What links should manufacturing enterprises pay attention to when implementing Six Sigma-Lean Six Sigma Training Consulting Company?

Lean Six Sigma Training Consulting Company is not doing very well, and Zhang Chi International is one of them. With the increasing emphasis on quality and cost, manufacturing enterprises pay more and more attention to Six Sigma management. We can divide the whole process of implementing Six Sigma management into five stages: preparation stage, introduction stage, growth stage, development stage and maturity stage. Before introducing Six Sigma, enterprises need to make clear their long-term development strategy, organize high-level training and discussion, determine the positioning and vision of Six Sigma strategy, confirm the ways of introducing, visiting and learning, and select consulting and training institutions. After these six preparations are completed, the enterprise can formally enter the import stage.

The introduction of six-horse will cause conflicts among members in the organization in their concepts and habits. If the introduction stage cannot be successfully implemented, Six Sigma (Six Sigma) will be difficult to be recognized and promoted in the organization, and the resistance will be greater and greater. Therefore, the main goal of this stage is to make an overall plan for the promotion of six sigma, complete the first round of projects, and cultivate the first batch of excellent seeds of Six Sigma.

Establish a promotion organization

In order to ensure the successful introduction of Six Sigma (Six Sigma), it is necessary to organize the guarantee, clarify the objectives and responsibilities of each member participating in the Six Sigma project, and systematically implement and evaluate it.

Six sigma office is a full-time organization to promote the management of six sigma in enterprises. Its main responsibility is to organize the formulation of the medium-and long-term development plan of Six Sigma, and to be responsible for the implementation, supervision and evaluation of the plan. However, enterprises that implement Six Sigma (Six Sigma) management often don't regard the Six Sigma office as an independent department at the introduction stage, and more than 50% 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 Six Sigma (Six Sigma) office should be set up as an independent department. If the workload of 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.

Consulting companies involved

Successful introduction is the premise of continuously promoting Six Sigma. After the enterprise management decided to introduce Six Sigma (Six Sigma), it would be better to promote it with the help of external force-Six Sigma consulting and training institutions.

Clarify the strategic objectives of the lead-in period

Since the Six Sigma Plan will be formulated and improved at the end of the lead-in period, at the beginning of the lead-in period, the objectives of the lead-in period should be clearly expressed, such as which implementation fields to choose, what results to achieve, what specific indicators are, how many black belt projects to achieve, how many black belts and green belts to be trained, and how to arrange the training and consultation time for black belts and green belts.

Advocate training

Six-horse management is basically new to anyone in the organization, and everyone must learn. However, as mentioned above, everyone plays different roles in the organization, and the content of learning in different roles should also be focused.

The sponsors of the introduction period are mostly composed of members of the senior management team of the organization or the senior management team of the secondary institutions. Many enterprises that have successfully introduced Six Sigma have all middle and high-level cadres trained in Six Sigma (Six Sigma), so as to unify and improve their understanding of Six Sigma (Six Sigma), thus reducing the resistance caused by some people's ignorance in subsequent promotion.

Select the first batch of excellent seeds.

The first batch of six eligible black belt candidates is the key to successfully introduce six eligible horses. They have dual roles: they are not only the key members of the successful implementation of the first round of projects, but also let people see that the six horses can be successfully implemented in this enterprise; They are also the backbone of the organization to implement the Six Sigma in the future. Some of them will continue to develop into their own six-horse experts, and will take on the responsibility of cultivating more black belts and green belts, or take on the responsibility of black belt masters, and provide planning and technical support for organizing the future promotion of six-horse. When selecting the first batch of black belt personnel, we should remember not only to master the six methods of being suitable for horses, but also to accept the values of being suitable for horses. 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 training and project implementation of the Six Sigma Black Belt.

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

Enterprises should first select black belt and green belt projects from a strategic perspective, and then select black belt and green belt candidates according to the fields where the projects are located.

Screening the first round of improvement projects

The success of the first round of Six Sigma (Six Sigma) project is the key to the success of the introduction period. Once the first round of the project is successful, the members of the organization can clearly understand the meaning of the six horses and their significance to the organization, and help the members of the organization accept the six horses (six horses), so that they can be introduced smoothly. After the success of the first round of the project, many people began to accept six sigma. Therefore, the selection of the first round of projects is very important, and there must be some special considerations.

A good 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; Advocating care and expecting realization; Support the improvement of customer satisfaction; It has a great impact-the performance has increased by more than 80%, including more than 800,000 black belt projects and more than 300,000 green belt projects; There is a suitable cycle-it can be completed within 4 ~ 6 months; There are clear quantitative measurement indicators; Be able to identify what defects are and calculate the number of defects; Get the support and recognition of management.

Choosing a good six-horse (six-horse) project is half the battle. For the first round of six projects that are suitable for horses, it is also necessary to consider the success of the projects-not all projects can successfully achieve the expected goals. But for the first round of the project, there should be a success probability of 80% ~ 90%. Generally speaking, most enterprises in China choose to improve product quality, shorten product delivery cycle and reduce costs as the first round of projects.

