SixSigma盟主盟主训练营

LeadingSixSigmaChampionWorkshop领导SixSigma活动盟主训练营StayingFocusedCommunicatingReviewingProgressRecognizingAchievementIncreasingExpectationsLeadershipThemes3关注重点问题沟通回顾进展赏识成绩提升期望领导能力的主题4StayingFocusedMaintainfocusonthegoalsoftheprojectsandthelongtermdirectionofsixsigmaFocustheorganizationonthetoolsmethodologyandthecultureofteamworkReviewBusinessSystemstoensurethatarealignedwiththeenvironmentofconstantchangeReviewProjectsinDetailtoprovidedirectionandsupporttothebeltsandteamsMonitorFinancialResultstomakesurethattherearesolidcontributionstooperationalandstrategicplansStayingFocusedCommunicatingReviewingProgressRecognizingAchievementIncreasingExpectations5关注重要问题将注意力聚焦于项目的目标和六个希格玛的长期方向组织建设要关注工具方法和团队合作的文化检讨业务体系以确保它能适应环境的持续变化仔细检讨项目从而为项目负责人和项目小组成员提供导向和支持监控财务结果以确保它们对运营和战略计划有切实的贡献StayingFocusedCommunicatingReviewingProgressRecognizingAchievementIncreasingExpectations6EnsureProjectCompletionForaprojecttobecomplete,afewcriteriamust

bemet:Business/financialimpactsdocumentedandvalidatedbythefinanceandbusinessmanagementReviewoftheprojectforapplicationoftheimprovementroadmapDocumentedandimplementedcontrolplanPropertransfertotheprocessowner(s)7确保项目的完成项目结案必须符合一些条件：对业务/财务的影响由财务和业务部门的管理层进行文件化并确认检讨确认项目已应用改进指南已将控制计划文件化并实施妥善移交给流程负责人8CheckBusinessImpactFinanceisinvolvedinprojectselection:FinancialgoalsareproperlycalculatedFinancialresultsarebridgedtothebottomlineBusinessManagersarerequiredtosign-offonprojectsinsupportoftheirbusinessimpact:Therefore,BusinessManagersmustbeincludedinprojectreviews9检查对业务的影响财务人员要参与项目的选择：合理计算财务目标财务方面的成果能体现在财务底线中由业务经理来批准那些支持他们业务的项目是否能够结案：因此，业务经理必须参加项目检讨102000EPSAcquisitions/DivestituresBusinessRevaluationSalesGrowthSectorCensusReductionPlantAatFullCapacityPlantBYield&NewProdQualificationsOtherSixSigmaMaterialsManagementInflation2001EPSSixSigmaImpactCompanyA’’s2001NetIncomeGrowthASolidPlanGrewEarningsby14%in2001(0.14)0.060.440.180.030.050.300.43(0.92)Delta=0.43112000年每股收益益兼并/资产剥离离业务再评评估销售增长长部门人数减少A工厂已用足产能能B工厂产量量和新产能认认证其它六个个希格玛项目物料管理理通货膨胀胀2001年每股收益益SixSigma的影响A公司2001年净收入入的增长长稳健的计计划使收收入在2001年增长了了14%(0.14)0.060.440.180.030.050.300.43(0.92)Delta=0.4312YoupersonallyneedtodevelopacommunicationplanChampionsdrivethesuccessoftheculturalchangeThisrequirescommunicationatanumberoflevels:WithyourLeadershipTeamWithintheorganizationWithotherChampionsWithBlackBeltsCommunicatingsuccessdrivesculturechangeCommunicatingStayingFocusedCommunicatingReviewingProgressRecognizingAchievementIncreasingExpectations13您个人需需要发展展一个沟沟通计划划发起人推推动文化化改变的的成功进进行这需要在在各个层层面上进进行沟通通：与您的领领导小组组与组织与其它发发起人与黑带成功沟通通能驱动动文化的的改变沟通StayingFocusedCommunicatingReviewingProgressRecognizingAchievementIncreasingExpectations14SixSigmaCommunicationPlanning15SixSigma沟通计划划16CommunicationofprojectprogressisessentialBlack/GreenBeltsDetailedprogressreportsandprojectresultswillbedocumentedWeeklystatusupdatessenttoChampion,MBBandmanagementmembersFormalprojectstatusreportsgeneratedmonthlyanddistributedtoallLeaders,Champions,andBeltsCommunicatingProjectProgress17沟通项目目的进展展是必需需的黑带/绿带详细的进进展报告告和项目目结果将将被存档档每周的最最新进展展要送交交发起人人、黑带带大师和和管理层层成员每月完成成正式的的项目状状况报告告，并送送交所有有领导、、发起人人和项目目负责人人沟通项目目的进展展18ChampionCommunicationsNetworkChampionsneedtonetworkto:SharelessonslearnedIdentifyandfacilitateinterplantprojectsDevelopandprovidetemplatesforreportingandprojecttrackingDeterminethenextstepstoinstitutionalizingtheprocessqualityinitiativeasacorecompetencyTheChampionsneedtodeterminethestructureandcharterfortheirgroup/networkManyQuestions:HowoftenshouldtheChampionsmeet?HowshouldtheChampiongroupbestructured?.19盟主主沟沟通通网网络络盟主主需需要要网网络络来来:共享享要要吸吸取取的的教教训训确认认并并推推动动跨跨厂厂际际的的项项目目开发发并并提提供供报报告告和和项项目目跟跟踪踪的的模模板板决定定后后续续步步骤骤来来建建立立流流程程质质量量作作为为核核心心竞竞争争力力盟主主需需要要决决定定他他们们小小组组/网网络络的的结结构构和和章章程程问题题:盟主主应应多多频频次次地地见见面面?盟主主小小组组结结构构应应如如何何组组织织?.20ChampionNetworkMeetingSchedule21盟主主网网络络会会议议日日程程22TimelyprojectreviewsarearequirementPeopleworkontheitemstheirbossfeelsisimportantenoughtocontinuouslyaskabout……ProjectreviewsfrequenciesChampions&MasterBBshaveweeklyreviewsSixSigmaDirectors&MBBsconductmonthlyreviewswithdivision/marketcentermanagementGroupManagementwillholdquarterlyreviewsWhatgets‘‘measured’’……getsdoneStayingFocusedCommunicatingReviewingProgressRecognizingAchievementIncreasingExpectationsReviewingProgress23必须须进进行行项项目目检检讨讨人们们的的工工作作对对象象是是那那些些他他们们的的老老板板认认为为重重要要的的足足以以连连续续地地问问关关于于…项目目检检讨讨频频次次盟主主和和黑黑带带大大师师每每周周检检讨讨SixSigma主任任和和黑黑带带大大师师与与部部门门/市市场场中中心心管管理理进进行行月月度度检检讨讨小组组管管理理每每季季度度检检讨讨评估估了了什什么么…做完完了了StayingFocusedCommunicatingReviewingProgressRecognizingAchievementIncreasingExpectations检讨讨进进展展24ProjectReviewSchedule25项目目检检讨讨日日程程表表26I.Define/MeasureII.Analyze/ImproveIII.Control

