【正文】 opyright 169。 2022 Motorola. All rights reserved. ? 持續(xù)進(jìn)步及競爭的需要 The requirement of CI and pletion ? 建立共同語言 Setup mand language ? 數(shù)據(jù)驅(qū)動進(jìn)步 Data driven 為什么要推行六西格瑪 Why Six Sigma? ? 解決問題的方法與思路 The methodology of problem solving ? 掌握通用工具 40多個 Command the tools ? 客戶導(dǎo)向 Customer focus Copyright 169。 2022 Motorola. All rights reserved. The Current Situation 目前狀況 Cycle Time運(yùn)轉(zhuǎn)周期 Gamba Kaizen 5s TPM COQ 為什么要推行六西格瑪 Why Six Sigma? Copyright 169。 2022 Motorola. All rights reserved. Sky Tower on Tomorrow 明天的大廈 Customer Satisfaction 顧客滿意 (Phone Rings Again) Cost 費(fèi)用 Service 服務(wù) System 系統(tǒng) Management 管理 Delivery 交付 Quality 質(zhì)量 Continuous Improvement 持續(xù)改進(jìn) Cycle Time 運(yùn)轉(zhuǎn) 周期 6 Sigma 6西 格瑪 Management team’s Commitment amp。 consensus 管理層的承諾與一致 全體管理團(tuán)隊的共識 訂貨鈴不 斷響起 為什么要推行六西格瑪 Why Six Sigma? Copyright 169。 2022 Motorola. All rights reserved. 持續(xù)進(jìn)步的路標(biāo) Roadmap of CI Control System ISO9002 ISO9001 QS9000 ISO14000 5S EHS TPM GK/Lean SPC TCM TQM 1997 1998 1999 2022 2022 2022 6Sigma COQ MRPII Or ERP 控制 系統(tǒng) Digital 6 Sigma Copyright 169。 2022 Motorola. All rights reserved. 我們的經(jīng)驗教訓(xùn) What We’ve Learned … It’s all about delivering business results! Achieving sustainable business improvement requires integrated team efforts linked to business priorities. 通過團(tuán)隊對重大的問題進(jìn)行快速的解決 ,得到持續(xù)的財務(wù)結(jié)果 ! Copyright 169。 2022 Motorola. All rights reserved. 六西格瑪領(lǐng)導(dǎo)方針 “六西格瑪領(lǐng)導(dǎo)方針”包括以下內(nèi)容 ： The Six Sigma Leadership Principles include the following: ?Align ( 結(jié)合 ) ?Mobilize (動員 ) ?Accelerate (催化 ) ?Govern (治理 ) THE SIX SIGMA LEADERSHIP PRINCIPLES The People Who Make it Happen: Hands on Champions Master Black Belts Black Belts Six Sigma Project VP Green Belts All Employees CEO Six Sigma Executive Sponsor 六西格瑪項目參與人員 Copyright 169。 2022 Motorola. All rights reserved. ?大師級黑帶 Master Black Belt 黑帶和高級管理層顧問 Black Belt and Senior Management Consultant ?綠帶 Green Belt ?黑帶 Black Belt 團(tuán)隊成員與實(shí)施者 Team Member and Practitioner 團(tuán)隊領(lǐng)導(dǎo)與統(tǒng)計顧問 Team Leader and Statistical Consultant 綠 /黑帶的作用與等級 Role and level of GB/BB Copyright 169。 2022 Motorola. All rights reserved. 領(lǐng)導(dǎo)層所面臨的挑戰(zhàn) – 將重點(diǎn)聚焦在巨大的 “Y”上 Y 關(guān)鍵性的成果 哪些活動使你可以 實(shí)現(xiàn)這些成果 ？ = f (x1 , x2 , x3 ... ) 持續(xù)的支持與 評審 六西格瑪 項目選擇 Copyright 169。 2022 Motorola. All rights reserved. “Link actions to critical results!” Simplify the game! What do you want to improve? What actions will get you there the fastest? Y = f (x1 , x2 , x3 ... ) Core Six Sigma Business Improvement Campaign Principle Copyright 169。 2022 Motorola. All rights reserved. 