Make an overall promotion plan

Once an organization decides to implement six suitable horses, it hopes to start quickly, but without a long-term reasonable plan, the introduction of six suitable horses will often become a short-term behavior or a movement. Before starting the six suitable horse projects, 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 the "six suitable horses (six suitable horses) overall promotion plan", and some enterprises also call it the "six suitable horses (six suitable horses) three to five-year plan". 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 three-to five-year six-horse-fit plan, the organization should include the vision and objectives of six horses in the enterprise, the entry point of six horses (six horses) promotion, the main measurement indicators of six horses promotion process, the key areas of enterprise concern, key roles, six horses training plans, project report, review and whole-process management system, reward and commendation plan, communication and creating six horses atmosphere.

The preliminary formulation of the six-horse planning should be led by the six-horse (six-horse) 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 launch the plan at the end of the introduction period.

Hold a kick-off meeting

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

The main participants in the kick-off meeting should include the senior leaders of the enterprise, six members of the promotion committee of Yima, six members of the office of Yima, leaders of various departments of the enterprise, relevant personnel of the finance department and 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 and main consultants of consulting companies to participate.

The first round of black belt and green belt training

The success of the first round of black belt training is directly related to the success or failure of the first round of six horses, and then affects the smooth introduction of six horses.

Learning in projects is a main feature of black belt training. Everyone who takes part in the study should have a clear project and practice while learning. Six Sigma black belt training is generally carried out in stages, which are divided into four stages: D (definition), M (measurement), A (analysis), I (improvement) and C (control). The training in each stage is about 1 week, and then it takes about 3 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 six sigma, the DMAIC process of solving problems, statistical techniques, etc. , so that trainees have the skills needed to solve complex problems. Among them, the cultivation of influence, affinity, team work ability and communication ability is also very important.

Black belt and green belt project consultation

Because the implementation of Six Sigma is carried out in the alternating cycle of "training-project practice-training-project practice", the consultants of general consulting companies will provide one-on-one counseling and consultation on improvement projects in stages. The black belt counsels and consults the improvement project four times, and the green belt counsels and consults the improvement project twice.

The main purpose of the consultation is threefold: to guide students to further master the knowledge, methods and tools of Six Sigma, to ensure that the direction of the six horse-fit improvement projects does not deviate, and to help students correctly use the six horse-fit methods and tools to solve practical problems in enterprises and achieve improvement goals.

Landai training

The organization can give some grass-roots managers, technical backbones and core members of the black belt project 1 ~ 3 days of basic Six Sigma knowledge training, which we can call blue belt training. The purpose is to let the grass-roots managers and technical backbones of enterprises understand Six Sigma knowledge, actively cooperate with and participate in Six Sigma black belt and green belt improvement activities, and increase support for the first round of black belt and green belt projects. But some enterprises put blue ribbon training in the growth stage.

Preliminary construction of the system

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

First, establish accounting standards for six suitable projects. Finally, every six eligible projects must prove their income through finance. Therefore, the enterprise should ask the financial department to formulate unified financial accounting standards for the six projects in Yima according to the requirements of the six projects in Yima, and calculate their financial income 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 Six Sigma project at the end of the project.

Second, establish a Six Sigma (Six Sigma) target evaluation system. In order to implement the Six Horses Fit Work, it is necessary to incorporate the Six Horses Fit Work into the performance appraisal of departments and individuals. For example, in GE, six horse-fit jobs account for 40% of the department's assessment indicators. Different roles in the six horse-fitness projects have different proportions in their performance appraisal indicators. Generally speaking, recommendation departments can account for 10%~30%, advocates can account for 10%~20%, black belts can account for 60%~ 100%, and green belts can account for 20%~50%.

Third, establish a reward and commendation system. Six Sigma requires people to devote themselves wholeheartedly. The establishment of reward and commendation system can arouse people's enthusiasm to participate in the work of Six Sigma.

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

Improve project review

In order to continuously promote Six Sigma (Six Sigma) management and produce practical results, it is necessary to continuously track the implementation of six 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 grades.

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 in this stage, the problems encountered and solutions, the action plan and resource requirements for the next stage. The review time of each project is about 15 ~ 30 minutes.

The second-level review is led by the unit leader or the Six Sigma Committee, usually organized by the Six Sigma Office, and the project sponsor, black belt and green belt should participate. The review period is usually 1 month or 1 quarter, so plan ahead. The contents of the proposed review include the general situation of the project, the achievements obtained after the last 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.

Create a six-horse atmosphere

There are many ways to create a six-horse atmosphere:

First, senior leaders mobilized and preached. After the positioning, vision and goals of the six suitable horses are determined, senior leaders should clarify them on appropriate occasions, and let more people know the significance and practice of the six suitable horses through middle managers, grass-roots managers and advocates at all levels, as well as black belt and green belt students.

Second, participate in industry exchanges. Members of the Six Sigma Office and the company's main advocates can lead the backbone members to study and exchange in similar or the same industry units that implement Six Sigma, or participate in relevant domestic exchange activities, and publicize the exchange results and experiences within the company.

