英文版培訓(xùn)課件：Six Sigma Lean

0SixSigma

&LeanMMPGlobalConferenceVienna,July23,2003

1GEhasbecomethe"posterchild"oftheSixSigmamovement19878890929495969899012002CumulativeFortune500programlaunches

EstimatesEra1(1987)QualityEra2(1994)FinancialperformanceEra3(1996)

PerformanceImprovementUmbrellaEra4(2000)StrategicissuesWhydidGEadoptSixSigma?Intensepressureonmarginsandnoroomforpriceincreases–premiumonproductivityMediocrequalityanddisappointedcustomersBillionsofdollarslostincostof

poorqualityReenergizeGE'sproductivitymachineEngineforculturaltransformationEvolutionofSixSigmaGE Source: McKinsey

2Deliveryexample"SixSigma"hasitsrootsinstatisticalprocesscontrolBeforeAveragedeliverytime:45minutes55minutes(Commitmenttocustomer)Before:

2(i.e.,30.85%deliveredoutsidetargettimes)After:

6(i.e.,only0.0003%deliveredoutsidetargettimes)35minutes Source: McKinseyCritical-to-qualitymetric:on-timedelivery7articleslostperhour1.7incorrectoperationsperweek1shortorlonglandingevery5years68wrongprescriptionsperyear99.99966%Good(6Sigma)99%Good(3.8Sigma)Otherprocesscapabilityexamples20,000lostarticlesofmailperhour5,000incorrectsurgicaloperationsperweek2shortorlonglandingsatmostmajorairportseachday200,000wrongdrugprescriptionseachyearAfter20,000lostarticlesofmailperhour5,000incorrectsurgicaloperationsperweek2shortorlonglandingsatmostmajorairportseachday200,000wrongdrugprescriptionseachyear

3TheSixSigmaprogramhasthreekeyelementsBrainstormingAffinitydiagramsMulti-votingHypothesistestingParetochartsFishboneProcessmappingRootcauseproblemsolvingMaster

BlackBelts

(fulltime)SupportkeylineexecutivesResponsibleforprojectselection,training/

coachingofBlackBeltsandreportingprogressBlackBelts(fulltime)LeadimprovementprojectsthroughDMAICcycleReceive4weeksofup-fronttrainingGreenbelts(parttime)ProvideBlackBeltswithsupporttogetprojectsdoneReceivelessintensivetrainingStatistically-focusedproblemsolvingtoolsDedicatedandcertifiedresources3. Focusesonreductioninvariationofkeymetrics2. Drivesmeasurementanddata-drivenanalysisofmetricsthatarecriticaltocustomers1. Createsstandardized,disciplinedproblemsolvingapproachusedacrosscompanyAllSixSigmaimprovementeffortsoptimize

processesbyreducingvariationDefinetheproblemMeasuretheproblemDefineMeasureAnalyzeImproveControlAnalyzeandidentifythegapIdentifyandimplementsolutionsTrackandreviewprogressDMAICPrescriptiveProblemSolvingProcess–"DMAIC"DesignofexperimentVoiceofthecustomerQualityfunctiondeploymentANOVAEtc.

4ImprovementinfrastructureGE'sSixSigmasuccessisbasedonathoughtfulunderstandingofthedriversoflarge-scalechange1243SetaspirationsArchitectprogramImplementchangeBuildmomentumEffective,well-orchestratedlaunchTraintopleadersandsetaspirationsArchitectprogramandbeginmassivecommunicationdriveSelectanddeployhigh-potentialresourcesExecutehighprofileprojectsandmaketeamsheroesRelentlesslycommunicatesuccessesandchangestocomeGEusedseveralcoreelementsofsuccessfultransformationprogramsOrganizationalenablersLeadershipIntenseinvolvementof

topandlineleadershipProgramdesignRobustroadmapandprocessesPerformancemanagementGoalsbakedintobudgets

