SIX SIGMA DEPLOYMENT PRACTICE（英文PPT 43页）

1、Six sigma deployment practice1OutlineDeployment strategyResource planning福特汽車如何因應挑戰？2002年的全新挑戰交流時間2DeploymentStrategy3Breakthrough Improvement5 S workplaceVisual FactoryStandardized WorkDMAICQuality ToolsSix Sigma MethodologyPhaseWorld class qualityWe cant sustain a visual factory without 5SWe cant

2、sustain standardized work without visual factory We cant sustain six sigma without standardized workQuality tool is the engine, Six sigma is Turbo-chargeDFSSWe cant meet six sigma without six sigma discipline 4Deployment planning flow.Black BeltSMTraining- 1 monthExecutive BriefingsBuilding Infrastr

3、uctureProduct/Process Baselining- 2 month- 3 month- 5 month- 6 monthMeasurement is key in the approachVision, Goals, Leadership, Structure, ResourcesDeploymentPlan- 4 monthProduct &Process Focus for ProjectsTimeline5Initial Strategy and Deployment Metrics 80% of 6-Sigma resources devoted to customer

4、 satisfaction 1% of population certified black belts Project selection based on resolution of customer issue, 70% defect reduction, US$50K in waste elimination and TGW savings Green belts trained and applying skillsHow Did We Start - Long Term Vision and Initial Strategy20002001200220032004Start up,

5、 build critical mass & infrastructureCompleted infrastructureAnd produce measurable resultsFull integrationCompetitive AdvantageDMAICDFSS6CY 2000 - Start UpTrain Critical MassLearn to Use the MethodologyBuild Infrastructure 147Complete Building Infrastructure Start Becoming Self-ReliantCustomer/Busi

6、ness Feels Results Prepare for IntegrationCY 2001- Acceleration158 6-Sigma Becomes The Way We Do Business DFSS in Full Deployment Black Belts and Master Black Belts Start to Become Leaders at Operations Green Belt Training Reaches Wider in the OrganizationCY 2002-2003 Full Integration169Becomes Benc

7、hmark of the Industry In:Transformation SpeedBreak-through Customer Satisfaction and Business resultsSix sigma training to suppliers and dealersCY 2004- Leverage1710Resource Planning11It Takes More Than Tools to ImproveTo ensure that the company does eventually break free of its reliance on these tr

8、aditional methods, it must possess the resolve to assign a sufficient body of skilled resources focused on driving for improved capability and performanceAs capability increases, the benefits multiply and productivity of the company improvesIt takes skilled resources to make six sigma happen12Strike

9、 the right balance between immediate and longer term needs A fire fighting culture, combined with a reliance on inspection as a means of delivering customer satisfaction, has limited the development of many companiesIf a company is to progress from 3-4 sigma capability towards 6 sigma, it must find

10、and eliminate the root causes that limit process, and ultimately business, capabilityWhile this is taking place, the company must, in the short term, protect the interests of the customer by the continued use of traditional methodsResource Planning Challenges13Who Are the Key Players?ExecutivesDeplo

11、yment ChampionsSMProject ChampionsSMBlack BeltsSMGreen BeltsSMMaster Black BeltsSMProcess OwnersHRTrainingFinanceITCommunications146s Project Champions6s Deployment Champion(s) SMBusiness Unit LeaderCEO Corporate 6s Senior ChampionSMHR DeploymentChampionSMIT DeploymentChampionSMFinance DeploymentCha

12、mpionSMPRDeploymentChampionSMBusiness OperationsLeaders6sHR Manager6s Financial ManagerGreen BeltsSM6sIT ManagerTrainingDeploymentChampionSM6s MasterBlack BeltsSM6s Comm. Manager6s Training Manager6s Project ChampionsSM6s Black BeltsSM6s Deployment Infrastructure6s Executive CouncilSix Sigma Deploym

13、ent Roles15Owns vision, direction, integration, resultsLeads changeProject ownerImplements solutionsBlack BeltSM manager Full timeTrains and coaches Black BeltsSM and Green BeltsSMFull timeFacilitates problem solvingTrains and coaches Project TeamsProject-specificKnowledge sharingAll employeesUnders

14、tand visionApply concepts to their job and work areaHelps Black BeltsSMMaster Black BeltsSMBlack BeltsSMGreen BeltsSMProject Team MembersChampionsSMExecutivesCross-Functional Cooperation Needed16The Evolution of a Project vs. Level of Responsibility / DriveLevel of driveBlack BeltsSMTeam /Process Ow

15、nerTimeProjectHand-offMeasureAnalyzeImproveControl / SustainDefine17HUMAN RESOURCE PRACTICES3018Human Resource PracticesCareer Planning & DevelopmentBlack Belt candidate selectionPromotional PracticesDuring or after assignmentPerformance Review3119Black Belt Assignment24 Months Support Structure Cha

