SIXSIGMADEPLOYMENTPRACTICE（英文PPT43.pptx

SIXSIGMADEPLOYMENTPRACTICE（英文PPT43.pptx

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Sixsigmadeploymentpractice,1,Outline,DeploymentstrategyResourceplanning福特汽車如何因應挑戰？

2002年的全新挑戰交流時間,2,DeploymentStrategy,3,BreakthroughImprovement,5Sworkplace,VisualFactory,StandardizedWork,DMAIC,QualityTools,SixSigmaMethodology,Phase,Worldclassquality,Wecantsustainavisualfactorywithout5S,Wecantsustainstandardizedworkwithoutvisualfactory,Wecantsustainsixsigmawithoutstandardizedwork,Qualitytoolistheengine,SixsigmaisTurbo-charge,DFSS,Wecantmeetsixsigmawithoutsixsigmadiscipline,4,Deploymentplanningflow.,BlackBeltSMTraining,-1month,ExecutiveBriefings,BuildingInfrastructure,Product/ProcessBaselining,-2month,-3month,-5month,-6month,Measurementiskeyintheapproach,Vision,Goals,Leadership,Structure,Resources,DeploymentPlan,-4month,Product&ProcessFocusforProjects,Timeline,5,InitialStrategyandDeploymentMetrics80%of6-Sigmaresourcesdevotedtocustomersatisfaction1%ofpopulationcertifiedblackbeltsProjectselectionbasedonresolutionofcustomerissue,70%defectreduction,US$50KinwasteeliminationandTGWsavingsGreenbeltstrainedandapplyingskills,HowDidWeStart-LongTermVisionandInitialStrategy,2000,2001,2002,2003,2004,Startup,buildcriticalmass&infrastructure,CompletedinfrastructureAndproducemeasurableresults,Fullintegration,CompetitiveAdvantage,DMAIC,DFSS,6,14,7,15,8,16,9,17,10,ResourcePlanning,11,ItTakesMoreThanToolstoImprove,Toensurethatthecompanydoeseventuallybreakfreeofitsrelianceonthesetraditionalmethods,itmustpossesstheresolvetoassignasufficientbodyofskilledresourcesfocusedondrivingforimprovedcapabilityandperformanceAscapabilityincreases,thebenefitsmultiplyandproductivityofthecompanyimproves,Ittakesskilledresourcestomakesixsigmahappen,12,StriketherightbalancebetweenimmediateandlongertermneedsAfirefightingculture,combinedwitharelianceoninspectionasameansofdeliveringcustomersatisfaction,haslimitedthedevelopmentofmanycompaniesIfacompanyistoprogressfrom3-4sigmacapabilitytowards6sigma,itmustfindandeliminatetherootcausesthatlimitprocess,andultimatelybusiness,capabilityWhilethisistakingplace,thecompanymust,intheshortterm,protecttheinterestsofthecustomerbythecontinueduseoftraditionalmethods,ResourcePlanningChallenges,13,WhoAretheKeyPlayers?

