1 thought on “How to make the management team of Liusigma more efficient in the enterprise”
Alison
1. Process improvement team
The process improvement team focuses on improving one or more important features of a certain process, such as quality, cost, life cycle, etc. The focus is on the entire process, not a part of the process. The process is a chain that integrates a series of activities that can bring value. The process is starting and ending. For example, the manufacturing process begins with procurement, and finally the product is sent. Usually, the value -added process involves multiple departments of the organization.
The process improvement team must be responsible for gradual improvement (Kaizen), but also to guide drastic changes (reorganization). The team is composed of members who are closely related to the process. Team members usually need to report to different superiors, and they can be at different levels in the organizational structure. The process improvement project must be consent of the person in charge of the process. The person in charge of the process is usually the senior leaders of the organization. The process improvement team must first obtain authorization of the process.
2. Working group The working group focuses on the improvement of a specific working area. These work areas usually belong to one department or one unit, and the person in charge of the process is usually the department manager. Team members are usually at the same level of organizational structure and usually report to a superior. The members of the working group must receive the training of quality control technology and receive support from management. The idea here is that all employees must contribute to quality improvement. The working group is a mechanism for providing employees to provide employees.
is an example of the working group. The quality circle originated in Japan, and the large -scale quality circle in Japanese companies. American companies have also tried to use the quality circle on a large scale, but only achieved limited success. It is undeniable that the quality circle is a pioneer of historic quality improvement working group. The study revealed a large number of successful factors in the quality circle, and the effective application of other types of working groups cannot be separated from these successful factors. Quality circle is a staff group who is committed to continuously improving their jurisdiction. In order to ensure the success of the quality circle, you must first complete some steps: ① from senior leaders to supervision leaders must have a clear understanding of the organization's goals. Everyone in the organization must be committed to helping the organization to achieve this goal; ② senior leaders must have various problems within the scope of the company, such as quality, cost, life cycle, etc.; ③ Pay attention to the process, not just internal policies and relations reports; ④ must conduct cooperative skills for participants (for example, team work, team dynamics, communication and expression skills). These are not only applicable to members of the quality circle, but also apply the supervisors and managers in the work area; ⑤ must train the participating personnel to solve the problem skills (for example, traditional quality control tools, brainstorming method, etc. ); ⑥ The management of the department must provide support and encouragement to the quality circle.
However, the quality circle has a very important position and role, and as long as there is an appropriate company environmental support, it can be successful no matter where it is applied. However, for most companies, they do not have a suitable company environment. In the 1970s, Western commercial institutions did not have an environment suitable for quality circle applications. Simply grafting the quality circle to the traditional command-controlled hierarchical structure, the quality circle will not play any role. There are various reasons for the failure of the quality circle in the United States. These reasons are also the reasons for the failure of the working group: la for the quality circle of the American company is isolated, not an organic part of the company's quality control measures. Therefore, such a quality circle usually cannot effectively solve problems involving other fields of the company, because there are no resources available in other fields; ② the main person in charge has changed the amount. As a result, leadership and management support for the quality circle cannot be consistent; ③ employees dedicated to the quality circle frequently. If the stability of members of the quality circle cannot be guaranteed. The quality circle cannot be an effective team. It takes a lot of time to establish an effective team.
3, self -management team In addition to the process improvement team and working group, there are many other forms of teams and groups related to six Sigma. The self -management team is a way to re -integrate work and flat organizational structure. If the implementation and management should be proper, the results of quality improvement and productivity can be obtained. If improper implementation, there will be many problems.
The self -management team usually shoulders some responsibilities undertaken by management in traditional enterprises, including formulating plans, arrangements, employment workers and performance evaluations, and so on. Although it is difficult to successfully implement the self -management team, the result of successful implementation is attractive. It will bring more effective organizational institutions, rising employee morale and better quality. Several necessary prerequisites to ensure success are: ① communication and listening n encourage two -way, sincere, open, and frequent communication. The more employees know, the more trusting this project, the more powerful.
② Training employees The education for employees in various ways is the basis for employees to have a sense of responsibility. If a certain employee does not know what to do, what to do, and why the difference between this method and the difference between different methods, then do not expect employees to treat themselves as the owner of the enterprise and exercise the responsibility of the owner’s responsibility Responsible for the enterprise.
③ Let employees participate in the team When the organization decides to create a positive working environment, many employees do not understand the technical methods required for the combination of groups. The team enables employees to participate in the decision -making and implementation that directly affects them.
