Green BPIIntroductiondell绿带项目介绍

BusinessProcessImprovement(BPI)January2001-Introduction-1©DellComputerCorporationALLRIGHTSRESERVEDCoursePurposeThepurposeofthiscourseistoprovideyouwiththeskillsandsupport(programinfrastructure,web)neededtosuccessfullypracticebusinessprocessimprovementundertheDellBPImodel.January2001-Introduction-2©DellComputerCorporationALLRIGHTSRESERVEDCourseObjectivesUponcompletionofthiscourse,participantswillbeableto:DescribetheBPIprogramstructureApplytheBPIproblemsolvingmodelSelectanduseappropriatetoolsforyourBPIprojectPlanyourBPIprojectPreparetoapplyspecifictoolsinyourdaytodayactivitiesJanuary2001-Introduction-3©DellComputerCorporationALLRIGHTSRESERVEDIntroductoryExerciseIntroduceyourselftotheothersatyourtable.Thenprepareanswerstothefollowingquestions:Whatisthegoalofprocessimprovement?Whatisvariationandwhydowecare?Whatwouldbesomekeyelementsforaproblemsolvingprocess?January2001-Introduction-4©DellComputerCorporationALLRIGHTSRESERVEDAgendaIntroductionDefineMeasureAnalyzeImproveControlReport WrapupandProjectConsulting January2001-Introduction-5©DellComputerCorporationALLRIGHTSRESERVEDTableofContents PageModule1–Introduction 1Module2–Define 58Module3–Measure 103Module4–Analyze 142Module5–Improve 247Module6–Control 277Module7–Report 290January2001-Introduction-6©DellComputerCorporationALLRIGHTSRESERVEDBPIIntroductionDefine(PlanProject)Measure(Collectdata&ideas)Analyze(Identifycriticalfactors)Improve(CriticalfactorstoImproveoreliminate)Control(Maintaincriticalfactorsatrequiredlevel)Report(Document&leverageoutcomes)BPIProblemSolvingModelJanuary2001-Introduction-7©DellComputerCorporationALLRIGHTSRESERVEDModuleObjectivesUponcompletionofthismodule,participantswillbeableto:DefineBPIProgramstructureDiscussDell’smotivationforapplyingBPIDescriberolesandresponsibilitiesundertheDellBPImodelDefinetheproblemstatementforyourBPIprojectJanuary2001-Introduction-8©DellComputerCorporationALLRIGHTSRESERVEDTopicsCoveredinThisModuleWhatisBPIandwhyisDelldoingitWhatothercompanieshavedoneStepstoDeployBPIRolesandresponsibilitiesExamplesandresourcesEvaluatingyourprojectideasJanuary2001-Introduction-9©DellComputerCorporationALLRIGHTSRESERVEDWhatisBPI?BPIisasetoftoolsandapplicationsthatdrivethecustomerexperience.Eachofuscanusethemtounderstand,interrogate,andimproveprocesses,therebyaddingvaluetoeverycustomerinteractionwithDell.Itmeanslookingatallaspectsofourbusiness-fromorderthroughdeliveryandpost-saleservice-fromthecustomer'sperspectiveandasking,

"Howcanweimproveourbusinessprocesses?"January2001-Introduction-10©DellComputerCorporationALLRIGHTSRESERVEDWhatisdrivingDelltodoBPI?January2001-Introduction-11©DellComputerCorporationALLRIGHTSRESERVEDHistoryofSixSigma...PeriodofDesignPeriodofRefinementPeriodofResultsPeriodofCompetitionPeriodofAcceptance1985–19921993-19941994-19961996-19971997-1998TexasInstrumentsABBAlliedSignalBombardierLockheed

MartinMotorolaGeneralElectricGeneral

ElectricSonyNokiaMobilePhonesCraneSiebe,plcPolaroidCorporationAveryDennisonShimanoPeriodofHyper-Growth1998-2000ToshibaAmericanExpressDuPontDowChemicalJohnsonControlsFordNorandaKodakJanuary2001-Introduction-12©DellComputerCorporationALLRIGHTSRESERVEDSixSigma&BottomLineResults... Asignificantcompetitiveadvantage! SixSigmahassignificantlyimprovedcompanyperformance intermsofquality,brandimageandcustomersatisfaction, whilesimultaneouslyprovidingbottomlinesavings. Company Savings Period Motorola 2.2Billion 2.6years ABB 900Million 1year TI 600Million 1.8years AlliedSignal 1.2Billion 2years GeneralElectric 1.1Billion 9months Polaroid 100Million 1year Crane 10Million 1year Lockheed 10Million 9months SiebePLC 100Million 9months Nokia 300Million 1yearJanuary2001-Introduction-13©DellComputerCorporationALLRIGHTSRESERVEDDell’sQualityEvolution1.Best-in-classperformance.Stronglyintegratedimprovementprocess;best–in–classresultsdemonstrated.2.ContinualimprovementemphasizedBusinessProcessImprovement(BPI);integratingpeopleandtechnicalskills;sustainedimprovementtrends3.StableformalsystemapproachQUESTteams;developmentofpeople

