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1、1 The Six Sigma Revolution第二章 The Strategy of Six Sigma2022/2/10Total Quality Management2Overview 組織品質(zhì)管理成功之道-Vibrant, vocal,knowledgeable, and most important, involved management. 本章闡述管理階層如何確保品質(zhì)改善計(jì)畫能成功。 事實(shí)上，我們不能怪罪管理階層的不參與Human nature tells us we keep doing the thongs that work for us. 以The Westin Ta

2、bor Center 為案例貫穿本章。2022/2/10Total Quality Management3Effectiveness and Efficiency Effectiveness效益/效果the degree to which an organization meets and preferably exceeds a customers need and requirement. Efficiency效率refers to the resources consumed in attempting to become effective. 作者調(diào)查知An average organ

3、ization experiences over 50is efficiency and over 70is effectiveness. 2022/2/10Total Quality Management4The eight essential steps Step1Creation and Agreement of Strategic Business Objectives 策略目標(biāo)的建立與共識(shí)To obtain support and active involvement of management, the quality initiative must be linked to th

4、e ongoing strategic business objectives of the organization.品質(zhì)管理必須與公司的策略目標(biāo)結(jié)合2022/2/10Total Quality Management5Creation and Agreement of Strategic Business Objectives Business Objectives of The Westin Tabor Center 1.GOPARGross Operating Profit per Available Room追求每一個(gè)客房的最佳利潤(rùn)2.Maintenance of Their AAA

5、Four-Star RatingAAAAmerican Automobile Association3.Employee Satisfaction員工滿意是客戶能滿意的保證，這對(duì)旅館業(yè)是特別重要。 The Westin Tabor Center 在這些地方都需要改善2022/2/10Total Quality Management6Step2Creation of Core, Key Sub-, and Enabling Process 功能式組織都相信它自己具效益與效率，其實(shí)不盡然。 功能式組織某一單位的的目標(biāo)可能與公司整體目標(biāo)相違背。 組織必須確認(rèn)其達(dá)成目標(biāo)的core and sub-pr

6、ocess。 Core processes of Westin are Rooms, Events and Outlets. Rooms core process 是策略目標(biāo)GOPAR的關(guān)鍵。 Enabling processnot necessarily belong to any one core process, for example the pay roll process, employee acquisition process .2022/2/10Total Quality Management7Step3Identification of Process Owner 每一pr

7、ocess owner指派到每一Core, Key Sub-, and Enabling Process. Process owner並非單位主管莫屬 Process owner應(yīng)具備下列能力 Sub-process領(lǐng)域知識(shí)， 領(lǐng)導(dǎo)及説服才能， 瞭解及鑑賞business process management， 能體會(huì)流程成功與失敗之滋味， 能尊敬其他前後流程的每一個(gè)人。2022/2/10Total Quality Management8Identification of Process Owner Enabling process 有時(shí)也應(yīng)如Sub-process一般管理 Business

8、Performance Management將重要關(guān)鍵的Enabling process提昇成為Core process 以Westin為例employee development 也變成Core process2022/2/10Total Quality Management9Step4Creation and Validation of Measurement Dashboard 33 Core, Key Sub-, and Enabling Process were identified in Westin. Executive team指定 15 process owners 在一個(gè)月

9、內(nèi)就每一process提出1-3個(gè)dashboard measures 經(jīng)驗(yàn)告訴我service provider 認(rèn)為重要的不一定被會(huì)客戶認(rèn)同 部份owner察覺以前有33的改善對(duì)客戶員是做虛功，更有部份提不出 dashboard measures2022/2/10Total Quality Management10Creation and Validation of Measurement Dashboard 不易收集measurements的陷阱未收集正確的資料收集太多的資料 不僅要找出效益性的衡量是重要的，也要找出效率性的衡量 某一process衡量成立的要件1.顧客願(yuàn)意為此流程付費(fèi)用

10、2.這個(gè)流程使產(chǎn)品或服務(wù)增值3.此流程的活動(dòng)能一次就做好2022/2/10Total Quality Management11Creation and Validation of Measurement Dashboard 如何控制process的衡量個(gè)數(shù)1. 只衡量顧客認(rèn)為重要的2. 只衡量你能加以改善的3. 雖是重要的效益衡量，但過去顧客不曽抱怨過的，也不必去衡量。 效率衡量只限（value, cycle time, or cost） double-dipping 效益與效率雙效衡量觀念，可減輕衡量個(gè)數(shù)，例如speed of delivery。2022/2/10Total Quality

11、Management12Step5Data Collection on Agreed Dashboards Room service為例speed of delivery, food quality, and menu variety. 計(jì)量的衡量必須匹配顧客的規(guī)範(fàn)接受度，如客戶叫餐不應(yīng)超過30分鐘。 不能計(jì)量的衡量就使用 Likert Scale1不符要求，3符合要求，5超越要求。2022/2/10Total Quality Management13Step6,7 Creation of Project Selection Criteria and Choosing First Projec

12、ts 公司資源無(wú)法毫無(wú)限制地運(yùn)用在品質(zhì)政策推動(dòng)上。 公司若能制定實(shí)施的順序除有助於早期之成功外，亦能增強(qiáng)推動(dòng)的信念。 管理團(tuán)隊(duì)?wèi)?yīng)制定選擇準(zhǔn)則，建議如下：1.適合公司策略目標(biāo)者2.管理團(tuán)隊(duì)同意的流程包括現(xiàn)行進(jìn)行的改善流程3.低成效的流程以凸顯第一類的bear fruit效果。2022/2/10Total Quality Management14Selection Criteria of Westin Strategic Business Objective OneGOPRA Strategic Business Objective TwoThe AAA Four-star Rating Stra

13、tegic Business Objective ThreeEmployee Satisfaction Current performance Feasibility2022/2/10Total Quality Management15The Westin Tabor Center案例 管理團(tuán)隊(duì)及process owners使用 “fist- to-five” method來(lái)排出流程的順序，並依此順序挑出優(yōu)先執(zhí)行的一些流程 process owners被要求90天後提出流程績(jī)效報(bào)告 很幸運(yùn)的，優(yōu)先執(zhí)行的大部分流程都成功了。2022/2/10Total Quality Management16成

14、功的Enabling process案例employee acquisition 原先招攬基層員工需4個(gè)星期，流程步驟要150個(gè)。 經(jīng)改善後，去掉其中不具加值的100多個(gè)流程。 流程不僅更具效率且員工待得更久 在Denver市，the Westin Tabor Center的流動(dòng)率是最低的 。2022/2/10Total Quality Management17Step8the most important step Continual management of the processes to achieve the Strategic Business Objective of the

15、organization. The Westin Tabor Center每90天就利用這種Selection Criteria， 繼續(xù)改善其他流程。 The Westin Tabor Center從表現(xiàn)差勁變?nèi)B鎖企業(yè)的top-10。 Step8 請(qǐng)見Chapter 9 分解 2022/2/10Total Quality Management18Key Learning 品質(zhì)改善需管理者參與 品質(zhì)努力的成果是邁向企業(yè)目標(biāo)的滾輪 品質(zhì)改善追求效果與效率 品質(zhì)改善追求的效果應(yīng)超出客戶的需求 品質(zhì)改善追求的效率是time, cost, or value. 客戶關(guān)切的是價(jià)值鏈上的流程，並不考量公司的功能組織。 每一流程須就效果與效率來(lái)衡量 納入專案的流程須對(duì)策略目標(biāo)產(chǎn)生最大的影響