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Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,11/7/2009,#,单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,*,Six Sigma,What It is How It Affects Human Resources,Ronald D. Snee,K. W. Tunnell Consulting,November 13, 2001,Six Sigma What It is How It,What is Six Sigma ?,Measure,of how well a process is performing,- Six Sigma process produces 3.4 defects per,million opportunities,- Most companies are at 3-4 sigma level,Philosophy,of reducing defects so we can improve customer satisfaction and reduce costs,Business Strategy,that increases process performance resulting in enhanced customer satisfaction and improved bottom line (,$,).,What is Six Sigma ? Measure,What is Six Sigma?,Improvement,Breakthrough,Systematic, Focused Approach,Right Projects - Linked to Business Goals,Right People,- Selected & Trained,Project Management,- Management Reviews,Sustaining Gains,- Identify New Projects,Right Results,- Process & Financial(,$,),Process,Thinking,Process,Variation,Facts, Figures,Data,Define, Measure, Analyze, Improve, Control,8 Key Tools,- Linked and Sequenced,Statistical Tools,Minitab,Critical Few Variables,INITIATIVE,METHODS & TOOLS,What is Six Sigma?INITIATIVE,ROLES OF LEADERS,Management,Team,Project,Champion,Master,Black Belt,Green,Belt,Black Belt,and,Team,Functional Groups,HR, Finance, IT,Engg, QA, etc.,ROLES OF LEADERSManagementPr,Six Sigma Improvement Strategy,Phase 0: Process Definition,Phase I: Process Measurement,Phase II: Process Analysis,Phase III: Process Improvement,Phase IV: Process Control,Six Sigma Improvement Strateg,8,Key Six Sigma Tools,Maps and Metrics,Cause and Effect Matrix,Gage R&R Study,Capability Analysis,Failure Mode and Effects Analysis,Multi-Vari Analysis,Design of Experiments,Control Plans including Statistical Process Control,Advanced tools are used as needed to speed up improvement,8 Key Six Sigma ToolsMaps and,Some Manufacturing Black Belt Projects,Increase process,yield,$300k,Increase process,capacity,$400k,Increase dryer,throughput,$130k,Reduce process,downtime and scrap,$320k,Reduce,caustic use,of Process Z $2000k,Material loss,: Reduce scrap & increase yield $150k,Reduce wet milling,operations costs,$300k,Some Manufacturing Black Belt,Topics of Non-Manufacturing Projects,Billing,Energy Reduction,Engineering,Environmental,Finance & Accounting,Human Resources,Information Technology,Internal Audits,Inventory Reduction,Legal,Logistics - Transportation,Customer Service,Maintenance,Planning and Scheduling,Product Design,Purchasing,QC Lab,Safety,Sales,Shipping,Topics of Non-Manufacturing Pr,Projects in Human Resources,Reduce cycle time on hiring process,Increase “hit rate” on job applicants,Employee turnover reduction,Overtime reduction,Reducing staffing shortages,Cycle Time Reduction for Long-Term Disability Application Process,Projects in Human ResourcesRed,Long Term Disability Application Process,Long Term Disability Applicati,Improvements,Supplier Processes,- Renegotiate sub-contractors terms,- New case management reporting,- Review of case turn-around time performance,Dupont Processes,- Greater use of email and intranet,- Case tracking and reporting database added,- Use of performance metrics at SBU and sites,- Ongoing communication, training and education,ImprovementsSupplier Processes,Benefits,Average Cycle Time reduced 50-70%,Process performance now meeting customer requirements of decisions in Granted by Project Champion, Approved by Six Sigma Recognition Committee,Black Belt RecognitionSelectio,Black Belt Recognition (cont.),Six Sigma Spirit Awards,-,Made by Project Champion,- Recognizes and rewards efforts and achievements,during projects,with individual and team awards, theater/movie tickets,dinners, t-shirts, spot cash bonuses, etc.,Six Sigma Success Plaque,- Awarded