What are the requirements for the introduction of Six Sigma internal training in enterprise factories?

What are the requirements for enterprises to introduce Six Sigma internal training?

The fifteen steps for enterprises to successfully introduce Lean Six Sigma management are as follows:

We can divide the whole process of implementing Lean Six Sigma management into five stages: preparation, introduction, growth, development and maturity. Before introducing Lean Six Sigma, enterprises need to make clear their long-term development strategy, organize the training and discussion of the top management, determine the positioning and vision of Lean Six Sigma strategy, confirm the introduction mode, visit and study, and select consulting and training institutions. After these six preparations are completed, the enterprise can formally enter the import stage.

The introduction of Lean Six Sigma will cause conflicts among members in the organization in their ideas and habits. If the introduction stage cannot be successfully implemented, lean six sigma management will be difficult to be recognized and promoted in the organization, and the resistance will become greater and greater. Therefore, the main goal of this stage is to make an overall plan to promote lean six sigma management, complete the first round of projects, and cultivate the first batch of excellent seeds of lean six sigma management.

1. The involvement of consulting companies

Successful introduction is the premise of continuously promoting lean six sigma management. After the enterprise management decides to introduce lean six sigma management, it is best to rely on external forces-lean six sigma consulting and training institutions to promote it.

2. Establish a promotion organization

In order to ensure the successful introduction of Lean Six Sigma management, there must be an organization to ensure that the objectives and responsibilities of each member participating in Lean Six Sigma projects are clearly defined and systematically implemented and assessed.

Lean Six Sigma Office is a full-time organization to promote enterprise Six Sigma management. Its main responsibility is to organize the formulation of the medium and long-term development plan of Lean Six Sigma, and to be responsible for the implementation, supervision, implementation and evaluation of the plan. However, enterprises that implement Lean Six Sigma often don't regard Lean Six Sigma Office as an independent department in the introduction stage, and more than 5% enterprises put it in the quality management department or human resources department. This will make the subsequent promotion work very difficult.

practice has proved that the lean six sigma office should be set as an independent department. If the workload of lean six sigma project in the introduction stage is not too heavy, it can be placed in the planning department or the strategic development department. Because these two departments have great influence in the enterprise, it is easier to mobilize resources from all sides.

3. Make an overall promotion plan

Once an organization decides to implement Lean Six Sigma, it hopes to start quickly, but if there is no long-term reasonable plan at this time, the introduction of Lean Six Sigma will often become a short-term behavior or a movement. Before starting the Lean Six Sigma project, enterprises should first consider the long-term direction and goals. Once the long-term strategy is determined, it is much easier to make a short-term implementation plan. This long-term strategy is what we call "Lean Six Sigma Overall Promotion Plan", and some enterprises call it "Enterprise Lean Six Sigma Management Plan for 3 ~ 5 years". Enterprises should think and design the plan as a whole from the beginning of the lead-in period, and continue to improve it at the end of the lead-in period. The implementation plan of the import stage must be very detailed, and each step must be very clear and executable.

in the 3-5-year lean six sigma plan, the organization should include the vision goal of lean six sigma in the enterprise, the entry point of lean six sigma promotion, the main measurement indicators in the process of lean six sigma promotion, the key areas of enterprise focus, key roles, lean six sigma training plan, project report, review and whole process management system, reward and recognition plan, communication and creating lean six sigma atmosphere.

the preliminary formulation of lean six sigma planning should be led by the lean six sigma office of the enterprise, with the participation of the senior management of the enterprise and the auxiliary guidance of the consulting company. It is best to introduce the plan at the end of the introduction period.

4. Clarify the strategic objectives of the lead-in period

Since the lean Six Sigma plan will be formulated and improved at the end of the lead-in period, the objectives of the lead-in period must be clearly expressed at first when the lead-in period is started, such as which implementation fields to choose, what results to achieve, what specific indicators are, how many black belt projects to achieve, and how many black belts and green belts to train and consult.

5, advocate training

Lean Six Sigma management is basically a new thing for anyone in the organization, and everyone should learn. However, as mentioned earlier, everyone plays different roles in the organization, and the content of learning in different roles should be emphasized.

The promoters of the lead-in period are mostly composed of members of the top management team of the organization or the top management team of secondary institutions. Many enterprises have successfully introduced Lean Six Sigma, so that all middle and high-level cadres can receive the training of Lean Six Sigma advocacy, unify and improve their understanding of Lean Six Sigma management, thus reducing the resistance caused by some people's lack of understanding in the follow-up promotion.

