1, resource preparation is the premise of implementing 6sigma management.
1 leadership.
Six Sigma management is a breakthrough in the promotion of corporate strategic objectives and corporate culture, which requires the consistent support of senior leaders and the necessary human and material input. To introduce 6sigma management into the supply chain, the senior leaders in charge of supply and marketing should be promotion stars, who are fully responsible for the overall promotion of 6sigma, including promotion planning, resource allocation, project selection, audit and evaluation, etc.
② Staff training
The personnel who promote and implement the six-fitness horse management will be systematically trained around the links of "six-fitness horse work promotion", "knowledge transfer", "team building" and "project implementation", including four training levels: promotion star, project star, black belt and green belt. Black belt is the most important human resource and backbone in 6sigma management, and is responsible for organizing and implementing specific improvement projects. The number and level of black belts is an important symbol of the depth of 6sigma management in enterprises.
2. Project selection is the key to the implementation of 6sigma management.
① Management diagnosis
Before choosing a 6sigma project, an enterprise should first conduct self-examination and diagnosis, and re-evaluate its development strategy, so that the 6sigma project can meet its strategic objectives and support its business development. Commonly used diagnosis and evaluation methods include strategic factor evaluation matrix, SWOT analysis, excellent performance standards and so on.
② Gap analysis
The improvement opportunity of 6sigma project selection should be the weak link that affects the key performance indicators, which has a certain gap with the expected performance, and the root cause of the problem and the improvement scheme are not obvious.
③ Key projects
Generally speaking, there may be many weak links or relatively weak links in supply chain management, and priority improvement opportunities should be selected from these weak links as the key 6sigma projects.
④ Actual benefit
When choosing a 6sigma project, we should evaluate the expected benefits and quantify the potential financial returns as much as possible. Determine the priority of the project before implementing it. Only the 6sigma project, which has significant market returns and can predict financial results, is the key project that needs to be implemented first. Non-value-added projects that have little impact on achieving the goal need not be implemented.
3. Process improvement is an effective way to successfully implement 6sigma project.
Six-sigma management is a set of operating mechanisms to achieve accurate management. The typical methods are six-sigma improvement method (DMAIC) and six-sigma design method (DFSS). DMAIC is usually used to improve existing processes. DFSS refers to the design method of new technology and new products.
4. Effect evaluation and achievement recognition promote the circular improvement of precision management level.
Project effect evaluation includes direct benefit and indirect benefit. The direct benefit evaluation is generally completed by the financial department, and the evaluation indicators include the cost performance of purchased raw materials, investment return rate, net present value, etc. Indirect benefit evaluation mainly includes the improvement of management level, staff morale, environmental improvement and social benefits. Commend the project team, publicize and report advanced models such as stars, black belts and green belts, play a demonstration role, further promote the project results to similar business processes, * * * enjoy the achievements and practical experience of 6sigma, and expand the breadth and depth of 6sigma management.