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1、Six Sigma DeploymentChampion WorkshopSix Sigma Deployment盟主训练营盟主训练营Staying FocusedCommunicatingReviewing ProgressRecognizing AchievementIncreasing ExpectationsLeadership Themes3关注重点问题关注重点问题沟通沟通回顾进展回顾进展赏识成绩赏识成绩提升期望提升期望领导能力的主题领导能力的主题4Staying Focused Maintain focus on the goals of the projects and the
2、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
3、Results to make sure that there are solid contributions to operational and strategic plansStaying FocusedCommunicatingReviewing ProgressRecognizing AchievementIncreasing Expectations5关注重要问题关注重要问题 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
4、们对运营和战略计划有切实的贡献Staying FocusedCommunicatingReviewing ProgressRecognizing AchievementIncreasing Expectations6Ensure Project Completion For a project to be complete, a few criteria mustbe met: Business/financial impacts documented and validated by the finance and business management Review of the proj
5、ect for application of the improvement roadmap Documented and implemented control plan Proper transfer to the process owner(s)7确保项目的完成确保项目的完成 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8Check Business Impact Finance is involved in project selection: Financial go
6、als 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检查对业务的影响检查对业务的影响 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
7、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10Six Sigma ImpactCompany As 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= 0.4311Six Sigma的影响的影响A公司公司2001年净收入的增长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 You persona
8、lly 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 BeltsCommunicatingStaying FocusedCommunicatingReviewing ProgressRecognizing
9、 AchievementIncreasing Expectations13 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沟通沟通Staying FocusedCommunicatingReviewing ProgressRecognizing AchievementIncreasing Expectations14Six Sigma Communication Planning Flash Report Site Newsletter Visual Workplace Web Site Sr. Exec Lette
10、r Weekly Bi-Weekly Monthly Quarterly Semi-annually 15Six Sigma沟通计划沟通计划动画报告动画报告工厂通讯工厂通讯虚拟虚拟工作场所工作场所网站网站资深经理资深经理通讯通讯每周每周每两周每两周每月每月每季度每季度每半年每半年16 Communication of project progress is essential Black/Green Belts Detailed progress reports and project results will be documented Weekly status updates sent
11、to Champion, MBB and management members Formal project status reports generated monthly and distributed to all Leaders, Champions, and BeltsCommunicating Project Progress17 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沟通项目的进展18Champion Communicati
12、ons Network Champions 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 determ
13、ine the structure and charter for their group/network Many Questions: How often should the Champions meet? How should the Champion group be structured?.19盟主沟通网络盟主沟通网络 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?.20Champion Network
14、 Meeting ScheduleAnnuallySemi-annuallyQuarterlyMonthlyTeleconferenceFace-to-faceVideoconferenceReports /written comm.21盟主网络会议日程盟主网络会议日程年年度度半半年年度度季季度度月月度度电电话话会会议议面面对对面面会会议议录录像像会会议议报报告告 / 书书面面comm.22 Timely project reviews are a requirement People work on the items their boss feels is important enough
15、 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 FocusedCommunicatingReviewing Pr
16、ogressRecognizing AchievementIncreasing ExpectationsReviewing Progress23 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评估了什么 做完了做完了Staying FocusedCommunicatingReviewing ProgressRecognizing AchievementIncreasing Expectations检讨进展检讨进展24 Weekly M
