卓越制造及运营

第三屆卓越制造及运營高峰会議TheThirdAnnualManufacturingandOperationExcellenceHowMotorolaperformedandwoninManufacturing&ServiceOperations,aSixSigmaapproachDrStephenWKNg,PresidentofTheInstituteofPurchasing&SupplyofHongKongAssociateProjectDirector,PKKI,TheUniversityofHongLongMay17-19,2004–Shangri-laShenzhenHotel,Shenzhen,ChinaCaseStudySharingfortoday(thecaseofMotorolaAsia)1.LeadershipPractice,theMotivator2.ChangeManagement,theRealDriver3.ZeroDefect,theSixSigmaProcess4.TheRoadmap,ToolBoxfortheBest5.PeopleWeaponanditsDevelopment6.TheSecretFormula,theSuccessFactors7.Wayforward……achievingWorldClassinManufacturingandOperationalProcessesPleaseaskquestionsanytimeyouwant!!!@CopyrightDr.StephenW.K.NgQuSTHKU2004BobGalvin’sMessage“Peoplehaveanabilitytodothingsthatappearalmostimpossible-butonlyiftheysettheveryhighestofexpectations.Theseexpectationsmayseemalittleaboveone’sabilities,butifonereachesouttothoseexpectations,onecanveryoftendiscoverhowmuchmorecanbeaccomplished.”.主席的座右銘最高可以達到的目標突破自己Theleader’[e-mail]2004Moreradicalapproach…•Thinking…•“out-of-the-JIT-box”•PushingManagementtothinkof:–ChangeandTakeRisks,–CrossFunctional,–CustomerRelationship,–EmployeeDevelopment,–IntegratedGlobalSupplyChainprocess,–RiskandCrisis,and–CultureChange.ValueValueWasteWasteOpenOpenWhatisitforme?[e-mail]2004BusinessProcessModelWithProcessConcepts:Reengineeringtakesaprocessapproachincontrasttothefunctionalwaymostcompaniesapproachtheirbusinessandorganizationstructure.FunctionsdrivethebusinessFunctionalUnderlyingbusinessprocessesareacknowledgedbutfunctionsstilldominateMatrixedProcessdriveforSixSigmachangeandreengineeringProcessFocusedFINANCEMANUFACTURINGMARKETINGPRODUCTIONORDERFULFILLMENTPRODUCTDEVELOPMENTFINANCEMANUFACTURINGMARKETINGModifiedfromAConsultingHOW?TheSixSigmaTransformationalLeadersConsider……*Incrementalchange(i.e.TQM)isn’tenoughformanycompaniestoday.Theydon’tneedtochangewhatis;theyneedtocreatewhatisn’t.Somepeopleseethingsastheyareandaskwhy,transformationalleadersseethingsastheyneverwereandaskwhynot……@CopyrightDr.StephenW.K.NgQuSTHKU2004ExternalissuesarekeydriversforthechangeCorporationAggressiveglobalcompetitionIncreasingspeedoftechnologychangei.e.RFIDinFMCGEvermoredemandingcustomersandconsumersIndustryconsolidation,partnership,andalliancesShorteningproductlifecyclesIncreasingstakeholderpressuresEnvironmentandriskissuesChangingmarketboundariesandnewchannelsSource:[e-mail]2004CustomerExpectationis…OneofthekeyDriversforChangeOLDTRADITIONGoodFastCheapPickAnyTwo!OLDTRADITIONGoodFastCheapPickAnyTwo!NEWTRENDIncreaseCustomerSatisfactionWhilereducingtotalcycletimeandcostsNEWTRENDIncreaseCustomerSatisfactionWhilereducingtotalcycletimeandcostsDrStephenNgThechallengeof:[e-mail]2004TheChallengetoCorporationsandYouisto…Trigger…RedefineandRepositionAdoptBestPractices……DoNothingProsperSurviveFailAdvantageDecayParityRIP…..Therecomesatimeinthehistoryofeverycompanywheretheyhavetochangedramaticallytomovetothenextlevelofperformance.Missthatmoment…..andtheybegintodecline.A.ConsultingSIXSIGMATo…Notto……@CopyrightDr.StephenW.K.NgQuSTHKU2004QualityExcellenceImprovementProcess…ABCCouldbeBest-in-classShouldbeasisentitlementbaselineaswasOldstandardABCDClassQualityPerformanceSpeedofExecutionBenchmarking6Sigma&beyondByDrStephenNg,2001StepimprovementsRenewalProcessreengineeringDrasticchange50/50ruleSixsigma…[e-mail]2004“Iamconvincedthatiftherateofchangeinsidetheinstitutionislessthantherateoutside,theendisinsight“J.WelchSupplyChannelmanagementisachangemanagementSupplyChannelmanagementisachangemanagementwhereyouhavetopartnerwithmorepeopletoearnanwhereyouhavetopartnerwithmorepeopletoearnaneffectivechange.ProcurementLeadercanandshouldeffectivechange.ProcurementLeadercanandshouldplayacriticalroleforthetotalsuccessofanyplayacriticalroleforthetotalsuccessofanyorganization.organization.S.NgS.NgForexample:Whatdoyoufeel?@CopyrightDr.StephenW.K.NgQuSTHKU2004Couplingevolutionarywithrevolutionarychanges•Evolutionarychanges–smallincrementalbutcontinuouschangesinvolvingclustersofpeopleintheorganizatione.g.:TQM,QCC,WIT•Revolutionarychanges–majorchangesinvolvingmostpeopleinorganizations–reengineering,re-structuring,merger,downsizing•Considertheneedsforcontinuity,stabilityandthebuildingofa‘productive’culturevs.theneedsforparadigmchanges&competitionMotoroladecidedtomakeanothermajorchangeinQ1,1997WhatisSixSigma?..isnotanewsororityorfraternity..isnotadifferentversionofTQM..isnotaquickfixtool..andisnotanewconcept..butachallengethatnotmanypeoplecandoitwell!Thebookof“TheSIXSIGMAWAY”says…“Acomprehensiveandflexiblesystemforachieving,sustainingandmaximizingbusinesssuccess.”StartingfromeffectiveProcurementActivities.SixSigmaisuniquelydrivenbycloseunderstandingofcustomerneeds,Disciplineduseoffacts,data,andstatisticsanalysis,anddiligentattentiontomanaging,improving,and