New Horizon for Six Sigma Six Sigma Trend - · PDF file제조/물류혁신활동현황 ......
Transcript of New Horizon for Six Sigma Six Sigma Trend - · PDF file제조/물류혁신활동현황 ......
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Strategy & Change Service | IBM BCS | Confidential
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New Horizon for Six Sigma
Six Sigma TrendSungjin Park2006.05.25
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Agenda
Sigma, Status quo
Sigma, New Value Proposition
Recommendation
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여러분회사의 6시그마는어떻게진행되나요?
6 Sigma Cycle
혁신기획
과제도출
과제진행
사후관리
New Horizon for Six Sigma | JW Mariott Hotel | 25-May-064
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기대하는것과실제는다르다
6 Sigma Cycle
혁신 기획혁신 기획
과제 도출과제 도출
과제 진행과제 진행
사후 관리사후 관리
• CEO의 Commitment가필수•핵심인재를벨트로선발
“세부과제라 Top의관심이없어요”
“기획부문의전략과혁신부문이따로놀아요”
“과세수행팀구성하는데어려움이많아요”
“혁신안해도운만맞으면성과나죠”
현실
“우수인력은현업에서안빼주죠”
6 Sigma 성공요인
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6 Sigma Cycle
혁신 기획혁신 기획
과제 도출과제 도출
과제 진행과제 진행
사후 관리사후 관리
“이과제성공하면전략목표달성할수있나요?”
“효과내려면타부문과 Co-work이필요한데, 내권한밖이예요”
현실
“이과제는성공적인데다른과제가못해서효과가안나요”
6 Sigma 성공요인
•전략과연계된과제의선정• Cross Functional 과제도출•선행/전제과제협업
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혁신 기획혁신 기획
과제 도출과제 도출
과제 진행과제 진행
사후 관리사후 관리
“6Sigma방법론이너무어려워요”
“방법론이실무와잘안맞아요”
“GB가본업때문에시간이안나요”
“영업은매출만늘리면돼요”
“마케팅/영업/R&D등은 Art지정량화는아닌데…”
“6Sigma는제품품질향상에만맞는거아닌가요?”
•엄격한프로젝트진행관리•효율적인팀구성및업무 분배
6 Sigma Cycle 현실6 Sigma 성공요인
•업의특성에맞는방법론고안
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혁신 기획혁신 기획
과제 도출과제 도출
과제 진행과제 진행
사후 관리사후 관리• 6Sigma 체질화를위한변화관리•자생적/진화적혁신지속
•객관적인성과측정및보상
“성과금액을믿을수가없어요”
“과제영역은좋아졌을지모르겠지만이것때문에다른쪽은나빠졌어요”
“6Sigma는항상같은방식아닌가요?”
“너무형식적인것같아요”
6 Sigma Cycle 현실6 Sigma 성공요인
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우리가원하는것은...
6 Sigma의발전방향
전략및기획과연계된 Initiative / 과제도출
마케팅/영업등 Downstream 접근방법개발
Easy & Customized방법론개발및기존혁신방법론과통합을통한 Synergy 극대화
정확한성과측정을통한합리적보상체계구축
핵심인재육성을통한자생적혁신Mode 전개
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Leadership Development- BSC, Promotion 연계, 핵심인재육성-임직원 Change Management 강화(CAP)
Sigma, New Value Proposition
Innovation Integration- Lean, TPM, Quick & Easy
Expansion to other Business & Function- Public & Service Sector 도입확대
- Marketing & Sales 부문참여확대- BTO (Business Transformation Outsourcing)
Large-scaled Project- Mega Y, Big Y 과제수행
High-level ProjectOwnership-경영진이직접과제 leading
Expansionof
Six Sigma
Company-wide
Optimization방법론 Customization- DFSS/i,t, MFSS, SFSS,…
Convergenceto
Six Sigma
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Expansion of Six Sigma : Domain
Evolutionary Path of 6 Sigma
InternalSix Sigma Projects
InternalSix Sigma Projects
UpstreamSix Sigma
Processes of Suppliers
UpstreamSix Sigma
Processes of Suppliers
DownstreamSix Sigma
Processes of Customers
DownstreamSix Sigma
Processes of Customers
Outsourced Processes -
Six Sigma
Outsourced Processes -
Six Sigma
제조업중심Operational Excellence 추구
서비스/ 공공부문- IT서비스, 금융, 의료-정부, 공사, 등Marketing/Sales 확대
BTO로확대
Current Status
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Six Sigma Readiness AssessmentGap Analysis
Project Prioritization and Alignment MethodsDFSS for ITDFSS for Processes
Cadre of Black Belts/Green Belts Ongoing DFSS ProjectsOngoing DMAIC ProjectsProcess Management− Customer Scorecards− Process Dashboards
Consult
Strategy Process
Deliver
Analysis Design Construct(ITS)
Implement
Operate
Process (BPMS)
Applications (AMS)
Infrastructure(IMS)
Expansion of Six Sigma : Value Chain
BTO and 6 Sigma synergies
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후원형리더쉽(Supported Leadership)
Expansion of Six Sigma : Leadership
