SixSigma与人力资源管理课件.ppt

1、Six Sigma What It is How It Affects Human ResourcesRonald D.SneeK.W.Tunnell ConsultingNovember 13,2001What is Six Sigma?Measure of how well a process is performing -Six Sigma process produces 3.4 defects per million opportunities -Most companies are at 3-4 sigma levelPhilosophy of reducing defects s

2、o we can improve customer satisfaction and reduce costsBusiness Strategy that increases process performance resulting in enhanced customer satisfaction and improved bottom line($).What is Six Sigma?ImprovementBreakthroughSystematic,Focused ApproachRight Projects-Linked to Business GoalsRight People-

3、Selected&TrainedProject Management-Management ReviewsSustaining Gains-Identify New ProjectsRight Results-Process&Financial($)Process ThinkingProcess VariationFacts,Figures,DataDefine,Measure,Analyze,Improve,Control8 Key Tools -Linked and SequencedStatistical ToolsMinitabCritical Few VariablesINITIAT

4、IVE METHODS&TOOLS ROLES OF LEADERSManagement TeamProjectChampionMaster Black BeltGreenBeltBlack BeltandTeamFunctional GroupsHR,Finance,ITEngg,QA,etc.Six Sigma Improvement StrategyPhase 0:Process DefinitionPhase I:Process MeasurementPhase II:Process AnalysisPhase III:Process ImprovementPhase IV:Proce

5、ss Control8 Key Six Sigma ToolsMaps and MetricsCause and Effect MatrixGage R&R StudyCapability AnalysisFailure Mode and Effects AnalysisMulti-Vari AnalysisDesign of ExperimentsControl Plans including Statistical Process ControlAdvanced tools are used as needed to speed up improvementSome Manufacturi

6、ng Black Belt ProjectsIncrease process yield$300kIncrease process capacity$400kIncrease dryer throughput$130kReduce process downtime and scrap$320kReduce caustic use of Process Z$2000kMaterial loss:Reduce scrap&increase yield$150kReduce wet milling operations costs$300kTopics of Non-Manufacturing Pr

7、ojects Billing Energy Reduction Engineering Environmental Finance&Accounting Human Resources Information Technology Internal Audits Inventory Reduction Legal Logistics-Transportation Customer Service Maintenance Planning and Scheduling Product Design Purchasing QC Lab Safety Sales ShippingProjects i

8、n Human ResourcesReduce cycle time on hiring process Increase“hit rate”on job applicantsEmployee turnover reductionOvertime reductionReducing staffing shortagesCycle Time Reduction for Long-Term Disability Application ProcessLong Term Disability Application ProcessSite Determines Condition Prevents

9、Employee from Returning to Work IndependentMedicalEvaluationEmployeeSiteMedicalSiteHuman ResourcesMedicalAuthorizationMedical Evaluation ReportMedicalAuthorizationCase Determination LetterEnter Total&Permanent CodeBenefits Supplier Review ProcessApproval/DenialEmployee Requests Site to Initiate an A

10、pplicationAlternativeSupportingMedical InfoTransferrable Skills Analysis&Labor Market SurveyWeekly Disability Claim Notification ProcessImprovementsSupplier Processes-Renegotiate sub-contractors terms-New case management reporting-Review of case turn-around time performanceDupont Processes-Greater u

11、se of email and intranet-Case tracking and reporting database added-Use of performance metrics at SBU and sites-Ongoing communication,training and educationBenefitsAverage Cycle Time reduced 50-70%Process performance now meeting customer requirements of decisions in Granted by Project Champion Appro

12、ved by Six Sigma Recognition CommitteeBlack Belt Recognition(cont.)Six Sigma Spirit Awards -Made by Project Champion-Recognizes and rewards efforts and achievements during projects with individual and team awards theater/movie tickets,dinners,t-shirts,spot cash bonuses,etc.Six Sigma Success Plaque-A

