Briefly describe the basic contents of "6S" He and "6O" GL management.

6S management originated from 5S management of Japanese enterprises, which refers to a basic management method for effective management of production factors such as personnel, equipment and materials at the production site of enterprises. As the foundation of all management work, 5S management is gradually recognized and accepted by enterprises and management circles in various countries. 6S management aims at the daily behavior of employees, advocates employees to start from small things, develop good behavior habits, and improve the quality and level of overall work. It includes the following six aspects:

SEIRI: It is to distinguish what is needed and what is not. Everything in the study, work and living place has been removed except what is needed. The purpose is to change chaos into order and expand the study, work and living space.

Seton: According to the principle of convenient access, we adjust, locate and determine the methods of items to be used, put them in order, specify the quantity, clearly mark them, and put them back in their original places after use. The purpose is to improve work efficiency, save time and reduce costs.

SEISO: It is to remove the dirt in study, work and living places and prevent pollution. The purpose is to eliminate dirt and keep the teaching, working and living environment clean and the working facilities and equipment in good condition.

SEIKETSU: It means sorting out, rectifying and thoroughly sweeping, and it is institutionalized, open and transparent. The purpose is to internalize sorting, rectifying and cleaning into everyone's conscious behavior and persevere.

Self-cultivation: being polite, strictly observing disciplines and standards, developing good study, work and living habits and forming a unified team spirit. The purpose is to form good habits and qualities, improve people's quality and create excellent team spirit.

Safety: Safety work is more important than Mount Tai, which means paying attention to, preventing, putting an end to and eliminating all unsafe factors and phenomena, always paying attention to safety and never forgetting it. The purpose is to ensure all kinds of safety.

The core connotation of six-horse management is summarized as six aspects:

First, paying attention to customers is the soul of six horses;

Second, management methods based on facts and data. Based on facts and data, that is, paying attention to the use of statistical methods and tools, rather than subjective assumptions based on experience and individuals, this can be said to be the source of the core combat effectiveness of Six Sigma;

Third, pay attention to process improvement. The key to the six horses is the process rather than the specific tasks or goals, which ensures the sustainability of the six horses.

Fourth, forward-looking management;

Fifth, borderless cooperation. This is a denial of the traditional organizational cost, which makes Liusima break through the traditional organizational structure in a project-based way and create a new culture from point to area.

Sixth. Pursue perfection and tolerate mistakes. This is not only the external guarantee for the successful implementation of the six horses, but also the new culture that the six horses can create. It is this new cultural connotation that makes Six Sigma surpass a simple management technology, which represents people's desire for a new order.

Six Sigma is an implementation principle and technology that can improve the quality of business process management strictly, centrally and efficiently. With the perfect management pursuit of "zero defect", the quality cost is greatly reduced, and finally the financial efficiency is improved and the competitiveness of enterprises is broken. Business management education introduces six sigma management and its function.

Management meaning:

Generally speaking, it contains the following three meanings:

1) is a kind of quality measurement and a goal to be pursued.

2) It is a set of scientific tools and management methods, and adopts the process of DMAIC (improvement) or DFSS (design) to design and improve the process.

3) It is a management strategy. Six sigma management is a process innovation method to improve customer satisfaction and reduce operating cost and cycle. It is a management method to improve the profitability of enterprises by improving the running quality of core processes of organizations, and it is also a business strategy for enterprises to gain competitiveness and sustainable development ability in the new economic environment.

Implementation steps:

Definition-Identify products or processes that need improvement. Determine the resources needed for the project.

Measurement-define defects, collect the performance of this product or process as the bottom line, and establish improvement goals.

Analysis-Analyze the data collected in the measurement stage to determine a set of variables that affect the quality, in order of importance.

Improvement-Optimize the solution and confirm that the solution can meet or exceed the project quality improvement objectives.

Control-ensure that once the process improvement is completed, it can be maintained and will not return to the previous state.

