领导SixSigma活动全面概述

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/DivestituresBusinessRevaluationSalesGrowthSector

CensusReductionPlantAatFullCapacityPlantBYield&NewProdQualificationsOtherSixSigmaMaterialsManagementInflation2001EPSSixSigmaImpactCompanyA’s2001NetIncomeGrowthASolidPlanGrewEarningsby14%in2001(0.14)0.060.440.180.030.050.300.43(0.92)Delta=0.43112000年每股收益兼并/资产剥离业务再评估销售增长部门人数减少A工厂已用足产能B工厂产量和新产能认证其它六个希格玛项目物料管理通货膨胀2001年每股收益SixSigma的影响A公司2001年净收入的增增长稳健的计划使使收入在2001年增长了14%(0.14)0.060.440.180.030.050.300.43(0.92)Delta=0.4312YoupersonallyneedtodevelopacommunicationplanChampionsdrivethesuccessoftheculturalchangeThisrequirescommunicationatanumberoflevels:WithyourLeadershipTeamWithintheorganizationWithotherChampionsWithBlackBeltsCommunicatingsuccessdrivesculturechangeCommunicatingStayingFocusedCommunicatingReviewingProgressRecognizingAchievementIncreasingExpectations13您个人需要发发展一个沟通通计划发起人推动文文化改变的成成功进行这需要在各个个层面上进行行沟通：与您的领导小小组与组织与其它发起人人与黑带成功沟通能驱驱动文化的改改变沟通StayingFocusedCommunicatingReviewingProgressRecognizingAchievementIncreasingExpectations14SixSigmaCommunicationPlanning15SixSigma沟通计划16CommunicationofprojectprogressisessentialBlack/GreenBeltsDetailedprogressreportsandprojectresultswillbedocumentedWeeklystatusupdatessenttoChampion,MBBandmanagementmembersFormalprojectstatusreportsgeneratedmonthlyanddistributedtoallLeaders,Champions,andBeltsCommunicatingProjectProgress17沟通项目的进进展是必需的的黑带/绿带详细的进展报报告和项目结结果将被存档档每周的最新进进展要送交发发起人、黑带带大师和管理理层成员每月完成正式式的项目状况况报告，并送送交所有领导导、发起人和和项目负责人人沟通项目的进进展18ChampionCommunicationsNetworkChampionsneedtonetworkto:SharelessonslearnedIdentifyandfacilitateinterplantprojectsDevelopandprovidetemplatesforreportingandprojecttrackingDeterminethenextstepstoinstitutionalizingtheprocessqualityinitiativeasacorecompetencyTheChampionsneedtodeterminethestructureandcharterfortheirgroup/networkManyQuestions:HowoftenshouldtheChampionsmeet?HowshouldtheChampiongroupbestructured?.19盟主沟通网络络盟主需要网络络来:共享要吸取的的教训确认并推动跨跨厂际的项目目开发并提供报报告和项目跟跟踪的模板决定后续步骤骤来建立流程程质量作为核核心竞争力盟主需要决定定他们小组/网络的结构构和章程问题:盟主应多频次次地见面?盟主小组结构构应如何组织织?.20ChampionNetworkMeetingSchedule21盟主网络会议议日程22TimelyprojectreviewsarearequirementPeopleworkontheitemstheirbossfeelsisimportantenoughtocontinuouslyaskabout…ProjectreviewsfrequenciesChampions&MasterBBshaveweeklyreviewsSixSigmaDirectors&MBBsconductmonthlyreviewswithdivision/marketcentermanagementGroupManagementwillholdquarterlyreviewsWhatgets‘‘measured’……getsdoneStayingFocusedCommunicatingReviewingProgressRecognizingAchievementIncreasingExpectationsReviewingProgress23必须进进行项项目检检讨人们的的工作作对象象是那那些他他们的的老板板认为为重要要的足足以连连续地地问关关于…项目检检讨频频次盟主和和黑带带大师师每周周检讨讨SixSigma主任和和黑带带大师师与部部门/市场场中心心管理理进行行月度度检讨讨小组管管理每每季度度检讨讨评估了了什么么…做完了了StayingFocusedCommunicatingReviewingProgressRecognizingAchievementIncreasingExpectations检讨进进展24ProjectReviewSchedule25项目检检讨日日程表表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:

