Holding the Making Sure Your solutions Stick.pptVIP

The Six Sigma Revolution The Six Sigma Revolution 第九章 Holding the GainsMaking Sure Your solutions Stick 王德榮 9042302 Key Learning 控制應包括策略與戰術層次 戰術控制根基於新流程的標準化及新流程的生產力 策略控制是BPM的最後要素－參考第二章 策略控制是由Business Quality Council來管理 Business Quality Council至少每週開會一次 最好的設計，Business Quality Council與經理部門合而為一。 每一次開會，Business Quality Council都要衡量Dashboards與high-profile專案。 此外，工作尚包括挑選新專案，持續的施行教育，衡量各單位的績效及檢討更新組織的品質政策。 控制的方式 主要的方式－qualitative and quantitative 挑選依據－對流程標準化（standardization）與生產力（throughput）的瞭解 標準化－指專案執行improvement後流程的穩定度 “As-is” 流程現況 v.s “To-be” 流程期望 “To-be” 流程應具備標準化 生產力－流程其產品或服務產出的數量 生產力分類－低-少於10次/單位，中-20至50次，高-多於50次。 Process throughput-standardization matrix tools The five steps to statistical control charting step1－Collect data in order of chronological sequence step2－Calculate subgroup averages and subgroup ranges step3－Calculate the control limits step4－Plot subgroup averages and subgroup ranges on the control chart step5－Analyze, interpret, and utilize the chart Documentation Process owner必須記錄控制階段的所有改善活動 避免太瑣碎的記錄，那會使改善失焦 太多太重的記錄也會使改善失去動力 Response plans－the last action item of DMAIC Response plan table-should be map, measures, spec. and targets, data collection methods, control methods, process improvement. 好的 Response plan可使員工瞭解如何去配合DMCIA循環。 Step8－Strategic control-the most important step Continual management of the processes to achieve the Strategic Business Objective of the organization. 接續Chapter 2 Step1-7的討論－1.決定 Business Process Management的流程2.挑選專案實施DMAIC循環 Business Process Management Step1-7回顧 Step1－Creation and Agreement of Strategic Business Objectives策略目標的建立與共識 Step2－決定Core, Key Sub-, and Enabling流程 Step3－指定 Process Owner Step4－Creation and Validation of Measurement ‘Dashboard’ Step5－Data Collection on Agreed Dashboards Step6,7－ Creation of Project Selection Criteria and Choosing First Projects Step8－Continual Management of Processes to Achieve Strategic Objectives of the Organization BPM最後且最重要的一個步驟是由策略層次所控制 策略控制由Business Quality Council所管