Management tools:

brief introduction

SPC is a kind of statistical process control, a method to find out the abnormal reasons in the process through the control chart, and a tool. It is usually used in the final control C stage of six sigma projects, and also used to define the D measurement M stage to reduce product variation and improve product quality.

Meaning interpretation

Six-horse management contains two meanings:

The first is the measurement and evaluation index of unqualified products;

Secondly, it is a methodology and management model to promote the improvement of business performance.

Mr Ronald Snee, a management expert, defines six sigma management as "seeking a strategic method to improve customer satisfaction and enterprise economic growth at the same time."

Management expert Tom Pizdek: "Six Sigma management is a brand-new enterprise management method. Six Sigma is not mainly a technical project, but a management project. "

Sigma is a transliteration of Greek σ, which is a code used by statisticians to measure the variability of technical processes. Enterprises can also use the level of six sigma to measure their performance in business process management. The general quality requirements of traditional companies have been raised to 3sigma, which means that the qualified rate of products has reached 99.73%, and only 0.27% is inferior. Or it can be explained that only 2.7 products per/kloc-0.000 items are defective. Many people think that the product has reached this level and is very satisfied. However, according to experts' research results, if the qualified rate of products reaches 99.73%, the following incidents will continue to occur in reality: there are 20,000 drug mismatch incidents every year; Every year, no more than 15000 babies are thrown to the ground at birth; There is no water, electricity and heating supply for an average of 9 hours every year; There are 500 cases of misoperation every week; 2000 letters are misposted every hour. It can be seen that with the continuous improvement of people's requirements for product quality and the increasing complexity of modern production management processes, enterprises increasingly need high-end process quality management standards like Six Sigma to maintain their dominant position in the fierce market competition. In fact, Japan has taken "six horses" as an indicator of their quality requirements.

Software:

In the process of implementing Six Sigma, a lot of data analysis and mathematical statistics are needed, which may be very difficult for statistics. In the process of implementing Six Sigma, 95% companies choose Minitab software as the basic statistical tool.

Mini Label (4 pieces)

Minitab software 1972 was founded in Pennsylvania State University, USA, and it has been more than 40 years since 20 13, and has been devoted to statistical analysis of data and improvement of process.

Minitab software is the leader of modern quality management statistics. Six Sigma is realized in the same language all over the world, and it is favored by high-quality scholars and statisticians with unparalleled powerful functions and simple visual operation. Minitab 1972 was founded in the University of Pennsylvania. So far, it has been widely used in more than 4,800 universities and countries around the world. Typical customers include: GE, Ford Motor, General Motors, 3M, Honeywell, LG, Toshiba, Nokia, Baosteel, Xugong Group, Haier, China Aerospace Group, China Railway, China Construction Bank, Bank of America, Le Mé ridien Shanghai Shimao, Shanghai Pudong Development Bank, Taiping Life Insurance, Guanghua College of Peking University, China Europe International Business School, Huazhong University of Science and Technology, Wuhan University of Technology, East China University of Science and Technology, etc.

5 organizational structure

management board/committee

Six Sigma Management Committee is the highest leading body for enterprises to implement Six Sigma management. The main members of this Committee are all members of the company's leadership, and their main responsibilities are: setting up various positions in the early stage of six sigma management; Determine specific improvement projects and improvement sequence, and allocate resources; Regularly evaluate the progress of various projects and provide guidance; Help the project team solve problems when they encounter difficulties or obstacles. Successful 6σ management has a unique feature, which is the full support of enterprise leaders. The success of Six Sigma Management lies in its unswerving implementation from top to bottom. Enterprise leaders must deeply understand the benefits of Six Sigma management to enterprises, and make them full of confidence in change through the implementation of the project, and advocate a change atmosphere with continuous improvement as the goal in enterprises.

