DELL6SIGMAGBTRAINING7-2.ppt

Copyright2002DellComputerCorporationRevision052802,16,BPILevelIModule2-Define,Copyright2002DellComputerCorporationRevision052802,17,ModuleObjectives:Define,ReviewBPIprojectselectioncriteriaDefineprojectandscopeCreateas-isanddesired-stateproblemstatementsCreateanas-isprocessmapEnteryourprojectintoProjectTrackingTool,Copyright2002DellComputerCorporationRevision052802,18,ProjectSelectionCriteria,AddresseskeybusinessissueUnknownrootcauseRequiresateamtocompletePotentialsavingsof$50,000SupportedbymanagementCompletewithin6monthsModeratecomplexityIsthisasolutioninsearchofaproblem?,Copyright2002DellComputerCorporationRevision052802,19,ProjectSelectionMatrix,Copyright2002DellComputerCorporationRevision052802,20,ProblemStatement,WhycreateaProblemStatement?TomaintainfocusToavoidproject“creep”Tomeet6monthprojectduration,A“Good”ProblemStatementShoulddescribetheas-isanddesired-stateoftheissueIseasilyunderstoodIncludesanounandverbIsactionable,bounded,andmeasurableBrief(1or2sentenceslong),Copyright2002DellComputerCorporationRevision052802,21,As-IsandDesiredStateProblemStatements,As-isproblemstatementPTT,DefinitionDescribestheproblemasitistodayShouldnotincludecausesShouldnotimplysolutionsAsspecificaspossibleIncludesmeasurementDesired-stateproblemstatementPTT,ObjectiveWhatyouwanttoachievebysolvingtheproblemBeasobjectiveaspossibleBeasspecificaspossibleIncludesmeasurementgoal,Copyright2002DellComputerCorporationRevision052802,22,ClassExercise:ProblemStatement,Onaflipchartpaper,writeyour:NameProjecttitleAs-isanddesired-stateproblemstatementforyourBPIProjectPostflipchartonthewall,Copyright2002DellComputerCorporationRevision052802,23,ClassExercise:ProblemStatement,WalkaroundtheroomandreviewotherproblemstatementsPostatleastonecomment,idea,orquestiononeachYoucanbepositive!ReadcommentspostedonyourproblemstatementRevisityourproblemstatementModifytoaddresssuggestions,Copyright2002DellComputerCorporationRevision052802,24,COPIS,InformationflowfromcustomersProductflowfromsuppliers,Copyright2002DellComputerCorporationRevision052802,25,As-IsProcessDefinitionWorksheetInstructions,IdentifytheprojectListtheprocessowner(s)IdentifystakeholdersIdentifycustomersandsuppliersDetermineinputsandoutputsDeterminewheretheprocessbeginsandendsDeterminewhattheprocessincludesandexcludesOptional:UsethedetailedcategoriesforCOPIStodelvedeeper,Copyright2002DellComputerCorporationRevision052802,26,ClassExercise:As-IsProcessDefinitionWorksheet,Copyright2002DellComputerCorporationRevision052802,27,ProcessMaps,PurposeofProcessMapsShowsinasinglepicturehowaprocessworkstodayNothowitshouldworkNothowitcouldworkIsusedtoidentifycriticalprocessactivitiesShowshowprocessactivitiesinterrelate,Copyright2002DellComputerCorporationRevision052802,28,ProcessMappingSymbols,Copyright2002DellComputerCorporationRevision052802,29,DecisionPoints,ArrowsusuallycomeinfromtheleftortopResultsofdecisionusuallygorightordownDecisionsshouldbewordedsothatnegativeresponseusuallygoesdownandpositivegoestotheright,Copyright2002DellComputerCorporationRevision052802,30,TypesofProcessMaps,1.Gather,2.Inverter,Traveler,1.Gather,1.1Pullbackpanel1.2Pullbezel1.3Scan,2.Inverter,2.1Placeinfixture2.2Attachinverter2.3LayintoNB2.4Tapecabledown,Q,Shipping,Production,Order,Recordrequest,Call,Pickupforms,DistributionMaintenance,Copyright2002DellComputerCorporationRevision052802,31,ClassExercise:As-IsProcessMap,Createahigh-levelas-isprocessmapStartyourprocessmapwitha“begin”and“end”post-itDrawaboundaryaroundyourprocess,Copyright2002DellComputerCorporationRevision052802,32,ProcessMapEvaluation,Istheprocessmaplogicalandaccurate?Commonmappingmistakes:ProcessstepswithnoverboractionStepswithnoexitingarrowsDecisionpointswithonly1exitingarrowShowmultiplelevelsofaprocessinasinglemapBoundariesnotclearlyunderstood,Copyright2002DellComputerCorporationRevision052802,33,ProcessDrillDown,Oncethehighlevelmapiscompleted,Copyright2002DellComputerCorporationRevision052802,34,DeterminingCriticalScope,Questionstoasktodeterminecriticalstepsinyourmap:Wheredomostoftheproblemsseemtohappen?Whatsteptakesthelongest?Wherearedefectshappening?Whatstepcoststhemostmoney?Whatstepsmostimpactmycriteriaforsuccess?,Copyright2002DellComputerCorporationRevision052802,35,InputsandOutputsonCriticalScope,OncetheCriticalScopeorstepsareidentified,youshouldbrainstormtheinputsandoutputsforthosesteps.Forinputs:Whatisrequiredtocompletethatstep?Couldbematerials,standards,people,instructions.Foroutputs:Whataretheresults(goodandbad)ofthatstep?,Copyright2002DellComputerCorporationRevision052802,36,DisplayTeamCaseStudyExample,Copyright2002DellComputerCorporationRevision052802,37,DescribingInputsandOutputs,Arealltheinputsandoutputsofequalimportanceinhowtheyaffecttheprocess?Somearemorecriticalthanothers.Acriticalvariableisonethatmostaffectstheoutput.Thereisadirectrelationshipbetweenacriticalvariableandtheoutput.,Copyright2002DellComputerCorporationRevision052802,38,DescribingInputsandOutputs,Canyoucontroleachinput?Controllablevariablesarethoseyoucanchangeandkeepthesameforsomeperiodoftime.Uncontrollableornoisevariablesarethosethatmayaffecttheprocess,butyoucantcontroloverthelongterm.Whywoulddescribingthevariablesascontrollableoruncontrollablehelp?,Copyright2002DellComputerCorporationRevision052802,39,Examplewithvariablescharacterized,Copyright2002DellComputerCorporationRevision052802,40,ExerciseonyourProcessMap,Labelthemostcriticalstep(s)Expandcriticalstepsintodetailedcross-functionalorotherprocessmapsBrainstormtheinputsandoutputsforthecriticalsteps.Describetheinputsandoutputsascritical,controllableoruncontrollable.,Copyright2002DellComputerCorporationRevision052802,41,ProjectTrackingTool,2,3,1,FeaturedSites-GlobalBPI-GovernmentRelations-ClientProducts-DellProductLibrary-PeopleDevelopment-Services,Copyright2002DellComputerCorporationRevision052802,42,ProjectTrackingTool,MyActiveProjectsListofprojectswithyournameaseitherteammember,manager,mentor,championMyCompletedProjectsProjectsaremovedtocompletedbytheProgramManagerafterthefinancialvalidationandprojectpresentationSearchProjectsTheabilitytofindsimilarprojectsatDell,Copyright2002DellComputerCorporationRevision052802,43,ProjectTrackingToolSearchCapabilities,Copyright2002DellComputerCorporationRevision052802,44,CreateProject,AreaAustinNashvilleCanadaLatinAmericaAPCCCCCJapanEMEAEMF,BusinessProductDevelopmentManufacturingCommunicationsHRMarketing,GroupRGRCWorkingCapitalCAPEXCOGSOPEXVLRRIFIRFIRVIFIR,CategoryYellowBeltGreenBeltBlackBelt,SegmentAmericasEd&HealthGovernmentGlobalLCAConsumerBSDPAD,RegionAmericaAsiaEurope,Copyright2002DellComputerCorporationRevision052802,45,ManagementSupport,ProgramManager:ADellBlackBelt,ProjectMentor:ADellBlackBelt,ExecutiveSponsor:Anysponsors,CharteringManager:Yourmanager,CharteringManager:LineManageroftheProjectTeamAssignsprojectandteamresourcesAllocatetimefortrainingandworkingonprojectMonitorprogressofprojectHelpsremoveprojectroadblocksRecognize,rewardandcommunicateprojectsuccess,ExecutiveSponsorFunctionalLeader(VPorDirector)AlignbusinessprioritiesMonitoroverallprogressofareaprojectsHelpsremovehighlevel/acrossfunctionalgroupprojectroadblocks,ProjectMentorADellCertifiedBlackBeltProvidecoaching/mentoringtheuseofBPImethodologies/tools/applicationsAskwhy,why,why,why,whyAssistProjectTeamfocusingoncompletionBPIprojectandusingProjectTrackingTool,ProgramManagerADellCertifiedBlackBeltIdentifyandremovebottlenecksTrackandreportBPIactivitywithinthefunctionEnabletrainingandsupportingresources,Copyright2002DellComputerCorporationRevision052802,46,ProblemStatement,As-isproblemstatement,Desired-stateproblemstatement,Scope,ProjectedAnnualizedSavings,MetricsImpacted,Attachments,Copyright2002DellComputerCorporationRevision052802,47,TeamMembers,Copyright2002DellComputerCorporationRevision052802,48,BPIProjectCompletionStepsusingPTT,7.Attachments,6.DataCollectionMetrics,Cost,Improvement,7.FailureAnalysisProblem,Results,6a.AttachmentsDatacollection,7.Attachments,7a.AttachmentsTools,1.CreateProjectTitleManagement,5.CostEstimateTemplateSignatures,2.ContractInfo.Definition,Scope,Metrics,Suppliers,4.Manag