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wholesale jewelry gift boxes and shipping materials The 15 characteristics of the successful Liuxigma management team
1. The clear team goals related to the corporate strategy If all employees of the enterprise know the strategy of the company and work hard to achieve it This strategy, then this is a good phenomenon. But unfortunately, most of the employees of many companies do not know the strategic goals of the enterprise. As a result, employees do not know what their work is related to the goal of senior managers. Moreover, the employee's connection between their work and other people in the enterprise only has a shallow understanding. To overcome this unfavorable factor, the team should be familiar with the strategic goals of the enterprise and how the six Sigma solutions support the corporate strategy.
Perhaps the management of Liusigma is not the main part of the enterprise. Among some companies, the relationship between the two must be found. This relationship is generally implemented through the following ways: efficiency or productivity improvement , Reduced costs, shortening cycles, or increased customer satisfaction. When the corporate goals are clear, the team's goals must be derived from it.
2. Senior managers clearly support team goals The clear support of high -level managers can make the concept of Six Sigma more clear. As the management of the company's management requires the concept of enterprises in the entire company, the scope of the company has changed. Therefore, this is particularly important. Without a strong execution and leadership, the success of Liuxigma's management can only be a dream. There are many ways to express their expressions. For example, if employees can read written statements in the company's current affairs communication, public statements that can make most employees know at the employee conference, but the most obvious support is that senior managers personally participate in the team. Some meetings. In addition, it is also a clear support to provide support services and budgets to the team when necessary.
3. The executive guidance committee or the initiator, the initiator When the management concept and achievement of the Six Sigma are responsible for a person with a high status, the initiative of Liusigma is the most effective. Among some companies, this role can also be used by an execution and guidance committee. According to different organizational structures, members of the committee can represent different functional units, commercial units or geographical areas. The role of the committee is to guide the team's work guidance and coordinate action. However, in general, only companies with high management of six Sigma have the executive guidance committee, and more common is individual initiator or proposal. For example, this person may be the deputy director of quality or the deputy president of the production department. No matter who this person is, the six Sigma activities are always responsible for it, at least at the beginning. This person must communicate with the team, communicate with the entire enterprise, coordinate all aspects of the management of Liusigma, and resolve the conflict. This person's position in the enterprise must be enough to provide resource and budget control support for the team. Finally, this sponsors should be evaluated based on the results of the six Sigma management team.
4. The person in charge of the process orientation of the enterprise and the establishment process of the establishment process The process is a mechanism that can create value for customers. Each functional unit adds some value through a certain way, or the functional unit directly supports the value creation process. If a functional unit cannot create value or supports the creation value, then consider removing this functional unit. Whatever the reason, the fact is that most companies are organized around their functions, such as design, production, marketing, customer service, finance, human resources and accounting. These functional units are generally led by a functional manager who represent and maintain a specific functional unit. Functional managers are usually the main obstacles to major improvements, because their responsibilities and obligations are to safeguard the interests of their units, rather than the process of value creation, and maximize the performance of functional units may limit the performance of the process. Information technology may want to reduce costs through layoffs, but reducing support for IT will seriously restrict the six Xigma management operations that require better databases and information access. Only when functional managers can use their unit as a link to a value creation chain can they break the restrictions of functional units. The process orientation requires the close cooperation of the functional manager to the action. The popularity of the person in charge of the process is popular with a strong business literature. The role of the person in charge of the process is usually played by the manager of the most powerful functional unit. Form. But no matter what form, the person in charge of the process must support the Six Siegma management team. The person in charge of the process also acts as an important role in the implementation of the team's improvement proposal. Measurement and meet customer expectations Is Sixegma Management requires that they really respect customers and really pay attention to the needs of customers. However, the discussion is based on external customers. Valuable products. Therefore, customers are actually the final evaluations of the value and applicability of the product. In this way, the result of logical inference is that the enterprise and the six Sigma management team well understand the expectations of customers. Not foreign customers, but only internal customers. Knowing what is important is important to internal customers. For example, training and development rarely expose the internal processes of external customers. However, in fact, all employees will benefit from training and development. To maximize the interests of the training, we must understand the needs and expectations of internal and external customers. The person internal internal process leaders need to understand the expectations of internal customers, as if the person in charge of other processes should understand the voices of external customers.
