六西格瑪盟主訓(xùn)練營(yíng)課件

LeadingSixSigmaChampionWorkshopLeadingSixSigmaChampionWork領(lǐng)導(dǎo)SixSigma活動(dòng)盟主訓(xùn)練營(yíng)領(lǐng)導(dǎo)SixSigma活動(dòng)盟主訓(xùn)練營(yíng)StayingFocusedCommunicatingReviewingProgressRecognizingAchievementIncreasingExpectationsLeadershipThemes3StayingFocusedLeadershipThem關(guān)注重點(diǎn)問題溝通回顧進(jìn)展賞識(shí)成績(jī)提升期望領(lǐng)導(dǎo)能力的主題4關(guān)注重點(diǎn)問題領(lǐng)導(dǎo)能力的主題4StayingFocusedMaintainfocusonthegoalsoftheprojectsandthelongtermdirectionofsixsigmaFocustheorganizationonthetoolsmethodologyandthecultureofteamworkReviewBusinessSystemstoensurethatarealignedwiththeenvironmentofconstantchangeReviewProjectsinDetailtoprovidedirectionandsupporttothebeltsandteamsMonitorFinancialResultstomakesurethattherearesolidcontributionstooperationalandstrategicplansStayingFocusedCommunicatingReviewingProgressRecognizingAchievementIncreasingExpectations5StayingFocusedMaintainfocus關(guān)注重要問題將注意力聚焦于項(xiàng)目的目標(biāo)和六個(gè)希格瑪?shù)拈L(zhǎng)期方向組織建設(shè)要關(guān)注工具方法和團(tuán)隊(duì)合作的文化檢討業(yè)務(wù)體系以確保它能適應(yīng)環(huán)境的持續(xù)變化仔細(xì)檢討項(xiàng)目從而為項(xiàng)目負(fù)責(zé)人和項(xiàng)目小組成員提供導(dǎo)向和支持監(jiān)控財(cái)務(wù)結(jié)果以確保它們對(duì)運(yùn)營(yíng)和戰(zhàn)略計(jì)劃有切實(shí)的貢獻(xiàn)StayingFocusedCommunicatingReviewingProgressRecognizingAchievementIncreasingExpectations6關(guān)注重要問題將注意力聚焦于項(xiàng)目的目標(biāo)和六個(gè)希格瑪?shù)拈L(zhǎng)期方向SEnsureProjectCompletionForaprojecttobecomplete,afewcriteriamust

bemet:Business/financialimpactsdocumentedandvalidatedbythefinanceandbusinessmanagementReviewoftheprojectforapplicationoftheimprovementroadmapDocumentedandimplementedcontrolplanPropertransfertotheprocessowner(s)7EnsureProjectCompletionFora確保項(xiàng)目的完成項(xiàng)目結(jié)案必須符合一些條件：對(duì)業(yè)務(wù)/財(cái)務(wù)的影響由財(cái)務(wù)和業(yè)務(wù)部門的管理層進(jìn)行文件化并確認(rèn)檢討確認(rèn)項(xiàng)目已應(yīng)用改進(jìn)指南已將控制計(jì)劃文件化并實(shí)施妥善移交給流程負(fù)責(zé)人8確保項(xiàng)目的完成項(xiàng)目結(jié)案必須符合一些條件：8CheckBusinessImpactFinanceisinvolvedinprojectselection:FinancialgoalsareproperlycalculatedFinancialresultsarebridgedtothebottomlineBusinessManagersarerequiredtosign-offonprojectsinsupportoftheirbusinessimpact:Therefore,BusinessManagersmustbeincludedinprojectreviews9CheckBusinessImpactFinancei檢查對(duì)業(yè)務(wù)的影響財(cái)務(wù)人員要參與項(xiàng)目的選擇：合理計(jì)算財(cái)務(wù)目標(biāo)財(cái)務(wù)方面的成果能體現(xiàn)在財(cái)務(wù)底線中由業(yè)務(wù)經(jīng)理來批準(zhǔn)那些支持他們業(yè)務(wù)的項(xiàng)目是否能夠結(jié)案：因此，業(yè)務(wù)經(jīng)理必須參加項(xiàng)目檢討10檢查對(duì)業(yè)務(wù)的影響財(cái)務(wù)人員要參與項(xiàng)目的選擇：102000

EPSAcquisitions/DivestituresBusinessRevaluationSales

GrowthSector

CensusReductionPlantAatFullCapacityPlantBYield&NewProdQualificationsOtherSixSigmaMaterialsManagementInflation2001

EPSSixSigmaImpactCompanyA’s2001NetIncomeGrowthASolidPlanGrewEarningsby14%in2001(0.14)0.060.440.180.030.050.300.43(0.92)