.简报格格式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!-象要要因因矩矩阵阵分分析析的的节节约约计计算算单单-Pareto分析析形形成成作作为为项项目目重重点点的的浪浪费费产产生生项项目目评估估系系统统:-确认认虚拟拟评评估估系系统统需需要要标标准准化化II.分析析/改进进-确认认重重要要的的产产生生浪浪费费的的项项目目-流程程输输入入从从301项减减少少到到7个KPIVs-确认认产产生生浪浪费费的的设设备备故故障障-确认认产产生生浪浪费费的的工工作作流流程程-量化化工工作作流流程程/活活动动中中的的其其它它低低效效工工作作III.控制制:执行行一一个个三三步步骤骤的的控控制制计计划划a)标准准化化虚虚拟拟缺缺陷陷评评估估系系统统b)推动动工工作作流流程程减减少少/避避免免浪浪费费c)推荐荐一一系系列列行行动动步步骤骤来来改改进进流流程程能能力力和和防防止止浪浪费费产产生生IV.结果果和和收收益益-年度度减减少少浪浪费费$400,000对原原来来的的$300,000.-减少少浪浪费费产产生生的的执执行行计计划划-确认认另另外外五五个个黑黑带带和和绿绿带带项项目目来来改改进进系系统统效效率率项目目:改进进特特殊殊产产品品效效率率.黑带带:JimSmith.举例例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—开开票—收收款不良品：Subsidiaryoverhaulshopswithoverduereceivables.测量:$30MM逾期应收未收收帐款可重复性&可再现性指标标<5%平均开票时间间为实物交付付后27天有争议的发票票为16%分析利用流程图、、ANOVA及方差的同质质性对各商店店进行比较：：无论是平均值值还是变异方方面，不同商商店的逾期应应收帐款都有有显著的差异异；逾期应收帐款款的金额与商商店的规模、、业务复杂程程度没有相关关性实物交付后超超过30天的的开票数与逾期应收帐款款/有争议发发票数比值之间的相关度度为80%设计/改善“数字化”的收收入核查流程程确实可以防防止争议与客户一同工工作，使得我我们可以为那那些寿命较长长物品的维修修进行收费将次级供应商商的开票系统统与GE的系统进行数数字化联接，，可以消除许许多无价值的的手工步骤及及一些无关紧紧要的书面作作业验证/控制开票估计值与与实收金额比比值的准确度度及估计模型型已越来越精精确目前值+20%,目目标值+10%.结果：有争议的发票票数<3%平均开票时间间为实物交付付后5天逾期应收帐款款减少$29MM应收帐款小组组例232Black/GreenBeltsandChampionshaveasignificantportionoftheirPerformancerelatedtothesuccessoftheSixSigmaprojectsBenchmarkdatahasshownthefollowingBlackBelt:50-75%oftheirperformancerelatedtosuccessofprojectsChampions&Green:25-50%oftheirperformancerelatedtosuccessofprojectsBeltsandChampionsmusthaveavestedinterestinprojectselection,completion,andsuccess...R&RSuggestions33黑带、绿带及及“盟主”绩绩效中的很大大部分与SixSigma项目的成功相相关标竿数据如下下：黑带：50-70%的绩绩效与项目成成功相关“盟主”与绿带带：25-50%的绩效效与项目的成成功相关黑带、绿带及及“盟主”必必须在项目选选择、完成及及成功上具有有既得利益...关于奖励与表表扬的建议34TeamMembersBlack/GreenBeltReward&RecognitionStructure35组员黑带/绿带带奖励与表扬的的构成36RewardsystemsmustbeconsistentacrossGroups,Divisions,andPlantsRewardsshouldbecorrelatedtothesuccessoftheprojectandthebe