in your answers to interview questions. You might say: "My current boss has strengths and weaknesses. He is very good at listening to people but sometimes, in my view, doesn't deal with underperformers firmly enough. This affects team morale sometimes..." What will you miss about your present job People is the best interview answer here. Say anything else and you're suggesting the job you're applying for won't give you everything you had and more, and might even leave you wanting!As you think about answers to interview questions, always have in mind the need to create a positive impression. "Well I'm confident that the job you're offering will give me everything I have now and more so I don't think I'll miss anything about the job itself. But I'll miss some of the people of course..." What can you tell me about XYZ Company If you need to, start by saying "Is it ok if I refer to my notes". When you get the nod, off you go. A good interview answer should include short factual statements covering such things as the Company's history, its products, staff numbers, turnover and future business objectives. Something like this is fine: "I believe the Company began in 1967, with just one outlet, but now has 25. From what I've read, you sell A, B and C products across Europe and the States and have a turnover in excess of $5 million. You employ 125 staff. I beleive you hope to enter the Asian market by 2010". "I've done some research and can tell you more if you like". You will likely hear "No, that's fine. Thank you." Your interviewers will be impressed that you prepared and made notes and you're off to a good start. What do you think XYZ Company can offer you There are two bits to this interview question, the role and the Company. Mention both. You might say: "I'm told the Company has a firm commitment to individual training and development. This is great news for me because I'm keen to learn and advance in the Company. The role itself appears challenging and rewarding which I'll find very motivating". If you're successful, what do you think you'll be doing day-to-day You might start by saying "I understand that I'll be...". Then you could talk about the main role, any other activities and any targets you expect to be given. What are your strengths/weaknesses IMPORTANT -- this common job interview question can be asked in many different ways, such as "What qualities do you admire in others that you would like to develop in yourself" Strengths should be easy enough to think about (keep the position in mind). Talking about weaknesses can be harder but good interview answers are still possible. Many people choose to mention something which they've recognized as being a weakness but have overcome. "I'd like to be more organized, like one of my colleagues. She doesn't have to try. But because I don't find it as easy as her, I use to-do lists and a diary to help me successfully manage my work". On a final note, it's much safer to highlight your lack of experience or knowledge as a weakness than a fault in your personality. Employers can always give you experience but few want to help you overcome shortcomings in your personality! So avoid telling interviewers that you "get bored" or "too involved" or "frustrated"! Why did you think you are suited to this job What they are really asking is "You know what we are looking for so can you tell us what you have done or what you have, that is relevant." Why should we give the job to you above other applicants This is often our closing question. We want to know, in a nutshell, why you are the best candidate for the job. This is a chance to list your best attributes as they relate to the vacancy. Don't be cocky, but don't be shy.\ How well do you work under pressure “I know that all jobs involve some sort of pressure at some time. I can work as well under pressure as I do at any other time but when I am busy, I prioritize activities so that my workload is manageable.” If the interviewers focus on other pressure, such as pressure to meet targets, dealing with difficult customers etc, give an appropriate reply, mentioning past situations where you have coped under such pressure. What sort of people do you find it difficult to work with “I am an easy going person who seems to get on with everyone. If I have to pick a type of person that bothers me, it's the one who doesn't pull their weight or isn't worried about the standard of their work because it reflects badly on the rest of the team.” Sell me this pen! In interviews for sales job, you may hear this, believe us! In fact, one of us had a non-sales interview and was asked this, unexpectedly. The object you are asked to sell could in fact be anything. Some interviewers like to see whether you focus on the benefits of the object or its features. The features of the pen might be that it's blue, with a roller ball and plastic coating. The benefits might be that it's reliable, easy to holdand leak proof. What key skills do you think you need to be successful in this role You got this far because your job application form or resume or CV matched the interviewers' criteria as specified in the job advert. Just expand on this in your job interview answers. List the skills you think are required, giving a little explanation as to why each is needed. You might then be asked to give examples where you've used one or more of these skills. These are behavioural interview questions. Where do you see yourself in five years time This can be a difficult job interview question to answer, especially if you've not thought beyond getting this job! When you answer, you want to sound ambitious enough to be motivated to do a good job, but not too ambitious in case your interviewers think you're only using this job as a stepping stone to something better. I can be successful in this job and taken on additional responsibilities and be considered suitable for promotion. How does this job fit into your career plans This is a similar job interview question to the one above really, except that it looks beyond five years. Be realistic. You might say something like this if you're going for a middle-management position: "My ambition is to lead a department and be involved in strategic decision-making at a senior level. I expect the role I'm applying for to give me more experience of leading and some introduction to strategy so that I'm ready for a senior role in a few years time". Where did you think you'd be at this stage in your