Green BPIIntroduction_dell绿带项目介绍

Introduction©DellComputerCorporationALLRIGHTSRESERVEDJanuary2001-Introduction-1BusinessProcessImprovement(BPI)Introduction©DellComputerCorporationALLRIGHTSRESERVEDJanuary2001-Introduction-2CoursePurposeThepurposeofthiscourseistoprovideyouwiththeskillsandsupport(programinfrastructure,web)neededtosuccessfullypracticebusinessprocessimprovementundertheDellBPImodel.Introduction©DellComputerCorporationALLRIGHTSRESERVEDJanuary2001-Introduction-3CourseObjectivesUponcompletionofthiscourse,participantswillbeableto:•DescribetheBPIprogramstructure•ApplytheBPIproblemsolvingmodel•SelectanduseappropriatetoolsforyourBPIproject•PlanyourBPIproject•PreparetoapplyspecifictoolsinyourdaytodayactivitiesIntroduction©DellComputerCorporationALLRIGHTSRESERVEDJanuary2001-Introduction-4IntroductoryExercise•Introduceyourselftotheothersatyourtable.•Thenprepareanswerstothefollowingquestions:Whatisthegoalofprocessimprovement?Whatisvariationandwhydowecare?Whatwouldbesomekeyelementsforaproblemsolvingprocess?Introduction©DellComputerCorporationALLRIGHTSRESERVEDJanuary2001-Introduction-5Agenda•Introduction•Define•Measure•Analyze•Improve•Control•Report•WrapupandProjectConsultingIntroduction©DellComputerCorporationALLRIGHTSRESERVEDJanuary2001-Introduction-6TableofContentsPage•Module1–Introduction1•Module2–Define58•Module3–Measure103•Module4–Analyze142•Module5–Improve247•Module6–Control277•Module7–Report290Introduction©DellComputerCorporationALLRIGHTSRESERVEDJanuary2001-Introduction-7BPIIntroductionDefine(PlanProject)Measure(Collectdata&ideas)Analyze(Identifycriticalfactors)Improve(CriticalfactorstoImproveoreliminate)Control(Maintaincriticalfactorsatrequiredlevel)Report(Document&leverageoutcomes)BPIProblemSolvingModelIntroduction©DellComputerCorporationALLRIGHTSRESERVEDJanuary2001-Introduction-8ModuleObjectivesUponcompletionofthismodule,participantswillbeableto:DefineBPIProgramstructureDiscussDell’smotivationforapplyingBPIDescriberolesandresponsibilitiesundertheDellBPImodelDefinetheproblemstatementforyourBPIprojectIntroduction©DellComputerCorporationALLRIGHTSRESERVEDJanuary2001-Introduction-9TopicsCoveredinThisModule•WhatisBPIandwhyisDelldoingit•Whatothercompanieshavedone•StepstoDeployBPI•Rolesandresponsibilities•Examplesandresources•EvaluatingyourprojectideasIntroduction©DellComputerCorporationALLRIGHTSRESERVEDJanuary2001-Introduction-10WhatisBPI?•BPIisasetoftoolsandapplicationsthatdrivethecustomerexperience.Eachofuscanusethemtounderstand,interrogate,andimproveprocesses,therebyaddingvaluetoeverycustomerinteractionwithDell.Itmeanslookingatallaspectsofourbusiness-fromorderthroughdeliveryandpost-saleservice-fromthecustomer'sperspectiveandasking,Howcanweimproveourbusinessprocesses?Introduction©DellComputerCorporationALLRIGHTSRESERVEDJanuary2001-Introduction-11WhatisdrivingDelltodoBPI?Introduction©DellComputerCorporationALLRIGHTSRESERVEDJanuary2001-Introduction-12HistoryofSixSigma...PeriodofDesignPeriodofRefinementPeriodofResultsPeriodofCompetitionPeriodofAcceptance1985–19921993-19941994-19961996-19971997-1998TexasInstrumentsABBAlliedSignalBombardierLockheedMartinMotorolaGeneralElectricGeneralElectricSonyNokiaMobilePhonesCraneSiebe,plcPolaroidCorporationAveryDennisonShimanoPeriodofHyper-Growth1998-2000ToshibaAmericanExpressDuPontDowChemicalJohnsonControlsFordNorandaKodakIntroduction©DellComputerCorporationALLRIGHTSRESERVEDJanuary2001-Introduction-13SixSigma&BottomLineResults...Asignificantcompetitiveadvantage!SixSigmahassignificantlyimprovedcompanyperformanceintermsofquality,brandimageandcustomersatisfaction,whilesimultaneouslyprovidingbottomlinesavings.CompanySavingsPeriodMotorola2.2Billion2.6yearsABB900Million1yearTI600Million1.8yearsAlliedSignal1.2Billion2yearsGeneralElectric1.1Billion9monthsPolaroid100Million1yearCrane10Million1yearLockheed10Million9monthsSiebePLC100Million9monthsNokia300Million1yearIntroduction©DellComputerCorporationALLRIGHTSRESERVEDJanuary2001-Introduction-14Dell’sQualityEvolution1.Best-in-classperformance.Stronglyintegratedimprovementprocess;best–in–classresultsdemonstrated.2.ContinualimprovementemphasizedBusinessProcessImprovement(BPI);integratingpeopleandtechnicalskills;sustainedimprovementtrends3.StableformalsystemapproachQUESTteams;developmentofpeopleskills;improvementtrenddataavailableshowingeffectivenessofteams4.ReactiveapproachAdhocteams;divingcatches;minimumdataonresultsavailable5.NoteamingBest-In-ClassIntroduction©DellComputerCorporationALLRIGHTSRESERVEDJanuary2001-Introduction-15AllLOBIFIRFY000.00%0.50%1.00%1.50%2.00%2.50%3.00%3.50%4.00%1591317212529333741454953FiscalWeekPercentIFIRAllLOBIFIR,FY00(andclosedwksFY01)Introduction©DellComputerCorporationALLRIGHTSRESERVEDJanuary2001-Introduction-16LifecycleWarrantyCostTrends$0.00$0.50$1.00$1.50$2.00$2.50$3.00$3.50$4.00$4.500%5%10%15%20%25%30%35%40%45%FY01TargetN/AN/AN/A$0.23$0.65$1.13WW$B$0.28$0.54$0.90$1.08$1.59$2.15%ofWWOpInc13%26%37%35%39%41%%ofWWOpIncw/Improvement13%26%37%29%27%26%FY98FY99FY00FY01FY02FY03$Billions%OpIncIntroduction©DellComputerCorporationALLRI