《sigma英文版》PPT课件.ppt

Module,Generating, Evaluating and Selecting Solutions,Where We Are,Goals,Understand the difference between incremental improvement and fundamental redesign. Be able to generate creative solutions Be able to develop appropriate criteria for evaluating solutions Be able to create and use a solution prioritization matrix Know when and how to use consensus decision making,Improvement Strategies,Is the gap small?,Customer Requirements,Process Capability,Fundamental Redesign,Iterative Improvement,YES,NO,Design a new product / process Broad approach Blank sheet of paper approach High Risk Longer time span Addressing many CTQs Goal: Quantum Leap,Fix an existing process Narrow Focus Use current process model Low Risk Shorter Time Span Addressing few CTQs Goal: Improvement,Design Excellence,DMAIC,When to go for Design Excellence,Changing customer expectations: by the time the current problems are solved, new problems will occur Technology development: new technologies allow to meet all customer requirements at lower cost or gain a competitive edge Next generation: the existing products remaining lifetime is very short, a successor will be needed soon System limits: the performance gap is due to system / business model configurations that cannot be changed or the available technology does not allow to meet CTQs Process entirely broken: the existing process is unable to meet many CTQs, too many successive DMAIC projects required,Benefits of Design Excellence: Getting it right the first time,Reduce cycle time from concept to delivery Reduce development and manufacturing cost Minimize risk of failure Minimize design changes after design release Improve quality of products and services, as measured by the customer Create a competitive advantage by providing products and services, with high quality and low costs, while meeting all customer requirements.,Involving People in Developing Solutions,Instructions: Use the matrix to help you identify the people who should be involved in developing and implementing solutions. Take just a few minutes for this task. You can modify your decisions later. Time: 10 min.,Responsible for,Task,Involved in,Consulted with,Informed about,Which groups or individuals should be:,Identifying,solutions,Selecting,solutions,Planning the,implementation,Handling potential,problems,Implementing,the solution,Monitoring,results,Project Worksheet 16: Involvement Matrix,Generating Ideas,Generating Solution Ideas,Review what you know about the process and the verified cause Brainstorm solution ideas; use creativity techniques Combine ideas into solutions,Creativity Techniques,Quick and Dirty Think Like a Kid Challenge the Rules Set a Deadline Get Rid of Excuses Short Time Investment Candid Comments Musical Chairs Edison,More Involved SCAMPER Slice and Dice Idea Box Brutethink,Exercise: Generating New Ideas,Objective: Practice using a creativity technique that is new to you. Instructions: Divide into small groups. Try to develop innovative ideas for improving helicopter flight time, building on what you learned in the Analyze Phase. Use one of the four More Involved creativity techniques described on the next six pages to come up with a range of ideas. Be prepared to discuss both your solutions and your process with the class. Time: 60 minutes (Dont spend all the time deciding which technique to use!),More Involved Creativity Techniques,Quick and Dirty Think Like a Kid: Imagine what a six-year-old would do with your challenge Challenge the Rules: Come up with a list of rules or corporate paradigms that suggest that your challenge “cant be solved.” Break the rules. Set a Deadline: Give yourself five minutes to develop a solution that you have to stick with Get Rid of Excuses: List and then work on removing barriers to success,Short Time Investment Candid Comments: Catch people on location, while theyre involved with your area of inquiry. Take notes on what works for them and what doesnt, what advice they have for solving the problem, what would make it better, less of a pain in the neck, more memorable, or more fun. Follow up every observation with a series of who, what, where, when, how, and, most definitely, why. Musical Chairs: Look at your challenge from a different perspective, through someone elses eyes, from someone elses vantage point. Start with someone who has no understanding of your task. How would they see it? How would they react at first blush? Where would they look for answers? What would their concerns be? Edison: Explore external factors that can influence your task, and identify the elements of the larger world of which your task is a part. Diagram