DELL6SIGMAGBTRAINING7-2.pptx
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DELL6SIGMAGBTRAINING7-2.pptx
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BPILevelIGreenBeltGlobalBPIBPILevelIModule2-DefineDefineMeasureImproveAnalyzeControlReportBPIModel16Copyright2002DellComputerCorporationRevision052802BPILevelI-DefineGlobalBPIModuleObjectives:
DefineReviewBPIprojectselectioncriteriaDefineprojectandscopeCreateas-isanddesired-stateproblemstatementsCreateanas-isprocessmapEnteryourprojectintoProjectTrackingTool17Copyright2002DellComputerCorporationBPILevelI-DefineGlobalBPIProjectSelectionCriteriaqAddresseskeybusinessissueqUnknownrootcauseqRequiresateamtocompleteqPotentialsavingsof$50,000qSupportedbymanagementqCompletewithin6monthsqModeratecomplexityqIsthisasolutioninsearchofaproblem?
18Copyright2002DellComputerCorporationBPILevelI-DefineGlobalBPIProjectSelectionMatrixCurrentknowledgelevelofpotentialsolutionImpactHighLowDolater!
Nevergetto!
LowDonow!
BlackbeltprojectsGreenbeltprojectsHigh19Copyright2002DellComputerCorporationBPILevelI-DefineGlobalBPIProblemStatementWhycreateaProblemStatement?
TomaintainfocusToavoidproject“creep”Tomeet6monthprojectdurationA“Good”ProblemStatementShoulddescribetheas-isanddesired-stateoftheissueIseasilyunderstoodIncludesanounandverbIsactionable,bounded,andmeasurableBrief(1or2sentenceslong)20Copyright2002DellComputerCorporationBPILevelI-DefineGlobalBPIAs-IsandDesiredStateProblemStatementsAs-isproblemstatementPTT,DefinitionDescribestheproblemasitistodayShouldnotincludecausesShouldnotimplysolutionsAsspecificaspossibleIncludesmeasurementDesired-stateproblemstatementPTT,ObjectiveWhatyouwanttoachievebysolvingtheproblemBeasobjectiveaspossibleBeasspecificaspossibleIncludesmeasurementgoal21Copyright2002DellComputerCorporationBPILevelI-DefineGlobalBPIClassExercise:
ProblemStatementOnaflipchartpaper,writeyour:
NameProjecttitleAs-isanddesired-stateproblemstatementforyourBPIProjectPostflipchartonthewall22Copyright2002DellComputerCorporationBPILevelI-DefineGlobalBPIClassExercise:
ProblemStatementWalkaroundtheroomandreviewotherproblemstatementsPostatleastonecomment,idea,orquestiononeachYoucanbepositive!
ReadcommentspostedonyourproblemstatementRevisityourproblemstatementModifytoaddresssuggestionsAsis:
Desiredstate:
?
!
23Copyright2002DellComputerCorporationBPILevelIGreenBeltGlobalBPICOPISInformationflowfromcustomersProductflowfromsuppliersCustomersSuppliersInputRequirementsOutputRequirementsProcessPullPush24Copyright2002DellComputerCorporationRevision052802BPILevelI-DefineGlobalBPIAs-IsProcessDefinitionWorksheetInstructions1.Identifytheproject2.Listtheprocessowner(s)3.Identifystakeholders4.Identifycustomersandsuppliers5.Determineinputsandoutputs6.Determinewheretheprocessbeginsandends7.Determinewhattheprocessincludesandexcludes8.Optional:
UsethedetailedcategoriesforCOPIStodelvedeeper25Copyright2002DellComputerCorporationBPILevelI-DefineGlobalBPIClassExercise:
As-IsProcessDefinitionWorksheetProcessname:
Stakeholders:
Processowner(s):
Wheredoestheprocessbegin?
Whatdoestheprocessinclude?
Wheredoestheprocessend?
