Six_Sigma[1].pptx
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Six_Sigma[1].pptx
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1SixSigmaWhatItisHowItAffectsHumanResourcesRonaldD.SneeK.W.TunnellConsultingNovember13,20012WhatisSixSigma?
Measureofhowwellaprocessisperforming-SixSigmaprocessproduces3.4defectspermillionopportunities-Mostcompaniesareat3-4sigmalevelPhilosophyofreducingdefectssowecanimprovecustomersatisfactionandreducecostsBusinessStrategythatincreasesprocessperformanceresultinginenhancedcustomersatisfactionandimprovedbottomline($).3WhatisSixSigma?
ImprovementBreakthroughSystematic,FocusedApproachRightProjects-LinkedtoBusinessGoalsRightPeople-Selected&TrainedProjectManagement-ManagementReviewsSustainingGains-IdentifyNewProjectsRightResults-Process&Financial($)ProcessThinkingProcessVariationFacts,Figures,DataDefine,Measure,Analyze,Improve,Control8KeyTools-LinkedandSequencedStatisticalToolsMinitabCriticalFewVariablesINITIATIVEMETHODS&TOOLS4ROLESOFLEADERSManagementTeamProjectChampionMasterBlackBeltGreenBeltBlackBeltandTeamFunctionalGroupsHR,Finance,ITEngg,QA,etc.5SixSigmaImprovementStrategyPhase0:
ProcessDefinitionPhaseI:
ProcessMeasurementPhaseII:
ProcessAnalysisPhaseIII:
ProcessImprovementPhaseIV:
ProcessControl68KeySixSigmaToolsMapsandMetricsCauseandEffectMatrixGageR&RStudyCapabilityAnalysisFailureModeandEffectsAnalysisMulti-VariAnalysisDesignofExperimentsControlPlansincludingStatisticalProcessControlAdvancedtoolsareusedasneededtospeedupimprovement7SomeManufacturingBlackBeltProjectsIncreaseprocessyield$300kIncreaseprocesscapacity$400kIncreasedryerthroughput$130kReduceprocessdowntimeandscrap$320kReducecausticuseofProcessZ$2000kMaterialloss:
Reducescrap&increaseyield$150kReducewetmillingoperationscosts$300k8TopicsofNon-ManufacturingProjectsBillingEnergyReductionEngineeringEnvironmentalFinance&AccountingHumanResourcesInformationTechnologyInternalAuditsInventoryReductionLegalLogistics-TransportationCustomerServiceMaintenancePlanningandSchedulingProductDesignPurchasingQCLabSafetySalesShipping9ProjectsinHumanResourcesReducecycletimeonhiringprocessIncrease“hitrate”onjobapplicantsEmployeeturnoverreductionOvertimereductionReducingstaffingshortagesCycleTimeReductionforLong-TermDisabilityApplicationProcess10LongTermDisabilityApplicationProcessSiteDeterminesConditionPreventsEmployeefromReturningtoWorkIndependentMedicalEvaluationEmployeeSiteMedicalSiteHumanResourcesMedicalAuthorizationMedicalEvaluationReportMedicalAuthorizationCaseDeterminationLetterEnterTotal&PermanentCodeBenefitsSupplierReviewProcessApproval/DenialEmployeeRequestsSitetoInitiateanApplicationAlternativeSupportingMedicalInfoTransferrableSkillsAnalysis&LaborMarketSurveyWeeklyDisabilityClaimNotificationProcess11ImprovementsSupplierProcesses-Renegotiatesub-contractorsterms-Newcasemanagementreporting-Reviewofcaseturn-aroundtimeperformanceDupontProcesses-Greateruseofemailandintranet-Casetrackingandreportingdatabaseadded-UseofperformancemetricsatSBUandsites-Ongoingcommunication,trainingandeducation12BenefitsAverageCycleTimereduced50-70%ProcessperformancenowmeetingcustomerrequirementsofdecisionsinGrantedbyProjectChampionApprovedbySixSigmaRecognitionCommittee19BlackBeltRecognition(cont.)SixSigmaSpiritAwards-MadebyProjectChampion