Six Sigma Deployment
Leading Six Sigma
Champion Workshop
Six Sigma Deployment
领导Six Sigma活动
盟主训练营
Staying Focused
Communicating
Reviewing Progress
Recognizing Achievement
Increasing Expectations
Leadership Themes
3
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
Staying Focused
• Maintain 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
plans
Staying Focused
Communicating
Reviewing Progress
Recognizing Achievement
Increasing Expectations
5
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 Expectations
6
Ensure Project Completion
• For 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)
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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
Check Business Impact
Finance 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 reviews
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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
20002000
EPSEPS
Acquisitions/ Acquisitions/
DivestituresDivestitures
Business Business
RevaluationRevaluation
Sales Sales
GrowthGrowth
Sector Sector
Census Census
ReductionReduction
Plant A at Plant A at
Full Full
CapacityCapacity
Plant B Plant B
Yield & New Yield & New
Prod Prod
QualificationsQualifications
Other Other
Six Six
SigmaSigma
Materials Materials
ManagementManagement
InflationInflation 2001 2001
EPSEPS
Six Sigma Impact
Company A’s 2001 Net Income Growth
A Solid Plan Grew Earnings by 14% in 2001A Solid Plan Grew Earnings by 14% in 2001
(
)
()
D
elta=
11
20002000年年
每股收益每股收益
兼并兼并//
资产剥离资产剥离
业务再评估业务再评估 销售增长销售增长 部门人部门人
数减少数减少
AA工厂已工厂已
用足产能用足产能
BB工厂产量和工厂产量和
新产能认证新产能认证
其它六个其它六个
希格玛希格玛
项目项目
物料管理物料管理 通货膨胀通货膨胀 20012001年年
每股收益每股收益
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稳健的计划使收入在20012001年增长了年增长了14%14%
(
)
()
D
elta=
12
• 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 Belts
Communicating success drives culture changeCommunicating success drives culture change
Communicating
Staying Focused
Communicating
Reviewing Progress
Recognizing Achievement
Increasing Expectations
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• 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成功沟通能驱动文化的改变
沟通
Staying Focused
Communicating
Reviewing Progress
Recognizing Achievement
Increasing Expectations
14
Six Sigma Communication Planning
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Six Sigma沟通计划
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• 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
Belts
Communicating Project Progress
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• 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
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Champion Communications 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 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
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
Champion Network Meeting Schedule
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盟主网络会议日程
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• 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 reviews
What gets ‘measured’… gets done
Staying Focused
Communicating
Reviewing Progress
Recognizing Achievement
Increasing Expectations
Reviewing Progress
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• 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
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Project Review Schedule
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项目检讨日程表
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I. Define / Measure II. Analyze/Improve
III. Control
IV. Results & Benefits
Project: Black/Green Belt: .
Presentation Format
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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
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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 standardization
II. 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 & activities
III. 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 Generation
IV. 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 Efficiency
Project: Improve Special Products Efficiencies. Black Belt: Jim Smith
.
Example 1
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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 1
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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 Team Example 2
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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 2
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• 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 Suggestions
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• 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
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Team Members
Black/Green Belt
Reward & Recognition Structure
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组员
黑带/ 绿带
奖励与表扬的构成
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• 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 levels
Staying Focused
Communicating
Reviewing Progress
Recognizing Achievement
Increasing Expectations
Recognizing Achievement
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• 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
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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 Teams
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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
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