IV.Results&BenefitsProject:

Black/GreenBelt:

.PresentationFormat27I.定义/评估II.分析/改进III.控制

IV.结果和收益项目:

黑带/绿带:

.简报报格格式式28I.Define/Measure-ProcessMapIdentifiedHUGEHiddenFactoryofmultiplereworks!-C&EMatrixtypeSavingsCalculationsSheet-ParetoleadtoWasteGenerationasProjectFocusMeasurementSystem:-IdentifiedthatVisualDefectsMeasurementSystemneedsstandardizationII.Analyze/Improve-IdentifiedKeyWasteGenerators-Reducedfrom301ProcessInputsto7KPIVs-IdentifiedEquipmentfailuresthatgenerateWaste-IdentifiedWorkProcessesthatgenerateWaste-Quantifiedotherinefficienciesintheworkprocess&activitiesIII.Control:ImplementedathreestepControlPlana)StandardizeVisualDefectsMeasurementSystemb)FacilitateWorkProcessestoRecoverWastec)RecommendseriesofActionStepstoImproveProcessCapabilityandPreventWasteGenerationIV.Results&Benefits-AnnualSavingsof$400,000fromWasteRecoveryachievedVSoriginalgoalof$300,000.-ImplementationPlanforreducedWasteGeneration-IdentifiedFivemoreBBandGBProjectstoImproveSystemEfficiencyProject:ImproveSpecialProductsEfficiencies.BlackBelt:JimSmith.Example129I.定义义/评估估-流程程图图确确认认有多多重重重重复复加加工工的的隐隐藏藏工工厂厂!-象要因因矩阵阵分析析的节节约计计算单单-Pareto分析形形成作作为项项目重重点的的浪费费产生生项目目评估系系统:-确认虚拟评评估系系统需需要标标准化化II.分析/改进-确认重重要的的产生生浪费费的项项目-流程输输入从从301项减少少到7个KPIVs-确认产产生浪浪费的的设备备故障障-确认产产生浪浪费的的工作作流程程-量化工工作流流程/活动动中的的其它它低效效工作作III.控制:执行一一个三三步骤骤的控控制计计划a)标准化化虚拟拟缺陷陷评估估系统统b)推动工工作流流程减减少/避免免浪费费c)推荐一一系列列行动动步骤骤来改改进流流程能能力和和防止止浪费费产生生IV.结果和和收益益-年度减减少浪浪费$400,000对原来来的$300,000.-减少浪浪费产产生的的执行行计划划-确认另另外五五个黑黑带和和绿带带项目目来改改进系系统效效率项目:改进特特殊产产品效效率.黑带:JimSmith.举例130Define/MeasureY:Order-Bill-CollectDefect:Subsidiaryoverhaulshopswithoverduereceivables.Measure:$30MMofoverduereceivables.GageR&R<5%.Averagebillsentout27daysafterhardware.16%ofbillsdisputed.AnalyzeUsed,processmapping,ANOVAandHomogeneityofVariancetocompareshops:Foundsignificantdifferenceinboththemeanandvariationofoverduereceivablesbetweenshops.Nocorrelationbetweensize/complexityofshopand$overdue.80%correlationbetweenoverduesvs.disputedbillsand/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.AccountsReceivablesTeamExample231定义/测测量Y：：受订订——开开票票——收收款款不良良品品：：Subsidiaryoverhaulshopswithoverduereceivables.测量量:$30MM逾期期应应收收未未收收帐帐款款可重重复复性性&可再再现现性性指指标标<5%平均均开开票票时时间间为为实实物物交交付付后后27天天有争争议议的的发发票票为为16%分析析利用用流流程程图图、、ANOVA及方方差差的的同同质质性性对对各各商商店店进进行行比比较较：：无论论是是平平均均值值还还是是变变异异方方面面，，不不同同商商店店的的逾逾期期应应收收帐帐款款都都有有显显著著的的差差异异；；逾期期应应收收帐帐款款的的金金额额与与商商店店的的规规模模、、业业务务复复杂杂程程度度没没有有相相关关性性实物物交交付付后后超超过过30天天的的开开票票数数与逾期期应应收收帐帐款款/有有争争议议发发票票数数比比值值之间间的的相相关关度度为为80%设计计/改改善善“数字字化化””的的收收入入核核查查流流程程确确实实可可以以防防止止争争议议与客客户户一一同同工工作作，，使使得得我我们们可可以以为为那那些些寿寿命命较较长长物物品品的的维维修修进进行行收收费费将次次级级供供应应商商的的开开票票系系统统与与GE的系系统统进进行行数数字字化化联联接接，，可可以以消消除除许许多多无无价价值值的的手手工工步步骤骤及及一一些些无无关关紧紧要要的的书书面面作作业业验证证/控控制制开票票估估计计值值与与实实收收金金额额比比值值的的准准确确度度及及估估计计模模型型已已越越来来越越精精确确目前前值值+20%,目目标标值值+10%.结果果：：有争争议议的的发发票票数数<3%平均均开开票票时时间间为为实实物物交交付付后后5天天逾期期应应收收帐帐款款减减少少$29MM应收收帐帐款款小小组组例232Black/GreenBeltsandChampionshaveasignificantportionoftheirPerformancerelatedtothesuccessoftheSixSigmaprojectsBenchmarkdatahasshownthefollowingBlackBelt:50-75%oftheirperformancerelatedtosuccessofprojectsChampions&Green:25-50%oftheirperformancerelatedtosuccessofprojectsBeltsandChampionsmusthaveavestedinterestinprojectselection,completion,andsuccess...R&RSuggestions33黑带带、、绿绿带带及及““盟盟主主””绩绩效效中中的的很很大大部部分分与与SixSigma项目目的的成成功功相相关关标竿竿数数据据如如下下：：黑带带：：50-70%的的绩绩效效与与项项目目成成功功相相关关“盟主主””与与绿绿带带：：25-50%的的绩绩效效与与项项目目的的成成功功相相关关黑带带、、绿绿带带及及““盟盟主主””必必须须在在项项目目选选择择、、完完成成及及成成功功上上具具有有既既得得利利益益...关于于奖奖励励与与表表扬扬的的建建议议34TeamMembersBlack/GreenBeltReward&RecognitionStructure35组员员黑带带/绿绿带带奖励励与与表表扬扬的的构构成成36RewardsystemsmustbeconsistentacrossGroups,Divisions,andPl