ExecutivesDeploymentChampionsSMProjectChampionsSMBlackBeltsSMGreenBeltsSMMasterBlackBeltsSM,ProcessOwnersHRTrainingFinanceITCommunications,14,6sProjectChampions,6sDeploymentChampion（s）SM,BusinessUnitLeaderCEO,Corporate6sSeniorChampionSM,HRDeploymentChampionSM,ITDeploymentChampionSM,FinanceDeploymentChampionSM,PRDeploymentChampionSM,BusinessOperationsLeaders,6sHRManager,6sFinancialManager,GreenBeltsSM,6sITManager,TrainingDeploymentChampionSM,6sMasterBlackBeltsSM,6sComm.Manager,6sTrainingManager,6sProjectChampionsSM,6sBlackBeltsSM,6sDeploymentInfrastructure,6sExecutiveCouncil,SixSigmaDeploymentRoles,15,Ownsvision,direction,integration,resultsLeadschange,ProjectownerImplementssolutionsBlackBeltSMmanager,FulltimeTrainsandcoachesBlackBeltsSMandGreenBeltsSM,FulltimeFacilitatesproblemsolvingTrainsandcoachesProjectTeams,Project-specificKnowledgesharing,Allemployees,UnderstandvisionApplyconceptstotheirjobandworkarea,HelpsBlackBeltsSM,MasterBlackBeltsSM,BlackBeltsSM,GreenBeltsSM,ProjectTeamMembers,ChampionsSM,Executives,Cross-FunctionalCooperationNeeded,16,TheEvolutionofaProjectvs.LevelofResponsibility/Drive,Levelofdrive,BlackBeltsSM,Team/ProcessOwner,Time,ProjectHand-off,Measure,Analyze,Improve,Control/Sustain,Define,17,HUMANRESOURCEPRACTICES,30,18,HumanResourcePractices,CareerPlanning&DevelopmentBlackBeltcandidateselectionPromotionalPracticesDuringorafterassignmentPerformanceReview,31,19,BlackBeltAssignment24Months,SupportStructure,Champion,DeploymentDirector,OrganizationMgt&PDC,Input&Review,PDC2,HR/DeploymentDirector,NewAssignment,3MonthsBeforeEndOfAssignment,ChampionMeets/AssignsProject,ManagementSelectsCandidate,Input&Review,PDC/HR/Champion,DeploymentDirector,HR,32,20,SuccessfulBlackBeltCharacteristics,Communication:

Utilizesformalandinformalwrittenandoralcommunicationstoclearlyandconciselyconveyideasandobtainrequisitefeedback.DriveForResults:

Sustainshighintensityandfocusovertimeevenunderadverseconditionswhileallocatingtimeandresourcestodeliversuperiorresults.ProblemSolving:

Utilizingdisciplineapproachthatdemonstratestheexpertisenecessarytoevaluatecomplexconceptsandmanagetheintegrationofsolutionsneededforsuccess.,21,SuccessfulBlackBeltCharacteristics,Courage:

Takesbold,decisiveactiondespitepotentialconflictbasedoncalculatedriskandassumesaccountabilityforoutcomes.FunctionalProficiency:

Appliesfunctionalknowledgeandskillstoconsistentlyachievesuccessfulresults.Leadership:

Empatheticandinspirationalwithanabilitytoalignpeopleanddrivetowardholisticsolutions.Abletointegratedemands,requirements,andlimitationsintodecisionsthatresultinthegreatestoverallbenefit.,22,CareerPlanning&Development,WhoisResponsible?

BlackBelt-MustmanageyourowncareerCommunicateyourambitions,intereststoyourdirectmanagerMeetwithyourmanageronaregularbasis（atleastannually）toreviewyourcareerplanDirectManager,PDC,andProjectChampion-JointresponsibilitiesforcreatingyourpersonaldevelopmentplanandensuringtheproperassignmentisobtainedattheendofyourBlackBeltassignmentDeploymentDirector,HRPointofContact,PDC-OverseetheprocessandensureproperplacementsaremadeandBlackBeltexperienceisrecognizedasavaluableadditiontoyourcompetencyprofile,33,23,PromotionalPractices,PromotionalpracticeguidelineshavebeenestablishedInlimitedcircumstances,aBlackBeltmaybepromotedduringtheassignmentif:

HighPerforming/PotentialNext-upCandidateBlackBeltCertificationachievedPlanningPDCsconcur,34,24,PerformanceReview,ObjectiveSetting,coaching,feedback,andyear-endevaluationwillremainwiththehomeorganizationseekingstronginputfromProjectChampionsForLL6+employees,BlackBeltCandidatesandBlackBeltswillremainwithintheirregularcomparatorgroupsforreviewsEmployeeswillremainwithintheirhomeorganizationforcompensationplanningpurposes,35,25,Projectselection,26,EngineeryourbusinesslikeasystemApplythestrengthsofyourorganizationslearningIntegrateyourbestpracticesBuildonyourcurrentdecision-supportandproblem-solvingmethodsCoordinatewithyourbusinessplanningprocess,ProcessMap,ProcessMeasures,ProcessEvaluation,ProcessBenchmarks,InvestmentAllocation,ProjectSelection,Criteria,TechnologyAssessment,Source:

