Second, the feasibility of introducing six sigma management into power grid enterprises
(1) Six Sigma management has been successfully applied to the service industry.
Although six sigma management originated and matured in manufacturing industry, its practical application has already broken through manufacturing industry and taken root in many fields of service industry.
As early as 200 1, six sigma management was applied to foreign banks to improve service quality and economic benefits. Among them, IBM Bank shortened the loan procedure from 1 week to 1-2 days; Citibank shortened the credit decision-making cycle by 67%, that is, from three days to 1 day; Bank of America increased customer satisfaction by 25%.
In 2006, Shanghai Telecom analyzed the objection rate of telephone charges in the previous year, and found that the total objection rate expressed by DPMO was 2 13, in which the suspected objection level was 142 and the real objection level was 7 1. After six times of management improvement, the objection rate of telephone charges decreased by 20%. (State Grid | How China Southern Power Grid Corporation introduces Lean Six Sigma Management)
(2) The application of six sigma management in power grid enterprises.
Six sigma management is also practiced in domestic power grid enterprises. In Guangdong Electric Power, North China Electric Power University introduced a practical case of a regional power supply bureau using DMAIC model to improve residents' customer satisfaction.
Through data analysis, the power supply bureau found that residents were not satisfied with the power outage notice, 95598 hotline and complaint handling. Further questionnaire survey shows that there are two factors affecting customer satisfaction, one is information communication obstacle, and the other is service process defect. By establishing 95598 SMS service center, upgrading voice system, increasing telephone seats, simplifying complaint handling process and other improvement measures, the customer satisfaction of residents in this power supply bureau has been greatly improved.
(3) The continuous advanced years have penetrated into the hearts of power grid enterprises.
Whether power grid enterprises can introduce six sigma management is the key to whether employees have the concept of continuous improvement.
Generally speaking, management change includes three stages: thawing, transformation and freezing, among which the most important work in thawing stage is to change people's ideas. Most enterprises that have failed in reform have more or less the problem that the concept change is not in place in the thawing stage, which makes it difficult to start the reform at the beginning, or it will end in a gust of wind.
Most power grid enterprises began to implement lean management in 2006. Over the past few years, we have repeatedly publicized the concept of continuous improvement through websites, conferences, newspapers, videos, cartoons, exhibition boards, banners and other forms, fully demonstrating the actual achievements of lean management, and the concept of continuous improvement has been deeply rooted in the hearts of the people.
(4) Power grid enterprises have established a high-quality talent team through lean management.
In order to introduce six sigma management, power grid enterprises must have a specially trained team of high-quality talents. This is because the relevant personnel must first master the relevant knowledge of advanced statistical application and skillfully use relevant statistical software in order to smoothly promote the management of Six Sigma.
In the process of systematically promoting lean management, power grid enterprises have trained a large number of practical talents who have mastered lean methods and tools. With the integration of lean six-sigma management, it is essential for six-sigma managers to master FMEA, 80/20 principle, pareto chart and other tools and practical project management experience.
In addition, in the past few years, some power grid enterprises have sent people to participate in six sigma management training organized by professional training institutions many times, forming a "green belt and black belt" talent echelon of six sigma.
(5) The large-scale application of information technology has accumulated necessary raw data for Six Sigma management.
In order to build information enterprises, power grid enterprises have continuously increased their investment in information technology in recent years. In the past three years, the accumulated investment in informatization of many provincial companies has accounted for about 5% of the total investment in capital and nature.
With the increasingly powerful functions of PMS, SCADA, CMS, ERP and other systems, power grid enterprises have accumulated a large number of basic data, which is a necessary prerequisite for the smooth development of Six Sigma management.
Three, the power grid industry to implement six sigma management positioning is as follows:
Once the enterprise determines that it needs to implement six-sigma management, the next thing to do is to determine the positioning and planning of the implementation of six-sigma management. Accurate positioning determines the level and depth of the implementation of the six horses, while systematic and meticulous planning points out the path, scale and process for the promotion process. At the level of positioning and planning of the six suitable horses, we will discuss them from the following seven aspects:
First, determine the purpose of positioning and planning for Six Sigma.
The purpose of lean six sigma implementation positioning is to set a "tone" for enterprises to implement six sigma, that is, what benefits they will get from the implementation of six sigma. The level of positioning directly determines the degree of attention, investment and implementation effect of enterprises in promoting the six suitable horses.
The purpose of Six Sigma implementation planning: to determine a clear operation path for enterprises to implement 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 implementing Six Sigma in the positioning and planning stage.
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.
Fourthly, Zhang Chi Consulting has been focusing on the power grid industry since 16.
Provide six sigma open class training and project consultation. (Six Sigma, Lean Six Sigma, design for six sigma)
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).
Assist enterprises to apply lean six sigma consulting methodology, improve the efficiency and effectiveness of business operation, improve the quality of products and services, reduce the cost waste in the whole operation process, consolidate and continuously improve the organizational culture of pursuing perfection, thus achieving excellent operational performance, ensuring the best business profitability of the organization and bringing more lucrative profits to the enterprise.