6sigma英文版.ppt

6sigma英文版英文版2Where We AreGenerate, evaluate, and select solutions to identified root causesAssess risks and pilotsolutionsDevelopimplementationplans3GoalsUnderstand the difference between incremental improvement and fundamental redesign.Be able to generate creative solutionsBe able to develop appropriate criteria for evaluating solutionsBe able to create and use a solution prioritization matrixKnow when and how to use consensus decision making4Improvement StrategiesIs the gapsmall?Customer RequirementsProcess CapabilityFundamentalRedesignIterativeImprovementYESNODesign a new product / processBroad approachBlank sheet of paper approachHigh RiskLonger time spanAddressing many CTQs Goal: Quantum LeapFix an existing processNarrow FocusUse current process modelLow RiskShorter Time SpanAddressing few CTQsGoal: ImprovementDesignExcellenceDMAIC5When to go for Design Excellence Changing customer expectations: by the time the current problems are solved, new problems will occur Technology development: new technologies allow to meet all customer requirements at lower cost or gain a competitive edge Next generation: the existing products remaining lifetime is very short, a successor will be needed soon System limits: the performance gap is due to system / business model configurations that cannot be changed or the available technology does not allow to meet CTQs Process entirely broken: the existing process is unable to meet many CTQs, too many successive DMAIC projects required6Benefits of Design Excellence: Getting it right the first timeReduce cycle time from concept to deliveryReduce development and manufacturing costMinimize risk of failure Minimize design changes after design releaseImprove quality of products and services, as measured by the customerCreate a competitive advantage by providing products and services, with high quality and low costs, while meeting all customer requirements.7Involving People in Developing Solutions8Instructions: Use the matrix to help you identify the people who should be involved in developing and implementing solutions. Take just a few minutes for this task. You can modify your decisions later.Time: 10 min.Responsible forTaskInvolved inConsulted withInformed aboutWhich groups or individuals should be:Identifying solutionsSelecting solutionsPlanning the implementationHandling potential problemsImplementing the solutionMonitoring resultsProject Worksheet 16: Involvement MatrixGenerating Ideas10Generating Solution IdeasReview what you know about the process and the verified causeBrainstorm solution ideas; use creativity techniquesCombine ideas into solutions11Creativity TechniquesQuick and DirtyThink Like a KidChallenge the RulesSet a DeadlineGet Rid of ExcusesShort Time InvestmentCandid CommentsMusical ChairsEdisonMore InvolvedSCAMPERSlice and DiceIdea BoxBrutethink12Exercise: Generating New IdeasObjective: Practice using a creativity technique that is new to you.Instructions: Divide into small groups. Try to develop innovative ideas for improving helicopter flight time, building on what you learned in the Analyze Phase. Use one of the four More Involved creativity techniques described on the next six pages to come up with a range of ideas. Be prepared to discuss both your solutions and your process with the class.Time: 60 minutes (Dont spend all the time deciding which technique to use!)13More Involved Creativity TechniquesQuick and DirtyThink Like a Kid: Imagine what a six-year-old would do with your challengeChallenge the Rules: Come up with a list of rules or corporate paradigms that suggest that your challenge “cant be solved.” Break the rules.Set a Deadline: Give yourself five minutes to develop a solution that you have to stick withGet Rid of Excuses: List and then work on removing barriers to successShort Time InvestmentCandid Comments: Catch people on location, while theyre involved with your area of inquiry. Take notes on what works for them and what doesnt, what advice they have for solving the problem, what would make it better, less of a pain in the neck, more memorable, or more fun. Follow up every observation with a series of who, what, where, when, how, and, most definitely, why.Musical Chairs: Look at your challenge from a different perspective, through someone elses eyes, from someone elses vantage point. Start with someone who has no understanding of your task. How would they see it? How would they react at first blush? Where would they look for answers? What would their concerns be?Edison: Explore external factors that can influence your task, and identify the elements of the larger world of which your task is a part. Diagram the forces, factors, requirements, constraints, and elements at work around your task. Once your system is complete and balanced, make a dramatic change to one of the forces acting on your system, creating chaos. To return to balance, modify or remove constraints on other forces to create a new system.14More Involved Creativity