13、warded at completion of first project Engraved placard for project Plaque designed to add multiple projects as completedCompany K-Recognition Program(Contd)Green Belt Recognition-Similar to Black Belt recognition-No certification bonusProject Team Member Recognition-Similar to BB and GB Recognition-

14、No certification awardsAnnual Six Sigma Recognition event-Presentation of key projects-Dinner reception with senior leadershipSummary Six Sigma-It is different-It works if you follow the process-Produces significant bottom line results Change is required by all persons who get involved with the init

15、iative Six Sigma will last as long as it produces bottom line results($)SHOW ME THE MONEY($)Show Me The Money($)ReferencesBlakleslee,J.A.,Jr.(1999)“Implementing the Six Sigma Solution”,Quality Progress,July 1999,77-85.Breyfogle,Forest W.III(1999)Implementing Six Sigma Smarter Solutions Using Statist

16、ical Methods,Wiley-Interscience,John Wiley and Sons,New York,NY.Breyfogle,Forrest W.,Cupello,J.M.,and Meadows,B.(2001)Managing Six Sigma,John Wiley and Sons,New York,NY.Eckes,G.(2001)Six Sigma Revolution,John Wiley and Sons,New York,NYHahn,Gerald,J.,Hill,William J.,Hoerl,Roger W.,and Zinkgraf,Stephe

17、n A.(1999)The Impact of Six Sigma Improvement-A Glimpse into The Future of Statistics The American Statistician,August 1999.ReferencesHarry,Mikel J.(1998)“Six Sigma:A Breakthrough Strategy for Profitability”,Quality Progress,May 1998,60-64.Harry,Mikel and Schreoder,Richard(2000)Six Sigma The Breakth

18、roygh Management Strategy Revolutionizing the Worlds Top Corporations,Currency Doubleday,NY,NYHoerl,R.W.(1998)“Six Sigma and the Future of the Quality Profession”,Quality Progress,June 1998,35-42.Hoerl,R.W.and Snee,R.D.(2002)Statistical Thinking-Improving Business Performance,Duxbury Press,Pacific G

19、rove,CAMaguire,Miles(1999)“Cowboy Quality Mikel Harrys Riding Tall in the Saddle as Six Sigma Makes its Mark.”Quality Progress,October 1999,27-34.Pande,P.,Neuman,R.,and Cavanuagh (2000)The Six Sigma Way,McGraw-Hill,New York,NY.ReferencesPyzdek,T.(1999)The Complete Guide to Six Sigma,Quality Publishi

20、ng,Tucson,AZPyzdek,T.(2000)The Six Sigma Handbook,McGraw-Hill,New York,NYQuality Engineering(2000)Volume 12,No.3.Five articles on Six Sigma.Snee,R.D.(1999)“Statisticians Must Develop Data-Based Management Systems as Well as Create Measurement Systems.”International Statistical Review,67,No.2,August

21、1999,139-144.Snee,R.D.(1999)“Why Should Statisticians Pay Attention to Six Sigma?”Quality Progress,Sept.1999,100-103.Snee,R.D.(1999)“Development and Use of Statistical Thinking:A New Era”,International Statistical Review,67.ReferencesSnee,R.D.(2000)“Impact of Six Sigma on Quality Engineering”,Qualit

22、y Engineering,12,No.3,ix-xiv.Snee,R.D.(2000)“Six Sigma has Improved Both Statistical Training and Processes”,Quality Progress,Oct.2000,68-72.Snee R.D.(2001)“Dealing with the Achilles Heel of Six Sigma-Project Selection”,Quality Progress,March 2001,66-72.Snee,R.D.(2001)“Focus on Improvement,Not Train

23、ing”,Quality Management Forum,Spring 2001,7,8,16.Snee,R.D.(2001)“Make the View Worth the Climb Focus Training on Delivering Better Business Results”,Quality Progress,November 2001,58-61.Zinkgraf,S.A.(1998)“An Overview of Operational Excellence and Six Sigma at Allied Signal”,Transactions of the American Quality Congress,173-175.