LeadingSixSigmaChampionWorkshop領(lǐng)導(dǎo)SixSigma活動盟主訓(xùn)練營StayingFocusedCommunicatingReviewingProgressRecognizingAchievementIncreasingExpectationsLeadershipThemes3關(guān)注重點問題溝通回顧進(jìn)展賞識成績提升期望領(lǐng)導(dǎo)能力的主題4StayingFocusedMaintainfocusonthegoalsoftheprojectsandthelongtermdirectionofsixsigmaFocustheorganizationonthetoolsmethodologyandthecultureofteamworkReviewBusinessSystemstoensurethatarealignedwiththeenvironmentofconstantchangeReviewProjectsinDetailtoprovidedirectionandsupporttothebeltsandteamsMonitorFinancialResultstomakesurethattherearesolidcontributionstooperationalandstrategicplansStayingFocusedCommunicatingReviewingProgressRecognizingAchievementIncreasingExpectations5關(guān)注重要問題將注意力聚焦于項目的目標(biāo)和六個希格瑪?shù)拈L期方向組織建設(shè)要關(guān)注工具方法和團(tuán)隊合作的文化檢討業(yè)務(wù)體系以確保它能適應(yīng)環(huán)境的持續(xù)變化仔細(xì)檢討項目從而為項目負(fù)責(zé)人和項目小組成員提供導(dǎo)向和支持監(jiān)控財務(wù)結(jié)果以確保它們對運營和戰(zhàn)略計劃有切實的貢獻(xiàn)StayingFocusedCommunicatingReviewingProgressRecognizingAchievementIncreasingExpectations6EnsureProjectCompletionForaprojecttobecomplete,afewcriteriamust

