6 sigma培训 经典3

1、7/10/20221Total Quality Management The Six Sigma Revolution第二章 The Strategy of Six Sigma王德榮 90423027/10/20222Total Quality ManagementOverview組織品質管理成功之道-Vibrant, vocal,knowledgeable, and most important, involved management.本章闡述管理階層如何確保品質改善計畫能成功。事實上，我們不能怪罪管理階層的不參與Human nature tells us we keep doing th

2、e thongs that work for us.以The Westin Tabor Center 為案例貫穿本章。7/10/20223Total Quality ManagementEffectiveness and EfficiencyEffectiveness效益/效果the degree to which an organization meets and preferably exceeds a customers need and requirement.Efficiency效率refers to the resources consumed in attempting to b

3、ecome effective.作者調查知An average organization experiences over 50is efficiency and over 70is effectiveness. 7/10/20224Total Quality ManagementThe eight essential steps Step1Creation and Agreement of Strategic Business Objectives策略目標的建立與共識To obtain support and active involvement of management, the qua

4、lity initiative must be linked to the ongoing strategic business objectives of the organization.品質管理必須與公司的策略目標結合7/10/20225Total Quality ManagementCreation and Agreement of Strategic Business ObjectivesBusiness Objectives of The Westin Tabor Center 1.GOPARGross Operating Profit per Available Room追求每一

5、個客房的最正确利潤2.Maintenance of Their AAA Four-Star RatingAAAAmerican Automobile Association3.Employee Satisfaction員工滿意是客戶能滿意的保證，這對旅館業是特別重要。The Westin Tabor Center 在這些地方都需要改善7/10/20226Total Quality ManagementStep2Creation of Core, Key Sub-, and Enabling Process功能式組織都相信它自己具效益與效率，其實不盡然。功能式組織某一單位的的目標可能與公司整體目

6、標相違背。組織必須確認其達成目標的core and sub-process。Core processes of Westin are Rooms, Events and Outlets.Rooms core process 是策略目標GOPAR的關鍵。Enabling processnot necessarily belong to any one core process, for example the pay roll process, employee acquisition process .7/10/20227Total Quality ManagementStep3Identif

7、ication of Process Owner每一process owner指派到每一Core, Key Sub-, and Enabling Process.Process owner並非單位主管莫屬Process owner應具備以下能力 Sub-process領域知識， 領導及説服才能， 瞭解及鑑賞business process management， 能體會流程成功與失敗之滋味， 能尊敬其他前後流程的每一個人。7/10/20228Total Quality ManagementIdentification of Process OwnerEnabling process 有時也應如

8、Sub-process一般管理Business Performance Management將重要關鍵的Enabling process提昇成為Core process以Westin為例employee development 也變成Core process7/10/20229Total Quality ManagementStep4Creation and Validation of Measurement Dashboard33 Core, Key Sub-, and Enabling Process were identified in Westin.Executive team指定 1

9、5 process owners在一個月內就每一process提出1-3個dashboard measures經驗告訴我service provider 認為重要的不一定被會客戶認同部份owner察覺以前有33的改善對客戶員是做虛功，更有部份提不出 dashboard measures7/10/202210Total Quality ManagementCreation and Validation of Measurement Dashboard不易收集measurements的陷阱未收集正確的資料收集太多的資料不僅要找出效益性的衡量是重要的，也要找出效率性的衡量某一process衡量成立的

10、要件1.顧客願意為此流程付費用2.這個流程使產品或服務增值3.此流程的活動能一次就做好7/10/202211Total Quality ManagementCreation and Validation of Measurement Dashboard如何控制process的衡量個數1. 只衡量顧客認為重要的2. 只衡量你能加以改善的3. 雖是重要的效益衡量，但過去顧客不曽抱怨過的，也不必去衡量。效率衡量只限（value, cycle time, or cost）double-dipping 效益與效率雙效衡量觀念，可減輕衡量個數，例如speed of delivery。7/10/202212

11、Total Quality ManagementStep5Data Collection on Agreed DashboardsRoom service為例speed of delivery, food quality, and menu variety.計量的衡量必須匹配顧客的規範接受度，如客戶叫餐不應超過30分鐘。不能計量的衡量就使用 Likert Scale1不符要求，3符合要求，5超越要求。7/10/202213Total Quality ManagementStep6,7 Creation of Project Selection Criteria and Choosing Fir

12、st Projects 公司資源無法毫無限制地運用在品質政策推動上。公司若能制定實施的順序除有助於早期之成功外，亦能增強推動的信念。管理團隊應制定選擇準則，建議如下：1.適合公司策略目標者2.管理團隊同意的流程包括現行進行的改善流程3.低成效的流程以凸顯第一類的bear fruit效果。7/10/202214Total Quality ManagementSelection Criteria of WestinStrategic Business Objective OneGOPRAStrategic Business Objective TwoThe AAA Four-star Rating

13、Strategic Business Objective ThreeEmployee SatisfactionCurrent performanceFeasibility7/10/202215Total Quality ManagementThe Westin Tabor Center案例管理團隊及process owners使用 “fist- to-five method來排出流程的順序，並依此順序挑出優先執行的一些流程process owners被要求90天後提出流程績效報告很幸運的，優先執行的大局部流程都成功了。7/10/202216Total Quality Management成功的

14、Enabling process案例employee acquisition 原先招攬基層員工需4個星期，流程步驟要150個。 經改善後，去掉其中不具加值的100多個流程。流程不僅更具效率且員工待得更久在Denver市，the Westin Tabor Center的流動率是最低的 。7/10/202217Total Quality ManagementStep8the most important stepContinual management of the processes to achieve the Strategic Business Objective of the organization.The Westin Tabor Center每90天就利用這種Selection Criteria， 繼續改善其他流程。The Westin Tabor Center從表現差勁變全連鎖企業的top-10。Step8 請見Chapter 9 分解