SIXSIGMADEPLOYMENTPRACTICE（英文PPT43 43页

Sixsigmadeploymentpractice1 OutlineDeploymentstrategyResourceplanning福特汽車如何因應挑戰？2002年的全新挑戰交流時間2 DeploymentStrategy3 BreakthroughImprovement5SworkplaceVisualFactoryStandardizedWorkDMAICQualityToolsSixSigmaMethodologyPhaseWorldclassqualityWecan’tsustainavisualfactorywithout5SWecan’tsustainstandardizedworkwithoutvisualfactoryWecan’tsustainsixsigmawithoutstandardizedworkQualitytoolistheengine,SixsigmaisTurbo-chargeDFSSWecan’tmeetsixsigmawithoutsixsigmadiscipline4 Deploymentplanningflow...BlackBeltSMTraining-1monthExecutiveBriefingsBuildingInfrastructureProduct/ProcessBaselining-2month-3month-5month-6monthMeasurementiskeyintheapproachVision,Goals,Leadership,Structure,ResourcesDeploymentPlan-4monthProduct&ProcessFocusforProjectsTimeline5 InitialStrategyandDeploymentMetrics80%of6-Sigmaresourcesdevotedtocustomersatisfaction1%ofpopulationcertifiedblackbeltsProjectselectionbasedonresolutionofcustomerissue,70%defectreduction,US$50KinwasteeliminationandTGWsavingsGreenbeltstrainedandapplyingskillsHowDidWeStart-LongTermVisionandInitialStrategy20002001200220032004Startup,buildcriticalmass&infrastructureCompletedinfrastructureAndproducemeasurableresultsFullintegrationCompetitiveAdvantageDMAICDFSS6 CY2000-StartUpTrainCriticalMassLearntoUsetheMethodologyBuildInfrastructure147 CompleteBuildingInfrastructureStartBecomingSelf-ReliantCustomer/BusinessFeelsResultsPrepareforIntegrationCY2001-Acceleration158 6-SigmaBecomesTheWayWeDoBusinessDFSSinFullDeploymentBlackBeltsandMasterBlackBeltsStarttoBecomeLeadersatOperationsGreenBeltTrainingReachesWiderintheOrganizationCY2002-2003–FullIntegration169 BecomesBenchmarkoftheIndustryIn:TransformationSpeedBreak-throughCustomerSatisfactionandBusinessresultsSixsigmatrainingtosuppliersanddealersCY2004-Leverage1710 ResourcePlanning11 ItTakesMoreThanToolstoImproveToensurethatthecompanydoeseventuallybreakfreeofitsrelianceonthese‘traditional’methods,itmustpossesstheresolvetoassignasufficientbodyofskilledresourcesfocusedondrivingforimprovedcapabilityandperformanceAscapabilityincreases,thebenefitsmultiplyandproductivityofthecompanyimprovesIttakesskilledresourcestomakesixsigmahappen12 StriketherightbalancebetweenimmediateandlongertermneedsAfirefightingculture,combinedwitharelianceoninspectionasameansofdeliveringcustomersatisfaction,haslimitedthedevelopmentofmanycompaniesIfacompanyistoprogressfrom3-4sigmacapabilitytowards6sigma,itmustfindandeliminatetherootcausesthatlimitprocess,andultimatelybusiness,capabilityWhilethisistakingplace,thecompanymust,intheshortterm,protecttheinterestsofthecustomerbythecontinueduseof‘traditional’methodsResourcePlanningChallenges13 WhoAretheKeyPlayers?ExecutivesDeploymentChampionsSMProjectChampionsSMBlackBeltsSMGreenBeltsSMMasterBlackBeltsSMProcessOwnersHRTrainingFinanceITCommunications14 6sProjectChampions6sDeploymentChampion(s)SMBusinessUnitLeaderCEOCorporate6sSeniorChampionSMHRDeploymentChampionSMITDeploymentChampionSMFinanceDeploymentChampionSMPRDeploymentChampionSMBusinessOperationsLeaders6sHRManager6sFinancialManagerGreenBeltsSM6sITManagerTrainingDeploymentChampionSM6sMasterBlackBeltsSM6sComm.Manager6sTrainingManager6sProjectChampionsSM6sBlackBeltsSM6sDeploymentInfrastructure6sExecutiveCouncilSixSigmaDeploymentRoles15 