6SIGMA工具 _TransProjects.ppt

NatureofTransactionalProjects,天马行空官方博客：,Pg2,ModuleObjectives,ThechangingdefinitionofSixSigmaUnderstandyourorganizationsmaturitypathinSixSigmaSixSigmatransactionalcompaniesThenatureoftransactionalprojectsDefiningtransactionalprojectsAfewexamplesoftransactionalproblemstatementsandprojectobjectivesAnapproachtoaresistivetransactionalenvironment,Pg3,TheChangingDefinitionofSixSigma,DefinitionofSixSigma(Mid-80sandearlier):Adrivetowardzerodefectsinmanufacturing.Agoal.Whymanufacturing?Becausethisiswherewemeasureddefects.DefinitionofSixSigma(Late80s,early90s):Amethodologytoachievethegoalinmanufacturing(MAIC).Thisallowedthe(non-statistician)practitionertobeabletoapply.DefinitionofSixSigma(Midtolate90s):Acomprehensiveprocessimprovementsystemcomplementingthemethodologytoachievethegoal.CreatingasystemtosupportSixSigmarequiredorganizationaldevelopmentinkeyareas(HR,Finance,IT,Communications).DefinitionofSixSigma(Today):Ametaphororumbrellaforbusinessandprocessexcellence.,KeyLearning:businessandprocessexcellencehavenomanufacturinglimits.,天马行空官方博客：,Pg4,TransactionalAppropriatenessof,Thegoalofzerodefects?Thisrequiresustomeasuredefects.Aremostofourdefectswherewemeasurethem?ThemethodologyofM-A-I-C?ThisrequiresustoapplyinorderM-A-I-C,whichisusuallyeasierforindividualswithouttheirownsystemofproblemsolving(i.e.,non-manufacturingemployees).ThesystemperspectiveofSixSigma?Intransactionalenvironments,thissystemperspectiveishowbusinessprocessesinteract.Businessandprocessexcellence?Itswhatthenon-manufacturingorganizationshavebeentalkingaboutforyears.,Pg5,GettingtoSixSigmaTodayRequiresaManager,1)Toselectoneofhis/herbiggestproblems.?Easyorhard?,2)Assignoneofhis/herbestpeopletoworkonit.?Easyorhard?,3)Providethatpersonwithallthetools,resources,andmanagementsupportneededtofixit.?Easyorhard?,4)Andguaranteethemuninterruptedtimeandfocustoworkonit.?Easyorhard?,Pg6,LearningNewTraits,Describeeachofthesecycleswhenlearningtodriveacar.,Step#1,Step#2,Step#3,Step#4,Pg7,LearningSixSigma,Step1=DontreallyknowSixSigmaexistsyetStep2=Sufficientunderstandenoughtoseethat“wedontanythingyet”Step3=RealLearningBeginsStep4=Goodenoughtoteachothers,Step#1,Step#2,Step#3,AdaptedfromDemingsTransformationalLearningCurve,asdescribedbyPeterR.Scholtesin“TheLeadersHandbook”.,Time,Learning,Step#4,Pg8,LearningTransactionalSixSigma,DeliveringtotheCustomer,The“Product”,WheremanycompanieshavestartedSixSigma,Wheremuchofthehiddencostsandsubsequenthugefinancialreturnslaywaiting,Silosandprocesses.,Pg9,TransactionalSixSigmaCompanies,Others?,Pg10,TheNatureofTransactionalProjects,ManufacturingProjectCharacteristics:,TransactionalProjectCharacteristics:,Pleasedescribecharacteristicsofmanufacturingandnon-manufacturingprojects.,Pg11,SidebySideStackUp,ManypeopleandfunctionsusuallyinvolvedacrossvariousfunctionaldepartmentsHardertoidentifytheproblemMetricsmaybemanyorundefinedLittledataexistsoraccessibilityofappropriatedataisdifficulttoobtainandvalidateCausalfactors(Xs)maybeobviousatthemeasurephaseManypossiblesolutionsarepossible,butimplementationcanbecomplexProcessestendtobe“intangible”Defects,costs,rework,cycletimemaynotberegularlytracked,LimitednumberofindividualsneedtobeinvolvedandcanbescopeddepartmentallyProblemeasytoidentifyMetricrelativelyeasytoidentifyContinuousandattributedatareadilyavailablewhichcanbeeasilyvalidatedCausalfactors(Xs)maynotbeobviousuntilimprovephaseSolutionscanbereadilyimplementedandverifiedinashorttimeframeProcessestendtobepicturableDefects,costs,rework,cycletimeareregularlytracked,TransactionalProjects,ManufacturingProjects,Whatarethemajortransactionalprojectchallenges?,Pg12,MightIncludewithBestPracticesPresentation:,HowmanyTransactionalProjectshaveyouhadtodealwithinyourBlackBeltcareerbeforecominghere?HowmanyTransactionalProjectsdoyouhaveinyourpersonal“Pipeline”?HowmanyTransactionalProjectsareyouhavingtocurrentlymentorinyourorganization?WheredoyouseeopportunitiesforTransactionalProjectsinyourorganization?WheredoyouseeyourbiggestchallengesonTransactionalProjects?,Pg13,ThreeTypicalTypesofSixSigmaProjects,TransactionalProjectsthatdealwithinformationflow,paperwork,orhumandecisionprocessesinaservicemannerExamples:ordertaking/processing,payrollprocessing,shipping/receiving,procurementactivities,business/financialforecasting,etc.OperationalProjectsthatdealwithmanufacturingofproductsExamples:PCBs,computers,cameras,engines,etc.Design/EngineeringProjectsthatsupportexistingproductsorprocessesonacontinuingandchangingbasisProjectsthatdealwithnewproductdesignsorprocessdesigns,Pg14,ProjectDifficultyDistribution,Wherehaveyourprojectsbeeninthisdistribution?,Difficulty,Quantity,BlackBeltProjects,TooHard,TooEasy,“WorldHunger”orManagementProblems,Logictokeepyoufrompassingyourproblemtoanotherarea.Morethanoneconsequentialmetricmayberequired.TeamConsensusHavethedoubtersontheteamhelpdeterminewhichconsequentialmetricsarekey.Enlisttheirhelpforpredictingunintendedconsequences.,Pg23,QuantifyingtheOpportunityforImprovement,Whatisentitlement?Entitlementisthebest,potentialperformanceofaprocessbasedonthedesign.Entitlementisestimatedasthebestcase,observed,shorttermdefectlevelofaprocesswhenallinputvariablesintheprocessarecenteredandincontrol.Whatisopportunityforimprovement?Theopportunityforimprovementissimplythedifferencebetweenthecurrentbaselineandtheentitlement.ASix-Sigmaprojectgoalistoreducethisdifferencebyatleast70%.Howquicklycanthisimprovementbeobtained?Thisisarealisticestimateofthetimeframewithinwhichthisprojectcanbecompleted.,Ifyoucananswerthesethreequestions,youcanwriteaProjectGoal.,Pg24,TheGuidingLight,ThesinglemostimportantitemforawelldefinedprojectistheprojectobjectivestatementThisstatementmustbestatedasfollows:Improveprimarymetricfrombaselinelevelto70%towardentitlementlevelbysometimeframe.,Theprojectobjectivemustbe:SpecificMeasurableAggressiveyetAchievableRelevantTime-bound,ProjectGoaltemplate:Improvemetricfrombaselinetogoalbytimeframe.,Pg25,CalculatingBenefits,Step1:ChampiontakesaSWAG.Step2:Usingbetterdata,BBtakesaSWAG.Step3:ThefinancerepturnstheSWAGintoatrack-ableestimatewiththehelpoftheBB&Champion.Step4:ThefinancereprevisesorconfirmstheestimateintoaforecastwiththehelpBB&Champion.Step5:Thefinancerepbeginstrackingtheforecastasactualsavingsfor12months.,Pg26,Example1(FreightCostReduction),Industry:ElectronicManufacturerProjectName:FreightCostReductionProjectObjective(s):Reducenumberofairshipmentstohubsfrom74%oftotalshipmentsto25%bySeptember1999.Reduce$spentonairpremiumsfromanaverageof$10.3Kpermonthonpremiumairto$3.1KmonthbySeptember1999.TotalHardSavings:,$120,000,Canweidentifythreemoreshipping/receivingprojects?,Pg27,Example2(SpecimenProcessing),Industry:HospitalGroupProjectName:OptimizationOfSpecimenProcessingandTestingattheLaboratoryProjectObjective(s):Reducecycletimefromreceiptofspecimenstoresultingofspecimensfromanaveragetimeof65minto52minReallocated(Labor)HardSavings:,$51,200,Canweidentifythreemoretransactionalcycletimeprojects?,Pg28,Example3(HRIssue),Industry:HospitalGroupProjectName:EmployeesLeavingOrganizationDuringFirstYearofServiceProjectObjective(s):Reducethenumberofemployeesleavingtheorganizationduringtheirfirstyearofemploymentfrom49%to39%oftotalemployeeturnover.WecanexpecttoseeimprovementsbeginningApril30,2001.TotalHardSavings:,$406,300,CanweidentifythreemoreHRrelatedprojects?,Pg29,Example4(SalesSamples),Industry:ChemicalProjectName:SampleCostsOptimizationProjectObjective(s):Reducethenumberorsamplessentperclientcallbacksfrom0.8to0.3byJanuary2000.CostSavings:,$330,100,CanweidentifythreemoreSalesorMarketingrelatedprojects?,Pg30,Example5(ITDepartment),Company:PaintSupplierProjectName:ITOutsourcingHoursProjectObjective(s):DecreasethenumberofIToutsourcinghoursfrom750/monthto250/monthbyDecember1999.CostSavings:,$950,000,CanweidentifythreemoreITrelatedprojects?,Pg31,ClassExercise,BreakoutintogroupsEachgroupselectonetransactionalprocessareafromeither:SalesMarketingFinanceInformationTechnologyShipping/ReceivingHumanResourcesEachmemberinthegrouptakeonarole:BB,Champion,FinanceRepUsetheProjectDefinitionProcessMaptodefinetheproject,Pg32,ToolsToHelpUswithProjectDefinition&Deliverables,AProjectSelection/DefinitionWorksheet,ProjectWorksheetRev1.xls,AProjectDeliverablesTrackingWorksheet,ProjectDeliverables.xls,Pg33,AnApproachtoAResistiveOrganization,Howdoyouengagesalesandmarketingfunctions(andothers,forthatmatter)whentheyarepushingyouawayat10,000milesperhour?,Wecantdrivesalesaheadbylookingintherearviewmirror(historicaldataismeaningless).,SixSigmaisonlyformanufacturing,inspiteofwhattheVPssay!,Thisstuffmayworkforoperations,butsalesandmarketingpeoplearedifferent!,Whatwedoisintuitiveandrequiresonlyourinstincts.,Wehavenoprocesses!Sellingisanartform.,Pg34,DefiningaDifficultTransactionalProject,Provideastructurefortheirideas(softskills)Asklotsofopenendedquestionsaboutwhatishappeningintheprocess,startingwith“Whatisimportant”Puttheseimportantactivitiesintoa“structure”Remember:DonttalkaboutSixSigma,systems,documentedprocesses,procedures,issuesofintuition,art,orskillLettheprocessdo-ersdothetalking,Leadthemtodiscovertheprocess!,Pg35,DifficultTransactionalProject,BeforetheSalesCall,AftertheSalesCall,DuringtheSalesCall,Guidethemtoadocumentprocess.,Pg36,Appendix:ProjectProblemStatements,Pg37,ProblemStatementsforOperationalProjects,CycleTime,Inventory,DefectReduction,TheCycleTimeforProductTestingwithintheXYDivisionhasaveraged15MinutesperunitoverthelastQuarterof1999/00.Thisrepresentsa55%premiumontheallowedtaketime,andisseenasabottleneckinthisarea,Inventorylevelsofsupplied400MHzAMDCPUChipsvaryfrom0to5,000unitsonanygivenproductionday,leadingtobothshortagesandinsufficientlinestoragefacilities,Wavesolderingdefectscontributedtothemajority(60%)ofallreturnedmotherboardsinthelastQuarterof1999/2000.,Pg38,ProblemStatementsforOperationalProjects,CostofUsage,Design,Process,Design,Product,FacilitiesChargeshaverisen20%overthelastQuarter,yetproductionlevelshavebeenincreasedbylessthan10%onanyofourproductlines,TheMotherboardtestingprocessrequirestheoperatortowatchthreescreensandmonitoranaudiblesignalinanoisy(55dbA)assemblyenvironment.AGaugeRepeatabilityandReliabilitystudyhasreturnedresultsoflessthan40%forthisprocess.Thecostoffailureinthistestingprocessisestimatedat215KUSDforthe1999/2000year.,ThenewlycommissionedglueapplicatorintheSMTlinefrontendisnotmeetingspecifieddotheightandvolume,andisrequiringconstantengineeringintervention,Pg39,ProblemStatementsforTransactionalProjects,TheCycleTimeforNewHireswithinourDivisionhasaveraged8.7weeksoverinthelastQuarterof1999/00.TheHiringprocessrepresentsacosttothebusinessof$1,230,000onaannualizedbasis,OutstandingServiceTicketsforInformationSystemSupportrepresent2.3Monthsofwork-inhandatcurrentservicedeliverylevels,whichwouldcostanadditional$250,000inOvertimeand3rdPartyExpensestodeliverinaccordancewithourserviceguaranteetointernalcustomers,CycleTime,Inventory,DefectReduction,PricingErrorsonTurnkeypackagesresultedinareductionof7%inBudgetedSalesMargininthe1999/2000Year,Pg40,ProblemStatementsforTransactionalProjects,OverheadChargeshaverisen20%overthelastQuarter,yetstaffinglevelshavebeenincreasedbylessthan5%onanyofourbusinessareas(Sales,Marketing&Finance),TheTravelAuthorizationProcesstakesaminimumof6daysand7peoplesinvolvementtobecompleted,plusneedsexternaltravelprovidersintheapprovalloop.OurDivisionspent$8MUSDonTravelin1999/2000,CostofUsage,Design,Process,Design,Product,ThePricingandSalesInformationBrochuresforourkeyproductsarenotbeingupdatedandmadeavailablefordistributioninaccordancewiththequarterlymarketingschedule.,Pg41,ProblemStatementsforDesignProjects,CycleTime,Inventory,DefectReduction,TheCycleTimeforIssuingDesignchangesasgrownfromanaverageof2.5daysin98/99to6.3daysin99/00,BuildtoOrderjobsrepresentaworkbacklogof3monthsfortheDesignDepartment.Thisisimpactingourabilitytomeettheneedforshortorderspecialswhichwearelosingtocompetitorswithaprofitimpactof1.2MUSDinthelastquarter.,DesignErrorsonBuilttoOrderproductscontributedto45%ofallcallstoourservicecentersanddistributors,costingTAIS3.4MUSDin1999/2000,Pg42