Measure Perance sigma(ppt129).pptx

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1、Introduction and Determine What to MeasureVersion Nov 200211.01.0Define Define OpportunitiesOpportunities2.02.0Measure Measure PerformancePerformance3.03.0AnalyzeAnalyzeOpportunityOpportunity4.04.0ImproveImprove Performance Performance5.05.0Control Control PerformancePerformance1.1Validate Business

2、Opportunity1.2 Document and Analyze Processes1.3 Define Customer Requirements1.4 Build Effective Teams2.1 Determine what to measure2.2 Manage measurement2.3 Understand variation2.4 Determine Sigma Performance2.5 Excellent team performance3.1 process stratification and Analysis3.2 determine root caus

3、es3.3 validate root causes3.4 manage creativity4.1Generate improvement ideas4.2 evaluate and select solution4.3 present recommendations4.4 Implement change5.1 Develop and Execute pilot plan5.2 plan and implement solution5.3 process integration5.4 closure and recognitionDefine OpportunitiesMeasure Pe

4、rformanceAnalyze OpportunityImprove PerformanceControl PerformanceVersion Nov 20022 In Section 1.4,we learned how to： Understand the role of effective teams in process improvement. Apply team evaluation tools to identify opportunities to improve team effectiveness. Section 2.0，Measure Performance, c

5、overs the following areas:1.1ValidateBusinessOpportunity 1 .2 Document andAnalyze Processes 1.4 Build Effective Teams 1.3 Define Customer Requirement Prepared Team 2.1 Determine what to measure 2 .2 Manage Measurement 2.4Determine Sigmaperformance 2.3 Understand Variation 2.5Excellent Team Performan

6、ce Version Nov 200232.1Determine What to MeasureUnderstand the role that data plays in process improvementUnderstand the cause and effect relationships that occur inside the teams processDetermine the indicators needed to evaluate current process performance2.2Manage MeasurementUnderstand different

7、types of data and how each type can provide the team with different insights and knowledge of a processDevelop operational definitions and data collection plans that build validity and consistency in the data which the team gathers2.3Understand VariationUnderstand the concept of variation and how a

8、process can be evaluated by assessing its variation over timePlot and calculate the variation of the teams business processGain hands on experience with the use of the statistical software package MINITABTM2.4Determine Sigma Performance Understand the various calculations associated with determining

9、 process sigmaCalculate the sigma performance of the teams processCalculate the rolled-up Sigma for the business2.5Excel Team PerformanceUnderstand the role of high-performance work teams in process improvementUse team diagnostics and assessments to evaluate the team strengths and opportunities for

10、improving its own performanceVersion Nov 20024Determine What to MeasureVersion Nov 20025ObjectiveTo identify different types of measures and an understanding of how the measures relate to critical customer requirements.Key TopicsPerformance MeasurementInput, Process,and Output IndicatorsIndicator Re

11、lationships 2.4 Determine Sigma Performance2.1Determine Whatto Measure2.2 Manage Measurement 2.3 Understand Variation 2.5 Excel Team PerformanceVersion Nov 20026供货商供货商流程输入流程输入业务流程业务流程流程产出流程产出关键客户要求关键客户要求基于联合客户期望和流程基于联合客户期望和流程业绩表现的重要决定业绩表现的重要决定输入衡量流程衡量产出业绩表现衡量客户价值Version Nov 20027Input IndicatorsProc

12、ess IndicatorsOutput IndicatorsMeasures that evaluate the degree to which the inputs to a process, provided by suppliers, are consistent with what the process needs to efficiently and effectively convert into customers-satisfying outputs.Examples:#of customer inquiriesType of customer inquiries# of

13、orders# of positions openType of position openAccuracy of the credit analysisTimeliness of the contract submitted for reviewMeasures that evaluate the effectiveness, efficiency and quality of the transformation processes-the steps and activities used to convert inputs into customer-satisfying output

14、sExamples:Availability of service personnelTime required to perform credit review%of non-standard approvals required#of qualified applicantsTotal cost of service deliveryTotal overtime hoursMeasures that evaluate dimensions of the output-may focus on the performance of the business s well as that as

15、sociated with the delivery of services and products to customers.Examples：#of calls/hour taken by each service rep2nd year customer retention figuresTotal # of meals delivered%customer complaintsEffective improvement requires information from the entire supplier-customer,cause and effect relationshi

