6SIGMA盟主訓練營精编版.pptx

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1、Six Sigma DeploymentLeading Six SigmaChampion WorkshopSix Sigma Deployment领导领导Six Sigma活动活动盟主训练营盟主训练营Staying FocusedCommunicatingReviewing ProgressRecognizing AchievementIncreasing ExpectationsLeadership Themes3关注重点问题关注重点问题沟通沟通回顾进展回顾进展赏识成绩赏识成绩提升期望提升期望领导能力的主题领导能力的主题4Staying FocusedMaintain focus on t

2、he goals of the projects and the long term direction of six sigmaFocus the organization on the tools methodology and the culture of teamworkReview Business Systems to ensure that are aligned with the environment of constant change Review Projects in Detail to provide direction and support to the bel

3、ts and teamsMonitor Financial Results to make sure that there are solid contributions to operational and strategic plansStaying FocusedCommunicatingReviewing ProgressRecognizing AchievementIncreasing Expectations5关注重要问题关注重要问题将注意力聚焦于项目的目标和六个希格玛的长期方向组织建设要关注工具方法和团队合作的文化检讨业务体系以确保它能适应环境的持续变化仔细检讨项目从而为项目负责

4、人和项目小组成员提供导向和支持监控财务结果以确保它们对运营和战略计划有切实的贡献Staying FocusedCommunicatingReviewing ProgressRecognizing AchievementIncreasing Expectations6Ensure Project CompletionFor a project to be complete,a few criteria mustbe met:Business/financial impacts documented and validated by the finance and business managem

5、ent Review of the project for application of the improvement roadmap Documented and implemented control planProper transfer to the process owner(s)7确保项目的完成确保项目的完成项目结案必须符合一些条件：对业务/财务的影响由财务和业务部门的管理层进行文件化并确认检讨确认项目已应用改进指南已将控制计划文件化并实施妥善移交给流程负责人8Check Business ImpactFinance is involved in project selectio

6、n:Financial goals are properly calculatedFinancial results are bridged to the bottom lineBusiness Managers are required to sign-off on projects in support of their business impact:Therefore,Business Managers must be included in project reviews9检查对业务的影响检查对业务的影响财务人员要参与项目的选择：合理计算财务目标财务方面的成果能体现在财务底线中由业务

7、经理来批准那些支持他们业务的项目是否能够结案：因此，业务经理必须参加项目检讨1020002000 EPSEPSAcquisitions/Acquisitions/DivestituresDivestituresBusiness Business RevaluationRevaluationSales Sales GrowthGrowthSector Sector Census Census ReductionReductionPlant A at Plant A at Full Full CapacityCapacityPlant B Plant B Yield&New Yield&New P

8、rod Prod QualificationsQualificationsOther Other Six Six SigmaSigmaMaterials Materials ManagementManagementInflationInflation2001 2001 EPSEPSSix Sigma ImpactCompany As 2001 Net Income GrowthA Solid Plan Grew Earnings by 14%in 2001A Solid Plan Grew Earnings by 14%in 2001(0.14)0.060.440.180.030.050.30

9、0.43(0.92)Delta=0.431120002000年年年年每股收益每股收益每股收益每股收益兼并兼并兼并兼并/资产剥离资产剥离资产剥离资产剥离业务再评估业务再评估业务再评估业务再评估销售增长销售增长销售增长销售增长部门人部门人部门人部门人数减少数减少数减少数减少A A工厂已工厂已工厂已工厂已用足产能用足产能用足产能用足产能B B工厂产量和工厂产量和工厂产量和工厂产量和新产能认证新产能认证新产能认证新产能认证其它六个其它六个其它六个其它六个希格玛希格玛希格玛希格玛项目项目项目项目物料管理物料管理物料管理物料管理通货膨胀通货膨胀通货膨胀通货膨胀20012001年年年年每股收益每股收益每股收

10、益每股收益Six Sigma的影响的影响A公司公司2001年净收入的增长年净收入的增长稳健的计划使收入在稳健的计划使收入在20012001年增长了年增长了14%14%(0.14)0.060.440.180.030.050.300.43(0.92)Delta=0.4312You personally need to develop a communication plan Champions drive the success of the cultural change This requires communication at a number of levels:With your Le

