6SIGMA盟主訓練營(2).ppt

LeadingSixSigma,ChampionWorkshop,领导SixSigma活动,盟主训练营,3,StayingFocusedCommunicatingReviewingProgressRecognizingAchievementIncreasingExpectations,LeadershipThemes,4,关注重点问题沟通回顾进展赏识成绩提升期望,领导能力的主题,5,StayingFocused,MaintainfocusonthegoalsoftheprojectsandthelongtermdirectionofsixsigmaFocustheorganizationonthetoolsmethodologyandthecultureofteamworkReviewBusinessSystemstoensurethatarealignedwiththeenvironmentofconstantchangeReviewProjectsinDetailtoprovidedirectionandsupporttothebeltsandteamsMonitorFinancialResultstomakesurethattherearesolidcontributionstooperationalandstrategicplans,StayingFocusedCommunicatingReviewingProgressRecognizingAchievementIncreasingExpectations,6,关注重要问题,将注意力聚焦于项目的目标和六个希格玛的长期方向组织建设要关注工具方法和团队合作的文化检讨业务体系以确保它能适应环境的持续变化仔细检讨项目从而为项目负责人和项目小组成员提供导向和支持监控财务结果以确保它们对运营和战略计划有切实的贡献,StayingFocusedCommunicatingReviewingProgressRecognizingAchievementIncreasingExpectations,7,EnsureProjectCompletion,Foraprojecttobecomplete,afewcriteriamustbemet:Business/financialimpactsdocumentedandvalidatedbythefinanceandbusinessmanagementReviewoftheprojectforapplicationoftheimprovementroadmapDocumentedandimplementedcontrolplanPropertransfertotheprocessowner(s),8,确保项目的完成,项目结案必须符合一些条件：对业务/财务的影响由财务和业务部门的管理层进行文件化并确认检讨确认项目已应用改进指南已将控制计划文件化并实施妥善移交给流程负责人,9,CheckBusinessImpact,Financeisinvolvedinprojectselection:FinancialgoalsareproperlycalculatedFinancialresultsarebridgedtothebottomlineBusinessManagersarerequiredtosign-offonprojectsinsupportoftheirbusinessimpact:Therefore,BusinessManagersmustbeincludedinprojectreviews,10,检查对业务的影响,财务人员要参与项目的选择：合理计算财务目标财务方面的成果能体现在财务底线中由业务经理来批准那些支持他们业务的项目是否能够结案：因此，业务经理必须参加项目检讨,11,2000EPS,Acquisitions/Divestitures,BusinessRevaluation,SalesGrowth,SectorCensusReduction,PlantAatFullCapacity,PlantBYield&NewProdQualifications,OtherSixSigma,MaterialsManagement,Inflation,2001EPS,SixSigmaImpact,CompanyAs2001NetIncomeGrowth,ASolidPlanGrewEarningsby14%in2001,Delta=0.43,12,2000年每股收益,兼并/资产剥离,业务再评估,销售增长,部门人数减少,A工厂已用足产能,B工厂产量和新产能认证,其它六个希格玛项目,物料管理,通货膨胀,2001年每股收益,SixSigma的影响,A公司2001年净收入的增长,稳健的计划使收入在2001年增长了14%,Delta=0.43,13,YoupersonallyneedtodevelopacommunicationplanChampionsdrivethesuccessoftheculturalchangeThisrequirescommunicationatanumberoflevels:WithyourLeadershipTeamWithintheorganizationWithotherChampionsWithBlackBelts,Communicatingsuccessdrivesculturechange,Communicating,StayingFocusedCommunicatingReviewingProgressRecognizingAchievementIncreasingExpectations,14,您个人需要发展一个沟通计划发起人推动文化改变的成功进行这需要在各个层面上进行沟通：与您的领导小组与组织与其它发起人与黑带,成功沟通能驱