ABreakthroughStrategytoMovetoaHigherLevelofCustomerSatisfactionPerformance6ABreakthroughStrategytoMovUnderstandingSixSigmaWhatWhereWhyHowMuchHowWhenWho6UnderstandingSixSigmaWhatWheCustomerDrivenSixSigmaFrameworkdescriptionwillfollowthestandardqualitysystemsmethodologyofthe5Wsand2Hs:What(whatisSixSigma)?Why(whydoit;whyshouldwecare)?Where(Whereisitapplied;whereistheemphasis)?When(whenisthebesttime)?Who(whoisinvolved)?How(howdowedoit)?HowMuch(howmuchwillitcostversussave)?CustomerDrivenSixSigmaFrameWhatisCustomerDriven6-Sigma?AbreakthroughstrategytosignificantlyimprovecustomersatisfactionandshareholdervaluebyreducingvariabilityineveryaspectofourbusinessA“Layman’s”DefinitionThreedimensionalproblemsolvingfocusedonhigh-leverageopportunitieswithhigh-yieldreturnsATechnicalDefinitionAstatisticaltermsignifying3.4defectspermillionopportunitiesCustomerDrivenSixSigmaWhatisCustomerDriven6-SigmCustomerDrivenSixSigmaWhatMakesSixSigmaDifferent?LeadershipCommitment,Competence,andInvolvementMethodologyandToolsDataDrivenStatisticallyValidatedBestPeople100%DedicatedtoDefectReductionProjectFocusedCustomerDrivenSixSigmaWhatClassicalViewofPerformancePracticalMeaningof“99%Good”:20,000lostarticlesofmailperhour15minutesofunsafedrinkingwatereachday5,000incorrectsurgicaloperationsperweek2shortorlonglandingsatmostmajorairportseachday200,000wrongdrugprescriptionseachyearNoelectricityforalmost7hourseachmonth3Sigma4Sigma6Sigma93.32%99.38%99.99966%HistoricalStandardCurrentStandardNewStandardCapabilityLong-TermYieldStandardClassicalViewofPerformanceP外企的6Q培訓CustomerDrivenSixSigmaWhy

doCustomerDrivenSixSigma?Itenhancesabilitytodeliverycustomersatisfactionandcostimprovementresultsfaster-withinmonthsfromthestart,andsustaintherateofimprovementA“Layman’s”Definition“ForeverydollaryouspendonSixSigmaprojects,youwillbringfourdollarsofsavingstothebottomline”ATechnicalDefinitionExplorethe5WhysofSixSigmaCustomerDrivenSixSigmaWhyd外企的6Q培訓Where

