【正文】 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 Copyright 169。 DMADV 用于新的過程、產(chǎn)品或服務(wù) 主動(dòng)而不是被動(dòng) 亦稱之為 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。下圖對(duì)這些成套的工具進(jìn)行總結(jié)。 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。 2023 Motorola. All rights reserved. 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 Copyright 169。 2023 Motorola. All rights reserved. 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 Copyright 169。 每 月項(xiàng)目評(píng)審 摩托羅拉記分牌 戰(zhàn)略與目標(biāo) 本年度創(chuàng)意 業(yè)務(wù)過程 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) : 問題與障礙 : 下一步 : 冠軍評(píng)論 : 西格瑪目標(biāo) (CCR) 單純 Copyright 169。 ?進(jìn)行持續(xù)不懈的嚴(yán)謹(jǐn)評(píng)審。 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 ) Copyright 169。 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。 影 響 Copyright 169。 Improvement Teams Action Workout? Teams AVOID Empowered Problem Solving Teams Breakthrough Workout Teams Copyright 169。s Six Sigma methodology is the appropriate team approach. Motorola looks at the type of business improvement opportunity and assigns an appropriate team. Depending on the type of project, Motorola 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. Copyright 169。摩托羅拉對(duì)業(yè)務(wù)改進(jìn)機(jī)遇的類型進(jìn)行分析，同時(shí)指定一個(gè)相應(yīng)的團(tuán)隊(duì)。 2023 Motorola. All rights reserved. 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 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。 2023 Motorola. All rights reserved. Be the market leader in providing superior wireless products and solutions … Lead Inter to wireless. Drive success by exceeding the expectations of customers, consumers, shareholders and coworkers ? Customer, consumer share holder driven employees winning through the 4Es +1。 績(jī)效衡量 業(yè)務(wù)過程 業(yè)務(wù)成 果 顧 客 與 市 場(chǎng) 培 訓(xùn)與發(fā)展 內(nèi)部 業(yè)務(wù) 財(cái)務(wù) 為 建立 實(shí)現(xiàn) 我 們戰(zhàn) 略目 標(biāo) 所需的能力，我 們 需要採(cǎi) 取哪些行 動(dòng) 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 Copyright 169。 提出或突破 創(chuàng) 意為 在今天 獲 得成功，我 們 需要 採(cǎi)取哪些行 動(dòng) 。 使命 : 我 們?yōu)檎l(shuí) 服 務(wù) ，我們 提供哪些服 務(wù) ，我 們 如何 實(shí)現(xiàn)競(jìng)爭(zhēng)優(yōu)勢(shì) 。 2023 Motorola. All rights reserved. “ Link actions to critical results!” Simplify the game! What do you want to improve? What actions will get you there the fastest? Y = f (x1 , x2 , x3 ... ) Core Six Sigma Business Improvement Campaign Principle Copyright 169。 2023 Motorola. All rights reserved. ?大師級(jí)黑帶 Master Black Belt 黑帶和高級(jí)管理層顧問 Black Belt and Senior Management Consultant ?綠帶 Green Belt ?黑帶 Black Belt 團(tuán)隊(duì)成員與實(shí)施者 Team Member and Practitioner 團(tuán)隊(duì)領(lǐng)導(dǎo)與統(tǒng)計(jì)顧問 Team Leader and Statistical Consultant 綠 /黑帶的作用與等級(jí) Role and level of GB/BB Copyright 169。 2023 Motorola. All rights reserved. 我們的經(jīng)驗(yàn)教訓(xùn) What We’ve Learned … It’s all about delivering business results! Achieving sustainable business improvement requires integrated team efforts linked to business priorities. 通過團(tuán)隊(duì)對(duì)重大的問題進(jìn)行快速的解決 ,得到持續(xù)的財(cái)務(wù)結(jié)果 ! Copyright 169。 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。 2023 Motorola. All rights reserved. ? 持續(xù)進(jìn)步及競(jìng)爭(zhēng)的需要