Ownsvision,direction,integration,resultsLeadschangeProjectownerImplementssolutionsBlackBeltSMmanagerFulltimeTrainsandcoachesBlackBeltsSMandGreenBeltsSMFulltimeFacilitatesproblemsolvingTrainsandcoachesProjectTeamsProject-specificKnowledgesharingAllemployeesUnderstandvisionApplyconceptstotheirjobandworkareaHelpsBlackBeltsSMMasterBlackBeltsSMBlackBeltsSMGreenBeltsSMProjectTeamMembersChampionsSMExecutivesCross-FunctionalCooperationNeeded16 TheEvolutionofaProjectvs.LevelofResponsibility/DriveLevelofdriveBlackBeltsSMTeam/ProcessOwnerTimeProjectHand-offMeasureAnalyzeImproveControl/SustainDefine17 HUMANRESOURCEPRACTICES3018 HumanResourcePracticesCareerPlanning&DevelopmentBlackBeltcandidateselectionPromotionalPracticesDuringorafterassignmentPerformanceReview3119 BlackBeltAssignment24MonthsSupportStructureChampionDeploymentDirectorOrganizationMgt&PDCInput&ReviewPDC2HR/DeploymentDirectorNewAssignment3MonthsBeforeEndOfAssignmentChampionMeets/AssignsProjectManagementSelectsCandidateInput&ReviewPDC/HR/ChampionDeploymentDirectorHR3220 SuccessfulBlackBeltCharacteristicsCommunication:Utilizesformalandinformalwrittenandoralcommunicationstoclearlyandconciselyconveyideasandobtainrequisitefeedback.DriveForResults:Sustainshighintensityandfocusovertimeevenunderadverseconditionswhileallocatingtimeandresourcestodeliversuperiorresults.ProblemSolving:Utilizingdisciplineapproachthatdemonstratestheexpertisenecessarytoevaluatecomplexconceptsandmanagetheintegrationofsolutionsneededforsuccess.21 SuccessfulBlackBeltCharacteristicsCourage:Takesbold,decisiveactiondespitepotentialconflictbasedoncalculatedriskandassumesaccountabilityforoutcomes.FunctionalProficiency:Appliesfunctionalknowledgeandskillstoconsistentlyachievesuccessfulresults.Leadership:Empatheticandinspirationalwithanabilitytoalignpeopleanddrivetowardholisticsolutions.Abletointegratedemands,requirements,andlimitationsintodecisionsthatresultinthegreatestoverallbenefit.22 CareerPlanning&DevelopmentWhoisResponsible?BlackBelt-MustmanageyourowncareerCommunicateyourambitions,intereststoyourdirectmanagerMeetwithyourmanageronaregularbasis(atleastannually)toreviewyourcareerplanDirectManager,PDC,andProjectChampion-JointresponsibilitiesforcreatingyourpersonaldevelopmentplanandensuringtheproperassignmentisobtainedattheendofyourBlackBeltassignmentDeploymentDirector,HRPointofContact,PDC-OverseetheprocessandensureproperplacementsaremadeandBlackBeltexperienceisrecognizedasavaluableadditiontoyourcompetencyprofile3323 PromotionalPracticesPromotionalpracticeguidelineshavebeenestablishedInlimitedcircumstances,aBlackBeltmaybepromotedduringtheassignmentif:HighPerforming/PotentialNext-upCandidateBlackBeltCertificationachievedPlanningPDCsconcur3424 PerformanceReviewObjectiveSetting,coaching,feedback,andyear-endevaluationwillremainwiththehomeorganizationseekingstronginputfromProjectChampionsForLL6+employees,BlackBeltCandidatesandBlackBeltswillremainwithintheirregularcomparatorgroupsforreviewsEmployeeswillremainwithintheirhomeorganizationforcompensationplanningpurposes3525 Projectselection26 EngineeryourbusinesslikeasystemApplythestrengthsofyourorganization’slearningIntegrateyourbestpracticesBuildonyourcurrentdecision-supportandproblem-solvingmethodsCoordinatewithyourbusinessplanningprocessProcessMapProcessMeasuresProcessEvaluationProcessBenchmarksInvestmentAllocationProjectSelectionCriteriaTechnologyAssessmentSource:GregoryH.Watson,BusinessSystemsEngineering(NewYork:JohnWiley,1994).FlowChartingBenchmarkingScorecardPrioritizationSelectingSignificantProjects27 