SIX SIGMA DEPLOYMENT PRACTICE（英文PPT 43页）.ppt

Sixsigmadeploymentpractice Outline DeploymentstrategyResourceplanning福特汽車如何因應挑戰 2002年的全新挑戰交流時間 DeploymentStrategy BreakthroughImprovement 5Sworkplace VisualFactory StandardizedWork DMAIC QualityTools SixSigmaMethodology Phase Worldclassquality Wecan tsustainavisualfactorywithout5S Wecan tsustainstandardizedworkwithoutvisualfactory Wecan tsustainsixsigmawithoutstandardizedwork Qualitytoolistheengine SixsigmaisTurbo charge DFSS Wecan tmeetsixsigmawithoutsixsigmadiscipline Deploymentplanningflow BlackBeltSMTraining 1month ExecutiveBriefings BuildingInfrastructure Product ProcessBaselining 2month 3month 5month 6month Measurementiskeyintheapproach Vision Goals Leadership Structure Resources DeploymentPlan 4month Product ProcessFocusforProjects Timeline InitialStrategyandDeploymentMetrics80 of6 Sigmaresourcesdevotedtocustomersatisfaction1 ofpopulationcertifiedblackbeltsProjectselectionbasedonresolutionofcustomerissue 70 defectreduction US 50KinwasteeliminationandTGWsavingsGreenbeltstrainedandapplyingskills HowDidWeStart LongTermVisionandInitialStrategy 2000 2001 2002 2003 2004 Startup buildcriticalmass infrastructure CompletedinfrastructureAndproducemeasurableresults Fullintegration CompetitiveAdvantage DMAIC DFSS 14 15 16 17 ResourcePlanning ItTakesMoreThanToolstoImprove Toensurethatthecompanydoeseventuallybreakfreeofitsrelianceonthese traditional methods itmustpossesstheresolvetoassignasufficientbodyofskilledresourcesfocusedondrivingforimprovedcapabilityandperformanceAscapabilityincreases thebenefitsmultiplyandproductivityofthecompanyimproves Ittakesskilledresourcestomakesixsigmahappen StriketherightbalancebetweenimmediateandlongertermneedsAfirefightingculture combinedwitharelianceoninspectionasameansofdeliveringcustomersatisfaction haslimitedthedevelopmentofmanycompaniesIfacompanyistoprogressfrom3 4sigmacapabilitytowards6sigma itmustfindandeliminatetherootcausesthatlimitprocess andultimatelybusiness capabilityWhilethisistakingplace thecompanymust intheshortterm protecttheinterestsofthecustomerbythecontinueduseof traditional methods ResourcePlanningChallenges WhoAretheKeyPlayers ExecutivesDeploymentChampionsSMProjectChampionsSMBlackBeltsSMGreenBeltsSMMasterBlackBeltsSM ProcessOwnersHRTrainingFinanceITCommunications 6sProjectChampions 6sDeploymentChampion s SM BusinessUnitLeaderCEO Corporate6sSeniorChampionSM HRDeploymentChampionSM ITDeploymentChampionSM FinanceDeploymentChampionSM PRDeploymentChampionSM BusinessOperationsLeaders 6sHRManager 6sFinancialManager GreenBeltsSM 6sITManager TrainingDeploymentChampionSM 6sMasterBlackBeltsSM 6sComm Manager 6sTrainingManager 6sProjectChampionsSM 6sBlackBeltsSM 6sDeploymentInfrastructure 6sExecutiveCouncil SixSigmaDeploymentRoles Ownsvision direction integration resultsLeadschange ProjectownerImplementssolutionsBlackBeltSMmanager FulltimeTrainsandcoachesBlackBeltsSMandGreenBeltsSM FulltimeFacilitatesproblemsolvingTrainsandcoachesProjectTeams Project specificKnowledgesharing Allemployees UnderstandvisionApplyconceptstotheirjobandworkarea HelpsBlackBeltsSM MasterBlackBeltsSM BlackBeltsSM GreenBeltsSM ProjectTeamMembers ChampionsSM Executives Cross FunctionalCooperationNeeded TheEvolutionofaProjectvs LevelofResponsibility Drive Levelofdrive BlackBeltsSM Team ProcessOwner Time ProjectHand off Measure Analyze Improve Control Sustain Define HUMANRESOURCEPRACTICES 30 HumanResourcePractices CareerPlanning DevelopmentBlackBeltcandidateselectionPromotionalPracticesDuringorafterassignmentPerformanceReview 31 BlackBeltAssignment24Months SupportStructure Champion DeploymentDirector OrganizationMgt PDC Input Review PDC2 HR DeploymentDirector NewAssignment 3MonthsBeforeEndOfAssignment ChampionMeets AssignsProject ManagementSelectsCandidate Input Review PDC HR Champion DeploymentDirector HR 32 SuccessfulBlackBeltCharacteristics Communication Utilizesformalandinformalwrittenandoralcommunicationstoclearlyandconciselyconveyideasandobtainrequisitefeedback DriveForResults Sustainshighintensityandfocusovertimeevenunderadverseconditionswhileallocatingtimeandresourcestodeliversuperiorresults ProblemSolving Utilizingdisciplineapproachthatdemonstratestheexpertisenecessarytoevaluatecomplexconceptsandmanagetheintegrationofsolutionsneededforsuccess