Executive director

The executive director of the management of Sigma is a senior leader above the vice president. This is a crucial position, and it needs people with strong comprehensive coordination ability to be competent. Its specific responsibilities are: setting the goal, direction and scope for the project; Coordinate the resources needed for the project; Deal with overlapping and disputes between project teams and strengthen communication between project teams.

Black belt

Black belts come from military terms and refer to those who have superb skills and abilities. The Black Belt is the Pillar of 6σ Reform. The certification of black belt is usually completed by an external consulting company in cooperation with relevant departments within the company. The black belt is selected from within the enterprise and fully implements 6σ management. After receiving the training and obtaining the certification, he was awarded the title of "Black Belt" and served as the person in charge of the project team, leading the project team to implement the process change and being responsible for training the green belt. A black belt candidate needs to have a knowledge base of college mathematics and quantitative analysis and rich work experience. They must complete 160 hours of theoretical training, and the black belt master will give one-on-one project training guidance. A well-trained black belt should be able to operate computers skillfully and master at least one advanced statistical software. Only about 65,438+0% employees in those companies that successfully implemented 6σ management were trained as black belts.

Black belt Jones

This is the highest-level 6σ management expert, who is generally an expert in statistics and is responsible for providing technical guidance on 6σ management. They must be familiar with all the knowledge that the black belt has, and deeply understand the management theory and mathematical calculation method based on statistical methods to ensure the correctness of the black belt in the process of implementation and application. Statistical training must be conducted by black belt experts. There are very few black belt masters, only110 of the black belt.

Urban green belt

The job of the green belt is part-time. After training, they will be responsible for some less difficult project teams or become members of other project teams. Generally speaking, green belt training should be combined with 6σ specific projects for about 5 days of classroom professional learning, including project management, quality management tools, quality control tools, problem-solving methods, information data analysis and so on. Generally speaking, the black belt is responsible for determining the training content of the green belt and giving assistance and supervision during and after the training.

Implementation procedures:

Distinguish between core processes and key customers

With the expansion of enterprise scale, customer segmentation is increasingly intensified, products and services are more standardized, and people's understanding of actual workflow is becoming more and more vague. A clear understanding of the existing process is the first step to implement 6σ management.

1, identify the core process. The core process is the most important department or operation link to create customer value, such as attracting customers, order management, loading, customer service and support, developing new products or services, billing and collection processes, etc. These are directly related to customer satisfaction. Accordingly, the processes of finance, budget, human resource management and information system are auxiliary processes supporting the core process, which are indirectly related to improving customer satisfaction. Different enterprises have different core processes. Answering the following questions will help determine the core process:

(1) What are the main activities of enterprises to provide products and services to customers?

(2) How to define or name these processes accurately?

(3) What are the main output results used to evaluate the performance or performance of these processes?

2. Define the key outputs and customer objects of the business process. In this process, we should try to avoid piling up too many projects and work results under the column of "output" so as not to cover up the main contents and grasp the key points of work. For key customers, it is not necessarily external customers. For a process, the key customer may be the next process, such as the production process.

3. Draw the core flow chart. On the basis of determining the main activities of the core process, draw the main activities of the core process into a flow chart to make the whole process clear at a glance.

Define customer requirements

1. Collect customer data and formulate customer feedback strategies. Without a clear understanding of customer needs, it is impossible to successfully implement 6σ management. Even internal auxiliary departments, such as human resources department, must clearly understand the needs of their internal customers-employees. The key to establishing a customer feedback system lies in:

(1) regards the customer feedback system as an ongoing activity and a long-term priority or central task.

(2) Listening to the different reactions of different customers cannot be generalized, but a one-sided view should be formed due to several special cases that are particularly impressive.

(3) In addition to the conventional customer feedback methods such as market research, interviews and formal complaint system, we actively adopt new customer feedback methods, such as customer scorecard, database analysis and customer audit.

(4) Grasp the development trend of customer demand.

(5) Summarize and analyze the collected customer demand information and convey it to the corresponding senior managers.

