MeasurePerformancesigma

SIGMAMeasurePerformanceIntroductionandDetermineWhattoMeasureGBmaterialSIGMAVersionNov2002Page21.0DefineOpportunities2.0MeasurePerformance3.0AnalyzeOpportunity4.0ImprovePerformance5.0ControlPerformance1.1ValidateBusinessOpportunity1.2DocumentandAnalyzeProcesses1.3DefineCustomerRequirements1.4BuildEffectiveTeams2.1Determinewhattomeasure2.2Managemeasurement2.3Understandvariation2.4DetermineSigmaPerformance2.5Excellentteamperformance3.1processstratificationandAnalysis3.2determinerootcauses3.3validaterootcauses3.4managecreativity4.1Generateimprovementideas4.2evaluateandselectsolution4.3presentrecommendations4.4Implementchange5.1DevelopandExecutepilotplan5.2planandimplementsolution5.3processintegration5.4closureandrecognitionDefineOpportunitiesMeasurePerformanceAnalyzeOpportunityImprovePerformanceControlPerformanceGBmaterialSIGMAVersionNov2002Page3ReviewandTransition•InSection1.4,welearnedhowto：Understandtheroleofeffectiveteamsinprocessimprovement.Applyteamevaluationtoolstoidentifyopportunitiestoimproveteameffectiveness.•Section2.0，MeasurePerformance,coversthefollowingareas:1.1ValidateBusinessOpportunity1.2DocumentandAnalyzeProcesses1.4BuildEffectiveTeams1.3DefineCustomerRequirementPreparedTeam2.1Determinewhattomeasure2.2ManageMeasurement2.4DetermineSigmaperformance2.3UnderstandVariation2.5ExcellentTeamPerformanceGBmaterialSIGMAVersionNov2002Page4Summaryof2.0“MeasurePerformance”•2.1DetermineWhattoMeasureUnderstandtherolethatdataplaysinprocessimprovementUnderstandthecauseandeffectrelationshipsthatoccurinsidetheteam’sprocessDeterminetheindicatorsneededtoevaluatecurrentprocessperformance•2.2ManageMeasurementUnderstanddifferenttypesofdataandhoweachtypecanprovidetheteamwithdifferentinsightsandknowledgeofaprocessDevelopoperationaldefinitionsanddatacollectionplansthatbuildvalidityandconsistencyinthedatawhichtheteamgathers•2.3UnderstandVariationUnderstandtheconceptofvariationandhowaprocesscanbeevaluatedbyassessingitsvariationovertimePlotandcalculatethevariationoftheteam’sbusinessprocessGainhandsonexperiencewiththeuseofthestatisticalsoftwarepackageMINITABTM•2.4DetermineSigmaPerformanceUnderstandthevariouscalculationsassociatedwithdeterminingprocesssigmaCalculatethesigmaperformanceoftheteam’sprocessCalculatetherolled-upSigmaforthebusiness•2.5ExcelTeamPerformanceUnderstandtheroleofhigh-performanceworkteamsinprocessimprovementUseteamdiagnosticsandassessmentstoevaluatetheteamstrengthsandopportunitiesforimprovingitsownperformanceSIGMAMeasurePerformance-2.1DetermineWhattoMeasureGBmaterialSIGMAVersionNov2002Page62.1DetermineWhattoMeasureObjectiveToidentifydifferenttypesofmeasuresandanunderstandingofhowthemeasuresrelatetocriticalcustomerrequirements.KeyTopics•PerformanceMeasurement•Input,Process,andOutputIndicators•IndicatorRelationships2.4DetermineSigmaPerformance2.1DetermineWhattoMeasure2.2ManageMeasurement2.3UnderstandVariation2.5ExcelTeamPerformanceGBmaterialSIGMAVersionNov2002Page7PerformanceMeasures-CustomerValueAchieved?供货商流程输入业务流程流程产出关键客户要求基于联合客户期望和流程业绩表现的重要决定输入衡量流程衡量产出业绩表现衡量客户价值GBmaterialSIGMAVersionNov2002Page8ProcessElementsandIndicatorRelationshipsInputIndicatorsProcessIndicatorsOutputIndicatorsMeasuresthatevaluatethedegreetowhichtheinputstoaprocess,providedbysuppliers,areconsistentwithwhattheprocessneedstoefficientlyandeffectivelyconvertintocustomers-satisfyingoutputs.Examples:•#ofcustomerinquiries•Typeofcustomerinquiries•#oforders•#ofpositionsopen•Typeofpositionopen•Accuracyofthecreditanalysis•TimelinessofthecontractsubmittedforreviewMeasuresthatevaluatetheeffectiveness,efficiencyandqualityofthetransformationprocesses-thestepsandactivitiesusedtoconvertinputsintocustomer-satisfyingoutputsExamples:•Availabilityofservicepersonnel•Timerequiredtoperformcreditreview•%ofnon-standardapprovalsrequired•#ofqualifiedapplicants•Totalcostofservicedelivery•TotalovertimehoursMeasuresthatevaluatedimensionsoftheoutput-mayfocusontheperformanceofthebusinessswellasthatassociatedwiththedeliveryofservicesandproductstocustomers.Examples：•#ofcalls/hourtakenbyeachservicerep•2ndyearcustomerretentionfigures•Total#ofmealsdelivered•%customercomplaintsEffectiveimprovementrequiresinformationfromtheentiresupplier-customer,causeandeffectrelationship.Customers:Suppliers:Inputs:Outputs:ProcessStartBoundary___________EndBoundary____________GBmaterialSIGMAVersionNov2002Page9Input,ProcessandOutputIndicatorsEfficiencyMeasures•Costpertransaction•Timeperactivity•Amountofrework•Turnaroundtime•Variabilityofanactivity•EfficiencyMeasures•Percentdefective•Numberoferrors•Totalresponsetime•Invoice/billingaccuracy•RevenueInputIndicatorsProcessIndicatorsOutputPerformanceIndicatorsCTQ’SCTP’SGBmaterialSIGMAVersionNov2002Page10ProcessOutputIndicatorsincludeCTQ’s&CTP’sVOB-VoiceoftheBusinessCBR-CriticalBusinessRequirementsCTP-CriticaltotheProcessVOC-VoiceoftheCustomerCCR-CriticalCustomerRequirementsCTQ-CriticaltoQualityVOBBusinessIssuesCBR’SCTQ’SCTP’SOutputIndicatorsCCR’SCustomerIssuesVOCGBmaterialSIGMAVersionNov2002Page11CTQ&CTPExamplesCTP’SCost/UnitProdu