6. screening the first round of improvement projects

the success of the first round of lean six sigma management projects is the key to the success of the lead-in period. Once the first round of the project is successful, the members of the organization can clearly understand the meaning of Lean Six Sigma and its significance to the organization, and help the members to accept Lean Six Sigma, so that it can be introduced smoothly. Many people began to accept lean six sigma after the success of the first round of projects. Therefore, the selection of the first round project is very important, and some special considerations should be made.

a good lean six sigma project has the following characteristics: the project should be related to the enterprise strategy or a key business goal and contribute to the realization of this goal; Advocates care and expect to realize it; Support the improvement of customer satisfaction; The impact is great-the performance is improved by more than 8%, in which the black belt project gains more than 8, yuan and the green belt project gains more than 3, yuan; Have a suitable cycle-it can be completed within 4 ~ 6 months; There are clear quantitative measurement indicators; Can identify what the defect is and calculate the number of defects; Get the support and approval of management.

choosing a good lean six sigma project is half the battle. For the first round of lean Six Sigma projects, it is also necessary to consider the success of the project-not all projects can successfully achieve the expected goals. But for the first round of projects, there should be a success probability of 8% ~ 9%. Generally speaking, most Chinese enterprises choose to improve product quality, shorten product delivery cycle and reduce costs as the first round of projects.

7. Choosing the first batch of excellent seeds

The first batch of lean six sigma black belt candidates is the key to the smooth introduction of lean six sigma. They have a dual role: they are not only key members of the successful implementation of the first round of projects, but also let people see that lean six sigma can be successfully implemented in this enterprise; They are also the backbone of the organization to implement lean six sigma in the future. Some of them will continue to develop into their own lean six sigma experts, and will undertake the responsibility of cultivating more black belts and green belts, or take the responsibility of black belt masters to provide planning and technical support for the organization's future lean six sigma promotion work. When selecting the first batch of black belt personnel, it should be remembered that they should not only master the methods of Lean Six Sigma, but also accept the values of Lean Six Sigma. They should not only overcome the resistance in all aspects of the organization, but also lead their own project teams to solve complex problems across departments. Therefore, when selecting the first batch of black belt personnel, we should not only consider their technical ability, but also their leadership ability and whether they have the spirit of perseverance in the face of difficulties. The organization should put the best human resources into the first round of lean six sigma black belt training and project implementation.

generally speaking, a lean six sigma black belt candidate should have the following characteristics: a clear understanding of the organization's business objectives; Have more than 3 years working experience in enterprises and understand the operation of enterprises; Engineering background is preferred; Have overall awareness; Have good thinking ability and analytical skills; Strong communication and coordination skills; Strong ability to use technology to solve problems; Strong financial sensitivity; Good computer application ability; Have certain leadership ability and experience; Open-minded and willing to accept new knowledge; Have the spirit of optimism, tenacity, persistence and not being afraid of difficulties; Can get people's respect.

enterprises should choose black belt and green belt projects from a strategic perspective, and then choose black belt and green belt candidates according to the project areas.

8. Hold the kick-off meeting

The main purpose of the kick-off meeting is to blow the battle horn of Lean Six Sigma, create an atmosphere of Lean Six Sigma management, publicly express the commitments of relevant organizations and members, inspire morale, build confidence, and arouse the support of all cadres and employees for Lean Six Sigma management.

The main participants of the kick-off meeting should include senior leaders of enterprises, members of the Lean Six Sigma Promotion Committee, members of the Lean Six Sigma Office, leaders of various departments of enterprises, relevant personnel of the Finance Department and the Human Resources Department, proponents of the first phase of the project, black belt students, green belt students and core members of the black belt project. In addition, enterprises should also invite the leaders of consulting companies and major consultants to participate.

9. First round of black belt and green belt training

Whether the first round of black belt training is successful or not is directly related to the success or failure of the first round of Lean Six Sigma projects, and then affects the smooth introduction of Lean Six Sigma.

Learning with projects is a major feature of black belt training. Everyone who takes part in the study should have a clear project and practice while studying. Lean Six Sigma black belt training is generally carried out in stages, which is divided into four stages: D (definition), M (measurement), A (analysis), I (improvement) and C (control). Each stage of training lasts about one week, and then it takes about three weeks to do the project. Before the next training, report the implementation of the previous stage of the project. Green belt training is divided into two stages: DM and AIC, and the content is the concentration of black belt.

The training contents mainly include: the concept of lean Six Sigma, the DMAIC process for solving problems, statistical techniques, etc., so that trainees can have the skills needed to solve complex problems. Among them, the training of influence, affinity, team work ability and communication ability is also very important.

