領(lǐng)導(dǎo)SixSigma活動全面概述

1、Leading Six SigmaChampion Workshop領(lǐng)導(dǎo)Six Sigma活動盟主訓(xùn)練營Staying FocusedCommunicatingReviewing ProgressRecognizing AchievementIncreasing ExpectationsLeadership Themes3關(guān)注重點問題溝通回顧進展賞識成績提升期望領(lǐng)導(dǎo)能力的主題4Staying FocusedMaintain focus on the goals of the projects and the long term direction of six sigmaFocus the o

2、rganization 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 belts and teamsMonitor Financial Results to make sure that there are solid cont

3、ributions to operational and strategic plansStaying FocusedCommunicatingReviewing ProgressRecognizing AchievementIncreasing Expectations5關(guān)注重要問題將注意力聚焦于項目的目標和六個希格瑪?shù)拈L期方向組織建設(shè)要關(guān)注工具方法和團隊合作的文化檢討業(yè)務(wù)體系以確保它能適應(yīng)環(huán)境的持續(xù)變化仔細檢討項目從而為項目負責(zé)人和項目小組成員提供導(dǎo)向和支持監(jiān)控財務(wù)結(jié)果以確保它們對運營和戰(zhàn)略計劃有切實的貢獻Staying FocusedCommunicatingReviewing Prog

4、ressRecognizing 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 management Review of the project for application of the improvement roadmap Documented a

5、nd implemented control planProper transfer to the process owner(s)7確保項目的完成項目結(jié)案必須符合一些條件：對業(yè)務(wù)/財務(wù)的影響由財務(wù)和業(yè)務(wù)部門的管理層進行文件化并確認檢討確認項目已應(yīng)用改進指南已將控制計劃文件化并實施妥善移交給流程負責(zé)人8Check Business ImpactFinance is involved in project selection:Financial goals are properly calculatedFinancial results are bridged to the bottom lin

6、eBusiness Managers are required to sign-off on projects in support of their business impact:Therefore, Business Managers must be included in project reviews9檢查對業(yè)務(wù)的影響財務(wù)人員要參與項目的選擇：合理計算財務(wù)目標財務(wù)方面的成果能體現(xiàn)在財務(wù)底線中由業(yè)務(wù)經(jīng)理來批準那些支持他們業(yè)務(wù)的項目是否能夠結(jié)案：因此，業(yè)務(wù)經(jīng)理必須參加項目檢討102000 EPSAcquisitions/ DivestituresBusiness RevaluationS

7、ales GrowthSector Census ReductionPlant A at Full CapacityPlant B Yield & New Prod QualificationsOther Six SigmaMaterials ManagementInflation2001 EPSSix Sigma ImpactCompany As 2001 Net Income GrowthA Solid Plan Grew Earnings by 14% in 2001(0.14)0.060.440.180.030.050.300.43(0.92) Delta= 0.43112000年每股

8、收益兼并/資產(chǎn)剝離業(yè)務(wù)再評估銷售增長部門人數(shù)減少A工廠已用足產(chǎn)能B工廠產(chǎn)量和新產(chǎn)能認證其它六個希格瑪項目物料管理通貨膨脹2001年每股收益Six Sigma的影響A公司2001年凈收入的增長穩(wěn)健的計劃使收入在2001年增長了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

9、at a number of levels:With your Leadership TeamWithin the organizationWith other ChampionsWith Black BeltsCommunicating success drives culture changeCommunicatingStaying FocusedCommunicatingReviewing ProgressRecognizing AchievementIncreasing Expectations13您個人需要發(fā)展一個溝通計劃發(fā)起人推動文化改變的成功進行這需要在各個層面上進行溝通：與您的

10、領(lǐng)導(dǎo)小組與組織與其它發(fā)起人與黑帶成功溝通能驅(qū)動文化的改變溝通Staying FocusedCommunicatingReviewing ProgressRecognizing AchievementIncreasing Expectations14Six Sigma Communication Planning15Six Sigma溝通計劃16Communication of project progress is essentialBlack/Green BeltsDetailed progress reports and project results will be documented

11、 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溝通項目的進展是必需的黑帶/綠帶詳細的進展報告和項目結(jié)果將被存檔每周的最新進展要送交發(fā)起人、黑帶大師和管理層成員每月完成正式的項目狀況報告，并送交所有領(lǐng)導(dǎo)、發(fā)起人和項目負責(zé)人溝通項目的進展18Cham

12、pion 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 quality initiative as a core competencyThe Champions need

13、 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盟主溝通網(wǎng)絡(luò)盟主需要網(wǎng)絡(luò)來:共享要吸取的教訓(xùn)確認并推動跨廠際的項目開發(fā)并提供報告和項目跟蹤的模板決定后續(xù)步驟來建立流程質(zhì)量作為核心競爭力盟主需要決定他們小組/網(wǎng)絡(luò)的結(jié)構(gòu)和章程問題:盟主應(yīng)多頻次地見面?盟主小組結(jié)構(gòu)應(yīng)如何組織?.20Champion Network Meeting

14、 Schedule21盟主網(wǎng)絡(luò)會議日程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 Directors & MBBs conduct monthly reviews with division/market center m

15、anagementGroup Management will hold quarterly reviewsWhat gets measured gets doneStaying FocusedCommunicatingReviewing ProgressRecognizing AchievementIncreasing ExpectationsReviewing Progress23必須進行項目檢討 人們的工作對象是那些他們的老板認為重要的足以連續(xù)地問關(guān)于項目檢討頻次 盟主和黑帶大師每周檢討 Six Sigma主任和黑帶大師與部門/市場中心管理進行月度檢討小組管理每季度檢討評估了什么 做完了S