16、p.Customers:Suppliers: Inputs: Outputs:ProcessStart Boundary_End Boundary_Version Nov 20028Efficiency MeasuresCost per transactionTime per activityAmount of reworkTurnaround timeVariability of an activityEfficiency MeasuresPercent defective Number of errorsTotal response timeInvoice/billing accuracy

17、Revenue InputIndicatorsProcessIndicatorsOutputPerformanceIndicatorsCTQSCTPSVersion Nov 20029VOB-Voice of the BusinessCBR-Critical Business RequirementsCTP-Critical to the ProcessVOC-Voice of the CustomerCCR-Critical Customer RequirementsCTQ-Critical to QualityVOBBusinessIssuesCBRSCTQSCTPS OutputIndi

18、catorsCCRSCustomerIssuesVOCVersion Nov 200210CTPSCost/UnitProductivityCompliance withRegulationsChangeover TimeSafetyTraining HoursCTQSPrice/UnitDelivery TimeDimensionsPurityReliabilityColorService LevelProcess OutputIndicatorsCTQSCTPSCritical to:The CustomerThe MarketCritical to:The BusinessThe Reg

19、ulatorThe EmployeesVersion Nov 200211Success Derived From Project Focus Example:Medical Diagnostic Tube LifeAfter 8 projectsJanuary96 to May 97 average tube life doubled.Yy1Oil Dielectric QualityGTD-3y2Focal Spot ControlGTD-7y3Generators SpitsGTD-17y4Rotor Failures GD-14ynX4,1X4,2X4,3X4,4X4,NX2,NX3,

20、NX2,4X2,3X2,2X3,1X3,2X3,3X3,4X2,1X1,NX1,4X1,3X1,2X1,1Top level Y is big enough to be seen at OBU level-an operational business objective.Frequently the parent project does at least a verification of this top level Y with the customer Version Nov 200212In the previous section, teams translated a vari

21、ety of VOC data into critical customer requirements. Teams were careful to recognize that some customer feedback and statements need to be clarified, and that a process for specifying CCRs involves considering key issues customers may have with a product or service. From these issues, the team was a

22、ble to specify the critical customer requirements of the process output.Some CCRs may be measured in terms of one specific expectation a customer has. Others may require several output indicators. The table shows how one CCR can have one or several associated output indicators.Output IndicatorProduc

23、t delivery cycle time from the completion of the customer order to the delivery of the productNumber and type of vehicle specifications delivered correctly Actual delivery time VS promised Delivery time for each vehicleNumber of times vehicles were delivered to location other than what is specified

24、on agreementCritical Customer RequirementProduct is delivered within three hours of order taken.Right vehicle is delivered at the right time to the right locationOutput IndicatorNumber and type of vehicle specifications delivered correctlyActual delivery time Vs promised delivery time for each vehic

25、leNumber of times vehicles were delivered to location other than what is specified on agreement critical Customer RequirementThe vehicle delivered meets the vehicle specifications as described in the contract.The vehicle is delivered within the time specified in the contract.The vehicle is delivered

26、 at the location specified in the contract.Version Nov 200213In addition to making sure that the indicators provide the team with valid and quantifiable data, teams must be sure that what they are measuring actually enables them to evaluate the cause and effect relationships occurring inside the pro

27、cess. Below is a list of questions that each team should review after identifying output, process, and input indicators.Are each of the process indicators true “predictors,”or leading indicators, of at least one output indicator?Do the process indicators evaluate areas of the process that are known

28、to adversely affect the quality of the process output?Has the team identified process indicators for the process variables that most influence the ability of the process in meeting critical customer requirements and therefore the output indicators?If a critical customer requirement is not met,does t

29、he team know why(root cause)? What additional process indicators may be needed to answer this question?Version Nov 200214 Input indicators allow measurement of the consistency of the inputs to the process. Do the input indicators measure the critical requirements we have of our suppliers products or

30、 services? Do the indicators measure elements of the input that are known to affect the ability of our process to meet critical customer requirements? Are the input indicators true “predictors,” or leading indicators,of at least one process indicator? Do the indicators measure aspects of the input t

31、hat would, within a specified tolerance, eliminate significant inspection, scrap,rework or excessive cycle time?Version Nov 200215Link Output Performance to Process and Input IndicatorsFirst look to establish output indicators because they indicate how effective your process is at meeting CCRs. Once

32、 you understand the key output performance measures, determine what key input and process indicators you need in order to meet the desired outcomes and therefore satisfy customer requirements. You can use a relationship matrix to help show the relationship between the output performance measures and