the forces, factors, requirements, constraints, and elements at work around your task. Once your system is complete and balanced, make a dramatic change to one of the forces acting on your system, creating chaos. To return to balance, modify or remove constraints on other forces to create a new system.,More Involved Creativity Techniques, cont.,MORE INVOLVED CREATIVITY TECHNIQUES: SCAMPER Definition,Substitute Combine Adapt Modify or Magnify,Put to other uses Eliminate or Minimize Reverse or Rearrange,How To 1.Isolate the challenge or subject you want to think about 2.Work through the SCAMPER checklist for each step of the challenge or subject and see what new ideas emerge.,Example The Challenge: How can we get customers more involved in our product development? What procedure can we substitute for our current one? How can we combine customer input on new products with other processes? What can we adapt or copy from someone elses customer involvement model? How can we modify our current process? What can we magnify or add to our current process? How can customer involvement be put to use in other areas? What can be eliminated from the way we currently involve customers? What is the reverse of involving customers? What rearrangement of our current customer involvement process might be better? Continue asking and answering SCAMPER questions, then continue by asking, “How can?”, “What else?”, “How else?” This will help generate the maximum number of ideas for involving customers in product development. One company magnified customer involvement by adding customers to their product development teams and put their customer knowledge to work in modifying their current product launch process.,More Involved Creativity Techniques, cont.,Definition Shifting your focus from one large challenge to the many attributes (features or components) that make up the challenge, then working to improve or change one attribute at a time. The more able you are to focus on a specific attribute, the more likely you are to think flexibly and discover alternative ideas.,How To 1. State your challenge 2. Analyze the challenge and list as many attributes as you can 3. Take each attribute, one at a time, and try thinking of ways to change or improve it. Ask “How else can this be accomplished?” and “Why does this have to be this way?” 4. Strive to make your thinking both fluent and flexible.,Example A frozen-fish processor was concerned that his product tasted bland. He tried everything to keep the fish fresh tasting, including keeping them in fish tanks right up to processing. Nothing worked; the fish remained listless. To find a solution, he listed the attributes of a fish including: Lives under water Has gills and fins Constantly moves to escape predators Cold-blooded Changes color out of water He looked at each attribute separately, trying to find ideas to solve his problem. Finally he hit upon the solution: He put a small shark in the tank with the fish. The fish kept moving to escape being eaten and retained their vitality and thus their fresh flavor. Considering the attribute of predators enabled him to find his solution.,More Involved Creativity Techniques, cont.,More Involved Creativity Techniques, cont.,More Involved Creativity Techniques: Brutethink,Building on Creative Ideas,Far-fetched,idea,Kernel of,something,useful,Threshold of,acceptability,Good idea,could,implement,Perfect idea,Examples of Building on Creative Ideas,Far-fetched,idea,Kernel of,something,useful,Threshold of,acceptability,Good idea,could,implement,Perfect idea,Stop,answering,the phone,Educate,customers so,we get fewer,calls,Far-fetched,idea,Kernel of,something,useful,Threshold of,acceptability,Good idea,could,implement,Perfect idea,Expand,customization,capability,Lie to,customers,Evaluating Solution Ideas,Four ways to evaluate the potential solutions are: Do paper-and-pen analysis (score each option against criteria) Model or simulate the solutions Do trial implementations Check against common sense Well look at how to develop criteria next.,Evaluate Alternative Ideas,A Path to Better Solutions,In order to get better solutions, we will follow these steps: Generate Criteria Weight Criteria Evaluate Ideas The tool we will use for this is the Solution Prioritization Matrix.,Solution,A,B,C,D,0.2,1.25,0.3,1.65,0.6,Easy,Quick,Tech,Hi Impact,Customers,SUM,2.6,3.0,2.4,2.7,19.8,8.25,8.4,4.8,10,13.75,43.6,1.2,2.7,19.8,5.4,7.5,36.6,32.1,4.2,18.15,5.4,18.75,47.7,1.2,Criteria and Weights,Common Criteria,Your team will need to brainstorm its own list of criteria. As a starting point, here is a checklist of common criteria used to evaluate proposed