Sixsigmadeploymentpractice

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,S,ix sigma deployment practice,Outline,Deployment strategy,Resourceplanning,福特汽,車,車如何,因,因應挑,戰,戰？,2002年的全,新,新挑戰,交流時,間,間,Deployment,Strategy,BreakthroughImprovement,5 Sworkplace,VisualFactory,StandardizedWork,DMAIC,Quality Tools,SixSigmaMethodology,Phase,Worldclassquality,Wecan,tsustain avisual factorywithout5S,Wecan,tsustain standardizedwork withoutvisual factory,Wecan,tsustain sixsigmawithout standardizedwork,Quality toolisthe engine,Six sigma is Turbo-charge,DFSS,Wecan,tmeet sixsigmawithout sixsigmadiscipline,Deployment planning flow,.,.,BlackBelt,SM,Training,- 1month,ExecutiveBriefings,BuildingInfrastructure,Product/ProcessBaselining,- 2month,- 3month,- 5month,- 6month,Measurementiskeyinthe approach,Vision, Goals,Leadership,Structure, Resources,Deployment,Plan,- 4month,Product &,Process Focus forProjects,Timeline,Initial Strategy andDeployment Metrics,80%of6-Sigmaresourcesdevotedtocustomersatisfaction,1%ofpopulation certifiedblackbelts,Project selectionbasedonresolution of customer issue,70%defect,reduction, US$50KinwasteeliminationandTGW savings,Greenbeltstrained andapplyingskills,HowDid We Start -LongTerm VisionandInitialStrategy,2000,2001,2002,2003,2004,Startup,buildcritical,mass &infrastructure,Completedinfrastructure,Andproducemeasurable results,Full integration,Competitive,Advantage,DMAIC,DFSS,CY 2000 -,Start Up,Train Critical Mass,Learn to Use the Methodology,Build Infrastructure,14,Complete Building Infrastructure,Start Becoming Self-Reliant,Customer/Business Feels Results,Prepare for Integration,CY 2001- Acceleration,15,6-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,Organization,CY 2002-2003 ,Full Integration,16,Becomes Benchmark of the Industry In:,Transformation Speed,Break-through Customer Satisfaction and Business results,Six sigma training to suppliers and dealers,CY 2004- Leverage,17,Resource,Planning,ItTakesMore ThanToolstoImprove,Toensurethatthecompanydoes eventuallybreakfreeofitsrelianceonthese,traditionalmethods,itmust possessthe resolvetoassign asufficientbody of skilledresources focusedondrivingforimprovedcapabilityandperformance,Ascapability increases,the benefits multiply andproductivityofthe companyimproves,Ittakesskilled resourcestomake sixsigmahappen,Strikethe right balancebetweenimmediateand longerterm needs,A firefightingculture,combinedwitha reliance on inspectionasameansofdelivering customer satisfaction,has limitedthe development of manycompanies,Ifa companyistoprogressfrom3-4sigmacapabilitytowards 6sigma, it mustfindandeliminate theroot causesthat limit process, andultimately business,capability,Whilethis is takingplace,the companymust,inthe short term, protectthe interestsofthecustomerbythecontinued useof,traditional, methods,ResourcePlanningChallenges,WhoAre theKeyPlayers?,Executives,DeploymentChampions,SM,ProjectChampions,SM,BlackBelts,SM,GreenBelts,SM,MasterBlackBelts,SM,Process Owners,HR,Training,Finance,IT,Communications,6sProject,Champions,6,s,Deployment,Champion(s),SM,BusinessUnit Leader,CEO,Corporate6sSeniorChampion,SM,HRDeployment,Champion,SM,IT,Deployment,Champion,SM,Finance,Deployment,Champion,SM,PR,Deployment,Champion,SM,Business,Operations,Leaders,6,s,HRManager,6sFinancialManager,GreenBelts,SM,6,s,IT,Manager,Training,Deployment,Champion,SM,6sMaster,BlackBelts,SM,6,s,Comm.Manager,6,s,TrainingManager,6sProject,Champions,SM,6sBlackBelts,SM,6sDeployment Infrastructure,6sExecutiveCouncil,SixSigmaDeploymentRoles,Owns vision,direction,integration,results,Leadschange,Project owner,Implements solutions,BlackBelt,SM,manager,Full