6. Understand the capabilities of suppliers in all critical investment The almost no companies can have a complete value creation chain. Most companies depend on a group of suppliers, including manufacturers and service providers. Value creation chain looks strong, but also fragile, and fragile places may be external suppliers. For tangible products, suppliers may provide parts; for services, suppliers may provide information management or Service support. If the supplier provides important investment, it is very effective to make the supplier the permanent member of the Six Sigma management team. At least, the key suppliers should be used as a special member as needed. It is necessary to evaluate the quality of the process input to the contribution of the team goals. The supplier will make important improvements based on their knowledge and other companies' experience.
7. The team accepts technical and team behavior. The training The six Sigma management team needs to receive training before the operation. The training can be provided by the team leader or service provider, which requires two aspects of technical and behavioral training. The technical training team also needs to pay attention to the restrictions on resources and time. The problem is to arrange the time from normal work to avoid some direct fees. The team needs to evaluate the period of the plan to make reasonable arrangements early. At the end of the training, the team should provide instructive, measured, measured, measured, measured, measured, measured, measured, measured, measured, measured, measured, measured, measured, measured, measured, measured, measured, measured, measured, measured, measured, measured, measured, measured, measurable, measurable, measured, and measurable. Clear goal statement. The target statement is the standard for measuring team performance. The goal of "improving the order execution process" is too general. "20%of the cost" or "the ability to make the process reach the six Sigma standard". If an order is issued by the management, for example, the cost is reduced, then the team leader should be clearly proposed at the beginning of the process.
8. The team members have clear expectations, roles and responsibilities After training, each team member should know their expectations, especially why they are in the team And how their participation contributes to the success of the team. The team's goal or definition team goals have strengthened this. During the implementation of the entire plan, individual team members may be responsible for the operation between two meetings, and individuals may have to collect data and summarize other people in the team from their units. If no one comes from the unit's unit, the person in charge of the team will be responsible for collecting necessary data. The purpose of behavioral training and suggestion operation procedures is to ensure that all team members know how the team exercises duties, and the responsibility of team members can clearly reduce ambiguous, conflict and chaos.
9. A frank communication within the team and within the company's respect and trust because it is difficult to communicate with other departments, so behavioral training should emphasize the internal team in the team In exchange, the person in charge of the team will supervise this so that everyone has the opportunity to participate. The work of senior management and the proponent should be consistent with the progress of the team. The form of adoption can be summary or reported monthly. The team should report some key issues in the improvement process to senior management and initiatives, and the purpose of the meeting is to achieve two -way communication. What the team is preparing to say, when it is reported, and who is responsible for writing a report, they must formulate a plan in advance. When the plan is completed, the entire plan must be summarized. Through the experience of successful communication, it is conducive to gain more support within the enterprise.
10. The team is granted enough autonomy and action right The team must have the ability to take action and try new ideas, but it is also necessary to understand that not every suggestion will succeed. However, enterprises, especially senior management, should allow teams to perform most of their suggestions. The suggestion can be performed at one time, it can be implemented in stages within a period of time, or a experimental plan is formulated before fully publicly displayed to test the recommendations. However, no matter which method is used, the team should allow the team to try their suggestions under reasonable resource restrictions. If the high -level management rejection of the team's suggestion without explaining or making a small explanation, then it will become difficult to get the team's participation in the future.
11. The team makes decisions based on data and facts Whenevers, as long as possible, the team should be based on data and facts, instead of doing things based on experience: a very one is very good The important data is the calculation of the process cycle. A process consists of a series of actions, and there may be 10-50 or more actions that have been considered and recognized. Each action consumes some time and resources in some way, at least, every action will cost some manpower. The total cost of all operations is the total number of processes that can be changed directly. The team should collect all relevant data so that detailed cost data can be used to demonstrate their resolutions and suggestions.
12. The team must have sufficient time and resources to perform thorough action The team should have sufficient time to thoroughly analyze and investigate all actions and explore alternative operations. If the team's actions are rushing, the decision may be based on inadequate data, and the profit opportunity may be ignored. This means allowing team meetings to conduct in their own way. During the implementation of a Six Sigma management plan, the sub -process is often very conspicuous, and some of them may need to be improved. It is not common to generate another solution from one scheme, but if the second solution may end the previous plan before the start of the second solution, so as not to distract. If the enterprise's manpower is sufficient, it may also set up another new team during the implementation of the previous plan. The team should have resources to support the best suggestions for possible.
