《联想六西格玛质量管理的黄带教程.ppt》由会员分享，可在线阅读，更多相关《联想六西格玛质量管理的黄带教程.ppt（146页珍藏版）》请在三一文库上搜索。
1、| 2007 LenovoLenovo Confidential Lean Six Sigma Yellow Belt Training China Dec., 2007 舞 捷 中 怨 赃 湘 得 劳 潘 杀 僧 垫 垒 汲 拙 帖 现 洁 嘎 稿 侯 特 陌 虹 限 儿 刷 帝 韶 箍 枫 贺 联 想 六 西 格 玛 质 量 管 理 的 黄 带 教 程 联 想 六 西 格 玛 质 量 管 理 的 黄 带 教 程 | 2007 LenovoLenovo Confidential Page 2 Pg 2 Six Sigma Academy/Processwise Managing Partne
2、r -Established Chinas first focused Six Sigma-based continuous improvement consulting firm -Consulted extensively to help large local and MNCs Six Sigma and operational excellence deployment 10 years of experience: -AT Kearney, GE Corporate, GE Aircraft Engines -Strategic consulting, operation and S
3、ix 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 Introductions Dr. Zening Ge 戈泽宁 诸 种 辨 喊 忽 灶 劣 构 空 懒 惰 洪 零 槽 刁 旁 偏 舍 羔 苔 傀 岁 辰 法 军 哲 鉴 来 票 道 塑 蹦 联 想 六 西 格 玛 质 量 管 理 的
4、黄 带 教 程 联 想 六 西 格 玛 质 量 管 理 的 黄 带 教 程 | 2007 LenovoLenovo Confidential Page 3 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)
5、Define (10:45-11:15) Measure- (11:15- 12:15) Process Mapping q Using facts, data and tools to act quickly to solve problems; q Solving problems at their root causes; q Using facts, data, tools and methods to improve processes quickly; q Using facts, data, tools and methods to increase customer satis
6、faction. How LSS will help us 脂 蓖 牵 巢 鼻 希 缎 嘉 辖 霍 梭 芜 湛 葛 堵 仿 株 唁 恨 铸 蚌 挠 寿 岳 蒜 咨 喝 卡 灸 墓 蟹 贬 联 想 六 西 格 玛 质 量 管 理 的 黄 带 教 程 联 想 六 西 格 玛 质 量 管 理 的 黄 带 教 程 | 2007 LenovoLenovo Confidential Page 11 How Lean and Six Sigma Work Together Lean eliminates any unnecessary steps or waste in the value stream.
7、Six Sigma improves the consistency and accuracy of the remaining steps. Lean Speed Six Sigma Better Lower Cost 谷 才 寿 弓 郊 议 镜 卓 莉 短 句 秤 跨 倔 典 堕 翌 几 乓 霜 买 迭 跑 坍 勘 寅 匙 叫 揭 蚌 沽 鬃 联 想 六 西 格 玛 质 量 管 理 的 黄 带 教 程 联 想 六 西 格 玛 质 量 管 理 的 黄 带 教 程 | 2007 LenovoLenovo Confidential Page 12 Summary Lean Six Sigma i
8、s Focused on our Customers A business decision A data driven methodolgoy Aligned with Lenovos Strategy A way to impact our Strategic Initiatives Nexthow we do it! 氮 釉 枣 畜 乏 滋 谦 卒 钡 名 掖 思 秒 浴 拈 椰 乙 咽 桶 馆 军 危 丘 斩 鸥 遥 绚 西 蕾 铂 秧 救 联 想 六 西 格 玛 质 量 管 理 的 黄 带 教 程 联 想 六 西 格 玛 质 量 管 理 的 黄 带 教 程 | 2007 Lenovo
9、Lenovo Confidential Page 13 Lean ANDAND Six Sigma Lean Six Sigma combines the two most important improvement trends of the past 30 years: Making work Better using Six Sigma Making work Faster using Lean Principles Defects reaching the customer Past improvements are not sustained Unknown Root causes
10、of problems Inspection and rework Six Sigma attacks issues in depth Lean attacks issues End to End Core processes take too long Wasted: Time, Effort No tracking of parts delivery status in AS database Measure: Before Measures: Waiting time for parts can take up to 5 business days. Objective/Goal: Re
11、duce 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 implemented metrics for ASs to report average part wait t
12、ime 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 experience downtime waiting on parts. The repair time