-Recognizesandrewardseffortsandachievementsduringprojectswithindividualandteamawardstheater/movietickets,dinners,t-shirts,spotcashbonuses,etc.SixSigmaSuccessPlaque-AwardedatcompletionoffirstprojectEngravedplacardforprojectPlaquedesignedtoaddmultipleprojectsascompleted20CompanyK-RecognitionProgram(Contd)GreenBeltRecognition-SimilartoBlackBeltrecognition-NocertificationbonusProjectTeamMemberRecognition-SimilartoBBandGBRecognition-NocertificationawardsAnnualSixSigmaRecognitionevent-Presentationofkeyprojects-Dinnerreceptionwithseniorleadership21SummarySixSigma-Itisdifferent-Itworksifyoufollowtheprocess-ProducessignificantbottomlineresultsChangeisrequiredbyallpersonswhogetinvolvedwiththeinitiativeSixSigmawilllastaslongasitproducesbottomlineresults($)SHOWMETHEMONEY($)22ShowMeTheMoney($)23ReferencesBlakleslee,J.A.,Jr.(1999)“ImplementingtheSixSigmaSolution”,QualityProgress,July1999,77-85.Breyfogle,ForestW.III(1999)ImplementingSixSigmaSmarterSolutionsUsingStatisticalMethods,Wiley-Interscience,JohnWileyandSons,NewYork,NY.Breyfogle,ForrestW.,Cupello,J.M.,andMeadows,B.(2001)ManagingSixSigma,JohnWileyandSons,NewYork,NY.Eckes,G.(2001)SixSigmaRevolution,JohnWileyandSons,NewYork,NYHahn,Gerald,J.,Hill,WilliamJ.,Hoerl,RogerW.,andZinkgraf,StephenA.(1999)TheImpactofSixSigmaImprovement-AGlimpseintoTheFutureofStatisticsTheAmericanStatistician,August1999.24ReferencesHarry,MikelJ.(1998)“SixSigma:
ABreakthroughStrategyforProfitability”,QualityProgress,May1998,60-64.Harry,MikelandSchreoder,Richard(2000)SixSigmaTheBreakthroyghManagementStrategyRevolutionizingtheWorldsTopCorporations,CurrencyDoubleday,NY,NYHoerl,R.W.(1998)“SixSigmaandtheFutureoftheQualityProfession”,QualityProgress,June1998,35-42.Hoerl,R.W.andSnee,R.D.(2002)StatisticalThinking-ImprovingBusinessPerformance,DuxburyPress,PacificGrove,CAMaguire,Miles(1999)“CowboyQualityMikelHarrysRidingTallintheSaddleasSixSigmaMakesitsMark.”QualityProgress,October1999,27-34.Pande,P.,Neuman,R.,andCavanuagh(2000)TheSixSigmaWay,McGraw-Hill,NewYork,NY.25ReferencesPyzdek,T.(1999)TheCompleteGuidetoSixSigma,QualityPublishing,Tucson,AZPyzdek,T.(2000)TheSixSigmaHandbook,McGraw-Hill,NewYork,NYQualityEngineering(2000)Volume12,No.3.FivearticlesonSixSigma.Snee,R.D.(1999)“StatisticiansMustDevelopData-BasedManagementSystemsasWellasCreateMeasurementSystems.”InternationalStatisticalReview,67,No.2,August1999,139-144.Snee,R.D.(1999)“WhyShouldStatisticiansPayAttentiontoSixSigma?
”QualityProgress,Sept.1999,100-103.Snee,R.D.(1999)“DevelopmentandUseofStatisticalThinking:
ANewEra”,InternationalStatisticalReview,67.26ReferencesSnee,R.D.(2000)“ImpactofSixSigmaonQualityEngineering”,QualityEngineering,12,No.3,ix-xiv.Snee,R.D.(2000)“SixSigmahasImprovedBothStatisticalTrainingandProcesses”,QualityProgress,Oct.2000,68-72.SneeR.D.(2001)“DealingwiththeAchillesHeelofSixSigma-ProjectSelection”,QualityProgress,March2001,66-72.Snee,R.D.(2001)“FocusonImprovement,NotTraining”,QualityManagementForum,Spring2001,7,8,16.Snee,R.D.(2001)“MaketheViewWorththeClimbFocusTrainingonDeliveringBetterBusinessResults”,QualityProgress,November2001,58-61.Zinkgraf,S.A.(1998)“AnOverviewofOperationalExcellenceandSixSigmaatAlliedSignal”,TransactionsoftheAmericanQualityCongress,173-175.
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