13. Approve the contribution of individuals and teams and rewards Telers or initiatives should agree with the personal contribution of the team. In most teams, some people have contributed more than others and become role models. The functional manager of the unit in the unit should know his outstanding performance in the team. Further, the performance of the team needs to be recognized and rewarded. The most common reward is to recognize their work. Money rewards are more controversial in a sense; if you want to make money rewards, you should reward all employees who contribute to the plan, not just team members. Nevertheless, if it is important to participate in the team, the reward and recognition system should be in place to change the behavior and culture of the enterprise, and its basis is the performance of the team rather than the personal performance. Moreover, the performance management system also needs to support the team environment.
14. The team uses universal performance standards related to customers and other performance standards of the enterprise Different six Sigma management teams should use some general standards: for example, there are many different calculation methods for failure rates. If each team uses a different way, it will be difficult to compare the result. As part of the initial training, the performance standards used by other teams should be told by the team. Uniform standards are conducive to the results of the implementation of the plan. Some companies have formulated a set of questionnaires for external and internal customers. Standardized terms and standards are conducive to formulating coherent and understandable customer data. Each performance standard used by the team should be directly related to customer needs and expectations. Therefore, internal process performance standards must be consistent with the relevant issues in the customer questionnaire, which may require amendments to measure the performance of performance.
15. The financial results generated by the team are consistent with the results of the performance The successful team must be able to archive their proposal results. This requires comparison with the performance of key performance factors before the implementation of the six Siurigma management with the performance after implementation. Therefore, the current performance level must be recorded and cost estimates must be recorded from the beginning. Since many companies do not have this data, the team usually needs to sample research and estimate the work. After the implementation process improvement and suggestions, the team must estimate the new performance level. New cost estimates must be performed after the process is corrected, and these estimates must be explained to the management in the final report. After the process improvement, the team must also formulate a system that measures the actual performance improvement, and then accurately compares the actual performance with the performance of the estimated performance.
wholesale jewelry gift boxes and shipping materials The 15 characteristics of the successful Liuxigma management team
1. The clear team goals related to the corporate strategy
If all employees of the enterprise know the strategy of the company and work hard to achieve it This strategy, then this is a good phenomenon. But unfortunately, most of the employees of many companies do not know the strategic goals of the enterprise. As a result, employees do not know what their work is related to the goal of senior managers. Moreover, the employee's connection between their work and other people in the enterprise only has a shallow understanding. To overcome this unfavorable factor, the team should be familiar with the strategic goals of the enterprise and how the six Sigma solutions support the corporate strategy.
Perhaps the management of Liusigma is not the main part of the enterprise. Among some companies, the relationship between the two must be found. This relationship is generally implemented through the following ways: efficiency or productivity improvement , Reduced costs, shortening cycles, or increased customer satisfaction. When the corporate goals are clear, the team's goals must be derived from it.
2. Senior managers clearly support team goals
The clear support of high -level managers can make the concept of Six Sigma more clear. As the management of the company's management requires the concept of enterprises in the entire company, the scope of the company has changed. Therefore, this is particularly important. Without a strong execution and leadership, the success of Liuxigma's management can only be a dream. There are many ways to express their expressions. For example, if employees can read written statements in the company's current affairs communication, public statements that can make most employees know at the employee conference, but the most obvious support is that senior managers personally participate in the team. Some meetings. In addition, it is also a clear support to provide support services and budgets to the team when necessary.
3. The executive guidance committee or the initiator, the initiator
When the management concept and achievement of the Six Sigma are responsible for a person with a high status, the initiative of Liusigma is the most effective. Among some companies, this role can also be used by an execution and guidance committee. According to different organizational structures, members of the committee can represent different functional units, commercial units or geographical areas. The role of the committee is to guide the team's work guidance and coordinate action. However, in general, only companies with high management of six Sigma have the executive guidance committee, and more common is individual initiator or proposal. For example, this person may be the deputy director of quality or the deputy president of the production department. No matter who this person is, the six Sigma activities are always responsible for it, at least at the beginning. This person must communicate with the team, communicate with the entire enterprise, coordinate all aspects of the management of Liusigma, and resolve the conflict. This person's position in the enterprise must be enough to provide resource and budget control support for the team. Finally, this sponsors should be evaluated based on the results of the six Sigma management team.