bemet:Business/financialimpactsdocumentedandvalidatedbythefinanceandbusinessmanagementReviewoftheprojectforapplicationoftheimprovementroadmapDocumentedandimplementedcontrolplanPropertransfertotheprocessowner(s)7確保項目的完成項目結(jié)案必須符合一些條件：對業(yè)務(wù)/財務(wù)的影響由財務(wù)和業(yè)務(wù)部門的管理層進(jìn)行文件化并確認(rèn)檢討確認(rèn)項目已應(yīng)用改進(jìn)指南已將控制計劃文件化并實施妥善移交給流程負(fù)責(zé)人8CheckBusinessImpactFinanceisinvolvedinprojectselection:FinancialgoalsareproperlycalculatedFinancialresultsarebridgedtothebottomlineBusinessManagersarerequiredtosign-offonprojectsinsupportoftheirbusinessimpact:Therefore,BusinessManagersmustbeincludedinprojectreviews9檢查對業(yè)務(wù)的影響財務(wù)人員要參與項目的選擇：合理計算財務(wù)目標(biāo)財務(wù)方面的成果能體現(xiàn)在財務(wù)底線中由業(yè)務(wù)經(jīng)理來批準(zhǔn)那些支持他們業(yè)務(wù)的項目是否能夠結(jié)案：因此，業(yè)務(wù)經(jīng)理必須參加項目檢討102000EPSAcquisitions/DivestituresBusinessRevaluationSalesGrowthSectorCensusReductionPlantAatFullCapacityPlantBYield&NewProdQualificationsOtherSixSigmaMaterialsManagementInflation2001EPSSixSigmaImpactCompanyA’’s2001NetIncomeGrowthASolidPlanGrewEarningsby14%in2001(0.14)0.060.440.180.030.050.300.43(0.92)Delta=0.43112000年每股收益益兼并/資產(chǎn)剝離離業(yè)務(wù)再評評估銷售增長長部門人數(shù)減少A工廠已用足產(chǎn)能能B工廠產(chǎn)量量和新產(chǎn)能認(rèn)認(rèn)證其它六個個希格瑪項目物料管理理通貨膨脹脹2001年每股收益益SixSigma的影響A公司2001年凈收入入的增長長穩(wěn)健的計計劃使收收入在2001年增長了了14%(0.14)0.060.440.180.030.050.300.43(0.92)Delta=0.4312YoupersonallyneedtodevelopacommunicationplanChampionsdrivethesuccessoftheculturalchangeThisrequirescommunicationatanumberoflevels:WithyourLeadershipTeamWithintheorganizationWithotherChampionsWithBlackBeltsCommunicatingsuccessdrivesculturechangeCommunicatingStayingFocusedCommunicatingReviewingProgressRecognizingAchievementIncreasingExpectations13您個人需需要發(fā)展展一個溝溝通計劃劃發(fā)起人推推動文化化改變的的成功進(jìn)進(jìn)行這需要在在各個層層面上進(jìn)進(jìn)行溝通通：與您的領(lǐng)領(lǐng)導(dǎo)小組組與組織與其它發(fā)發(fā)起人與黑帶成功溝通通能驅(qū)動動文化的的改變溝通StayingFocusedCommunicatingReviewingProgressRecognizingAchievementIncreasingExpectations14SixSigmaCommunicationPlanning15SixSigma溝通計劃劃16CommunicationofprojectprogressisessentialBlack/GreenBeltsDetailedprogressreportsandprojectresultswillbedocumentedWeeklystatusupdatessenttoChampion,MBBandmanagementmembersFormalprojectstatusreportsgeneratedmonthlyanddistributedtoallLeaders,Champions,andBeltsCommunicatingProjectProgress17溝通項目目的進(jìn)展展是必需需的黑帶/綠帶詳細(xì)的進(jìn)進(jìn)展報告告和項目目結(jié)果將將被存檔檔每周的最最新進(jìn)展展要送交交發(fā)起人人、黑帶帶大師和和管理層層成員每月完成成正式的的項目狀狀況報告告，并送送交所有有領(lǐng)導(dǎo)、、發(fā)起人人和項目目負(fù)責(zé)人人溝通項目目的進(jìn)展展18ChampionCommunicationsNetworkChampionsneedtonetworkto:SharelessonslearnedIdentifyandfacilitateinterplantprojectsDevelopandprovidetemplatesforreportingandprojecttrackingDeterminethenextstepstoinstitutionalizingtheprocessqualityinitiativeasacorecompetencyTheChampionsneedtodeterminethestructureandcharterfortheirgroup/networkManyQuestions:HowoftenshouldtheChampionsmeet?HowshouldtheChampiongroupbestructured?.19盟主主溝溝通通網(wǎng)網(wǎng)絡(luò)絡(luò)盟主主需需要要網(wǎng)網(wǎng)絡(luò)絡(luò)來來:共享享要要吸吸取取的的教教訓(xùn)訓(xùn)確認(rèn)認(rèn)并并推推動動跨跨廠廠際際的的項項目目開發(fā)發(fā)并并提提供供報報告告和和項項目目跟跟蹤蹤的的模模板板決定定后后續(xù)續(xù)步步驟驟來來建建立立流流程程質(zhì)質(zhì)量量作作為為核核心心競競爭爭力力盟主主需需要要決決定定他他們們小小組組/網(wǎng)網(wǎng)絡(luò)絡(luò)的的結(jié)結(jié)構(gòu)構(gòu)和和章章程程問題題:盟主主應(yīng)應(yīng)多多頻頻次次地地見見面面?盟主主小小組組結(jié)結(jié)構(gòu)構(gòu)應(yīng)應(yīng)如如何何組組織織?.20ChampionNetworkMeetingSchedule21盟主主網(wǎng)網(wǎng)絡(luò)絡(luò)會會議議日日程程22TimelyprojectreviewsarearequirementPeopleworkontheitemstheirbossfeelsisimportantenoughtocontinuouslyaskabout……ProjectreviewsfrequenciesChampions&MasterBBshaveweeklyreviewsSixSigmaDirectors&MBBsconductmonthlyreviewswithdivision/marketcentermanagementGroupManagementwillholdquarterlyreviewsWhatgets‘‘measured’’……getsdoneStayingFocusedCommunicatingReviewingProgressRecognizingAchievementIncreasingExpectationsReviewingProgress23必須須進(jìn)進(jìn)行行項項目目檢檢討討人們們的的工工作作對對象象是是那那些些他他們們的的老老板板認(rèn)認(rèn)為為重重要要的的足足以以連連續(xù)續(xù)地地問問關(guān)關(guān)于于…項目目檢檢討討頻頻次次盟主主和和黑黑帶帶大大師師每每周周檢檢討討SixSigma主任任和和黑黑帶帶大大師師與與部部門門/市市場場中中心心管管理理進(jìn)進(jìn)行行月月度度檢檢討討小組組管管理理每每季季度度檢檢討討評估估了了什什么么…做完完了了StayingFocusedCommunicatingReviewingProgressRecognizingAchievementIncreasingExpectations檢討討進(jìn)進(jìn)展展24ProjectReviewSchedule25項目目檢檢討討日日程程表表26I.Define/MeasureII.Analyze/ImproveIII.Control

IV.Results&BenefitsProject:

Black/GreenBelt:

.PresentationFormat27I.定義/評估II.分析/改進(jìn)III.控制

IV.結(jié)果和收益項目:

黑帶/綠帶:

