Anhui enterprises to choose the six sigma consulting company's recommendations:
1-choose a history of lean six sigma consulting company;
2-choose a focus on a certain type of lean six sigma consulting company;
3-choose a strong consulting capacity of the lean six sigma company;
4-Price is key, but recognizing value for money is even more critical!
5- Lean Six Sigma consulting firms that focus on training and consulting and on-site research and guidance.
8-Companies can not do Lean across the board, must be piloted first (to prevent the lack of cooperation within the enterprise).
9 - must be with the consulting company to make a corporate assessment and research report.
(There are two types of internal training: internal training, consulting (consulting 1:5 times the financial returns commitment!))
Zhangchi consulting customer range covers aerospace, ceramics, automotive, electric power, power grids, tobacco, machinery, electronics, chemicals, home appliances, power supply, energy, iron and steel, aviation, construction, schools, hospitals, banks, insurance, communications, forestry, clothing, electrical appliances, printing, aluminum, etc.; the nature of the enterprise covers the state-owned enterprises, private enterprises, foreign capital, and other industries; (Customers are from) (Customers are from all over the country, including well-known listed companies and the world's top 500 enterprises, and for more than 10 consecutive years to achieve customer renewal rate of more than 90%; for example: Zhang Chi consulting and the China Aerospace Corporation since 2005 to date, up to more than 10 years of cooperation!)
ZC Consulting has been focusing on Six Sigma public training and project coaching for 16 years. (Six Sigma, Lean Six Sigma, Six Sigma design)
1. Six Sigma training is divided into: green belt, black belt, green belt to black belt.
2. Zhang Chi Six Sigma open course training costs between eight thousand and forty thousand. Fixed monthly classes.
3. There are three types of training: open class, internal training, consulting (project coaching).
Second, Anhui enterprises to implement the importance of Six Sigma management training
First, the importance of the enterprise to develop a training program
In the traditional organization, training department is independent, with its own separate budget and special interests that need to be protected. In such organizations, instead of being integrated with the strategic plan to meet the needs of the organization as a whole, the training plan is usually more oriented to meet the needs of the instructors and other stakeholders in the training department. The impact on organizational performance is the same as if each department in the organization had pursued its own interests at the expense of the organization as a whole: negative return on investment, demoralization, and so on.
Organizations implementing Six Sigma take a completely different approach: training programs are directly linked to the present and future needs of external customers, which drive the organization's strategic plan. The person who develops the strategic plan is also responsible for developing the strategic training plan. The strategic training plan provides the organization's employees with the means to improve their knowledge, skills and abilities, which are needed for the further development of the organization. Of course, the same is also true for providing the technical training needed to maintain day-to-day operations. The fact that training managers in modern organizations report directly to senior leadership reflects the increased emphasis on human resource development in modern business.
The general order of the planning process is through the development of an annual training plan. The annual training plan is a step in the process of implementing a long-term strategic training plan. The focus of the plan is neither intrinsic nor extrinsic, but rather spans the entire process, with the training plan making provision for supplier, employee, and customer training, including training for new products.
Six Sigma Management Training - Universal Quality Principles
In a Six Sigma organization that is truly accountable for quality, every manager is, in a sense, a "quality manager".
1, Six Sigma leader training
① Leaders should be trained in "insight"
Insight is the ability to draw a blueprint for the future of an organization. Insight is the ability to draw a blueprint for the future of an organization. The organization of the future should be closer to the ideal organization, where the "ideal" organization is defined as one that fully realizes its values. What does such an organization look like? What do its employees need to do? Who will be its customers? What will it do for its customers, employees and suppliers? Developing a clear vision of such an organization assists leaders in figuring out how to move toward the ideal organization, starting with transforming the basic functions of the existing organization. Without a clear vision, managers are likely to lead the organization into a maze of pitfalls. Conversely, if a clear vision is in place to guide the transformation process, the organization will move forward as intended. That's not to say that the process is "easy," but with a blueprint in place, the organization is like following a seasoned scout through enemy territory. The path forward is clear, but the process is arduous.
②Leaders also need strong communication skills
Fortunately, most leaders have excellent communication skills, and only a few don't. Although for some leaders, communication training is simply a refresher and enhancement of skills already in place, it's still wise to train for effective communication. In large organizations, communication training should include training in mass communication media, such as television, radio, and print media. Communicating with customers, investors, and suppliers is different from communicating with employees and coworkers, so special training is often required.
