1. Six Sigma training is divided into: green belt, black belt and green belt and black belt.
2. The training cost of Zhang Chi Liusima open class is between 8,000 and 40,000 yuan. There are fixed courses every month.
3. There are three training methods: open class, internal training and consulting (project counseling).
Business Type: (Six Sigma, Lean Six Sigma, design for six sigma).
Second, the automobile industry needs to be improved.
Product development and improvement
Comprehensive processing cost control
Disassemble the whole vehicle and align the whole vehicle.
Unit processing cost (excluding material cost)
Delivery cycle, on-time delivery rate, production cycle
Finished product inventory accumulation
In today's increasingly fierce competition, the leaders of the automobile industry are accelerating their own improvement steps, and the leaders of the automobile industry have made great progress in the following aspects:
1) modular manufacturing, which controls the carding and manufacturability of parts from the R&D end.
2) With the promotion of intelligent factories and intelligent manufacturing, the traceability of process control should be strengthened.
3) Total quality management to improve the quality stability of parts in the whole supply chain.
4) Comprehensively control the processing cost, establish a cost map and reduce the operating expenses.
5) Improve the supply chain in an all-round way and reduce the overall cost of the supply chain (including the cost of quality loss)
Three, through the implementation of lean six sigma, enterprises can gain benefits in the following aspects:
1. By eliminating non-value-added processes, we can reduce the production that does not meet customer requirements and build a new production and operation mode with low cost, quickness and satisfaction for customers.
2. Reduce the variation of business processes, improve the ability and stability of processes, and improve the robustness of processes or products.
3, reduce the number of products in process, reduce inventory, and reduce enterprise costs.
4. Optimize the production rhythm, shorten the production preparation time, accurately and quickly understand and respond to customer needs.
5. Improve the layout of factory facilities, reduce the space occupied by production and make effective use of resources.
6. Improve customer satisfaction and product market share.
In order to meet customers' needs stably and at a high level, Lean Six Sigma not only pays attention to process optimization, but also pays attention to how to operate within the organization to meet customers' needs more quickly. In the improvement goal, the "better and more economical" of Six Sigma and the "faster and more economical" of lean production are organically integrated, which fully embodies the three elements of competitiveness: delivery time, price and quality.
Fourth, the automotive industry positioning the importance of lean six sigma management
The direction of implementing lean six sigma management is as follows:
Once the enterprise determines that it needs to implement lean six sigma management, the next thing to do is to determine the positioning and planning of lean six sigma management. Accurate positioning determines the implementation level and depth of lean six sigma, while systematic and meticulous planning points out the path, scale and process for the promotion process. At the level of lean six sigma promotion positioning and planning, we will discuss it from the following seven aspects:
First, determine the implementation orientation and planning purpose of Lean Six Sigma.
The purpose of implementing lean six-sigma is to set a "tone" for enterprises to implement lean six-sigma, that is, what benefits we want from implementing lean six-sigma. The level of positioning directly determines the degree of attention, investment and implementation effect of enterprises in promoting lean six-horse.
The purpose of lean six sigma implementation planning: to determine a clear operation path for enterprises to implement lean six sigma; That is, within what scope, how long, how to carry out and the effect to be achieved at each stage.
Second, determine the basic problems faced by enterprises in the positioning and planning stage of lean six sigma implementation.
At this stage, enterprises will face the following possible problems:
1. What are the alternative positioning for enterprises to implement lean six sigma?
2. What is the positioning of the enterprise that has been implemented?
3. What are the effects and results of different positioning for implementing enterprises?
4. How to position my enterprise is the best choice.
5. What are the alternatives for enterprises to implement Lean Six Sigma?
6. How are the implemented enterprises planned?
7. What are the results of different embodiments?
8. How should my enterprise be planned?
If the above questions are answered, enterprises will not "cross the river by feeling the stones" when determining the implementation orientation and planning of lean six sigma, but have rules to follow and laws to follow.
Thirdly, determine the basic process of lean six sigma implementation orientation and planning.
In practice, enterprises expand in the following ways when implementing positioning and planning:
Orientation/Planning of Lean Six Sigma Implementation
Positioning is divided into: corporate image propaganda, problem-solving tools, local process optimization, and the needs of corporate strategic culture change.
Planning is divided into: implementation cycle and implementation scale.
① Implementation period: within one year, three years, three years or more.
② Implementation scale: group companies and small and medium-sized enterprises;
Answer: Group company (pilot → start-up, full roll-out, full pilot)
B: Small and medium-sized enterprises (partial implementation, full implementation)
There are four common choices in positioning. One is to position the implementation of lean six sigma as "corporate image propaganda", that is, to send a signal to the outside world that this enterprise is implementing the most advanced management technology in the industry at present, and its management technology is first-class.
The second is to position the implementation of lean six sigma as a "problem-solving tool", that is, the company intends to use the advanced concepts and or tools contained in lean six sigma management to solve some difficult problems that enterprises are currently facing. For example, the qualified rate of a product is low, and I want to use the tools of Lean Six Sigma to find the reason and solve the problem.
Thirdly, we hope to optimize local processes by implementing lean Six Sigma management. For example, enterprises do not perform well in logistics, warehousing, manufacturing or supply chain, and it is planned to make a breakthrough optimization of this process by implementing lean six-sigma management to improve quality and efficiency and reduce cost and cycle time.
Fourthly, Lean Six Sigma should be positioned at the height of changing corporate culture and quality strategy, so that corporate culture can be transformed into the aspects that Lean Six Sigma pursues, such as paying attention to customers, speaking with facts and data, paying attention to processes, relying on teams to solve problems, finding and solving problems preventively, pursuing perfection and tolerating mistakes.
In the implementation of the plan, the implementation of the enterprise needs to consider two aspects: the cycle and scale of implementing lean six sigma.
The implementation cycle can be divided into the following options:
Do a BB/GB training first, do a few projects, or just do a "literacy training". Focus on lean six sigma for less than a year. Focus on other things while implementing lean six sigma, and you will change your direction at any time.
Secondly, we have made a medium-term plan, and plan to train several BB/GB personnel in two to three years and do several projects within the enterprise, which has achieved considerable financial benefits. After the staged success, Lean Six Sigma will come to an end, and then begin to pay attention to new management concepts and methods.
Third, long-term planning, often three years or even longer. The plan defines the implementation process, deployment mode, resource requirements and goals of each stage of Lean Six Sigma in enterprises. More importantly, it extends the implementation of Lean Six Sigma to two sources: new product research and development and suppliers/customers.
On the scale of implementation, in practice, the planning of group companies and small and medium-sized enterprises is often different. Several common planning methods for the implementation scale of Lean Six Sigma in group companies are as follows:
1. It will be piloted in one or several branches/enterprises first, and then rolled out in stages in the whole group after success.
2. First cultivate BB/GB seeds in each branch/enterprise, and these seeds will take the first batch of projects. After success, the whole group began in stages.
3. Direct and comprehensive development.
4. SMEs have two common plans:
5. Pilot in a certain field (such as manufacturing field) or process (such as assembly process) or product, and implement it to the whole company after success.
6. Promote directly within the company.
7. The above is the positioning and planning to promote the implementation of lean six sigma in the process of enterprise development.