GreenBPIIntroductiondell绿带项目介绍

BusinessProcessImprovement(BPI)1©DellComputerCorporationALLRIGHTSRESERVEDCoursePurposeThepurposeofthiscourseistoprovideyouwiththeskillsandsupport(programinfrastructure,web)neededtosuccessfullypracticebusinessprocessimprovementundertheDellBPImodel.2©DellComputerCorporationALLRIGHTSRESERVEDCourseObjectivesUponcompletionofthiscourse,participantswillbeableto:DescribetheBPIprogramstructureApplytheBPIproblemsolvingmodelSelectanduseappropriatetoolsforyourBPIprojectPlanyourBPIprojectPreparetoapplyspecifictoolsinyourdaytodayactivities3©DellComputerCorporationALLRIGHTSRESERVEDIntroductoryExerciseIntroduceyourselftotheothersatyourtable.Thenprepareanswerstothefollowingquestions:Whatisthegoalofprocessimprovement?Whatisvariationandwhydowecare?Whatwouldbesomekeyelementsforaproblemsolvingprocess?4©DellComputerCorporationALLRIGHTSRESERVEDAgendaIntroductionDefineMeasureAnalyzeImproveControlReportWrapupandProjectConsulting5©DellComputerCorporationALLRIGHTSRESERVEDTableofContentsPageModule1–Introduction1Module2–Define58Module3–Measure103Module4–Analyze142Module5–Improve247Module6–Control277Module7–Report2906©DellComputerCorporationALLRIGHTSRESERVEDBPIIntroductionDefine(PlanProject)Measure(Collectdata&ideas)Analyze(Identifycriticalfactors)Improve(CriticalfactorstoImproveoreliminate)Control(Maintaincriticalfactorsatrequiredlevel)Report(Document&leverageoutcomes)BPIProblemSolvingModel7©DellComputerCorporationALLRIGHTSRESERVEDModuleObjectivesUponcompletionofthismodule,participantswillbeableto:DefineBPIProgramstructureDiscussDell’smotivationforapplyingBPIDescriberolesandresponsibilitiesundertheDellBPImodelDefinetheproblemstatementforyourBPIproject8©DellComputerCorporationALLRIGHTSRESERVEDTopicsCoveredinThisModuleWhatisBPIandwhyisDelldoingitWhatothercompanieshavedoneStepstoDeployBPIRolesandresponsibilitiesExamplesandresourcesEvaluatingyourprojectideas9©DellComputerCorporationALLRIGHTSRESERVEDWhatisBPI?BPIisasetoftoolsandapplicationsthatdrivethecustomerexperience.Eachofuscanusethemtounderstand,interrogate,andimproveprocesses,therebyaddingvaluetoeverycustomerinteractionwithDell.Itmeanslookingatallaspectsofourbusiness-fromorderthroughdeliveryandpost-saleservice-fromthecustomer'sperspectiveandasking,"Howcanweimproveourbusinessprocesses?"10©DellComputerCorporationALLRIGHTSRESERVEDWhatisdrivingDelltodoBPI?11©DellComputerCorporationALLRIGHTSRESERVEDHistoryofSixSigma...Kodak12©DellComputerCorporationALLRIGHTSRESERVEDSixSigma&BottomLineResults...Asignificantcompetitiveadvantage!SixSigmahassignificantlyimprovedcompanyperformanceintermsofquality,brandimageandcustomersatisfaction,whilesimultaneouslyprovidingbottomlinesavings.CompanySavingsPeriodMotorola2.2Billion2.6yearsABB900Million1yearTI600Million1.8yearsAlliedSignal1.2Billion2yearsGeneralElectric1.1Billion9monthsPolaroid100Million1yearCrane10Million1yearLockheed10Million9monthsSiebePLC100Million9monthsNokia300Million1year13©DellComputerCorporationALLRIGHTSRESERVEDDell’sQualityEvolution14©DellComputerCorporationALLRIGHTSRESERVEDAllLOBIFIR,FY00(andclosedwksFY01)15©DellComputerCorporationALLRIGHTSRESERVEDLifecycleWarrantyCostTrends16©DellComputerCorporationALLRIGHTSRESERVEDProcessImprovementInitiativesSavingsThisisjusttheaveragesavings.ImaginewhatthiswouldmeantoDellandtotheCustomerExperience…?!!!17©DellComputerCorporationALLRIGHTSRESERVEDWWBPISavings&ProjectsCompleted*AsofDecember200018©DellComputerCorporationALLRIGHTSRESERVED.WWBPIProjectsinProcessInProcess*AsofDecember200019©DellComputerCorporationALLRIGHTSRESERVEDBPIProgramStructure20©DellComputerCorporationALLRIGHTSRESERVEDBPILevels1and2BPILevel1(GreenBelt)AttendBPILevel1trainingSuccessfullycompleteaBPIprojectwithaminimumof50KannualizedsavingsServeascoach/mentorforotherGreenBeltprojectsBPILevel2(BlackBelt)AttainGreenBeltcertificationAttendJMPandBPILevel2courseCompleteBlackBeltprojectwithminimum100ksavingsServeascoach/mentorforotherBPIprojects21©DellComputerCorporationALLRIGHTSRESERVEDDellBeltsCertifiedCurrentBeltsBlackAmericas:16APCC/CCC:3EuropeTotalBlack19GreenAmericas:45APCC/CCC:10Europe16TotalGreen71Doesnotincludeassimilatedbeltsfromothercompanies(GBTrained+$50Kproject/BBTrained+$100Kproject)22©DellComputerCorporationALLRIGHTSRESERVEDStepstoDeployBPIDefinebusinessneedsPrioritizekeybusinessissuesfromthecustomer’sperspectiveIdentifyprojectthatcanbenefitfromBPISelectprojectsandcandidatesManagementteamprioritizesandselectsBPIprojectsManagementteamselectscandidatesforBPItrainingLevelIandLevelIIcandidatesnotifiedIdentifyprojectmentorWritecontract(Thinkglobally-whataretheimplicationsoftheproject?)Projectleadermeetswithprocessowner(s)ProjectleadermeetswithFinancetoreviewcost/benefitanalysis23©DellComputerCorporationALLRIGHTSRESERVEDStepstoDeployBPI(continued)BPIprojectapprovedbyVPCompletetrainingRegisteronDellPersonalTrainer(DPT)Attendtraining(LevelIorLevelII)DevelopprojectplanConvertBPIcontracttoprojectplanManagerand/orprocessowner(s)approveprojectplanReviewwithprojectmentorReviewprojectstatusasrequired(atleastmonthly)DocumentprojectstatusConductmonthlyprojectreviews24©DellComputerCorporationALLRIGHTSRESERVEDStepstoDeployBPI(continued)Signoffonprojectcost/benefitbyFinanceandVPCompleteprojectMeetwithFinanceMeetwithVPApproveprojectcostsavingsDocumentprojectresultsbyrecordinginBPIWebTrackingToolPresentprojectresultsatOperationsReviewsREPEAT25©DellComputerCorporationALLRIGHTSRESERVEDRolesandResponsibilitiesWhatdoyouthinktherolesandresponsibilitiesshouldbeforthefollowing:ExecutivesManagersBPIpractitioners(GreenBeltsandBlackBelts)FinanceCoach/Mentor26©DellComputerCorporationALLRIGHTSRESERVEDExerciseBrainstormRolesandResponsibilities27©DellComputerCorporationALLRIGHTSRESERVEDRolesandResponsibilities:ExecutivesIncludeimprovementobjectivesinperformanceplansCompleteBPIexecutiveeducationReviewandapproveBPIprojectsandcandidatesConductprojectreviewsReview,approve,andreportprojectcostsavingsReportprojectstatusRecognizeandreinforceBPIinvolvement28©DellComputerCorporationALLRIGHTSRESERVEDRolesandResponsibilities:ManagersIncludeimprovementobjectivesinperformanceplansCompletemanagereducationRecommendBPIprojectsandcandidatesConductprojectreviewsReportprojectstatuseachmonthReviewandcompileprojectcostsavingsRecognizeandreinforceBPIinvolvement29©DellComputerCorporationALLRIGHTSRESERVEDRolesandResponsibilities:BPIParticipantsIncludeBPIcontractinperformanceplanCompleteBPIcontractandgetmanagerapprovalCompleteBPItrainingDevelopprojectplananddefinebusinessimpactPreparefinalprojectreportandpresentationGetsignoffoncostsavingsPresentprojectresults30©DellComputerCorporationALLRIGHTSRESERVEDQualityCosting/FinanceRoleDuringProjectContractPhaseAgreeonwhatperformancemeasures(cost,qualityandtime)EstimatefinancialandperformanceimpactonanticipatedprojectimprovementsDuringProjectActivityPhaseMeasureandcostperformanceintheperiodbeforeexperimentation/actions(Baseline)Measureandcostperformanceintheperiodafterexperimentation/actions(Improvement)31©DellComputerCorporationALLRIGHTSRESERVEDQualityCosting/FinanceRoleDuringProjectCompletionPhase:QuantifyImprovementsincost,quality,andproductivity.Finalizeprojectinvestmentcostexpenditures.DuringProjectValidationPhase:Projectcostbenefitsavingsverificationandsign-offs32©DellComputerCorporationALLRIGHTSRESERVEDBPIProjectMentor/CoachDefinition:BPIAreaMentorsseverastheprimaryprojectmentorsforallprojectsthatoccurintheirassignedarea. Process:BPIAreaMentorsareappointedbytheBPIProgramManagerfromBPIexperiencedsubjectexpertsinthedifferentareas. Criteria: BPIAreaMentorsareselectedbasedonpreviousprojectimprovementexperienceandareaspecificprocessknowledge.CertifiedBPIBlackBeltsarestrongcandidatesforBPIAreaMentorassignment.Roles:DuringBPIProjectPhases,theBPIMentor/CoachmentorsBPIparticipantswithinallphasesofprojectcompletion,includingcontractwriting,measurementandcosting,datacollection,problemsolving,actionimplementation,standardizationandreporting.ContactsaremadeweeklywiththeBPITeamstoensurethesuccessfulprojectcompletion.33©DellComputerCorporationALLRIGHTSRESERVEDExercise:CharacteristicsofSuccessfulBPIPractitionersWhatdoyouthinkthecharacteristicsofasuccessfulGreenBeltwouldbe?BlackBelt?34©DellComputerCorporationALLRIGHTSRESERVEDBPIProjectSelectionCriteriaProjectaddresseskeybusinessissueRootcauseofproblemisunknownProjectwillrequireateamtocompleteProjecthasthepotentialfora$50/100KannualizedsavingProjecthasthesupportofmanagement/BPIteam35©DellComputerCorporationALLRIGHTSRESERVEDProjectExampleDefine:ProjectIdentification36©DellComputerCorporationALLRIGHTSRESERVEDProjectExampleDefine:TeamandProjectPlan37©DellComputerCorporationALLRIGHTSRESERVEDProjectExampleMeasure:AnalysisofCurrentProject38©DellComputerCorporationALLRIGHTSRESERVEDProjectExampleAnalyze:RootCauseandProposedSolutions39©DellComputerCorporationALLRIGHTSRESERVEDProjectExampleAnalyze:RootCauseandProposedSolutions40©DellComputerCorporationALLRIGHTSRESERVEDProjectExampleImprove:Priority,PlanningandTestSolutionsActionsIdentifiedStatus1.CarriertomodifyITsystemtointerpretaddressfromEMFandconvertthemodifiedcharactersbacktoSwedishComplete2.VerifysampleSwedishaddressespasssuccessfullythroughthesystemwithoutanychangefromtheBU,FactoryorCarrierComplete3.ConfirmthattheSpecialServiceschargefortheNordicregiondoesnotincludeAmendmentcostsforAddressChangesfromSwedishtoEnglishandbacktoSwedishagain.Complete41©DellComputerCorporationALLRIGHTSRESERVEDProjectExampleControl:MeasuringProgressandHoldingGainsProgressismeasuredbyverifyingthattheSpecialServiceschargefortheNordicregiondoesnotincludeAmendmentcostsforAddressChangesfromSwedishtoEnglishandbacktoSwedishagain.TheGainshouldbeheldastheCarrierhasimplementedapermanentsolutioninitsITsystemtopreventthistypeofchangebeingrequired.Eachamendmentischargedat$6AnnualizedSavingis$100K42©DellComputerCorporationALLRIGHTSRESERVEDProjectExampleStandardizationThelearningsandmethodologyusedinthisprojecthavebeensharedwiththeotherEMEALogisticsTeamsandwillbesharedwiththedifferentRegionsWorldwideItistheteam’sintentiontoleveragefromtheselearningstomakefurtherDeliverytoTargetgainsinthefollowingareasrelatedtoBadAddress:MappingIssuesinothercountriesbetweenBU,FactoryandCarriersystemsCedexcodeusedinsteadofPostalCodeIncorrectformatandkeyingerrorsatorderentry43©DellComputerCorporationALLRIGHTSRESERVEDDellBPIProjectUpdate:Project#andTitle:Green/BlackBelt:Area:Today’sDate:Team:ProjectSponsor:ProjectMentor:BPIProblemSolvingQuestions&Updates:1)WhySelected:(Qualityorbusinessreasonforworkingthisproblem)2)WhatistheObjective:(Ultimateprojectobjective)3)HowMeasured:(Whatwillbemeasured,internalandexternalmeasures)(Howmucheachmeasurecosts)4)WhatistheProblem:(Whattoolswereusedtogetdowntorootcauseofproblem)(Whatistherootcauseoftheproblem)5)WhatActionswereCompleted:(Whatactionsweredonetoaccomplishobjective)6)WhataretheProjectResults:(Before&AfterActionResults)(AnnualizedProjectCostBenefit:ProjectSavingslessProjectImplementationCosts)7)HowStandardized:(Howstandardizedintotheprocess)(Howbestpracticescommunicatedtootherareas)RoadmapActionsStatusDates1)Ex:ContractApprovedCompleted:xx/xx/012)Ex:CurrentProcessMapByxx/xx/013)Ex:MeasurementCostCalculationByxx/xx/014)Ex:ProcessFMEAByxx/xx/015)Ex:ActionsByxx/xx/017)Ex:ResultsCalculatedByxx/xx/018)Ex:VerificationSignaturesByxx/xx/019)Ex:ProjectPresentationsByxx/xx/01(StatusLine)44©DellComputerCorporationALLRIGHTSRESERVEDDellBPIGreenBeltProject45©DellComputerCorporationALLRIGHTSRESERVEDForumsForSuccessSharinghttp://inside.us.dell.com/mfg/AmericasQuality/BPI/index.htmhttp://inside.euro.dell.com/ie/centralEng/emf%20Quality/index.htm46©DellComputerCorporationALLRIGHTSRESERVEDBPIProjectTrackingTool47©DellComputerCorporationALLRIGHTSRESERVEDBPIProjectTrackingTool(continued)48©DellComputerCorporationALLRIGHTSRESERVEDBPIProjectTrackingTool(continued)49©DellComputerCorporationALLRIGHTSRESERVEDBPIProjectTrackingTool(continued)50©DellComputerCorporationALLRIGHTSRESERVEDOtherBPIResourcesCustomerExperienceCouncil(s)QualityLeadershipTeamBPIWWTaskforceQSATBPIChampionsGreenBeltsBlackBeltsMasterBlackBeltsTrainingPrograms51©DellComputerCorporationALLRIGHTSRESERVEDPreparingforaBPIProject52©DellComputerCorporationALLRIGHTSRESERVEDProjectIdeasLet’stakeafewminutestoshareprojectideaswiththerestoftheclassDoyourprojectideasmeettheprojectselectioncriteria?ProjectaddresseskeybusinessissueRootcauseofproblemisunknownProjectwillrequireateamtocompleteProjecthasthepotentialfora$50/100KannualizedsavingProjecthasthesupportofmanagement/BPIteam53©DellComputerCorporationALLRIGHTSRESERVEDProblemStatementAnyprojectmustbeginwithagoodproblemstatementAgoodproblemstatementwillalwaysincludeanobject(thethingthatisexperiencingtheproblem)andadefectExample:parts(object)aremissing(defect)Theproblemstatementshouldnotbestatedintermsofasolutionanditshouldnotassignblame,andnotpre-judgearootcause54©DellComputerCorporationALLRIGHTSRESERVEDSelectingtheTeamCriteriaforteammemberselection:subjectmatterexpertsprocessowners,stakeholderswillingtodevotetimetotheprojectcommittedtosolveproblematrootcauselevelunderstandsthatteammembershipmaychangeastheknowledgeofyourproblemincreases55©DellComputerCorporationALLRIGHTSRESERVEDTeamingBasicsAtyourtable,shareideasoftacticsthatworked/didn’tworkonteamsthatyouhavebeenapartofatDell.WhichofthesewouldbeparticularlyimportantforaBPIteam?Why?Bepreparedtoshareyourideaswiththeclass.56©DellComputerCorporationALLRIGHTSRESERVEDModuleObjectivesUponcompletionofthismodule,participantswillbeableto:DefineBPIProgramstructureDiscussDell’smotivationforapplyingBPIDescriberolesandresponsibilitiesundertheDellBPImodelDefinetheproblemstatementforyourBPIproject57©DellComputerCorporationALLRIGHTSRESERVED