DoesIndustryStand?1,000,000100,00010,0001,0001001012345671IRS–Phone-InTaxAdvice(140,000PPM)RestaurantBillsRXWritingJournalVouchersWireTransfersAirlineBaggageHandlingBest-in-ClassAverageCompanyPPMSigmaScaleofMeasure(with+1.5σshift)WhereDoesIndustryStand?1,00WhereIsTheEmphasisPlaced?ConsumerDrivenSixSigmateachesanddeployshardskillsandbusinesspracticesemphasizing:SystematicSkillbuildingDelivermeasurableresults...notpromisesProject-basedTeamworkBuildingfutureleadersDatadrivenAccountabilityManagementcommitmentCustomerDrivenSixSigmaWhereIsTheEmphasisPlaced?CCustomerDrivenSixSigmaWhenisthebesttime?CustomerDrivenSixSigmaWhenCustomerDrivenSixSigmaWhenToUseDesignForSixSigma(DFSS)NewProductServiceorIntroductionProcessBrokenorDoesNotExistProcessHasReachedEntitlementCustomerDrivenSixSigmaWhenPercentageofCompaniesCitingLackofEffectiveMarketingEffortCompetitiveStrengthorReactionTechnicalorProductionProblems01020304050InadequateMarketAnalysisProductProblemsorDefectsHigherCostThanAnticipatedPoorTimingorIntroductionAllOtherCauses4529251917141224InadequateUnderstandingoftheMarketandIncapableProcessesAretheKeyFactorsinNewProductFailureCausesofNewProductFailurePercentageofCompaniesCitingCustomerDrivenSixSigmaMonth0Month1Month2ExecutiveTrainingBuy-InExecutives,SeniorManagementTeamDeployment/ChampionTrainingLearnhowtoManageProcess/ChooseProjectsRespectedManagersinOrganizationBlackbeltTrainingLearnTheTools&SolveaProblemBlackbelt1to2YearCommitment1Day4-5Days4MonthsStart-to-FinishWhenWhyWhoHowLongSummaryofGenericDeploymentTimelineCustomerDrivenSixSigmaMonthCustomerDrivenSixSigmaWhoIsInvolved–RolesandResponsibilitiesLeadershipSixSigmainvolveschangingmajorbusinessvaluestreamsthatcutacrossorganizationalbarriers.Itisthemeansbywhichtheorganization'sstrategicgoalsaretobeachieved.ThiseffortcannotbeleadbyanyoneotherthantheCEO,whowillberesponsiblefortheperformanceoftheorganizationasawhole.SixSigmamustbeimplementedfromthetop-down.CustomerDrivenSixSigmaWhoICustomerDrivenSixSigmaWhoIsInvolved–RolesandResponsibilitiesChampionsandSponsorsSixSigmachampionsarehigh-levelindividualswhounderstandSixSigmaandarecommittedtoitssuccess.InlargerorganizationsSixSigmawillbeleadbyafulltime,highlevelchampion,suchasanExecutiveVice-President.ChampionsalsowillincludeinformalleaderswhouseSixSigmaintheirday-to-dayworkandcommunicatetheSixSigmamessageateveryopportunity.SponsorsareownersofprocessesandsystemswhohelpinitiateandcoordinateSixSigmaimprovementactivitiesintheirareasofresponsibilities.CustomerDrivenSixSigmaWhoICustomerDrivenSixSigmaWhoIsInvolved–RolesandResponsibilitiesMasterBlackBeltThisisthehighestleveloftechnicalandorganizationalproficiency.MasterBlackBeltsprovidetechnicalleadershipoftheSixSigmaprogram.MasterBlackBeltsmustbeabletoassistBlackBeltsinapplyingthemethodscorrectlyinunusualsituations.BlackBeltBlackBeltsareactivelyinvolvedintheprocessoforganizationalchangeanddevelopment.Candidatesmaycomefromawiderangeofdisciplinesandneednotbeformallytrainedstatisticiansorengineers.CustomerDrivenSixSigmaWhoICustomerDrivenSixSigmaWhoIsInvolved–RolesandResponsibilitiesGreenBeltGreenBeltsareSixSigmaprojectleaderscapableofformingandfacilitatingSixSigmateamsandmanagingSixSigmaprojectsfromconcepttocompletion.Usually,SixSigmaBlackBeltshelpGreenBeltsdefinetheirprojectspriortothetraining,attendtrainingwiththeirGreenBelts,andassistthemwiththeirprojectsafterthetraining.YellowBeltProjectteammemberstrainedtoperformthedatagatheringrole.Usually,SixSigmaYellowBeltshelpGreenBeltsimplementtheirprojectsduringtheproblemsolvingprocessandassistwithsolutionimplementation.CustomerDrivenSixSigmaWhoICustomerDrivenSixSigmaPhase2:MeasurePhase3:AnalyzePhase4:ImprovePhase5:ControlBreakthroughStrategyCharacterizationOptimizationPhase1:DefineTheRoadmapHowTo?CustomerDrivenSixSigmaPhaseCustomerDrivenSixSigmaDefineMeasureAnalyzeImproveControlModifyDesign?RedesignNoYesTheRoadmapHowTo?CustomerDrivenSixSigmaDefinCustomerDrivenSixSigmaControlAnalyzeDefineManagementeducationProcessassessment&teamformingCustomerrequirementsIdentifyopportunitiesEstablishexpectedoutcomesandstrategyBusinesscase,teamguidelines,andteamcharterPerformance&requirementsstandardsAnalyze&prioritizerequirementsStrategybasedonidentifiedrequirementsWorkshopplanningProcessboundariesandobjectivesTargetprocessmappingVoiceoftheCustomerIdentifykeymetricsDeterminemetricstoCTQ’sIdentifysourcesofvariationDevelopdatacollectionplanDetermineprocesscapabilityAnalyzedataandprioritizepossiblerootcausesAnalyzeprocesstoverifylinktovariation/problemValidaterootcause(s)VerifysufficientdataandprocessknowledgeMeasureTeameducationProcessdatainvestigationandrootcauseanalysisProcessimprovementsImplementationplanningandimplementationValidationImproveDefineobjectivesandguidelinesDeveloplistofpotentialsolutionsorimprovementsSelect&validatesolutionsorimprovementsImplementationplanningandexecutionFollow-upPlanImplementAssessEvaluateeffectivenessofsolutionDocumentandinstitutionalizenewprocessDevelopongoingprocessmanagementplanDocumentandpresentlessonslearnedEvaluateeffectivenessandsustainabilityMakecorrectionsDocumentandreviewlessonslearnedandcontinuousprocessimprovementopportunitiesExpandgainsCustomerDrivenSixSigmaContrCustomerDrivenSixSigmaObjectivesRelateRIWtobusinessassessment&overallimprovementstrategyIdentifyprocessimprovementopportunitiesEvaluatereadinessSelecthighestpriorityprocesscandidateDeterminepotentialforprocessimprovementIdentifyprocessownerandsponsorSelectManagementGuidanceTeamOutlinePurposeWalkprocessMapprocessAreascanPreparefindingsSelectworkshopprocessFollow-upPlanAssessObjectivesCompletedetailedplanningforworkshopSetprocessboundariesandtargetsApproveteamcharterPrepareworkshopplancommunicationschedulinglogisticsmetricsOutlinePurposeWalk&documentprocessSuccessfactorsProcessdataTeamcharterCommunicationsWorkshopManagementGuidanceTeamObjectivesIntroduceSpritofImprovementEstablishcontextandexpectedoutcomesTeamingDefineRIWasmeanstochangeEstablishlinktobusinessstrategyTeachRIWprocessLearn,Apply,ImplementOutlineIntroductionsandgroundrulesTrainingLeanQualitySixSigmaProcessobservationandmetricsProcessredesignandimprovementRapidImplementationDocumentationandReport-outObjectivesEvaluateprogressonworkshopoutcomeIdentifyandmakecorrectionstoholdgainsInstitutionalizenewprocessContinuousimprovementtoprocessImplementoutstandingactionitemsIdentifyopportunitiestoexpandgainstolikeprocessesOutlineMeetingwithprocessowner(s)Follow-upactivitiesDocumentoutcomesandlessonslearnedImplementCustomerDrivenSixSigmaObjecCustomerDrivenSixSigmaHow