2. Formulate performance indicators and requirements. Customer demand includes product demand, service demand or a combination of the two. For different needs, performance indicators should be formulated separately. For example, in the process of ordering packaged food, the service requirements mainly include user-friendly ordering procedures, pre-notification service after shipment, and customer satisfaction monitoring after receipt. The product requirements mainly include timely delivery, transportation by designated means of transport and ensuring product integrity. Requirements statement is a concise and comprehensive description of the performance standards of products and services in a certain process.

3. Analyze the different needs of customers and sort them. Confirm what the basic needs of customers are, and these needs must be met, otherwise customers will never be satisfied; What is the variable demand of customers? The better they do in this kind of demand, the higher the evaluation level of customers. What are the potential needs of customers? If some characteristics of a product or service exceed customers' expectations, customers will be in a state of ecstasy.

Evaluate current behavior according to customer needs.

If the company has abundant resources, it can evaluate the performance of all core processes. If the company's resources are relatively limited, it should start with one or several core processes to carry out performance evaluation activities. The evaluation steps are as follows:

1, select the evaluation index. There are two criteria: ① These evaluation indicators are available and the data can be obtained. ② These evaluation indexes are valuable and concerned by customers.

2. Make clear the operability of evaluation indicators to avoid misunderstanding.

3. Determine the data source of evaluation indicators.

4. Prepare to collect data. For those who need to conduct performance evaluation through sampling survey, a sample extraction scheme needs to be formulated.

5, the implementation of performance evaluation, and test the accuracy of the evaluation results, to confirm whether it is valuable.

6. Identify possible opportunities for improvement by analyzing the number and causes of errors reflected in the evaluation results, such as defective rate and cost.

Determine priorities and implement process improvement.

Distinguish the processes that need to be improved, find high-potential improvement opportunities, and give priority to improving them. If the priority is not determined, enterprises may take various measures, which may distract their energy and affect the implementation effect of 6σ management. Business process improvement follows the five-step cycle improvement method, that is, DMAIC mode:

1, definition. The definition stage is mainly to clarify the problems, objectives and processes, and the following questions need to be answered: What problems or opportunities should we pay attention to? What results should be achieved? When can we achieve this result? What process is being investigated? What are the main services and customers?

2, Measure (measure) to find out the focus of evaluation, aiming at the defects in the process, establish the basic steps of measurement. Personnel must be trained in basic probability and statistics, and learn statistical analysis software and measurement analysis courses. In order not to impose a heavy burden on employees, people who have practical experience in implementing Six Sigma generally train with novices to help them overcome difficulties. For complex calculus problems, automatic calculation tools can be used to reduce the time required for complex calculation.

3. analyze it. In this paper, logical analysis, observation and interview are used to further analyze the causes of the problems and confirm whether there is a causal relationship between them.

4. improve. Draw up several alternative improvement schemes, and through discussion and soliciting opinions from all sides, select the most ideal improvement scheme and put it into practice. Implementing 6σ improvement can be a partial improvement of the original process; In the case of many problems or inertia in the original process, it is also possible to redesign the process and launch a new business process.

5. control. According to the pre-determined control standard in the improvement scheme, various problems are solved in time during the improvement process, so that the improvement process does not deviate from the pre-determined track and there are no major mistakes.

Expand and integrate the six sigma management system

When a six sigma management improvement plan has achieved the goal of reducing defects, how to consolidate and expand this victory becomes very important.

1. Provide continuous evaluation to support improvement. Publicize and promote the improvement scheme widely in the enterprise, so as to gain the wide recognition of the management and employees of the enterprise and reduce the resistance to further improvement; Put the improvement scheme into easy-to-understand written materials for easy implementation; Carry out continuous evaluation, so that the management and employees of the enterprise can get encouragement and confidence from the evaluation results; Any improvement scheme may have some problems that need further improvement. For possible problems, we should formulate countermeasures in advance and make preparations for further improvement.

