SIXSIGMADEPLOYMENTPRACTICE（英文PPT43.pptx
Six sigma deployment practice1OutlineqDeployment strategyqResource planningq福特汽車如何因應挑戰？福特汽車如何因應挑戰？q2002年的全新挑戰年的全新挑戰q交流時間交流時間2DeploymentStrategy3Breakthrough Improvement5 S workplaceVisual FactoryStandardized WorkDMAICQuality ToolsSix Sigma MethodologyPhaseWorld class qualityWe cant sustain a visual factory without 5SWe cant sustain standardized work without visual factory We cant sustain six sigma without standardized workQuality tool is the engine, Six sigma is Turbo-chargeDFSSWe cant meet six sigma without six sigma discipline 4Deployment planning flow.Black BeltSMTraining- 1 monthExecutive BriefingsBuilding InfrastructureProduct/Process Baselining- 2 month- 3 month- 5 month- 6 monthMeasurement is key in the approachVision, Goals, Leadership, Structure, ResourcesDeploymentPlan- 4 monthProduct &Process Focus for ProjectsTimeline5Initial Strategy and Deployment Metrics 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 skillsHow Did We Start - Long Term Vision and Initial Strategy20002001200220032004Start up, build critical mass & infrastructureCompleted infrastructureAnd produce measurable resultsFull integrationCompetitive AdvantageDMAICDFSS6CY 2000 - Start UpTrain Critical MassLearn to Use the MethodologyBuild Infrastructure 147Complete Building Infrastructure Start Becoming Self-ReliantCustomer/Business Feels Results Prepare for IntegrationCY 2001- Acceleration158 6-Sigma Becomes The Way We Do Business DFSS in Full Deployment Black Belts and Master Black Belts Start to Become Leaders at Operations Green Belt Training Reaches Wider in the OrganizationCY 2002-2003 Full Integration169Becomes Benchmark of the Industry In:Transformation SpeedBreak-through Customer Satisfaction and Business resultsSix sigma training to suppliers and dealersCY 2004- Leverage1710Resource Planning11It Takes More Than Tools to ImproveTo ensure that the company 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 performanceAs capability increases, the benefits multiply and productivity of the company improvesIt takes skilled resources to make six sigma happen12 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 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 methodsResource Planning Challenges13Who Are the Key Players? Executives Deployment ChampionsSM Project ChampionsSM Black BeltsSM Green BeltsSM Master Black BeltsSM Process Owners HR Training Finance IT Communications146s s Project Champions6s s Deployment Champion(s) SMBusiness Unit LeaderCEO Corporate 6s s Senior ChampionSMHR DeploymentChampionSMIT DeploymentChampionSMFinance DeploymentChampionSMPRDeploymentChampionSMBusiness OperationsLeaders6s sHR Manager6s s Financial ManagerGreen BeltsSM6s sIT ManagerTrainingDeploymentChampionSM6s s MasterBlack BeltsSM6s s Comm. Manager6s s Training Manager6s s Project ChampionsSM 6s s Black BeltsSM6s s Deployment Infrastructure6s s Executive CouncilSix Sigma Deployment Roles15 Owns vision, direction, integration, results Leads change Project owner Implements solutions Black BeltSM manager Full time Trains and coaches Black BeltsSM and Green BeltsSM Full time Facilitates problem solving Trains and coaches Project Teams Project-specific Knowledge sharingAll employees Understand vision Apply concepts to their job and work area Helps Black BeltsSMMaster Black BeltsSMBlack BeltsSMGreen BeltsSMProject Team MembersChampionsSMExecutivesCross-Functional Cooperation Needed16The Evolution of a Project vs. Level of Responsibility / DriveLevel of driveBlack BeltsSMTeam /Process OwnerTimeProjectHand-offMeasureAnalyzeImproveControl / SustainDefine17HUMAN RESOURCE PRACTICES3018Human Resource Practices Career Planning & Development Black Belt candidate selection Promotional Practices During or after assignment Performance Review3119Black Belt Assignment24 Months Support Structure ChampionDeployment DirectorOrganization Mgt & PDCInput & ReviewPDC2HR/Deployment DirectorNew Assignment3 MonthsBefore EndOf AssignmentChampion Meets/Assigns ProjectManagement Selects CandidateInput & Review PDC/HR/ ChampionDeployment Director HR 3220Successful Black Belt Characteristics Communication: Utilizes formal and informal written and oral communications to clearly and concisely convey ideas and obtain requisite 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 the integration of solutions needed for success.21Successful 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 achieve 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.22Career Planning & Development Who is Responsible? 