④ Trusted employees He even if the team's decision is not what you want, you must also support the team's decision. The trust team allows failure.
⑤ Provide feedback The places where members do well in time, often thanks to employees as praise for their hard work and work results. Share the honor of the team with employees in various possible ways. Frequently provides employees with detailed performance feedback forms (including both grades and shortcomings).
4. Assistance technology The assistance to the external six Sigma group is not always necessary. Although external assistance can bring considerable benefits, they will also lead to increased costs. Therefore, the organization should carefully analyze the advantages and disadvantages of external assistance. To determine whether external assistance is necessary, you can use the following guidance principles: ① When there is obvious distrust or prejudice, the introduction of fair foreigners should be considered to assist the team; ② Assistance to assist in assistance -The participation of external assistance personnel can encourage employees who are timid and fearful of the project; ③ hostility between hostile-individual and organizations will be relieved due to the addition of external personnel; ④ definition of problems-if the problem definition-If if the definition of the problem-If the definition of the problem-if the definition of the problem-if the definition of the problem-if the definition of the problem-if the definition of the problem-if the definition of the problem-if the definition of the problem- The problem is difficult to define, or the definition given by different teams is different. At this time, a fair listening listening and analyst need to help the organization form a unified view of the problem; The operation process of the team can concentrate the effort to solve the problem and achieve better results; ⑥ complexity or novelty-in a complex or new environment, the assistance of external experts can better help the team Give full play to the talent of members to better solve the problem.
Is Sixigma assisted personnel to have the following 4 basic capabilities: ① The ability of the whole process and decision -making process of participating in the problem; Procedures for processes and cognitive processes; ③ maintained neutrality on argument and value issues; ④ respect the needs of the team and learn from the process of solving the problem.
When the assistants act according to the following principles, assistance to work can be carried out high efficiency: ① Use strategic and comprehensive vision to look at the process and decision -making process. In a large number of selection schemes, choose the method that can meet the needs of the team and complete the task at hand; ② the social process and cognitive process of supporting the team can help the team members from liberation from a large number of issues, and focus on the substantialness of the substantialness Question; ③ trusted by all team members. Everyone agrees that he is a biased, non -existing benefit; ④ helps the team understand the technology used. Help them improve the problem of the problem.
1. Process improvement team
The process improvement team focuses on improving one or more important features of a certain process, such as quality, cost, life cycle, etc. The focus is on the entire process, not a part of the process. The process is a chain that integrates a series of activities that can bring value. The process is starting and ending. For example, the manufacturing process begins with procurement, and finally the product is sent. Usually, the value -added process involves multiple departments of the organization.
The process improvement team must be responsible for gradual improvement (Kaizen), but also to guide drastic changes (reorganization). The team is composed of members who are closely related to the process. Team members usually need to report to different superiors, and they can be at different levels in the organizational structure. The process improvement project must be consent of the person in charge of the process. The person in charge of the process is usually the senior leaders of the organization. The process improvement team must first obtain authorization of the process.
2. Working group
The working group focuses on the improvement of a specific working area. These work areas usually belong to one department or one unit, and the person in charge of the process is usually the department manager. Team members are usually at the same level of organizational structure and usually report to a superior. The members of the working group must receive the training of quality control technology and receive support from management. The idea here is that all employees must contribute to quality improvement. The working group is a mechanism for providing employees to provide employees.
is an example of the working group. The quality circle originated in Japan, and the large -scale quality circle in Japanese companies. American companies have also tried to use the quality circle on a large scale, but only achieved limited success. It is undeniable that the quality circle is a pioneer of historic quality improvement working group. The study revealed a large number of successful factors in the quality circle, and the effective application of other types of working groups cannot be separated from these successful factors. Quality circle is a staff group who is committed to continuously improving their jurisdiction. In order to ensure the success of the quality circle, you must first complete some steps:
① from senior leaders to supervision leaders must have a clear understanding of the organization's goals. Everyone in the organization must be committed to helping the organization to achieve this goal;
② senior leaders must have various problems within the scope of the company, such as quality, cost, life cycle, etc.;
③ Pay attention to the process, not just internal policies and relations reports;
④ must conduct cooperative skills for participants (for example, team work, team dynamics, communication and expression skills). These are not only applicable to members of the quality circle, but also apply the supervisors and managers in the work area;
⑤ must train the participating personnel to solve the problem skills (for example, traditional quality control tools, brainstorming method, etc. );
⑥ The management of the department must provide support and encouragement to the quality circle.