13、 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 Cause 2) Developed IT support to track customer calls Results/Savings: 100% improvement a
14、nd $500K annual savings! Control 2) No defined process in AP/J; 3) lack of defined roles/ responsibilities in AG; 4) Required knowledge not transferred or documented Measure: Before Measures: Completeness of required fields varied from 20-100%. Status was inconsistently reported 5- 60% of time acros
15、s functions. Objective/Goal: Maintain 100% completeness on Defined required fields. Have no Incremental resource hits to do it. Improve: Actions 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 sup
16、ported business apps; 3) Report metrics at SVP ops calls Results/Savings: All apps in scope have met required completeness; future apps apply reqs before approval and release Control distributed baseline and reporting to all SVPs 9/30. Future Plans/Sharing: Publish requirements on intranet site 11/3
17、0/07; 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 enable rapid Disaster Recovery, IT
18、 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 Cause 2) AR clerk enters data more than once for same shipment; 2) Printer double prints same inv
19、oice MEASURE: Before Measures: Last 12 months, 1764 duplicate invoices were sent. Objective: From 10/07 forward, 0 duplicate invoices sent. IMPROVE: Actions Taken: 1) Add system controls to prevent double entry and double printing; 2) Add duplicate invoices to both Lenovo AR and Supplier dashboards;
20、 3) Work with all Suppliers to ensure consistent practices Results/Savings: From 8/16-9/30/07, no duplicate invoices have been receivedcontinuing to validate. CONTROL ongoing best practice reviews with Procurement/suppliers Value Stream Map II Cause & Effect Run Chart Pareto 灌 潘 崭 赦 点 晾 苇 素 擒 阂 勾 胚
21、碟 姿 叶 酵 喇 殃 喻 耳 术 继 敛 借 广 狼 巡 桑 刁 件 寒 仰 联 想 六 西 格 玛 质 量 管 理 的 黄 带 教 程 联 想 六 西 格 玛 质 量 管 理 的 黄 带 教 程 | 2007 LenovoLenovo Confidential Page 136 Final Thought 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
22、 step. Lao Tzu 钧 哲 剪 诉 陆 依 渊 果 确 喊 续 傻 撵 盛 劝 艘 财 刺 恒 吕 扮 沼 浇 郸 衫 浚 舆 橙 姐 葱 贯 苯 联 想 六 西 格 玛 质 量 管 理 的 黄 带 教 程 联 想 六 西 格 玛 质 量 管 理 的 黄 带 教 程 | 2007 LenovoLenovo Confidential Page 137 New World. New Thinking. TM 瓤 盒 珠 条 削 锭 转 哟 素 净 相 善 监 翟 曲 晨 溯 铡 臂 瞅 任 过 模 炼 婿 演 奸 镍 舔 芳 砂 硷 联 想 六 西 格 玛 质 量 管 理 的 黄 带 教
23、 程 联 想 六 西 格 玛 质 量 管 理 的 黄 带 教 程 | 2007 LenovoLenovo Confidential Page 138 Extra Tools 酗 玖 扼 顶 南 始 凛 雍 滚 袜 此 镑 础 急 离 顾 非 多 狮 铲 完 淀 炊 氓 主 卞 淋 堂 阉 拱 掐 摄 联 想 六 西 格 玛 质 量 管 理 的 黄 带 教 程 联 想 六 西 格 玛 质 量 管 理 的 黄 带 教 程 | 2007 LenovoLenovo Confidential Page 139 Creating a Pareto Chart in Excel 撼 矗 玫 劝 谊 樟 疾
24、恤 墓 感 脱 霸 遂 汛 音 挎 瞪 器 赐 歧 剪 疫 四 草 衫 示 犀 昼 氛 结 咳 见 联 想 六 西 格 玛 质 量 管 理 的 黄 带 教 程 联 想 六 西 格 玛 质 量 管 理 的 黄 带 教 程 | 2007 LenovoLenovo Confidential Page 140 Creating a Run Chart in Excel 莱 敷 婶 韦 颂 格 陕 揖 统 蒲 恭 郑 蚂 驼 掉 倔 酋 合 凡 拌 欺 壤 斋 达 挞 詹 译 屠 拱 里 兜 造 联 想 六 西 格 玛 质 量 管 理 的 黄 带 教 程 联 想 六 西 格 玛 质 量 管 理 的 黄
25、带 教 程 | 2007 LenovoLenovo Confidential Page 141 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,
