new horizon for six sigma six sigma trend - · pdf file제조/물류혁신활동현황 ......

© Copyright IBM Corporation 2006

Strategy & Change Service | IBM BCS | Confidential

IBM Business Consulting Services

New Horizon for Six Sigma

Six Sigma TrendSungjin Park2006.05.25

New Horizon for Six Sigma | JW Mariott Hotel | 25-May-062



Agenda

Sigma, Status quo

Sigma, New Value Proposition

Recommendation




여러분회사의 6시그마는어떻게진행되나요?

6 Sigma Cycle

혁신기획

과제도출

과제진행

사후관리




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




6 Sigma Cycle





“이과제성공하면전략목표달성할수있나요?”

“효과내려면타부문과 Co-work이필요한데, 내권한밖이예요”

현실

“이과제는성공적인데다른과제가못해서효과가안나요”

6 Sigma 성공요인

•전략과연계된과제의선정• Cross Functional 과제도출•선행/전제과제협업








“6Sigma방법론이너무어려워요”

“방법론이실무와잘안맞아요”

“GB가본업때문에시간이안나요”

“영업은매출만늘리면돼요”

“마케팅/영업/R&D등은 Art지정량화는아닌데…”

“6Sigma는제품품질향상에만맞는거아닌가요?”

•엄격한프로젝트진행관리•효율적인팀구성및업무 분배

6 Sigma Cycle 현실6 Sigma 성공요인

•업의특성에맞는방법론고안







사후 관리사후 관리• 6Sigma 체질화를위한변화관리•자생적/진화적혁신지속

•객관적인성과측정및보상

“성과금액을믿을수가없어요”

“과제영역은좋아졌을지모르겠지만이것때문에다른쪽은나빠졌어요”

“6Sigma는항상같은방식아닌가요?”

“너무형식적인것같아요”

6 Sigma Cycle 현실6 Sigma 성공요인




우리가원하는것은...

6 Sigma의발전방향

전략및기획과연계된 Initiative / 과제도출

마케팅/영업등 Downstream 접근방법개발

Easy & Customized방법론개발및기존혁신방법론과통합을통한 Synergy 극대화

정확한성과측정을통한합리적보상체계구축

핵심인재육성을통한자생적혁신Mode 전개




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




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




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




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




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




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




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)




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




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




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




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’)




Enterprise-wide Optimization

Cross Functional

Project

Large-Scaled Project

High Level Project

Ownership

Company-wide Optimization

Project Scope Project Size Project Ownership




Enterprise-wide Optimization – Cross Functional

Cross Functional Project

Big Y1 = f( y )Big Y1 = f( y )


R & D Process

Sales

Functional Project


Marketing

Manufacturing Process


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




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




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




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




Recommendation

Let’s Think about....

• Back to Basic

• Roadmap

• Consistency




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

new horizon for six sigma six sigma trend - · pdf file제조/물류혁신활동현황 ......

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