여유인력(Person available)
협조영역/일시적개선(Spot Improvement)
성과모니터(Just Monitor)
솔선수범리더쉽(Thought Leadership)
최고인력(Person talented)
광의영역/근본적개선( Cross Improvement)
성과관리(Positive Involvement)
1차적
리더쉽
1차적
리더쉽
2차적
리더쉽
Source: R.D.Snee&R.W.Hoerl, Leading 6 Sigma, Prentice-Hall, 2003
1 Way Leadership 2 Way Leadership
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Expansion of Six Sigma : HR
경영진
팀/파트 팀/파트
사원 사원 사원
• No Belt Certification → No Management!-챔피언의 GB 교육수료및독자과제수행-일부의경우챔피언이 BB 교육과정수료
• No Belt Certification No Promotion!-신규의경우벨트인증 (BB/GB)필수조건화-부서장의 BB 교육수료의무화-벨트자격소유자직급승진시가점부여
• No 6 Sigma Knowledge No Work!- 6 Sigma 교육대상전사원으로확대
(e-learning 활용)
인사제도와연계현황
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Expansion of Six Sigma : Change Management
1. Leading Change1. Leading Change
7. Changing Systems & Structures7. Changing Systems & Structures
3. Shaping A Vision3. Shaping A Vision
2. Creating A Shared Need2. Creating A Shared Need
4. Mobilizing Commitment4. Mobilizing Commitment
CurrentState
TransitionState
ImprovedState
5. Making Change Last5. Making Change Last
6. Monitoring Progress6. Monitoring Progress
Initi
ate
Cha
nge
Sust
ain
Cha
nge
*Source: Change Acceleration Process, GE
7Steps of Change Acceleration Program
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물류(Logistics)
생산(Operations)
영업/마케팅(Marketing & Sales)
지원(Support)
ValueChain
Roadmap Customizing업무특성에맞는맞춤형방법론개발
Integration of Innovation기존혁신기법과의연계를통한방법론개발
Convergence : Value Chain
CBM주1)
6 SigmaPI-driven6 Sigma
Lean/TPM6 Sigma
Easy6 Sigma
주) CBM: Component Business Modeling 주) SFSS: Sales For Six Sigma, MFSS: Marketing For Six Sigma
Innovation Convergenceto Six Sigma
DFSS/t(R & D)
DFSS/i(Innovation)
SFSS주2)
(Sales)MFSS주3)
(Marketing)
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Easy&
Quick
Convergence : Lean & TPM
제조/물류혁신활동현황 개선방향
혁신주관부서통일현장사원참여유도
DMAIC 근간Tool 단순화
혁신기법들의장점을통합
필요한방법론은자체개발
6Sigma, TPM , TPS 등의다양한혁신활동이 혼재운영
현장직원들의 Tool에대한거부감및습득의어려움
Tool 및 Slogan 남발
과제의중복등, 실질적인성과보다형식치중
QSSLeanTPS
사 례
하나로혁신
TPMTPS
6 Sigma
삼성전자
6 SigmaPlus
ERPLean
Honeywell
6sgiam
6 Sigma
Lean6 SigmaLean
GE
6sgiam
POSCO: QSS(Quick Six Sigma)
Synergy
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Business Admin
Corporate/LOB Strategy & Planning
Organisation & Process Policies
Alliance Strategies
Human CapitalManagement
Legal & Regulatory
Business Performance
Intellectual Property
Building/Facilities & Equipment
IT Systems& Operations
Knowledge & Learning
Financial Magt’
Capital Appropriation
Planning
FinancialPlanning &Forecasting
Risk Management
& Internal Audit
Treasury
TaxManagement
Accounting & General Ledger
CostManagement
Product/Process
Portfolio Strategy &Planning
Research &Development
Design Rules& Policies
ProgramManagementConfigurationManagement
DesignValidation
ChangeManagement
MechanicalDesign
In-vehicleSystem Design
Process Design
Tool Design& Build
SupplyChain
Supply ChainStrategy & Planning
DemandPlanning
SupplierRelationship
Planning
Supply ChainPerformanceMonitoring
SupplierManagement
LogisticsManagement
InventoryManagement
TransportationManagement
Procurement
Marketing& Sales
CustomerRelationship
Strategy
Sales & PromotionPlanning
BrandManagement
RelationshipMonitoring
Demand Forecast
& Analysis
DealerManagement
CustomerRelationshipManagement
OrderManagement
LeaseManagement
Direct
Control
Execute
Production
ProductionStrategy
ProductionRules & Policies
Master ProductionPlanning
ProductionScheduling
QualityManagement
PlantOperations
MaintenanceManagement
ProductionMonitoring
Service &Aftersales
Post Vehicle Sale
Strategy
WarrantyManagement
QualityManagement
End-of-LifeVehicle
VehicleService
PartsManagement