动文化的改变,沟通,StayingFocusedCommunicatingReviewingProgressRecognizingAchievementIncreasingExpectations,15,SixSigmaCommunicationPlanning,16,SixSigma沟通计划,17,CommunicationofprojectprogressisessentialBlack/GreenBeltsDetailedprogressreportsandprojectresultswillbedocumentedWeeklystatusupdatessenttoChampion,MBBandmanagementmembersFormalprojectstatusreportsgeneratedmonthlyanddistributedtoallLeaders,Champions,andBelts,CommunicatingProjectProgress,18,沟通项目的进展是必需的黑带/绿带详细的进展报告和项目结果将被存档每周的最新进展要送交发起人、黑带大师和管理层成员每月完成正式的项目状况报告，并送交所有领导、发起人和项目负责人,沟通项目的进展,19,ChampionCommunicationsNetwork,Championsneedtonetworkto:SharelessonslearnedIdentifyandfacilitateinterplantprojectsDevelopandprovidetemplatesforreportingandprojecttrackingDeterminethenextstepstoinstitutionalizingtheprocessqualityinitiativeasacorecompetencyTheChampionsneedtodeterminethestructureandcharterfortheirgroup/networkManyQuestions:HowoftenshouldtheChampionsmeet?HowshouldtheChampiongroupbestructured?.,20,盟主沟通网络,盟主需要网络来:共享要吸取的教训确认并推动跨厂际的项目开发并提供报告和项目跟踪的模板决定后续步骤来建立流程质量作为核心竞争力盟主需要决定他们小组/网络的结构和章程问题:盟主应多频次地见面?盟主小组结构应如何组织?.,21,ChampionNetworkMeetingSchedule,22,盟主网络会议日程,23,TimelyprojectreviewsarearequirementPeopleworkontheitemstheirbossfeelsisimportantenoughtocontinuouslyaskaboutProjectreviewsfrequenciesChampions&MasterBBshaveweeklyreviewsSixSigmaDirectors&MBBsconductmonthlyreviewswithdivision/marketcentermanagementGroupManagementwillholdquarterlyreviews,Whatgetsmeasuredgetsdone,StayingFocusedCommunicatingReviewingProgressRecognizingAchievementIncreasingExpectations,ReviewingProgress,24,必须进行项目检讨人们的工作对象是那些他们的老板认为重要的足以连续地问关于项目检讨频次盟主和黑带大师每周检讨SixSigma主任和黑带大师与部门/市场中心管理进行月度检讨小组管理每季度检讨,评估了什么做完了,StayingFocusedCommunicatingReviewingProgressRecognizingAchievementIncreasingExpectations,检讨进展,25,ProjectReviewSchedule,26,项目检讨日程表,27,PresentationFormat,28,简报格式,29,I.Define/Measure-ProcessMapIdentifiedHUGEHiddenFactoryofmultiplereworks!-C&EMatrixtypeSavingsCalculationsSheet-ParetoleadtoWasteGenerationasProjectFocusMeasurementSystem:-IdentifiedthatVisualDefectsMeasurementSystemneedsstandardization,II.Analyze/Improve-IdentifiedKeyWasteGenerators-Reducedfrom301ProcessInputsto7KPIVs-IdentifiedEquipmentfailuresthatgenerateWaste-IdentifiedWorkProcessesthatgenerateWaste-Quantifiedotherinefficienciesintheworkprocess&activities,III.Control:ImplementedathreestepControlPlana)StandardizeVisualDefectsMeasurementSystemb)FacilitateWorkProcessestoRecoverWastec)RecommendseriesofActionStepstoImproveProcessCapabilityandPreventWasteGeneration,IV.Results&Benefits-AnnualSavingsof$400,000fromWasteRecoveryachievedVSoriginalgoalof$300,000.