time,Trainsand coachesBlackBelts,SM,andGreenBelts,SM,Full time,Facilitatesproblem solving,Trainsand coaches,Project Teams,Project-specific,Knowledgesharing,Allemployees,Understand vision,Applyconceptstotheirjoband workarea,HelpsBlackBelts,SM,MasterBlackBelts,SM,BlackBelts,SM,GreenBelts,SM,Project TeamMembers,Champions,SM,Executives,Cross-Functional Cooperation Needed,TheEvolution of aProjectvs.LevelofResponsibility,/,/Drive,Levelofdrive,BlackBelts,SM,Team /Process Owner,Time,Project,Hand-off,Measure,Analyze,Improve,Control /Sustain,Define,HUMANRESOURCEPRACTICES,30,HumanResourcePractices,CareerPlanning,&,&Development,BlackBelt candidateselection,PromotionalPractices,Duringorafterassignment,PerformanceReview,31,BlackBelt Assignment,24Months,Support Structure,Champion,Deployment Director,OrganizationMgt &PDC,Input,&,& Review,PDC2,HR/Deployment Director,NewAssignment,3 Months,BeforeEnd,OfAssignment,Champion,Meets/Assigns,Project,Management SelectsCandidate,Input,&,& Review,PDC,/,/HR,/,/ Champion,Deployment Director,HR,32,Successful Black BeltCharacteristics,Communication:,Utilizesformaland informal writtenand oralcommunicationstoclearlyandconcisely conveyideasandobtain requisitefeedback.,DriveForResults:,Sustainshigh intensityandfocusovertime evenunderadverseconditions while allocatingtimeandresources to deliversuperiorresults.,Problem Solving,:,:,Utilizingdisciplineapproachthat demonstratestheexpertise necessarytoevaluatecomplex concepts andmanagethe integration of solutionsneededfor success,.,.,Successful Black BeltCharacteristics,Courage:,Takesbold,decisiveactiondespitepotentialconflictbasedoncalculatedrisk andassumes accountability foroutcomes.,Functional Proficiency:,Applies functionalknowledge andskillstoconsistently achievesuccessfulresults.,Leadership:,Empathetic andinspirational withanabilitytoalignpeopleand drive towardholisticsolutions,.,.Able to integratedemands,requirements, andlimitationsinto decisionsthat resultinthegreatestoverallbenefit.,CareerPlanning,&,&Development,WhoisResponsible,?,?,BlackBelt-,Must manageyour owncareer,Communicateyour ambitions,interests to yourdirect manager,Meet withyourmanager on aregularbasis,(,(atleastannually,),) to reviewyour careerplan,DirectManager,PDC,andProjectChampion-,Jointresponsibilities forcreatingyour personal development planand ensuring theproperassignmentisobtainedattheend of yourBlackBeltassignment,Deployment Director,HRPointofContact,PDC,-,-,Oversee theprocess andensureproper placementsare madeand Black Beltexperienceisrecognized as avaluableadditiontoyourcompetency profile,33,PromotionalPractices,Promotionalpracticeguidelines havebeenestablished,Inlimited circumstances,aBlackBelt maybepromotedduringtheassignmentif:,High Performing,/,/Potential,Next-up Candidate,BlackBelt Certificationachieved,PlanningPDCsconcur,34,PerformanceReview,ObjectiveSetting,coaching, feedback,andyear-endevaluationwill remainwith thehome organizationseekingstronginputfromProject Champions,ForLL6+employees, Black BeltCandidatesandBlackBeltswillremainwithin their regularcomparator groupsforreviews,Employeeswillremainwithin their homeorganization forcompensationplanningpurposes,35,Project,selection,Engineeryour business likeasystem,Applythestrengths of yourorganizationslearning,Integrateyourbest practices,Buildonyour currentdecision,-,-supportandproblem-solving methods,Coordinate withyourbusinessplanningprocess,Process,Map,Process,Measures,Process,Evaluation,Process,Benchmarks,Investment,Allocation,Project,Selection,Criteria,Technology,Assessment,Source,:,: GregoryH.Watson,BusinessSystems Engineering(New York,:,: JohnWiley, 1994,),).,Flow Charting,Benchmarking,Scorecard,Prioritization,SelectingSignificantProjects,TransformingCustomerFeedbackIntoSAQand thenSix sigma Projects,SingleAgenda forQuality andCustomerSatisfaction,Top25issues,Develop,Actionable Projects,IdentifyGeneric,CriticalXs,High,Mileage,DFSS,New,Product Content,Measure andMonitor Critical X,s,IdentifyCriticalXsOut of Specification,Develop ActiontoRestore Critical X,s,MBB,Action,VRT,(Processowner),BlackBelt,Project Leader,FPS,&,&PlantOperations,QOS,DMAIC,GreenBelt Projects,Project is supportiveofkey business objectives,Project is focusedonanongoingprocess,Theprocessismeasurable,“,“Y”, an indicationofwhetherornotthe processissuccessful,(,(may or maynotbecurrently measured),Theprocessiscreatingdefects,Project is linkedtoa customer CTS,(,(CriticalToSatisfaction),A 70%reductionindefectsresults in aValueofCustomerSatisfaction Improvement of ,_,_,_,_,Process willcontinued to be usedfor someperiod of time,First-time projects should,Have ahighprobabilityofsuccess,Include opportunitiestolearnasmanytoolsaspossible,Beexecutable in 4,-,-6months,SampleProjectChecklist,Yes,What Makes aGood6-Sigma Project,?,?,Recurringevents,Narrowscope,Availablemetricsormeasurementsthatcanbedeveloped quickly,Control of theprocess,Customer-focused,Linkedtocorporate or business unitobjectives,Annualcostsavings of $250K (target,),),70%defect reductionpossible,Knowledge,management,Record, share andtrain,Sixsigmaresourceand practice sharing,GlobalFordproject replication,GlobalFordtrainingresourceallocation,GlobalFordproject tracking andmanagement,GlobalFordmega projecttraining,GlobalFordproject statusreview,Summary,Leadership ComponentsofSuccessfulSixSigmaDeployment,skills,structure,tools,will,Sixsigmainfrastructuremustbeintegrated acrossfunctionsand levelsoforganizationfor highmomentum,Sixsigmamustbedrivenhardduringlaunch to build momentum,Sixsigmadeploymentdemands leadershipand managementfocus,Responsibilityandauthority mustbeclearlydefined,Crossfunctional consensusisrequired,Tasksmust be assigned in alogicalway,Results needtobedelivered soonerratherthanlater,SixSigmaInfrastructure,Values,Sixsigmaisasignificantinvestment andneedsgood management,Itneedstobedrivenespeciallyhard duringlaunch,Thedeliveryofresultswill be impaired if training &projectsare notcompletedonatimelybasis,Sixsigmascorecard shouldbeintegrated intoexistingmanagementreporting, be actively reviewed andshould,:,:,Informofstatus,Drivetherightbehaviors,Stimulateaction,ThingstoMeasure,% of Championsfrom toplevelsofmanagement,% of Championsreviewingprojecteach week,% of projects reviewed by executiveseachmonth,% of Black Belts,SM,from top25%ofemployees,% of Black Belts,SM,100,%,% dedicated,# andtypesofprojectsidentified,$/project,# projects/Black Belts,SM,Champion,SM,andBlackBelt,SM,retention,TheBasicIngredientsforSuccess,Therateofdeployment mustbegeared to the,availabilityofthe basic ingredients!,Right,Project,Champion,SM,Support,Right,BlackBelt,SM,Success,Lessonlearnt,Keep employeeslearningbetterskills forrunning business,Cultivateour futureleaders,Crossfunctional engagement,Project selectionthrough systemic process,Project implementthrough teamworkeffort,Broadly useofstatisticalanalysis,Frequentproject review,Incentiveand recognition throughpolicy,DEFINE PROBLEM / ISSUE,Strategy,Prevent defect(s),Eliminate defect(s),CHARACTERIZE,DEFINE,OPTIMIZE,VERIFY,MEASURE,ANALYZE,IMPROVE,CONTROL,Blackbelt projectto,improve mfg.capability,Mfg,.,. processcannot,provide sufficientimprovement,.,. Needreducedproductsensitivitytomfg,.,. noise.,Don,twait forDCOV to solve DMAIC issues,