atalllevelsDedicatedresourcesBestresourceswithclearcareerpathsTalent/skilldevelopmentMulti-leveltrainingProgramsupportRuthlessprojectmanage-mentProblemsolvingDisciplineduseofDMAIC

andtools199619961996-971997 Source: McKinsey

5SixSigmaprojectsfollowadisciplinedapproach

toroot-causeproblemsolvingClearlydefine

theproblem,thegoal,andtheprocessBaselineandfurtherrefinetheproblemAnalyzetoidentifythe"vitalfew"

rootcausesSelectsolu-tions;testonpilot;imple-mentfullscaleControltheprocesstosustaingainsDefineMeasureAnalyzeImproveControlWhatistheproblem?Goal?Customers?Processtoimprove?Whatistheex-tentofthepro-blem?EfficiencyEffectivenessWhatdatadoweneedtogettotherootcauses?RangeofoptionsSolutionsBestpragmaticsolutionsFullrangeofsolutionsTheselectfewThe"optimalandpragmaticsolu-tion"SmallscalepilotFullscaleimplementationTacticallevelProcessstandardizationProcessthrough-putStrategiclevelDisciplineduseofbusinesspro-cessmanage-mentbysteeringcommitteeKeyelementsDeliver-

ablesClarityonwhatis"inscope"andwhatis"outofscope"In-depthunder-standingofhowbigtheproblemisanddatatogettothebottomofitDatadrivenrigorouscon-clusionsonthevitalrootcausesfortheproblemFullyimple-mentedsolu-tionbasedonlessonsfrompilotStableprocessSystemtokeepitstableFullyintegratedintobusinessgoalsExecutivesfullyinvolved Source: McKinseyDMAIC

6SixSigmahashadhighimpactonservicebusinessesProblemdefinitionReduceaccountsreceivablesto

best-practicelevelsin24weeksOrganizationalenablersandimprovementinfrastructureCFOsponsorwithdivisionheadspresentatprojectlaunchCFOanddivisionheadsattendkeystatusreviewsBlackBeltcoachandguidebutledbyfinancemanagerProjecttrackedbySixSigmastaffandthroughsteeringcommitteemeetingsProblemsolvingmethodology

andtoolsDMAICToolsusedonproject–brain-storming,fishbone,pareto,histo-grams,scatterplots,checksheets,controlchartsis-isnot,forcefieldanalysis,simpleFMEA,poke-yokeResultsReducedARby90%forannualbenefitsexceedingUSD4millionSampletoolsusedFishbone–defectiveinvoiceManMeasure-mentMachineMethodMaterialEnvironmentDefectiveinvoiceTrainingMetricsNocheckagainstPOParetoRecommendationsControlchartPOT&CDeli-veryOtherImproveinvoicequalitybyfollowingactionsMandatorycheckofPOagainstinvoice5-daytrainingofpersonnelbyexperiencedguruswithbestpracticesOneinvoiceperPOwithitemizedlistofallitemsImplementsegmentbasedcontrolsystemforcustomers.SettargetgoalintoannualMBOtoensureaccountability

Setguidelinesforaction,red,yellow,greenflagsforescalatingactionsObservestrict$$penaltiesforlatepayment

Monitorecontrolchartofkeymetrics

Days(USDdelin-quencydays)=USDinvoicexdayslate

UppercontrollimitUpperspec.limitLowerspec.limitLowercontrollimit

Specialcauses Source: McKinseyPROJECT–REDUCEDELINQUENTACCOUNTSRECEIVABLES

7GreenbeltBlackbeltExecutivesponsor/

divisionmanagerPart-time-positionleadingSixSigma.ContinuesfulfillingcurrentjobresponsibilitiesTrainedinSixSigmatools,providesfunctional/divisionalknowledgeandexpertiseMentoredbyablackbeltCommunicatesSixSigmamethodologytoothersintheorganizationFull-timededicationtoSixSigma;LeadsprojectsandsharesresponsibilityfordeliverablesApplies"right"SixSigmamethodologyandtoolstoensurequalityofprocessEscalateissuestomanagementTrainsandcoachesteammembersProposesSixSigmaimprovementprojectsandresponsiblefordeliverablesResolvesissuesPromotesSixSigmastrategyandmethodologyUnderstandsSixSigmastrategy,disciplineandtoolsSixSigmaroles Source: McKinsey

