SIXSIGMADEPLOYMENTPRACTICE（英文PPT43页.pptx

SIXSIGMADEPLOYMENTPRACTICE（英文PPT43页.pptx

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Sixsigmadeploymentpractice1OutlineqDeploymentstrategyqResourceplanningq福特汽車如何因應挑戰？

福特汽車如何因應挑戰？

q2002年的全新挑戰年的全新挑戰q交流時間交流時間2DeploymentStrategy3BreakthroughImprovement5SworkplaceVisualFactoryStandardizedWorkDMAICQualityToolsSixSigmaMethodologyPhaseWorldclassqualityWecantsustainavisualfactorywithout5SWecantsustainstandardizedworkwithoutvisualfactoryWecantsustainsixsigmawithoutstandardizedworkQualitytoolistheengine,SixsigmaisTurbo-chargeDFSSWecantmeetsixsigmawithoutsixsigmadiscipline4Deploymentplanningflow.BlackBeltSMTraining-1monthExecutiveBriefingsBuildingInfrastructureProduct/ProcessBaselining-2month-3month-5month-6monthMeasurementiskeyintheapproachVision,Goals,Leadership,Structure,ResourcesDeploymentPlan-4monthProduct&ProcessFocusforProjectsTimeline5InitialStrategyandDeploymentMetrics80%of6-Sigmaresourcesdevotedtocustomersatisfaction1%ofpopulationcertifiedblackbeltsProjectselectionbasedonresolutionofcustomerissue,70%defectreduction,US$50KinwasteeliminationandTGWsavingsGreenbeltstrainedandapplyingskillsHowDidWeStart-LongTermVisionandInitialStrategy20002001200220032004Startup,buildcriticalmass&infrastructureCompletedinfrastructureAndproducemeasurableresultsFullintegrationCompetitiveAdvantageDMAICDFSS6CY2000-StartUpTrainCriticalMassLearntoUsetheMethodologyBuildInfrastructure147CompleteBuildingInfrastructureStartBecomingSelf-ReliantCustomer/BusinessFeelsResultsPrepareforIntegrationCY2001-Acceleration1586-SigmaBecomesTheWayWeDoBusinessDFSSinFullDeploymentBlackBeltsandMasterBlackBeltsStarttoBecomeLeadersatOperationsGreenBeltTrainingReachesWiderintheOrganizationCY2002-2003FullIntegration169BecomesBenchmarkoftheIndustryIn:

TransformationSpeedBreak-throughCustomerSatisfactionandBusinessresultsSixsigmatrainingtosuppliersanddealersCY2004-Leverage1710ResourcePlanning11ItTakesMoreThanToolstoImproveToensurethatthecompanydoeseventuallybreakfreeofitsrelianceonthesetraditionalmethods,itmustpossesstheresolvetoassignasufficientbodyofskilledresourcesfocusedondrivingforimprovedcapabilityandperformanceAscapabilityincreases,thebenefitsmultiplyandproductivityofthecompanyimprovesIttakesskilledresourcestomakesixsigmahappen12StriketherightbalancebetweenimmediateandlongertermneedsAfirefightingculture,combinedwitharelianceoninspectionasameansofdeliveringcustomersatisfaction,haslimitedthedevelopmentofmanycompaniesIfacompanyistoprogressfrom3-4sigmacapabilitytowards6sigma,itmustfindandeliminatetherootcausesthatlimitprocess,andultimatelybusiness,capabilityWhilethisistakingplace,thecompanymust,intheshortterm,protecttheinterestsofthecustomerbythecontinueduseoftraditionalmethodsResourcePlanningChallenges13WhoAretheKeyPlayers?

