6SIGMA盟主訓練營

SixSigmaDeploymentLeadingSixSigmaChampionWorkshopSixSigmaDeployment领导SixSigma活动盟主训练营3StayingFocusedCommunicatingReviewingProgressRecognizingAchievementIncreasingExpectationsLeadershipThemes4关注重点问题沟通回顾进展赏识成绩提升期望领导能力的主题5StayingFocused•Maintainfocusonthegoalsoftheprojectsandthelongtermdirectionofsixsigma•Focustheorganizationonthetoolsmethodologyandthecultureofteamwork•ReviewBusinessSystemstoensurethatarealignedwiththeenvironmentofconstantchange•ReviewProjectsinDetailtoprovidedirectionandsupporttothebeltsandteams•MonitorFinancialResultstomakesurethattherearesolidcontributionstooperationalandstrategicplansStayingFocusedCommunicatingReviewingProgressRecognizingAchievementIncreasingExpectations6关注重要问题•将注意力聚焦于项目的目标和六个希格玛的长期方向•组织建设要关注工具方法和团队合作的文化•检讨业务体系以确保它能适应环境的持续变化•仔细检讨项目从而为项目负责人和项目小组成员提供导向和支持•监控财务结果以确保它们对运营和战略计划有切实的贡献StayingFocusedCommunicatingReviewingProgressRecognizingAchievementIncreasingExpectations7EnsureProjectCompletion•Foraprojecttobecomplete,afewcriteriamustbemet:–Business/financialimpactsdocumentedandvalidatedbythefinanceandbusinessmanagement–Reviewoftheprojectforapplicationoftheimprovementroadmap–Documentedandimplementedcontrolplan–Propertransfertotheprocessowner(s)8确保项目的完成•项目结案必须符合一些条件：–对业务/财务的影响由财务和业务部门的管理层进行文件化并确认–检讨确认项目已应用改进指南–已将控制计划文件化并实施–妥善移交给流程负责人9CheckBusinessImpactFinanceisinvolvedinprojectselection:–Financialgoalsareproperlycalculated–FinancialresultsarebridgedtothebottomlineBusinessManagersarerequiredtosign-offonprojectsinsupportoftheirbusinessimpact:–Therefore,BusinessManagersmustbeincludedinprojectreviews10检查对业务的影响财务人员要参与项目的选择：–合理计算财务目标–财务方面的成果能体现在财务底线中由业务经理来批准那些支持他们业务的项目是否能够结案：–因此，业务经理必须参加项目检讨112000EPSAcquisitions/DivestituresBusinessRevaluationSalesGrowthSectorCensusReductionPlantAatFullCapacityPlantBYield&NewProdQualificationsOtherSixSigmaMaterialsManagementInflation2001EPSSixSigmaImpactCompanyA’s2001NetIncomeGrowthASolidPlanGrewEarningsby14%in2001(0.14)0.060.440.180.030.050.300.43(0.92)Delta=0.43122000年每股收益兼并/资产剥离业务再评估销售增长部门人数减少A工厂已用足产能B工厂产量和新产能认证其它六个希格玛项目物料管理通货膨胀2001年每股收益SixSigma的影响A公司2001年净收入的增长稳健的计划使收入在2001年增长了14%(0.14)0.060.440.180.030.050.300.43(0.92)Delta=0.4313•Youpersonallyneedtodevelopacommunicationplan•Championsdrivethesuccessoftheculturalchange•Thisrequirescommunicationatanumberoflevels:–WithyourLeadershipTeam–Withintheorganization–WithotherChampions–WithBlackBeltsCommunicatingsuccessdrivesculturechangeCommunicatingStayingFocusedCommunicatingReviewingProgressRecognizingAchievementIncreasingExpectations14•您个人需要发展一个