SIXSIGMADEPLOYMENTPRACTICE(英文PPT43页.pptx
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SIXSIGMADEPLOYMENTPRACTICE(英文PPT43页.pptx
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Sixsigmadeploymentpractice1OutlineqDeploymentstrategyqResourceplanningq福特汽車如何因應挑戰?
福特汽車如何因應挑戰?
q2002年的全新挑戰年的全新挑戰q交流時間交流時間2DeploymentStrategy3BreakthroughImprovement5SworkplaceVisualFactoryStandardizedWorkDMAICQualityToolsSixSigmaMethodologyPhaseWorldclassqualityWecantsustainavisualfactorywithout5SWecantsustainstandardizedworkwithoutvisualfactoryWecantsustainsixsigmawithoutstandardizedworkQualitytoolistheengine,SixsigmaisTurbo-chargeDFSSWecantmeetsixsigmawithoutsixsigmadiscipline4Deploymentplanningflow.BlackBeltSMTraining-1monthExecutiveBriefingsBuildingInfrastructureProduct/ProcessBaselining-2month-3month-5month-6monthMeasurementiskeyintheapproachVision,Goals,Leadership,Structure,ResourcesDeploymentPlan-4monthProduct&ProcessFocusforProjectsTimeline5InitialStrategyandDeploymentMetrics80%of6-Sigmaresourcesdevotedtocustomersatisfaction1%ofpopulationcertifiedblackbeltsProjectselectionbasedonresolutionofcustomerissue,70%defectreduction,US$50KinwasteeliminationandTGWsavingsGreenbeltstrainedandapplyingskillsHowDidWeStart-LongTermVisionandInitialStrategy20002001200220032004Startup,buildcriticalmass&infrastructureCompletedinfrastructureAndproducemeasurableresultsFullintegrationCompetitiveAdvantageDMAICDFSS6CY2000-StartUpTrainCriticalMassLearntoUsetheMethodologyBuildInfrastructure147CompleteBuildingInfrastructureStartBecomingSelf-ReliantCustomer/BusinessFeelsResultsPrepareforIntegrationCY2001-Acceleration1586-SigmaBecomesTheWayWeDoBusinessDFSSinFullDeploymentBlackBeltsandMasterBlackBeltsStarttoBecomeLeadersatOperationsGreenBeltTrainingReachesWiderintheOrganizationCY2002-2003FullIntegration169BecomesBenchmarkoftheIndustryIn:
TransformationSpeedBreak-throughCustomerSatisfactionandBusinessresultsSixsigmatrainingtosuppliersanddealersCY2004-Leverage1710ResourcePlanning11ItTakesMoreThanToolstoImproveToensurethatthecompanydoeseventuallybreakfreeofitsrelianceonthesetraditionalmethods,itmustpossesstheresolvetoassignasufficientbodyofskilledresourcesfocusedondrivingforimprovedcapabilityandperformanceAscapabilityincreases,thebenefitsmultiplyandproductivityofthecompanyimprovesIttakesskilledresourcestomakesixsigmahappen12StriketherightbalancebetweenimmediateandlongertermneedsAfirefightingculture,combinedwitharelianceoninspectionasameansofdeliveringcustomersatisfaction,haslimitedthedevelopmentofmanycompaniesIfacompanyistoprogressfrom3-4sigmacapabilitytowards6sigma,itmustfindandeliminatetherootcausesthatlimitprocess,andultimatelybusiness,capabilityWhilethisistakingplace,thecompanymust,intheshortterm,protecttheinterestsofthecustomerbythecontinueduseoftraditionalmethodsResourcePlanningChallenges13WhoAretheKeyPlayers?