8AlthoughtheimpactfromSixSigmahasbeensignificantforGE...PercentofsalesSixSigmanetfinancialimpact*

USDmGEtotalrevenues

USDbn-205507601,4902,0007990100112130SingleperformanceimprovementthemeCustomerperspectiveCommonlanguageFactbasedproblemsolvingEnhancedcapabilitiesPowerfulengineforcultural

changeFacilitatedsuccessofotherinitiativesHarddollarbenefitsforGESoftbenefitsforGE Source: McKinsey

9WeaknessesProject-centricQuickwinsremovefocusonstrategicmovesContentneutralprocessprescriptiveNeedsstrongorganizationalelementtosucceedDisconnectspossiblebetweenqualityandsavings...SixSigmaisnotapanaceaforallills–ithasitsown

setofstrengthsandweaknesses Source: McKinseyLeancan

complement

SixSigmatoovercome

manyofitsmajor

weaknessesStrengthsCommonlanguageCustomerfocusBottom-lineresultsReallinemanagementinvolvementFact-basedproblemsolvingmethodologyComprehensivesetoftoolsBuildsnewgenerationofleadersTakescapabilityoforganizationtonextlevelStronginfrastructurehelpsotherinitiatives

10Moreover,fewcompaniesareabletouseSixSigmaeffectivelyduetoasmallnumberofrootcauses Source: McKinseyLackofrealinvolvementbytopandlinemanagement–SixSigmaisaprogramrunbyastafforganizationRewardsandincentivesarenotalignedwithSixSigmaprogram–nobreakdownandassignmentoftargetsforlinemanagementwithaccountabilitytiedtoincentivesStaffingSixSigmawithdeadwoodinsteadoftoptalentIneffectiveprojectselectionsystemIneffectiveprojectmanagementwithnodropdeaddatesforprojectsNoeffectivesystemforbestpracticereplicationRapidtrainingoflargenumbersofpeople–whohavenoprojectstoworkonProcessmeasures,suchasnumberofpeopletrained,numberofprojectslaunchedonlyassessprogressandnotresultsLackofunderstandingofthedifficultiesinherentinchangemanagementTypicalrootcausesforineffectiveSixSigmaimplementation

11SixSigmaspaceandourcapabilities

Source: McKinseyClientneedsOurcapabilitiesConsideringSixSigmaandneedanobjectiveassessmentofprosandconsSixSigmaisnotdeliveringexpectedresultsandneedarapidassessmentandrecommendationstofixitNeedhelpinacceleratingexistingandunder-performingSixSigmainitiativeNeeddeepsubjectmatterexpertiseandprescriptivesolutionstomovetothenextlevelofperformance

SixSigmaExecutiveAwarenessTraining–objectiveviewofSixSigmaforexecutivesSixSigmaDiagnostic–3-5daySixSigmadiagnosticofSixSigmacompaniesSixSigmaAcceleration–forcomatoseprogramsbybuildinganeffectivetransformationenginetocomplementtheirproblemsolvingandtoolsalreadyinplaceInfusionofdeepprescriptivefunctionalknowledgeintocompanieswithrobustSixSigmaprogramsLeanSixSigmaPricingSourcingSupplychainmanagement

12LeanSixSigmaintegration

13ManycompanieswishtobuildontheirSixSigmaprogramsThecompanyhaslaunchedacompanywideSixSigmaprograminresponsetoexternalpressuresseveralyearsagoAsizeableinvestmentandeffortshavebeenputintoresourceinfrastructurebuilding,andtrainingAftershowingearlyreturns,therateofimprovementhasbeguntoslowThereisinterestinfurthercontentadditionspecificallyaroundembracingleanmanufacturingManagementacceptanceandcommitmenttocontinuingtheSixSigmaprogramremainshighThecompanywouldliketocontinueimprovementsbyseamlesslyintegratingLeanintotheSixSigmaprogram