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

Fourthly, the cultural connotation of Six Sigma (Six Sigma) and the visualization of its progress and achievements. Enterprises can make the basic concepts and related terms of Six Sigma into six suitable horse manuals and distribute them to all employees, make the core concepts of six suitable horses into slogans and post them in prominent positions of enterprises, and publish the progress and achievements of six suitable horse projects on bulletin boards or internal forums.

Fifth, commend outstanding workers. When establishing the management system in the introduction stage, we should establish the corresponding incentive mechanism and publicize it widely. After the stage review and final review of the project, the incentive mechanism should be honored. Hold a public commendation meeting to encourage outstanding representatives to share and exchange the practical experience of the six horses.

Sixth, the concept of six sigma (six sigma) is working, and six sigma language is a daily language. In order to apply the methodology and core concepts of the six horses to not only the six horse-fit projects, but also the daily work, we should use data to speak everything.

Hold a summary meeting

The summary should summarize the improvement effect and successful experience in the import stage, and issue certificates to outstanding black belt students, green belt students, advocates and teams. The summary meeting is an opportunity to share successful experiences, and it is also a good opportunity for managers and employees to understand Six Sigma.

At the same time, according to the 3-5-year plan of Six Sigma (Six Sigma), the summary should put forward the target requirements for the next stage, which will serve as a link between the past and the future.

Management workflow in the introduction stage of Six Sigma

This paper introduces the common misunderstandings in the implementation of six-fitness horse.

Too much emphasis on statistical techniques.

A notable feature of Six Sigma is the wide application of statistical technology in management. However, statistical techniques only support the process of solving DMAIC problems. When any organization implements Six Sigma (Six Sigma), it must be combined with enterprise strategy to enhance enterprise execution through Six Sigma. Otherwise, statistical technology can only achieve some tactical effects, but can not bring the expected sustained returns to the organization.

Equivalent to improvement project

A prominent feature of six sigma is to promote the work in the form of black belt and green belt improvement projects, but this does not mean that the six-horse (six-horse) of an enterprise is a black belt and green belt project. Because of this misunderstanding, individual enterprises send several people out to study the black belt, and then let them do some projects to solve some problems of enterprises. Often these people will encounter many difficulties in solving problems-no one knows what they are doing and no one will cooperate with them. Introducing six sigma should be the behavior of the whole organization. Only by systematically introducing six suitable horses (six suitable horses) and forming six suitable horse cultures that pursue excellent management can we really promote the improvement of enterprise performance.

As a black belt.

Black belts play a key role in promoting the implementation of six sigma, but the implementation of Six Sigma can not be completed by just a few black belts. The success of Six Sigma depends on the joint efforts of team members. In an enterprise that is introducing six sigma management, everyone in the company's top managers, middle managers, black belt masters, black belts, green belts, project teams and organizations should actively play their roles to ensure the successful implementation of six Sigma.

It is equivalent to a large-scale training program.

Training plays an important role in the introduction of Six Sigma (Six Sigma), but training is only an important link in the promotion process. Six sigma must alternate training with project practice. Training is for better implementation. Only by letting everyone who has received Six Sigma training continue to do the Six Sigma project can the organization gain long-term benefits from the Six Sigma management.

Managers only agree not to participate.

Identification and participation are two different concepts, and it is easy to get everyone's identification with Six Sigma. Generally speaking, no one will strongly oppose this activity to improve organizational performance, but it is another matter to ask for participation. In order to successfully implement the Six Sigma, the participation of managers is essential. If senior managers can devote themselves to the six-horse improvement activities with a positive attitude, this attitude will inevitably make the six-horse introduction activities become the focus of all managers' attention until the six-horse improvement activities become a part of organizational culture.

Six horses are omnipotent.

Some people mistakenly think: "Six Sigma (Six Sigma) is not very advanced, can it help enterprises improve management? My business management is very backward, so if I introduce Six Sigma, will it help me solve all the problems? " In fact, Six Sigma can improve organizational performance, but it can't cure all diseases.

Ignore change management

Six Sigma not only changed the way people do things, but also led to management reform. While implementing Six Sigma, GE has also accelerated the management reform.

The famous six sigma (six sigma) expert George? Axe put forward the theory of E = QA (E stands for the effect of Six Sigma, Q stands for the quality level of six horse-fitting projects, and A stands for people's acceptance of six horse-fitting jobs).

Ignore internal customers

To realize the change of customer concept, we should not only pay attention to external customers, but also pay attention to the upstream and downstream customer relations within the organization. In the Six Sigma culture, it is very important to establish a series of chain processes that eventually lead to external customers. However, if we only pay attention to the external customers of the organization and ignore the internal customers, we will not be able to achieve the ultimate goal of six sigma improvement.

Ignore project team building

Six sigma project needs the sincere cooperation of the team to complete. More than half of the failed projects are caused by team problems. So team building is very important. Team leaders should encourage and guide every member of the team to work towards the same goal and give full play to their role to ensure the realization of the project goals.