Delta=0.43112000

EPSAcquisitions/Divesti2000年每股收益兼并/資產(chǎn)剝離業(yè)務(wù)再評(píng)估銷售增長(zhǎng)部門人數(shù)減少A工廠已用足產(chǎn)能B工廠產(chǎn)量和新產(chǎn)能認(rèn)證其它六個(gè)希格瑪項(xiàng)目物料管理通貨膨脹2001年每股收益SixSigma的影響A公司2001年凈收入的增長(zhǎng)穩(wěn)健的計(jì)劃使收入在2001年增長(zhǎng)了14%(0.14)0.060.440.180.030.050.300.43(0.92)

Delta=0.43122000年兼并/業(yè)務(wù)再評(píng)估銷售增長(zhǎng)部門人A工廠已B工廠產(chǎn)量和YoupersonallyneedtodevelopacommunicationplanChampionsdrivethesuccessoftheculturalchangeThisrequirescommunicationatanumberoflevels:WithyourLeadershipTeamWithintheorganizationWithotherChampionsWithBlackBeltsCommunicatingsuccessdrivesculturechangeCommunicatingStayingFocusedCommunicatingReviewingProgressRecognizingAchievementIncreasingExpectations13Youpersonallyneedtodevelop您個(gè)人需要發(fā)展一個(gè)溝通計(jì)劃發(fā)起人推動(dòng)文化改變的成功進(jìn)行這需要在各個(gè)層面上進(jìn)行溝通：與您的領(lǐng)導(dǎo)小組與組織與其它發(fā)起人與黑帶成功溝通能驅(qū)動(dòng)文化的改變溝通StayingFocusedCommunicatingReviewingProgressRecognizingAchievementIncreasingExpectations14您個(gè)人需要發(fā)展一個(gè)溝通計(jì)劃成功溝通能驅(qū)動(dòng)文化的改變溝通StaSixSigmaCommunicationPlanning15SixSigmaCommunicationPlanniSixSigma溝通計(jì)劃16SixSigma溝通計(jì)劃16CommunicationofprojectprogressisessentialBlack/GreenBeltsDetailedprogressreportsandprojectresultswillbedocumentedWeeklystatusupdatessenttoChampion,MBBandmanagementmembersFormalprojectstatusreportsgeneratedmonthlyanddistributedtoallLeaders,Champions,andBeltsCommunicatingProjectProgress17Communicationofprojectprogr溝通項(xiàng)目的進(jìn)展是必需的黑帶/綠帶詳細(xì)的進(jìn)展報(bào)告和項(xiàng)目結(jié)果將被存檔每周的最新進(jìn)展要送交發(fā)起人、黑帶大師和管理層成員每月完成正式的項(xiàng)目狀況報(bào)告，并送交所有領(lǐng)導(dǎo)、發(fā)起人和項(xiàng)目負(fù)責(zé)人溝通項(xiàng)目的進(jìn)展18溝通項(xiàng)目的進(jìn)展是必需的溝通項(xiàng)目的進(jìn)展18ChampionCommunicationsNetworkChampionsneedtonetworkto:SharelessonslearnedIdentifyandfacilitateinterplantprojectsDevelopandprovidetemplatesforreportingandprojecttrackingDeterminethenextstepstoinstitutionalizingtheprocessqualityinitiativeasacorecompetencyTheChampionsneedtodeterminethestructureandcharterfortheirgroup/networkManyQuestions:HowoftenshouldtheChampionsmeet?HowshouldtheChampiongroupbestructured?.19ChampionCommunicationsNetwor盟主溝通網(wǎng)絡(luò)盟主需要網(wǎng)絡(luò)來:共享要吸取的教訓(xùn)確認(rèn)并推動(dòng)跨廠際的項(xiàng)目開發(fā)并提供報(bào)告和項(xiàng)目跟蹤的模板決定后續(xù)步驟來建立流程質(zhì)量作為核心競(jìng)爭(zhēng)力盟主需要決定他們小組/網(wǎng)絡(luò)的結(jié)構(gòu)和章程問題:盟主應(yīng)多頻次地見面?盟主小組結(jié)構(gòu)應(yīng)如何組織?.20盟主溝通網(wǎng)絡(luò)盟主需要網(wǎng)絡(luò)來:20ChampionNetworkMeetingSchedule21ChampionNetworkMeetingSched盟主網(wǎng)絡(luò)會(huì)議日程22盟主網(wǎng)絡(luò)會(huì)議日程22TimelyprojectreviewsarearequirementPeopleworkontheitemstheirbossfeelsisimportantenoughtocontinuouslyaskabout…ProjectreviewsfrequenciesChampions&MasterBBshaveweeklyreviewsSixSigmaDirectors&MBBsconductmonthlyreviewswithdivision/marketcentermanagementGroupManagementwillholdquarterlyreviewsWhatgets‘measured’…getsdoneStayingFocusedCommunicatingReviewingProgressRecognizingAchievementIncreasingExpectationsReviewingProgress23Timelyprojectreviewsarear必須進(jìn)行項(xiàng)目檢討

