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

1、1,Six sigma deployment practice,2,Outline,Deployment strategy Resource planning 福特汽車如何因應挑戰？ 2002年的全新挑戰 交流時間,3,Deployment Strategy,4,Breakthrough Improvement,5 S workplace,Visual Factory,Standardized Work,DMAIC,Quality Tools,Six Sigma Methodology,Phase,World class quality,We cant sustain a visual fac

2、tory without 5S,We cant sustain standardized work without visual factory,We cant sustain six sigma without standardized work,Quality tool is the engine, Six sigma is Turbo-charge,DFSS,We cant meet six sigma without six sigma discipline,5,Deployment planning flow.,Black BeltSM Training,- 1 month,Exec

3、utive Briefings,Building Infrastructure,Product/Process Baselining,- 2 month,- 3 month,- 5 month,- 6 month,Measurement is key in the approach,Vision, Goals, Leadership, Structure, Resources,Deployment Plan,- 4 month,Product & Process Focus for Projects,Timeline,6,Initial Strategy and Deployment Metr

4、ics 80% of 6-Sigma resources devoted to customer satisfaction 1% of population certified black belts Project selection based on resolution of customer issue, 70% defect reduction, US$50K in waste elimination and TGW savings Green belts trained and applying skills,How Did We Start - Long Term Vision

5、and Initial Strategy,2000,2001,2002,2003,2004,Start up, build critical mass & infrastructure,Completed infrastructure And produce measurable results,Full integration,Competitive Advantage,DMAIC,DFSS,7,14,8,15,9,16,10,17,11,Resource Planning,12,It Takes More Than Tools to Improve,To ensure that the c

6、ompany does eventually break free of its reliance on these traditional methods, it must possess the resolve to assign a sufficient body of skilled resources focused on driving for improved capability and performance As capability increases, the benefits multiply and productivity of the company impro

7、ves,It takes skilled resources to make six sigma happen,13,Strike the right balance between immediate and longer term needs A fire fighting culture, combined with a reliance on inspection as a means of delivering customer satisfaction, has limited the development of many companies If a company is to

8、 progress from 3-4 sigma capability towards 6 sigma, it must find and eliminate the root causes that limit process, and ultimately business, capability While this is taking place, the company must, in the short term, protect the interests of the customer by the continued use of traditional methods,R

9、esource Planning Challenges,14,Who Are the Key Players?,Executives Deployment ChampionsSM Project ChampionsSM Black BeltsSM Green BeltsSM Master Black BeltsSM,Process Owners HR Training Finance IT Communications,15,6s Project Champions,6s Deployment Champion(s) SM,Business Unit Leader CEO,Corporate

10、6s Senior ChampionSM,HR Deployment ChampionSM,IT Deployment ChampionSM,Finance Deployment ChampionSM,PR Deployment ChampionSM,Business Operations Leaders,6s HR Manager,6s Financial Manager,Green BeltsSM,6s IT Manager,Training Deployment ChampionSM,6s Master Black BeltsSM,6s Comm. Manager,6s Training

11、 Manager,6s Project ChampionsSM,6s Black BeltsSM,6s Deployment Infrastructure,6s Executive Council,Six Sigma Deployment Roles,16,Owns vision, direction, integration, results Leads change,Project owner Implements solutions Black BeltSM manager,Full time Trains and coaches Black BeltsSM and Green Belt

12、sSM,Full time Facilitates problem solving Trains and coaches Project Teams,Project-specific Knowledge sharing,All employees,Understand vision Apply concepts to their job and work area,Helps Black BeltsSM,Master Black BeltsSM,Black BeltsSM,Green BeltsSM,Project Team Members,ChampionsSM,Executives,Cro

13、ss-Functional Cooperation Needed,17,The Evolution of a Project vs. Level of Responsibility / Drive,Level of drive,Black BeltsSM,Team /Process Owner,Time,Project Hand-off,Measure,Analyze,Improve,Control / Sustain,Define,18,HUMAN RESOURCE PRACTICES,30,19,Human Resource Practices,Career Planning & Deve

14、lopment Black Belt candidate selection Promotional Practices During or after assignment Performance Review,31,20,Black Belt Assignment 24 Months,Support Structure,Champion,Deployment Director,Organization Mgt & PDC,Input & Review,PDC2,HR/Deployment Director,New Assignment,3 Months Before End Of Assi

15、gnment,Champion Meets/Assigns Project,Management Selects Candidate,Input & Review,PDC/HR/ Champion,Deployment Director,HR,32,21,Successful Black Belt Characteristics,Communication: Utilizes formal and informal written and oral communications to clearly and concisely convey ideas and obtain requisite