4. The person in charge of the process orientation of the enterprise and the establishment process of the establishment process
The process is a mechanism that can create value for customers. Each functional unit adds some value through a certain way, or the functional unit directly supports the value creation process. If a functional unit cannot create value or supports the creation value, then consider removing this functional unit. Whatever the reason, the fact is that most companies are organized around their functions, such as design, production, marketing, customer service, finance, human resources and accounting. These functional units are generally led by a functional manager who represent and maintain a specific functional unit. Functional managers are usually the main obstacles to major improvements, because their responsibilities and obligations are to safeguard the interests of their units, rather than the process of value creation, and maximize the performance of functional units may limit the performance of the process. Information technology may want to reduce costs through layoffs, but reducing support for IT will seriously restrict the six Xigma management operations that require better databases and information access. Only when functional managers can use their unit as a link to a value creation chain can they break the restrictions of functional units. The process orientation requires the close cooperation of the functional manager to the action. The popularity of the person in charge of the process is popular with a strong business literature. The role of the person in charge of the process is usually played by the manager of the most powerful functional unit. Form. But no matter what form, the person in charge of the process must support the Six Siegma management team. The person in charge of the process also acts as an important role in the implementation of the team's improvement proposal. Measurement and meet customer expectations
Is Sixegma Management requires that they really respect customers and really pay attention to the needs of customers. However, the discussion is based on external customers. Valuable products. Therefore, customers are actually the final evaluations of the value and applicability of the product. In this way, the result of logical inference is that the enterprise and the six Sigma management team well understand the expectations of customers. Not foreign customers, but only internal customers. Knowing what is important is important to internal customers. For example, training and development rarely expose the internal processes of external customers. However, in fact, all employees will benefit from training and development. To maximize the interests of the training, we must understand the needs and expectations of internal and external customers. The person internal internal process leaders need to understand the expectations of internal customers, as if the person in charge of other processes should understand the voices of external customers.
6. Understand the capabilities of suppliers in all critical investment
The almost no companies can have a complete value creation chain. Most companies depend on a group of suppliers, including manufacturers and service providers. Value creation chain looks strong, but also fragile, and fragile places may be external suppliers. For tangible products, suppliers may provide parts; for services, suppliers may provide information management or Service support. If the supplier provides important investment, it is very effective to make the supplier the permanent member of the Six Sigma management team. At least, the key suppliers should be used as a special member as needed. It is necessary to evaluate the quality of the process input to the contribution of the team goals. The supplier will make important improvements based on their knowledge and other companies' experience.
7. The team accepts technical and team behavior. The training
The six Sigma management team needs to receive training before the operation. The training can be provided by the team leader or service provider, which requires two aspects of technical and behavioral training. The technical training team also needs to pay attention to the restrictions on resources and time. The problem is to arrange the time from normal work to avoid some direct fees. The team needs to evaluate the period of the plan to make reasonable arrangements early. At the end of the training, the team should provide instructive, measured, measured, measured, measured, measured, measured, measured, measured, measured, measured, measured, measured, measured, measured, measured, measured, measured, measured, measured, measured, measured, measured, measured, measured, measurable, measurable, measured, and measurable. Clear goal statement. The target statement is the standard for measuring team performance. The goal of "improving the order execution process" is too general. "20%of the cost" or "the ability to make the process reach the six Sigma standard". If an order is issued by the management, for example, the cost is reduced, then the team leader should be clearly proposed at the beginning of the process.
8. The team members have clear expectations, roles and responsibilities
After training, each team member should know their expectations, especially why they are in the team And how their participation contributes to the success of the team. The team's goal or definition team goals have strengthened this. During the implementation of the entire plan, individual team members may be responsible for the operation between two meetings, and individuals may have to collect data and summarize other people in the team from their units. If no one comes from the unit's unit, the person in charge of the team will be responsible for collecting necessary data. The purpose of behavioral training and suggestion operation procedures is to ensure that all team members know how the team exercises duties, and the responsibility of team members can clearly reduce ambiguous, conflict and chaos.