人們的工作對(duì)象是那些他們的老板認(rèn)為重要的足以連續(xù)地問關(guān)于…項(xiàng)目檢討頻次

盟主和黑帶大師每周檢討

SixSigma主任和黑帶大師與部門/市場(chǎng)中心管理進(jìn)行月度檢討小組管理每季度檢討評(píng)估了什么…做完了StayingFocusedCommunicatingReviewingProgressRecognizingAchievementIncreasingExpectations檢討進(jìn)展24必須進(jìn)行項(xiàng)目檢討評(píng)估了什么…做完了StayingFocProjectReviewSchedule25ProjectReviewSchedule25項(xiàng)目檢討日程表26項(xiàng)目檢討日程表26I.Define/MeasureII.Analyze/ImproveIII.Control

IV.Results&BenefitsProject:

Black/GreenBelt:

.PresentationFormat27I.Define/MeasureII.AnalyzeI.定義/評(píng)估II.分析/改進(jìn)III.控制

IV.結(jié)果和收益項(xiàng)目:

黑帶/綠帶:

.簡(jiǎn)報(bào)格式28I.定義/評(píng)估II.分析/改進(jìn)III.控制IV.I.Define/Measure-ProcessMapIdentifiedHUGEHiddenFactoryofmultiplereworks!-C&EMatrixtypeSavingsCalculationsSheet

-ParetoleadtoWasteGenerationasProjectFocusMeasurementSystem:-IdentifiedthatVisualDefectsMeasurementSystemneedsstandardizationII.Analyze/Improve-IdentifiedKeyWasteGenerators-Reducedfrom301ProcessInputsto7KPIVs-IdentifiedEquipmentfailuresthatgenerateWaste-IdentifiedWorkProcessesthatgenerateWaste-Quantifiedotherinefficienciesintheworkprocess&activitiesIII.Control:

ImplementedathreestepControlPlana)

StandardizeVisualDefectsMeasurementSystemb)FacilitateWorkProcessestoRecoverWaste

c)RecommendseriesofActionStepstoImproveProcessCapabilityandPreventWasteGenerationIV.Results&Benefits-AnnualSavingsof$400,000fromWasteRecoveryachievedVSoriginalgoalof$300,000.-ImplementationPlanforreducedWasteGeneration

-IdentifiedFivemoreBBandGBProjectstoImproveSystemEfficiencyProject:ImproveSpecialProductsEfficiencies.BlackBelt:JimSmith.Example129I.Define/MeasureII.AnalyI.定義/評(píng)估-流程圖確認(rèn)

有多重重復(fù)加工的隱藏工廠!-象要因矩陣分析的節(jié)約計(jì)算單

-Pareto分析形成作為項(xiàng)目重點(diǎn)的浪費(fèi)產(chǎn)生項(xiàng)目評(píng)估系統(tǒng):-確認(rèn)虛擬評(píng)估系統(tǒng)需要標(biāo)準(zhǔn)化

II.分析/改進(jìn)-確認(rèn)重要的產(chǎn)生浪費(fèi)的項(xiàng)目-流程輸入從301項(xiàng)減少到7個(gè)KPIVs-確認(rèn)產(chǎn)生浪費(fèi)的設(shè)備故障-確認(rèn)產(chǎn)生浪費(fèi)的工作流程-量化工作流程/活動(dòng)中的其它低效工作III.控制:

執(zhí)行一個(gè)三步驟的控制計(jì)劃a)

標(biāo)準(zhǔn)化虛擬缺陷評(píng)估系統(tǒng)b)推動(dòng)工作流程減少/避免浪費(fèi)

c)推薦一系列行動(dòng)步驟來改進(jìn)流程能力和防止浪費(fèi)產(chǎn)生IV.結(jié)果和收益-年度減少浪費(fèi)$400,000對(duì)原來的$300,000.-減少浪費(fèi)產(chǎn)生的執(zhí)行計(jì)劃

-確認(rèn)另外五個(gè)黑帶和綠帶項(xiàng)目來改進(jìn)系統(tǒng)效率項(xiàng)目:改進(jìn)特殊產(chǎn)品效率.黑帶:

JimSmith.舉例130I.定義/評(píng)估II.分析/改進(jìn)III.控制:Define/MeasureY:Order-Bill-CollectDefect:Subsidiaryoverhaulshopswithoverduereceivables.