Whatdoestheprocessexclude?
CustomersOutputsProcessInputsSuppliers26Copyright2002DellComputerCorporationBPILevelI-DefineGlobalBPIProcessMapsPurposeofProcessMapsShowsinasinglepicturehowaprocessworkstodayNothowitshouldworkNothowitcouldworkIsusedtoidentifycriticalprocessactivitiesShowshowprocessactivitiesinterrelate27Copyright2002DellComputerCorporationBPILevelI-DefineGlobalBPIProcessMappingSymbolsSymbolMeaningSymbolMeaningActivityDocumentDecisionPointBegin/EndDirectionofFlowConnectorPredefinedorSubProcessDelay28Copyright2002DellComputerCorporationBPILevelI-DefineGlobalBPIDecisionPointsArrowsusuallycomeinfromtheleftortopResultsofdecisionusuallygorightordownDecisionsshouldbewordedsothatnegativeresponseusuallygoesdownandpositivegoestotherightYesNo29Copyright2002DellComputerCorporationBPILevelI-DefineGlobalBPILinearTop-DownLayoutCrossFunctionalTypesofProcessMaps1.Gather2.InverterTraveler1.Gather1.1Pullbackpanel1.2Pullbezel1.3Scan2.Inverter2.1Placeinfixture2.2Attachinverter2.3LayintoNB2.4TapecabledownQShippingProductionOrderRecordrequestCallPickupformsDistributionMaintenance30Copyright2002DellComputerCorporationBPILevelI-DefineGlobalBPIClassExercise:
As-IsProcessMapCreateahigh-levelas-isprocessmapStartyourprocessmapwitha“begin”and“end”post-itDrawaboundaryaroundyourprocessButcherpaperBeginEndMayincludeswimlanes”forfunctionalprocessmap31Copyright2002DellComputerCorporationBPILevelI-DefineGlobalBPIProcessMapEvaluationIstheprocessmaplogicalandaccurate?
Commonmappingmistakes:
ProcessstepswithnoverboractionStepswithnoexitingarrowsDecisionpointswithonly1exitingarrowShowmultiplelevelsofaprocessinasinglemapBoundariesnotclearlyunderstood32Copyright2002DellComputerCorporationBPILevelIGreenBeltGlobalBPIProcessDrillDownOncethehighlevelmapiscompleted33Copyright2002DellComputerCorporationRevision052802BPILevelI-DefineGlobalBPIDeterminingCriticalScopeQuestionstoasktodeterminecriticalstepsinyourmap:
Wheredomostoftheproblemsseemtohappen?
Whatsteptakesthelongest?
Wherearedefectshappening?
Whatstepcoststhemostmoney?
Whatstepsmostimpactmycriteriaforsuccess?
34Copyright2002DellComputerCorporationBPILevelI-DefineGlobalBPIInputsandOutputsonCriticalScopeOncetheCriticalScopeorstepsareidentified,youshouldbrainstormtheinputsandoutputsforthosesteps.Forinputs:
Whatisrequiredtocompletethatstep?
Couldbematerials,standards,people,instructions.Foroutputs:
Whataretheresults(goodandbad)ofthatstep?
35Copyright2002DellComputerCorporationBPILevelI-DefineGlobalBPIDisplayTeamCaseStudyExample36Copyright2002DellComputerCorporationBPILevelI-DefineGlobalBPIDescribingInputsandOutputsArealltheinputsandoutputsofequalimportanceinhowtheyaffecttheprocess?
Somearemorecriticalthanothers.Acriticalvariableisonethatmostaffectstheoutput.Thereisadirectrelationshipbetweenacriticalvariableandtheoutput.37Copyright2002DellComputerCorporationBPILevelI-DefineGlobalBPIDescribingInputsandOutputsCanyoucontroleachinput?