9. A frank communication within the team and within the company's respect and trust
because it is difficult to communicate with other departments, so behavioral training should emphasize the internal team in the team In exchange, the person in charge of the team will supervise this so that everyone has the opportunity to participate. The work of senior management and the proponent should be consistent with the progress of the team. The form of adoption can be summary or reported monthly. The team should report some key issues in the improvement process to senior management and initiatives, and the purpose of the meeting is to achieve two -way communication. What the team is preparing to say, when it is reported, and who is responsible for writing a report, they must formulate a plan in advance. When the plan is completed, the entire plan must be summarized. Through the experience of successful communication, it is conducive to gain more support within the enterprise.
10. The team is granted enough autonomy and action right
The team must have the ability to take action and try new ideas, but it is also necessary to understand that not every suggestion will succeed. However, enterprises, especially senior management, should allow teams to perform most of their suggestions. The suggestion can be performed at one time, it can be implemented in stages within a period of time, or a experimental plan is formulated before fully publicly displayed to test the recommendations. However, no matter which method is used, the team should allow the team to try their suggestions under reasonable resource restrictions. If the high -level management rejection of the team's suggestion without explaining or making a small explanation, then it will become difficult to get the team's participation in the future.
11. The team makes decisions based on data and facts
Whenevers, as long as possible, the team should be based on data and facts, instead of doing things based on experience: a very one is very good The important data is the calculation of the process cycle. A process consists of a series of actions, and there may be 10-50 or more actions that have been considered and recognized. Each action consumes some time and resources in some way, at least, every action will cost some manpower. The total cost of all operations is the total number of processes that can be changed directly. The team should collect all relevant data so that detailed cost data can be used to demonstrate their resolutions and suggestions.
12. The team must have sufficient time and resources to perform thorough action
The team should have sufficient time to thoroughly analyze and investigate all actions and explore alternative operations. If the team's actions are rushing, the decision may be based on inadequate data, and the profit opportunity may be ignored. This means allowing team meetings to conduct in their own way. During the implementation of a Six Sigma management plan, the sub -process is often very conspicuous, and some of them may need to be improved. It is not common to generate another solution from one scheme, but if the second solution may end the previous plan before the start of the second solution, so as not to distract. If the enterprise's manpower is sufficient, it may also set up another new team during the implementation of the previous plan. The team should have resources to support the best suggestions for possible.
13. Approve the contribution of individuals and teams and rewards
Telers or initiatives should agree with the personal contribution of the team. In most teams, some people have contributed more than others and become role models. The functional manager of the unit in the unit should know his outstanding performance in the team. Further, the performance of the team needs to be recognized and rewarded. The most common reward is to recognize their work. Money rewards are more controversial in a sense; if you want to make money rewards, you should reward all employees who contribute to the plan, not just team members. Nevertheless, if it is important to participate in the team, the reward and recognition system should be in place to change the behavior and culture of the enterprise, and its basis is the performance of the team rather than the personal performance. Moreover, the performance management system also needs to support the team environment.
14. The team uses universal performance standards related to customers and other performance standards of the enterprise
Different six Sigma management teams should use some general standards: for example, there are many different calculation methods for failure rates. If each team uses a different way, it will be difficult to compare the result. As part of the initial training, the performance standards used by other teams should be told by the team. Uniform standards are conducive to the results of the implementation of the plan. Some companies have formulated a set of questionnaires for external and internal customers. Standardized terms and standards are conducive to formulating coherent and understandable customer data. Each performance standard used by the team should be directly related to customer needs and expectations. Therefore, internal process performance standards must be consistent with the relevant issues in the customer questionnaire, which may require amendments to measure the performance of performance.
15. The financial results generated by the team are consistent with the results of the performance
The successful team must be able to archive their proposal results. This requires comparison with the performance of key performance factors before the implementation of the six Siurigma management with the performance after implementation. Therefore, the current performance level must be recorded and cost estimates must be recorded from the beginning. Since many companies do not have this data, the team usually needs to sample research and estimate the work. After the implementation process improvement and suggestions, the team must estimate the new performance level. New cost estimates must be performed after the process is corrected, and these estimates must be explained to the management in the final report. After the process improvement, the team must also formulate a system that measures the actual performance improvement, and then accurately compares the actual performance with the performance of the estimated performance.