However, the quality circle has a very important position and role, and as long as there is an appropriate company environmental support, it can be successful no matter where it is applied. However, for most companies, they do not have a suitable company environment. In the 1970s, Western commercial institutions did not have an environment suitable for quality circle applications. Simply grafting the quality circle to the traditional command-controlled hierarchical structure, the quality circle will not play any role. There are various reasons for the failure of the quality circle in the United States. These reasons are also the reasons for the failure of the working group:
la for the quality circle of the American company is isolated, not an organic part of the company's quality control measures. Therefore, such a quality circle usually cannot effectively solve problems involving other fields of the company, because there are no resources available in other fields;
② the main person in charge has changed the amount. As a result, leadership and management support for the quality circle cannot be consistent;
③ employees dedicated to the quality circle frequently. If the stability of members of the quality circle cannot be guaranteed. The quality circle cannot be an effective team. It takes a lot of time to establish an effective team.
3, self -management team
In addition to the process improvement team and working group, there are many other forms of teams and groups related to six Sigma. The self -management team is a way to re -integrate work and flat organizational structure. If the implementation and management should be proper, the results of quality improvement and productivity can be obtained. If improper implementation, there will be many problems.
The self -management team usually shoulders some responsibilities undertaken by management in traditional enterprises, including formulating plans, arrangements, employment workers and performance evaluations, and so on. Although it is difficult to successfully implement the self -management team, the result of successful implementation is attractive. It will bring more effective organizational institutions, rising employee morale and better quality. Several necessary prerequisites to ensure success are:
① communication and listening n encourage two -way, sincere, open, and frequent communication. The more employees know, the more trusting this project, the more powerful.
② Training employees
The education for employees in various ways is the basis for employees to have a sense of responsibility. If a certain employee does not know what to do, what to do, and why the difference between this method and the difference between different methods, then do not expect employees to treat themselves as the owner of the enterprise and exercise the responsibility of the owner’s responsibility Responsible for the enterprise.
③ Let employees participate in the team
When the organization decides to create a positive working environment, many employees do not understand the technical methods required for the combination of groups. The team enables employees to participate in the decision -making and implementation that directly affects them.
④ Trusted employees
He even if the team's decision is not what you want, you must also support the team's decision. The trust team allows failure.
⑤ Provide feedback
The places where members do well in time, often thanks to employees as praise for their hard work and work results. Share the honor of the team with employees in various possible ways. Frequently provides employees with detailed performance feedback forms (including both grades and shortcomings).
4. Assistance technology
The assistance to the external six Sigma group is not always necessary. Although external assistance can bring considerable benefits, they will also lead to increased costs. Therefore, the organization should carefully analyze the advantages and disadvantages of external assistance. To determine whether external assistance is necessary, you can use the following guidance principles:
① When there is obvious distrust or prejudice, the introduction of fair foreigners should be considered to assist the team;
② Assistance to assist in assistance -The participation of external assistance personnel can encourage employees who are timid and fearful of the project;
③ hostility between hostile-individual and organizations will be relieved due to the addition of external personnel;
④ definition of problems-if the problem definition-If if the definition of the problem-If the definition of the problem-if the definition of the problem-if the definition of the problem-if the definition of the problem-if the definition of the problem-if the definition of the problem-if the definition of the problem- The problem is difficult to define, or the definition given by different teams is different. At this time, a fair listening listening and analyst need to help the organization form a unified view of the problem; The operation process of the team can concentrate the effort to solve the problem and achieve better results;
⑥ complexity or novelty-in a complex or new environment, the assistance of external experts can better help the team Give full play to the talent of members to better solve the problem.
Is Sixigma assisted personnel to have the following 4 basic capabilities:
① The ability of the whole process and decision -making process of participating in the problem; Procedures for processes and cognitive processes;
③ maintained neutrality on argument and value issues;
④ respect the needs of the team and learn from the process of solving the problem.
When the assistants act according to the following principles, assistance to work can be carried out high efficiency:
① Use strategic and comprehensive vision to look at the process and decision -making process. In a large number of selection schemes, choose the method that can meet the needs of the team and complete the task at hand;
② the social process and cognitive process of supporting the team can help the team members from liberation from a large number of issues, and focus on the substantialness of the substantialness Question;
③ trusted by all team members. Everyone agrees that he is a biased, non -existing benefit;
④ helps the team understand the technology used. Help them improve the problem of the problem.