skills;improvementtrenddataavailableshowingeffectivenessofteams4.ReactiveapproachAdhocteams;divingcatches;

minimumdataonresultsavailable5.NoteamingBest-In-ClassJanuary2001-Introduction-14©DellComputerCorporationALLRIGHTSRESERVEDAllLOBIFIR,FY00(andclosedwksFY01)January2001-Introduction-15©DellComputerCorporationALLRIGHTSRESERVEDLifecycleWarrantyCostTrendsJanuary2001-Introduction-16©DellComputerCorporationALLRIGHTSRESERVEDProcessImprovementInitiativesSavingsThisisjusttheaveragesavings.ImaginewhatthiswouldmeantoDellandtotheCustomerExperience…?!!!January2001-Introduction-17©DellComputerCorporationALLRIGHTSRESERVEDWWBPISavings&ProjectsRegionCompletedProjectsDocumentedSavingsAmericas26$15,279,709APCC22$7,865,352CCC2$119,964JQE/SQE4$2,050,000WWOPS1$500,000ARB1$2,900,000EMF16$3,500,000PAI9$22,500,000TOTAL81$54,715,025*

Completed*AsofDecember2000January2001-Introduction-18©DellComputerCorporationALLRIGHTSRESERVED.WWBPIProjectsinProcessRegionProjectsinProcessForecastedSavingsAmericas120$28,531,793APCC25$1,790,000EMF50$4,260,000ANZ6$160,000EMEA7$4,000,000Singapore4$40,000Japan9$40,000CCC17$1,313,682PAI7$31,300,000Total245$71,435,475*

InProcess*AsofDecember2000January2001-Introduction-19©DellComputerCorporationALLRIGHTSRESERVEDBPIProgramStructureJanuary2001-Introduction-20©DellComputerCorporationALLRIGHTSRESERVEDBPILevels1and2BPILevel1(GreenBelt)AttendBPILevel1trainingSuccessfullycompleteaBPIprojectwithaminimumof50KannualizedsavingsServeascoach/mentorforotherGreenBeltprojectsBPILevel2(BlackBelt)AttainGreenBeltcertificationAttendJMPandBPILevel2courseCompleteBlackBeltprojectwithminimum100ksavingsServeascoach/mentorforotherBPIprojectsJanuary2001-Introduction-21©DellComputerCorporationALLRIGHTSRESERVEDDellBeltsCertifiedCurrentBeltsBlackAmericas: 16APCC/CCC: 3Europe TotalBlack 19GreenAmericas: 45APCC/CCC: 10Europe 16 TotalGreen 71Doesnotincludeassimilatedbeltsfromothercompanies(GBTrained+$50Kproject/BBTrained+$100Kproject)January2001-Introduction-22©DellComputerCorporationALLRIGHTSRESERVEDStepstoDeployBPIDefinebusinessneedsPrioritizekeybusinessissuesfromthecustomer’sperspectiveIdentifyprojectthatcanbenefitfromBPISelectprojectsandcandidatesManagementteamprioritizesandselectsBPIprojectsManagementteamselectscandidatesforBPItrainingLevelIandLevelIIcandidatesnotifiedIdentifyprojectmentorWritecontract