Measure:$30MMofoverduereceivables.GageR&R<5%.Averagebillsentout27daysafterhardware.16%ofbillsdisputed.AnalyzeUsed,processmapping,ANOVAandHomogeneityofVariancetocompareshops:Foundsignificantdifferenceinboththemeanand variationofoverduereceivablesbetweenshops.Nocorrelationbetweensize/complexityofshopand$overdue.80%correlationbetweenoverduesvs.disputed

billsand/orbillssent>30daysafterhardware.Design/Improve“Digital”incominginspectionprocessestablishedtopreventdisputes.Workedwithcustomerstoallowustobillthemforestimatedrepairsforlongcycleitems.Digitallylinkedsub-tiersupplierbillingsystemintoGEsystem,eliminatingnon-valueaddedmanualstepsandlostpaperwork.

Validate/ControlDigitalinspectionresultsprovidedreal-timetocustomersforeveryoverhaul.Accuracyofestimatedbillingcomparedtoactualchargesandestimationmodelcontinuallyrefined.Currently+20%,targeting+10%.Results:<3%ofbillsdisputed.Averagebillsentout5daysafterhardware.Overduereceivablesreducedby$29MM.AccountsReceivablesTeamExample231Define/MeasureAnalyzeDesign/定義/測(cè)量Y：受訂—開票—收款不良品：Subsidiaryoverhaulshopswithoverduereceivables.

測(cè)量:$30MM逾期應(yīng)收未收帳款可重復(fù)性&可再現(xiàn)性指標(biāo)<5%平均開票時(shí)間為實(shí)物交付后27天有爭(zhēng)議的發(fā)票為16%分析利用流程圖、ANOVA及方差的同質(zhì)性對(duì)各商店進(jìn)行比較：無論是平均值還是變異方面，不同商店的逾期應(yīng)收帳款都有顯著的差異；逾期應(yīng)收帳款的金額與商店的規(guī)模、業(yè)務(wù)復(fù)雜程度沒有相關(guān)性實(shí)物交付后超過30天的開票數(shù)與逾期應(yīng)收帳款/有爭(zhēng)議發(fā)票數(shù)比值之間的相關(guān)度為80%設(shè)計(jì)/改善“數(shù)字化”的收入核查流程確實(shí)可以防止?fàn)幾h與客戶一同工作，使得我們可以為那些壽命較長(zhǎng)物品的維修進(jìn)行收費(fèi)將次級(jí)供應(yīng)商的開票系統(tǒng)與GE的系統(tǒng)進(jìn)行數(shù)字化聯(lián)接，可以消除許多無價(jià)值的手工步驟及一些無關(guān)緊要的書面作業(yè)