平衡記分卡 是 Six Sigma業(yè)務(wù)改進(jìn)運(yùn)動的基石 戰(zhàn)略與目標(biāo) 本年度創(chuàng)意 戰(zhàn)略方向 願景 : 我 們 的首要目的 ——我 們 如何向 顧 客提供 價 值 。 使命 : 我 們?yōu)檎l 服 務(wù) ，我們 提供哪些服 務(wù) ，我 們 如何 實(shí)現(xiàn)競爭優(yōu)勢 。 戰(zhàn) 略目 標(biāo) : 為實(shí)現(xiàn)願景 我 們 必須 完成的目 標(biāo) 。 提出或突破 創(chuàng) 意為 在今天 獲 得成功，我 們 需要 採取哪些行 動 。 超越 創(chuàng) 意 : 為 在未 來 取得成功我 們 需要 採 取哪些行 動 。 績效衡量 業(yè)務(wù)過程 業(yè)務(wù)成 果 顧 客 與 市 場 培 訓(xùn)與發(fā)展 內(nèi)部 業(yè)務(wù) 財務(wù) 為 建立 實(shí)現(xiàn) 我 們戰(zhàn) 略目 標(biāo) 所需的能力，我 們 需要採 取哪些行 動 目 標(biāo) ： 實(shí)際 ： 度量 目 標(biāo) ： 實(shí)際 ： 度量 目 標(biāo) ： 實(shí)際 ： 度量 目 標(biāo) ： 實(shí)際 ： 度量 Copyright 169。 2022 Motorola. All rights reserved. The Cornerstone of a Six Sigma Business Improvement Campaign is a Balanced Scorecard Strategies amp。 Objectives Current Year Initiatives STRATEGIC DIRECTION Vision: Our overriding purpose – how we will deliver value to customers. Mission: Who we serve, what services we provide and how we achieve petitive advantage Strategic Objectives: Goals we must acplish to achieve our vision. Make or Break Initiatives: What we need to do to be successful today. Breakaway Initiatives: What we need to do to be successful in the future PERFORMANCE MEASUREMENT Business Processes Business Results Customer amp。 Market Learning amp。 Growth Internal Business Financial What we need to do to build the capability to achieve our strategic objectives. Goal: Actual: Metric Goal: Actual: Metric Goal: Actual: Metric Goal: Actual: Metric Copyright 169。 2022 Motorola. All rights reserved. Be the market leader in providing superior wireless products and solutions … Lead Inter to wireless. Drive success by exceeding the expectations of customers, consumers, shareholders and coworkers ? Customer, consumer amp。 share holder driven employees winning through the 4Es +1。 Recognizing amp。 celebrating successes. ? One Motorola / One PCS CULTURE: ? Fully link the Front End experience and planning process ? Develop a measurement and ensure differential investment for Most Effective Talent ? Ensure Most Effective Talent occupy Most Leveraged Positions PERFORMANCE MEASUREMENT Business Processes Business Results 2022 PERFORMANCE EXCELLENCE SCORECARD PCS Rev Strategic Objectives Current Year Initiatives STRATEGIC DIRECTION VISION: MISSION: FINANCIAL ? Deliver strong financial results CUSTOMER amp。 MARKET ? Delight customers and bee the coveted supplier by all top 25 customers OPERATIONAL amp。 PEOPLE ? Transform the anization to Performance Excellence ? Motivate employees and create a positive work environment ? Build active munity involvement FINANCIAL ?Improve Total Cost Competitiveness of products ?Improve overall ability to deliver EndtoEnd solutions, content and applications CUSTOMER/CONSUMER amp。 MARKET ?Define and develop Compell