(Thinkglobally-whataretheimplicationsoftheproject?)Projectleadermeetswithprocessowner(s)ProjectleadermeetswithFinancetoreviewcost/benefitanalysisJanuary2001-Introduction-23©DellComputerCorporationALLRIGHTSRESERVEDStepstoDeployBPI(continued)BPIprojectapprovedbyVPCompletetrainingRegisteronDellPersonalTrainer(DPT)Attendtraining(LevelIorLevelII)DevelopprojectplanConvertBPIcontracttoprojectplanManagerand/orprocessowner(s)approveprojectplanReviewwithprojectmentorReviewprojectstatusasrequired(atleastmonthly)DocumentprojectstatusConductmonthlyprojectreviewsJanuary2001-Introduction-24©DellComputerCorporationALLRIGHTSRESERVEDStepstoDeployBPI(continued)Signoffonprojectcost/benefitbyFinanceandVPCompleteprojectMeetwithFinanceMeetwithVPApproveprojectcostsavingsDocumentprojectresultsbyrecordinginBPIWebTrackingToolPresentprojectresultsatOperationsReviewsREPEATJanuary2001-Introduction-25©DellComputerCorporationALLRIGHTSRESERVEDRolesandResponsibilitiesWhatdoyouthinktherolesandresponsibilitiesshouldbeforthefollowing:ExecutivesManagersBPIpractitioners(GreenBeltsandBlackBelts)FinanceCoach/MentorJanuary2001-Introduction-26©DellComputerCorporationALLRIGHTSRESERVEDExerciseBrainstormRolesandResponsibilitiesJanuary2001-Introduction-27©DellComputerCorporationALLRIGHTSRESERVEDRolesandResponsibilities:ExecutivesIncludeimprovementobjectivesinperformanceplansCompleteBPIexecutiveeducationReviewandapproveBPIprojectsandcandidatesConductprojectreviewsReview,approve,andreportprojectcostsavingsReportprojectstatusRecognizeandreinforceBPIinvolvementJanuary2001-Introduction-28©DellComputerCorporationALLRIGHTSRESERVEDRolesandResponsibilities:ManagersIncludeimprovementobjectivesinperformanceplansCompletemanagereducationRecommendBPIprojectsandcandidatesConductprojectreviewsReportprojectstatuseachmonthReviewandcompileprojectcostsavingsRecognizeandreinforceBPIinvolvementJanuary2001-Introduction-29©DellComputerCorporationALLRIGHTSRESERVEDRolesandResponsibilities:BPIParticipantsIncludeBPIcontractinperformanceplanCompleteBPIcontractandgetmanagerapprovalCompleteBPItrainingDevelopprojectplananddefinebusinessimpactPreparefinalprojectreportandpresentationGetsignoffoncostsavingsPresentprojectresultsJanuary2001-Introduction-30©DellComputerCorporationALLRIGHTSRESERVEDQualityCosting/FinanceRoleDuringProjectContractPhaseAgreeonwhatperformancemeasures(cost,qualityandtime)EstimatefinancialandperformanceimpactonanticipatedprojectimprovementsDuringProjectActivityPhaseMeasureandcostperformanceintheperiodbeforeexperimentation/actions(Baseline)Measureandcostperformanceintheperiodafterexperimentation/actions(Improvement)January2001-Introduction-31©DellComputerCorporationALLRIGHTSRESERVEDQualityCosting/FinanceRoleDuringProjectCompletionPhase:QuantifyImprovementsincost,quality,andproductivity.Finalizeprojectinvestmentcostexpenditures.DuringProjectValidationPhase:Projectcostbenefitsavingsverificationandsign-offsJanuary2001-Introduction-32©DellComputerCorporationALLRIGHTSRESERVEDBPIProjectMentor/CoachDefinition:BPIAreaMentorsseverastheprimaryprojectmentorsforallprojectsthatoccurintheirassignedarea.

Process:BPIAreaMentorsareappointedbytheBPIProgramManagerfromBPIexperiencedsubjectexpertsinthedifferentareas.

Criteria:

BPIAreaMentorsareselectedbasedonpreviousprojectimprovementexperienceandareaspecificprocessknowledge.CertifiedBPIBlackBeltsarestrongcandidatesforBPIAreaMentorassignment.Roles:DuringBPIProjectPhases,theBPIMentor/CoachmentorsBPIparticipantswithinallphasesofprojectcompletion,includingcontractwriting,measurementandcosting,datacollection,problemsolving,actionimplementation,standardizationandreporting.ContactsaremadeweeklywiththeBPITeamstoensurethesuccessfulprojectcompletion.January2001-Introduction-33©DellComputerCorporationALLRIGHTSRESERVEDExercise:CharacteristicsofSuccessfulBPIPractitionersWhatdoyouthinkthecharacteristicsofasuccessfulGreenBeltwouldbe?BlackBelt?January2001-Introduction-34©DellComputerCorporationALLRIGHTSRESERVEDBPIProjectSelectionCriteriaProjectaddresseskeybusinessissueRootcauseofproblemisunknownProjectwillrequireateamtocompleteProjecthasthepotentialfora$50/100KannualizedsavingProjecthasthesupportofmanagement/BPIteamJanuary2001-Introduction-35©DellComputerCorporationALLRIGHTSRESERVEDProjectExample