11、adership TeamWithin the organizationWith other ChampionsWith Black BeltsCommunicating success drives culture changeCommunicating success drives culture changeCommunicatingStaying FocusedCommunicatingReviewing ProgressRecognizing AchievementIncreasing Expectations13您个人需要发展一个沟通计划发起人推动文化改变的成功进行这需要在各个层面

12、上进行沟通：与您的领导小组与组织与其它发起人与黑带成功沟通能驱动文化的改变成功沟通能驱动文化的改变成功沟通能驱动文化的改变成功沟通能驱动文化的改变沟通沟通Staying FocusedCommunicatingReviewing ProgressRecognizing AchievementIncreasing Expectations14Six Sigma Communication Planning15Six Sigma沟通计划沟通计划16Communication of project progress is essentialBlack/Green BeltsDetailed prog

13、ress reports and project results will be documented Weekly status updates sent to Champion,MBB and management members Formal project status reports generated monthly and distributed to all Leaders,Champions,and BeltsCommunicating Project Progress17沟通项目的进展是必需的黑带/绿带详细的进展报告和项目结果将被存档每周的最新进展要送交发起人、黑带大师和管

14、理层成员每月完成正式的项目状况报告，并送交所有领导、发起人和项目负责人沟通项目的进展沟通项目的进展18Champion Communications NetworkChampions need to network to:Share lessons learnedIdentify and facilitate interplant projectsDevelop and provide templates for reporting and project trackingDetermine the next steps to institutionalizing the process qu

15、ality initiative as a core competencyThe Champions need to determine the structure and charter for their group/networkMany Questions:How often should the Champions meet?How should the Champion group be structured?.19盟主沟通网络盟主沟通网络盟主需要网络来:共享要吸取的教训确认并推动跨厂际的项目开发并提供报告和项目跟踪的模板决定后续步骤来建立流程质量作为核心竞争力盟主需要决定他们小组

16、/网络的结构和章程问题:盟主应多频次地见面?盟主小组结构应如何组织?.20Champion Network Meeting Schedule21盟主网络会议日程盟主网络会议日程22Timely project reviews are a requirement People work on the items their boss feels is important enough to continuously ask aboutProject reviews frequencies Champions&Master BBs have weekly reviews Six Sigma Dir

17、ectors&MBBs conduct monthly reviews with division/market center managementGroup Management will hold quarterly reviewsWhat gets measured gets doneStaying FocusedCommunicatingReviewing ProgressRecognizing AchievementIncreasing ExpectationsReviewing Progress23必须进行项目检讨 人们的工作对象是那些他们的老板认为重要的足以连续地问关于项目检讨频

18、次 盟主和黑带大师每周检讨 Six Sigma主任和黑带大师与部门/市场中心管理进行月度检讨小组管理每季度检讨评估了什么评估了什么 做完了做完了Staying FocusedCommunicatingReviewing ProgressRecognizing AchievementIncreasing Expectations检讨进展检讨进展24Project Review Schedule25项目检讨日程表项目检讨日程表26I.Define/MeasureII.Analyze/ImproveIII.Control IV.Results&BenefitsProject:Black/Green

19、Belt:.Presentation Format27I.定义定义/评估评估II.分析分析/改进改进III.控制控制 IV.结果和收益结果和收益项目项目:黑带黑带/绿带绿带:.简报格式简报格式28I.Define/Measure-Process Map Identified HUGE Hidden Factory of multiple reworks!-C&E Matrix type Savings Calculations Sheet-Pareto lead to Waste Generation as Project FocusMeasurement System:-Identified

20、 that Visual Defects Measurement System needs standardizationII.Analyze/Improve-Identified Key Waste Generators-Reduced from 301 Process Inputs to 7 KPIVs-Identified Equipment failures that generate Waste-Identified Work Processes that generate Waste-Quantified other inefficiencies in the work proce