GregoryH.Watson,BusinessSystemsEngineering（NewYork:

JohnWiley,1994）.,FlowCharting,Benchmarking,Scorecard,Prioritization,SelectingSignificantProjects,27,TransformingCustomerFeedbackIntoSAQandthenSixsigmaProjects,SingleAgendaforQualityandCustomerSatisfaction,Top25issues,DevelopActionableProjects,IdentifyGenericCriticalXs,HighMileage,DFSS,NewProductContent,MeasureandMonitorCriticalXs,IdentifyCriticalXsOutofSpecification,DevelopActiontoRestoreCriticalXs,MBBAction,VRT（Processowner）,BlackBeltProjectLeader,FPS&PlantOperations,QOS,DMAIC,GreenBeltProjects,28,ProjectissupportiveofkeybusinessobjectivesProjectisfocusedonanongoingprocessTheprocessismeasurable,“Y”,anindicationofwhetherornottheprocessissuccessful（mayormaynotbecurrentlymeasured）TheprocessiscreatingdefectsProjectislinkedtoacustomerCTS（CriticalToSatisfaction）A70%reductionindefectsresultsinaValueofCustomerSatisfactionImprovementof_ProcesswillcontinuedtobeusedforsomeperiodoftimeFirst-timeprojectsshouldHaveahighprobabilityofsuccessIncludeopportunitiestolearnasmanytoolsaspossibleBeexecutablein4-6months,SampleProjectChecklist,29,Yes,WhatMakesaGood6-SigmaProject?

RecurringeventsNarrowscopeAvailablemetricsormeasurementsthatcanbedevelopedquicklyControloftheprocessCustomer-focusedLinkedtocorporateorbusinessunitobjectivesAnnualcostsavingsof$250K（target）70%defectreductionpossible,30,Knowledgemanagement,31,Record,shareandtrain,SixsigmaresourceandpracticesharingGlobalFordprojectreplicationGlobalFordtrainingresourceallocationGlobalFordprojecttrackingandmanagementGlobalFordmegaprojecttrainingGlobalFordprojectstatusreview,32,33,34,35,Summary,36,LeadershipComponentsofSuccessfulSixSigmaDeployment,will,37,SixsigmainfrastructuremustbeintegratedacrossfunctionsandlevelsoforganizationforhighmomentumSixsigmamustbedrivenhardduringlaunchtobuildmomentumSixsigmadeploymentdemandsleadershipandmanagementfocusResponsibilityandauthoritymustbeclearlydefinedCrossfunctionalconsensusisrequiredTasksmustbeassignedinalogicalwayResultsneedtobedeliveredsoonerratherthanlater,SixSigmaInfrastructure,38,Values,SixsigmaisasignificantinvestmentandneedsgoodmanagementItneedstobedrivenespeciallyhardduringlaunchThedeliveryofresultswillbeimpairediftraining&projectsarenotcompletedonatimelybasisSixsigmascorecardshouldbeintegratedintoexistingmanagementreporting,beactivelyreviewedandshould:

InformofstatusDrivetherightbehaviorsStimulateaction,39,ThingstoMeasure,%ofChampionsfromtoplevelsofmanagement%ofChampionsreviewingprojecteachweek%ofprojectsreviewedbyexecutiveseachmonth%ofBlackBeltsSMfromtop25%ofemployees%ofBlackBeltsSM100%dedicated#andtypesofprojectsidentified$/project#projects/BlackBeltsSMChampionSMandBlackBeltSMretention,40,TheBasicIngredientsforSuccess,Therateofdeploymentmustbegearedtotheavailabilityofthebasicing