沟通计划•发起人推动文化改变的成功进行•这需要在各个层面上进行沟通：–与您的领导小组–与组织–与其它发起人–与黑带成功沟通能驱动文化的改变沟通StayingFocusedCommunicatingReviewingProgressRecognizingAchievementIncreasingExpectations15SixSigmaCommunicationPlanningFlashReportSiteNewsletterVisualWorkplaceWebSiteSr.ExecLetterWeeklyBi-WeeklyMonthlyQuarterlySemi-annually16SixSigma沟通计划动画报告工厂通讯虚拟工作场所网站资深经理通讯每周每两周每月每季度每半年17•Communicationofprojectprogressisessential•Black/GreenBelts–Detailedprogressreportsandprojectresultswillbedocumented–WeeklystatusupdatessenttoChampion,MBBandmanagementmembers–FormalprojectstatusreportsgeneratedmonthlyanddistributedtoallLeaders,Champions,andBeltsCommunicatingProjectProgress18•沟通项目的进展是必需的•黑带/绿带–详细的进展报告和项目结果将被存档–每周的最新进展要送交发起人、黑带大师和管理层成员–每月完成正式的项目状况报告，并送交所有领导、发起人和项目负责人沟通项目的进展19ChampionCommunicationsNetwork•Championsneedtonetworkto:–Sharelessonslearned–Identifyandfacilitateinterplantprojects–Developandprovidetemplatesforreportingandprojecttracking–Determinethenextstepstoinstitutionalizingtheprocessqualityinitiativeasacorecompetency•TheChampionsneedtodeterminethestructureandcharterfortheirgroup/network•ManyQuestions:–HowoftenshouldtheChampionsmeet?–HowshouldtheChampiongroupbestructured?.20盟主沟通网络•盟主需要网络来:–共享要吸取的教训–确认并推动跨厂际的项目–开发并提供报告和项目跟踪的模板–决定后续步骤来建立流程质量作为核心竞争力•盟主需要决定他们小组/网络的结构和章程•问题:–盟主应多频次地见面?–盟主小组结构应如何组织?.21ChampionNetworkMeetingScheduleAnnuallySemi-annuallyQuarterlyMonthlyTeleconferenceFace-to-faceVideoconferenceReports/writtencomm.22盟主网络会议日程年度半年度季度月度电话会议面对面会议录像会议报告/书面comm.23•Timelyprojectreviewsarearequirement–Peopleworkontheitemstheirbossfeelsisimportantenoughtocontinuouslyaskabout…•Projectreviewsfrequencies–Champions&MasterBBshaveweeklyreviews–SixSigmaDirectors&MBBsconductmonthlyreviewswithdivision/marketcentermanagement–GroupManagementwillholdquarterlyreviewsWhatgets‘measured’…getsdoneStayingFocusedCommunicatingReviewingProgressRecognizingAchievementIncreasingExpectationsReviewingProgress24•必须进行项目检讨–人们的工作对象是那些他们的老板认为重要的足以连续地问关于…•项目检讨频次–盟主和黑带大师每周检讨–SixSigma主任和黑带大师与部门/市场中心管理进行月度检讨–小组管理每季度检讨评估了什么…做完了StayingFocusedCommunicatingReviewingProgressRecognizingAchievementIncreasingExpectations检讨进展25WeeklyMonthlyBi-MonthlyQuarterlyRegionalExecsSiteVPsSixSigmaDirectorsChampionsMasterBlackBeltsProjectReviewSchedule26每周每月每两月每季度地区执行官当地VPsSixSigma主任盟主黑带大师项目检讨日程表27I.Define/MeasureII.Analyze/ImproveIII.ControlIV.Results&BenefitsProject:Black/GreenBelt:.PresentationFormat28I.定义/评估II.分析/改进III.控制IV.结果和收益项目:黑带/绿带:.简报格式29I.Define/Measure-ProcessMapIdentifiedHUGEHiddenFactoryofmultiplereworks!-C&EMatrixtypeSavingsCalculationsSh