6SIGMA盟主訓練營
- 1. Leading Six SigmaChampion Workshop
- 2. 领导Six Sigma活动盟主训练营
- 3. Staying Focused Communicating Reviewing Progress Recognizing Achievement Increasing ExpectationsLeadership Themes3
- 4. 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4
- 5. Staying FocusedMaintain focus on the goals of the projects and the long term direction of six sigma Focus the organization on the tools methodology and the culture of teamwork Review Business Systems to ensure that are aligned with the environment of constant change Review Projects in Detail to provide direction and support to the belts and teams Monitor Financial Results to make sure that there are solid contributions to operational and strategic plansStaying Focused Communicating Reviewing Progress Recognizing Achievement Increasing Expectations5
- 6. 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Staying Focused Communicating Reviewing Progress Recognizing Achievement Increasing Expectations6
- 7. Ensure Project CompletionFor a project to be complete, a few criteria must be met: Business/financial impacts documented and validated by the finance and business management Review of the project for application of the improvement roadmap Documented and implemented control plan Proper transfer to the process owner(s)7
- 8. 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8
- 9. Check Business ImpactFinance is involved in project selection: Financial goals are properly calculated Financial results are bridged to the bottom line Business Managers are required to sign-off on projects in support of their business impact: Therefore, Business Managers must be included in project reviews9
- 10. 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10
- 11. 2000 EPSAcquisitions/ DivestituresBusiness RevaluationSales GrowthSector Census ReductionPlant A at Full CapacityPlant B Yield & New Prod QualificationsOther Six SigmaMaterials ManagementInflation2001 EPSSix Sigma ImpactCompany A’s 2001 Net Income GrowthA Solid Plan Grew Earnings by 14% in 2001(0.14)0.060.440.180.030.050.300.43(0.92)Delta= 0.4311
- 12. 2000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Six Sigma的影响A公司2001年净收入的增长稳健的计划使收入在2001年增长了14%(0.14)0.060.440.180.030.050.300.43(0.92)Delta= 0.4312
- 13. You personally need to develop a communication plan Champions drive the success of the cultural change This requires communication at a number of levels: With your Leadership Team Within the organization With other Champions With Black BeltsCommunicating success drives culture changeCommunicatingStaying Focused Communicating Reviewing Progress Recognizing Achievement Increasing Expectations13
- 14. 您个人需要发展一个沟通计划 发起人推动文化改变的成功进行 这需要在各个层面上进行沟通： 与您的领导小组 与组织 与其它发起人 与黑带成功沟通能驱动文化的改变沟通Staying Focused Communicating Reviewing Progress Recognizing Achievement Increasing Expectations14
- 15. Six Sigma Communication Planning15
- 16. Six Sigma沟通计划16
- 17. Communication of project progress is essential Black/Green Belts Detailed progress reports and project results will be documented Weekly status updates sent to Champion, MBB and management members Formal project status reports generated monthly and distributed to all Leaders, Champions, and BeltsCommunicating Project Progress17
- 18. 沟通项目的进展是必需的 黑带/绿带 详细的进展报告和项目结果将被存档 每周的最新进展要送交发起人、黑带大师和管理层成员 每月完成正式的项目状况报告，并送交所有领导、发起人和项目负责人沟通项目的进展18