21、ss&activitiesIII.Control:Implemented a three step Control Plana)Standardize Visual Defects Measurement Systemb)Facilitate Work Processes to Recover Waste c)Recommend series of Action Steps to Improve Process Capability and Prevent Waste GenerationIV.Results&Benefits-Annual Savings of$400,000 from Wa

22、ste Recovery achieved VS original goal of$300,000.-Implementation Plan for reduced Waste Generation-Identified Five more BB and GB Projects to Improve System EfficiencyProject:Improve Special Products Efficiencies.Black Belt:Jim Smith.Example 129I.定义定义/评估评估-流程图确认 有多重重复加工的隐藏工厂有多重重复加工的隐藏工厂!-象要因矩阵分析的节约

23、计算单-Pareto分析形成作为项目重点的浪费产生项目分析形成作为项目重点的浪费产生项目评估系统:-确认虚拟评估系统需要标准化 II.分析分析/改进改进-确认重要的产生浪费的项目确认重要的产生浪费的项目-流程输入从流程输入从301项减少到项减少到 7 个个KPIVs-确认产生浪费的设备故障确认产生浪费的设备故障-确认产生浪费的工作流程确认产生浪费的工作流程-量化工作流程量化工作流程/活动中的其它低效工作活动中的其它低效工作III.控制控制:执行一个三步骤的控制计划执行一个三步骤的控制计划a)标准化虚拟缺陷评估系统b)推动工作流程减少/避免浪费 c)推荐一系列行动步骤来改进流程能力和防止浪费产生

24、IV.结果和收益结果和收益-年度减少浪费年度减少浪费$400,000对原来的对原来的$300,000.-减少浪费产生的执行计划-确认另外五个黑带和绿带项目来改进系统效率项目项目:改进特殊产品效率改进特殊产品效率.黑带黑带:Jim Smith.举例举例 130Define/MeasureY:Order-Bill-CollectDefect:Subsidiary overhaul shops with overdue receivables.Measure:$30 MM of overdue receivables.Gage R&R 30 days after hardware.Design/Im

25、prove“Digital”incoming inspection process established to prevent disputes.Worked with customers to allow us to bill them for estimated repairs for long cycle items.Digitally linked sub-tier supplier billing system into GE system,eliminating non-value added manual steps and lost paperwork.Validate/Co

26、ntrolDigital inspection results provided real-time to customers for every overhaul.Accuracy of estimated billing compared to actual charges and estimation model continually refined.Currently+20%,targeting+10%.Results:3%of bills disputed.Average bill sent out 5 days after hardware.Overdue receivables

27、 reduced by$29 MM.Accounts Receivables TeamExample 231定义/测量Y：受订开票收款不良品：Subsidiary overhaul shops with overdue receivables.测量:$30 MM 逾期应收未收帐款逾期应收未收帐款可重复性可重复性&可再现性指标可再现性指标 5%平均开票时间为实物交付后平均开票时间为实物交付后27天天有争议的发票为有争议的发票为16%分析分析利用流程图、ANOVA及方差的同质性对各商店进行比较：无论是平均值还是变异方面，不同商店的逾期应收帐款都有显著的差异；逾期应收帐款的金额与商店的规模、业务复杂

28、程度没有相关性实物交付后超过实物交付后超过30天的开票数天的开票数 与逾期应收帐款/有争议发票数比值之间的相关度为80%设计设计/改善改善“数字化”的收入核查流程确实可以防止争议与客户一同工作，使得我们可以为那些寿命较长物品的维修进行收费将次级供应商的开票系统与GE的系统进行数字化联接，可以消除许多无价值的手工步骤及一些无关紧要的书面作业 验证验证/控制控制开票估计值与实收金额比值的准确度及估计模型已越来越精确 目前值目前值+20%,目标值目标值+10%.结果：结果：有争议的发票数有争议的发票数3%平均开票时间为实物交付后平均开票时间为实物交付后5天天逾期应收帐款减少逾期应收帐款减少$29 M

29、M应收帐款小组应收帐款小组例例 232Black/Green Belts and Champions have a significant portion of their Performance related to the success of the Six Sigma projectsBenchmark data has shown the followingBlack Belt:50-75%of their performance related to success of projectsChampions&Green:25-50%of their performance rela