Techniques, cont.MORE INVOLVED CREATIVITY TECHNIQUES: SCAMPERDefinitionSubstituteCombineAdaptModify or MagnifyPut to other usesEliminate or MinimizeReverse or RearrangeHow To1.Isolate the challenge or subject you want to think about2.Work through the SCAMPER checklist for each step of the challenge or subject and see what new ideas emerge.15ExampleThe Challenge: How can we get customers more involved in our product development?What procedure can we substitute for our current one?How can we combine customer input on new products with other processes?What can we adapt or copy from someone elses customer involvement model?How can we modify our current process?What can we magnify or add to our current process?How can customer involvement be put to use in other areas?What can be eliminated from the way we currently involve customers?What is the reverse of involving customers?What rearrangement of our current customer involvement process might be better?Continue asking and answering SCAMPER questions, then continue by asking, “How can?”, “What else?”, “How else?” This will help generate the maximum number of ideas for involving customers in product development.One company magnified customer involvement by adding customers to their product development teams and put their customer knowledge to work in modifying their current product launch process.16More Involved Creativity Techniques, cont.DefinitionShifting your focus from one large challenge to the many attributes (features or components) that make up the challenge, then working to improve or change one attribute at a time. The more able you are to focus on a specific attribute, the more likely you are to think flexibly and discover alternative ideas.How To1.State your challenge2.Analyze the challenge and list as many attributes as you can3.Take each attribute, one at a time, and try thinking of ways to change or improve it. Ask “How else can this be accomplished?” and “Why does this have to be this way?”4.Strive to make your thinking both fluent and flexible.17ExampleA frozen-fish processor was concerned that his product tasted bland. He tried everything to keep the fish fresh tasting, including keeping them in fish tanks right up to processing. Nothing worked; the fish remained listless. To find a solution, he listed the attributes of a fish including:Lives under waterHas gills and finsConstantly moves to escape predatorsCold-bloodedChanges color out of waterHe looked at each attribute separately, trying to find ideas to solve his problem. Finally he hit upon the solution: He put a small shark in the tank with the fish. The fish kept moving to escape being eaten and retained their vitality and thus their fresh flavor. Considering the attribute of predators enabled him to find his solution.18More Involved Creativity Techniques, cont.19More Involved Creativity Techniques, cont.20More Involved Creativity Techniques: Brutethink21Building on Creative IdeasFar-fetched ideaKernel of something usefulThreshold of acceptabilityGood idea could implementPerfect idea22Examples of Building on Creative IdeasFar-fetched ideaKernel of something usefulThreshold of acceptabilityGood idea could implementPerfect ideaStop answering the phoneEducate customers so we get fewer callsFar-fetched ideaKernel of something usefulThreshold of acceptabilityGood idea could implementPerfect ideaExpand customization capabilityLie to customers23Evaluating Solution IdeasFour ways to evaluate the potential solutions are:Do paper-and-pen analysis (score each option against criteria)Model or simulate the solutionsDo trial implementationsCheck against common senseWell look at how to develop criteria next.Evaluate Alternative Ideas25A Path to Better SolutionsIn order to get better solutions, we will follow these steps: Generate Criteria Weight Criteria Evaluate IdeasThe tool we will use for this is the Solution Prioritization Matrix.SolutionABCD0.21.250.31.650.6EasyQuickTechHi Impact CustomersSUM2.63.02.42.719.88.258.44.81013.7543.61.22.719.85.47.536.632.14.218.155.418.7547.71.2Criteria and Weights26Common CriteriaYour team will need to brainstorm its own list of criteria. As a starting point, here is a checklist of common criteria used to evaluate proposed changes or solutions.Which root causes are attacked, and to what extent?What is the cost?What are the potential benefits?How easy will this be to implement?What are the potential problems?How easy will it be to prevent or remedy side effects?27Weighting the CriteriaNot all criteria are created equalYou need to decide which criteria are most important for your projectOne approach for developing weights is to have team members vote28How to Weight CriteriaUse consensus or a “multivoting” approach to narrow the list of criteria to 10 or fewerRank the remaining criteriaCriteriaA. Easy to learnB. Quick timeline (2 months)C. Uses existing technology; no new software or other equipmentD. Has greatest impact on reducing defectsE. Customers will notice the changeVotesLiKimMarcosJoeTOTAL.25.5.251.0.2.5.2.4.1.3.1.11.01.01.0.54.0.50.21.250.31.650.6.129How to Evaluate SolutionsOn rare occasions, the choice may be obvious given your knowledge of the process and problemMore often, you need to carefully weigh pros and consUse a structured approach, such as a solution prioritization matrix30Setting Up a Solution Prioritization MatrixSolutionABCDCriteria0.21.250.31.650.6EasyQuickTechHi Impact CustomersSUM31Scoring Each Option1+1+2+2=6 Multiply overall rank by weight to achieve final score. 