changes or solutions. Which root causes are attacked, and to what extent? What is the cost? What are the potential benefits? How easy will this be to implement? What are the potential problems? How easy will it be to prevent or remedy side effects?,Weighting the Criteria,Not all criteria are created equal You need to decide which criteria are most important for your project One approach for developing weights is to have team members vote,How to Weight Criteria,Use consensus or a “multivoting” approach to narrow the list of criteria to 10 or fewer Rank the remaining criteria,Criteria,A. Easy to learn,B. Quick timeline (2 months),C. Uses existing technology;,no new software or other,equipment,D,. Has greatest impact on,reducing defects,E. Customers will notice the,change,Votes,Li,Kim,Marcos,Joe,TOTAL,.25,.5,.25,1.0,.2,.5,.2,.4,.1,.3,.1,.1,1.0,1.0,1.0,.5,4.0,.5,0.2,1.25,0.3,1.65,0.6,.1,How to Evaluate Solutions,On rare occasions, the choice may be obvious given your knowledge of the process and problem More often, you need to carefully weigh pros and cons Use a structured approach, such as a solution prioritization matrix,Setting Up a Solution Prioritization Matrix,Solution,A,B,C,D,Criteria,0.2,1.25,0.3,1.65,0.6,Easy,Quick,Tech,Hi Impact,Customers,SUM,Scoring Each Option,1+1+2+2=6,Multiply overall rank,by weight to achieve,final score.,6 x 0.2=,1.2,Solution,A,B,C,D,0.2,1.25,0.3,1.65,0.6,Easy,Quick,Tech,Hi Impact,Customers,SUM,Criteria and Weights,Sum ranks given by,each team member,for each criteria,Summarizing Final Scores,Solution,A,B,C,D,0.2,1.25,0.3,1.65,0.6,Easy,Quick,Tech,Hi Impact,Customers,SUM,2.6,3.0,2.4,2.7,19.8,8.25,8.4,4.8,10,13.75,43.6,1.2,2.7,19.8,5.4,7.5,36.6,32.1,4.2,18.15,5.4,18.75,47.7,1.2,Criteria and Weights,(Sum of the voted ranks) x weight,Highest score =,best option overall,Exercise: Using a Solution Prioritization Matrix,Objective: Practice the skills needed to create a solution prioritization matrix, including generating criteria, weighting criteria, setting up the matrix, and ranking options. Instructions: As a class, list all of the potential solutions in the previous exercise. Using the Solution Prioritization Matrix: Generate criteria and weights Rank ideas Determine final scores Time: 30 minutes to create a solution prioritization matrix,Gather Other Data,If the solution prioritization matrix does not result in a clear choiceand perhaps even if it doesyou can get more information about a solution by Modeling or simulating the solutions Doing trial implementations (small scale tests) Observation (find a person or organization who is doing something similar and observe),Cost-Benefit Analysis,Why Conduct a Cost/benefits Analysis,At this stage, the team has invested a lot of emotional energy into the project, however the merits of their solution may not be obvious to those outside the team. The team might have selected a solution which does not meet the requirements of the business. A formal cost/benefit analysis expresses in financial terms the implications of your solution and helps to mobilize commitment and create buy-in.,Benefits Analysis: Financial,Express the financial benefits in terms that make sense for your business: Return on Capital Return on Equity Return on Investment Economic Value Added Cash Flow Payback Period Net Present Value,$,Benefits Analysis: Non-Financial,Express non-financial improvements* in terms that make both sense for the customer and your business: Reduced cycle time Improved on-time delivery Increased flexibility Faster response Reduced effort Increased availability Fewer defects * Includes customer service and quality.,Cost Analysis,When analyzing the costs it is important to distinguish between the design / implementation and the operation phase Cost associated with design and implementation Training Cost System Cost Design and Development Cost Cost of Change COGS impact Resource Consumption Rework Cost Cost of Capital Maintenance Cost,Summary,The simpler the presentation the better: most people do not know the project in detail Use the data generated in the previous steps to illustrate the difference between the as-is state and your solution Speak the language of the business: use standard methods and techniques Assessing costs and benefits helps overcoming political resistance and manage expectations Document your assumptions,Selecting Solutions,Making a Decision,If there is an obvious winner from the evaluation step, go with that choice If there is no clear choice, use decision making Consensus Majority vote Minority vote One person,Consensus Decision Making,Consensus IS NOT: A unanimous vote Having everyone completely sat