14DespitesomecommonelementsleanandSixSigma

havesignificantdifferencesWhatis......anintegratedoperatingsystem

ofprinciples,practices,toolsandtechniques...astructuredimprovementmethodologyusingastandardapproachandstatisticaltoolsDrivingprincipleReducewasteSynchronizeflowsManagevariabilityReducevariationOperationalKPIscascadedtofrontlineProjectmetricsPerformancemanagementLeanexpertsTeamleadersNaturalteamsInfrastructure&involvementBlackbelts,MBBs,GBsSixSigmaprojectsupportAdhocteamsPrescriptivesolutionsOnepieceflowPullSystemSMEDStandardizedworkPrescriptiveprocessesDMAICDMADV/DFSSStatisticalapproachesDOEGaugeR&RProblemsolvingSystematicvaluestreammappingCurrentstateandfuturestateDrivenbykeyissuesandproblemsincurrentprocessesProjectselectionRootcauseanalysisProcessmappingBasicanalytictoolsLeanSixSigma

15SynergiesbetweenLeanandSixSigmaSixSigmaShortfallsProjectcentricElitistRigidprocessKPIdisconnectNoprescriptivesolutionsHoweverLeanandSixSigmacanbehighlycomplementary

16SynergiesbetweenLeanandSixSigmaLeanPositivesHolisticandsystemsorientedFrontlineinvolvementStandardpracticesKPIdeployedtoalllevelsEndstatedrivenprojectselectionPrescriptivesolutionsSixSigmaShortfallsProjectcentricElitistRigidprocessKPIdisconnectNoprescriptivesolutionsHoweverLeanandSixSigmacanbehighlycomplementary

17LeanShortfallsDifficulttounderstandDifficulttoscaleRigorcansufferWeaktietobottomlineTopmanagementunderstandingsuperficialHoweverLeanandSixSigmacanbehighlycomplementarySynergiesbetweenLeanandSixSigmaLeanPositivesHolisticandsystemsorientedFrontlineinvolvementStandardpracticesKPIdeployedtoalllevelsEndstatedrivenprojectselectionPrescriptivesolutionsSixSigmaShortfallsProjectcentricElitistRigidprocessKPIdisconnectNoprescriptivesolutions

18SynergiesbetweenLeanandSixSigmaSixSigmaShortfallsProjectcentricElitistRigidprocessKPIdisconnectNoprescriptivesolutionsHoweverLeanandSixSigmacanbehighlycomplementarySixSigmaPositivesCommonlanguageScalableinfrastructureFactbasedrigorBottomlineorientedTopmanagementrelatesto

iteasilyLeanPositivesHolisticandsystemsorientedFrontlineinvolvementStandardpracticesKPIdeployedtoalllevelsEndstatedrivenprojectselectionPrescriptivesolutionsLeanShortfallsDifficulttounderstandDifficulttoscaleRigorcansufferWeaktietobottomlineTopmanagementunderstandingsuperficial

19ThetypicalintegrationapproachesaretoonarrowDonotunderstandfundamentaldifferencesbetweenLeanandSixSigma:viewLeanastoolkitvs.totalsystemapproachDonotincorporateLean'ssystemicvaluestreammappingandendstateviewinprojectselectionprocessDonottakeadvantageofLeanprescriptivesolutionstoavoidreinventingthewheelDonotensurefrontlineinvolvementDonotproviderequiredbreadthanddepthincapabilitybuilding:frontline,topmanagement,practitionersDonotalterperformancemanagementsystemtocascadeKPIstofrontline

20Also,theydonotaddressthetypicalimplementationissuesLeanpitfallsSixSigmapitfallsLacksvisionTopmanagementLacksinvolvementResourcesInadequatecriticalmassEliteresourcemodelProjectselectionNotdrivenbyendstateNotconnectedtolinemanagement'srealprioritiesPerformancemanagementKPIsnotdefinedorcascadedProjectmetricsdisconnectedfromCTQsMiddlemanagementsupportandownershipWeakWeakDeploymentToolcentricProjectcentric

