六西格瑪與人力資源管理課件

1、Six Sigma What It is How It Affects Human ResourcesRonald D. SneeK. W. Tunnell ConsultingNovember 13, 2001What is Six Sigma ? Measure of how well a process is performing - Six Sigma process produces 3.4 defects per million opportunities - Most companies are at 3-4 sigma levelPhilosophy of reducing d

2、efects so we can improve customer satisfaction and reduce costsBusiness Strategy that increases process performance resulting in enhanced customer satisfaction and improved bottom line ($). What is Six Sigma?ImprovementBreakthroughSystematic, Focused ApproachRight Projects - Linked to Business Goals

3、Right People- Selected & TrainedProject Management- Management ReviewsSustaining Gains- Identify New ProjectsRight Results- Process & Financial($)Process ThinkingProcess VariationFacts, Figures, DataDefine, Measure, Analyze, Improve, Control8 Key Tools - Linked and SequencedStatistical ToolsMinitabC

4、ritical Few VariablesINITIATIVE METHODS & TOOLS ROLES OF LEADERSManagement TeamProjectChampionMaster Black BeltGreenBeltBlack BeltandTeamFunctional GroupsHR, Finance, ITEngg, QA, etc.Six Sigma Improvement StrategyPhase 0: Process DefinitionPhase I: Process MeasurementPhase II: Process AnalysisPhase

5、III: Process ImprovementPhase IV: Process Control8 Key Six Sigma ToolsMaps and MetricsCause and Effect MatrixGage R&R StudyCapability AnalysisFailure Mode and Effects AnalysisMulti-Vari AnalysisDesign of ExperimentsControl Plans including Statistical Process ControlAdvanced tools are used as needed

6、to speed up improvementSome Manufacturing Black Belt ProjectsIncrease process yield $300kIncrease process capacity $400kIncrease dryer throughput $130kReduce process downtime and scrap $320kReduce caustic use of Process Z $2000kMaterial loss: Reduce scrap & increase yield $150kReduce wet milling ope

7、rations costs $300kTopics of Non-Manufacturing ProjectsBillingEnergy ReductionEngineeringEnvironmentalFinance & AccountingHuman ResourcesInformation TechnologyInternal AuditsInventory ReductionLegalLogistics - Transportation Customer ServiceMaintenancePlanning and SchedulingProduct DesignPurchasingQ

8、C LabSafetySalesShippingProjects in Human ResourcesReduce cycle time on hiring process Increase “hit rate” on job applicantsEmployee turnover reductionOvertime reductionReducing staffing shortagesCycle Time Reduction for Long-Term Disability Application ProcessLong Term Disability Application Proces

9、sImprovementsSupplier Processes- Renegotiate sub-contractors terms- New case management reporting- Review of case turn-around time performanceDupont Processes- Greater use of email and intranet- Case tracking and reporting database added- Use of performance metrics at SBU and sites- Ongoing communic

10、ation, training and educationBenefitsAverage Cycle Time reduced 50-70%Process performance now meeting customer requirements of decisions in Granted by Project Champion Approved by Six Sigma Recognition CommitteeBlack Belt Recognition (cont.)Six Sigma Spirit Awards - Made by Project Champion - Recogn

11、izes and rewards efforts and achievements during projects with individual and team awards theater/movie tickets,dinners, t-shirts, spot cash bonuses, etc. Six Sigma Success Plaque - Awarded at completion of first project Engraved placard for project Plaque designed to add multiple projects as comple

12、tedCompany K - Recognition Program(Contd)Green Belt Recognition- Similar to Black Belt recognition - No certification bonusProject Team Member Recognition- Similar to BB and GB Recognition- No certification awardsAnnual Six Sigma Recognition event- Presentation of key projects- Dinner reception with

13、 senior leadershipSummarySix Sigma - It is different - It works if you follow the process- Produces significant bottom line resultsChange is required by all persons who get involved with the initiativeSix Sigma will last as long as it produces bottom line results ($) SHOW ME THE MONEY($)Show Me The

14、Money ($)ReferencesBlakleslee, J. A., Jr. (1999) “Implementing the Six Sigma Solution”, Quality Progress, July 1999, 77-85. Breyfogle, Forest W. III (1999) Implementing Six Sigma Smarter Solutions Using Statistical Methods, Wiley-Interscience, John Wiley and Sons, New York, NY.Breyfogle, Forrest W.,

15、 Cupello, J. M., and Meadows, B. (2001) Managing Six Sigma, John Wiley and Sons, New York, NY.Eckes, G. (2001) Six Sigma Revolution, John Wiley and Sons, New York, NYHahn, Gerald, J., Hill, William J., Hoerl, Roger W., and Zinkgraf, Stephen A. (1999) The Impact of Six Sigma Improvement-A Glimpse int

16、o The Future of Statistics The American Statistician, August 1999.ReferencesHarry, Mikel J. (1998) “Six Sigma: A Breakthrough Strategy for Profitability”, Quality Progress, May 1998, 60-64.Harry, Mikel and Schreoder, Richard (2000) Six Sigma The Breakthroygh Management Strategy Revolutionizing the W

17、orlds Top Corporations, Currency Doubleday, NY, NYHoerl, R. W. (1998) “Six Sigma and the Future of the Quality Profession”, Quality Progress, June 1998, 35-42.Hoerl, R. W. and Snee, R. D. (2002) Statistical Thinking - Improving Business Performance, Duxbury Press, Pacific Grove, CAMaguire, Miles (19

18、99) “Cowboy Quality Mikel Harrys Riding Tall in the Saddle as Six Sigma Makes its Mark.” Quality Progress, October 1999, 27-34.Pande, P., Neuman, R., and Cavanuagh (2000) The Six Sigma Way, McGraw-Hill, New York, NY.ReferencesPyzdek, T. (1999) The Complete Guide to Six Sigma, Quality Publishing, Tuc

19、son, AZPyzdek, T. (2000) The Six Sigma Handbook, McGraw-Hill, New York, NYQuality Engineering (2000) Volume 12, No. 3. Five articles on Six Sigma.Snee, R. D. (1999) “Statisticians Must Develop Data-Based Management Systems as Well as Create Measurement Systems.” International Statistical Review, 67,

20、 No.2, August 1999, 139-144.Snee, R.D. (1999) “Why Should Statisticians Pay Attention to Six Sigma?” Quality Progress, Sept. 1999, 100-103.Snee, R. D.(1999) “Development and Use of Statistical Thinking: A New Era”, International Statistical Review, 67.ReferencesSnee, R.D.(2000) “Impact of Six Sigma on Quality Engineering”, Quality E