- 19. Champion Communications NetworkChampions need to network to: Share lessons learned Identify and facilitate interplant projects Develop and provide templates for reporting and project tracking Determine the next steps to institutionalizing the process quality initiative as a core competency The Champions need to determine the structure and charter for their group/network Many Questions: How often should the Champions meet? How should the Champion group be structured?.19
- 20. 盟主沟通网络盟主需要网络来: 共享要吸取的教训 确认并推动跨厂际的项目 开发并提供报告和项目跟踪的模板 决定后续步骤来建立流程质量作为核心竞争力 盟主需要决定他们小组/网络的结构和章程 问题: 盟主应多频次地见面? 盟主小组结构应如何组织?.20
- 21. Champion Network Meeting Schedule21
- 22. 盟主网络会议日程22
- 23. Timely project reviews are a requirement People work on the items their boss feels is important enough to continuously ask about… Project reviews frequencies Champions & Master BBs have weekly reviews Six Sigma Directors & MBBs conduct monthly reviews with division/market center management Group Management will hold quarterly reviewsWhat gets ‘measured’… gets doneStaying Focused Communicating Reviewing Progress Recognizing Achievement Increasing ExpectationsReviewing Progress23
- 24. 必须进行项目检讨 人们的工作对象是那些他们的老板认为重要的足以连续地问关于… 项目检讨频次 盟主和黑带大师每周检讨 Six Sigma主任和黑带大师与部门/市场中心管理进行月度检讨 小组管理每季度检讨评估了什么… 做完了Staying Focused Communicating Reviewing Progress Recognizing Achievement Increasing Expectations检讨进展24
- 25. Project Review Schedule25
- 26. 项目检讨日程表26
- 27. I. Define / Measure II. Analyze/Improve III. Control IV. Results & Benefits Project: Black/Green Belt: .Presentation Format27
- 28. I. 定义 / 评估 II. 分析/改进 III. 控制 IV. 结果和收益 项目: 黑带/绿带: .简报格式28
- 29. I. Define / Measure - Process Map Identified HUGE Hidden Factory of multiple reworks! - C & E Matrix type Savings Calculations Sheet - Pareto lead to Waste Generation as Project Focus Measurement System: - Identified that Visual Defects Measurement System needs standardizationII. Analyze/Improve - Identified Key Waste Generators - Reduced from 301 Process Inputs to 7 KPIVs - Identified Equipment failures that generate Waste - Identified Work Processes that generate Waste - Quantified other inefficiencies in the work process & activitiesIII. Control: Implemented a three step Control Plan a) Standardize Visual Defects Measurement System b) Facilitate Work Processes to Recover Waste c) Recommend series of Action Steps to Improve Process Capability and Prevent Waste GenerationIV. Results & Benefits - Annual Savings of $ 400,000 from Waste Recovery achieved VS original goal of $300,000. - Implementation Plan for reduced Waste Generation - Identified Five more BB and GB Projects to Improve System EfficiencyProject: Improve Special Products Efficiencies. Black Belt: Jim Smith .Example 129
- 30. I. 定义 / 评估 - 流程图确认 有多重重复加工的隐藏工厂! - 象要因矩阵分析的节约计算单 - Pareto分析形成作为项目重点的浪费产生项目 评估系统: - 确认虚拟评估系统需要标准化 II. 分析/改进 - 确认重要的产生浪费的项目 - 流程输入从301项减少到 7 个KPIVs - 确认产生浪费的设备故障 - 确认产生浪费的工作流程 - 量化工作流程/活动中的其它低效工作III. 控制: 执行一个三步骤的控制计划 a) 标准化虚拟缺陷评估系统 b) 推动工作流程减少/避免浪费 c) 推荐一系列行动步骤来改进流程能力和防止浪费产生IV. 结果和收益 - 年度减少浪费 $ 400,000对原来的 $300,000. - 减少浪费产生的执行计划 - 确认另外五个黑带和绿带项目来改进系统效率项目: 改进特殊产品效率. 黑带: Jim Smith .举例 130
