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1、Lean Six Sigma Yellow Belt Training,China Dec., 2007,联想六西格玛质量管理的黄带教程,Six Sigma Academy/Processwise Managing Partner Established Chinas first focused Six Sigma-based continuous improvement consulting firm Consulted extensively to help large local and MNCs Six Sigma and operational excellence deployme
2、nt 10 years of experience: AT Kearney, GE Corporate, GE Aircraft Engines Strategic consulting, operation and Six Sigma Manufacturing and Financial industries Ph. D. Economics, The University of Chicago Six Sigma Master Black Belt (GE Corp) Based in Shanghai, China and Encinitas, CA, USA,Introduction
3、sDr. Zening Ge 戈泽宁,联想六西格玛质量管理的黄带教程,Yellow Belt Module Agenda,Introduction (9:00-9:45) Introductions / Why Lean Six Sigma Process Simulation Exercise- Round I (9:45-10:30) Break (approx 10:30-10:45) Lean Six Sigma DMAICS Problem Solving Method (10:45-12:15) Define (10:45-11:15) Measure- (11:15- 12:15
4、) Process Mapping Using facts, data and tools to act quickly to solve problems; Solving problems at their root causes; Using facts, data, tools and methods to improve processes quickly; Using facts, data, tools and methods to increase customer satisfaction.,How LSS will help us,联想六西格玛质量管理的黄带教程,How L
5、ean and Six Sigma Work Together,Lean eliminates any unnecessary steps or waste in the value stream. Six Sigma improves the consistency and accuracy of the remaining steps.,Lean Six Sigma = Better No tracking of parts delivery status in AS database,Measure: Before Measures: Waiting time for parts can
6、 take up to 5 business days. Objective/Goal: Reduce wait time by 50%.,Improve: Actions Taken: 1) created program so AS can track part delivery status; 2) trained parts delivery personnel to update availability status every day or when status changed; 3) ran pilot to test effectiveness and implemente
7、d metrics for ASs to report average part wait time Results/Savings: Average wait time reduced 40%,Control share with sister teams in EMEA and LA.,Define: Problem Definition: Parts ordered are taking an excessive amount of time to be delivered to techs. Why Selected: An Authorized Servicer can experi
8、ence downtime waiting on parts. The repair time takes longer, impacting repair turnaround time and customer satisfaction.,Title: Excessive Time for Parts Delivery Area: Warranty Team, RTP Time Frame: 08/01/07-11/30/07 Team: Ima Example,Yellowbelt Example #1,联想六西格玛质量管理的黄带教程,Yellowbelt Example #2,$ SA
9、VINGS $13922 Soft $44,028 Hard $57950 Total,联想六西格玛质量管理的黄带教程,Analyze: Tools Used: Pareto and Process Map Root Cause Findings: No real time monitoring of order system failures and customer help calls.,Measure: Before Measures: Objective/Goal: Reduce order confirmation failures by 50%.,Improve: Actions
10、 Taken: 1) Deployed real time system monitoring of customer order failures; 2) Developed IT support to track customer calls Results/Savings: 100% improvement and $500K annual savings!,Control 2) No defined process in AP/J; 3) lack of defined roles/ responsibilities in AG; 4) Required knowledge not t
11、ransferred or documented,Measure: Before Measures: Completeness of required fields varied from 20-100%. Status was inconsistently reported 5-60% of time across functions. Objective/Goal: Maintain 100% completeness on Defined required fields. Have no Incremental resource hits to do it.,Improve: Actio
12、ns Taken: 1) Review to-be inventory add/ change and decommission, and ongoing review w/stakeholders to clarify r/rs; 2) Apply standards to all existing IT supported business apps; 3) Report metrics at SVP ops calls Results/Savings: All apps in scope have met required completeness; future apps apply
13、reqs before approval and release,Control distribute requirements to IT focal points in all geos,Define: Problem Definition: 35% of the global application inventory have completed info on all 17 required attributes; 90% of inventory directly affects critical Lenovo business processes Why Selected: To
