六西格玛管理-6Sigma绿带基础知识.pptVIP

* * In the previous section, the team identified the measures that are needed to evaluate how the process under review is currently performing. These measures directed the data collection that now provides the team with actual performance data on the process. In this section, Analyze Opportunity, the team will learn and apply a number of tools and techniques for analyzing the data and drawing data-based conclusions about why the process is performing as it is. These findings may lead the team toward additional data collection or allow the team to jump into the root cause analysis tools that play such an important role in effective problem solving. The output of this section are verified root causes that will eventually be reduced or eliminated by the team’s solutions. 24 * * * This is the final section of the Sigma Improvement Process for performance improvement. Control is also the phase of the methodology where a team is able to capitalize on its investment in time, analysis, and creativity to achieve real, measurable business improvement building on relevant output from previous phases. Improvement plans are designed to change processes and behaviors that result in increased customer satisfaction and business performance. The basis for Controlling Performance is the Plan - Do - Check - Act cycle. The team is now prepared to pilot improvements, allowing each successive “expansion” of the solution to be validated and improved. Improvements are then institutionalized and monitored with control plans to measure sustained results. Upon completion of this step, the business will have achieved measurable improvement and taken a significant step toward adopting 6 Sigma for continuous improvement. 26 * * The main purpose of this step is to define the project. The Define step establishes the nature of the upcoming work through the Charter and the Product/Service Generation Plan. Projects which do not define their objectives, develop a plan, assign roles and res