6西格玛与精益生产培训 (NXPowerLite).ppt

Leadership Vision Establishing a Performance Standard A performance standard translates customer needs into quantified requirements for our product or process A Great Project Should… Be clearly bound with defined goals If it looks too big, it is Be aligned with Strategic Business Objectives and initiatives It enables full support of business Should have high Impact the Bottom Line Be felt by the customer There should be a significant impact Work with other projects for combined effect Global business initiatives Show improvement that is locally actionable Relate to your day job Focus on key CTQ’s Selecting the Right Projects Project Prioritization Matrix The desirability of a project increases as you move from the lower right to the upper left, and as the circle gets larger Success Factors Project scope is manageable Project has identifiable defect Project has identifiable impact Adequate buy-in from key stakeholders To Be Successful… Set up project charter and have it reviewed Measure where defects occur in the process Assess and quantify potential impact up front Perform stakeholder analysis Common Pitfalls Inadequately resourcing the project Duplicating another project Losing project momentum Picking the easy Y, not the critical Y Avoiding Pitfalls Identify and get committed resources up front Research the project database and translate from other projects where possible Set up milestones and a communications plan A Good Project A good project: Problem and Goal Statements are clearly stated Defect and opportunity definition is clearly understood Does not presuppose a solution Clearly relates to customers and their requirements Aligns to the business strategy Uses the tools effectively Is data driven A Bad Project Project Chartering A Charter: Clarifies what is expected of the team Keeps the team focused Keeps the team aligned with organizational priorities Transfers the project from the Champion to the improvement team Five Major Elements Of A Charter Th