-ImplementationPlanforreducedWasteGeneration-IdentifiedFivemoreBBandGBProjectstoImproveSystemEfficiency,Project:ImproveSpecialProductsEfficiencies.BlackBelt:JimSmith.,Example1,30,I.定义/评估-流程图确认有多重重复加工的隐藏工厂!-象要因矩阵分析的节约计算单-Pareto分析形成作为项目重点的浪费产生项目评估系统:-确认虚拟评估系统需要标准化,II.分析/改进-确认重要的产生浪费的项目-流程输入从301项减少到7个KPIVs-确认产生浪费的设备故障-确认产生浪费的工作流程-量化工作流程/活动中的其它低效工作,III.控制:执行一个三步骤的控制计划a)标准化虚拟缺陷评估系统b)推动工作流程减少/避免浪费c)推荐一系列行动步骤来改进流程能力和防止浪费产生,IV.结果和收益-年度减少浪费$400,000对原来的$300,000.-减少浪费产生的执行计划-确认另外五个黑带和绿带项目来改进系统效率,项目:改进特殊产品效率.黑带:JimSmith.,举例1,31,Define/MeasureY:Order-Bill-CollectDefect:Subsidiaryoverhaulshopswithoverduereceivables.Measure:$30MMofoverduereceivables.GageR&R30daysafterhardware.,Design/Improve“Digital”incominginspectionprocessestablishedtopreventdisputes.Workedwithcustomerstoallowustobillthemforestimatedrepairsforlongcycleitems.Digitallylinkedsub-tiersupplierbillingsystemintoGEsystem,eliminatingnon-valueaddedmanualstepsandlostpaperwork.,Validate/ControlDigitalinspectionresultsprovidedreal-timetocustomersforeveryoverhaul.Accuracyofestimatedbillingcomparedtoactualchargesandestimationmodelcontinuallyrefined.Currently+20%,targeting+10%.Results:3%ofbillsdisputed.Averagebillsentout5daysafterhardware.Overduereceivablesreducedby$29MM.,AccountsReceivablesTeam,Example2,32,定义/测量Y：受订开票收款不良品：Subsidiaryoverhaulshopswithoverduereceivables.测量:$30MM逾期应收未收帐款可重复性&可再现性指标5%平均开票时间为实物交付后27天有争议的发票为16%,分析利用流程图、ANOVA及方差的同质性对各商店进行比较：无论是平均值还是变异方面，不同商店的逾期应收帐款都有显著的差异；逾期应收帐款的金额与商店的规模、业务复杂程度没有相关性实物交付后超过30天的开票数与逾期应收帐款/有争议发票数比值之间的相关度为80%,设计/改善“数字化”的收入核查流程确实可以防止争议与客户一同工作，使得我们可以为那些寿命较长物品的维修进行收费将次级供应商的开票系统与GE的系统进行数字化联接，可以消除许多无价值的手工步骤及一些无关紧要的书面作业,验证/控制开票估计值与实收金额比值的准确度及估计模型已越来越精确目前值+20%,目标值+10%.结果：有争议的发票数3%平均开票时间为实物交付后5天逾期应收帐款减少$29MM,应收帐款小组,例2,33,Black/GreenBeltsandChampionshaveasignificantportionoftheirPerformancerelatedtothesuccessoftheSixSigmaprojectsBenchmarkdatahasshownthefollowingBlackBelt:50-75%oftheirperformancerelatedtosuccessofprojectsChampions&Green:25-50%oftheirperformancerelatedtosuccessofprojectsBeltsandChampionsmusthaveavestedinterestinprojectselection,completion,andsuccess.,R&RSuggestions,34,黑带、绿带及“盟主”绩效中的很大部分与SixSigma项目的成功相关标竿数据如下：黑带：50-70%的绩效与项目成功相关“盟主”与绿带：25-50%的绩效与项目的成功相关黑带、绿带及“盟主”必须在项目选择、完成及成功上具有既得利益.,关于奖励与表扬的建议,35,TeamMembers,Black/GreenBelt,Reward&RecognitionStructure,36,组员,黑带/绿带,奖励与表扬的构成,37,RewardsystemsmustbeconsistentacrossGroups,Divisions,andPlantsRewardsshouldbecorrelatedtothesuccessofthe