【经管励志】01_TRANSPROJECTS培训资料.pptVIP

When Six Sigma started out in organizations in the late eighties and early nineties, we focused on the manufacturing components of our organizations, since this was where much of our expertise, as engineers, was; our focus was on the measured processes that manufactured the products we delivered to customers. As Six Sigma matured in these organizations, projects were established in non-manufacturing areas, such as Sales, Marketing, Finance, Shipping / Receiving, etc. These types of projects were come to be talked about as “Transactional” in nature and were seen by some as needing a different or supplemental set of “tools”. Now we have companies traveling the Six Sigma Road who you would not consider as “Manufacturers” in any sense of the word. Goal: To even think about a goal of zero defects would require us to first, actually measure defects. In transactionally based environments we have tolerated defects mostly because we have not measured them or focused on them. Methodology: Individuals from non-manufacturing environments haven’t focused on “quality” issues. So these individuals aren’t trained to think as problem solvers and are lacking a strategy like MAIC. A true system of Six Sigma can be achieved regardless of the nature of your business. At the end of the day, Six Sigma today is about Business and Process Excellence regardless of the products or services your organization provides. So non-manufacturing environments arguable have more need for Six Sigma than traditional manufacturing based environments. The answers to these questions tend to be universal. No matter whether you are a service business or a production line, the answers to these questions tend to be consistent among managers. Question 1: It’s usually really easy for a manager to select one of his biggest problems. Question 2: It’s usually fairly easy for him to assign one of his best people to work on it. Question 3: It’s usually pretty hard