Controllablevariablesarethoseyoucanchangeandkeepthesameforsomeperiodoftime.Uncontrollableornoisevariablesarethosethatmayaffecttheprocess,butyoucantcontroloverthelongterm.Whywoulddescribingthevariablesascontrollableoruncontrollablehelp?
38Copyright2002DellComputerCorporationBPILevelI-DefineGlobalBPIExamplewithvariablescharacterized39Copyright2002DellComputerCorporationBPILevelI-DefineGlobalBPIExerciseonyourProcessMapLabelthemostcriticalstep(s)Expandcriticalstepsintodetailedcross-functionalorotherprocessmapsBrainstormtheinputsandoutputsforthecriticalsteps.Describetheinputsandoutputsascritical,controllableoruncontrollable.40Copyright2002DellComputerCorporationBPILevelI-DefineGlobalBPIProjectTrackingTool231FeaturedSites-GlobalBPI-GovernmentRelations-ClientProducts-DellProductLibrary-PeopleDevelopment-Services41Copyright2002DellComputerCorporationBPILevelI-DefineGlobalBPIProjectTrackingToolMyActiveProjectsListofprojectswithyournameaseitherteammember,manager,mentor,championMyCompletedProjectsProjectsaremovedtocompletedbytheProgramManagerafterthefinancialvalidationandprojectpresentationSearchProjectsTheabilitytofindsimilarprojectsatDell42Copyright2002DellComputerCorporationBPILevelI-DefineGlobalBPIProjectTrackingToolSearchCapabilities43Copyright2002DellComputerCorporationBPILevelI-DefineGlobalBPICreateProjectAreaAustinNashvilleCanadaLatinAmericaAPCCCCCJapanEMEAEMFBusinessProductDevelopmentManufacturingCommunicationsHRMarketingGroupRGRCWorkingCapitalCAPEXCOGSOPEXVLRRIFIRFIRVIFIRCategoryYellowBeltGreenBeltBlackBeltSegmentAmericasEd&HealthGovernmentGlobalLCAConsumerBSDPADRegionAmericaAsiaEurope44Copyright2002DellComputerCorporationBPILevelI-DefineGlobalBPIManagementSupportProgramManager:
ADellBlackBeltProjectMentor:
ADellBlackBeltExecutiveSponsor:
AnysponsorsCharteringManager:
YourmanagerCharteringManager:
LineManageroftheProjectTeamAssignsprojectandteamresourcesAllocatetimefortrainingandworkingonprojectMonitorprogressofprojectHelpsremoveprojectroadblocksRecognize,rewardandcommunicateprojectsuccessExecutiveSponsorFunctionalLeader(VPorDirector)AlignbusinessprioritiesMonitoroverallprogressofareaprojectsHelpsremovehighlevel/acrossfunctionalgroupprojectroadblocksProjectMentorADellCertifiedBlackBeltProvidecoaching/mentoringtheuseofBPImethodologies/tools/applicationsAskwhy,why,why,why,whyAssistProjectTeamfocusingoncompletionBPIprojectandusingProjectTrackingToolProgramManagerADellCertifiedBlackBeltIdentifyandremovebottlenecksTrackandreportBPIactivitywithinthefunctionEnabletrainingandsupportingresources45Copyright2002DellComputerCorporationBPILevelI-DefineGlobalBPIProblemStatementAs-isproblemstatementDesired-stateproblemstatementScopeProjectedAnnualizedSavingsMetricsImpactedAttachments46Copyright2002DellComputerCorporationBPILevelI-DefineGlobalBPITeamMembers47Copyright2002DellComputerCorporationBPILevelI-DefineGlobalBPIBPIProjectCompletionStepsusingPTTDefineMeasure&AnalyzeImproveControl&Report7.Attachments6.DataCollectionMetrics,Cost,Improvement7.FailureAnalysisProblem,Results6a.AttachmentsDatacollection7.Attachments7a.AttachmentsTools1.CreateProjectTitleManagement5.CostEstimateTemplateSignatures2.Co
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