14、 enable rapid Disaster Recovery, IT Security Compliance, and BT IT strategy.,Title: Parts Delivery: Global Application Inventory Process Area: BT IT Team, Singapore Time Frame: 06/01/07-10/15/07 Team: M. Overwhelmed,Yellowbelt Example #4,联想六西格玛质量管理的黄带教程,Yellowbelt Example #5,联想六西格玛质量管理的黄带教程,Final Th
15、ought,Do the difficult things while they are easy and do the great things while they are small. A journey of a thousand miles must begin with a single step. Lao Tzu,联想六西格玛质量管理的黄带教程,New World. New Thinking.TM,联想六西格玛质量管理的黄带教程,Extra Tools,联想六西格玛质量管理的黄带教程,Creating a Pareto Chart in Excel,联想六西格玛质量管理的黄带教程
16、,Creating a Run Chart in Excel,联想六西格玛质量管理的黄带教程,Opportunities Matrix,What is it? An Opportunities Matrix provides a rational approach to team decision making by categorizing improvement options by ease of implementation, potential impact, and cost to implement. This often helps the team to quantify,
17、prioritize, and narrow the field of potential decision options. What is it used for? Team problem solving,How do I do it? Identify decision options and list. Rate each criterion on a scale of 1-10 (1-low, 10-high) for ease of implementation. Weigh each decision option on a scale of 1-10 (1-low, 10-h
18、igh) for positive impact on metric. Identify the cost of implementing each improvement options Create an XY chart. Plot “Ease of Implementation on X axis, and Positive Impact on Metric on Y axis. Plot each improvement action on XY axis with a circle. Size of the circle is determined by cost to imple
19、ment. Make the best-balanced choice. (High ease of Implementation, High Impact, Low Cost),D,M,A,I,C,S,联想六西格玛质量管理的黄带教程,Opportunities Matrix,D,M,A,I,C,S,Ease of Implementation,1=Low,10=High,Positive Impact on Metric,10=High,1=Low,Opportunity 1= Cost = $25k Opportunity 2= Cost = $100k Opportunity 3= Co
20、st= $5k Opportunity 4= Cost = $0k,The Golden Zone,1,2,4,3,联想六西格玛质量管理的黄带教程,Lean Six Sigma Green Belt Method and Tools,1. Validate improvements,Summary Statistics,Problem statement with metric,Project Selection Project Title and Scope Problem Statements Value Stream Map Process Map/SIPOC,Documentation
21、 Statistical Process Control Cost-Benefit Analysis Mistake Proofing,Brainstorming Benchmarking Affinity Diagrams Force Field Analysis Criteria Rating Forms FMEA Project Management,Critical to X MSA Summary Statistics Pareto Histogram Run Chart,Cause and Effect 5 Whys Scatter Diagram Normal Distribut
22、ion Process Capability Process Map Analysis,3. AnalyzeIdentify the real problemand root cause.,1. Define Describe and quantify the problem.,4. Improve Identify solutions and improve the process!,5. Control Did we improve, move the metrics, save money?,2. Measure Explain the problem with data.,Manage
23、 Improvements,SPC,UCL,LCL,CL,3. Project Handoff,2. Establish sustainability & benefits,Solution Analysis,Risk Analysis,Project Definition,6. Share Tell others!,Process Map,No,Yes,Value Stream Map,I,I,D,M,A,I,C,S,联想六西格玛质量管理的黄带教程,What do Mean & Standard Deviation Look Like?,Hypothetical Example: New g
24、overnment report requires that we report the age of everyone employed at this building How might this data might look? Do we expect there to be wide variation or a tightly knit group of numbers?,0,100,Lets see what the data tells us,联想六西格玛质量管理的黄带教程,Results of Data Collection,0,100,CONCLUSIONS: Data
25、tends to cluster around a central value (MEAN) There are almost equal amounts of data on either side of that center value The width of the age group (standard deviation) is fairly broad, but different than for the whole population,联想六西格玛质量管理的黄带教程,Interpreting Mean and Standard Deviation,D,M,A,I,C,S,Are the Mean and Standard Deviation the same for Data set A & B?,Example 1,Example 2,Data Set A,Data Set B,