【正文】 ed customer expectations, ? Financial Ownership expectations— understanding, involvement and balance target projects that manage to those expectations ? To drive direction towards meaningful projects based on each regions needs ? Passion about this stuffcan bring change to the way we treat our customers Involvement ? Early Successes ? Hiring Great people ? Hands on involvement ? Shortening the learning curve ? Build on our strengths and share our successes as a Division ? Minimize some of the shortings of the original rollouts ? Borrow from best practices in NAD, LAD Europe ? Ability to build relationships, coalitions, and people working together to acplish the same goal ? Will clearly rely on the people ( AMD/VP’s, GMS. BB) to help clarify and provide the direction as we develop our strategies direction. 謝謝觀看 /歡迎下載 BY FAITH I MEAN A VISION OF GOOD ONE CHERISHES AND THE ENTHUSIASM THAT PUSHES ONE TO SEEK ITS FULFILLMENT REGARDLESS OF OBSTACLES. BY FAITH I BY FAITH 。 prevent ―reinventing the wheel‖ ? Achieve measurable financial and customer loyalty results: plete approximately 15 to 30 projects, depending on size, plexity and resources (approximately $5 $10MM annually) “Portfolio Manager” Training Tools—Black Belt Training ? Leading Teams ? DMAIC 1 ? DMAIC 2 ? Training Project Software Intra Tools E:TOOL ? Power Point ? Mini Tab ? Excel ? Visio Project Black Belt Hiring Assessment Tools Behavioral Interviews Computer Skills assessment Comprehension Numerical Relationships Other Important Six Sigma Roles Project Sponsors – People (many times leadership) within the existing anization most closely associated with a project. They are typically the ones who will gain or lose the most from the project’s success or failure Process Owners ? People responsible for ongoing postimplementation support of process changes/improvements ? Must work closely with Project Sponsor and/or Black Belt throughout project Improvement Team Members ? Participate in all steps of defining and implementing projects ? They are the subject matter experts Six Sigma APD Rollout APD Timetable Staff MBBs Preliminary timetable to implement 1Q03 Sep Oct Nov Dec Jan Feb Apr Jul Aug Mar Select BBs MBB BB “Wave 1” training training projects $ Property council training (SSC) 3 to 4 Properties per First BB projects start Owner “road shows” Design APD architecture rollout GM training (LSS) BB “Wave 2” training training projects First “Quick Hits” 2 $ 1 2 Property “billing” iDMAIC Nov 02 Beyond HR ASSESSMENT TOOL 1 $ MBB’s Start Jan 1 APD Six Sigma Summary 45+ fulltime resources, globally 10,000 training days Projects 600 + DMAIC, Transfer QH projects into Control 3 to 5 Year Goals ? Guests : Exceed expectations with less variability ? Owners : Substantial Financial Benefit ? Associates : Tools to cost effectively transfer innovation improve core processes 2023 ? Targets: At least Full Breakeven $600,000 +BB’s , MBB’s etc ―Black Belt‖ (4045 +/): Fulltime leadership execution of property, area, or divisionlevel projects Associates: Work on project teams ―Master Black Belt‖ (34): Support AMDs via diagnostics, manage the project portfolio, and coach BBs within a geography Division Management, Area VP, GM: Project, process and business results Division Six Sigma Leader: Driving the Six Sigma initiative within the division Division Six Sigma Analyst (1): Financial tracking, reporting analysis of projects and results Key Role Accountability FTE = 45 +/ APD Six Sigma Organization EVP Six Sigma E xec C tee B lack B eltG en eralM an ag ersM asterB lack B eltsA M D D ivision S ixS ig m a L ead erD ivisionP resid en t10 BB MBB 1 10 BB MBB 2 10 BB MBB 3 VP Six Sigma MBB Indonesia Six Sigma Leadership MBB 4 10 BB V