组织品质管理成功之道-Vibrant.ppt

2019/12/2,TotalQualityManagement,1,TheSixSigmaRevolution,第二章TheStrategyofSixSigma王德榮9042302,2019/12/2,TotalQualityManagement,2,Overview,組織品質管理成功之道-Vibrant,vocal,knowledgeable,andmostimportant,involvedmanagement.本章闡述管理階層如何確保品質改善計畫能成功。事實上，我們不能怪罪管理階層的不參與Humannaturetellsuswekeepdoingthethongsthatworkforus.以TheWestinTaborCenter為案例貫穿本章。,2019/12/2,TotalQualityManagement,3,EffectivenessandEfficiency,Effectiveness效益/效果thedegreetowhichanorganizationmeetsandpreferablyexceedsacustomersneedandrequirement.Efficiency效率referstotheresourcesconsumedinattemptingtobecomeeffective.作者調查知Anaverageorganizationexperiencesover50isefficiencyandover70iseffectiveness.,2019/12/2,TotalQualityManagement,4,TheeightessentialstepsStep1CreationandAgreementofStrategicBusinessObjectives,策略目標的建立與共識Toobtainsupportandactiveinvolvementofmanagement,thequalityinitiativemustbelinkedtotheongoingstrategicbusinessobjectivesoftheorganization.品質管理必須與公司的策略目標結合,2019/12/2,TotalQualityManagement,5,CreationandAgreementofStrategicBusinessObjectives,BusinessObjectivesofTheWestinTaborCenter1.GOPARGrossOperatingProfitperAvailableRoom追求每一個客房的最佳利潤2.MaintenanceofTheirAAAFour-StarRatingAAAAmericanAutomobileAssociation3.EmployeeSatisfaction員工滿意是客戶能滿意的保證，這對旅館業是特別重要。TheWestinTaborCenter在這些地方都需要改善,2019/12/2,TotalQualityManagement,6,Step2CreationofCore,KeySub-,andEnablingProcess,功能式組織都相信它自己具效益與效率，其實不盡然。功能式組織某一單位的的目標可能與公司整體目標相違背。組織必須確認其達成目標的coreandsub-process。CoreprocessesofWestinareRooms,EventsandOutlets.Roomscoreprocess是策略目標GOPAR的關鍵。Enablingprocessnotnecessarilybelongtoanyonecoreprocess,forexamplethepayrollprocess,employeeacquisitionprocess.,2019/12/2,TotalQualityManagement,7,Step3IdentificationofProcessOwner,每一processowner指派到每一Core,KeySub-,andEnablingProcess.Processowner並非單位主管莫屬Processowner應具備下列能力Sub-process領域知識，領導及説服才能，瞭解及鑑賞businessprocessmanagement，能體會流程成功與失敗之滋味，能尊敬其他前後流程的每一個人。,2019/12/2,TotalQualityManagement,8,IdentificationofProcessOwner,Enablingprocess有時也應如Sub-process一般管理BusinessPerformanceManagement將重要關鍵的Enablingprocess提昇成為Coreprocess以Westin為例employeedevelopment也變成Coreprocess,2019/12/2,TotalQualityManagement,9,Step4CreationandValidationofMeasurementDashboard,33Core,KeySub-,andEnablingProcesswereidentifiedinWestin.Executiveteam指定15processowners在一個月內就每一process提出1-3個dashboardmeasures經驗告訴我serviceprovider認為重要的不一定被會客戶認同部份owner察覺以前有33的改善對客戶員是做虛功，更有部份提不出dashboardmeasures,2019/12/2,TotalQualityManagement,10,CreationandValidationofMeasurementDashboard,不易收集measurements的陷阱未收集正確的資料收集太多的資料不僅要找出效益性的衡量是重要的，也要找出效率性的衡量某一process衡量成立的要件1.顧客願意為此流程付費用2.這個流程使產品或服務增值3.此流程的活動能一次就做好,2019/12/2,TotalQualityManagement,11,CreationandValidationofMeasurementDashboard,如何控制process的衡量個數1.只衡量顧客認為重要的2.只衡量你能加以改善的3.雖是重要的效益衡量，但過去顧客不曽抱怨過的，也不必去衡量。效率衡量只限（value,cycletime,orcost）double-dipping效益與效率雙效衡量觀念，可減輕衡量個數，例如speedofdelivery。,2019/12/2,TotalQualityManagement,12,Step5DataCollectiononAgreedDashboards,Roomservice為例speedofdelivery,foodquality,andmenuvariety.計量的衡量必須匹配顧客的規範接受度，如客戶叫餐不應超過30分鐘。不能計量的衡量就使用LikertScale1不符要求，3符合要求，5超越要求。,2019/12/2,TotalQualityManagement,13,Step6,7CreationofProjectSelectionCriteriaandChoosingFirstProjects,公司資源無法毫無限制地運用在品質政策推動上。公司若能制定實施的順序除有助於早期之成功外，亦能增強推動的信念。管理團隊應制定選擇準則，建議如下：1.適合公司策略目標者2.管理團隊同意的流程包括現行進行的改善流程3.低成效的流程以凸顯第一類的bearfruit效果。,2019/12/2,TotalQualityManagement,14,SelectionCriteriaofWestin,StrategicBusinessObjectiveOneGOPRAStrategicBusinessObjectiveTwoTheAAAFour-starRatingStrategicBusinessObjectiveThreeEmployeeSatisfactionCurrentperformanceFeasibility,2019/12/2,TotalQualityManagement,15,TheWestinTaborCenter案例,管理團隊及processowners使用“fist-to-five”method來排出流程的順序，並依此順序挑出優先執行的一些流程processowners被要求90天後提出流程績效報告很幸運的，優先執行的大部分流程都成功了。,2019/12/2,TotalQualityManagement,16,成功的Enablingprocess案例employeeacquisition,原先招攬基層員工需4個星期，流程步驟要150個。經改善後，去掉其中不具加值的100多個流程。流程不僅更具效率且員工待得更久在Denver市，theWestinTaborCenter的流動率是最低的。,2019/12/2,TotalQualityManagement,17,Step8themostimportantstep,ContinualmanagementoftheprocessestoachievetheStrategicBusinessObjectiveoftheorganization.TheWestinTaborCenter每90天就利用這種SelectionCriteria，繼續改善其他流程。TheWestinTaborCenter從表現差勁變全連鎖企業的top-1