16、taying FocusedCommunicatingReviewing ProgressRecognizing AchievementIncreasing Expectations檢討進展24Project Review Schedule25項目檢討日程表26I. Define / MeasureII. Analyze/ImproveIII. ControlIV. Results & BenefitsProject: Black/Green Belt: .Presentation Format27I. 定義 / 評估II. 分析/改進III. 控制IV. 結(jié)果和收益項目: 黑帶/綠帶: .簡

17、報格式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 that Visual Defects Measurement System needs standardizationII. Analyze/Improve- Id

18、entified 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 process & activitiesIII. Control: Implemented a three step Control Plana) Standardi

19、ze Visual Defects Measurement Systemb) Facilitate Work Processes to Recover Wastec) Recommend series of Action Steps to Improve Process Capability and Prevent Waste GenerationIV. Results & Benefits- Annual Savings of $ 400,000 from Waste Recovery achieved VS original goal of $300,000.- Implementatio

20、n 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. 定義 / 評估- 流程圖確認 有多重重復(fù)加工的隱藏工廠!- 象要因矩陣分析的節(jié)約計算單- Pareto分析形成作為項目重點的浪費產(chǎn)生項目評估系統(tǒng):- 確認虛擬評估系統(tǒng)需要標準化 II. 分析/改進- 確認重要的產(chǎn)生浪費

21、的項目- 流程輸入從301項減少到 7 個KPIVs- 確認產(chǎn)生浪費的設(shè)備故障- 確認產(chǎn)生浪費的工作流程- 量化工作流程/活動中的其它低效工作III. 控制: 執(zhí)行一個三步驟的控制計劃a) 標準化虛擬缺陷評估系統(tǒng)b) 推動工作流程減少/避免浪費c) 推薦一系列行動步驟來改進流程能力和防止浪費產(chǎn)生IV. 結(jié)果和收益- 年度減少浪費 $ 400,000對原來的 $300,000.- 減少浪費產(chǎn)生的執(zhí)行計劃 - 確認另外五個黑帶和綠帶項目來改進系統(tǒng)效率項目: 改進特殊產(chǎn)品效率. 黑帶: Jim Smith .舉例 130Define / MeasureY: Order-Bill-CollectDef

22、ect : Subsidiary overhaul shops with overdue receivables. Measure:$30 MM of overdue receivables.Gage R&R 30 days after hardware. Design/Improve“Digital” incoming inspection process established to prevent disputes.Worked with customers to allow us to bill them for estimated repairs for long cycle ite

23、ms.Digitally linked sub-tier supplier billing system into GE system, eliminating non-value added manual steps and lost paperwork. Validate/ControlDigital inspection results provided real-time to customers for every overhaul.Accuracy of estimated billing compared to actual charges and estimation mode

24、l continually refined. Currently +20%, targeting +10%.Results:3% of bills disputed.Average bill sent out 5 days after hardware.Overdue receivables reduced by $29 MM.Accounts Receivables TeamExample 231定義/ 測量Y ：受訂開票收款不良品 ： Subsidiary overhaul shops with overdue receivables. 測量:$30 MM 逾期應(yīng)收未收帳款可重復(fù)性&可再現(xiàn)

25、性指標 5%平均開票時間為實物交付后27天有爭議的發(fā)票為16%分析利用流程圖、 ANOVA及方差的同質(zhì)性對各商店進行比較：無論是平均值還是變異方面，不同商店的逾期應(yīng)收帳款都有顯著的差異；逾期應(yīng)收帳款的金額與商店的規(guī)模、業(yè)務(wù)復(fù)雜程度沒有相關(guān)性實物交付后超過30天的開票數(shù) 與逾期應(yīng)收帳款/有爭議發(fā)票數(shù)比值之間的相關(guān)度為80%設(shè)計/改善“數(shù)字化”的收入核查流程確實可以防止爭議與客戶一同工作，使得我們可以為那些壽命較長物品的維修進行收費將次級供應(yīng)商的開票系統(tǒng)與GE的系統(tǒng)進行數(shù)字化聯(lián)接，可以消除許多無價值的手工步驟及一些無關(guān)緊要的書面作業(yè) 驗證/控制開票估計值與實收金額比值的準確度及估計模型已越來越精確

26、 目前值 +20%, 目標值 +10%.結(jié)果：有爭議的發(fā)票數(shù)3%平均開票時間為實物交付后5天逾期應(yīng)收帳款減少 $29 MM應(yīng)收帳款小組例 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

27、projectsChampions & Green: 25-50% of their performance related to success of projectsBelts and Champions must have a vested interest in project selection, completion, and success.R & R Suggestions33黑帶、綠帶及“盟主”績效中的很大部分與Six Sigma項目的成功相關(guān)標竿數(shù)據(jù)如下：黑帶：50-70%的績效與項目成功相關(guān)“盟主”與綠帶：25-50%的績效與項目的成功相關(guān)黑帶、綠帶及“盟主”必須在項目選

28、擇、完成及成功上具有既得利益.關(guān)于獎勵與表揚的建議34Team MembersBlack/Green BeltReward & Recognition Structure35組員黑帶/ 綠帶獎勵與表揚的構(gòu)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 levelsI