D產(chǎn)生SixSigma專(zhuān)案構(gòu)想

D4-產(chǎn)生SixSigma專(zhuān)案構(gòu)想

(GeneratingSixSigmaProjectIdeas)產(chǎn)生專(zhuān)案的機(jī)會(huì)大的藍(lán)圖

責(zé)任由資深管理團(tuán)隊(duì).策略選擇最大的問(wèn)題或是機(jī)會(huì)合宜的順序安排產(chǎn)生SixSigma專(zhuān)案構(gòu)想ExternalSourcesInternal&ExternalSourcesInternalSourcesVoiceofCustomerVoiceofMarketComparisonwithCompetitorsAreaswhereCustomerNeedsarenotbeingmet?TrendsinMarket&Industrythatneedresponse?Countercompetitivestrategies?WherearewebehindCompetition?

CustomerSurveys

MarketShareTrends

FocusGroups

CompetitiveStudies

ProductReturns

WarrantyClaims

BenchmarkStudies

Trade&BusinessArticles

FeedbackfromSalesPeopleBusinessMetricExamplesChallengestoMeetingBusinessObjectivesWhatareBarrierstoStrategicObjectives?NewAcquisitionsNeedingIntegration?AreNewProductsorServicesbeingLaunched

BalancedScorecard

CostTrends&Structure

AnnualGoals&Objectives

InventoryTrends

MajorDelays

CTQFlowDown

BusinessLevelMetricsvs.Goals

NewAcquisitionBusinessLevelMetrics

NewProductLaunchHistory&Cycletime

VendorPerformanceMetricsBusinessMetricExamplesVoiceofProcessVoiceofEmployeesHighDefectRates?ObviousWaste?HighCosts&Consumption?EmployeeTurnover?Frustrations?ProblemswithRecentlyLaunchedProducts?NoProcessDefined?ConstantProcessTweakingandFirefighting?

MaterialBalanceStudies

EmployeeSurveys

ScrapReports

EmployeeTurnover

YieldsTrendGraphs

ProcessMaps

DefectiveParetoCharts

ProcessAnalysis

CostTrends&ParetoAnalysisDowntimeReports

CycleTimeData(baseline)

Write-offsBusinessMetricExamplesVoiceofCustomer

VoiceofMarket

ComparisonwithCompetitors

Needsarenotbeingmet?TrendsinMarket&Industrythatneedresponse?

Countercompetitivestrategies?

WherearewebehindCompetition?CustomerSurveysFocusGroupsProductReturnsBenchmarkStudiesTrade&BusinessArticles

FeedbackfromSalesPeopleMarketShareTrendsCompetitiveStudiesBusinessMetricExamplesExternalSourcesAreaswhereCustomerChallengestoMeetingBusinessObjectivesWhatareBarrierstoStrategicObjectives?NewAcquisitionsNeedingIntegration?AreNewProductsorServicesbeingLaunchedBalancedScorecardAnnualGoals&ObjectivesMajorDelaysBusinessLevelMetricsvs.GoalsNewAcquisitionBusinessLevelMetricsNewProductLaunchHistory&Cycletime

VendorPerformanceMetricsCostTrends&StructureInventoryTrendsCTQFlowDownBusinessMetricExamplesInternal&ExternalSourcesInternalSourcesInternalSourcesVoiceofProcess

VoiceofEmployeesHighDefectRates?ObviousWaste?HighCosts&Consumption?EmployeeTurnover?Frustrations?ProblemswithRecentlyLaunchedProducts?NoProcessDefined?ConstantProcessTweakingandFirefighting?MaterialBalanceStudiesScrapReports

YieldsTrendGraphsDefectiveParetoCharts/DowntimeReportsCostTrends&ParetoAnalysisCycleTimeData(baseline)/Write-offs

EmployeeSurveysEmployeeTurnoverProcessMapsProcessAnalysis

BusinessMetricExamples

6σ專(zhuān)案的選定評(píng)估表(fromBSC)

構(gòu)面企業(yè)指標(biāo)專(zhuān)案指標(biāo)目的目標(biāo)財(cái)務(wù)面市場(chǎng)占有率營(yíng)收營(yíng)收成長(zhǎng)率營(yíng)業(yè)利益成長(zhǎng)率平均毛利率檢視公司營(yíng)運(yùn)績(jī)效380M40%28%顧客面顧客滿意度顧客忠誠(chéng)度產(chǎn)品良率(board&system)單一客戶下單成長(zhǎng)率檢視公司整體表現(xiàn)與客戶期望的落差80%20%內(nèi)部流程存貨週轉(zhuǎn)率內(nèi)部客戶滿意度速度活力平均庫(kù)存金額平均庫(kù)存天數(shù)回應(yīng)速度週期時(shí)間檢核產(chǎn)品在市場(chǎng)的強(qiáng)弱檢核業(yè)務(wù)對(duì)市場(chǎng)的反應(yīng)能力檢核營(yíng)運(yùn)管理的神經(jīng)網(wǎng)路回應(yīng)客戶查詢的速度解決客戶問(wèn)題的速度供應(yīng)商與客戶的交期準(zhǔn)確度50%75%30%組織學(xué)習(xí)與成長(zhǎng)員工生產(chǎn)力人員貢獻(xiàn)度成長(zhǎng)率產(chǎn)品開(kāi)發(fā)創(chuàng)新的能力檢核業(yè)務(wù)開(kāi)發(fā)的能力檢視業(yè)務(wù)技能與管理25%各事業(yè)群方針各部門(mén)年度目標(biāo)KPI6σ專(zhuān)案依願(yuàn)景建立年度策略目標(biāo)依各事業(yè)群經(jīng)營(yíng)理念、使命形成願(yuàn)景依策略目標(biāo)發(fā)展出各部門(mén)之主要KPI依各本部年度KPI進(jìn)行6σ專(zhuān)案之選定專(zhuān)案選擇準(zhǔn)則發(fā)展與業(yè)界領(lǐng)導(dǎo)廠商的策略聯(lián)盟關(guān)繫集中發(fā)展全球運(yùn)籌能力擴(kuò)充生產(chǎn)能力保持技術(shù)的先進(jìn)性和產(chǎn)能的靈活性新產(chǎn)品研發(fā)XX公司經(jīng)營(yíng)策略XX公司爭(zhēng)霸全球的布局,依三大策略進(jìn)行:一地設(shè)計(jì)(timetomarket)三地制造(timetovolume)全球交貨(timetomoney)。

XX公司未來(lái)願(yuàn)景:“長(zhǎng)期﹒穩(wěn)定﹒發(fā)展﹒科技﹒國(guó)際”XX公司年度目標(biāo):業(yè)績(jī)成長(zhǎng)25%利潤(rùn)增加25%速度增快25%

所以，我們已有了“專(zhuān)案構(gòu)想”……下一個(gè)是什麼呢?在4-5組中中工作利用之前的投投影片中的3個(gè)項(xiàng)目目製作一份8-10個(gè)專(zhuān)專(zhuān)案構(gòu)想的表表單講述一個(gè)適當(dāng)當(dāng)?shù)纳虡I(yè)策略專(zhuān)案構(gòu)想進(jìn)一步調(diào)查研研究商業(yè)規(guī)則則和其他的流流程資料，並並將每一個(gè)可可用的構(gòu)想依依序列表。利用圖表的搭搭配來(lái)記錄