6sigma盟主训练营.ppt

1、Leading Six Sigma,Champion Workshop,天马行空官方博客： ；QQ:1318241189；QQ群：175569632,领导Six Sigma活动,盟主训练营,3,Staying Focused Communicating Reviewing Progress Recognizing Achievement Increasing Expectations,Leadership Themes,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,Staying Focused,Maintain focus on the goals of the

2、projects and the long term direction of six sigma Focus the organization on the tools methodology and the culture of teamwork Review Business Systems to ensure that are aligned with the environment of constant change Review Projects in Detail to provide direction and support to the belts and teams M

3、onitor Financial Results to make sure that there are solid contributions to operational and strategic plans,Staying Focused Communicating Reviewing Progress Recognizing Achievement Increasing Expectations,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

4、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,Staying Focused Communicating Reviewing Progress Recognizing Achievement Increasing Expectations,7,Ensure Project Completion,For a project to be complete, a few criteria mustbe met: Business/financial impacts documented and validated by the finance and business mana

5、gement Review of the project for application of the improvement roadmap Documented and implemented control plan Proper transfer to the process owner(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,Check Business Impact,Finance is involved in project s

6、election: Financial goals are properly calculated Financial results are bridged to the bottom line Business Managers are required to sign-off on projects in support of their business impact: Therefore, Business Managers must be included in project reviews,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

7、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,11,2000 EPS,Acquisitions/ Divestitures,Business Revaluation,Sales Growth,Sector Census Reduction,Plant A at Full Capacity,Plant B Yield & New Prod Qualifications,Other Six Sigma,Materials Management,Inflation,2001 EPS,Six Sigma Impact,Company As 200

8、1 Net Income Growth,A Solid Plan Grew Earnings by 14% in 2001,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,Six Sigma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,You personally need to develop a communication plan Champions dr

9、ive the success of the cultural change This requires communication at a number of levels: With your Leadership Team Within the organization With other Champions With Black Belts,Communicating success drives culture change,Communicating,Staying Focused Communicating Reviewing Progress Recognizing Ach

10、ievement Increasing Expectations,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,Staying Focused Communicating Reviewing Progress Recognizing Achievement Increasing Expectations,15,Six Sigma Communication Planning,16,Six Sigma沟通计划,17,Communication of project pro

11、gress is essential Black/Green Belts Detailed progress reports and project results will be documented Weekly status updates sent to Champion, MBB and management members Formal project status reports generated monthly and distributed to all Leaders, Champions, and Belts,Communicating Project Progress

12、,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,Champion Communications Network,Champions need to network to: Share lessons learned Identify and facilitate interplant projects Develop and provide templates for reporting and project tracking

13、Determine the next steps to institutionalizing the process quality initiative as a core competency The Champions need to determine the structure and charter for their group/network Many Questions: How often should the Champions meet? How should the Champion group be structured?.,20,盟主沟通网络,盟主需要网络来: 共

14、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,Champion Network Meeting Schedule,22,盟主网络会议日程,23,Timely project reviews are a requirement People work on the items their boss feels is important enough to continuously ask about Project revie

15、ws frequencies Champions & Master BBs have weekly reviews Six Sigma Directors & MBBs conduct monthly reviews with division/market center management Group Management will hold quarterly reviews,What gets measured gets done,Staying Focused Communicating Reviewing Progress Recognizing Achievement Incre

16、asing Expectations,Reviewing Progress,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 Six Sigma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,Staying Focused Communicating Reviewing Progress Recognizing Achievement Increasing Expectations,检讨进展,25,Project Review Schedule,26,项目检讨日程表,27,Presen

17、tation Format,28,简报格式,29,I. Define / Measure - Process Map Identified HUGE Hidden Factory of multiple reworks! - C & E Matrix type Savings Calculations Sheet - Pareto lead to Waste Generation as Project Focus Measurement System: - Identified that Visual Defects Measurement System needs standardizati

18、on,II. Analyze/Improve - Identified Key Waste Generators - Reduced from 301 Process Inputs to 7 KPIVs - Identified Equipment failures that generate Waste - Identified Work Processes that generate Waste - Quantified other inefficiencies in the work process & activities,III. Control: Implemented a thr

19、ee step Control Plan a) Standardize Visual Defects Measurement System b) Facilitate Work Processes to Recover Waste c) Recommend series of Action Steps to Improve Process Capability and Prevent Waste Generation,IV. Results & Benefits - Annual Savings of $ 400,000 from Waste Recovery achieved VS orig

20、inal goal of $300,000. - Implementation Plan for reduced Waste Generation - Identified Five more BB and GB Projects to Improve System Efficiency,Project: Improve Special Products Efficiencies. Black Belt: Jim Smith .,Example 1,30,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

21、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

22、带: Jim Smith .,举例 1,31,Define / Measure Y: Order-Bill-Collect Defect : Subsidiary overhaul shops with overdue receivables. Measure: $30 MM of overdue receivables. Gage R&R 5%. Average bill sent out 27 days after hardware. 16% of bills disputed.,Analyze Used, process mapping, ANOVA and Homogeneity of

23、 Variance to compare shops: Found significant difference in both the mean and variation of overdue receivables between shops. No correlation between size/complexity of shop and $ overdue. 80% correlation between overdues vs. disputed bills and/or bills sent 30 days after hardware.,Design/Improve “Di

24、gital” incoming inspection process established to prevent disputes. Worked with customers to allow us to bill them for estimated repairs for long cycle items. Digitally linked sub-tier supplier billing system into GE system, eliminating non-value added manual steps and lost paperwork.,Validate/Contr

25、ol Digital inspection results provided real-time to customers for every overhaul. Accuracy of estimated billing compared to actual charges and estimation model continually refined. Currently +20%, targeting +10%. Results: 3% of bills disputed. Average bill sent out 5 days after hardware. Overdue rec

26、eivables reduced by $29 MM.,Accounts Receivables Team,Example 2,32,定义/ 测量 Y ：受订开票收款 不良品 ： Subsidiary overhaul shops with overdue receivables. 测量: $30 MM 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

27、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 $29 MM,应收帐款小组,例 2,33,Black/Green Belts and Champions have a

28、 significant portion of their Performance related to the success of the Six Sigma projects Benchmark data has shown the following Black Belt: 50-75% of their performance related to success of projects Champions & Green: 25-50% of their performance related to success of projects Belts and Champions m

29、ust have a vested interest in project selection, completion, and success.,R & R Suggestions,34,黑带、绿带及“盟主”绩效中的很大部分与Six Sigma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,Team Members,Black/Green Belt,Reward & Recognition Structure,36,组员,黑带/ 绿带,奖励与表扬的构成,37,Reward systems must be consistent across Groups, Divisions, and Plants R