ExecutivesDeploymentChampionsSMProjectChampionsSMBlackBeltsSMGreenBeltsSMMasterBlackBeltsSMProcessOwnersHRTrainingFinanceITCommunications146ssProjectChampions6ssDeploymentChampion(s)SMBusinessUnitLeaderCEOCorporate6ssSeniorChampionSMHRDeploymentChampionSMITDeploymentChampionSMFinanceDeploymentChampionSMPRDeploymentChampionSMBusinessOperationsLeaders6ssHRManager6ssFinancialManagerGreenBeltsSM6ssITManagerTrainingDeploymentChampionSM6ssMasterBlackBeltsSM6ssComm.Manager6ssTrainingManager6ssProjectChampionsSM6ssBlackBeltsSM6ssDeploymentInfrastructure6ssExecutiveCouncilSixSigmaDeploymentRoles15Ownsvision,direction,integration,resultsLeadschangeProjectownerImplementssolutionsBlackBeltSMmanagerFulltimeTrainsandcoachesBlackBeltsSMandGreenBeltsSMFulltimeFacilitatesproblemsolvingTrainsandcoachesProjectTeamsProject-specificKnowledgesharingAllemployeesUnderstandvisionApplyconceptstotheirjobandworkareaHelpsBlackBeltsSMMasterBlackBeltsSMBlackBeltsSMGreenBeltsSMProjectTeamMembersChampionsSMExecutivesCross-FunctionalCooperationNeeded16TheEvolutionofaProjectvs.LevelofResponsibility/DriveLevelofdriveBlackBeltsSMTeam/ProcessOwnerTimeProjectHand-offMeasureAnalyzeImproveControl/SustainDefine17HUMANRESOURCEPRACTICES3018HumanResourcePracticesCareerPlanning&DevelopmentBlackBeltcandidateselectionPromotionalPracticesDuringorafterassignmentPerformanceReview3119BlackBeltAssignment24MonthsSupportStructureChampionDeploymentDirectorOrganizationMgt&PDCInput&ReviewPDC2HR/DeploymentDirectorNewAssignment3MonthsBeforeEndOfAssignmentChampionMeets/AssignsProjectManagementSelectsCandidateInput&ReviewPDC/HR/ChampionDeploymentDirectorHR3220SuccessfulBlackBeltCharacteristicsCommunication:
Utilizesformalandinformalwrittenandoralcommunicationstoclearlyandconciselyconveyideasandobtainrequisitefeedback.DriveForResults:
Sustainshighintensityandfocusovertimeevenunderadverseconditionswhileallocatingtimeandresourcestodeliversuperiorresults.ProblemSolving:
Utilizingdisciplineapproachthatdemonstratestheexpertisenecessarytoevaluatecomplexconceptsandmanagetheintegrationofsolutionsneededforsuccess.21SuccessfulBlackBeltCharacteristicsCourage:
Takesbold,decisiveactiondespitepotentialconflictbasedoncalculatedriskandassumesaccountabilityforoutcomes.FunctionalProficiency:
Appliesfunctionalknowledgeandskillstoconsistentlyachievesuccessfulresults.Leadership:
Empatheticandinspirationalwithanabilitytoalignpeopleanddrivetowardholisticsolutions.Abletointegratedemands,requirements,andlimitationsintodecisionsthatresultinthegreatestoverallbenefit.22CareerPlanning&DevelopmentWhoisResponsible?