.簡報報格格式式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.定義義/評估估-流程程圖圖確確認(rèn)認(rèn)有多多重重重重復(fù)復(fù)加加工工的的隱隱藏藏工工廠廠!-象要因因矩陣陣分析析的節(jié)節(jié)約計計算單單-Pareto分析形形成作作為項項目重重點的的浪費費產(chǎn)生生項目目評估系系統(tǒng):-確認(rèn)虛擬評評估系系統(tǒng)需需要標(biāo)標(biāo)準(zhǔn)化化II.分析/改進(jìn)-確認(rèn)重重要的的產(chǎn)生生浪費費的項項目-流程輸輸入從從301項減少少到7個KPIVs-確認(rèn)產(chǎn)產(chǎn)生浪浪費的的設(shè)備備故障障-確認(rèn)產(chǎn)產(chǎn)生浪浪費的的工作作流程程-量化工工作流流程/活動動中的的其它它低效效工作作III.控制:執(zhí)行一一個三三步驟驟的控控制計計劃a)標(biāo)準(zhǔn)化化虛擬擬缺陷陷評估估系統(tǒng)統(tǒng)b)推動工工作流流程減減少/避免免浪費費c)推薦一一系列列行動動步驟驟來改改進(jìn)流流程能能力和和防止止浪費費產(chǎn)生生IV.結(jié)果和和收益益-年度減減少浪浪費$400,000對原來來的$300,000.-減少浪浪費產(chǎn)產(chǎn)生的的執(zhí)行行計劃劃-確認(rèn)另另外五五個黑黑帶和和綠帶帶項目目來改改進(jìn)系系統(tǒng)效效率項目:改進(jìn)特特殊產(chǎn)產(chǎn)品效效率.黑帶:JimSmith.舉例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定義/測測量Y：：受訂訂——開開票票——收收款款不良良品品：：Subsidiaryoverhaulshopswithoverduereceivables.測量量:$30MM逾期期應(yīng)應(yīng)收收未未收收帳帳款款可重重復(fù)復(fù)性性&可再再現(xiàn)現(xiàn)性性指指標(biāo)標(biāo)<5%平均均開開票票時時間間為為實實物物交交付付后后27天天有爭爭議議的的發(fā)發(fā)票票為為16%分析析利用用流流程程圖圖、、ANOVA及方方差差的的同同質(zhì)質(zhì)性性對對各各商商店店進(jìn)進(jìn)行行比比較較：：無論論是是平平均均值值還還是是變變異異方方面面，，不不同同商商店店的的逾逾期期應(yīng)應(yīng)收收帳帳款款都都有有顯顯著著的的差差異異；；逾期期應(yīng)應(yīng)收收帳帳款款的的金金額額與與商商店店的的規(guī)規(guī)模模、、業(yè)業(yè)務(wù)務(wù)復(fù)復(fù)雜雜程程度度沒沒有有相相關(guān)關(guān)性性實物物交交付付后后超超過過30天天的的開開票票數(shù)數(shù)與逾期期應(yīng)應(yīng)收收帳帳款款/有有爭爭議議發(fā)發(fā)票票數(shù)數(shù)比比值值之間間的的相相關(guān)關(guān)度度為為80%設(shè)計計/改改善善“數(shù)字字化化””的的收收入入核核查查流流程程確確實實可可以以防防止止?fàn)帬幾h議與客客戶戶一一同同工工作作，，使使得得我我們們可可以以為為那那些些壽壽命命較較長長物物品品的的維維修修進(jìn)進(jìn)行行收收費費將次次級級供供應(yīng)應(yīng)商商的的開開票票系系統(tǒng)統(tǒng)與與GE的系系統(tǒng)統(tǒng)進(jìn)進(jìn)行行數(shù)數(shù)字字化化聯(lián)聯(lián)接接，，可可以以消消除除許許多多無無價價值值的的手手工工步步驟驟及及一一些些無無關(guān)關(guān)緊緊要要的的書書面面作作業(yè)業(yè)驗證證/控控制制開票票估估計計值值與與實實收收金金額額比比值值的的準(zhǔn)準(zhǔn)確確度度及及估估計計模模型型已已越越來來越越精精確確目前前值值+20%,目目標(biāo)標(biāo)值值+10%.結(jié)果果：：有爭爭議議的的發(fā)發(fā)票票數(shù)數(shù)<3%平均均開開票票時時間間為為實實物物交交付付后后5天天逾期期應(yīng)應(yīng)收收帳帳款款減減少少$29MM應(yīng)收收帳帳款款小小組組例232Black/GreenBeltsandChampionshaveasignificantportionoftheirPerformancerelatedtothesuccessoftheSixSigmaprojectsBenchmarkdatahasshownthefollowingBlackBelt:50-75%oftheirperformancerelatedtosuccessofprojectsChampions&Green:25-50%oftheirperformancerelatedtosuccessofprojectsBeltsandChampionsmusthaveavestedinterestinprojectselection,completion,andsuccess...R&RSuggestions33黑帶帶、、綠綠帶帶及及““盟盟主主””績績效效中中的的很很大大部部分分與與SixSigma項目目的的成成功功相相關(guān)關(guān)標(biāo)竿竿數(shù)數(shù)據(jù)據(jù)如如下下：：黑帶帶：：50-70%的的績績效效與與項項目目成成功功相相關(guān)關(guān)“盟主主””與與綠綠帶帶：：25-50%的的績績效效與與項項目目的的成成功功相相關(guān)關(guān)黑帶帶、、綠綠帶帶及及““盟盟主主””必必須須在在項項目目選選擇擇、、完完成成及及成成功功上上具具有有既既得得利利益益...關(guān)于于獎獎勵勵與與表表揚揚的的建建議議34TeamMembersBlack/GreenBeltReward&RecognitionStructure35組員員黑帶帶/綠綠帶帶獎勵勵與與表表揚揚的的構(gòu)構(gòu)成成36RewardsystemsmustbeconsistentacrossGroups,Divisions,andPl