6 x 0.2= 1.2SolutionABCD0.21.250.31.650.6EasyQuickTechHi Impact CustomersSUMCriteria and WeightsSum ranks given by each team member for each criteria32Summarizing Final ScoresSolutionABCD0.21.250.31.650.6EasyQuickTechHi Impact CustomersSUM2.63.02.42.719.88.258.44.81013.7543.61.22.719.85.47.536.632.14.218.155.418.7547.71.2Criteria and Weights(Sum of the voted ranks) x weight Highest score = best option overall33Exercise: Using a Solution Prioritization MatrixObjective: Practice the skills needed to create a solution prioritization matrix, including generating criteria, weighting criteria, setting up the matrix, and ranking options.Instructions: As a class, list all of the potential solutions in the previous exercise. Using the Solution Prioritization Matrix: Generate criteria and weightsRank ideasDetermine final scoresTime: 30 minutes to create a solution prioritization matrix34Gather Other DataIf the solution prioritization matrix does not result in a clear choiceand perhaps even if it doesyou can get more information about a solution byModeling or simulating the solutionsDoing trial implementations (small scale tests)Observation (find a person or organization who is doing something similar and observe)Cost-Benefit Analysis36Why Conduct a Cost/benefits AnalysisAt this stage, the team has invested a lot of emotional energy into the project, however the merits of their solution may not be obvious to those outside the team.The team might have selected a solution which does not meet the requirements of the business.A formal cost/benefit analysis expresses in financial terms the implications of your solution and helps to mobilize commitment and create buy-in. 37Benefits Analysis: FinancialExpress the financial benefits in terms that make sense for your business:Return on CapitalReturn on EquityReturn on InvestmentEconomic Value AddedCash FlowPayback PeriodNet Present Value38Benefits Analysis: Non-FinancialExpress non-financial improvements* in terms that make both sense for the customer and your business:Reduced cycle timeImproved on-time deliveryIncreased flexibilityFaster responseReduced effortIncreased availabilityFewer defects* Includes customer service and quality.39Cost AnalysisWhen analyzing the costs it is important to distinguish between the design / implementation and the operation phase Cost associated with design and implementationTraining CostSystem CostDesign and Development CostCost of Change COGS impactResource ConsumptionRework CostCost of CapitalMaintenance Cost40SummaryThe simpler the presentation the better: most people do not know the project in detailUse the data generated in the previous steps to illustrate the difference between the as-is state and your solutionSpeak the language of the business: use standard methods and techniquesAssessing costs and benefits helps overcoming political resistance and manage expectationsDocument your assumptionsSelecting Solutions42Making a DecisionIf there is an obvious winner from the evaluation step, go with that choiceIf there is no clear choice, use decision makingConsensusMajority voteMinority voteOne person43Consensus Decision MakingConsensus IS NOT:A unanimous voteHaving everyone completely satisfied with the outcomeNecessarily anyones first choice. Everyone getting everything they wantEveryone finally coming around to the “right” opinionConsensus IS:A search for the best decision through the exploration of the best of everyones thinkingEveryone understands the decision and can explain why it is bestEveryone has had an opportunity to be heard44When to Use ConsensusThe decision isHigh impactHigh consequenceEmotionally chargedFull of controversyWide diversity of opinionA better decision will be made ifYou get everyones opinions and thoughtsYou get full buy in from all participantsYou have a structured process that helps your team listen to each other45Consensus Process1. Discuss2. CheckHas agreement been reached? If not, continue.3.46Tips for Consensus Decision-Making Use a facilitator. Take good notes. Balance power. Make sure there is enough time. Search for alternatives that meet the goals of all members. Encourage all members to participate fully. Listen carefully. Check for understanding. Be open to new ideas, but dont change your mind simply to avoid conflict or speed up the decision. Dont just argue for your point of view. Seek out differences of opinion. Have people play devils advocate.47Selecting Solutions: ReviewInvolve peopleUse