Process Elements

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來自 University System of Georgia 的課程

Six Sigma and the Organization (Advanced)

272 個評分

University System of Georgia

Six Sigma and the Organization (Advanced)

272 個評分

課程 1（共 4 門，Specialization Six Sigma Green Belt）

This course is for you if you are looking to dive deeper into Six Sigma or strengthen and expand your knowledge of the basic components of green belt level of Six Sigma and Lean. Six Sigma skills are widely sought by employers both nationally and internationally. These skills have been proven to help improve business processes and performance. This course will introduce you to the purpose of Six Sigma and its value to an organization. You will learn about the basic principles of Six Sigma and Lean. Your instructors will introduce you to, and have you apply, some of the tools and metrics that are critical components of Six Sigma. This course will provide you with the basic knowledge of the principles, roles, and responsibilities of Six Sigma and Lean. Every module will include readings, videos, and a quiz to help make sure you understand the material and concepts that are studied. You will also have the opportunity to participate in discussions and peer review exercises to give you the opportunity to apply the material to your daily life. Registration includes online access to course content, projects, and resources but does not include the companion text The Certified Six Sigma Green Belt Handbook (2nd edition). The companion text is NOT required to complete the assignments. However, the text is a recognized handbook used by professionals in the field. Also, it is a highly-recommended text for those wishing to move forward in Six Sigma and eventually gain certification from professional agencies such as American Society for Quality (ASQ).

從本節課中

Project Identification - VOC - Project Management Basics

In this module, Dr. David Cook will introduce you to project identification, voice of the customer, and project management as it pertains to six sigma.

Project Selection1:13

Process Elements4:53

Identifying Stakeholders1:28

與講師見面

David Cook, PhD
Assistant Professor of Mechanical Engineering Technology
Department of Mechanical Engineering Technology
Bill Bailey, PhD
Assistant Professor of Industrial Engineering
Department of Systems and Industrial Engineering

Processes exist to accomplish work and tasks.

Inputs are transformed into outputs.

Processes can be connected, interdependent, and

combined to form more complex processes.

When framing work in terms of a process, we recognize that we are impacted

by the work of others and likewise, we impact the work of others.

Even a small improvement can make a substantial difference.

All of these efforts revolve around communication and teamwork.

Deming suggested a more elaborate definition of a process beginning with

a consumer through design.

Design would be the catalyst for suppliers, materials, and

equipment used in making the product or service.

And the output would move directly back to the consumer.

This model is of particular interest given its cyclic nature.

Specifically when we attempt to define a process,

there are a handful of questions we must ask ourselves about the inputs,

the transformation, the outputs, how we measure the process,

failures, decisions and the identities of our customers and suppliers.

Process management improves our understanding and potential to control.

It also facilitates planning and organization.

You must first walk the process and

talk to associates to find out what really goes on day to day.

Do this even if you are studying a work area you think you know.

Don't get so wrapped up in creating the perfect flow chart

that can impede value added work on a project.

Only go to a level of detail that is helpful for the project.

If boundaries are not clear in the project charter, talk to your champion or

sponsors.

No one person will have all the processed knowledge,

you need to create the process map.

If your map sits on a shelf or

stuck on a person's computer it is not doing much good.

Make them living documents and make them visible.

A process map is a graphic display of steps, events and

operations that constitute a process.

As you are constructing the process map,

you are attempting to uncover the complexities associated with a process.

There are many different methods about how to achieve this end result.

It is highly recommended that, as you build a process map,

you ask questions about the process such as, what happens if something goes

wrong at this step, what happens if not all the material or

manpower are available, what does the process depend on?

When process mapping identify roles, not names.

Flow from top to bottom and left to right.

Use swim lanes to assist in organizing multiple functions.

Make sure connectors are connected and not crossed.

We can use tools such as Visio or PowerPoint to create process maps.

We can also use the wall or flip chart paper

of white boards to map out the process with people involved in the process.

Never be afraid to refine and validate your process.

Focus on the flow and not on the detail within each step.

A personal walkthrough of the process can be very beneficial.

Benchmarking is a very valuable step in project selection.

It allows producers to identify, assess, and compare best practices.

Remember that some of the best innovations in business

occur when we think outside the box.

Look for ways to enhance your business model by looking at industries

outside your competitive scope.

If your competitors are worthy, they will always be watching you.

Your willingness to embrace revolutionary ways of doing things

makes it more difficult for them to follow and catch up.

Take forward is an example.

There are several types of benchmarking.

Process benchmarking focuses on specific work processes.

Performance benchmarking examines competitive position.

Project benchmarking looks into new techniques for planning and

controlling projects.

Strategic benchmarking appraises how companies compete.

Benchmarking puts us into greater touch with our own processes.

It helps us establish a means to compare performance.

It opens up new frontiers and innovation.

It also builds relationships and lays the foundations for continuous improvement.

Benchmarking can be misleading especially when we are trying to compare on a level

playing field.

It can be difficult to get information and it is costly as well as time consuming.

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