DoesItWork?ExecutivesofeachBusinessUnitorGroupsetthebusinessgoalsintermsofcustomersatisfactionmetricsthatcanalsobetranslatedtomeasurablefinancialresults,andselectprojectsthatmakeupthebottom-linegoals.Selectemployeesareassignedtobecometrainedproblemsolvers(BlackBelts)thenareassignedtoteamsintheirfieldsofexpertisefor2yearstoleadprojects.CustomerDrivenSixSigmaHowDCustomerDrivenSixSigmaHow

DoesItWork?Eachprojectis3-4monthslong.Resultsaredeliveredattheendofeachproject.TheBlackBelts(1per100employees)initiallyareusedto“turbocharge”thechangewhileSixSigmaisbeingrolled-outacrossBusinessUnitasplanned.ManagementarechampionswhohelpBlackBeltsimplementchangesrequiredtoachieveresults.CustomerDrivenSixSigmaHowDSixSigmaTransformationProcessGoalSettingAssessmentStrategyManagementConceptDevelopmentProcessManagementDevelopmentProjectManagementDevelopmentChangeManagementImplementationEvaluationSixSigmaTransformationProceSixSigmaTransformationProcessGoalSettingDevelopaplantocommunicatetheorganization’sSixSigmaprocessDevelopaneducationplantointroducetheSixSigmaphilosophyIntroduceallemployeestoSixSigmaResultsEveryoneiskeptawareoftheSixSigmatransformationeffortsSixSigmaTransformationProceSixSigmaTransformationProcessAssessmentDeveloptheassessmentplanPerformSixSigmaassessmentandcompileDevelopassessmentreportandreviewwithChampionandSeniorMgt.ManagementidentifiesstrengthsandbarrierstoeliminateDevelopopportunityareasChampionReviewswithSMTSixSigmaTransformationProceSixSigmaTransformationProcessStrategyManagementConceptDevelopmentBeginplanningthetransformationTrainSteeringTeam(QualityCouncil)andDesign/DevelopmentTeamClarifyVision,Mission,andValuesMgt.SteeringTeamleadsthetransformationTrainthefunctionalSixSigmaChampionsWorkonimprovingcoreprocessesSelectSigmaleadteamsBubble-upopportunityareastoSeniorMgt.IntegrateSixSigmaBusinessPlanningFormManagementSteeringTeamSixSigmaTransformationProceSixSigmaTransformationProcessProcessManagementDevelopmentSixSigmaimprovementprojectsSelectandTrainSixSigmaBlackBeltsandLeadersWorkonandsolveprocessimprovementproblemsSixSigmaChampionsmanagequalityandprocessimprovementeffortsChampionidentifiesbusinessissuesandsetsprioritiesBlackBeltscharterimprovementeffortsSixSigmaTransformationProceSixSigmaTransformationProcessProjectManagementDevelopmentIntroduceProjectManagementsoftwarePlantheprojectmanagementactivitiesOrganizetheprojectmanagementactivitiesSixSigmaBlackBeltsmanageandevaluateprojectmanagementactivitiesImplementtheprojectmanagementactivitiesControltheprojectmanagementactivitiesSixSigmaTransformationProceSixSigmaTransformationProcessChangeManagementImplementationCultureChangeManagementconcepts,toolsandtechniquesCoachingandTeamBuildingSigmaLeadershipDevelopmentIndividualworkerscontrolandimproveownworkprocessesandprojectsChangeManagementSoftwareControltheprojectmanagementactivitiesSixSigmaTransformationProceTheFocusofSixSigmaf(X)Y=Togetresults,shouldwefocusourbehaviorontheYorX?X1...XNIndependentInput-ProcessCauseProblemControlYDependentOutputEffectSymptomMonitorIfwearesogoodatX,whydoweconstantlytestandinspectY?TheFocusofSixSigmaf(X)Y=ToSixSigmaTransformationProcessEvaluationEvaluationismadeofallimprovementandproject-relatedactivitiesBenchmarkbestpracticeandcompetitionPerformremedialtrainingMgt.SteeringTeamevaluatestheprogressonaregularbasisMeasureoverallprogressSixSigmaTransformationProceSixSigmaImprovementStrategySelectProductorProcessKeyCharacteristic's,e.g....,CustomerYDefinePerformanceStandardsForYValidateMeasurementSystemforYEstablishProcessCapabilityofCreatingYDefineImprovementObjectivesForYIdentifyVariationSourcesInYScreenPotentialCausesForChangeInY&IdentifyVitalFewxiDiscoverVariableRelationshipsBetweenVitalFewxiEstablishOperatingTolerancesOnVitalFewxiValidateMeasurementSystemForxiDetermineAbilityToControlVitalFewxiImplementProcessControlSystemOnVitalFewxiControlImproveAnalyzeMeasureDefineFocusOnYFocus:X1..XnFocus:VitalFewXiSixSigmaImprovementStrategyCustomerDrivenSixSigmaProductionOptimizationSixSigmaLeanToolBoxVariationReductionErrorProofingBuildsWorkstationReadinessQualitySystemsISO9000ISO14000APQPQualityToolsSPC/CapabilityControlPlansFMEADOEErrorProofingRootCauseAnalysisWorld-ClassPerformanceCustomerDrivenSixSigmaProduAlignmentof6SigmawithDocumentationToolsDefineControlImproveAnalyzeMeasureThe6SigmaProcessQFDSurveysGQRSWarrantyIn-plant

