【正文】 實(shí)施完全流程控制 標(biāo)準(zhǔn)化 ,制度化 什么 ? 關(guān)鍵性業(yè)務(wù)問題 組建跨職能團(tuán)隊(duì) 梳理流程 (現(xiàn)狀及應(yīng)該的 ) 確定主要產(chǎn)品 , 流程及機(jī)器參數(shù) 量化測量錯(cuò)誤 評(píng)估流程穩(wěn)定性并 預(yù)測流程平均值及變異 比較流程性能及客戶需求 確定因果關(guān)系 實(shí)施預(yù)防步驟以保證流程 的穩(wěn)定與高效 實(shí)施最佳的方案及標(biāo)準(zhǔn) 資源平衡 擴(kuò)展知識(shí)及創(chuàng)造力 拿到看得見的流程圖 使用 80/20原則 (80%的行為由 20%的參數(shù)控制 ) 核實(shí)測量的變異少于流程或規(guī)格變異的 10%. 核實(shí)流程是否穩(wěn)定 預(yù)測流程的平均值 /變量 對(duì)比規(guī)格與實(shí)際運(yùn)作 發(fā)現(xiàn)重要變量 保證積極的可預(yù)防的思維得到實(shí)施 保證流程的可監(jiān)控性 從最開始就安排 C/A步驟 實(shí)施以學(xué)到的最佳方案 Copyright 169。 DMAIC 與其他工具集類似，由一個(gè)明確的、多階段的過程組成。 2023 Motorola. All rights reserved. 成套分析工具 ANALYTIC TOOL SETS 由于改進(jìn)機(jī)遇和團(tuán)隊(duì)千差萬別，所以各團(tuán)隊(duì)采用的策略也各不相同。 ?進(jìn)行持續(xù)不懈的嚴(yán)謹(jǐn)評(píng)審。 Improvement Teams Action Workout? Teams AVOID Empowered Problem Solving Teams Breakthrough Workout Teams Copyright 169。s achieve plexity index of ? 0% slippage on new product introduction launches ? 90% Ontime Delivery Performance (CRSD) ? Achieve SEI level3 75% improvement in software defects ? 25% Reduction in Cost of Poor Quality ? Achieve top 1 or 2 supplier satisfaction status PEOPLE ? 15% movement in employee satisfaction Top 2 boxes score ? Community Service – 100,000 hours ? Implement key IT tools and systems to support the business PE ASSESSMENT ?20% Improvement over 2023 Performance February 18, 2023 LA NA PCS Asia EMEA TPRG WWSC CSS PLM Other Support Functions Motorola Internal Use Only FINAL Copyright 169。 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(shì) 。 2023 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 consensus 管理層的承諾與一致 全體管理團(tuán)隊(duì)的共識(shí) 訂貨鈴不 斷響起 為什么要推行六西格瑪 Why Six Sigma? Copyright 169。 eProcesses: 隨時(shí)處于掌控之中的數(shù)字化改進(jìn)措施。 2023 Motorola. All rights reserved. 六西格瑪?shù)母镄翿enovation of Six sigma 數(shù)碼六西格瑪 (Digital Six Sigma) 是對(duì)摩托羅拉經(jīng)典業(yè)務(wù)改進(jìn)方法的一次重大革新。區(qū)分這兩者對(duì)于我們理解“六西格瑪”有著至關(guān)重要的意義。西格瑪水平每升高一級(jí)，缺陷數(shù)量都指數(shù)級(jí)地減少。 所謂統(tǒng)一是指可以用西格瑪來衡量從咖啡杯缺陷到失去銷售機(jī)會(huì)的一切內(nèi)容。 1997 五個(gè)“ 9”：系統(tǒng)可用性。Copyright 169。鮑德里奇全美質(zhì)量大獎(jiǎng) 1990 在全公司開展“顧客完全滿意小組過程”和“黑帶計(jì)劃” 1992 每兩年減少缺陷十倍，每五年一個(gè)周期。例如，某一水平的西格瑪可以說明生產(chǎn)一百萬只咖啡杯的過程中有多少殘次品。 不同西格瑪水平之間的差異并不是簡單地對(duì)半削減缺陷數(shù)量。 2023 Motorola. All rights reserved. 一個(gè)術(shù)語 , 兩種意義 什么是“六西格瑪” (Six Sigma)? 你可能在兩方面聽到人們使用這一術(shù)語 —— 作為一項(xiàng)衡量內(nèi)容和作為一種方法。 Copyright 169。 eTraining： 在短短幾個(gè)月而不是幾年時(shí)間里，培訓(xùn)和測試數(shù)以千計(jì)員工的能力。 2023 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。 2023 Motorola. All rights reserved. 平衡記分卡 是 Six Sigma業(yè)務(wù)改進(jìn)運(yùn)動(dòng)的基石 戰(zhàn)略與目標(biāo) 本年度創(chuàng)意 戰(zhàn)略方向 願(yuàn)景 : 我 們 的首要目的 —— 我 們 如何向 顧 客提供 價(jià) 值。 Recognizing 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 2023 PERFORMANCE EXCELLENCE SCORECARD PCS Rev Strategic Objectives Current Year Initiatives STRATEGIC DIRECTION VISION: MISSION: FINANCIAL ? Deliver strong financial results CUSTOMER MARKET ? Delight customers and bee the coveted supplier by all top 25 customers OPERATIONAL 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 MARKET ?Define and develop Compelling Products and Signature Experiences ?Improve customer relationships through operator partnering and customization ?Drive and sustain consumer demand and pullthrough programs and increase the effectiveness of comarketing with operators and distributors ?Substantially enhance the value and impact of the Motorola Brand ?Invest in innovation to leverage technology advancements and architecture to improve market/customer responsiveness OPERATIONAL PEOPLE ?Make the matrix anization work ?Make Six Sigma “The Way We Work” in everything we do ?Dramatically improve software capability quality STRATEGIC PLANNING CUSTOMER MKT FOCUS HUMAN RESOURCE FOCUS PROCESS MGMT LEADERSHIP INFORMATION/ANALYSIS ? Improve EndtoEnd selling capabilities on Account Teams ? Improve SOP Process ? Drive development and differential investments in human assets, by implementing the Organization Vitality Process ? Institutionalize MGates across all projects ? Implement YEAR 1 Next Generation Supply Chain projects ? Deploy Time Tracking System (Primavera) across PCS FINANCIAL Make The Numbers ? PBT ? Sales: Device Nondevice ? Cash Flow CUSTOMER/CONSUMER MARKET ? Increase Market Share ? 20% movement in Customer Satisfaction Top 2 Boxes ? Improve consumer POS equity by % in top 11 countries OPERATIONAL ? 30% plexity reduction by YE all 2023 NPI39。 2023 Motorola. All rights reserved. Matching Teams, Projects and Team Processes Teams must anize their work around the most effective methodology for the task. Difficulty/Complexity Impact Breakthrough Workout Teams Six Sigma174。 2023 Motorola. All rights reserved. 全面業(yè)務(wù)評(píng)審中的職責(zé) ?重點(diǎn)