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 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 profile3323Promotional 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 concur3424Performance Review Objective Setting, coaching, 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 compensation planning purposes3525Project selection26Engineer 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 processProcessMapProcessMeasuresProcessEvaluationProcessBenchmarksInvestmentAllocationProjectSelectionCriteriaTechnologyAssessmentSource: Gregory H. Watson, Business Systems Engineering (New York: John Wiley, 1994).Flow ChartingBenchmarkingScorecardPrioritizationSelecting Significant Projects27Transforming Customer Feedback Into SAQ and then Six sigma ProjectsSingle Agenda for Quality and Customer SatisfactionTop 25 issuesDevelopActionable ProjectsIdentify GenericCritical XsHigh MileageDFSSNew Product ContentMeasure and Monitor Critical XsIdentify Critical Xs Out of SpecificationDevelop Action to Restore Critical Xs MBB ActionVRT(Process owner)Black Belt Project LeaderQOSDMAICGreen Belt Projects28o Project is supportive of key business objectiveso Project is focused on an ongoing processo The process is measurable, “Y”, an indication of whether or not the process is successful (may or may not be currently measured)o The process is creating defectso Project is linked to a customer CTS (Critical To Satisfaction)o A 70% reduction in defects results in a Value of Customer Satisfaction Improvement of _o Process will continued to be used for some period of timeo 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 Checklist29 YesWhat Makes a Good 6-Sigma Project? Recurring events Narrow scope Available metrics or measurements that can be developed quickly Control of the process Customer-focused Linked to corporate or business unit objectives Annual cost savings of $250K (target) 70% defect reduction possible 30Knowledge management31Record, share and train Six sigma resource and practice sharing Global Ford project replication Global Ford training resource allocation Global Ford project tracking and management Global Ford mega project training Global Ford project status review32333435Summary36Leadership Components of Successful Six Sigma Deploymentskillsstructuretoolswill37 Six sigma infrastructure must be integrated across functions and levels of organization for high momentum Six sigma must be driven hard during launch to build momentum Six sigma deployment demands leadership and management focus Responsibility and authority must be clearly defined Cross functional consensus is required Tasks must be assigned in a logical way Results need to be delivered sooner rather than laterSix Sigma Infrastructure38Values Six sigma is a significant investment and needs good management It needs to be driven especially hard during launch The delivery of results will be impaired if training & projects are not completed on a timely basis Six sigma scorecard should be integrated into existing management reporting, be actively reviewed and should: Inform of status Drive the right behaviors Stimulate action39Things to Measure% of Champions from top levels of management% of Champions reviewing project each week% of projects reviewed by executives each month% of Black BeltsSM from top 25% of employees% of Black BeltsSM 100% dedicated# and types of projects identified$/project# projects/Black BeltsSMChampionSM and Black BeltSM retention40The Basic Ingredients for SuccessThe rate of deployment must be geared to theavailability of the basic ingredients!RightProjectChampionSMSupportRightBlack BeltSMSuccess41Lesson learnt Keep employees learning better skills for running business Cultivate our future leaders Cross functional engagement Project selection through systemic process Project implement through team work effort Broadly use of statistical analysis Frequent project review Incentive and recognition through policy42DEFINE PROBLEM / ISSUEStrategyPrevent defect(s) Eliminate defect(s)CHARACTERIZEDEFINEOPTIMIZEVERIFYMEASUREANALYZEIMPROVECONTROLBlack belt project toimprove mfg. capabilityMfg. process cannot provide sufficient improvement. Need reduced product sensitivity to mfg. noise.Dont wait for DCOV to solve DMAIC issues 43