at completion of first project, Engraved placard for project, Plaque designed to add multiple projects as completed,Black Belt Recognition (cont.),Company K - Recognition Program(Contd),Green Belt Recognition,-,Similar to Black Belt recognition,- No certification bonus,Project Team Member Recognition,-,Similar to BB and GB Recognition,- No certification awards,Annual Six Sigma Recognition event,-,Presentation of key projects,- Dinner reception with senior leadership,Company K - Recognition Progra,Summary,Six Sigma,- It is different,- It works if you follow the process,- Produces significant bottom line results,Change is required by all persons who get involved with the initiative,Six Sigma will last as long as it produces bottom line results (,$,),SHOW ME THE,MONEY,(,$,),SummarySix Sigma,Show Me The,Money,(,$,),Show Me The Money ($),References,Blakleslee, J. A., Jr. (1999) “Implementing the Six Sigma Solution”,Quality Progress, July 1999, 77-85.,Breyfogle, Forest W. III (1999),Implementing Six Sigma Smarter Solutions Using Statistical Methods,Wiley-Interscience, John Wiley and Sons, New York, NY.,Breyfogle, Forrest W., Cupello, J. M., and Meadows, B. (2001),Managing Six Sigma, John Wiley and Sons, New York, NY.,Eckes, G. (2001),Six Sigma Revolution, John Wiley and Sons, New York, NY,Hahn, Gerald, J., Hill, William J., Hoerl, Roger W., and Zinkgraf, Stephen A. (1999) The Impact of Six Sigma Improvement-A Glimpse into The Future of Statistics,The American Statistician, August 1999.,ReferencesBlakleslee, J. A., J,References,Harry, Mikel J. (1998) “Six Sigma: A Breakthrough Strategy for Profitability”,Quality Progress, May 1998, 60-64.,Harry, Mikel and Schreoder, Richard (2000),Six Sigma The Breakthroygh Management Strategy Revolutionizing the Worlds Top Corporations,Currency Doubleday, NY, NY,Hoerl, R. W. (1998) “Six Sigma and the Future of the Quality Profession”,Quality Progress, June 1998, 35-42.,Hoerl, R. W. and Snee, R. D. (2002),Statistical Thinking - Improving Business Performance,Duxbury Press, Pacific Grove, CA,Maguire, Miles (1999) “Cowboy Quality Mikel Harrys Riding Tall in the Saddle as Six Sigma Makes its Mark.”,Quality Progress, October 1999, 27-34.,Pande, P., Neuman, R., and Cavanuagh (2000),The Six Sigma Way, McGraw-Hill, New York, NY.,ReferencesHarry, Mikel J. (19,References,Pyzdek, T. (1999),The Complete Guide to Six Sigma, Quality Publishing, Tucson, AZ,Pyzdek, T. (2000),The Six Sigma Handbook, McGraw-Hill, New York, NY,Quality Engineering,(2000) Volume 12, No. 3. Five articles on Six Sigma.,Snee, R. D. (1999) “Statisticians Must Develop Data-Based Management Systems as Well as Create Measurement Systems.”,International Statistical Review, 67, No.2, August 1999, 139-144.,Snee, R.D. (1999) “Why Should Statisticians Pay Attention to Six Sigma?”,Quality Progress,Sept. 1999, 100-103.,Snee, R. D.(1999) “Development and Use of Statistical Thinking: A New Era”,International Statistical Review, 67.,ReferencesPyzdek, T. (1999) Th,References,Snee, R.D.(2000) “Impact of Six Sigma on Quality Engineering”,Quality Engineering,12,No.3, ix-xiv.,Snee, R. D. (2000) “Six Sigma has Improved Both Statistical Training and Processes”,Quality Progress, Oct. 2000, 68-72.,Snee R. D. (2001) “Dealing with the Achilles Heel of Six Sigma - Project Selection”,Quality Progress, March 2001, 66-72.,Snee, R. D. (2001) “Focus on Improvement, Not Training”,Quality Management Forum, Spring 2001, 7, 8, 16.,Snee, R. D. (2001) “Make the View Worth the Climb Focus Training on Delivering Better Business Results”,Quality Progress, November 2001, 58-61.,Zinkgraf, S. A. (1998) “An Overview of Operational Excellence and Six Sigma at Allied Signal”,Transactions of the American Quality,Congress, 173-175.,ReferencesSnee, R.D.(2000) “Im,
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