6sigma盟主訓(xùn)練營(yíng)(1)(文件)
【正文】 – 共享要吸取的教訓(xùn) – 確認(rèn)并推動(dòng)跨廠際的項(xiàng)目 – 開發(fā)并提供報(bào)告和項(xiàng)目跟蹤的模板 – 決定后續(xù)步驟來建立流程質(zhì)量作為核心競(jìng)爭(zhēng)力 ? 盟主需要決定他們小組 /網(wǎng)絡(luò)的結(jié)構(gòu)和章程 ? 問題 : – 盟主應(yīng)多頻次地見面 ? – 盟主小組結(jié)構(gòu)應(yīng)如何組織 ?. 20 Champion Network Meeting Schedule A nnu a ll ySe m ia nnu a ll y Quar te rly Month lyTele c onfer e nceFac e tofaceVideoc onfer e nceR e ports /writte n c omm .21 盟主網(wǎng)絡(luò)會(huì)議日程 年度 半年度 季度 月度電話會(huì)議面對(duì)面會(huì)議錄像會(huì)議報(bào)告 / 書面co mm .22 ? 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 23 ? 必須進(jìn)行項(xiàng)目檢討 – 人們的工作對(duì)象是那些他們的老板認(rèn)為重要的足以連續(xù)地問關(guān)于 … ? 項(xiàng)目檢討頻次 – 盟主和黑帶大師每周檢討 – Six Sigma主任和黑帶大師與部門 /市場(chǎng)中心管理進(jìn)行月度檢討 – 小組管理每季度檢討 評(píng)估了什么 … 做完了 Staying Focused Communicating Reviewing Progress Recognizing Achievement Increasing Expectations 檢討進(jìn)展 24 We ek ly M onth ly Bi M onth ly Q ua rt erly R eg ion al Exe cs Site VPs Six Sigm a D irec tors C ha mp ion s M as ter B la ck Belts Project Review Schedule 25 每周 每月 每?jī)稍?每季度地區(qū)執(zhí)行官當(dāng)?shù)? VP sSix Sigm a主任盟主黑帶大師項(xiàng)目檢討日程表 26 I. Define / Measure II. Analyze/Improve III. Control IV. Results Benefits Project: Black/Green Belt: . Presentation Format 27 I. 定義 / 評(píng)估 II. 分析 /改進(jìn) III. 控制 IV. 結(jié)果和收益 項(xiàng)目 : 黑帶 /綠帶 : . 簡(jiǎn)報(bào)格式 28 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) Remend series of Action Steps to Improve Process Capability and Prevent Waste Generation IV. Results Benefits Annual Sa
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