dataParetoBlueprintsProcess

SheetsMetricsFlow

ChartsLinkage

MatricesFMEAsMeasurement

System

AnalysisCapability

AnalysisMultivariate

AnalysisSPC&

ChartingBasicStats

-Hypothesis

-BasicDoECheckSheetsHistogramsScatter

DiagramsRegressionDesigned

Experiments

-FullFactorial

-Fractionals

-ComparisonMeasurement

System

AnalysisCapabilityStatistical

Tolerancing

ofProcessControl

PlanOperator

IllustrationsOperator

InstructionsErrorProofingAutomated

ControlQMSVariation

MonitoringTools:Alignmentof6SigmawithDocuCustomerDrivenSixSigmaCustomerDrivenSixSigmaCustomerDrivenSixSigmaCustomerDrivenSixSigmaCustomerDrivenSixSigmaCustomerDrivenSixSigmaCustomerDrivenSixSigmaCustomerDrivenSixSigmaCustomerDrivenSixSigmaKeyPointsAboutCustomerDriven6-SigmaAssignbestpeople-100%dedication-tosolvebiggestcustomersatisfactionproblemsLinkcustomersatisfactionwithfinancialresults-AnintegratedbusinessstrategyIntegrateexistingtoolsintoacoordinateddeploymentsystemDatadriven,resultsdrivenCanproducequickshorttermedresultsthatbuildmomentumforsustainedgainProvidesleadershiptrainingfornewleadersManagementCommitmentCustomerDrivenSixSigmaKeyPCustomerDrivenSixSigmaPaintProcess

OtherKeyInputA

OtherKeyInputB

OtherKeyInputCPressureinPaintBoothMustBe3PSIHigherThanAmbientTemperatureCustomerRequirement:LessThan2DirtSpecsPerDoorPanelGoal:NoCustomerComplaintAboutDirtInPaintItisuselesstomanagethedataon“dirtinpaint”ifthepressuredifferentialisnotcontrolled.Itismoreefficienttomeasureandcontroltheinputsthantomeasureandreacttothecustomersfeedbackafterthecustomerisalreadydissatisfied.Inputsvs.OutputsCustomerDrivenSixSigmaPaintHowMuch:

RelativeCost/Difficultyto

CorrectQualityProblemsSalesDesignPrototypeProductionRelativeCostSaleshasthebiggestopportunitytoimproveproductqualityServiceDefectsareeasytosee,butverycostlytofix.Defectsaredifficulttosee,butlesscostlytofix.HowMuch:RelativeCost/DiffiHowMuch:

GESixSigmaProgress1996199719981999est.050010001500200025001996199719981999est.CostBenefit(inmillions)Source:1998GEAnnualReport,JackWelchLettertoShareOwnersandEmployees-progressbasedupontotalcorporationcost/benefitsattributabletoSixSigma.GESixSigmaProgressHowMuch:GESixSigmaProgreHowMuch:PerformanceofSelect