life Avoid saying further than you are now! It's better to show you've met or exceeded your ambitions than fallen short of them. Tell the interviewers that you are happy with your life and career, but are looking for more challenge as you like to stretch yourself to achieve more. If you could start again, what career decisions would you make differently You're on sticky ground if you start trying to think of hypothetical career changes that might have served you better in the past. Your answers to interview questions will suggest you're not happy with the way things are and no-one wants to hire an unhappy person. “I wouldn't change anything. I am happy with my career as it is now but want fresh challenges.” "I'm not the kind of person who looks back with regrets. I prefer to invest my energy looking forward". How would you approach a typical project If you're applying for a project based job, such as a project manager, you will be asked this job interview question. Don't give a long winded answer, but try to demonstrate that you would take into account the main components of effective project planning such as: - Planning the schedule backwards from completion - Working out what you need to get the job done effectively and on time - Budgeting -- costs, time and resources - Allowing a contingency How would you get the best from people If you are applying for any management role, it is highly likely you'll be asked this job interview question. The kind of skills that we'd be looking for in a good applicant are: - Good communication - Teamwork skills - Recognizing what each person can bring - Setting a good example - Praising good performances Give us an example of how you have resolved conflict. As this is a behavioural interview question, you need to find an example of conflict that you have resolved. The sort of skills you need to demonstrate in your interview answer are: - Fairness - Discussing problems with individuals in private - Making sure you get to the root of the problem - Finding a solution that everyone will accept What did you look for when you hired people in the past This is a general question. Don't think about specific skills of the job you are applying for. Think generally about the key attributes everyone looks for in a good applicant. Among others, these include: - Aptitude - Skills - Initiative - Flexibility - Commitment Do you work best by yourself or as part of a team Most jobs require both, to varying degrees. As with all answers to job interview questions, think about the position you are applying for. Are the interviewers looking for a team worker Did they mention this in the advert or is it implicit in the job description If a team player is required, tell the interviewers that you work well in a team. Give an example if you can. You might say: "I prefer to work in teams. I find that better decisions are reached when people work together and share ideas. Of course I'm happy to work alone when required too." If the job is mostly done alone, you might say: "I work very well by myself because I'm self motivated, organized and conscientious. I'm comfortable working in teams though and recognize that this is better in some situations". What kind of personality do you work best with and why You will deal with many personalities in any job. If the interviewers know the people you'll be working with, they might have a personality in mind! It's hard for you to know this however so stick to a safe answer. You might say: "I find I work well with almost everyone but who I work best with might depend on the activity. If it's a project, I prefer to work with someone who's practical and organized because this is important. If it's leading a discussion, working with someone who's a good facilitator helps." How would you go about establishing your credibility quickly within the team Gaining credibility quickly is important. Make sure you listen, learn, question, understand. You might say: "That's a good question and I realize it's important to gain credibility quickly. I believe the best way is to show your colleagues that you respect their experience and want to learn from them as well as about them. You need to listen, ask the right questions and make sure you understand. If they can see you'll fit in early on, it helps". Tell me about a time where you had to deal with conflict on the job. This is a behavioural interview question. If you can't think of an example, it's ok to say so. If that's the case, either say how you would deal with it, or use an example where someone you know dealt with conflict well. Most interviewers would look for: o Getting both sides of the argument o Suggesting and agreeing compromise o Showing tactfulness o Showing empathy What irritates you about other people, and how do you deal with it Personal conflict is inevitable in the workplace Try not to say that A or B irritates you. Instead, talk about the characteristics which you find hard, not the people. You might say: "I find I get on with most people so it's not normally a problem. It's rather disappointing when people don't pull their weight I suppose and this has happened. In that instance I spoke to the person in private, explained that they were letting the team down and asked them to make more of an effort. They did." "Can you give me some idea of the salary you're expecting"is one of those job interview questions that can really get you tongue-tied.What do you say Usually, moments later, you realize you've accepted a salary far lower than you wanted. Although you were prepared to negotiate your salary, you panicked at the last minute and lost your nerve. As you leave the interview room, your excitement at getting the job is tainted. You can't help feeling undervalued, even a little duped. Ask for too much and you risk looking unrealistic, over confident, maybe even greedy. Ask for too little and you risk undervaluing yourself and your contribution, and ultimately being underpaid. For many of us, salary is one of the most important factors in taking a job, but it's often the hardest to deal with. Nerves got the better of her and worried about sounding greedy, she suggested a lower amount. When she was offered the job, there was the salary she suggested, right at the start of the offer letter. She wasn't surprised but she was disappointed. So how can you avoid this happening to you Research is essential when it comes to suggesting a reasonable salary. Take time to look though job