SuccessfulBlackBeltCharacteristics Courage Takesbold decisiveactiondespitepotentialconflictbasedoncalculatedriskandassumesaccountabilityforoutcomes FunctionalProficiency Appliesfunctionalknowledgeandskillstoconsistentlyachievesuccessfulresults Leadership Empatheticandinspirationalwithanabilitytoalignpeopleanddrivetowardholisticsolutions Abletointegratedemands requirements andlimitationsintodecisionsthatresultinthegreatestoverallbenefit CareerPlanning Development WhoisResponsible BlackBelt MustmanageyourowncareerCommunicateyourambitions intereststoyourdirectmanagerMeetwithyourmanageronaregularbasis atleastannually toreviewyourcareerplanDirectManager PDC andProjectChampion JointresponsibilitiesforcreatingyourpersonaldevelopmentplanandensuringtheproperassignmentisobtainedattheendofyourBlackBeltassignmentDeploymentDirector HRPointofContact PDC OverseetheprocessandensureproperplacementsaremadeandBlackBeltexperienceisrecognizedasavaluableadditiontoyourcompetencyprofile 33 PromotionalPractices PromotionalpracticeguidelineshavebeenestablishedInlimitedcircumstances aBlackBeltmaybepromotedduringtheassignmentif HighPerforming PotentialNext upCandidateBlackBeltCertificationachievedPlanningPDCsconcur 34 PerformanceReview ObjectiveSetting coaching feedback andyear endevaluationwillremainwiththehomeorganizationseekingstronginputfromProjectChampionsForLL6 employees BlackBeltCandidatesandBlackBeltswillremainwithintheirregularcomparatorgroupsforreviewsEmployeeswillremainwithintheirhomeorganizationforcompensationplanningpurposes 35 Projectselection EngineeryourbusinesslikeasystemApplythestrengthsofyourorganization slearningIntegrateyourbestpracticesBuildonyourcurrentdecision supportandproblem solvingmethodsCoordinatewithyourbusinessplanningprocess ProcessMap ProcessMeasures ProcessEvaluation ProcessBenchmarks InvestmentAllocation ProjectSelection Criteria TechnologyAssessment Source GregoryH Watson BusinessSystemsEngineering NewYork JohnWiley 1994 FlowCharting Benchmarking Scorecard Prioritization SelectingSignificantProjects TransformingCustomerFeedbackIntoSAQandthenSixsigmaProjects SingleAgendaforQualityandCustomerSatisfaction Top25issues DevelopActionableProjects IdentifyGenericCriticalX s HighMileage DFSS NewProductContent MeasureandMonitorCriticalX s IdentifyCriticalX sOutofSpecification DevelopActiontoRestoreCriticalX s MBBAction VRT Processowner BlackBeltProjectLeader FPS PlantOperations QOS DMAIC GreenBeltProjects ProjectissupportiveofkeybusinessobjectivesProjectisfocusedonanongoingprocessTheprocessismeasurable Y anindicationofwhetherornottheprocessissuccessful mayormaynotbecurrentlymeasured TheprocessiscreatingdefectsProjectislinkedtoacustomerCTS CriticalToSatisfaction A70 reductionindefectsresultsinaValueofCustomerSatisfactionImprovementof ProcesswillcontinuedtobeusedforsomeperiodoftimeFirst timeprojectsshouldHaveahighprobabilityofsuccessIncludeopportunitiestolearnasmanytoolsaspossibleBeexecutablein4 6months SampleProjectChecklist Yes WhatMakesaGood6 SigmaProject RecurringeventsNarrowscopeAvailablemetricsormeasurementsthatcanbedevelopedquicklyControloftheprocessCustomer focusedLinkedtocorporateorbusinessunitobjectivesAnnualcostsavingsof 250K target 70 defectreductionpossible Knowledgemanagement Record shareandtrain SixsigmaresourceandpracticesharingGlobalFordprojectreplicationGlobalFordtrainingresourceallocationGlobalFordprojecttrackingandmanagementGlobalFordmegaprojecttrainingGlobalFordprojectstatusreview Summary LeadershipComponentsofSuccessfulSixSigmaDeployment will SixsigmainfrastructuremustbeintegratedacrossfunctionsandlevelsoforganizationforhighmomentumSixsigmamustbedrivenhardduringlaunchtobuildmomentumSixsigmadeploymentdemandsleadershipandmanagementfocusResponsibilityandauthoritymustbeclearlydefinedCrossfunctionalconsensusisrequiredTasksmustbeassignedinalogicalwayResultsneedtobedeliveredsoonerratherthanlater SixSigmaInfrastructure Values SixsigmaisasignificantinvestmentandneedsgoodmanagementItneedstobedrivenespeciallyhardduringlaunchThedeliveryofresultswillbeimpairediftraining projectsarenotcompletedonatimelybasisSixsigmascorecardshouldbeintegratedintoexistingmanagementreporting beactivelyreviewedandshoul