21WerecommendafivebuildingblockapproachtointegrationAssesswhethercurrentSixSigmaprogramprovidesarobustenoughplatformforintegrationDriveprojectselectionfromasystemicendstatevaluestreamviewDelineatebestproblemsolvingapproachforeachclassofproblemTriggerdemandbydefiningKPIcascadeMatchandpacecapabilitybuildingtoproposedroles&actionplansandaugmentwithLeanexpertsEnhancebyLeanKPI'scascadeandrealtimedialoguedowntofrontlinesPlanthemulti-yearjourneyonatimelineProgramreadinessProjectselectionandsolutionmethodologydecisionroadmapOrganizationalacceptanceandcapabilitybuildingPerformancemanagementImplementationplans1

2 345

22IntegrationofLeanandSixSigma

KnowledgeSessionC

23WerecommendafivebuildingblockapproachtointegrationAssesswhethercurrentSixSigmaprogramprovidesarobustenoughplatformforintegrationDriveprojectselectionfromasystemicendstatevaluestreamviewDelineatebestproblemsolvingapproachforeachclassofproblemTriggerdemandbydefiningKPIcascadeMatchandpacecapabilitybuildingtoproposedroles&actionplansandaugmentwithLeanexpertsEnhancebyLeanKPI'scascadeandrealtimedialoguedowntofrontlinePlanthemulti-yearjourneyonatimelineProgramreadinessProjectselectionandsolutionmethodologydecisionroadmapOrganizationalcapabilitybuildingPerformancemanagementImplementationplans1

2 345

24Thediagnosticwillfocuson

threecriticalelementsElementsFinancialOperationalCultureCapabilitybuilding&trainingCommonoperatinglanguagePerformanceethicOrganizationCorefoundationsProgramleadership&

actionsChangeagents/talentmanagementRewardsandincentivesProvenimprovementapproachesandanalyticaltoolsCommunicationsystemSME/programadditionsPerformancemanage-mentandtrackingsystemKeyquestionsWhataretheconcreteresultsachievedsofar?Howhavetheculture,mindset,andbehaviorsoftheorganizationbeenchangedbySixSigma?Howrobustandwell-designedistheinitiativearchitecture?ConcreteresultsSoftbenefitsProgramarchitectureandimplementation

25ThediagnosticwillestablishoneofthreepathsgoingforwardMakesignificantimprovementstoSixSigmapro-gramandholdoffonaddingLeanAddLeantoexistingrobustSixSigmaprogramMakeimprove-mentstoSixSigmaprogramandaddLeanSixSigmaprogramisintroubleandneedsamajoroverhaultodelivermeaningfulresultsOverhauloftheprogramshouldbeginimmediatelywithcloseoversightfromthetopAddingLeanwillnotbeeffectiveatthispointSixSigmaisrunningwellanddeliveringresultsTheinfrastructureishealthyandthetimingisrighttosuccessfullytakeonanewinitiativeLeancanquicklyrealizesubstantialbenefitsbyapplyingprescriptivesolutionstoexistinghighyieldopportunitiesSixSigmaisperformingbutnotatitsfullpotentialTheprogramcanbetuneduptobestin

classwithoutamajoroverhaulAdditionofLeancanrealizehighpotentialopportunitiesthroughprescriptivesolutions

26Programreadiness–keyquestions

1.Doestheoverallapproachandframeworkmakessense?

2.Couldthistoolbeusedforclienteledevelopment?