2. Define the person in charge of the process and their corresponding management responsibilities. Adopting 6σ management method means breaking the cross barriers of the original department functions. In order to ensure the efficiency and smoothness of each business process, it is necessary to designate the person in charge of the process and clarify their management responsibilities, including: maintaining process documents, evaluating and monitoring process performance, identifying possible problems and opportunities in the process, and initiating and supporting new process improvement schemes.

3, the implementation of closed-loop management, and constantly improve the performance level of 6σ. 6σ improvement is a process of repeated improvement, and the five-step cycle improvement method also needs to be used repeatedly in practice to form a benign closed-loop system, continuously improve the quality management level and reduce the defective rate. In addition, the implementation of 6σ management from some core links is also a process of gradually promoting the improvement results and expanding the scope of improvement from point to point.

Features:

Pay close attention to the needs of customers.

Six sigma management pays attention to all aspects that affect customer satisfaction from a broader perspective. The performance evaluation of six-horse management begins with customers, and the degree of improvement is measured by the impact on customer satisfaction and value. Six sigma quality represents a high degree of compliance with customer requirements and a very low defect rate. It aims at customers' expectations and constantly exceeds them. Enterprises start with 3σ, then 4σ, 5σ, and finally reach 6σ.

Highly dependent on statistical data

Statistical data is an important tool to implement 6σ management. Figures speak for themselves, and all production performance and execution ability are quantified into specific data, and the results are clear at a glance. Policymakers and managers can find out where the problems are from various statistical reports, and truly grasp the situation of unqualified products and customer complaints. The improvement results, such as saving costs and increasing profits, are also based on statistical data and financial data.

Attach importance to improving business processes.

Traditional quality management theories and methods often focus on results, and ensure product quality by strengthening the inspection of production terminals and developing after-sales service. However, the waste products produced in the production process have caused losses to enterprises, and after-sales maintenance needs to spend extra costs for enterprises. To make matters worse, people gradually lose the consciousness of taking the initiative to improve because it is common to allow a certain proportion of waste products. 6σ management pays attention to the root cause of defects, and thinks that quality is achieved through optimization process, not through strict inspection of the final product. Enterprises should put resources on understanding, improving and controlling the causes, rather than on activities such as quality inspection and after-sales service. Quality is not the business of a certain department or individual in the enterprise, but the work of each department and individual, and the pursuit of perfection becomes the behavior of every member of the enterprise. 6σ management has a set of rigorous tools and methods to help enterprises popularize and implement process optimization, identify and eliminate those cost wastes that cannot bring value to customers, eliminate non-value-added activities and shorten the production and operation cycle.

Actively carry out active management improvement.

Mastering the 6σ management method is like finding a magnifying glass to re-observe the enterprise. People are surprised to find that defects, like dust, exist in every corner of enterprises. This makes managers and employees feel uneasy. If you want to change passivity into initiative, you must work hard to do something for the enterprise. Employees will keep asking themselves: How much σ have they reached? What's the problem? To what extent can it be done? Have you improved through hard work? In this way, the enterprise is always in the process of continuous improvement.

Advocate borderless cooperation

The hard-working corporate culture and six-sigma management have expanded the opportunities for cooperation. When people really realize the importance of process improvement to improve product quality, they will realize the interdependence of various departments and links in the workflow, and strengthen cooperation and cooperation between departments and between superiors and subordinates. Because the quality improvement pursued by the management of Six Sigma is an endless process, and this continuous improvement must be based on the continuous improvement of the quality of employees, it is helpful to form a corporate atmosphere that is diligent in learning. In fact, the process of introducing 6σ management itself is a process of continuous training and learning. Through the formation of a backbone team to implement 6σ management, all employees are trained at different levels, so that everyone can understand and master the main points of 6σ management, give full play to the enthusiasm and creativity of employees, and make continuous progress in practice.