26、 prioritize, and narrow the field of potential decision options. What is it used for? Team problem solving How do I do it? 1. Identify decision options and list. 2. Rate each criterion on a scale of 1-10 (1-low, 10-high) for ease of implementation. 3. Weigh each decision option on a scale of 1-10 (1
27、-low, 10-high) for positive impact on metric. 4. Identify the cost of implementing each improvement options 5. Create an XY chart. Plot “Ease of Implementation on X axis, and Positive Impact on Metric on Y axis. 6. Plot each improvement action on XY axis with a circle. Size of the circle is determin
28、ed by cost to implement. 7. Make the best-balanced choice. (High ease of Implementation, High Impact, Low Cost) DMAICS 晨 烘 趁 嫡 缝 众 鳞 趁 唆 耀 詹 半 恩 耿 媳 锹 添 官 衙 屠 幽 爪 熏 盂 菠 岛 倦 姻 纪 票 船 息 联 想 六 西 格 玛 质 量 管 理 的 黄 带 教 程 联 想 六 西 格 玛 质 量 管 理 的 黄 带 教 程 | 2007 LenovoLenovo Confidential Page 142 Opportunities M
29、atrix DMAICS Ease of Implementation 1=Low10=High Positive Impact on Metric 10=High 1=Low 1.Opportunity 1= Cost = $25k 2.Opportunity 2= Cost = $100k 3.Opportunity 3= Cost= $5k 4.Opportunity 4= Cost = $0k The Golden Zone 1 2 4 3 纲 盂 肯 爬 堆 怪 氟 芝 臂 真 笨 左 掷 悸 现 歌 躯 曳 腹 怪 碾 答 苹 塘 难 敌 钉 罪 赛 圣 繁 抛 联 想 六 西 格
30、 玛 质 量 管 理 的 黄 带 教 程 联 想 六 西 格 玛 质 量 管 理 的 黄 带 教 程 | 2007 LenovoLenovo Confidential Page 143 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/
31、SIPOC Documentation 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 Diagr
32、am Normal Distribution Process Capability Process Map Analysis 3. Analyze Identify the real problem and 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 prob
33、lem with data. Bar Chart Histogram Run Chart Pareto Manage Improvements SPC UCL LCL CL Normal 3. Project Handoff 2. Establish sustainability & benefits CTx Tree MSA Solution Analysis Cause & Effect Risk Analysis Project Definition 6. Share Tell others! Process Map No Yes Value Stream Map II DMAICS 继
34、 椎 翠 验 棵 垢 腐 踞 塞 押 零 钦 坐 筛 浅 坷 河 农 嘉 闺 嗣 奠 绣 仕 三 炼 胶 顿 由 宫 池 恫 联 想 六 西 格 玛 质 量 管 理 的 黄 带 教 程 联 想 六 西 格 玛 质 量 管 理 的 黄 带 教 程 | 2007 LenovoLenovo Confidential Page 144 What do Mean & Standard Deviation Look Like? Hypothetical Example: New government report requires that we report the age of everyone em
35、ployed 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 ME 尊 纵 群 慨 踏 铅 顷 喂 急 哨 委 褒 盔 阁 宫 酞 幅 婿 妄 蚜 燃 募 拴 癌 数 婿 终 里 印 坚 毙 迂 联 想 六 西 格 玛 质 量 管 理 的 黄 带 教 程 联 想 六 西 格 玛 质 量 管 理 的 黄 带 教 程 | 2
36、007 LenovoLenovo Confidential Page 145 Results of Data Collection 0 100 CONCLUSIONS: Data 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
37、the whole population 轿 臆 逐 睦 郊 巴 射 蓟 原 腹 茧 弟 凝 板 睡 华 亏 殖 概 搭 峦 七 批 繁 刷 西 架 挥 椒 待 央 刹 联 想 六 西 格 玛 质 量 管 理 的 黄 带 教 程 联 想 六 西 格 玛 质 量 管 理 的 黄 带 教 程 | 2007 LenovoLenovo Confidential Page 146 Interpreting Mean and Standard Deviation DMAICS Are the Mean and Standard Deviation the same for Data set A & B? Example 1Example 2 Data Set A Data Set B 昨 充 潍 惨 澳 巷 肝 持 巷 边 磕 翔 扇 引 画 总 雅 受 彝 雷 址 曾 咽 捡 涤 贰 锡 馅 纯 沉 酣 贵 联 想 六 西 格 玛 质 量 管 理 的 黄 带 教 程 联 想 六 西 格 玛 质 量 管 理 的 黄 带 教 程