驗(yàn)證/控制開票估計(jì)值與實(shí)收金額比值的準(zhǔn)確度及估計(jì)模型已越來越精確目前值+20%,目標(biāo)值+10%.結(jié)果：有爭(zhēng)議的發(fā)票數(shù)<3%平均開票時(shí)間為實(shí)物交付后5天逾期應(yīng)收帳款減少$29MM應(yīng)收帳款小組例232定義/測(cè)量分析設(shè)計(jì)/改善驗(yàn)證/控制應(yīng)收帳款小組例232Black/GreenBeltsandChampionshaveasignificantportionoftheirPerformancerelatedtothesuccessoftheSixSigmaprojectsBenchmarkdatahasshownthefollowingBlackBelt:50-75%oftheirperformancerelatedtosuccessofprojectsChampions&Green:25-50%oftheirperformancerelatedtosuccessofprojectsBeltsandChampionsmusthaveavestedinterestinprojectselection,completion,andsuccess...R&RSuggestions33Black/GreenBeltsandChampion黑帶、綠帶及“盟主”績(jī)效中的很大部分與SixSigma項(xiàng)目的成功相關(guān)標(biāo)竿數(shù)據(jù)如下：黑帶：50-70%的績(jī)效與項(xiàng)目成功相關(guān)“盟主”與綠帶：25-50%的績(jī)效與項(xiàng)目的成功相關(guān)黑帶、綠帶及“盟主”必須在項(xiàng)目選擇、完成及成功上具有既得利益...關(guān)于獎(jiǎng)勵(lì)與表?yè)P(yáng)的建議34黑帶、綠帶及“盟主”績(jī)效中的很大部分與SixSigma項(xiàng)目TeamMembersBlack/GreenBeltReward&RecognitionStructure35TeamMembersBlack/GreenBeltRe組員黑帶/綠帶獎(jiǎng)勵(lì)與表?yè)P(yáng)的構(gòu)成36組員黑帶/綠帶獎(jiǎng)勵(lì)與表?yè)P(yáng)的構(gòu)成36RewardsystemsmustbeconsistentacrossGroups,Divisions,andPlantsRewardsshouldbecorrelatedtothesuccessoftheprojectandthebenefitstothebusinessRecognitionshouldbepublicandformalatPlant,Division,andGrouplevelsIdeasforR&Rinclude:Giftcertificates,Trophies/Plaques,CompanygiftsPublication/invitationtopresentatCompany&CorporatelevelsStayingFocusedCommunicatingReviewingProgressRecognizingAchievementIncreasingExpectationsRecognizingAchievement37Rewardsystemsmustbeconsist獎(jiǎng)勵(lì)辦法在集團(tuán)、事業(yè)部、工廠間保持一致獎(jiǎng)勵(lì)應(yīng)當(dāng)與項(xiàng)目的成功及給業(yè)務(wù)帶來的好處掛鉤無論在工廠、事業(yè)部，還是在集團(tuán)層面，所有的褒獎(jiǎng)都應(yīng)該是公開的、正式的獎(jiǎng)勵(lì)與表?yè)P(yáng)措施包括：授予證書，獎(jiǎng)品/勛章，公司禮品公告/邀請(qǐng)其在全公司層面發(fā)表講話StayingFocusedCommunicatingReviewingProgressRecognizingAchievementIncreasingExpectations成就認(rèn)可38獎(jiǎng)勵(lì)辦法在集團(tuán)、事業(yè)部、工廠間保持一致StayingFocPleasediscussyourideasforLeadingSixSigma.Reachconsensusonthemostimportantactionsthatneedtobetakenimmediatelyafterthisworkshop~Take15Minutesandpleasebepreparedtoreporttothegroup~InYourWorkoutTeams39Pleasediscussyourideasfor請(qǐng)各位就如何領(lǐng)導(dǎo)SixSigma項(xiàng)目進(jìn)行討論。對(duì)于那些需要在此次訓(xùn)練營(yíng)結(jié)束后即刻開展的行動(dòng)項(xiàng)目，請(qǐng)達(dá)成一致意見~時(shí)間15分鐘，同時(shí)準(zhǔn)備向小組報(bào)告~小組訓(xùn)練作業(yè)40請(qǐng)各位就如何領(lǐng)導(dǎo)SixSigma項(xiàng)目進(jìn)行討論。對(duì)于那些需要LeadingSixSigmaChampionWorkshopLeadingSixSigmaChampionWork領(lǐng)導(dǎo)SixSigma活動(dòng)盟主訓(xùn)練營(yíng)領(lǐng)導(dǎo)SixSigma活動(dòng)盟主訓(xùn)練營(yíng)StayingFocusedCommunicatingReviewingProgressRecognizingAchievementIncreasingExpectationsLeadershipThemes43StayingFocusedLeadershipThem關(guān)注重點(diǎn)問題溝通回顧進(jìn)展賞識(shí)成績(jī)提升期望領(lǐng)導(dǎo)能力的主題44關(guān)注重點(diǎn)問題領(lǐng)導(dǎo)能力的主題4StayingFocusedMaintainfocusonthegoalsoftheprojectsandthelongtermdirectionofsixsigmaFocustheorganizationonthetoolsmethodologyandthecultureofteamworkReviewBusinessSystemstoensurethatarealignedwiththeenvironmentofconstantchangeReviewProjectsinDetailtoprovidedirectionandsupporttothebeltsandteamsMonitorFinancialResultstomakesurethattherearesolidcontributionstooperationalandstrategicplansStayingFocusedCommunicatingReviewingProgressRecognizingAchievementIncreasingExpectations45StayingFocusedMaintainfocus關(guān)注重要問題將注意力聚焦于項(xiàng)目的目標(biāo)和六個(gè)希格瑪?shù)拈L(zhǎng)期方向組織建設(shè)要關(guān)注工具方法和團(tuán)隊(duì)合作的文化檢討業(yè)務(wù)體系以確保它能適應(yīng)環(huán)境的持續(xù)變化仔細(xì)檢討項(xiàng)目從而為項(xiàng)目負(fù)責(zé)人和項(xiàng)目小組成員提供導(dǎo)向和支持監(jiān)控財(cái)務(wù)結(jié)果以確保它們對(duì)運(yùn)營(yíng)和戰(zhàn)略計(jì)劃有切實(shí)的貢獻(xiàn)StayingFocusedCommunicatingReviewingProgressRecognizingAchievementIncreasingExpectations46關(guān)注重要問題將注意力聚焦于項(xiàng)目的目標(biāo)和六個(gè)希格瑪?shù)拈L(zhǎng)期方向SEnsureProjectCompletionForaprojecttobecomplete,afewcriteriamust