When a person has a clear idea of where he wants to go, he can put it into practice immediately. However, it is not enough for an organization to have a clear vision. The leader must communicate that vision to the rest of the organization, and communicating a vision is much more difficult than communicating a directive or a concrete concept. An organizational vision that contains abstract values is itself abstract, and in order to communicate that vision effectively to others, leaders must make the abstract vision concrete. One way to make it concrete is to keep the vision in people's memories: through every action, every decision, meeting attended or missed, and behavior in the meeting. The value of the vision is demonstrated by the leader's actions, every decision he or she takes, every meeting he or she attends, and his or her behavior at the meeting, whether he or she is listening intently or scribbling absent-mindedly on a notepad. Employees who try to understand the leader's vision pay close attention to the leader's behavior.
Another way to communicate abstract ideas is through storytelling. There is a constant flow of events in an organization: customers deal with the organization through employees and systems; suppliers meet with engineers; and thousands of events occur every day. Often there are events whose occurrence reflects the very nature of the leader's vision. The employee who provides unconventional service to a customer, the engineer who takes a risk and makes a mistake, the supplier who goes to great lengths to keep the production line running ...... These are concrete examples of the leader's vision for the future of the organization. These stories should be relentlessly told to others, to the personnel who are believed to have caused these instances. Sometimes leaders need to create events themselves, even if this requires deliberate preparation of an event. It is not fraudulent to create an environment with strong symbolism and then use it to communicate an abstract vision.
3) Leaders also need to take training in conflict resolution
As a process owner in a traditional organization, the leader is responsible for a hierarchy based on reporting and does his or her best to enable value to be communicated in processes that are segmented into several functional areas. This inevitably leads to competition for limited resources, which creates conflict. The ideal solution, of course, is to design an organization free of such destructive competition. To date, leaders have faced many conflicts that urgently need to be resolved.
④Leaders must strictly follow the laws of ethics
Leaders need to gain the trust of others, and those who violate the ethical rules and regulations that enable people to *** live and work together are not to be trusted, and leaders also need to have qualities such as honesty and integrity.
2. Six Sigma Manager Training
Leaders are charged with the responsibility of taking the business into the future, where the behavior of the members of the organization will be different from what it is now. Management involves running existing systems to deliver the organization's value to customers, as well as improving existing systems to deliver higher value. The skills involved in this type of management are not the same as those needed to lead an organization, so it is often the case that an effective manager is not a good leader, and vice versa.
Managers design processes. Process is the integration of material and human resources in a particular way to add value. Effectively accomplishing this task requires managers with background knowledge in various aspects of organizational theory and development, motivational theory, job design, and performance appraisal. However, having this background knowledge is not sufficient for employees to become managers; they also need to undergo continuous training in these areas to maintain and enhance their managerial competencies.
In addition to these traditional competencies, the modern quality-centered organization requires its managers to have excellent interpersonal skills, which play many roles. For example:
①Coaching
A coach doesn't just tell his players what to do, he helps them do it. A pitching coach studies the theory of pitching and the characteristics of each pitcher and then teaches each pitcher how they should hold the ball, swing their arm, throw the ball, etc. Coaches are constantly trying to find ways to improve the quality of the pitcher's throws.
② Mentoring
The manager knows the organization very well, he knows very well the laws of the organization's operation, so he can see the relationships that exist in the organization better than the average employee, and the mentor helps the employee to avoid or overcome obstacles.
③Consultation
In order to obtain the resources needed to accomplish departmental goals, the manager inevitably has to consult with other people in the organization, suppliers, and customers. Being able to obtain resources and keep both parties satisfied requires negotiation skills.
④Conflict Management
Like leaders, managers are responsible for the work of the employees under their supervision: when unresolved conflicts arise between these employees, managers are expected to help them resolve them.
Managers must also be trained in the fundamentals of financial accounting and management. This information is important for activities such as cost-benefit analysis, budgeting and quality costs.
Finally, managers should have certain skills that are necessary to implement a quality improvement program. These skills include quality control and quality management tools. Managers must be knowledgeable enough about metrics issues in the field of DU science to effectively monitor employee productivity and customer initiative. Deming cites knowledge of the theory of variation as one of the foundations needed for a deep understanding of his system, which requires a basic knowledge of statistics. A pipe-buryer without the relevant knowledge may make the wrong diagnosis of a problem, make the wrong prediction of a trend, or act excessively in response to random variation. In other words, he may make wrong decisions.