What is the basis for the Lean Six Sigma project coaching option?

Zhang Chi International Management Consulting Group was jointly founded by Mr. Zhang Chi, the first expert member of the National Six Sigma Promotion Committee, and a group of well-known Six Sigma and Lean experts from the United States, Europe, Japan and China. Headquartered in Hong Kong, it has branches in Shenzhen, Beijing, Shanghai, Chongqing and Qingdao. Focus on providing customers with Lean Six Sigma (LSS), Six Sigma Design (DFSS), Lean Manufacturing (LP), Six Sigma (6Sigma) and other management innovation services.

The company has a world-class team of Six Sigma and lean experts, including many expert members of the National Six Sigma Promotion Committee, first-class lean production management experts, and members of the Taguchi Society of Japan. It has an absolute leading edge in Six Sigma (6Sigma), Lean Production (LP), Lean Six Sigma (Leansigma), Six Sigma Design (DFSS) and so on. It enjoys a high reputation in the industry.

Lean Six Sigma projects rely on the power of a team to achieve. The team members are generally composed of five types of people, including advocates, black or green belts, process experts, process owners, and yellow belts, and are usually controlled within 10 people. Among them, the Advocate, Black Belt and Green Belt are the core personnel of the project team.

Lean Six Sigma people choices are different from the way we do things on a day-to-day basis. Usually we arrange someone to do something first, and not necessarily the person who arranges it is suitable for doing it; The Lean Six Sigma project team is the opposite of the usual practice, it is based on the people or departments that may be involved in the project, and the team is usually composed of people from different departments to form a joint team to solve problems.

In terms of personnel selection, there is often a phenomenon that the requirements for personnel are wasted. Some people focus on professional technology when selecting people, but they do not rent in terms of management, and the selected project team leader cannot well drive the team to solve problems; Sometimes the selection of people is biased towards academic qualifications, so that they may lack technical experience or management experience when solving problems, and they are also not qualified to drive the team; Some people focus on leaders when selecting people, because they are busy with daily work in leadership positions, and the investment of time and energy in project operation cannot be guaranteed, which will also affect the implementation effect of the project. In the selection of personnel, only a comprehensive evaluation can be carried out to select relatively suitable personnel.

The selection and determination of Lean Six Sigma improvement projects are implemented according to the two principles of necessity and feasibility.

Necessity is to reflect the significance and value from the company's performance contribution. That is, the project should support the improvement of customer satisfaction; Support the achievement of the company's strategic goals; The project should emphasize process improvement; The project should bring greater economic benefits to the enterprise.

Feasibility means that the process is manageable from the scope of the process and is technically operational. That is, the process of the problem that the project wants to solve is required to be clear and measurable; The scope of the project is controllable and can be solved within the scheduled time; There are no obvious industry technical problems in the project.

In addition to the two basic principles of grasping the options, it is also necessary to pay attention to the determination of the project objectives. When determining project objectives, the following factors should generally be considered: (1) the current level or current situation, which is the baseline of the project.

Since then, we will make improvements based on this. (2) Customer needs. The goal of the project should gradually meet or even exceed the customer's expectations.

3) Industry standards. The establishment of project objectives should be based on the best level in the industry, set challenging goals, continuously narrow the gap with the best in the industry, and achieve the goal of continuous improvement.

In general, Six Sigma projects are selected based on the following principles:

1. Meaningful and valuable.

The significance and value of the six-stall Sigma project is reflected in the following aspects:

1) Six Sigma programs should support the improvement of customer satisfaction.

Customer centricity is one of the Kigma values in Six West States. Six Sigma has two basic points: one is that the product or service satisfies the customer until it is loyal; The second is to reduce defects until they are completely reduced.

Therefore, the problem to be solved must be based on the analysis of customer needs, customer feedback and other information, to find out the problems that customers really care about, and on this basis, to determine the key quality characteristics.

2) Six Sigma projects should support corporate strategy.

Achievement of goals.

Six Sigma Management.

It is an effective means for enterprises to achieve strategic goals, and every Six Sigma project must support the realization of corporate strategy. In other words, the Six Sigma project will build a bridge for the company to achieve its future strategic goals and promote the realization of the company's strategic goals.

3) Six Sigma project goals should be challenging.

In general, Six Sigma projects need to significantly reduce defects in order to achieve breakthrough improvements in process performance.

4) Six Sigma projects emphasize process improvement.

