six sigma deployment practice（英文ppt 43页）.pptVIP

Six sigma deployment practice Outline Deployment strategy Resource planning 福特汽車如何因應挑戰？ 2002年的全新挑戰 交流時間 Deployment Strategy Breakthrough Improvement How Did We Start - Long Term Vision and Initial Strategy Resource Planning It Takes More Than Tools to Improve To ensure that the company does eventually break free of its reliance on these ‘traditional’ methods, it must possess the resolve to assign a sufficient body of skilled resources focused on driving for improved capability and performance As capability increases, the benefits multiply and productivity of the company improves Strike the right balance between immediate and longer term needs A fire fighting culture, combined with a reliance on inspection as a means of delivering customer satisfaction, has limited the development of many companies If a company is to progress from 3-4 sigma capability towards 6 sigma, it must find and eliminate the root causes that limit process, and ultimately business, capability While this is taking place, the company must, in the short term, protect the interests of the customer by the continued use of ‘traditional’ methods Who Are the Key Players? Executives Deployment ChampionsSM Project ChampionsSM Black BeltsSM Green BeltsSM Master Black BeltsSM Cross-Functional Cooperation Needed The Evolution of a Project vs. Level of Responsibility / Drive HUMAN RESOURCE PRACTICES Human Resource Practices Career Planning Development Black Belt candidate selection Promotional Practices During or after assignment Performance Review Successful Black Belt Characteristics Communication: Utilizes formal and informal written and oral communications to clearly and concisely convey ideas and obtain requisite feedback. Drive For Results: Sustains high intensity and focus over time even under adverse conditions while allocating time and resources to deliver superior results. Problem Solving: Utilizing discipline approach that demonstrates the expertise necessary to evaluate comple