6sigma盟主訓練營(1)-在線瀏覽
2025-04-04 08:11本頁面
【正文】 個 KPIVs 確認產(chǎn)生浪費的設備故障 確認產(chǎn)生浪費的工作流程 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劃 a) 標準化虛擬缺陷評估系統(tǒng) b) 推動工作流程減少 /避免浪費 c) 推薦一系列行動步驟來改進流程能力和防止浪費產(chǎn)生 IV. 結(jié)果和收益 年度減少浪費 $ 400,000對原來的 $300,000. 減少浪費產(chǎn)生的執(zhí)行計劃 確認另外五個黑帶和綠帶項目來改進系統(tǒng)效率 項目 : 改進特殊產(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 逾期應收未收帳款 可重復性 可再現(xiàn)性指標 5% 平均開票時間為實物交付后 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)性對各商店進行比較： 無論是平均值還是變異方面，不同商店的逾期應收帳款都有顯著的差異； 逾期應收帳款的金額與商店的規(guī)模、業(yè)務復雜程度沒有相關性 實物交付后超過 30天的開票數(shù) 與 逾期應收帳款 /有爭議發(fā)票數(shù)比值 之間的相關度為 80% 設計 /改善 ? ―數(shù)字化”的收入核查流程確實可以防止爭議 ? 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行收費 ? 將次級供應商的開票系統(tǒng)與 GE的系統(tǒng)進行數(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緊要的書面作業(yè) 驗證 /控制 開票估計值與實收金額比值的準確度及估計模型已越來越精確 目前值 +20%, 目標值 +10%. 結(jié)果： 有爭議的發(fā)票數(shù) 3% 平均開票時間為實物交付后 5天 逾期應收帳款減少 $29 MM 應收帳款小組 例 2 32 ? Black/Green Belts and Champions have a significant portion of their Performance related to the success of the Six Sigma projects ? Benchmark data has shown the following ?Black Belt: 5075% of their performance related to success of projects ?Champions Green: 2550% of their performance related to success of projects ? Belts and Champions must have a vested interest in project selection, pletion, and success... R R Suggestions 33 ? 黑帶、綠帶及“盟主”績效中的很大部分與 Six Sigma項目的成功相關 ? 標竿數(shù)據(jù)如下： ?黑帶： 5070%的績效與項目成功相關 ?―盟主”與綠帶： 2550%的績效與項目的成功相關 ? 黑帶、綠帶及“盟主”必須在項目選擇、完成及成功
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