17、onthly Bi-Monthly Quarterly Regional Execs Site VPs Six Sigma Directors Champions Master Black Belts Project Review Schedule25每周每周每月每月每两月每两月每季度每季度地区执行官地区执行官当地当地 VPsSix Sigma主任主任盟主盟主黑带大师黑带大师项目检讨日程表项目检讨日程表26I. Define / MeasureII. Analyze/ImproveIII. ControlIV. Results & BenefitsProject: Black/Green Be
18、lt: .Presentation Format27I. 定义定义 / 评估评估II. 分析分析/改进改进III. 控制控制IV. 结果和收益结果和收益项目项目: 黑带黑带/绿带绿带: .简报格式简报格式28I. 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 FocusMeasurement Syst
19、em:- 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 inefficienc
20、ies in the work process & activitiesIII. Control: Implemented a three step Control Plana) Standardize Visual Defects Measurement Systemb) Facilitate Work Processes to Recover Wastec) Recommend series of Action Steps to Improve Process Capability and Prevent Waste GenerationIV. Results & Benefits- An
21、nual 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 129I. 定义定义 / 评估评
22、估- 流程图确认 有多重重复加工的隐藏工厂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. 分析分析/改进改进- 确认重要的产生浪费的项目确认重要的产生浪费的项目- 流程输入从流程输入从301项减少到项减少到 7 个个KPIVs- 确认产生浪费的设备故障确认产生浪费的设备故障- 确认产生浪费的工作流程确认产生浪费的工作流程- 量化工作流程量化工作流程/活动中的其它低效工作活动中的其它低效工作III. 控制控制: 执行一个三步骤的控制计划执行一个三步骤的控制
23、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. 结果和收益结果和收益- 年度减少浪费年度减少浪费 $ 400,000对原来的对原来的 $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项目: 改进特殊产品效率改进特殊产品效率. 黑带黑带: Jim Smith .举例举例 130Define / MeasureY: Order-Bill-CollectDefect : Subsidiary overhaul shops with overdue receivables. Mea
24、sure:$30 MM of overdue receivables.Gage R&R 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
25、system, eliminating non-value added manual steps and lost paperwork. Validate/ControlDigital 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
26、:3% of bills disputed.Average bill sent out 5 days after hardware.Overdue receivables reduced by $29 MM.Accounts Receivables TeamExample 231定义/ 测量Y ：受订开票收款不良品 ： Subsidiary overhaul shops with overdue receivables. 测量:$30 MM 逾期应收未收帐款逾期应收未收帐款可重复性可重复性&可再现性指标可再现性指标 5%平均开票时间为实物交付后平均开票时间为实物交付后27天天有争议的发票为有争
27、议的发票为16%分析分析利用流程图、 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实物交付后超过30天的开票数天的开票数 与逾期应收帐款/有争议发票数比值之间的相关度为80%设计设计/改善改善 “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 验证验证/控制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
28、精确 目前值目前值 +20%, 目标值目标值 +10%.结果：结果：有争议的发票数有争议的发票数50% overthe goalRecognitionDiscretionaryAwardValue AddedAwardMerit increaseMet the goal25% overthe goal50% overthe goal50% overthe goalRecognitionDiscretionaryAwardValue AddedAwardMerit increaseBlack/Green BeltReward & Recognition Structure35组员组员 达达成成目
29、目标标 超超额额25% 完完成成任任务务 超超额额50% 完完成成任任务务 超超额额完完成成任任务务50%以以上上 表表扬扬 自自由由支支配配奖奖 附附加加价价值值奖奖 提提升升荣荣誉誉 达达 成成 目目 标标 超超 额额25% 完完 成成任任 务务 超超 额额50% 完完 成成任任 务务 超超 额额 完完 成成 任任 务务50%以以 上上 表表 扬扬 自自 由由 支支 配配 奖奖 附附 加加 价价 值值 奖奖 提提 升升 荣荣 誉誉 黑带黑带/ 绿带绿带奖励与表扬的构成奖励与表扬的构成36 Reward systems must be consistent across Groups, Di
30、visions, 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 a
31、t Company & Corporate levelsStaying FocusedCommunicatingReviewing ProgressRecognizing AchievementIncreasing ExpectationsRecognizing Achievement37 奖励办法在集团、事业部、工厂间保持一致保持一致 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/
32、勋章，公司礼品公告/邀请其在全公司层面发表讲话Staying FocusedCommunicatingReviewing ProgressRecognizing AchievementIncreasing Expectations成就认可成就认可38Please discuss your ideas for Leading Six Sigma. Reach consensus on the most important actions that need to be taken immediately after this workshopTake 15 Minutes and please be prepared to report to the groupIn Your Workout Teams39请各位就如何领导请各位就如何领导Six Sigma项目进行讨论。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对于那些需要在此次训练营结束后即刻开展的行动项目，的行动项目， 请达成一致意见请达成一致意见时间时间15分钟，同时准备向小组报告分钟，同时准备向小组报告小组训练作业小组训练作业40