mercredi 23 septembre 2009
As we can imagine from the scope of these projects, it is better to be managed this structure under direct management/support of TOP level management.
As the projects are really related to all level processes, all the members of this structure (champion, master black belt, black belts) have important responsibility to maintain an equilivre bridge between priorities/strategy og TOP management and expectations/ideas of employess (including lean and green belts) that means both sides communication ( transversal role without any hierarcial authority).
mardi 28 octobre 2008
Six Sigma = Reduced process variation
Lean = Improved process flow
Let's take a look at each.
What is "Lean :
The practice of "Lean" involves breaking down processes to the "bare bone essentials", hence the name "lean". The Lean approach to waste is that "Non-value added is waste". Hence, in practicing Lean, the goal is to segregate waste from value in processes, and eliminate the waste and non-value added.
The typical method for practicing Lean is to do the following:
1. Identify Value
2. Define Value Stream
3. Determine Flow
4. Define Pull
5. Improve Process
The focus of Lean is on Process flow. Tools used for the practice of Lean are oriented to visualization, and include tools like Microsoft Visio.
What is Six Sigma:
In the Six Sigma approach, the view on waste is that "Variation is waste".
In practicing Six Sigma, the DMAIC method is used:
Six Sigma is a "Problem focused" methodology, and the primary toolset of Six Sigma is Math and Statistics.
vendredi 17 octobre 2008
- Project Chart
- Partners/Stakeholders analysis
- VOC ( voice of client)
- Case and effect relationship
- Data collection program
- Brain Storming
- Risk Analysis Matrix
- Priority Matrix
- Control Plan
In addition to these , there are also a nomber of statistical tools which are suppossed to be used by black belts in their six sigma projects.
vendredi 25 juillet 2008
This form of leadership is important because of 2 reasons. First, applying Six Sigma often needs additional resources and management support, which may not have been anticipated up-front, requiring the Champions to make those resources available. And second, all too often, the demands of Six Sigma can confuse people about their operational priorities. That's when the Champions need to step, in and sort out the conflicts.
mardi 24 juin 2008
One of the more common models used in process improvement is the DMAIC model (see Figure ). The DMAIC model stands for “define, measure, analyze, improve and control.” Within every step, there is a variety of tools used to ensure you are working toward the best improvement recommendation(s). Generally, after the completion of each step, the information is reviewed with the sponsor of the project.
samedi 3 mai 2008
Let’s face it; project managers have a tough job. They have to manage people who don’t report to them while convincing multiple organizations to do things which are most likely different than what they are currently doing. Translation: resistance. To make matters worse, if things go as planned, well, someone else usually takes the credit. And if things don’t go as planned, you can bet it will be the fault of the project manager. But hey, that’s the nature of the game, right? So, what can a project manager do to more effectively manage projects which result in verifiable improvement? Easy. Incorporate the Six Sigma methodology into every project.
Six Sigma refers to a methodology that provides a powerful means to define and realize strategic objectives. It is a management strategy that incorporates statistical and systems thinking to improve decision-making. The tools of Six Sigma can, and should, be used by project managers. Essentially, the basic concept behind Six Sigma is that managing the process, not the results, will lead to improvement. At the core of Six Sigma is the utilization of the five improvement steps, also known as DMAIC. DMAIC stands for Define, Measure, Analyze, Improve, and Control. These five steps provide an easy-to-understand framework which will help projects move along quickly and successfully.
This is a timeline of the people and events that played critical roles in the evolution of Six Sigma:
Frederick W. Taylor in the 1890s and early 1900s;
Taylor’s systematic study of the use of time and motion by workers prefigured Walter Shewhart’s application of statistical methods to the control of manufacturing quality in the 1920s;
World War II;
The application of mathematics to problems of production and quality control helped decrease failure rate and customer standards;
Business managers and executives became interested in continuing quality control programs after the war;
W.E. Deming and Joseph Juran took quality control to Japan in 1953, and the 1960s saw a surge in the growth of quality in Japan; and
In the 1980s, the NBC White Paper “If Japan Can…Why Can’t We?” spurred an increased interest in quality and total quality management.
Six Sigma actually began at Motorola in the mid-1980s. Motorola discovered that products with high first-pass yield (the amount of product that made it through defect free) seldom failed in use. They focused on creating strategies to reduce defects in all of their products. By adopting and applying the Malcolm Baldrige criteria, Motorola won this prestigious national quality award in 1988. Motorola joined forces with companies such as IBM, ABB (Asea, Brown, Boveri), Texas Instruments, AlliedSignal and Kodak to found “Six Sigma Research Institute.”
In the late 1990s, GE Capital CEO Jack Welch successfully led the application of Six Sigma techniques to a non-manufacturing environment. The methodology remains popular partly due to the publicity regarding Jack Welch’s commitment to, and success with, achieving Six Sigma capability.