Lean与六西格玛培训第2课：Project Definition

Lean Six Sigma Training Program Project Definition,May 2015,Kenny,Operational ExcellencePanyu / China,Selecting Projects from Voice of Customer,Voice of Customer,Organization Goals,Quality,Delivery,Price/Value,Defects,CycleTime,Cost,CTQ Critical to QualityCTD Critical to DeliveryCTP Critical to Price,Products,Processes,CTP1 Critical to Process 1CTP2 Critical to Process 2CTP3 Critical to Process 3,Lean Six Sigma GB Project,Target Scope,Project Definition,Problem Statement,Project Objectives and Goals,Metrics,Financial Saving (P&L Fundamental),Problem Statements,Definition and DescriptionA complete and detailed description Focus on the problem Contain no solutions or conclusionsBe specificShould not contain causes,PurposeTo focus the team on a process deficiencyTo communicate project significance to others,Good Problem Statements,A problem statement WHAT is wrong. WHERE the problem occursWHEN it occursHOW I know this is a problemWHY is it bad (to the company/business),Putting it all together, the problem statement takes the form:“WHAT” is wrong with “WHERE” and I know that because “HOW”, and WHY is it bad.,A poor problem statementProduct returns are too high due to product A and will be reduced by analyzing first and second level pareto charts.,A good problem statementAverage Product returns are 5% of sales as reported in the monthly product return report, resulting in a profit impact of $5M and customer dissatisfaction.,Example of Good Problem Statement,Problem StatementMelaka PCBAs production is currently running with 32 lines each equipped with a wave solder machine. Solder dross scrap has become the highest contributor (82%) to overall scrap cost from Feb04 July04. The high solder dross attrition rate causes a lot of cost in solder dross scrap. The monthly average solder dross attrition rate for the last 6 months (Feb04 July04) is 67.92%, equivalent to solder scrap cost of $28,346 monthly.,A poor objectiveReduce shipping errors by implementing individual performance measures and objectives,A good objectiveTo reduce the product returns from 5% to 2.5% of sales by year end 1997.,Project Objective,The objective states the goal(s) of the project.Address the issue in the problem statementQuantify the expected performance improvementIdentify the expected timing,increaseTo                the metric from     _   decrease                     baseline levelto                   by                     .goal level        time frame,Making Goals “SMART”,Ensure common understanding of the project chosen by writing  problem statements and objectives which are:,Specific,Measurable (From present level to target level),Aggressive yet Achievable,Relevant to the Team and Business,Time Bounded,Project Objective  Example,Below is corresponding project objective of MLK-BBP-0001134:,Project ObjectiveTo reduce solder dross attrition rate from 67.92% to 47.92% by end Dec04.Business BenefitBy achieving project objectives, the estimated cost saving is $100K / year (hard).,Project Metrics,The metric is the yardstick that will be used to measure your success. It must be consistent with the problem statement and objectivePresent the metrics in graphical form (run chart)Include 3 series, plotted as a function of time:Baseline performance (an average over the past 12 months, if possible)Actual performanceTarget or objective,Sample Metric,Product Returns,Project Metrics Example,Financial Fundamental (Profit & Loss Account),Profit = Revenue - Cost,Profit is what is left of the money your customer pays you, after you have paid:Material costsFreight & Duty ChargesInventory carrying costsLaboe costsScrap costsOther Materials,The areas that we can do better,Where the saving come from!,Financial Hard & Soft Saving,Hard Savings : Directly traceable to the P&L Directly traceable to Successful Completion of Project Able to pass an AuditSoft Savings Directly traceable to Balance Sheet and Cash Flow statement Directly traceable to Successful Completion of Project Able to pass an Audit,Managing Change,Managing Change,How big is your change challenge?Commitment and ComplianceStakeholder analysisCommunication plan,1. Organizational Scope,2. Change Complexity,3. Political Resistance,4. Cultural Challenge,5. Change Capability,How big is your change challenge?,Compliance“I have to do it this new way”,Reaction“I will react to this change - if I must”,Testing“I must absorb this change”,Negative perception“I feel threatened by this change”,Commitment“I want to do it this new way”,Action“I will act to achieve this change”,Testing“I will put myself at stake for this change”,Positive perception“I see the opportunity in this change”,Engagement“I see the implications for me/us”,Understanding“I know why and what will change”,Awareness“I am being told about something”,Each stage requires energy At each stage there is a price for- continuing/staying- for dropping off,commitment or compliance？,While building commitment is usually the goal of the change managementeffort, it is expensive. Do not pay for more commitment that you need.,Leading A Change,创造共同需求:,勾勒愿景:,调动承诺:,使变革长久:,关注进展情况:,不论威胁或机会带来的变革，都需要慢慢灌输给组织，并广泛地共享数据、实证、分析和判断。对变革的需要一定要大于对它的反对。,理想的变革目标是清楚、合法、经过充分沟通得到广泛理解接受的。,关键人员对配合变革的需要的承诺。,变革一旦启动，它应该在全组织内持续、宣传和学习。,变革过程是设置最佳参照并被监控的，有指标保证相应的实施。,Tools and Techniques - Stakeholder Map,Enthusiasts(Strong Supporters),Followers,Change Target(Strong Resistors),Reaction to Change,Impact ofChange,High,Medium,Low,= High power and influence= Medium power and influence= Low power and influence,= Stakeholders support is necessary= Stakeholders support is desirable= Stakeholders support is unnecessary,Contact frequency:- Phase of the project- Degree of involvement- Level of resistance,Workstream Stakeholder plan,Stakeholder 2,Stakeholder 3,Stakeholder 4,1 to 1 progress meeti