I am in charge of quality management in the company and have received six green belt trainings. How to establish a six-horse management framework?

What kind of business ideas or values are the daily basis of enterprise organization? What drives the interaction and decision-making of enterprises? Fundamentally speaking, the guiding principle of Six Sigma is similar to most famous quality management philosophies, such as Baldridge standard, ISO9000 and lean thinking. Although each of them has his own style and unique emphasis, they also have the following basic concepts that can be perfectly integrated into the management framework. .

Basic 1: process focus

As managers, we can ensure that the processes within our responsibilities are recorded, communicated, clarified and continuously improved. In order to focus on process improvement, you should determine the core process you are responsible for.

What did the company hire you for? The easiest way to determine your core process is to determine your output or delivery-not those of your upper organization. Within your responsibilities, output is defined as anything that you or your direct reports are responsible for delivering to others or another team ("customers"). It has a wide range, which can be a set of data, an in-depth and comprehensive report, an article and a capsule.

Each output should have a related process that defines its production method. This is your core process, which is different from the support process. Unlike the core process, the supporting process enables the output to be delivered successfully.

Examples of supporting processes include information systems, budgeting, recruitment and employment of employees. If you want to focus on the core process, it requires you to constantly evaluate the core process of yourself and your subordinates-this is a daunting task when time and resources are limited. On the contrary, it is easy for us to get into the habit of focusing on "on-time" delivery.

Foundation 2: Customer-centered.

Everything about Liusima is for customers. Every individual or team that gets output from you is your customer. Customer-centered requires that you always try to understand the customer's requirements or needs. Attitude is the key! When you understand that your duty is to provide what customers desire most accurately, the working relationship will become more positive and cooperation will be improved. When your goals begin to merge, obstacles and traps will disappear. Individual actions will point to the center. Pave the way for more creative solutions, processes and win-win situations. This does not mean that managers must put everything down to meet the needs of customers, but managers should always consider their internal and external customers.

Business and process decisions should always consider the needs of customers, and every step of any process should always create value for customers. For example, if your team submits specific quality assurance in two offices, why do they do so? Is this a value-added activity? Will it benefit your internal and external customers? To ask these questions, you must know clearly who your customers are and you must communicate with them.

Foundation 3: Collaboration

Six Sigma's philosophy requires cooperation to fully expose the process and produce the best results. Only through collaboration can managers determine whether their own part of the larger process meets the requirements of customers. If you are willing to cooperate with suppliers and customers, you will find that they are the source of creativity and can help you add value to your core processes. Usually, suppliers and customers have mature ideas about what you should do. Just ask them.

Foundation 4: Data-Driven Management

In Six Sigma, because the decision is based on data and facts, it is very important to collect and evaluate appropriate measurement standards. Any measure that can help managers understand their processes and operations is a potential business measure. Some examples include the number of units completed per hour, the percentage of defects or errors in the process, and the time required to deliver a specific number of units. To start the data management process, you can first determine the deliverables and understand what customers value. Managers can track the value-added measures to ensure that customers' needs are met and support decision-making on processes, personnel and projects.

You should learn to use the standard Six Sigma tools properly, such as Pareto Diagram, Histogram, Control Diagram and Flowchart. Many of these tools are years old and very easy to use. If the delivery volume is meaningful to both you and your customers, you can have a fact-based discussion and both parties will make the right decision. Don't underestimate the number plus the customer-centric power.

It is important to determine appropriate metrics for each key deliverable. In order to determine which indicators are value-added, managers should first evaluate the time needed to do so with reference to recording and analyzing the value that indicators will create. The general principle is "keep it simple".