CorporationsAlliedSignalP/E25.8GenCorpP/E10.1GeneralElectricP/E39.6NavistarP/E8.6SixSigmaStartSixSigmaStartSixSigmaStartSixSigmaStart19991998199719961995199919981997199619951999199819971996199519991998199719961995-StockSplitHowMuch:PerformanceofSeleHowMuch:SomeExamplesProjectType:Transactional BusinessUnit:GELightingProblem: Wall-martbillingaccuracy12.4%ofWal-martbillinginvoiceshadoneormoredefectsCreditdisputesof$4.8millionin1995Results:50%Reductionindefects($2milliondollarssavedperyear)Variationforbillingerrorsinvolvedanout-of-controlprocessassociatedwithspecialpriceadjustmentsSameimprovedprocessappliedtotwoothercustomers,savinganadditional$4millionperyearProjectType:AssemblyPlantBusinessUnit:NavistarProblem: ExcessivereworkonhoodfitExcessiveoff-lineovertimeandreworkcostHoodnotcapableoffittingtocab-a15yearoldproblemResults:Costsavingsof$250,000peryearinoff-linerepair.Totalcostsavings,includingmaterialhandlingandqualitycosts,of$1.5millionperyearVariationwasaresultofthehoodbeinghingedonthex-axis,alongwithnomethodforgagefiton-line.ProjectType:DesignBusinessUnit:GEAircraftProblem: ReliabilityofStage1HPTBladeHighwarrantycostonFalcon2000BusinessJetPoorGE-DassaultbusinessrelationshipResults:GEcostsavingsof$830,000peryear;qualityandservicesavingsof$7.5millionRobustdesignimproveslife3xEliminatedtwoscheduledengineremovalsReducedfuelburnDeliveredaheadofscheduleImprovedbusinessrelationshipHowMuch:SomeExamplesProjecCustomerDrivenSixSigmaTenQuestionsForLeaderstoAsk.Whatprocesses(activities)areyouresponsiblefor?Whatprocesseshavethehighestpriorityforimprovement?Howdidyoucometothisconclusion?Whereisthedatathatledtothisconclusion?COPQ,RolledthruputYieldHowistheprocessperformed?ProcessMappingWhatareyourprocessperformancemeasures?Why?Howaccurateandpreciseisyourmeasurementsystem?GR&RCustomerDrivenSixSigmaTenQCustomerDrivenSixSigmaTenQuestionsForLeaderstoAsk.Whatarethecustomerdrivenspecificationsforallofyourperformancemeasures?Howgoodorbadisthecurrentperformance?Showmethedata.Whatareimprovementgoalsforyourprocess?QFD,ProcessCapabilityStudyWhatareallthesourcesofvariabilityintheprocess?Whichsourcesofvariabilitydoyoucontrol?Howdoyoucontrolthemandwhatisyourmethodofdocumentation?C&E,FMEA,C/N’s,SOP’s,ControlPlans,SPCAreanyofthesourcesvariabilitysupplier-dependent?Ifso,whatarethey,whoisthesupplierandwhatarewedoingaboutit?CustomerDrivenSixSigmaTenQCustomerDrivenSixSigmaTenQuestionsForLeaderstoAsk.Whatarethekeyvariablesthataffecttheaverageandvariationofthemeasuresofperformance.Howdoyouknowthis?Showmethedata.ANOVA,ANOM,F-Test,T-Test,ChiSquare,DoEWhataretherelationshipsbetweenthemeasuresofperformanceandthekeyvariables?Doanykeyvariablesinteract?Howdoyouknowforsure?Showmethedata.DoE,RegressionWhatsettingforthekeyvariableswilloptimizethemeasuresofperformance?Howdoyouknowthis.Showmethedata.OptimizationRoutinesCustomerDrivenSixSigmaTenQ------------------------------------HarvestingtheFruitofSixSigmaSweetFruit

DesignforRepeatabilityBulkofFruitProcessCharacterizationandOptimizationLowHangingFruitSevenBasicToolsGroundFruitLogicandIntuitionProcessEnhancement------------------------------------Wedon'tknowwhatwedon'tknowWecan'tactonwhatwedon'tknowWewon'tknowuntilwesearchWewon'tsearchforwhatwedon'tquestionWedon'tquestionwhatwedon'tmeasureHence,Wejustdon'tknowHighestorderistheself-sustainmentProcess---------------演講完畢，謝謝觀看！演講完畢，謝謝觀看！ABreakthroughStrategytoMovetoaHigherLevelofCustomerSatisfactionPerformance6ABreakthroughStrategytoMovUnderstandingSixSigmaWhatWhereWhyHowMuchHowWhenWho6UnderstandingSixSigmaWhatWheCustomerDrivenSixSigmaFrameworkdescriptionwillfollowthestandardqualitysystemsmethodologyofthe5Wsand2Hs:What(whatisSixSigma)?Why(whydoit;whyshouldwecare)?Where(Whereisitapplied;whereistheemphasis)?When(whenisthebesttime)?Who(whoisinvolved)?How(howdowedoit)?HowMuch(howmuchwillitcostversussave)?CustomerDrivenSixSigmaFrameWhatisCustomerDriven6-Sigma?AbreakthroughstrategytosignificantlyimprovecustomersatisfactionandshareholdervaluebyreducingvariabilityineveryaspectofourbusinessA“Layman’s”DefinitionThreedimensionalproblemsolvingfocusedonhigh-leverageopportunitieswithhigh-yieldreturnsATechnicalDefinitionAstatisticaltermsignifying3.4defectspermillionopportunitiesCustomerDrivenSixSigmaWhatisCustomerDriven6-SigmCustomerDrivenSixSigmaWhatMakesSixSigmaDifferent?LeadershipCommitment,Competence,andInvolvementMethodologyandToolsDataDrivenStatisticallyValidatedBestPeople100%DedicatedtoDefectReductionProjectFocusedCustomerDrivenSixSigmaWhatClassicalViewofPerformancePracticalMeaningof“99%Good”:20,000lostarticlesofmailperhour15minutesofunsafedrinkingwatereachday5,000incorrectsurgicaloperationsperweek2shortorlonglandingsatmostmajorairportseachday200,000wrongdrugprescriptionseachyearNoelectricityforalmost7hourseachmonth3Sigma4Sigma6Sigma93.32%99.38%99.99966%HistoricalStandardCurrentStandardNewStandardCapabilityLong-TermYieldStandardClassicalViewofPerformanceP外企的6Q培訓CustomerDrivenSixSigmaWhy