1. black belt and green belt project consultation

because the implementation of lean six sigma is carried out in an alternating cycle of "training-project practice-training-project practice", the consultants of general consulting companies will provide one-on-one counseling and consultation for improvement projects in stages. The black belt conducts counseling and consultation on improvement projects in four times, and the green belt conducts counseling and consultation on improvement projects in two times. The main purpose of the consultation is threefold: to guide students to further master the knowledge, methods and tools of lean six sigma management, to ensure that the direction of lean six sigma improvement projects does not deviate, and to help students correctly use lean six sigma methods and tools to solve practical problems of enterprises and achieve improvement goals.

11. Preliminary construction of the system

The preliminary construction of the lean six sigma management system is the basic guarantee system construction that guides the entry stage. This does not need to be comprehensive, but the key system must be established to ensure the smooth implementation and successful implementation of the import stage. These systems mainly include the following aspects:

First, establish lean six sigma project accounting standards. In the end, every Lean Six Sigma project has to prove its benefits by finance. Therefore, the enterprise should let the financial department formulate a unified financial accounting standard for Lean Six Sigma projects according to the requirements of Lean Six Sigma projects, and each Lean Six Sigma project should calculate its financial benefits according to the relevant standards of the enterprise. At the same time, the financial department should also review and confirm the financial benefits of each lean Six Sigma project at the end of the project.

second, establish a lean six sigma management objective assessment system. In order to implement the lean six sigma work, it is necessary to incorporate the lean six sigma work into the performance appraisal of departments and individuals. For example, in GE Company, lean Six Sigma work accounts for 4% of the departmental assessment indicators. Different roles in Lean Six Sigma project have different proportions in their performance appraisal indicators. Generally speaking, recommendation departments can account for 1%~3%, advocates can account for 1%~2%, black belts can account for 6%~1%, and green belts can account for 2%~5%.

thirdly, establish a reward and recognition system. Lean Six Sigma requires people to devote themselves wholeheartedly. The establishment of reward and recognition system can arouse people's enthusiasm to participate in lean six sigma work.

fourthly, establish a project management system. The organization should formulate the management system of the whole process from project establishment, process monitoring to result evaluation, which is conducive to the smooth implementation of lean six sigma projects.

12. improve project review

in order to continuously promote lean six sigma management and produce practical results, it is necessary to continuously track the implementation of lean six sigma projects, including tracking the project establishment, project objectives, project benefits, progress and stage results. This is an effective means to promote the progress and results of the project. The first black belt and green belt projects are generally divided into two levels of evaluation.

the first level review is led by the project sponsor, usually once a week or two. The form of review can be flexible and diverse, and all members of the project team should participate. The contents of the proposed review include the comparison between the progress and requirements of DMAIC, the achievements achieved in the stage, the problems encountered and solutions, the action plan for the next stage and the resource requirements. The review time of each project is about 15 ~ 3 minutes.

The second level review is led by the unit leader or the Lean Six Sigma Committee, usually organized by the Lean Six Sigma Office, with the participation of project promoters, black belts and green belts. The review period is generally one month or one quarter, and plans should be made in advance. The contents of the proposed review include the project overview, the results obtained after the previous review, the expected benefits of the project, the problems encountered and solutions, the direction to be determined, the action plan for the next stage and the resource requirements.

13. create a lean six sigma atmosphere

efforts can be made in many aspects to create a lean six sigma atmosphere:

first, senior leaders mobilize and preach. After the positioning, vision and goal of Lean Six Sigma are determined, senior leaders should clarify it on appropriate occasions, and let more people know the significance and practice of Lean Six Sigma through middle managers, grass-roots managers and advocates at all levels, and black belt and green belt students.

second, participate in industry exchanges. Lean Six Sigma office members and the company's main advocates can lead key members to study and exchange in similar or the same industry units that implement lean Six Sigma management, or participate in relevant domestic exchange activities, and publicize the exchange results and experiences within the company.

thirdly, build a daily communication platform. At the initial stage of introduction, Lean Six Sigma Office should organize students to hold seminars and exchange meetings regularly. When Lean Six Sigma is introduced to a certain stage, enterprises can set up communication platforms such as Lean Six Sigma Forum on the internal office network, and students can take their learning experiences or questions to this platform for exchange and discussion.

fourthly, the cultural connotation, the visualization of lean six sigma management progress and achievements. Enterprises can make the basic concepts and related terms of Lean Six Sigma into a Lean Six Sigma handbook and send it to all employees, make the core concepts of Lean Six Sigma management into slogans and post them in prominent positions in enterprises, and publish the progress and achievements of Lean Six Sigma projects in bulletin boards or internal forums.

fifth, commend outstanding workers. When establishing the management system in the import stage, you need to establish the corresponding