16、 feedback. Drive For Results: Sustains high intensity and focus over time even under adverse conditions while allocating time and resources to deliver superior results. Problem Solving: Utilizing discipline approach that demonstrates the expertise necessary to evaluate complex concepts and manage th

17、e integration of solutions needed for success.,22,Successful Black Belt Characteristics,Courage: Takes bold, decisive action despite potential conflict based on calculated risk and assumes accountability for outcomes. Functional Proficiency: Applies functional knowledge and skills to consistently ac

18、hieve successful results. Leadership: Empathetic and inspirational with an ability to align people and drive toward holistic solutions. Able to integrate demands, requirements, and limitations into decisions that result in the greatest overall benefit.,23,Career Planning & Development,Who is Respons

19、ible? Black Belt- Must manage your own career Communicate your ambitions, interests to your direct manager Meet with your manager on a regular basis (at least annually) to review your career plan Direct Manager, PDC, and Project Champion- Joint responsibilities for creating your personal development

20、 plan and ensuring the proper assignment is obtained at the end of your Black Belt assignment Deployment Director, HR Point of Contact, PDC- Oversee the process and ensure proper placements are made and Black Belt experience is recognized as a valuable addition to your competency profile,33,24,Promo

21、tional Practices,Promotional practice guidelines have been established In limited circumstances, a Black Belt may be promoted during the assignment if: High Performing/Potential Next-up Candidate Black Belt Certification achieved Planning PDCs concur,34,25,Performance Review,Objective Setting, coach

22、ing, feedback, and year-end evaluation will remain with the home organization seeking strong input from Project Champions For LL6+ employees, Black Belt Candidates and Black Belts will remain within their regular comparator groups for reviews Employees will remain within their home organization for

23、compensation planning purposes,35,26,Project selection,27,Engineer your business like a system Apply the strengths of your organizations learning Integrate your best practices Build on your current decision-support and problem-solving methods Coordinate with your business planning process,Process Ma

24、p,Process Measures,Process Evaluation,Process Benchmarks,Investment Allocation,Project Selection,Criteria,Technology Assessment,Source: Gregory H. Watson, Business Systems Engineering (New York: John Wiley, 1994).,Flow Charting,Benchmarking,Scorecard,Prioritization,Selecting Significant Projects,28,

25、Transforming Customer Feedback Into SAQ and then Six sigma Projects,Single Agenda for Quality and Customer Satisfaction,Top 25 issues,Develop Actionable Projects,Identify Generic Critical Xs,High Mileage,DFSS,New Product Content,Measure and Monitor Critical Xs,Identify Critical Xs Out of Specificati

26、on,Develop Action to Restore Critical Xs,MBB Action,VRT (Process owner),Black Belt Project Leader,FPS & Plant Operations,QOS,DMAIC,Green Belt Projects,29,Project is supportive of key business objectives Project is focused on an ongoing process The process is measurable, “Y”, an indication of whether

27、 or not the process is successful (may or may not be currently measured) The process is creating defects Project is linked to a customer CTS (Critical To Satisfaction) A 70% reduction in defects results in a Value of Customer Satisfaction Improvement of _ Process will continued to be used for some p

28、eriod of time First-time projects should Have a high probability of success Include opportunities to learn as many tools as possible Be executable in 4-6 months,Sample Project Checklist,30,Yes,What Makes a Good 6-Sigma Project?,Recurring events Narrow scope Available metrics or measurements that can

29、 be developed quickly Control of the process Customer-focused Linked to corporate or business unit objectives Annual cost savings of $250K (target) 70% defect reduction possible,31,Knowledge management,32,Record, share and train,Six sigma resource and practice sharing Global Ford project replication

30、 Global Ford training resource allocation Global Ford project tracking and management Global Ford mega project training Global Ford project status review,33,34,35,36,Summary,37,Leadership Components of Successful Six Sigma Deployment,will,38,Six sigma infrastructure must be integrated across functio

31、ns and levels of organization for high momentum Six sigma must be driven hard during launch to build momentum Six sigma deployment demands leadership and management focus Responsibility and authority must be clearly defined Cross functional consensus is required Tasks must be assigned in a logical w

32、ay Results need to be delivered sooner rather than later,Six Sigma Infrastructure,39,Values,Six sigma is a significant investment and needs good management It needs to be driven especially hard during launch The delivery of results will be impaired if training & projects are not completed on a timely basis Six sigma scorecard should be integrated into existing management reporting, be actively reviewed and should: Inform of stat