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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$250K(target)70%defectreductionpossibleüüüüüüü30
Knowledgemanagement31
Record,shareandtrainSixsigmaresourceandpracticesharingGlobalFordprojectreplicationGlobalFordtrainingresourceallocationGlobalFordprojecttrackingandmanagementGlobalFordmegaprojecttrainingGlobalFordprojectstatusreview32
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Summary36
LeadershipComponentsofSuccessfulSixSigmaDeploymentskillsstructuretoolswill37
SixsigmainfrastructuremustbeintegratedacrossfunctionsandlevelsoforganizationforhighmomentumSixsigmamustbedrivenhardduringlaunchtobuildmomentumSixsigmadeploymentdemandsleadershipandmanagementfocusResponsibilityandauthoritymustbeclearlydefinedCrossfunctionalconsensusisrequiredTasksmustbeassignedinalogicalwayResultsneedtobedeliveredsoonerratherthanlaterSixSigmaInfrastructure38
ValuesSixsigmaisasignificantinvestmentandneedsgoodmanagementItneedstobedrivenespeciallyhardduringlaunchThedeliveryofresultswillbeimpairediftraining&projectsarenotcompletedonatimelybasisSixsigmascorecardshouldbeintegratedintoexistingmanagementreporting,beactivelyreviewedandshould:InformofstatusDrivetherightbehaviorsStimulateaction39
ThingstoMeasure%ofChampionsfromtoplevelsofmanagement%ofChampionsreviewingprojecteachweek%ofprojectsreviewedbyexecutiveseachmonth%ofBlackBeltsSMfromtop25%ofemployees%ofBlackBeltsSM100%dedicated#andtypesofprojectsidentified$/project#projects/BlackBeltsSMChampionSMandBlackBeltSMretention40
TheBasicIngredientsforSuccessTherateofdeploymentmustbegearedtotheavailabilityofthebasicingredients!RightProjectChampionSMSupportRightBlackBeltSMSuccess41
LessonlearntKeepemployeeslearningbetterskillsforrunningbusinessCultivateourfutureleadersCrossfunctionalengagementProjectselectionthroughsystemicprocessProjectimplementthroughteamworkeffortBroadlyuseofstatisticalanalysisFrequentprojectreviewIncentiveandrecognitionthroughpolicy42
DEFINEPROBLEM/ISSUEStrategyPreventdefect(s)Eliminatedefect(s)CHARACTERIZEDEFINEOPTIMIZEVERIFYMEASUREANALYZEIMPROVECONTROLBlackbeltprojecttoimprovemfg.capabilityMfg.processcannotprovidesufficientimprovement.Needreducedproductsensitivitytomfg.noise.Don’twaitforDCOVtosolveDMAICissues43