27ValuestreammappingshouldbeakeyelementinprojectselectionCompanyXValuestream1Valuestream2Valuestream9...ImportanceofvaluestreamtobusinessManufacturingstrategyOperationsassessmentBrainstormingideasComprehensivelistofimprove-mentideasforeachvaluestream

28Leanbasic

toolsLeansystem

designSixSigma

DMAICJustdoitForeachproblemtheoptimalsolutionsmethodology

shouldbeselectedExamplesRationaleWhererootcausesareveryclearandcanbeaddressedbytime-testedLeanprescriptivesolutionsChange-overreductionOverallequipmentefficiencyStandardizedworkWheretheproblemandsolutionsaresystematicandinvolveredesignofmultiplesteps,complexprocesses,orflowsPlantlayoutredesignSchedulingsystemsMaterialandinfor-mationflowchangesWhererootcausesareunclearandlikelytorequiresignificantdata-drivenana-lysisanduniquesolutionsinacross-functionaleffortCycletimevariationScrapandreworkProcessfluctuationsWheretheproblemrequiresnofurtheranalysisandcanbeaddressedbysound,well-definedpracticesJobinstructionVisualmanagementKeymetricsdisplayandtracking

29Projectselectionandsolutionmethodologydecisionroadmap–keyquestions

1.Istheproposedprojectselectionmethodologycomprehensiveandhowimportantshouldvaluestreammappingbe?

2.Isasolutiondecisionroadmapnecessary?

3.Istheproposedroadmappracticalandrelevanttoyourclientsituations?

30TherearesixbasicimperativesinaddingleancapabilityCreateasequenceddeliveryUsemultipletrainingdeliverymethodsMatchcapabilitytorolesCreateaLeanexpertroleDefineoperationKPI'sandcascadeProvidethecontextforleancapabilitybuildingandtoensurethatcapabilitybuildingismirroredspecificallytomatchimprovementneedsEnsuresustainedexpertisetosupportimplementationinprojectsthatrequirespecificleanskillsandsystemdesignexpertiseTailorthecapabilitybuildingfordifferentlevelstotheroletheywillplayinleanintegrationAvoidoverwhelmingtheorganizationandprogram;derivemaximumbenefitfromactionlearningSequencedeliveryofprojects,training,andcapabilitybuildinginconcertwithprojectsformaximumimpactandeffectivenessUsearapidseedandcascadeapproachinrolloutSpeedimplementationacrosstheorganizationtotakeadvantageoftheexistingSixSigmainfrastructure123456

31CreateasequenceddeliverytomatchtheorderofprojectrolloutTypicalactionsequenceKeyknowledgepointsCreateLeanawarenessBasicconceptsOverallapproachDesignCS/FS,selectprojectsValuestreammappingSystemdesignSustainimprovementsPerformancemanagementandimprovementgoalsOverallmaintenanceDeployLeantoolsTakttimeLinebalanceStandardizedworkImplementjust-do-itbasicelementsWastereduction5SVisualcontrolsProductiontrackingOEERCA&problemsolvingStabilitySMEDPMFlowLoopsPullKanbanLevelBasicflowormaterial&informationFlowCelllayoutMateriallocation

32Organizationalcapabilitybuilding–keyquestions

1.Aretheproposedsiximperativesinaddingleancapabilityappropriate?

2.Anythoughtsonhowwecandevelopdeepleanexpertsatclients?

3.Willthesequenceddeliveryworkwell?

33Goodperformancemanagementsystemscanbeenhanced

bySixSigmaandLeanBasicPerformanceManagementSixSigmaRefinementsSpecificLeanEnhancementsBeforeaddingmoreadvancedpracticesbasicelementsofperformanceman-agementmustbemasteredSixSigmaisnotasubstituteforaneffectiveperfor-mancemanagementsystemKeymessagesCTQcascadeTimelyreviewsDisciplinedexecutionVisibleaccountabilityValuestreamperspectiveCascadetofrontlineBalancedmetricsPerformancedialogue

34ButnotifthefoundationisnotstrongDiagnosticconclusionsImplicationsStrongcorefoundationinper-formancemanagementwithenhancementsinplacefromSixSigmaWeakperformancemanagementsystemandSixSigmaservingasde-factoprojectcentricperformancemanagementsystemImplementLe