領(lǐng)導(dǎo)6sigma活動(完整版)
【正文】 Waste Generation Identified Five more BB and GB Projects to Improve System Efficiency Project: Improve Special Products Efficiencies. Black Belt: Jim Smith . Example 1 29 I. 定義 / 評估 流程圖確認(rèn) 有多重重復(fù)加工的隱藏工廠 ! 象要因矩陣分析的節(jié)約計(jì)算單 Pareto分析形成作為項(xiàng)目重點(diǎn)的浪費(fèi)產(chǎn)生項(xiàng)目 評估系統(tǒng) : 確認(rèn) 虛擬評估系統(tǒng)需要標(biāo)準(zhǔn)化 II. 分析 /改進(jìn) 確認(rèn)重要的產(chǎn)生浪費(fèi)的項(xiàng)目 流程輸入從 301項(xiàng)減少到 7 個 KPIVs 確認(rèn)產(chǎn)生浪費(fèi)的設(shè)備故障 確認(rèn)產(chǎn)生浪費(fèi)的工作流程 量化工作流程 /活動中的其它低效工作 III. 控制 : 執(zhí)行一個三步驟的控制計(jì)劃 a) 標(biāo)準(zhǔn)化虛擬缺陷評估系統(tǒng) b) 推動工作流程減少 /避免浪費(fèi) c) 推薦一系列行動步驟來改進(jìn)流程能力和防止浪費(fèi)產(chǎn)生 IV. 結(jié)果和收益 年度減少浪費(fèi) $ 400,000對原來的 $300,000. 減少浪費(fèi)產(chǎn)生的執(zhí)行計(jì)劃 確認(rèn)另外五個黑帶和綠帶項(xiàng)目來改進(jìn)系統(tǒng)效率 項(xiàng)目 : 改進(jìn)特殊產(chǎn)品效率 . 黑帶 : Jim Smith . 舉例 1 30 Define / Measure Y: OrderBillCollect Defect : Subsidiary overhaul shops with overdue receivables. Measure: $30 MM of overdue receivables. Gage RR 5%. Average bill sent out 27 days after hardware. 16% of bills disputed. Analyze Used, process mapping, ANOVA and Homogeneity of Variance to pare shops: Found significant difference in both the mean and variation of overdue receivables between shops. No correlation between size/plexity of shop and $ overdue. 80% correlation between overdues vs. disputed bills and/or bills sent 30 days after hardware. Design/Improve ―Digital‖ ining inspection process established to prevent disputes. Worked with customers to allow us to bill them for estimated repairs for long cycle items. Digitally linked subtier supplier billing system into GE system, eliminating nonvalue added manual steps and lost paperwork. Validate/Control Digital inspection results provided realtime to customers for every overhaul. Accuracy of estimated billing pared to actual charges and estimation model continually refined. Currently +20%, targeting +10%. Results: 3% of bills disputed. Average bill sent out 5 days after hardware. Overdue receivables reduced by $29 MM. Accounts Receivables Team Example 2 31 定義 / 測量 Y ： 受訂 —開票 —收款 不良品 ： Subsidiary overhaul shops with overdue receivables. 測量 : $30 MM 逾期應(yīng)收未收帳款 可重復(fù)性 可再現(xiàn)性指標(biāo) 5% 平均開票時間為實(shí)物交付后 27天 有爭議的發(fā)票為 16% 分析 利用流程圖、 ANOVA及方差的同質(zhì)性對各商店進(jìn)行比較： 無論是平均值還是變異方面，不同商店的逾期應(yīng)收帳款都有顯著的差異； 逾期應(yīng)收帳款的金額與商店的規(guī)模、業(yè)務(wù)復(fù)雜程度沒有相關(guān)性 實(shí)物交付后超過 30天的開票數(shù) 與 逾期應(yīng)收帳款 /有爭議發(fā)票數(shù)比值 之間的相關(guān)度為 80% 設(shè)計(jì) /改善 ? ―數(shù)字化”的收入核查流程確實(shí)可以防止?fàn)幾h ? 與客戶一同工作，使得我們可以為那些壽命較長物品的維修進(jìn)行收費(fèi) ? 將次級供應(yīng)商的開票系統(tǒng)與 GE的系統(tǒng)進(jìn)行數(shù)字化聯(lián)接，可以消除許多無價值的手工步驟及一些無關(guān)緊要的書面作業(yè) 驗(yàn)證 /控制 開票估計(jì)值
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