【正文】 為什么要推行六西格瑪 Why Six Sigma? Copyright 169。 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. 持續(xù)進(jìn)步的路標(biāo) Roadmap of CI Control System ISO9002 ISO9001 QS9000 ISO14000 5S EHS TPM GK/Lean SPC TCM TQM 1997 1998 1999 2023 2023 2023 6Sigma COQ MRPII Or ERP 控制 系統(tǒng) Digital 6 Sigma Copyright 169。 2023 Motorola. All rights reserved. 六西格瑪領(lǐng)導(dǎo)方針 “六西格瑪領(lǐng)導(dǎo)方針”包括以下內(nèi)容 ： The Six Sigma Leadership Principles include the following: ?Align ( 結(jié)合 ) ?Mobilize (動(dòng)員 ) ?Accelerate (催化 ) ?Govern (治理 ) THE SIX SIGMA LEADERSHIP PRINCIPLES The People Who Make it Happen: Hands on Champions Master Black Belts Black Belts Six Sigma Project VP Green Belts All Employees CEO Six Sigma Executive Sponsor 六西格瑪項(xiàng)目參與人員 Copyright 169。 2023 Motorola. All rights reserved. 領(lǐng)導(dǎo)層所面臨的挑戰(zhàn) – 將重點(diǎn)聚焦在巨大的“ Y”上 Y 關(guān)鍵性的成果 哪些活動(dòng)使你可以 實(shí)現(xiàn)這些成果？ = f (x1 , x2 , x3 ... ) 持續(xù)的支持與 評審 六西格瑪 項(xiàng)目選擇 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。 戰(zhàn) 略目 標(biāo) : 為實(shí)現(xiàn)願(yuàn)景 我 們 必須 完成的目 標(biāo) 。 超越 創(chuàng) 意 : 為 在未 來 取得成功我 們 需要 採 取哪些行 動(dòng) 。 2023 Motorola. All rights reserved. The Cornerstone of a Six Sigma Business Improvement Campaign is a Balanced Scorecard Strategies Objectives Current Year Initiatives STRATEGIC DIRECTION Vision: Our overriding purpose – how we will deliver value to customers. Mission: Who we serve, what services we provide and how we achieve petitive advantage Strategic Objectives: Goals we must acplish to achieve our vision. Make or Break Initiatives: What we need to do to be successful today. Breakaway Initiatives: What we need to do to be successful in the future PERFORMANCE MEASUREMENT Business Processes Business Results Customer Market Learning Growth Internal Business Financial What we need to do to build the capability to achieve our strategic objectives. Goal: Actual: Metric Goal: Actual: Metric Goal: Actual: Metric Goal: Actual: Metric Copyright 169。 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. 聯(lián)系目標(biāo)及業(yè)績評估標(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 Copyright 169。 2023 Motorola. All rights reserved. 團(tuán)隊(duì)名稱 TEAM NAMES 摩托羅拉公司六西格瑪 方法的獨(dú)道之處之一是針對性團(tuán)隊(duì)策略。根據(jù)項(xiàng)目的類型，摩托羅拉使用以下某種團(tuán)隊(duì)： One of the unique aspects of Motorola39。 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. 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