領(lǐng)導(dǎo)SixSigma活動訓(xùn)練 (中英文版)

領(lǐng)導(dǎo)SixSigma活動訓(xùn)練(中英文版)領(lǐng)導(dǎo)SixSigma活動盟主訓(xùn)練營StayingFocusedCommunicatingReviewingProgressRecognizingAchievementIncreasingExpectationsLeadershipThemes3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4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StayingFocusedCommunicatingReviewingProgressRecognizingAchievementIncreasingExpectations5EnsureProjectCompletionForaprojecttobecomplete,afewcriteriamust

bemet:Business/financialimpactsdocumentedandvalidatedbythefinanceandbusinessmanagementReviewoftheprojectforapplicationoftheimprovementroadmapDocumentedandimplementedcontrolplanPropertransfertotheprocessowner(s)6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7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82000

EPSAcquisitions/DivestituresBusinessRevaluationSales

GrowthSector

CensusReductionPlantAatFullCapacityPlantBYield&NewProdQualificationsOtherSixSigmaMaterialsManagementInflation2001

EPSSixSigmaImpactCompanyA’s2001NetIncomeGrowthASolidPlanGrewEarningsby14%in2001(0.14)0.060.440.180.030.050.300.43(0.92)

Delta=0.4392000年每股收益兼并/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SixSigma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=0.4310YoupersonallyneedtodevelopacommunicationplanChionsdrivethesuccessoftheculturalchangeThisrequirescommunicationatanumberoflevels:WithyourLeadershipTeamWithintheorganizationWithotherChionsWithBlackBeltsCommunicatingsuccessdrivesculturechangeCommunicatingStayingFocusedCommunicatingReviewingProgressRecognizingAchievementIncreasingExpectations11SixSigmaCommunicationPlanning12SixSigma溝通計劃13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14ChionCommunicationsNetworkChionsneedtonetworkto:SharelessonslearnedIdentifyandfacilitateinterplantprojectsDevelopandprovidetemplatesforreportingandprojecttrackingDeterminethenextstepstoinstitutionalizingtheprocessqualityinitiativeasacorecompetencyTheChionsneedtodeterminethestructureandcharterfortheirgroup/networkManyQuestions:HowoftenshouldtheChionsmeet?HowshouldtheChiongroupbestructured?.15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?.16ChionNetworkMeetingSchedule17TimelyprojectreviewsarearequirementPeopleworkontheitemstheirbossfeelsisimportantenoughtocontinuouslyaskabout…ProjectreviewsfrequenciesChions&MasterBBshaveweeklyreviewsSixSigmaDirectors&MBBsconductmonthlyreviewswithdivision/marketcentermanagementGroupManagementwillholdquarterlyreviewsWhatgets‘measured’…getsdoneStayingFocusedCommunicatingReviewingProgressRecognizingAchievementIncreasingExpectationsReviewingProgress18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

SixSigma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StayingFocusedCommunicatingReviewingProgressRecognizingAchievementIncreasingExpectations檢討進展19項目檢討日程表20I.Define/MeasureII.Analyze/ImproveIII.Control

IV.Results&BenefitsProject:

Black/GreenBelt:

.PresentationFormat21I.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:

.簡報格式22I.Define/Measure-ProcessMapIdentifiedHUGEHiddenFactoryofmultiplereworks!-C&EMatrixtypeSavingsCalculationsSheet -ParetoleadtoWasteGenerationasProjectFocusMeasurementSystem:-IdentifiedthatVisualDefectsMeasurementSystemneedsstandardizationII.Analyze/Improve-IdentifiedKeyWasteGenerators-Reducedfrom301ProcessInputsto7KPIVs-IdentifiedEquipmentfailuresthatgenerateWaste-IdentifiedWorkProcessesthatgenerateWaste-Quantifiedotherinefficienciesintheworkprocess&activitiesIII.Control:

ImplementedathreestepControlPlana)

StandardizeVisualDefectsMeasurementSystemb)FacilitateWorkProcessestoRecoverWaste

c)RecommendseriesofActionStepstoImproveProcessCapabilityandPreventWasteGenerationIV.Results&Benefits-AnnualSavingsof$400,000fromWasteRecoveryachievedVSoriginalgoalof$300,000.-ImplementationPlanforreducedWasteGeneration

-IdentifiedFivemoreBBandGBProjectstoImproveSystemEfficiencyProject:ImproveSpecialProductsEfficiencies.BlackBelt:JimSmith.Exle123Define/MeasureY:Order-Bill-CollectDefect:Subsidiaryoverhaulshopswithoverduereceivables.

Measure:$30MMofoverduereceivables.GageR&R<5%.Averagebillsentout27daysafterhardware.16%ofbillsdisputed.AnalyzeUsed,processmapping,ANOVAandHomogeneityofVariancetocompareshops:Foundsignificantdifferenceinboththemeanand variationofoverduereceivablesbetweenshops.Nocorrelationbetweensize/complexityofshopand$overdue.80%correlationbetweenoverduesvs.disputed

billsand/orbillssent>30daysafterhardware.Design/Improve“Digital”incominginspectionprocessestablishedtopreventdisputes.Workedwithcustomerstoallowustobillthemforestimatedrepairsforlongcycleitems.Digitallylinkedsub-tiersupplierbillingsystemintoGEsystem,eliminatingnon-valueaddedmanualstepsandlostpaperwork.

Validate/ControlDigitalinspectionresultsprovidedreal-timetocustomersforeveryoverhaul.Accuracyofestimatedbillingcomparedtoactualchargesandestimationmodelcontinuallyrefined.Currently+20%,targeting+10%.Results:<3%ofbillsdisputed.Averagebillsentout5daysafterhardware.Overduereceivablesreducedby$29MM.AccountsReceivablesTeamExle224定義/測量Y：受訂—開票—收款不良品：Subsidiaryoverhaulshopswithoverduereceivables.

測量:$30MM逾期應(yīng)收未收帳款可重復(fù)性&可再現(xiàn)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$29MM應(yīng)收帳款小組例225Black/GreenBeltsandChionshaveasignificantportionoftheirPerformancerelatedtothesuccessoftheSixSigmaprojectsBenchmarkdatahasshownthefollowingBlackBelt:50-75%oftheirperformancerelatedtosuccessofprojectsChions&Green:25-50%oftheirperformancerelatedtosuccessofprojectsBeltsandChionsmusthaveavestedinterestinprojectselection,completion,andsuccess...R&RSuggestions26黑帶、綠帶及“盟主”績效中的很大部分與SixSigma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