六西格玛业务过程分析-CHN--最拽的民工

1©VisteonAsiaPacific–SixSigma(ArletteReyes)[e-mail]topics业务过程六西格玛•WorkRoutingAnalysis工作路径分析•SwimLaneDiagram分层流程图•SIPOC•KanoAnalysis卡诺分析•QFD质量功能展开•3PointEstimation三点估算法2©VisteonAsiaPacific–SixSigma(ArletteReyes)[e-mail]-SixSigmaRoadMapforTransactionalProcesses业务过程精益六西格玛路线图PHASE阶段TOOLS工具DELIVERABLES输出Define定义VoiceoftheCustomer顾客之声KanoAnalysis卡诺分析QualityFunctionDeployment质量功能展开SelectingandPrioritizingtheValueStream价值流选择和排序HighLevelProcessMap高阶流程图7QCTools质量七大工具ProblemStatement问题描述Objective(SMART)目标METRICanditscurrentestimate指标Customers顾客CriticaltoQuality(Statementof‘Y’)关键质量特性GanttChart/ProjectTimeline项目时间进度/甘特图CostofPoorQuality/CostBenefit不良质量成本/预期节约成本ScopedProblem问题范围定义Measure测量SIPOC(Supplier,Input,Process,Output,Customer)CauseandEffectDiagram特性要因图CauseandEffectMatrix因果矩阵AttributeGageR&R属性型量具测量系统分析Estimation估算ProcessCapability过程能力SIPOC(definingthescopeoftheproject)ListofPossibleGaps(Xs)可能差距清单PrioritizationofGaps差距优先性排序5WhyAnalysisofeachofthegaps每个差距的原因分析MeasurementSystemAnalysis测量系统分析ProcessCapabilityStudy过程能力研究Analyze分析VSM-CurrentStateMapping目前状态价值流程图5WhyAnalysis五个Why分析Non-parametricStatistics非参数统计Chi-squareTestsforIndependence独立性卡方检验Multi-variCharting多变量图FMEA潜在失效模式和后果分析CurrentStateMap目前状态价值流程图IdentifiedGapsonCSMplusotherNon-valueaddedactivities在目前状态价值流程图上识别差距和非增值活动ListofFunnelledInputGaps(Xs)已缩小范围的输入差距Improve改进VSM-FutureStateMapping未来状态价值流程图LeanOffice精益工具Pokayoke防错VisualFactory可视化工厂StandardizedWork标准化作业DOEwithCountData实验设计FutureStateMap未来状态价值流程图ListofImprovementActions改进措施清单DOEAnalysis实验设计分析Control控制FMEA潜在失效模式和后果分析KnowledgeonSystemRequirements系统要求知识StatisticalProcessControl统计过程控制Revised/NewFMEA修订的/新的FMEARevised/NewProceduresorWorkInstructions修订的/新的作业指导书ControlCharts控制图RevisedLay-out修订的布局图Checksheets检查表3©VisteonAsiaPacific–SixSigma(ArletteReyes)[e-mail]dIchoose?应该选择哪种价值流？4©VisteonAsiaPacific–SixSigma(ArletteReyes)[e-mail]am如何选择价值流•Identifyanyimmediatecustomerconcerns识别任何顾客直接关注点–VOCandKanowillbeinvaluabletodecidewheretofocus顾客之声和卡诺分析无助于确定关注点–FeedbackfromCustomergroups(CBG’s)onwhattheVOCiscanserveasa来自于销售部门的有关顾客之声的反馈–AmajorCustomercomplaintorseriousrisk(exampleIgarsahimotors)toasupplychainwherethechoiceoftheValuestreamismadeforyou.重要顾客对供应链的抱怨或严重风险•DoaWorkRoutingAnalysis做工作路径分析5©VisteonAsiaPacific–SixSigma(ArletteReyes)[e-mail]工作路径分析•ItisaChart(amap)whichidentifies,workunits,familiesofworkunitsorcustomerstravelingthroughthesamesequenceofadministrativeproceduresorprocesses–Thismapcanhelpidentifythetargetvaluestreamsthatonecouldchooseforimprovement•是用于识别按照同样的管理程序或过程运行的作业单元，作业单元组，或顾客–有助于识别需要改进的目标价值流6©VisteonAsiaPacific–SixSigma(ArletteReyes)[e-mail]工作路径分析步骤•Startbylistinginacolumnthefamiliesofworkunits从列出作业单元组开始•showtheaveragevolumeofwork(ifyoudonothavetheactualdatausethethreepointestimate)计算平均工作量（如没有实际数据，用三点估算法）•Listacrossthetopofthissheetthesequenceofprocesses在表头列出过程顺序•IndicatewhichprocessesoractivitiesapplytoeachproductfamilyorcustomerbymarkingX’sinthegrid用X表示出哪个过程或活动适用于某个产品族或顾客•Grouptogetherthefamiliesorcustomersthathavethesameprocessroutes,andthenrankthembyvolumeoranyothermetric将具有相同过程路径的产品族或顾客作为一组，然后用工作量大小或其他指标来分级7©VisteonAsiaPacific–SixSigma(ArletteReyes)[e-mail]alueStreamBenefitsValueStreamFiringValueStreamTrainingValueStreamManyFunctionsSupportSeveralStreams许多职能支持多个工作流PayrollValueStream8©VisteonAsiaPacific–SixSigma(ArletteReyes)[e-mail]人力资源工作路径分析ValueStreamsAverageWorkVolume(Monthly)Review&AnalysisBudgetAllocationApprovalsEmployeeCascade&OrientationImplementation&AdministrationFileMaintenanceEffectiveness&utilizationmonitoringRecruitment76XXXXXXXTraining339XXXXXXXPayroll8990XXXXXXXCompensation124XXXXXXXBenefits749XXXXXXXEmployeeRelations749XXXXXXXProcessSteps9©VisteonAsiaPacific–SixSigma(ArletteReyes)[e-mail]确定价值流范围Supplier(orCustomer)ProcessCustomerSIPOCWheredoesmyboundaryend?边界在哪里？Dependsonthequestion,willIreengineertheprocessorneedtoadjustinputs?基于上述问题的答案，进行工程再造还是仅仅调整输入？10©VisteonAsiaPacific–SixSigma(ArletteReyes)[e-mail]Streammean?什么是确定价值流范围•WeneedtoknowhowfartoextendtheboundariesfortheValuestream–wheredowestartandwheredoweend?我们需要知道价值流的边界应该延伸到哪里？从哪里开始？到哪里结束？–Whyisthisimportant?为什么重要？•Itprovidesfocus确定关注点•Ifthereareprocessesthathaveaninfluenceonthedesiredresponsethenweneedtoincludethem如果对期望的响应有影响的过程，应该包括在内–Wemaynotdirectlyhavecontrolonthese(input)functionsbutwehaveachanceofincludingtheminthisimprovementeffort我们可能没有直接控制这些输入，但是至少有机会把他们包括在改进的努力之中•Ithelpsformtheappropriateteamofstakeholders(functionalsiloscanbebroken)tobechosenforthisimprovementeffort有助于成立具有合适成员的改进小组•IthelpsusVisualizetheextendedValuestreamandidentifyconstraintsforflowandwaste有助于将价值流目视化，并识别流程中的瓶颈和浪费•ItfacilitatesimplementationoftheFuturestatewithacoordinatedeffortfromvarious“functions”帮助实施未来状态流程，依靠各种“职能”的协力11©VisteonAsiaPacific–SixSigma(Arle