SMT设备的操作与维护8.2.22诺基亚解决问题七步法程序章节幻灯片.pptVIP

Assessing Stakeholder Readiness Who are the key individuals and groups? How will they perceive change? How will they be affected by it? How important are they to success? Power? What is their current stance on change? What is their current mood? Once we have identified the key stakeholders (both individuals and groups) we need to build into the plan of action steps to create:- Commitment from those who can influence the change Minimal resistance from those who are adversely affected One simple way to decide between solutions is to chart each solution on the selection matrix. This can be done relatively quickly with solutions which are in the top right hand box being the best ones to choose to implement. If there are no solutions in the this box then there needs to be group discussion about those in the top left and bottom right hand boxes to decide which is/are the best solution(s) to plan to implement. Corrective action Usually refers to short-term fixes. The advantages are that these kinds of solution tend to cost less, are easier to do, get people excited about the problem solving process, and may be all that is needed to eliminate the immediate pain caused by the problem. The disadvantages are that the solution is not addressing systemic causes, often does not lead to permanent solutions, and diverts resources from the “real issue.” Preventive action Usually refers to what can be viewed as a long-term solution. The advantages are that these kinds of solutions can provide extensive changes necessary to solve root causes, and sometimes are the only way to sustain lasting change. The disadvantages are that they can be risky if they are the only one offered, they require more care in implementation, may be controversial, may run contrary to the short-term perspective of the business, and you may not find out the outcome for a long-time. Often the problem we face is one which other teams are also facing. If Nokia is to get the best from everyone