Illustrative
Sourcing AlternativesShared ServicesStrategic Outsourcing
BTO / BPOIndustry Partner
Convergence - CBM
CBM과 6Sigma 연계방안CBM (Component Business Modeling)
미래지향적인측면이반영된Component들에근거한과제도출
가능
CBM에서도출된 Initiative의우선순위에따라과제의우선순위를
선정에활용가능
Component단위별 Cost분석결과를근거로 TCO개념으로과제
접근이가능
Illustrative
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Convergence - Process Innovation
방법론 Review 통합방법론구성
Activity
Stage
1 방법론근간인 Stage는 6Sigma DFSS로구성
2 세부업무절차인 Activity는두방법론장점결합6Sigma의 Define-Measure-Analyze 단계적극활용Develop-Implement 단계는 PI 구축방법론적극활용
DefineDefine MeasureMeasure ExploreExplore DevelopDevelop ImplementImplement6Sigma
Define Measure Analyze Improve Control
Define Measure Explore Develop Implem-ent
DMAIC
DFSS
PI 방법론
과제도출
To-BeImage
상세설계
시스템구축
테스트안정화
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Convergence - Methodology
마케팅/영업부문에최적화
VOC분석, 창의적아이디어발상법강화
다변량분석기법, 이해관계자분석등보완
지원부문혁신과제활성화(인사, 재무, 구매)
창의적 R&D 방법론정착
Methodology Customization
TRIZ, Taguchi Design 등적용
기업의全부문에서 6시그마추진
DFSS/i: DFSS for Innovation
DFSS/t: DFSS for Technology
SFSS: Sales for 6 SigmaMFSS: Marketing for 6 Sigma (Account Mgt’)
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Enterprise-wide Optimization
Cross Functional
Project
Large-Scaled Project
High Level Project
Ownership
Company-wide Optimization
Project Scope Project Size Project Ownership
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Enterprise-wide Optimization – Cross Functional
Cross Functional Project
Big Y1 = f( y )Big Y1 = f( y )
Big Y3 = f( y )Big Y3 = f( y )
R & D Process
Sales
Functional Project
Big Y2 = f( y )Big Y2 = f( y )
Marketing
Manufacturing Process
Big Y4 = f( y )Big Y4 = f( y )
Product B
Product A
Product C
Big Y1 = f( y )
Big Y1 = f( y ) B
ig Y3 = f( y )B
ig Y3 = f( y )
R & D Process
Sales
Big Y2 = f( y )
Big Y2 = f( y )
Marketing
Manufacturing Process
Product B
Product A
Product C
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회사 전략회사 전략
부문 전략부문 전략
부·팀 실행계획부·팀 실행계획
프로젝트
실행주체
Mega Y
Big YBig Y
Small ySmall ySmall ySmall y
Big Y
과제1
y1
과제2
y2
과제3
y3
과제4
y4
BB BB BBBB
Big Y
과제1
y1
과제2
y2
과제3
y3
과제4
y4
BB BB BBBB
Mega Y
CTQ CTQ CTQ CTQ CTQ CTQ
Illustrative
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프로젝트과제 Scale이대규모화되면서프로젝트 Ownership은 BB PO Champion의 High Level Position으로이동
Champion Project : 챔피언이 Ownership을갖고 Big Y 과제수행및사후관리
사업전략
Big Y 과제완료
KPI 성과검증및사후관리
CTQ를 GB/BB 과제추진으로성과창출
ControlControlImproveImprove
EE DD IIMMAA II CCMM
AnalyzeAnalyze
운영적 BAP(CTQ 도출)
MeasureMeasure
전략적 BAP(Big Y 정의)
DefineDefine
전략목표수립
사업전략달성을위해 Big-Y를분석하고, CTQ를도출
CEOReview 챔피언 Tollgate CEO
Review
Illustrative
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Lessons Learned
Expansionof
Six Sigma
Company-wide
Optimization
Convergenceto
Six Sigma
서비스및공공부문으로확대
R&D, 마케팅, 영업, 기획부문확대
Manager 양성프로그램으로활용
Lean, TPM 등혁신기법과의통합
업에맞는방법론 Customization
전략과연계된대규모프로젝트수행 (Mega Y, Big-Y)
Cross functional 과제수행
경영진의혁신전문가화직접과제수행
Management= 6 Sigma
Bottom Line 개선Value Creation
6 Sigma
= The Way We Work
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Recommendation
Let’s Think about....
• Back to Basic
• Roadmap
• Consistency
New Horizon for Six Sigma | JW Mariott Hotel | 25-May-0626
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Why IBM?
• 6 Sigma Market Leader•세계최고의 IT 기업• Global Practice •업종전문가보유
PublicCommun-ications
Distribution/SMB
FinancialServices
Industrial
Sectors
Strategy & Change (SC)
Customer RelationshipManagement (CRM)
Supply ChainManagement (SCM)
Financial Management (FM)
Human CapitalManagement (HCM)
Application Innovation (AI)
Solu
tion
Are
as
6Sigma 사례
고객분석관련 Tool
재무성과분석/검증지원
변화관리프로그램지원
Portal성과관리시스템
바젤 IIBPMS