Define:ProjectIdentificationProblemStatement:56%ofallNordicunitsrequireanAddresschangeinordertodeliverProjectGoals/SuccessCriteria:ReducethenumberofAddresschangesintheNordicRegionby25%byNovemberFY’01ProjectTitle:DeliveryToTarget–ImprovetheCustomerExperiencebydeliveringunitswithinaspecifiedtimebasedonlocationProjectScopeandTimeline:ThescopeoftheprojectwasconfinedtoresolvinganissuewhereSwedishAddresseshadtobechangedtoEnglishandbacktoSwedishinordertogetthroughtheBU,FactoryandCarriersystemstoallowasuccessfuldelivertohappenSummarizedCostSavings(FinanciallyValidated):$100,000toendofNovemberFY’02InsertgraphofACTUALperformanceovertime(runchart)versusperformancegoal(desiredstate)Nordic-%DeliveryToTargetNordic-ParetoofIssuesJanuary2001-Introduction-36©DellComputerCorporationALLRIGHTSRESERVEDProjectExample

Define:TeamandProjectPlanTeamLeader:TommyGearyManagementBlackBeltTeamMembers:AntoinetteMcCarthy,DenisO’Shea,NoelleO’Mahony,GerardMacken,MaryCorry,TonyO’Neill,DeniseSheridan,GerryHanrahan,MarieCareyProjectSponsor:TonyO’ConnellProjectMentor:RoryCookeKeyMilestonesManagementBlackBelttraininginLimerick 30/06/2000‘DeliveryToTarget’projectidentified.Teamformedandprojectkickoff 27/07/2000completed ProcessMapof‘AsIs’Processcompleted 09/08/2000Brainstormofissuescarriedoutusing 15/08/2000Cause&EffectDiagramDatafromcarriersconsolidated 22/08/2000toproduceparetoofissuesTop3issuesdrilledintotounderstandcauses 29/09/2000SpecialServicesdataanalyzedtoidentify 05/10/2000costsassociatedwithissuesAnalysisofmultipleaddressesthroughdifferent 26/10/2000BU,Factory&CarrierSystemstounderstandproblemsandresolutionsITfiximplementbycarrier 9/11/2000Resultstodateshow25%goalmet 22/11/2000 January2001-Introduction-37©DellComputerCorporationALLRIGHTSRESERVEDProjectExample

Measure:AnalysisofCurrentProjectProcessFlow(Asis):January2001-Introduction-38©DellComputerCorporationALLRIGHTSRESERVEDProjectExample

Analyze:RootCauseandProposedSolutionsBadWeatherLHHHolidays(Public&Customer)LLLStrikesLHHVirusesLHHCustomsDelays(exams)LHH EMF2&3difference(Dockdoors,volume,products,Manifest,etc.)MHHProductionbyproduct(notdestination)LHLFuturisticordersSplitshipments(EMF2&3)LHHInaccurateCustomerorderstatusingShippingmis-routeMMHTruckdeparturepolicyMANMACHINEMOTHERNATURELackofTraining(Salesforce,Driversetc.)HMHComplexorderentrysystemsSortingerrorsMMHTheft/MissingLHHDamagedLHHCustomernotthereShortShip(humanerror)LMHAddressesnotinputcorrectlyHMHMATERIALMETHODMEASUREImprovedDeliveryTimeMultipleorderentrysystems2WIPsystems(Tandem&Speedway)MHHBreakinEDIlinkLHHShortShip(systemerror)Addresschange(orderentryandSpeedway)HHM TechnicalIssues(Truck, Ferry,Plane)LHHCustomsDelays(Documentation)LMHMis-useof reasoncodesLLLInconsistentdatabyCarrierHHLDatalagsrealtime;not‘on-line’A)OccurrenceB)DifficultyofControlC)ImpactHHHHHHHHHHHHHHHHHHHHHJanuary2001-Introduction-39©DellComputerCorporationALLRIGHTSRESERVEDProjectExample

Analyze:RootCauseandProposedSolutionsWeeklySpecialServiceschargesrolledupintomajorCategoriesforanalysis2ndhighestitemidentifiedasissuewithSwedishcharactersbeingrecognizedbytheFactorySystem.ThisresultedinthecharactersbeingmodifiedandsenttotheCarrierinadifferentformatthaninputtedatOrderEntryTheCarrierconvertedtheaddresstoEnglishandbacktoSwedishtoDeliversuccessfullyJanuary2001-Introduction-40©DellComputerCorporationALLRIGHTSRESERVEDProjectExample

Improve:Priority,PlanningandTestSolutionsActionsIdentified Status1.CarriertomodifyITsystemtointerpretaddressfromEMFandconvertthemodifiedcharactersbacktoSwedish Complete2.VerifysampleSwedishaddressespasssuccessfullythroughthesystemwithoutanychangefromtheBU,FactoryorCarrier Complete3.ConfirmthattheSpecialServiceschargefortheNordicregiondoesnotincludeAmendmentcostsforAddressChangesfromSwedishtoEnglishandbacktoSwedishagain. CompleteJanuary2001-Introduction-41©DellComputerCorporationALLRIGHTSRESERVEDProjectExample