- 31. Define / Measure Y: Order-Bill-Collect Defect : Subsidiary overhaul shops with overdue receivables. Measure: $30 MM of overdue receivables. Gage R&R <5%. Average bill sent out 27 days after hardware. 16% of bills disputed.Analyze Used, process mapping, ANOVA and Homogeneity of Variance to compare shops: Found significant difference in both the mean and variation of overdue receivables between shops. No correlation between size/complexity of shop and $ overdue. 80% correlation between overdues vs. disputed bills and/or bills sent >30 days after hardware. Design/Improve “Digital” incoming inspection process established to prevent disputes. Worked with customers to allow us to bill them for estimated repairs for long cycle items. Digitally linked sub-tier supplier billing system into GE system, eliminating non-value added manual steps and lost paperwork. Validate/Control Digital inspection results provided real-time to customers for every overhaul. Accuracy of estimated billing compared to actual charges and estimation model continually refined. Currently +20%, targeting +10%. Results: <3% of bills disputed. Average bill sent out 5 days after hardware. Overdue receivables reduced by $29 MM.Accounts Receivables TeamExample 231
- 32. 定义/ 测量 Y ：受订—开票—收款 不良品 ： Subsidiary overhaul shops with overdue receivables. 测量: $30 MM 逾期应收未收帐款 可重复性&可再现性指标 <5% 平均开票时间为实物交付后27天 有争议的发票为16%分析 利用流程图、 ANOVA及方差的同质性对各商店进行比较： 无论是平均值还是变异方面，不同商店的逾期应收帐款都有显著的差异； 逾期应收帐款的金额与商店的规模、业务复杂程度没有相关性 实物交付后超过30天的开票数 与逾期应收帐款/有争议发票数比值之间的相关度为80% 设计/改善 “数字化”的收入核查流程确实可以防止争议 与客户一同工作，使得我们可以为那些寿命较长物品的维修进行收费 将次级供应商的开票系统与GE的系统进行数字化联接，可以消除许多无价值的手工步骤及一些无关紧要的书面作业 验证/控制 开票估计值与实收金额比值的准确度及估计模型已越来越精确 目前值 +20%, 目标值 +10%. 结果： 有争议的发票数<3% 平均开票时间为实物交付后5天 逾期应收帐款减少 $29 MM应收帐款小组例 232
- 33. Black/Green Belts and Champions have a significant portion of their Performance related to the success of the Six Sigma projects Benchmark data has shown the following Black Belt: 50-75% of their performance related to success of projects Champions & Green: 25-50% of their performance related to success of projects Belts and Champions must have a vested interest in project selection, completion, and success...R & R Suggestions33
- 34. 黑带、绿带及“盟主”绩效中的很大部分与Six Sigma项目的成功相关 标竿数据如下： 黑带：50-70%的绩效与项目成功相关 “盟主”与绿带：25-50%的绩效与项目的成功相关 黑带、绿带及“盟主”必须在项目选择、完成及成功上具有既得利益...关于奖励与表扬的建议34
- 35. Team MembersBlack/Green BeltReward & Recognition Structure35
- 36. 组员黑带/ 绿带奖励与表扬的构成36
- 37. Reward systems must be consistent across Groups, Divisions, and Plants Rewards should be correlated to the success of the project and the benefits to the business Recognition should be public and formal at Plant, Division, and Group levels Ideas for R&R include: Gift certificates, Trophies/Plaques, Company gifts Publication / invitation to present at Company & Corporate levelsStaying Focused Communicating Reviewing Progress Recognizing Achievement Increasing ExpectationsRecognizing Achievement37
- 38. 奖励办法在集团、事业部、工厂间保持一致 奖励应当与项目的成功及给业务带来的好处挂钩 无论在工厂、事业部，还是在集团层面，所有的褒奖都应该是公开的、正式的 奖励与表扬措施包括： 授予证书，奖品/勋章，公司礼品 公告/邀请其在全公司层面发表讲话Staying Focused Communicating Reviewing Progress Recognizing Achievement Increasing Expectations成就认可38
- 39. Please discuss your ideas for Leading Six Sigma. Reach consensus on the most important actions that need to be taken immediately after this workshop ~Take 15 Minutes and please be prepared to report to the group~In Your Workout Teams39
- 40. 请各位就如何领导Six Sigma项目进行讨论。对于那些需要在此次训练营结束后即刻开展的行动项目， 请达成一致意见 ~时间15分钟，同时准备向小组报告~小组训练作业40
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