(精品)Six+Sigma+Introduction

Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,26,*,Six Sigma Introduction,Impossible is Relative,Agenda,Six Sigma,What, why and how?,Benefits of implementing Six Sigma,Summary,Closing,Impossible is Relative,2,Course Objectives,Six Sigma,Six Sigma,What, why and how?,Benefits of implementing Six Sigma,Summary,Impossible is Relative,3,Course Outline,Six Sigma: History of quality,1920 1940 1960 1980 2000,Taylor,SQC,Shewhart,Drucker,TQM,Six Sigma,ISO,Systematical,search to more effective work methods,Statistics, learning from data,Focus on processes,Added value for clients,Experimenting,Decentralized approach,Aggressive defect reduction,Management involvement,Quality in development stage,Taskforce fully dedicated to improvement (GBs /,BBs,),Structured and integrated methodology fact based,4,Course Outline,Six Sigma: Intro,Why Six Sigma,What is Six Sigma,How Six Sigma,Impossible is Relative,5,Course Outline,By definition: Six Sigma is,“A comprehensive and flexible system for achieving, sustaining and maximizing business success.,Six Sigma is uniquely,driven by close understanding of customer needs, disciplined use of facts, data and statistical analysis, and diligent attention to managing, improving and renewing business processes,.”,Six Sigma: What,Impossible is Relative,6,Course Outline,Globalization,Governance,Local Governance,Citizens / Industry,Laws,Rules,Regulations,Guidelines,Economic,developments,effects all,Implementation,Performing,Execution,WTO,IMF,WHO,World Bank,Strategy for,Growth,Impossible is Relative,7,Course Outline,Impossible is Relative.,Six Sigma,makes what seems impossible, possible.,It stretches us into the domain of “What we did not know we dont know”,Six Sigma,is a knowledge accelerator,It gathers fact based knowledge so that Senior management can make bolder, more timely decisions,Impossible is Relative,Six Sigma: What,8,Six Sigma: Why,Six Sigma,always starts with the Customer and the Strategic Vision,of the organization.,Six Sigma,focus,is,on goals,and stretch the goals of the client with respect to:,Customer Satisfaction and perceived Value,Stockholder / Stakeholder expectations,Financial performance,Bottom line results,Business Unit performance,Employee satisfaction and utilization,Asset Management,Impossible is Relative,Where did FMEA come from?,Six Sigma: Why,Waste,Re-work,Unforeseen System Failure,Elimination of failures,Internal Failure,Customer care,Operational Loss,Image Loss,Penalties,External Failure,Education,Quality Planning,Process Control,Customer Service,Prevention Costs,ICT Costs,Audits,Inspections,Measurements & Reporting,Inspection Costs,Impossible is Relative,10,FMEA History,In order to realize these gains,It is essential to recognize that,a significant cultural shift,must occur,Achieving this cultural shift is best accomplished when,strong leaders,Provide,high level Six Sigma,training,for all of the senior developers and managers at your organization,Establish Champions,and Six Sigma specialists (Yellow Belts, Green Belts and Black Belts) appropriate to the size of the company,Impossible is Relative,Six Sigma: How,11,Strategic Competitive Advantage,Creating the greatest value,in education by using the DMAIC principle,Focusing on lowest cost,in each department by eliminating waste and re-work,Impossible is Relative,12,Impossible is Relative,Process thinking.What is that?,SIPOC-model,Suppliers,Customers,Input,Output,Process,Process Thinking:,The thought that all the work has to result in output, is a process. At the process level this applies to any organization.,13,Value minded: Managing for Value,Metrics minded: Performance Management,Behavior,minded: Leadership Development,Process minded: Six Sigma,The road to success,Impossible is Relative,14,Impossible is Relative,Winning Company,Turning into a winning company requires the following steps:,Business Research Process on five elements,Management & Organization,People & Culture,Communication & Procedures,IT Setup,Debtor Portfolio,SWOT Analysis (revolving into a plan of action and recommendations),Short Term Projects,(low hanging fruit),Middle Term Projects,(strategic improvements),Long Term Projects,(sustainable strategic advantage),Training of staff members & employees accordingly,Implement strategy plan,15,-Product,-Process,Go live,Program Management with dedicated Black Belts,Focus on deliverables in projects,Focus on IT and service infrastructure to support,strategic goals,Software support,Project selection,Benefit tracking,Training of Belts,Impossible is Relative,16,D,M,A,I,C,Define,Define,Measure,Measure,Analyze,Analyze,Improve,Improve,Control,Control,What is the Methodology?,Impossible is Relative,17,Five steps to implement,Six Sigma,Identify core processes and key customers,Define citizens/industry requirements,Measure current performance,Prioritize, analyze, implement improvements,Expand and integrate the Six Sigma system,Six Sigma: Roadmap,Impossible is Relative,18,The,DMAIC,Model,Measure,Improve,Analyze,Voice of the Customer,Institutionalization,Define,Control,19,Impossible is Relative,Timeline of Six Sigma,20,Impossible is Relative,75%,Employees,Black Belt,Leaders and coaches with statistical analyses skills,Green Belt,Subject matter experts,Yellow Belt,All employees that have received awareness training,5%,20%,Best Practice Implementation Timeline,Years,3,2,1,21,Generates Sustained Success,Sets a Performance Goal for Everyone,Enhances Value to Customers,Accelerates the Rate of Improvement by a factor of four,Becomes a Way of Thinking and Problem Solving Within the Company,Executes Strategic Change,Benefits of Six Sigma,Impossible is Relative,22,Proven Success in Manufacturing, Financial Services, Governments, etc.,Complete Business Transformation,Its Not “Coming”Its Here Today!,Six Sigma Success,Impossible is Relative,23,Six Sigma is about:,- Customer Satisfaction,- Achieving Strategic Objectives,- Bottom Line Results ,Six Sigma is a management philosophy to strive to excel,Six Sigma is based on People Power AND Process Power,Using the DMAIC process to drive continues improvement,Focusing on developing of Executive Black Belt and Green Belts,Proven methodology based on fact and data,Six Sigma: Summary,Impossible is Relative,24,References,Impossible is Relative,25,Impossible is Relative,We thank you for your attention,Closing,26,