16、mpionDeployment DirectorOrganization Mgt & PDCInput & Review PDC2HR/Deployment DirectorNew Assignment3 MonthsBefore EndOf AssignmentChampion Meets/Assigns ProjectManagement Selects CandidateInput & Review PDC/HR/ ChampionDeployment Director HR 3220Successful Black Belt CharacteristicsCommunication:

17、Utilizes formal and informal written and oral communications to clearly and concisely convey ideas and obtain requisite feedback.Drive For Results: Sustains high intensity and focus over time even under adverse conditions while allocating time and resources to deliver superior results.Problem Solvin

18、g: Utilizing discipline approach that demonstrates the expertise necessary to evaluate complex concepts and manage the integration of solutions needed for success.21Successful Black Belt CharacteristicsCourage: Takes bold, decisive action despite potential conflict based on calculated risk and assum

19、es accountability for outcomes. Functional Proficiency: Applies functional knowledge and skills to consistently achieve successful results. Leadership: Empathetic and inspirational with an ability to align people and drive toward holistic solutions. Able to integrate demands, requirements, and limit

20、ations into decisions that result in the greatest overall benefit.22Career Planning & DevelopmentWho is Responsible?Black Belt-Must manage your own careerCommunicate your ambitions, interests to your direct managerMeet with your manager on a regular basis (at least annually) to review your career pl

21、anDirect Manager, PDC, and Project Champion-Joint responsibilities for creating your personal development plan and ensuring the proper assignment is obtained at the end of your Black Belt assignmentDeployment Director, HR Point of Contact, PDC-Oversee the process and ensure proper placements are mad

22、e and Black Belt experience is recognized as a valuable addition to your competency profile3323Promotional PracticesPromotional practice guidelines have been establishedIn limited circumstances, a Black Belt may be promoted during the assignment if:High Performing/PotentialNext-up CandidateBlack Bel

23、t Certification achievedPlanning PDCs concur3424Performance ReviewObjective Setting, coaching, feedback, and year-end evaluation will remain with the home organization seeking strong input from Project ChampionsFor LL6+ employees, Black Belt Candidates and Black Belts will remain within their regula

24、r comparator groups for reviewsEmployees will remain within their home organization for compensation planning purposes3525Project selection26Engineer your business like a systemApply the strengths of your organizations learningIntegrate your best practicesBuild on your current decision-support and p

25、roblem-solving methodsCoordinate with your business planning processProcessMapProcessMeasuresProcessEvaluationProcessBenchmarksInvestmentAllocationProjectSelectionCriteriaTechnologyAssessmentSource: Gregory H. Watson, Business Systems Engineering (New York: John Wiley, 1994).Flow ChartingBenchmarkin

26、gScorecardPrioritizationSelecting Significant Projects27Transforming Customer Feedback Into SAQ and then Six sigma ProjectsSingle Agenda for Quality and Customer SatisfactionTop 25 issuesDevelopActionable ProjectsIdentify GenericCritical XsHigh MileageDFSSNew Product ContentMeasure and Monitor Criti

27、cal XsIdentify Critical Xs Out of SpecificationDevelop Action to Restore Critical Xs MBB ActionVRT(Process owner)Black Belt Project LeaderFPS & Plant OperationsQOSDMAICGreen Belt Projects28Project is supportive of key business objectivesProject is focused on an ongoing processThe process is measurab

28、le, “Y”, an indication of whether or not the process is successful (may or may not be currently measured)The process is creating defectsProject is linked to a customer CTS (Critical To Satisfaction)A 70% reduction in defects results in a Value of Customer Satisfaction Improvement of _Process will co

29、ntinued to be used for some period of timeFirst-time projects shouldHave a high probability of successInclude opportunities to learn as many tools as possibleBe executable in 4-6 monthsSample Project Checklist29YesWhat Makes a Good 6-Sigma Project?Recurring eventsNarrow scopeAvailable metrics or mea

30、surements that can be developed quicklyControl of the processCustomer-focusedLinked to corporate or business unit objectivesAnnual cost savings of $250K (target)70% defect reduction possible30Knowledge management31Record, share and trainSix sigma resource and practice sharingGlobal Ford project repl

31、icationGlobal Ford training resource allocationGlobal Ford project tracking and managementGlobal Ford mega project trainingGlobal Ford project status review32333435Summary36Leadership Components of Successful Six Sigma Deploymentskillsstructuretoolswill37Six sigma infrastructure must be integrated a

32、cross functions and levels of organization for high momentumSix sigma must be driven hard during launch to build momentumSix sigma deployment demands leadership and management focusResponsibility and authority must be clearly definedCross functional consensus is required Tasks must be assigned in a

33、logical way Results need to be delivered sooner rather than laterSix Sigma Infrastructure38ValuesSix sigma is a significant investment and needs good managementIt needs to be driven especially hard during launchThe delivery of results will be impaired if training & projects are not completed on a timely basisSix sigma scorecard should be integrated into existing management reporting, be actively reviewed and should:Inform of statusDrive the right behaviorsStimulate action39Things