ExecutivesDeploymentChampionsSMProjectChampionsSMBlackBeltsSMGreenBeltsSMMasterBlackBeltsSMProcessOwnersHRTrainingFinanceITCommunications146ssProjectChampions6ssDeploymentChampion（s）SMBusinessUnitLeaderCEOCorporate6ssSeniorChampionSMHRDeploymentChampionSMITDeploymentChampionSMFinanceDeploymentChampionSMPRDeploymentChampionSMBusinessOperationsLeaders6ssHRManager6ssFinancialManagerGreenBeltsSM6ssITManagerTrainingDeploymentChampionSM6ssMasterBlackBeltsSM6ssComm.Manager6ssTrainingManager6ssProjectChampionsSM6ssBlackBeltsSM6ssDeploymentInfrastructure6ssExecutiveCouncilSixSigmaDeploymentRoles15Ownsvision,direction,integration,resultsLeadschangeProjectownerImplementssolutionsBlackBeltSMmanagerFulltimeTrainsandcoachesBlackBeltsSMandGreenBeltsSMFulltimeFacilitatesproblemsolvingTrainsandcoachesProjectTeamsProject-specificKnowledgesharingAllemployeesUnderstandvisionApplyconceptstotheirjobandworkareaHelpsBlackBeltsSMMasterBlackBeltsSMBlackBeltsSMGreenBeltsSMProjectTeamMembersChampionsSMExecutivesCross-FunctionalCooperationNeeded16TheEvolutionofaProjectvs.LevelofResponsibility/DriveLevelofdriveBlackBeltsSMTeam/ProcessOwnerTimeProjectHand-offMeasureAnalyzeImproveControl/SustainDefine17HUMANRESOURCEPRACTICES3018HumanResourcePracticesCareerPlanning&DevelopmentBlackBeltcandidateselectionPromotionalPracticesDuringorafterassignmentPerformanceReview3119BlackBeltAssignment24MonthsSupportStructureChampionDeploymentDirectorOrganizationMgt&PDCInput&ReviewPDC2HR/DeploymentDirectorNewAssignment3MonthsBeforeEndOfAssignmentChampionMeets/AssignsProjectManagementSelectsCandidateInput&ReviewPDC/HR/ChampionDeploymentDirectorHR3220SuccessfulBlackBeltCharacteristicsCommunication:

Utilizesformalandinformalwrittenandoralcommunicationstoclearlyandconciselyconveyideasandobtainrequisitefeedback.DriveForResults:

Sustainshighintensityandfocusovertimeevenunderadverseconditionswhileallocatingtimeandresourcestodeliversuperiorresults.ProblemSolving:

Utilizingdisciplineapproachthatdemonstratestheexpertisenecessarytoevaluatecomplexconceptsandmanagetheintegrationofsolutionsneededforsuccess.21SuccessfulBlackBeltCharacteristicsCourage:

Takesbold,decisiveactiondespitepotentialconflictbasedoncalculatedriskandassumesaccountabilityforoutcomes.FunctionalProficiency:

Appliesfunctionalknowledgeandskillstoconsistentlyachievesuccessfulresults.Leadership:

Empatheticandinspirationalwithanabilitytoalignpeopleanddrivetowardholisticsolutions.Abletointegratedemands,requirements,andlimitationsintodecisionsthatresultinthegreatestoverallbenefit.22CareerPlanning&DevelopmentWhoisResponsible?

BlackBelt-MustmanageyourowncareerCommunicateyourambitions,intereststoyourdirectmanagerMeetwithyourmanageronaregularbasis（atleastannually）toreviewyourcareerplanDirectManager,PDC,andProjectChampion-JointresponsibilitiesforcreatingyourpersonaldevelopmentplanandensuringtheproperassignmentisobtainedattheendofyourBlackBeltassignmentDeploymentDirector,HRPointofContact,PDC-OverseetheprocessandensureproperplacementsaremadeandBlackBeltexperienceisrecognizedasavaluableadditiontoyourcompetencyprofile3323PromotionalPracticesPromotionalpracticeguidelineshavebeenestablishedInlimitedcircumstances,aBlackBeltmaybepromotedduringtheassignmentif:

