【文章內(nèi)容簡(jiǎn)介】 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 Internal Use Only FINAL 聯(lián)系目標(biāo)及業(yè)績(jī)?cè)u(píng)估標(biāo)準(zhǔn) 公司 計(jì)分卡 業(yè)務(wù)部 計(jì)分卡 第 2列項(xiàng)目 (當(dāng)前主要業(yè)務(wù) ) 第 3列項(xiàng)目 (建立能力 ) Scorecard STRATEGIC DIRECTION PERFORMANCE MEASUREMENT Strategies Objectives CurrentYear Initiatives Business Processes Business Results Scorecard Scorecard Scorecard Project Charter Project Charter Project Charter Project Charter Project Charter Project Charter Project Charter Project Charter 完 整 的 考 察 流 程 作用顯著的項(xiàng)目 主要?jiǎng)?chuàng)意 SWOT 分析 戰(zhàn)略目標(biāo) 質(zhì)量規(guī)劃 顧客需求 形勢(shì)分析 項(xiàng)目選擇方法 團(tuán)隊(duì)名稱(chēng) TEAM NAMES 公司六西格瑪 方法的獨(dú)道之處之一是針對(duì)性團(tuán)隊(duì)策略。對(duì)業(yè)務(wù)改進(jìn)機(jī)遇的類(lèi)型進(jìn)行分析，同時(shí)指定一個(gè)相應(yīng)的團(tuán)隊(duì)。根據(jù)項(xiàng)目的類(lèi)型，使用以下某種團(tuán)隊(duì)： One of the unique aspects of 39。s Six Sigma methodology is the appropriate team approach. looks at the type of business improvement opportunity and assigns an appropriate team. Depending on the type of project, employs one of the following teams: ?Black Belt (黑帶 ) ?Green Belt (黑帶 ) ?Breakthrough (突破 ) ?Blitz (突擊 ) Black Belt: Black Belt teams are led by a Black Belt, and may have Green Belts and functional experts assigned to plex, highimpact process improvement projects or designing new products, services, or plex processes. Green Belt: Comprised of functional process experts and typically led by a Green Belt, Green Belt teams tackle less plex, highimpact process improvement projects. Breakthrough: Breakthrough teams are typically used to define lowplexity, new processes. Blitz: Blitz teams are put in place to quickly execute improvements produced by other projects. These teams can also implement DMADDD as required. 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。 Improvement Teams Action Workout? Teams AVOID Empowered Problem Solving Teams Breakthrough Workout Teams 難度 /復(fù)雜性 Breakthrough Workout Teams 六西格瑪黑帶小組 實(shí)施團(tuán)隊(duì) 避免 授權(quán)的攻關(guān)小組 綠帶小組 團(tuán)隊(duì)、項(xiàng)目和團(tuán)隊(duì)過(guò)程的匹配 團(tuán)隊(duì)必須圍繞完成該任務(wù)最為有效的方法來(lái)安排自己的工作。 影 響 團(tuán)隊(duì)作用 TEAM ROLES 六西格瑪 (6 Sigma) 中內(nèi)含許多角色。 Black Belt (黑帶 ) 是內(nèi)部的六西格瑪從業(yè)者，具備應(yīng)用于多種統(tǒng)計(jì)學(xué)方法的技能。 Green Belt (綠帶 ) 擔(dān)負(fù)著許多與 Black Belt (黑帶 ) 相同的作用，但是他們的工作不需要那么復(fù)雜的分析。 Within Six Sigma, many roles exist. Black Belts are internal Six Sigma practitioners, skilled in the application of rigorous statistical methodologies. Green Belts perform many of the same functions as Black Belts, but their work requires less plex analysis. Green Belts and Black Belts work together, along with additional support, on Six Sigma improvement projects. Within the typical Six Sigma project, four roles exist: ?Sponsor (發(fā)起人 ) ?Champion (負(fù)責(zé)人 ) ?Team Leader (團(tuán)隊(duì)領(lǐng)隊(duì) ) ?Team Member (團(tuán)隊(duì)成員 ) 全面業(yè)務(wù)評(píng)審中的職責(zé) ?