Control:MeasuringProgressandHoldingGainsProgressismeasuredbyverifyingthattheSpecialServiceschargefortheNordicregiondoesnotincludeAmendmentcostsforAddressChangesfromSwedishtoEnglishandbacktoSwedishagain.TheGainshouldbeheldastheCarrierhasimplementedapermanentsolutioninitsITsystemtopreventthistypeofchangebeingrequired.Eachamendmentischargedat$6AnnualizedSavingis$100KJanuary2001-Introduction-42©DellComputerCorporationALLRIGHTSRESERVEDProjectExample

StandardizationThelearningsandmethodologyusedinthisprojecthavebeensharedwiththeotherEMEALogisticsTeamsandwillbesharedwiththedifferentRegionsWorldwideItistheteam’sintentiontoleveragefromtheselearningstomakefurtherDeliverytoTargetgainsinthefollowingareasrelatedtoBadAddress:MappingIssuesinothercountriesbetweenBU,FactoryandCarriersystemsCedexcodeusedinsteadofPostalCodeIncorrectformatandkeyingerrorsatorderentryJanuary2001-Introduction-43©DellComputerCorporationALLRIGHTSRESERVEDDellBPIProjectUpdate:Project#andTitle:Green/BlackBelt:Area:Today’sDate:Team:ProjectSponsor:ProjectMentor:BPIProblemSolvingQuestions&Updates:1)WhySelected:(Qualityorbusinessreasonforworkingthisproblem)2)WhatistheObjective:(Ultimateprojectobjective)3)HowMeasured:(Whatwillbemeasured,internalandexternalmeasures)(Howmucheachmeasurecosts)4)WhatistheProblem:(Whattoolswereusedtogetdowntorootcauseofproblem)(Whatistherootcauseoftheproblem)5)WhatActionswereCompleted:(Whatactionsweredonetoaccomplishobjective)6)WhataretheProjectResults:(Before&AfterActionResults)(AnnualizedProjectCostBenefit:ProjectSavingslessProject ImplementationCosts)7)HowStandardized: (Howstandardizedintotheprocess)(Howbestpracticescommunicatedtootherareas)RoadmapActions StatusDates1)Ex:ContractApproved Completed:xx/xx/012)Ex:CurrentProcessMap Byxx/xx/013)Ex:MeasurementCostCalculation Byxx/xx/014)Ex:ProcessFMEA Byxx/xx/015)Ex:Actions Byxx/xx/017)Ex:ResultsCalculated Byxx/xx/018)Ex:VerificationSignatures Byxx/xx/019)Ex:ProjectPresentations Byxx/xx/01(StatusLine)January2001-Introduction-44©DellComputerCorporationALLRIGHTSRESERVEDDellBPIGreenBeltProjectProjectTitle:AM49:PortablesTrackWIP CommodityCountAuditProcess ImprovementProjectOwner:MegawatiLiObjective:Improvedailyoperationstoreducecommoditycountmisroutesandtrackcodesmismatch.TimePeriod:1/00–8/00Team:WarrenBurke,PhilChouAnalysisTools:ProcessFlow,CauseandEffectChart,FailureModeEffectAnalysisAnalysisFindings:Solutions:Implementprocesschanges,s/wandh/winstallationandtrainingforsystemboxerstopreventmiss-shipsandonthetapinglinestopreventmiss-routes.Providetrainingandbetterformofscanlisttoscansystemsbeforecommoditycount.AnongoingeffortwithinProductionControltoreviewTrackWIPdailyandcommunicateclearlytheprocessofkillingtrackcodesandlocatinglostsystems..Results:30%ImprovementinCommodityCountAccuracy(65%Beforeto95%After)January2001-Introduction-45©DellComputerCorporationALLRIGHTSRESERVEDForumsForSuccessSharinginside.us.dell/mfg/AmericasQuality/BPI/index.htminside.euro.dell/ie/centralEng/emf%20Quality/index.htmJanuary2001-Introduction-46©DellComputerCorporationALLRIGHTSRESERVEDBPIProjectTrackingToolJanuary2001-Introduction-47©DellComputerCorporationALLRIGHTSRESERVEDBPIProjectTrackingTool(continued)January2001-Introduction-48©DellComputerCorporationALLRIGHTSRESERVEDBPIProjectTrackingTool(continued)January2001-Introduction-49©DellComputerCorporationALLR