TransformingCustomerFeedbackIntoSAQandthenSixsigmaProjectsSingleAgendaforQualityandCustomerSatisfactionTop25issuesDevelopActionableProjectsIdentifyGenericCriticalX’sHighMileageDFSSNewProductContentMeasureandMonitorCriticalX’sIdentifyCriticalX’sOutofSpecificationDevelopActiontoRestoreCriticalX’sMBBActionVRT(Processowner)BlackBeltProjectLeaderFPS&PlantOperationsQOSDMAICGreenBeltProjects28 ProjectissupportiveofkeybusinessobjectivesProjectisfocusedonanongoingprocessTheprocessismeasurable,“Y”,anindicationofwhetherornottheprocessissuccessful(mayormaynotbecurrentlymeasured)TheprocessiscreatingdefectsProjectislinkedtoacustomerCTS(CriticalToSatisfaction)A70%reductionindefectsresultsinaValueofCustomerSatisfactionImprovementof>_____ProcesswillcontinuedtobeusedforsomeperiodoftimeFirst-timeprojectsshouldHaveahighprobabilityofsuccessIncludeopportunitiestolearnasmanytoolsaspossibleBeexecutablein4-6monthsüüüüüüüüSampleProjectChecklist29 üYesWhatMakesaGood6-SigmaProject?RecurringeventsNarrowscopeAvailablemetricsormeasurementsthatcanbedevelopedquicklyControloftheprocessCustomer-focusedLinkedtocorporateorbusinessunitobjectivesAnnualcostsavingsof$250K(target)70%defectreductionpossibleüüüüüüü30 Knowledgemanagement31 Record,shareandtrainSixsigmaresourceandpracticesharingGlobalFordprojectreplicationGlobalFordtrainingresourceallocationGlobalFordprojecttrackingandmanagementGlobalFordmegaprojecttrainingGlobalFordprojectstatusreview32 33 34 35 Summary36 LeadershipComponentsofSuccessfulSixSigmaDeploymentskillsstructuretoolswill37 SixsigmainfrastructuremustbeintegratedacrossfunctionsandlevelsoforganizationforhighmomentumSixsigmamustbedrivenhardduringlaunchtobuildmomentumSixsigmadeploymentdemandsleadershipandmanagementfocusResponsibilityandauthoritymustbeclearlydefinedCrossfunctionalconsensusisrequiredTasksmustbeassignedinalogicalwayResultsneedtobedeliveredsoonerratherthanlaterSixSigmaInfrastructure38 ValuesSixsigmaisasignificantinvestmentandneedsgoodmanagementItneedstobedrivenespeciallyhardduringlaunchThedeliveryofresultswillbeimpairediftraining&projectsarenotcompletedonatimelybasisSixsigmascorecardshouldbeintegratedintoexistingmanagementreporting,beactivelyreviewedandshould:InformofstatusDrivetherightbehaviorsStimulateaction39 ThingstoMeasure%ofChampionsfromtoplevelsofmanagement%ofChampionsreviewingprojecteachweek%ofprojectsreviewedbyexecutiveseachmonth%ofBlackBeltsSMfromtop25%ofemployees%ofBlackBeltsSM100%dedicated#andtypesofprojectsidentified$/project#projects/BlackBeltsSMChampionSMandBlackBeltSMretention40 TheBasicIngredientsforSuccessTherateofdeploymentmustbegearedtotheavailabilityofthebasicingredients!RightProjectChampionSMSupportRightBlackBeltSMSuccess41 LessonlearntKeepemployeeslearningbetterskillsforrunningbusinessCultivateourfutureleadersCrossfunctionalengagementProjectselectionthroughsystemicprocessProjectimplementthroughteamworkeffortBroadlyuseofstatisticalanalysisFrequentprojectreviewIncentiveandrecognitionthroughpolicy42 DEFINEPROBLEM/ISSUEStrategyPreventdefect(s)Eliminatedefect(s)CHARACTERIZEDEFINEOPTIMIZEVERIFYMEASUREANALYZEIMPROVECONTROLBlackbeltprojecttoimprovemfg.capabilityMfg.processcannotprovidesufficientimprovement.Needreducedproductsensitivitytomfg.noise.Don’twaitforDCOVtosolveDMAICissues43