30、ted to success of projectsBelts and Champions must have a vested interest in project selection,completion,and success.R&R Suggestions33黑带、绿带及“盟主”绩效中的很大部分与Six Sigma项目的成功相关标竿数据如下：黑带：50-70%的绩效与项目成功相关“盟主”与绿带：25-50%的绩效与项目的成功相关黑带、绿带及“盟主”必须在项目选择、完成及成功上具有既得利益.关于奖励与表扬的建议关于奖励与表扬的建议34Team MembersBlack/Green Be

31、ltReward&Recognition Structure35组员组员黑带黑带/绿带绿带奖励与表扬的构成奖励与表扬的构成36Reward systems must be consistent across Groups,Divisions,and PlantsRewards should be correlated to the success of the project and the benefits to the businessRecognition should be public and formal at Plant,Division,and Group levelsIdea

32、s for R&R include:Gift certificates,Trophies/Plaques,Company giftsPublication/invitation to present at Company&Corporate levelsStaying FocusedCommunicatingReviewing ProgressRecognizing AchievementIncreasing ExpectationsRecognizing Achievement37奖励办法在集团、事业部、工厂间保持一致保持一致奖励应当与项目的成功及给业务带来的好处挂钩奖励应当与项目的成功及给

33、业务带来的好处挂钩无论在工厂、事业部，还是在集团层面，所有的褒奖无论在工厂、事业部，还是在集团层面，所有的褒奖都应该是公开的、正式的都应该是公开的、正式的奖励与表扬措施包括：授予证书，奖品/勋章，公司礼品公告/邀请其在全公司层面发表讲话Staying FocusedCommunicatingReviewing ProgressRecognizing AchievementIncreasing Expectations成就认可成就认可38Please discuss your ideas for Leading Six Sigma.Reach consensus on the most impo

34、rtant actions that need to be taken immediately after this workshopTake 15 Minutes and please be prepared to report to the groupIn Your Workout Teams39请各位就如何领导请各位就如何领导Six Sigma项目进行讨论。项目进行讨论。对于那些需要在此次训练营结束后即刻开展对于那些需要在此次训练营结束后即刻开展的行动项目，的行动项目，请达成一致意见请达成一致意见时间时间15分钟，同时准备向小组报告分钟，同时准备向小组报告小组训练作业小组训练作业401、

35、有时候读书是一种巧妙地避开思考的方法。3月-233月-23Friday,March 24,20232、阅读一切好书如同和过去最杰出的人谈话。22:00:4322:00:4322:003/24/2023 10:00:43 PM3、越是没有本领的就越加自命不凡。3月-2322:00:4322:00Mar-2324-Mar-234、越是无能的人，越喜欢挑剔别人的错儿。22:00:4322:00:4322:00Friday,March 24,20235、知人者智，自知者明。胜人者有力，自胜者强。3月-233月-2322:00:4422:00:44March 24,20236、意志坚强的人能把世界放在手

36、中像泥块一样任意揉捏。24 三月 202310:00:44 下午22:00:443月-237、最具挑战性的挑战莫过于提升自我。三月 2310:00 下午3月-2322:00March 24,20238、业余生活要有意义，不要越轨。2023/3/24 22:00:4422:00:4424 March 20239、一个人即使已登上顶峰，也仍要自强不息。10:00:44 下午10:00 下午22:00:443月-2310、你要做多大的事情，就该承受多大的压力。3/24/2023 10:00:44 PM22:00:4424-3月-2311、自己要先看得起自己，别人才会看得起你。3/24/2023 10:00 PM3/24/2023 10:00 PM3月-233月-2312、这一秒不放弃，下一秒就会有希望。24-Mar-2324 March 20233月-2313、无论才能知识多么卓著，如果缺乏热情，则无异纸上画饼充饥，无补于事。Friday,March 24,202324-Mar-233月-2314、我只是自己不放过自己而已，现在我不会再逼自己眷恋了。3月-2322:00:4424 March 202322:00谢谢大家谢谢大家