A focus on process improvement is also one of Six Sigma's values, and Six Sigma achieves breakthrough improvements in process performance through the application of process methods.

5) Six Sigma projects should bring greater economic benefits to the enterprise.

Six Sigma management should use financial language to explain the current level and improved performance, and use financial indicators.

Translate performance into financial benefits.

1. Do a good job of internal communication.

Establish a vision for implementing a Lean Six Sigma management program and communicate this within the organization. Because many people don't understand what Six Sigma management is and what benefits it can bring to organizations and individuals. Therefore, it is necessary for managers to convey a clear message to them.

2. Establish a clear connection.

Establish a clear link between the Six Sigma project and the business objectives and development strategy. Managers need to make it clear to people that the work of each person or project team is closely linked to the organization's business goals or priorities, and that everyone can clearly see what they can contribute to the organization.

3. Short-term success.

In the early stages of introducing a Lean Six Sigma management project, a short-term win was crucial. As a result, the first round of Six Sigma projects had to be completed within a six-month period. If the first round of projects is completed more than six months, confidence and expectations in Six Sigma management will drop dramatically.

This is very detrimental to the advancement of follow-up work.

4. Publicize the results and stimulate enthusiasm.

Promote and showcase the results of the first round of Lean Six Sigma management projects, inspire people to be more motivated, and "nourish" success with success.

1. Definition stage.

Define customer needs, analyze systems, look for waste or variation, and identify opportunities for improvement; Analyze the organization's strategy and the organization's resources; Identify the project: include the key outputs of the project, the resources used, and the scope of the project.

2. Measurement stage.

Define process characteristics and measure the current status of the process (including the time required for each process or action); Analysis of the measurement system: evaluation of process capabilities.

3. Analysis stage.

Analyze processes to identify sources of waste or variation, and identify processes and key inputs.

4. Improvement stage.

Determine the relationship between input and output variables, propose optimization plans, and formulate improvement plans.

5. Control stage.

Establish operational specifications and implement process control; Validation of the measurement system, validation process and its capabilities; Summarize the implementation results, standardize successful experiences, and raise new questions.

1. Define customer needs, analyze systems, look for waste or variation, and identify opportunities for improvement;

2. Analyze the organization's strategy and the organization's resources;

3. Determine the project: include the key outputs of the project, the resources used, and the scope of the project. 4. Define process characteristics;

5. Measure the current status of the process (including the time required for each process or action);

6. Analysis of the measurement system;

7 Evaluation process competence. 8. Analyze the process to find the source of waste or variation;

9 Identify processes and key input factors. 10. Determine the relationship between input and output variables and propose optimization schemes;

11. Determine the improvement plan. 12. Establish operational specifications and implement process control;

13 Validation of the measurement system, validation process and its capabilities;

14. Summarize the implementation results, standardize successful experiences, and raise new questions. When implementing a Lean Six Sigma project, we should reasonably choose lean production and Six Sigma tools, and the principle of selecting tools is: choose the best tool based on the organization's resources, and use simple tools for simple problems, otherwise, waste resources.

Six Sigma Management Training Institution: Factors for the success of the implementation of Lean Six Sigma Project Coaching.

A project will be more successful if:

1. The project should be linked to a key business goal and be able to make a positive contribution to the realization of this goal;

2. The project should be calibrated according to the project selection criteria customized by senior leaders;

3. The problem is linked to a well-defined process (you can tell the start point and the end point);

4. You know or can find out how to use the output when the customer is in charge;

5. You know or can find out what is important to the customer about the output content;

6. You can identify what the defect is and calculate the number of times it occurs;

7. You can argue how improvements can improve fiscal performance;

8. Appropriate organizational support;

9. The advocate cares about the work and wants to make it happen;

10. Advocates have the right to use time and resources;

11. There is an owner of the process.

Zhang Chi Consulting believes that there is room for Six Sigma to improve if there is a shadow of the process.

In the manufacturing industry, the focus is always on optimizing the quality of products; In the service industry, the focus is on customer relationships. The use of Six Sigma for enterprises can be summarized as follows: (reduce costs, improve productivity, increase market share, retain customers, shorten cycle times, reduce defects, change corporate culture, improve products and services, enhance the overall competitiveness of enterprises, etc.).

Chi Zhang Consulting provides Six Sigma open class training and project coaching. (Six Sigma, Lean Six Sigma, Six Sigma Design).