bemet:Business/financialimpactsdocumentedandvalidatedbythefinanceandbusinessmanagementReviewoftheprojectforapplicationoftheimprovementroadmapDocumentedandimplementedcontrolplanPropertransfertotheprocessowner(s)47EnsureProjectCompletionFora確保項(xiàng)目的完成項(xiàng)目結(jié)案必須符合一些條件：對(duì)業(yè)務(wù)/財(cái)務(wù)的影響由財(cái)務(wù)和業(yè)務(wù)部門的管理層進(jìn)行文件化并確認(rèn)檢討確認(rèn)項(xiàng)目已應(yīng)用改進(jìn)指南已將控制計(jì)劃文件化并實(shí)施妥善移交給流程負(fù)責(zé)人48確保項(xiàng)目的完成項(xiàng)目結(jié)案必須符合一些條件：8CheckBusinessImpactFinanceisinvolvedinprojectselection:FinancialgoalsareproperlycalculatedFinancialresultsarebridgedtothebottomlineBusinessManagersarerequiredtosign-offonprojectsinsupportoftheirbusinessimpact:Therefore,BusinessManagersmustbeincludedinprojectreviews49CheckBusinessImpactFinancei檢查對(duì)業(yè)務(wù)的影響財(cái)務(wù)人員要參與項(xiàng)目的選擇：合理計(jì)算財(cái)務(wù)目標(biāo)財(cái)務(wù)方面的成果能體現(xiàn)在財(cái)務(wù)底線中由業(yè)務(wù)經(jīng)理來批準(zhǔn)那些支持他們業(yè)務(wù)的項(xiàng)目是否能夠結(jié)案：因此，業(yè)務(wù)經(jīng)理必須參加項(xiàng)目檢討50檢查對(duì)業(yè)務(wù)的影響財(cái)務(wù)人員要參與項(xiàng)目的選擇：102000

EPSAcquisitions/DivestituresBusinessRevaluationSales

GrowthSector

CensusReductionPlantAatFullCapacityPlantBYield&NewProdQualificationsOtherSixSigmaMaterialsManagementInflation2001

EPSSixSigmaImpactCompanyA’s2001NetIncomeGrowthASolidPlanGrewEarningsby14%in2001(0.14)0.060.440.180.030.050.300.43(0.92)

Delta=0.43512000

EPSAcquisitions/Divesti2000年每股收益兼并/資產(chǎn)剝離業(yè)務(wù)再評(píng)估銷售增長(zhǎng)部門人數(shù)減少A工廠已用足產(chǎn)能B工廠產(chǎn)量和新產(chǎn)能認(rèn)證其它六個(gè)希格瑪項(xiàng)目物料管理通貨膨脹2001年每股收益SixSigma的影響A公司2001年凈收入的增長(zhǎng)穩(wěn)健的計(jì)劃使收入在2001年增長(zhǎng)了14%(0.14)0.060.440.180.030.050.300.43(0.92)