advertisements for similar positions. Research the WWW or post a question in a forum or on Yahoo! Answers Research the Company too. A large Company, if asked, will probably have more scope to offer you a better benefits package than a smaller one Don't initiate salary discussions or say anything about pay during your job interview unless asked If you're asked for a figure, suggest a range rather than an actual figure. This gives room to negotiate if a firm job offer is made during the job interview If you're offered the job and reach agreement on a salary, make sure the written job offer states this amount clearly And when it comes to the actual salary negotiation here are 6 essential salary The most important thing to remember when discussing your salary is that it is a negotiation. Like any form of bartering, the first figure you mention in the job interview probably won't be the figure you agree on. But it's a place to start. Be confident about what you're worth. Recognise that you're bringing something unique to the Company, and that you're worth the wage you're requesting. Even if you've only just finished school or college, you still have something unique to offer and it's important to bear that in mind as you think about salary negotiation. Remember also that it's not easy finding the right person for a job. If you've impressed the interviewers enough to employ you, you have the upper hand and paying a little more to keep you isn't too big a deal. So ask for a slightly higher salary than you expect. If the job advertisement mentions a salary range, employers will be prepared to pay more for the right candidate. If you're a little uncomfortable asking for the top figure, choose one just above the mid-range. This gives the impression that you are worth a good wage and is a great place to start. Assuming an advertised salary range of $30,000 to $42,000, you might say this: "I'm expecting a salary in the region of $38,000, based on my knowledge and experience". Remember that salary is not everything. If the salary is less than you hoped and the Company won't or can't go any higher, ask about other benefits which are important to you like training courses, financial help with further study and so on. What specific goals, including those related to your occupation, have you established for your life I want to be working for an excellent company like yours in a job in which I am managing information. I plan to contribute my leadership, interpersonal, and technical skills. My long-range career goal is to be the best information systems technician I can for the company I work for. 3. How has your college experience prepared you for a business career I have prepared myself to transition into the work force through real-world experience involving travel abroad, internship, and entrepreneurial opportunities. While interning with a private organization in Ecuador, I developed a 15-page marketing plan composed in Spanish that recommended more effective ways the company could promote its services. I also traveled abroad on two other occasions in which I researched the indigenous culture of the Mayan Indians in Todos Santos, Guatemala, and participate din a total language immersion program in Costa Rica. As you can see from my academic, extracurricular, and experiential background, I have unconditionally committed myself to success as a marketing professional. 4. Please describe the ideal job for you following graduation. My ideal job is one that incorporates both my education and practical work skills to be the best I can be. Namely combining my education in finance with my working knowledge of customer service operations, entrepreneurial abilities, computer skills, and administrative skills. I want to utilize my analytical expertise to help people meet their financial goals. This is exactly why I am convinced that I would be a very valuable member of the Merrill Lynch team. What influenced you to choose this career My past experiences have shown me that I enjoy facing and overcoming the challenge of making a sale. Without a doubt, once I have practiced my presentation and prepared myself for objections, I feel very confident approaching people I don't know and convincing them that they need my product. Lastly, I like sales because my potential for success is limited only by how much of myself I dedicate toward my goal. If any profession is founded on self-determinism, it surely must be sales. At what point did you choose this career I knew that I wanted to pursue information systems technology about my sophomore year in college. It was then that I realized that my hobby (computers) was taking up most of my time. My favorite courses were IT courses. I also realized that I was doing computer-oriented work-study that I enjoyed so much I would have done it for free. What specific goals have you established for your career My goals include becoming a Certified Financial Advisor so I can obtain a better working knowledge of financial research analysis, which would allow me contribute to my client base as a better financial consultant since I would have that extra insight into the companies they are seeking to invest in. Also this is the foundation block to advancing my career to portfolio manager or even branch office manager. What will it take to attain your goals, and what steps have you taken toward attaining them I've already done some research on other workers at Merrill Lynch to see how they achieved similar goals. I know that Merrill Lynch encourages the pursuit and will reimburse for tuition of a graduate degree. I plan on pursuing a MBA to give me an even more extensive knowledge of business and financial analysis. How did you handle a challenge During a difficult financial period, I was able to satisfactorily negotiate repayment schedules with multiple vendors. When the software development of our new product stalled, I coordinated the team which managed to get the schedule back on track. We were able to successfully troubleshoot the issues and solve the problems, within a very short period of time. A long-term client was about to take their business to a competitor. I met with the customer and was able to change how we handled the account on a day-to-day basis, in order to keep the business When you're asked what your greatest weakness is, try to turn a negative into a positive. For example, a sense of urgency to get projects completed or wanting to triple-check every item in a