西格瑪和SCOR運作參考模型的關(guān)系

SixSigmaSupplyChain

UsingtheSCORFramework

SessionObjectivesAssumptionsFamiliarwithSCORUnderstandSixSigmaphilosophy“Readthemanuals…”O(jiān)bjectivesComparestrategicintentofSixSigmaandSCORHighlightintegrationofthetwoprojectapproachesSixSigmaSigmaorstandarddeviationisastatisticalcalculationofvariabilityoftenusedtomeasurethedefectrateofprocessesWhere1sigmarepresentsprocessescapableof30.85%good,6sigmareferencesprocessescapableof99.99966%goodThepurposeofapplyingSixSigmagoalstoprocessesistohelpdrivethedefectratesothat“customerrequirements”aremissedonly3.4timesoutofamillionTheSixSigmaprojectapproachiscalledDMAICorDMADVSCORSCORisasupplychainprocessreferencemodelcombining3levelsofprocessdetail,metrics,leadingpractices,andstandardizeddefinitionsThepurposeofSCORistoimprovesupplyperformancethroughprocessimprovement,design,andcontrolTheprojectapproachissummarizedintheSCORProjectRoadmapSixSigma-DMAICDEFINEtheproblemandwhatcustomersrequireMEASUREthedefectsandprocessoperationANALYZEthedataanddiscoverthecausesIMPROVEtheprocessbyremovingcausesofdefectsCONTROLtheprocesstomaintainoptimalperformanceSixSigma-DMADVDEFINEcustomerrequirementsandgoalsMEASUREandmatchperformancetocustomerrequirementsANALYZEandassessprocessdesignDESIGNandimplementnewprocessesVERIFYresultsandmaintainperformanceTheSCORFrameworkSupplierPlanCustomerCustomer’s

CustomerSuppliers’

SupplierMakeDeliverSourceMakeDeliverMakeSourceDeliverSourceDeliverInternalorExternalInternalorExternalYourCompanySourceSupplyChainOperationsReferenceModelPlanPlanPlanPlanReturnTheintegratedprocessesofPlan,Source,Make,DeliverandReturn,spanningyoursuppliers’suppliertoyourcustomers’customer,alignedwithOperationalStrategy,Material,Work&InformationFlows.SCORProjectRoadmapMaterialFlowOperationsStrategyAnalyzeBasisofCompetitionConfigureSupplyChainAlignPerformanceLevels,Practices,andSystemsImplementSupply-Chain

ChangesSupplyChainScopePerformanceMetricsSupplyChainSCORcardandSCORcardGapAnalysisCompetitivePerformanceRequirementsASISMaterialFlowDisconnect&GrossOpportunityAnalysisMaterialFlowStrategyandBestPracticeAnalysisSupplyChainStrategyTOBEMaterialFlowInformationandWorkFlowASISWork/InformationMapTransactionalAnalysisDesignSpecificationsTOBEWork/InformationMapPrioritizedListofChangesImplementationMasterScheduleofProjectsROIAnalysisTechnologySelectionDetailRequirements,SolutionDesign,Configuration,Test&GoLiveHighLevelComparisonProjectPlayersDefinetheOpportunityCustomerRequirementsKanoAnalysisChipExerciseSIPOCSIPOCSupplierInputProcessOutputCustomerSCORThreadDiagramSCOROverview,page19SCORLevel3ProcessesSCOROverview,page10MeasuringPerformanceMeasuringPerformanceCostofPoorQuality-COPQCriticalToQuality-CTQAnalyzingDataandProcessesDataAnalysisAnalyzingDataandProcessesSCORLevel3–SourceSupplierPurchasingWarehouseAPS1.1ScheduleProductDeliveriesS1.2ReceiveProductS1.3VerifyProductS1.4TransferProductS1.5AuthorizeSupplierPaymentD1.10D1.13D1.2PurchaseOrderPurchaseOrderProductPackingSlipReceiptofPurchaseOrderInvoicePaymentProductivityImprovementImprovetheProcessImprovetheProcessGenerateCreativeSolutionsMaterialFlow–SupplyChainStrategyBusinessBlueprint–WorkandInformationFlowCPFRTemplate–SCORStencilsorpracticesmodelingbestpracticesSupplyChainCouncilResearchAgendaSCORTechnicalDevelopmentInitiativesSupplyChainStrategyBusinessBluePrintPrioritizeImprovementsProjectPortfolioControltheProcessControlthe