33、 key input and process measures. The relationship matrix will help prioritize the most important measures.Note: The strength of the relationship is based on how likely changes in the input of process indicator will cause changes in the output indicator.Version Nov 200216Example:Call CenterRelationsh

34、ip of Process & Input MeasuresNote:The strength of the relationship is based on how likely changes in the input/process measure will cause changes in the output performance measure. process &Input Output Indicators Performance IndicatorsAnswer SpeedEmployee ExperienceFirst Time ResolutionCall Abando

35、n Rate Customer Satisfaction Strong Relationship weak Relationship medium Relationship Blank No RelationshipVersion Nov 200217 In 2.1 Determine What to Measure, we learned: The role that data plays in process improvement The cause and effect relationships that occur inside the teams process How to d

36、etermine the indicators needed to evaluate current process performance In 2.2 Management Measurement, we will learn: The different types of data and how each type can provide the team with different insights and knowledge of a process How to develop operational definitions and data collection plans

37、that build validity and consistency in the data which the team gathers2.1 Determine Whatto Measure 2.2 Manage Measurement 2.3 Understand Variation 2.4 Determine Sigma Performance 2.5 Excel Team PerformanceVersion Nov 200218Manage MeasurementVersion Nov 200219objective To establish a discipline and a

38、 methodology to be cost-efficient and effective in collecting data to measure performance.Key Topics Data Collection Operational Definition Measurement Plan Performance Date Versus Cause Data Sampling 2.1Determine What to Measure2.2Manage Measurement2.3 Understand Variation2.4 determine Sigma Perfor

39、mance2.5 Excel Team PerformanceVersion Nov 200220Measurement management starts with a data collection methodology.Data Collection MethodIdentifyMeasuresStep 2Develop measurement planStep 1Develop operational definitionsfor measureStep 3Collect dataStep 4Display and Evaluate dataVersion Nov 200221Ste

40、p 1:Operational DefinitionAn operational definition is a concept that helps guide the teams thinking on what they need to measure as well as the key attributes of the measure:what,how,and who. It provides the foundation for the team to reach agreement and build consistency and reliability into data

41、collection. This helps ensure any person using the agreed-on definition will be measuring the same thing.Operational DefinitionA precise description of the specific criteria used for the measures(the what),the methodology to collect the data(the how),the amount of data to collect(how much),and who h

42、as responsibility to collect the data(the who).Provides everybody with the same meaning.Ensures that consistency and reliability are built in up front.Describes the scope of the measure(what is included and what is not included).“an operational definition puts communicable meaning into a concept。”-W

43、。Edwards DemingExample:Operational DefinitionPoor:Cycle time for applications.Good:Collect data from all applications received by fax from January 3,1999 to January 17,1999. The response time will be determined by the date and time of the fax received as shown on the faxed application to the time th

44、e approval or rejection letter is faxed to the applicant as shown on the fax log.Version Nov 200222Operational definitions enable a team to fully agree on how a particular characteristic of a process is to be measured. It is the process characteristic that is critical to the satisfaction of the cust

45、omer.Therefore, when developing an operational definition,it is important for the team to fully understand and agree that the definition reflects exactly what information the team is attempting to gather on the process.Clarity is even more important when developing and selecting the measures that wi

46、ll be used to determine the sigma performance of a process.Operational definitions may determine if a team is to count all the defects on an invoice(required to calculate defects per million opportunities) or the total number of defective invoices(any invoice with any defect) or the type of defects

47、encountered on an invoice (to eliminate the most common defects first). Each of these cases may require a very different approach for gathering the data.Operational definitions help ensure that the team does it right the first time when it comes to data collection.Version Nov 200223Objective To prac

48、tice developing an operational definition.(20 minutes)Instructions 1.Select one of the first three examples below and one from your process. 2.Write an operational definition for each that will be clear to all who need to understand it .3.Prepare to share the definitions with the class.A.On-Time Dep

49、artures. A consumer organization wants to rate airlines on how successful they are at meeting the departure schedule as put forward by airports. But before the organization can start it needs an operational definition of when the airplane departs.B. Customer Complaints Reduction. A fast food restaur

50、ant wants to reduce the number of complaints it receives. It needs an operational definition of complaints before it can start to measure it. C.Knowledgeable Staff. A customer service organization wants to be able to assess how knowledgeable its staff is at meeting the customer needs. It needs an op