doCustomerDrivenSixSigma?Itenhancesabilitytodeliverycustomersatisfactionandcostimprovementresultsfaster-withinmonthsfromthestart,andsustaintherateofimprovementA“Layman’s”Definition“ForeverydollaryouspendonSixSigmaprojects,youwillbringfourdollarsofsavingstothebottomline”ATechnicalDefinitionExplorethe5WhysofSixSigmaCustomerDrivenSixSigmaWhyd外企的6Q培訓Where

DoesIndustryStand?1,000,000100,00010,0001,0001001012345671IRS–Phone-InTaxAdvice(140,000PPM)RestaurantBillsRXWritingJournalVouchersWireTransfersAirlineBaggageHandlingBest-in-ClassAverageCompanyPPMSigmaScaleofMeasure(with+1.5σshift)WhereDoesIndustryStand?1,00WhereIsTheEmphasisPlaced?ConsumerDrivenSixSigmateachesanddeployshardskillsandbusinesspracticesemphasizing:SystematicSkillbuildingDelivermeasurableresults...notpromisesProject-basedTeamworkBuildingfutureleadersDatadrivenAccountabilityManagementcommitmentCustomerDrivenSixSigmaWhereIsTheEmphasisPlaced?CCustomerDrivenSixSigmaWhenisthebesttime?CustomerDrivenSixSigmaWhenCustomerDrivenSixSigmaWhenToUseDesignForSixSigma(DFSS)NewProductServiceorIntroductionProcessBrokenorDoesNotExistProcessHasReachedEntitlementCustomerDrivenSixSigmaWhenPercentageofCompaniesCitingLackofEffectiveMarketingEffortCompetitiveStrengthorReactionTechnicalorProductionProblems01020304050InadequateMarketAnalysisProductProblemsorDefectsHigherCostThanAnticipatedPoorTimingorIntroductionAllOtherCauses4529251917141224InadequateUnderstandingoftheMarketandIncapableProcessesAretheKeyFactorsinNewProductFailureCausesofNewProductFailurePercentageofCompaniesCitingCustomerDrivenSixSigmaMonth0Month1Month2ExecutiveTrainingBuy-InExecutives,SeniorManagementTeamDeployment/ChampionTrainingLearnhowtoManageProcess/ChooseProjectsRespectedManagersinOrganizationBlackbeltTrainingLearnTheTools&SolveaProblemBlackbelt1to2YearCommitment1Day4-5Days4MonthsStart-to-FinishWhenWhyWhoHowLongSummaryofGenericDeploymentTimelineCustomerDrivenSixSigmaMonthCustomerDrivenSixSigmaWhoIsInvolved–RolesandResponsibilitiesLeadershipSixSigmainvolveschangingmajorbusinessvaluestreamsthatcutacrossorganizationalbarriers.Itisthemeansbywhichtheorganization'sstrategicgoalsaretobeachieved.ThiseffortcannotbeleadbyanyoneotherthantheCEO,whowillberesponsiblefortheperformanceoftheorganizationasawhole.SixSigmamustbeimplementedfromthetop-down.CustomerDrivenSixSigmaWhoICustomerDrivenSixSigmaWhoIsInvolved–RolesandResponsibilitiesChampionsandSponsorsSixSigmachampionsarehigh-levelindividualswhounderstandSixSigmaandarecommittedtoitssuccess.InlargerorganizationsSixSigmawillbeleadbyafulltime,highlevelchampion,suchasanExecutiveVice-President.ChampionsalsowillincludeinformalleaderswhouseSixSigmaintheirday-to-dayworkandcommunicatetheSixSigmamessageateveryopportunity.SponsorsareownersofprocessesandsystemswhohelpinitiateandcoordinateSixSigmaimpro