spreadsheet can be turned into a strength i.e. you are a candidate who will make sure that the project is done on time and your work will be close to perfect. Weakness When I'm working on a project, I don't want just to meet deadlines. Rather, I prefer to complete the project well ahead of schedule. Being organized wasn't my strongest point, but I implemented a time management system that really helped my organization skills. I like to make sure that my work is perfect, so I tend to perhaps spend a little too much time checking it. However, I've come to a good balance by setting up a system to ensure everything is done correctly the first time. I used to wait until the last minute to set appointments for the coming week, but I realized that scheduling in advance makes much more sense. Strength When I'm working on a project, I don't want just to meet deadlines. Rather, I prefer to complete the project well ahead of schedule. I have exceeded my sales goals every quarter and I've earned a bonus each year since I started with my current employer. My time management skills are excellent and I'm organized, efficient, and take pride in excelling at my work. I pride myself on my customer service skills and my ability to resolve what could be difficult situations. How well can you work in stressful situations Stress is very important to me. With stress, I do the best possible job. The appropriate way to deal with stress is to make sure I have the correct balance between good stress and bad stress. I need good stress to stay motivated and productive. I react to situations, rather than to stress. That way, the situation is handled and doesn't become stressful. I actually work better under pressure and I've found that I enjoy working in a challenging environment. From a personal perspective, I manage stress by visiting the gym every evening. It's a great stress reducer. Prioritizing my responsibilities so I have a clear idea of what needs to be done when, has helped me effectively manage pressure on the job. If the people I am managing are contributing to my stress level, I discuss options for better handling difficult situations with them. What’s motivates you I was responsible for several projects where I directed development teams and implemented repeatable processes. The teams achieved 100% on-time delivery of software products. I was motivated both by the challenge of finishing the projects ahead of schedule and by managing the teams that achieved our goals. I've always been motivated by the desire to do a good job at whatever position I'm in. I want to excel and to be successful in my job, both for my own personal satisfaction and for my employer. I have always wanted to ensure that my company's clients get the best customer service I can provide. I've always felt that it's important, both to me personally, and for the company and the clients, to provide a positive customer experience. I have spent my career in sales, typically in commission-based positions, and compensation has always been a strong factor in motivating me to be the top salesperson at my prior employers. What Are You Passionate About One of my greatest passions is helping others. When I was younger, I've enjoyed helping mom with household repairs. As I grew older, that habit grew and I desired to help others as well. I like helping people find solutions that meet their specific needs. I'm passionate about painting. I take an evening art class once a week and try to find time each weekend to paint. Painting is a good way for me to relax and even though I don't have much talent, I do it enjoy it. I lost my father to pancreatic cancer and ever since then, I have spent time volunteering to help raise awareness and funding for cancer research. I volunteer for PanCan, the advocacy group, and I'm part of their volunteer network. One of the things I'm passionate is to assist in finding a cure, however I can. I'm passionate about making a difference. When I'm involved with a project at work I want to do my best to achieve success. I feel the same way about what I do in my personal life. I'm an avid skier and I like to spend weekends and vacations on the ski slopes. " Why do you want this job This is not only a fine opportunity, but this company is a place where my qualifications can make a difference. As a finance executive well versed in the new stock options law, I see this position as made to order. It contains the challenge to keep me on my toes. That's the kind of job I like to anticipate every morning. I want this job because it seems tailored to my competencies, which include sales and marketing. As I said earlier, in a previous position I created an annual growth rate of 22 percent in a flat industry. Additionally, the team I would work with looks terrific. I well understand that this is a company on the way up. Your Web site says the launch of several new products is imminent. I want be a part of this business as it grows. Having worked through a college business major building decks and porches for neighbors, this entry-level job for the area's most respected home builder has my name on it. As a dedicated technician, I like doing essential research. Being part of a breakthrough team is an experience I'd love to repeat. This job is a good fit for what I've been interested in throughout my career. It offers a nice mix of short- and long-term activities. My short-term achievements keep me cranked up and the long-term accomplishments make me feel like a billion bucks. I want this job selling theater tickets because I'd be good at it. I'm good at speaking to people and handling cash. I would like a job with regular hours and I'm always on time. Although some companies are replacing Americans with imported low-wage workers, you are standing tall. This company's successful strategies, good reputation and values make it heads and shoulders above its competition. I'd fit right in as a counter clerk in your fine drycleaners. I have observed that the counter clerk position requires competence at handling several activities in quick order -- customer service, payments, bagging and phones. I like multitasking and, as a homemaker, I have a lot of practice in keeping all the balls in the air. The work I find most stimulating allows me to use both my creative and research skills. The buzz on this company is that it rewards people who deliver solutions to substantial problems。

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