BlackBelt-MustmanageyourowncareerCommunicateyourambitions,intereststoyourdirectmanagerMeetwithyourmanageronaregularbasis(atleastannually)toreviewyourcareerplanDirectManager,PDC,andProjectChampion-JointresponsibilitiesforcreatingyourpersonaldevelopmentplanandensuringtheproperassignmentisobtainedattheendofyourBlackBeltassignmentDeploymentDirector,HRPointofContact,PDC-OverseetheprocessandensureproperplacementsaremadeandBlackBeltexperienceisrecognizedasavaluableadditiontoyourcompetencyprofile3323PromotionalPracticesPromotionalpracticeguidelineshavebeenestablishedInlimitedcircumstances,aBlackBeltmaybepromotedduringtheassignmentif:
HighPerforming/PotentialNext-upCandidateBlackBeltCertificationachievedPlanningPDCsconcur3424PerformanceReviewObjectiveSetting,coaching,feedback,andyear-endevaluationwillremainwiththehomeorganizationseekingstronginputfromProjectChampionsForLL6+employees,BlackBeltCandidatesandBlackBeltswillremainwithintheirregularcomparatorgroupsforreviewsEmployeeswillremainwithintheirhomeorganizationforcompensationplanningpurposes3525Projectselection26EngineeryourbusinesslikeasystemApplythestrengthsofyourorganizationslearningIntegrateyourbestpracticesBuildonyourcurrentdecision-supportandproblem-solvingmethodsCoordinatewithyourbusinessplanningprocessProcessMapProcessMeasuresProcessEvaluationProcessBenchmarksInvestmentAllocationProjectSelectionCriteriaTechnologyAssessmentSource:
GregoryH.Watson,BusinessSystemsEngineering(NewYork:
JohnWiley,1994).FlowChartingBenchmarkingScorecardPrioritizationSelectingSignificantProjects27TransformingCustomerFeedbackIntoSAQandthenSixsigmaProjectsSingleAgendaforQualityandCustomerSatisfactionTop25issuesDevelopActionableProjectsIdentifyGenericCriticalXsHighMileageDFSSNewProductContentMeasureandMonitorCriticalXsIdentifyCriticalXsOutofSpecificationDevelopActiontoRestoreCriticalXsMBBActionVRT(Processowner)BlackBeltProjectLeaderFPS&PlantOperationsQOSDMAICGreenBeltProjects28oProjectissupportiveofkeybusinessobjectivesoProjectisfocusedonanongoingprocessoTheprocessismeasurable,“Y”,anindicationofwhetherornottheprocessissuccessful(mayormaynotbecurrentlymeasured)oTheprocessiscreatingdefectsoProjectislinkedtoacustomerCTS(CriticalToSatisfaction)oA70%reductionindefectsresultsinaValueofCustomerSatisfactionImprovementof_oProcesswillcontinuedtobeusedforsomeperiodoftimeoFirst-timeprojectsshouldHaveahighprobabilityofsuccessIncludeopportunitiestolearnasmanytoolsaspossibleBeexecutablein4-6monthsSampleProjectChecklist29YesWhatMakesaGood6-SigmaProject?
RecurringeventsNarrowscopeAvailablemetricsormeasurementsthatcanbedevelopedquicklyControloftheprocessCustomer-focusedLinkedtocorporateorbusinessunitobjectivesAnnualcostsavingsof$250K(target)70%defectreductionpossible30Knowledgemanagement31Record,shareandtrainSixsigmaresourceandpracticesharingGlobalFordprojectreplicationGlobalFordtrainingresourceallocationGlobalFordprojecttrackingandmanagementGlobalFordmegaprojecttrainingGlobalFordprojectstatusreview32333435Summary36LeadershipComponentsofSuccessfulSixSigmaDeploymentskillsstructuretoolswill37SixsigmainfrastructuremustbeintegratedacrossfunctionsandlevelsoforganizationforhighmomentumSixsigmamustbedrivenhardduringlaunchtobuildmomentumSixsigmadeploymentdemandsleadershipandmanagementfocusResponsibilityandauthoritymustbeclearlydefinedCrossfunctionalconsensusisrequiredTasksmustbeassignedinalogicalwayResultsneedtobedeliveredsoonerratherthanlaterSixSigmaInfrastructure38ValuesSixsigmaisasignificantinvestmentandneedsgoodmanagementItneedstobedrivenespeciallyhardduringlaunchThedeliveryofresultswillbeimpairediftraining&projectsarenotcompletedonatimelybasisSixsigmascorecardshouldbeintegratedintoexistingmanagement
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