重點(diǎn)在于影響大的變革目標(biāo)。 ?進(jìn)行持續(xù)不懈的嚴(yán)謹(jǐn)評(píng)審。 ?努力按期執(zhí)行。 每 月項(xiàng)目評(píng)審 記分牌 戰(zhàn)略與目標(biāo) 本年度創(chuàng)意 業(yè)務(wù)過(guò)程 業(yè)務(wù)成果 戰(zhàn)略方向 業(yè)績(jī)衡量 目標(biāo) : 實(shí)際 度量 目標(biāo) : 實(shí)際 度量 目標(biāo) : 實(shí)際 度量 目標(biāo) : 實(shí)際 度量 D M A I C 記分牌 度量 度量 目標(biāo) : 實(shí)際 : 本周成績(jī) : 主要發(fā)現(xiàn) : 問(wèn)題與障礙 : 下一步 : 冠軍評(píng)論 : 西格瑪目標(biāo) (CCR) 單純 ?信息采集分析系統(tǒng) Information (Data) Collection System ?測(cè)量設(shè)備的精準(zhǔn)性 Measurement system accuracy and precision ?統(tǒng)計(jì)過(guò)程控制 Statistical Process Control ?全面預(yù)防維護(hù) Total Prevention Maintenance 六西格瑪推進(jìn)策略 Six Sigma Implementation Strategy ? 制造過(guò)程特征化 Process Characterization ?制造過(guò)程優(yōu)化 Process Optimization ?供應(yīng)鏈管理 Supplier Management by the six Sigma methodology Measure Everything That Results In Customer Satisfaction “ METRICS” “指標(biāo)” 數(shù)據(jù)驅(qū)動(dòng)進(jìn)步 Data Driven 描述 記數(shù)型 計(jì)量型 “突破” 工具箱 ‘ Breakthrough’ Toolbox 每個(gè)項(xiàng)目用同樣的工具 Every Project: same method tools 六西格瑪培訓(xùn) SixSigma Training Teaming Project Management Software Lean Statistics DOE SPC 建立團(tuán)隊(duì) 項(xiàng)目管理 軟件 統(tǒng)計(jì) 試驗(yàn)設(shè)計(jì) 統(tǒng)計(jì)過(guò)程控制 纖細(xì)化化 六西格瑪 培訓(xùn)核心內(nèi)容 Key Contents of Six Sigma Training 統(tǒng)計(jì)知識(shí)的層次 (針對(duì)一制程 ) Level of Statistical Knowledge ? 僅有經(jīng)驗(yàn) 沒(méi)有數(shù) 據(jù) Experience Only No Date ? 數(shù) 據(jù) 采集 看看數(shù) 據(jù) Collect Data Read Data ? 整合數(shù) 據(jù) 圖 , 表 Analyze DataChart, Graph ? 描述統(tǒng)計(jì) 平均值 , 方差 Statistical Description Mean, Variation ? 特征統(tǒng)計(jì) Cp/Cpk, 曲 /直線擬合 Statistical Characteristic Cp/Cpk ? 控制統(tǒng)計(jì) SPC控制圖 Statistical Control SPC Control Chart ? 預(yù)示統(tǒng)計(jì) 變量分析 ,實(shí)驗(yàn)設(shè)計(jì)線性或多元回歸 Statistical Prevention – Variation Analysis, DOE 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(wàn)別，所以各團(tuán)隊(duì)采用的策略也各不相同。 Since improvement opportunities and teams differ, it stands to reason that the approach employed by those teams differs as well. 特定類(lèi)型的問(wèn)題需要特定類(lèi)型的分析工具。下圖對(duì)這些成套的工具進(jìn)行總結(jié)。 Certain types of problems require certain types of analytic tools. These tool sets are summarized on this chart. 分析工具 常見(jiàn)用途 Ford Global 8D 用于將績(jī)效恢復(fù)到以前的水平。 DMADV 用于新的過(guò)程、產(chǎn)品或服務(wù) 主動(dòng)而不是被動(dòng) 亦稱(chēng)之為 DFSS (為六西格瑪而設(shè)計(jì) ) DMAIC 用于達(dá)到前所未有的績(jī)效水平。 Green Belt (綠帶 ) 使用的成套工具 DMADDD 用于促進(jìn)某一過(guò)程的節(jié)約增效。 Analytic Tool Set Common Use Ford Global 8D Need to bring performance back to a level at which it had previously been DMADV Need a new process, product, or service Proactive, not reactive Also called DFSS (Design for Six Sigma) DMAIC Need to reach levels of performance never before seen Tool set used by Green Belts and Black Belts DMADDD Need to drive the cost out of a process and improve efficiency DMAIC