六西格玛与人力资源管理

Phase 0: Process Definition Phase I: Process Measurement Phase II: Process Analysis Phase III: Process Improvement Phase IV: Process Control
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8 Key Six Sigma Tools
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Benefits
Average Cycle Time reduced 50-70% Process performance now meeting customer requirements of decisions in <45 days. Hard savings of $192,000.
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Process Thinking Process Variation Facts, Figures, Data Define, Measure, Analyze, Improve, Control 8 Key Tools - Linked and Sequenced Statistical Tools Minitab Critical Few Variables
“With Six Sigma permeating much of what we do, it will be unthinkable to hire, promote or tolerate those who cannot, or will not, commit to this way of work”
Recognition and Reward for Six Sigma
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Recognition Vehicles - Company T
Written feedback via e-mail Written feedback via recognition board Verbal feedback via
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Topics of Non-Manufacturing Projects
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 Shipping
- Voice mail - One-on-one - Shift meetings
Company totems Gift certificates/luncheons/coffee/donuts Annual recognition program Quiz money Performance evaluation Customer trips Career plans
Maps and Metrics Cause and Effect Matrix Gage R&R Study Capability Analysis Failure Mode and Effects Analysis Multi-Vari Analysis Design of Experiments Control Plans including Statistical Process Control
ROLES OF LEADERS
Management Team
Master Black Belt Green Belt Functional Groups HR, Finance, IT Engg, QA, etc.
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Project Champion
Black Belt
and
Team
Six Sigma Improvement Strategy
Medical Authorization
W eekly D isability Claim N otification P rocess
B enefits S upplier R eview P rocess
Independent Medical E valuation Transferrable S kills Analysis & Labor Market S urvey
Six Sigma
What It is How It Affects Human Resources
Ronald D. Snee K. W. Tunnell Consulting November 13, 2001
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What 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 level Philosophy of reducing defects so we can improve customer satisfaction and reduce costs Business Strategy that increases process performance resulting in enhanced customer satisfaction and improved bottom line ($$).
Improvements
Supplier Processes - Renegotiate sub-contractors’ terms - New case management reporting - Review of case turn-around time performance Dupont Processes - Greater use of email and intranet - Case tracking and reporting database added - Use of performance metrics at SBU and sites - Ongoing communication, training and education
S ite H uman R esources
S ite Medical Medical E valuation R eport S upporting Medical Info Medical Authorization
E mployee
Case D etermination Letter E nter Total & P ermanent Code
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Projects in Human Resources
Reduce cycle time on hiring process Increase “hit rate” on job applicants Employee turnover reduction Overtime reduction Reducing staffing shortages Cycle Time Reduction for
Advanced tools are used as needed to speed up improvement
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பைடு நூலகம்
Some Manufacturing Black Belt Projects
Increase process yield $300k Increase process capacity $400k Increase dryer throughput $130k Reduce process downtime and scrap $320k Reduce caustic use of Process Z $2000k Material loss: Reduce scrap & increase yield $150k $300k Reduce wet milling operations costs
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What is Six Sigma?
INITIATIVE METHODS & TOOLS
Improvement Breakthrough Systematic, Focused Approach Right Projects - Linked to Business Goals Right People - Selected & Trained Project Management - Management Reviews Sustaining Gains - Identify New Projects Right Results - Process & Financial($$)
Long-Term Disability Application Process
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Long Term Disability Application Process
Alternative Approval / D enial S D ite etermines Condition P revents E mployee from R eturning to W ork E mployee R equests S to Initiate an ite Application
Jack Welch, CEO General Electric USATODAY 2/27/98
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Black Belt Compensation at Company Z
Base Pay - Potential increase at time of selection - Retain current salary grade - Common job code for full-time participants - Normal group performance review and merit pay Incentive Compensation - Special plan for Black Belts - Target award at 15% of base pay - Performance rating on 0 - 150% of scale - Measured against key project objectives - Participation ends at end of Black Belt assignment
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Recognition and Reward at General Electric
“As with every initiative, we backed Six Sigma up with our rewards system”
Jack Welch, CEO
40% of annual bonus related to Six Sigma activities Stock option grants for Black Belts Green Belt certification required for promotion
- Reduction in extended short-term disability payments. - 70% reduction in Independent Medical Evaluation fees paid to Supplier. - Reduction of ongoing administrative fee paid to Supplier.