Six Sigma Introduction六西格玛介绍AgendaSixSigmaWhat,whyandhow?BenefitsofimplementingSixSigmaSummaryClosingImpossibleisRelativeCourseOutlineSixSigma:HistoryofqualityCourseOutlineSixSigma:IntroImpossibleisRelativeWhySixSigmaWhatisSixSigmaHowSixSigmaCourseOutlineBydefinition:SixSigmais“Aco...
AgendaSixSigmaWhat,whyandhow?BenefitsofimplementingSixSigmaSummaryClosingImpossibleisRelativeCourseOutlineSixSigma:HistoryofqualityCourseOutlineSixSigma:IntroImpossibleisRelativeWhySixSigmaWhatisSixSigmaHowSixSigmaCourseOutlineBydefinition:SixSigmais“Acomprehensiveandflexiblesystemforachieving,sustainingandmaximizingbusinesssuccess.SixSigmaisuniquelydrivenbycloseunderstandingofcustomerneeds,disciplineduseoffacts,dataandstatisticalanalysis,anddiligentattentiontomanaging,improvingandrenewingbusinessprocesses.”SixSigma:WhatImpossibleisRelativeCourseOutlineLawsRulesRegulationsGuidelinesEconomicdevelopmentseffectsallImplementationPerformingExecutionWTOIMFWHOWorldBankStrategyforGrowthImpossibleisRelativeGlobalizationGovernanceLocalGovernanceCitizens/IndustryCourseOutlineImpossibleisRelative.SixSigmamakeswhatseemsimpossible,possible…..Itstretchesusintothedomainof“Whatwedidnotknowwedon’tknow”SixSigmaisaknowledgeacceleratorItgathersfactbasedknowledgesothatSeniormanagementcanmakebolder,moretimelydecisionsImpossibleisRelativeSixSigma:WhatSixSigma:WhySixSigmaalwaysstartswiththeCustomerandtheStrategicVisionof theorganization.SixSigmafocusisongoalsandstretchthegoalsoftheclientwith respectto: CustomerSatisfactionandperceivedValueStockholder/StakeholderexpectationsFinancialperformanceBottomlineresultsBusinessUnitperformanceEmployeesatisfactionandutilizationAssetManagementImpossibleisRelativeWheredidFMEAcomefrom?SixSigma:WhyImpossibleisRelativeFMEAHistoryInordertorealizethesegains,ItisessentialtorecognizethatasignificantculturalshiftmustoccurAchievingthisculturalshiftisbestaccomplishedwhenstrongleadersProvidehighlevelSixSigmatrainingforalloftheseniordevelopersandmanagersatyourorganizationEstablishChampionsandSixSigmaspecialists(YellowBelts,GreenBeltsandBlackBelts)appropriatetothesizeofthecompanyImpossibleisRelativeSixSigma:HowStrategicCompetitiveAdvantageCreatingthegreatestvalueineducationbyusingtheDMAICprincipleFocusingonlowestcostineachdepartmentbyeliminatingwasteandre-workImpossibleisRelativeImpossibleisRelativeProcessthinking…..Whatisthat?ProcessThinking:Thethoughtthatalltheworkhastoresultinoutput,isaprocess.Attheprocesslevelthisappliestoanyorganization.Valueminded:ManagingforValueMetricsminded:PerformanceManagementBehaviorminded:LeadershipDevelopmentProcessminded:SixSigmaTheroadtosuccessImpossibleisRelativeImpossibleisRelativeWinningCompanyTurningintoawinningcompanyrequiresthefollowingsteps:BusinessResearchProcessonfiveelementsManagement&OrganizationPeople&CultureCommunication&ProceduresITSetupDebtorPortfolioSWOTAnalysis(revolvingintoaplanofactionandrecommendations)ShortTermProjects(lowhangingfruit)MiddleTermProjects(strategicimprovements)LongTermProjects(sustainablestrategicadvantage)Trainingofstaffmembers&employeesaccordinglyImplementstrategyplan-Product-ProcessGoliveProgramManagementwithdedicatedBlackBeltsFocusondeliverablesinprojectsFocusonITandserviceinfrastructuretosupportstrategicgoalsSoftwaresupportProjectselectionBenefittrackingTrainingofBeltsImpossibleisRelativeDMAICWhatistheMethodology?ImpossibleisRelativeDefineDefineMeasureMeasureAnalyzeAnalyzeImproveImproveControlControlFivestepstoimplementSixSigma IdentifycoreprocessesandkeycustomersDefinecitizens/industryrequirementsMeasurecurrentperformancePrioritize,analyze,implementimprovementsExpandandintegratetheSixSigmasystemSixSigma:RoadmapImpossibleisRelativeTheDMAICModelMeasureImproveAnalyzeVoiceoftheCustomerInstitutionalizationDefineControlImpossibleisRelativeTimelineofSixSigmaImpossibleisRelative75%EmployeesBlackBeltLeadersandcoacheswith statisticalanalysesskills GreenBeltSubjectmatterexperts YellowBeltAllemployees thathavereceived awarenesstraining5%20%BestPracticeImplementationTimelineYears321GeneratesSustainedSuccessSetsaPerformanceGoalforEveryoneEnhancesValuetoCustomersAcceleratestheRateofImprovementbyafactoroffourBecomesaWayofThinkingandProblemSolvingWithintheCompanyExecutesStrategicChangeBenefitsofSixSigmaImpossibleisRelativeProvenSuccessinManufacturing,FinancialServices,Governments,etc.CompleteBusinessTransformationIt’sNot“Coming”—It’sHereToday!SixSigmaSuccessImpossibleisRelativeSixSigmaisabout: -CustomerSatisfaction -AchievingStrategicObjectives -BottomLineResults€SixSigmaisamanagementphilosophytostrivetoexcelSixSigmaisbasedonPeoplePowerANDProcessPowerUsingtheDMAICprocesstodrivecontinuesimprovementFocusingondevelopingofExecutiveBlackBeltandGreenBeltsProvenmethodologybasedonfactanddataSixSigma:SummaryImpossibleisRelativeReferencesImpossibleisRelativeImpossibleisRelativeWethankyouforyourattentionClosing
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