Delta=0.43522000年兼并/業(yè)務(wù)再評(píng)估銷售增長(zhǎng)部門人A工廠已B工廠產(chǎn)量和YoupersonallyneedtodevelopacommunicationplanChampionsdrivethesuccessoftheculturalchangeThisrequirescommunicationatanumberoflevels:WithyourLeadershipTeamWithintheorganizationWithotherChampionsWithBlackBeltsCommunicatingsuccessdrivesculturechangeCommunicatingStayingFocusedCommunicatingReviewingProgressRecognizingAchievementIncreasingExpectations53Youpersonallyneedtodevelop您個(gè)人需要發(fā)展一個(gè)溝通計(jì)劃發(fā)起人推動(dòng)文化改變的成功進(jìn)行這需要在各個(gè)層面上進(jìn)行溝通：與您的領(lǐng)導(dǎo)小組與組織與其它發(fā)起人與黑帶成功溝通能驅(qū)動(dòng)文化的改變溝通StayingFocusedCommunicatingReviewingProgressRecognizingAchievementIncreasingExpectations54您個(gè)人需要發(fā)展一個(gè)溝通計(jì)劃成功溝通能驅(qū)動(dòng)文化的改變溝通StaSixSigmaCommunicationPlanning55SixSigmaCommunicationPlanniSixSigma溝通計(jì)劃56SixSigma溝通計(jì)劃16CommunicationofprojectprogressisessentialBlack/GreenBeltsDetailedprogressreportsandprojectresultswillbedocumentedWeeklystatusupdatessenttoChampion,MBBandmanagementmembersFormalprojectstatusreportsgeneratedmonthlyanddistributedtoallLeaders,Champions,andBeltsCommunicatingProjectProgress57Communicationofprojectprogr溝通項(xiàng)目的進(jìn)展是必需的黑帶/綠帶詳細(xì)的進(jìn)展報(bào)告和項(xiàng)目結(jié)果將被存檔每周的最新進(jìn)展要送交發(fā)起人、黑帶大師和管理層成員每月完成正式的項(xiàng)目狀況報(bào)告，并送交所有領(lǐng)導(dǎo)、發(fā)起人和項(xiàng)目負(fù)責(zé)人溝通項(xiàng)目的進(jìn)展58溝通項(xiàng)目的進(jìn)展是必需的溝通項(xiàng)目的進(jìn)展18ChampionCommunicationsNetworkChampionsneedtonetworkto:SharelessonslearnedIdentifyandfacilitateinterplantprojectsDevelopandprovidetemplatesforreportingandprojecttrackingDeterminethenextstepstoinstitutionalizingtheprocessqualityinitiativeasacorecompetencyTheChampionsneedtodeterminethestructureandcharterfortheirgroup/networkManyQuestions:HowoftenshouldtheChampionsmeet?HowshouldtheChampiongroupbestructured?.59ChampionCommunicationsNetwor盟主溝通網(wǎng)絡(luò)盟主需要網(wǎng)絡(luò)來:共享要吸取的教訓(xùn)確認(rèn)并推動(dòng)跨廠際的項(xiàng)目開發(fā)并提供報(bào)告和項(xiàng)目跟蹤的模板決定后續(xù)步驟來建立流程質(zhì)量作為核心競(jìng)爭(zhēng)力盟主需要決定他們小組/網(wǎng)絡(luò)的結(jié)構(gòu)和章程問題:盟主應(yīng)多頻次地見面?盟主小組結(jié)構(gòu)應(yīng)如何組織?.60盟主溝通網(wǎng)絡(luò)盟主需要網(wǎng)絡(luò)來:20ChampionNetworkMeetingSchedule61ChampionNetworkMeetingSched盟主網(wǎng)絡(luò)會(huì)議日程62盟主網(wǎng)絡(luò)會(huì)議日程22TimelyprojectreviewsarearequirementPeopleworkontheitemstheirbossfeelsisimportantenoughtocontinuouslyaskabout…ProjectreviewsfrequenciesChampions&MasterBBshaveweeklyreviewsSixSigmaDirectors&MBBsconductmonthlyreviewswithdivision/marketcentermanagementGroupManagementwillholdquarterlyreviewsWhatgets‘measured’…getsdoneStayingFocusedCommunicatingReviewingProgressRecognizingAchievementIncreasingExpectationsReviewingProgress63Timelyprojectreviewsarear必須進(jìn)行項(xiàng)目檢討

人們的工作對(duì)象是那些他們的老板認(rèn)為重要的足以連續(xù)地問關(guān)于…項(xiàng)目檢討頻次

盟主和黑帶大師每周檢討

SixSigma主任和黑帶大師與部門/市場(chǎng)中心管理進(jìn)行月度檢討小組管理每季度檢討評(píng)估了什么…做完了StayingFocusedCommunicatingReviewingProgressRecognizingAchievementIncreasingExpectations檢討進(jìn)展64必須進(jìn)行項(xiàng)目檢討評(píng)估了什么…做完了StayingFocProjectReviewSchedule65ProjectReviewSchedule25項(xiàng)目檢討日程表66項(xiàng)目檢討日程表26I.Define/MeasureII.Analyze/ImproveIII.Control

IV.Results&BenefitsProject:

Black/GreenBelt:

.PresentationFormat67I.Define/MeasureII.AnalyzeI.定義/評(píng)估II.分析/改進(jìn)III.控制

IV.結(jié)果和收益項(xiàng)目:

黑帶/綠帶:

.簡(jiǎn)報(bào)格式68I.定義/評(píng)估II.分析/改進(jìn)III.控制IV.I.Define/Measure-ProcessMapIdentifiedHUGEHiddenFactoryofmultiplereworks!-C&EMatrixtypeSavingsCalculationsSheet

