六西格玛管理的导入(英文版).pptx

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1、 Motorola University & MASET, LLC.Total cycle time Total cycle time reductionreduction Motorola University & MASET, LLC.A business achieve total customer A business achieve total customer satissfactionsatissfaction when its workforce when its workforce Motorola University & MASET, LLC. Motorola Univ

2、ersity & MASET, LLC.Total cycle time reductionTotal cycle time reduction- - a a competitive toolcompetitive tool Responsiveness to market and customer needs Reduced cost Improved profits Improved total customer satisfaction Increases asset utilization Motorola University & MASET, LLC.Business evolve

3、s over timeAt first a good process is establishedAt first a good process is establishedBuesinessBuesiness needs gradually change the needs gradually change the process.process.The changes are not always for the The changes are not always for the bettterbettter. .Everyone ties to do their best but th

4、e Everyone ties to do their best but the process evolves to the current state.process evolves to the current state.Probably few people have looked at the Probably few people have looked at the complete process from start to plete process from start to finish. Motorola University & MASET, LLC.If we a

5、re to improve we must completely understandwe must completely understand what we dowhat we do a andnd h howow we do it we do itt then we will discoverhen we will discover how to do it better.how to do it better. Motorola University & MASET, LLC. As Is The present level of performance at which a busi

6、ness process or function is operating Should Be A level of performance that a business can achieve using current resources Could Be A level of performance that cant be achieved through the strategic addition of new resources Issues Problems,disconnects,and/or opportunities for improvement (missing,u

7、nnecessary,or poorly performing steps).Total cycle time termsTotal cycle time terms Motorola University & MASET, LLC.Greast performance improvementachieved with present resourcesCould beShould beAs istime9-12 monthsWith addition resourcesWith present resourceBusiness performance Motorola University

8、& MASET, LLC.Flow chartFlow chartSequential flow of a simple processSequential flow of a simple processRelationship mapRelationship mapDiagrams how the pieces of a system Diagrams how the pieces of a system interrelate within an organizationinterrelate within an organizationCross-functional process

9、mapCross-functional process mapDiagrams the specific steps taken to Diagrams the specific steps taken to accomplish a task,organized by which accomplish a task,organized by which function is responsible for the stepfunction is responsible for the stepIncludes time required to perform each stepInclud

10、es time required to perform each stepMapping is used to diagnose cycle time Mapping is used to diagnose cycle time problemsproblems Motorola University & MASET, LLC.Process flow chartWalk inDoorWait inLineFill OutFormGive FormtoCounterReceiveFormGive FormtoGarageWait untilReadyDrive CarintoGarageSta

11、rtDrive CarOn LiftRaiseLiftHaveContainers?SelectContainerDrainOilLowerLiftCallWarehouseDeliverContainersYesNoHaveCorrectOil?Put in OilGive Formto CounterDrive Carto ParkingLotCallWarehouseDeliverOilYesCollectMoneyCorrectChange?YesPick upCarDriveAwayExitMake ChangeNo Motorola University & MASET, LLC.

12、Relationship mapping for any businessProductDesigns/ServicesFinanceMkt/SalesNew Product/ServiceSuppliersMfg./Order FulfillmentDistributionMarketPlacePersonnelCapitalRevenuesBudgetsPromotionsLeadsProduct/Service IdeasOrdersRaw Materials/ResourcesHuman ResourcesProductTechnology Motorola University &

13、MASET, LLC.As is map purchasing a car Motorola University & MASET, LLC.BAyesAs is map purchasing a car(cont.) Motorola University & MASET, LLC.ATake customer to business manageryesno15M 1HAccept?BOffer acceptedGo to bussiness manageerGoback to salesCheck out new carDrive off lot5M 30MMeet customerFi

14、ll out formsFill out formsGo back to sales = 3H40M - 54H 30MAs is map purchasing a car(cont. ) Motorola University & MASET, LLC.20M 1H10M 20M= 45M 2h 20m15M 1HShould be purchasing a car Motorola University & MASET, LLC.Team activity Ongoing involvement of champion/sponsor and steering committeengoin

15、g involvement of champion/sponsor and steering committee39-52 weeks Identify the process and plan the project4 weeksPart-time “As is” “As is” SessionSession3-5 days Involve Involve others withothers withmap andmap andissuesissues 3-5 weeksPart-time “Should be” Should be” SessionSession3-5 days Actio

16、n item TeamsDevelopPlans3-5 weeksPart-time Detailed Design andimplentation7-10 months Motorola University & MASET, LLC.Cross-functional process mapping“As is” cycle time Motorola University & MASET, LLC.Reduce cycle timeReduce cycle timeEliminate wasterEliminate wasterWaste is everything other than

17、the absolute minimum resources of Waste is everything other than the absolute minimum resources of material,machines and workforces required to add material,machines and workforces required to add caluecalue to the to the productproductAll non-value added activity is considered wasteAll non-value ad

18、ded activity is considered wasteIncrease effectiveness of current activities.Increase effectiveness of current activities.Simplify the processSimplify the processReduce costReduce costFind he causes of errors and eliminateFind he causes of errors and eliminateRedefine the process currently being use