HighPerforming/PotentialNext-upCandidateBlackBeltCertificationachievedPlanningPDCsconcur3424PerformanceReviewObjectiveSetting,coaching,feedback,andyear-endevaluationwillremainwiththehomeorganizationseekingstronginputfromProjectChampionsForLL6+employees,BlackBeltCandidatesandBlackBeltswillremainwithintheirregularcomparatorgroupsforreviewsEmployeeswillremainwithintheirhomeorganizationforcompensationplanningpurposes3525Projectselection26EngineeryourbusinesslikeasystemApplythestrengthsofyourorganizationslearningIntegrateyourbestpracticesBuildonyourcurrentdecision-supportandproblem-solvingmethodsCoordinatewithyourbusinessplanningprocessProcessMapProcessMeasuresProcessEvaluationProcessBenchmarksInvestmentAllocationProjectSelectionCriteriaTechnologyAssessmentSource:

GregoryH.Watson,BusinessSystemsEngineering（NewYork:

JohnWiley,1994）.FlowChartingBenchmarkingScorecardPrioritizationSelectingSignificantProjects27TransformingCustomerFeedbackIntoSAQandthenSixsigmaProjectsSingleAgendaforQualityandCustomerSatisfactionTop25issuesDevelopActionableProjectsIdentifyGenericCriticalXsHighMileageDFSSNewProductContentMeasureandMonitorCriticalXsIdentifyCriticalXsOutofSpecificationDevelopActiontoRestoreCriticalXsMBBActionVRT（Processowner）BlackBeltProjectLeaderFPS&PlantOperationsQOSDMAICGreenBeltProjects28oProjectissupportiveofkeybusinessobjectivesoProjectisfocusedonanongoingprocessoTheprocessismeasurable,“Y”,anindicationofwhetherornottheprocessissuccessful（mayormaynotbecurrentlymeasured）oTheprocessiscreatingdefectsoProjectislinkedtoacustomerCTS（CriticalToSatisfaction）oA70%reductionindefectsresultsinaValueofCustomerSatisfactionImprovementof_oProcesswillcontinuedtobeusedforsomeperiodoftimeoFirst-timeprojectsshouldHaveahighprobabilityofsuccessIncludeopportunitiestolearnasmanytoolsaspossibleBeexecutablein4-6monthsSampleProjectChecklist29YesWhatMakesaGood6-SigmaProject?

RecurringeventsNarrowscopeAvailablemetricsormeasurementsthatcanbedevelopedquicklyControloftheprocessCustomer-focusedLinkedtocorporateorbusinessunitobjectivesAnnualcostsavingsof$250K（target）70%defectreductionpossible30Knowledgemanagement31Record,shareandtrainSixsigmaresourceandpracticesharingGlobalFordprojectreplicationGlobalFordtrainingresourceallocationGlobalFordprojecttrackingandmanagementGlobalFordmegaprojecttrainingGlobalFordprojectstatusreview32333435Summary36LeadershipComponentsofSuccessfulSixSigmaDeploymentskillsstructuretoolswill37SixsigmainfrastructuremustbeintegratedacrossfunctionsandlevelsoforganizationforhighmomentumSixsigmamustbedrivenhardduringlaunchtobuildmomentumSixsigmadeploymentdemandsleadershipandmanagementfocusResponsibilityandauthoritymustbeclearlydefinedCrossfunctionalconsensusisrequiredTasksmustbeassignedinalogicalwayResultsneedtobedeliveredsoonerratherthanlaterSixSigmaInfrastructure38ValuesSixsigmaisasignificantinvestmentandneedsgoodmanagementItneedstobedrivenespeciallyhardduringlaunchThedeliveryofresultswillbeimpairediftraining&projectsarenotcompletedonatimelybasisSixsigmascorecardshouldbeintegratedintoexistingmanagement