-ParetoleadtoWasteGenerationasProjectFocusMeasurementSystem:-IdentifiedthatVisualDefectsMeasurementSystemneedsstandardizationII.Analyze/Improve-IdentifiedKeyWasteGenerators-Reducedfrom301ProcessInputsto7KPIVs-IdentifiedEquipmentfailuresthatgenerateWaste-IdentifiedWorkProcessesthatgenerateWaste-Quantifiedotherinefficienciesintheworkprocess&activitiesIII.Control:

ImplementedathreestepControlPlana)

StandardizeVisualDefectsMeasurementSystemb)FacilitateWorkProcessestoRecoverWaste

c)RecommendseriesofActionStepstoImproveProcessCapabilityandPreventWasteGenerationIV.Results&Benefits-AnnualSavingsof$400,000fromWasteRecoveryachievedVSoriginalgoalof$300,000.-ImplementationPlanforreducedWasteGeneration

-IdentifiedFivemoreBBandGBProjectstoImproveSystemEfficiencyProject:ImproveSpecialProductsEfficiencies.BlackBelt:JimSmith.Example169I.Define/MeasureII.AnalyI.定義/評(píng)估-流程圖確認(rèn)

有多重重復(fù)加工的隱藏工廠!-象要因矩陣分析的節(jié)約計(jì)算單

-Pareto分析形成作為項(xiàng)目重點(diǎn)的浪費(fèi)產(chǎn)生項(xiàng)目評(píng)估系統(tǒng):-確認(rèn)虛擬評(píng)估系統(tǒng)需要標(biāo)準(zhǔn)化

II.分析/改進(jìn)-確認(rèn)重要的產(chǎn)生浪費(fèi)的項(xiàng)目-流程輸入從301項(xiàng)減少到7個(gè)KPIVs-確認(rèn)產(chǎn)生浪費(fèi)的設(shè)備故障-確認(rèn)產(chǎn)生浪費(fèi)的工作流程-量化工作流程/活動(dòng)中的其它低效工作III.控制:

執(zhí)行一個(gè)三步驟的控制計(jì)劃a)

標(biāo)準(zhǔn)化虛擬缺陷評(píng)估系統(tǒng)b)推動(dòng)工作流程減少/避免浪費(fèi)

c)推薦一系列行動(dòng)步驟來改進(jìn)流程能力和防止浪費(fèi)產(chǎn)生IV.結(jié)果和收益-年度減少浪費(fèi)$400,000對(duì)原來的$300,000.-減少浪費(fèi)產(chǎn)生的執(zhí)行計(jì)劃

-確認(rèn)另外五個(gè)黑帶和綠帶項(xiàng)目來改進(jìn)系統(tǒng)效率項(xiàng)目:改進(jìn)特殊產(chǎn)品效率.黑帶:

JimSmith.舉例170I.定義/評(píng)估II.分析/改進(jìn)III.控制:Define/MeasureY:Order-Bill-CollectDefect:Subsidiaryoverhaulshopswithoverduereceivables.

Measure:$30MMofoverduereceivables.GageR&R<5%.Averagebillsentout27daysafterhardware.16%ofbillsdisputed.AnalyzeUsed,processmapping,ANOVAandHomogeneityofVariancetocompareshops:Foundsignificantdifferenceinboththemeanand variationofoverduereceivablesbetweenshops.Nocorrelationbetweensize/complexityofshopand$overdue.80%correlationbetweenoverduesvs.disputed

billsand/orbillssent>30daysafterhardware.Design/Improve“Digital”incominginspectionprocessestablishedtopreventdisputes.Workedwithcustomerstoallowustobillthemforestimatedrepairsforlongcycleitems.Digitallylinkedsub-tiersupplierbillingsystemintoGEsystem,eliminatingnon-valueaddedmanualstepsandlostpaperwork.

Validate/ControlDigitalinspectionresultsprovidedreal-timetocustomersforeveryoverhaul.Accuracyofestimatedbillingcomparedtoactualchargesandestimationmodelcontinuallyrefined.Currently+20%,targeting+10%.Results:<3%ofbillsdisputed.Averagebillsentout5daysafterhardware.Overduereceivablesreducedby$29MM.AccountsReceivablesTeamExample271Define/MeasureAnalyzeDesign/定義/測(cè)量Y：受訂—開票—收款不良品：Subsidiaryoverhaulshopswithoverduereceivables.

測(cè)量:$30MM逾期應(yīng)收未收帳款可重復(fù)性&可再現(xiàn)性指標(biāo)<5%平均開票時(shí)間為實(shí)物交付后27天有爭(zhēng)議的發(fā)票為16%分析利用流程圖、ANOVA及方差的同質(zhì)性對(duì)各商店進(jìn)行比較：無論是平均值還是變