19、d.Redefine the process currently being used.Why cross-functional process mapping Motorola University & MASET, LLC. Motorola University & MASET, LLC.iGuide and monitor the activityiRemove roadblocksiKeep senior management informed of status of CTRiCommunicate to all employees the effectiveness and st

20、atus of the CTRiEncourage the teamiInsure frequent meetings are heldiMntor the action item owners Motorola University & MASET, LLC. Motorola University & MASET, LLC.Empower,secure the team & limit capital investment Motorola University & MASET, LLC.Choose two outside facilitators Two facilitataos re

21、quired Use trained facilitators Someone impartial Not involoved in the process Motorola University & MASET, LLC.Conduct the “as is” session Usually 3 to 5 continuous days Major output Define issues60% Build the team 20% Understand the complete process15% Develop the map 5% Motorola University & MASE

22、T, LLC.Review with others Show the map to many people in the organization Cover all the issues with as many associates as possible Solicit additional issues from others Build enthusiasm to fix/improve the process Collect ideas for the should be Obtain buy-in of the change process Motorola University

23、 & MASET, LLC. Usually 3 to 5 continuous days Major output Develop a set of action item 40% Transfer ownership of the process to those who do the work 30% Develop a picture of the should be15% Establishment of change agents at yur company 15% Develop the should be Develop the should be map(visionmap

24、(vision) ) Motorola University & MASET, LLC.Incorporate projec management training Develop project objective statement Identify deliverables Develop flexibility matrix & work breakdown structure Establish schedule and gantt chart Creat risk management plan Monitor project to schedule Motorola Univer

25、sity & MASET, LLC. any change from as ia to th e should be require an action itemA team member becomes the action item ownerAction items are spread around so each team member has at least oneTypically 30 to 60 action itemsThe sum of the action items is the action planFull time team leader manager th

26、e implementationPrepare action plan Motorola University & MASET, LLC. Motorola University & MASET, LLC. Motorola University & MASET, LLC.Implement action plan Motorola University & MASET, LLC. each action item to be measurableeach action item to be measurable Establish measurement points Establish m

27、easurement points Begin measuring Begin measuring Show actual versus should be goal Show actual versus should be goal If progress does not occur determine If progress does not occur determine why and fixwhy and fixMeasure results Motorola University & MASET, LLC. Re-map every 18-30 months Spread awa

28、reness through training Senjor management continued interest and attention Reward and recongnition should tie to CTRContinuous improvement Motorola University & MASET, LLC.Value-added activity list seven industries Motorola University & MASET, LLC. For manufacturing：65-70% reduction For administrati

29、ce and service functions: 80-95% reductionTypical experience in total cycle time reduction Motorola University & MASET, LLC.Cycle time reductionhas many benefitsMotorola Pagers40 daysLess than 1 hour Motorola University & MASET, LLC.1987 closing 3s s 9 days daysApril 1990 closing 5s s 4 days daysJun

30、e 1992 closing 6s s 2 days daysHit a brick wallHit a brick wallPresent objective close on demandPresent objective close on demandMotorola financial closingMotorola financial closingCycle timeTotal procurement cycle timeTotal procurement cycle timeTotal delinquencies to customer requestTotal delinque

31、ncies to customer request06121824303642485460Jan.Feb.Mar.Apr.MayJun.Jul.Aug.Sep.Oct.Nov.Dec.0102030405060708090100Delinquent 96 Shipped96 ShipTotal manufacturing cycle timeTotal manufacturing cycle time02468101214161820Jan.Feb.Mar.Apr.MayJun.Jul.Aug.Sep.Oct.Nov.Dec.Total customer cycle timeTotal cus

32、tomer cycle time05101520253035404550Jan.Feb.Mar.Apr.MayJun.Jul.Aug.Sep.Oct.Nov.Dec.actualgoal0102030405060708090 100Jan.Feb.Mar.Apr.MayJun.Jul.Aug.Sep.Oct.Nov.Dec.daysDecilinquent ordersdaysdaysactualgoalactualgoalactualgoal Motorola University & MASET, LLC.Culture change must be driven from the top

33、Top-down commitment and involvementTop-down commitment and involvementSet the Set the example,beexample,be active in the audit process active in the audit processMeasurement system to track progressMeasurement system to track progressAt both macro and micro levelAt both macro and micro levelCommon w

34、ell-understood set of metricsCommon well-understood set of metricsTough goal Tough goal setting(Reachsetting(Reach out!) out!)Provide the required educationProvide the required educationSpread the success storySpread the success storyRecognize and reward those who contributedRecognize and reward tho

35、se who contributed Motorola University & MASET, LLC.Motorolas lessons learned Introduce quality improvement and total cycle time reduction efforts concurrently and not as separate “programs” Tie corportate initiaives to total customer satisfaction Link all toolsno separate “cannonballs ” . take a systems approach. Tell the workforce “why” Motorola University & MASET, LLC.Q & A