12. ÑAØO TAÏO
10
6
Sigma has been developed
20 years ago and fine-
tuned by many companies
since then. However, there is
no ISO standard or something
similar guiding the deployment
or regulating the certification of
the key players, Green Belts or
Black Belts. There is only one key
requirement that helps distinguish
between success and failure:
business results.
The easiest task in the journey
to deploying 6 Sigma or similarly
Lean 6 Sigma is the training of
Green Belts and Black Belts.
Many training companies have
discovered this gold mine and
produce hundreds of Belts every
year. For smaill money, nearly
everyone can attend twenty 3-hour
evening sessions led by trainers
who have hardly run any projects
to become a Green Belt including
certificate. Taking this certificate,
attaching it to the CV and going
for the next job application is a
question of days.
So, what is wrong about this?
Basically nothing until a company
considers hiring this kind of Black
Belt for deployment of Lean 6
Sigma.
Would you consider entrusting
your beloved car to someone
who has just read about driing?
Probably not. Why would you put
the success or failure of a much
more complex task like Lean 6
Sigma in the hands of someone
who has just learned to spell
SIPOC? As the driver has to go
through certain procedures, has
to pass theoretical and practical
examinations and has to proof he
is up to the task, Black Belts have
to do the same.
Inordertobecome
a Black Belt who can
add value to your
company as such,
he has to go through
proper training that
is put to use on and
accompanied by
projectwork.Training
is usually completed
w i t h a n e x a m
often consisting of
multiple-choice questions. Project
work includes leading a team
and coaching team members
through the applicaition of the
DMAIC methodology by selecting
and applying the appropriate
tools. Project work is finished
when sustainability of process
or product change as well as
financial impact of the project are
confirmed by Master Black Belt
or CFO respectively. Black Belt
Certification will be granted after
completing two such projects.
Remember, when you consider
hiring a Black Belt, don’t only ask
for the Certificate. He will most
likely be able to show one. Ask
for the projects he or she has
led, for the problems solved and
for the financial impact of these
projects. Best would still be: ask
for a reference. q
By Dr Uwe H Kaufmann
The Difference Between Black Belt and Black Belt
About the Author
Dr Uwe H Kaufmann is the
Singapore-based Managing
D i r e c t o r o f C e n t r e o f
Organisational Effectiveness
Pte Ltd. He has extensive
experience in implementing
process and organization
improvements for various
industries. He specializes in
Lean 6 Sigma, DFSS Process
Design, BPR and Strategy
Implementation. He received
his 6 Sigma Master Black Belt
qualification with GE Capital.
Uwe is a German national
and can be reached at Uwe.
Kaufmann@COE-Partners.com.
13. ÑAØO TAÏO
11
Whether you are a process owner,
Master Black Belt, or Champion,
you will at some point need to
interview candidates for an open
Black Belt position. Or, you may be
a Green Belt or Quality Engineer
with aspirations of someday
working full-time as a Six Sigma
Black Belt. What should you look
for in a Black Belt candidate or how
should you develop yourself for a
Black Belt position? This article
will address these questions.
The Role Of The Six Sigma
Black Belt
Six Sigma Black Belts are most
oftenreferredtoasChangeAgents,
and there is no doubt that the Black
Belt role is a leadership position
within an organization (please
note that I intentionally did not say
“within the quality department or
Six Sigma organization”). Black
Belts are full-time Six Sigma
project team leaders responsible
for implementing process
improvement projects (DMAIC
or DFSS) within the business.
Black Belts are knowledgeable
and highly skilled in the use of
the Six Sigma methodologies and
tools, as well as facilitation and
change management, and lead
subject matter experts to increase
customer satisfaction levels and
business productivity.
BlackBeltshavetypicallycompleted
four weeks of Six Sigma training,
and have demonstrated mastery
of the subject matter through the
completion of project(s) and an
exam. Black Belts coach Green
Belts and receive coaching and
support from Master Black Belts. It
is generally expected that a Black
Belt will move into a Master Black
Belt or significant business role
after the Black Belt assignment is
completed in 18 months to three
years.
Six Sigma Black Belt
Qualities
So, what should you look for in
your next Black Belt? Here is my
personal top ten list. You’ll notice
that I bulletized the list instead of
numbering it. This was done on
purpose,asanumberedlistusually
indicates that one point might be
more valuable than another. In
this case, all ten qualities are
considered essential and should
have equal weighting.
Customer Advocacy. Black Belts
should readily communicate the
understanding that customers are
always the recipients of processes,
and that customers (both internal
or external) are always the final
judge of product or service quality.
Understanding customer needs
(“CTQs,” although they may not
know the Six Sigma language yet)
is the key to process improvement.
Hence, a Black Belt candidate
should speak clearly about how
eliminating process variation is a
key to business improvement.
Passion.Nocoldfisharewelcomed
in Six Sigma. Black Belts must be
self-motivated, have initiative, and
have a positive personality. At
times they are expected to be a
cheerleader, to pick up the team
and help them move forward
productively. Passion also gives
them fortitude to persevere, even
when the going may get tough on a
project.
Change Leadership. Black Belts
have demonstrated performance
as a change agent in the past,
regardless of their job duties.
During the interview, ask them how
they challenged the status quo in
their last role. They didn’t?...well,
they may not be the right person
for your Black Belt position.
Changing the organization and
how business is accomplished
may upset employees; change
agents and change leaders have
a way of accomplishing positive
change while engendering support
for the change.
Communication. Black Belts are
effective communicators, which
is essential for the many roles
they serve: trainers, coaches,
and mentors. Black Belts should
be able understandably speak
to all audiences (from shop
floor employees to executive
management). Understanding
the various needs of audience
members and tailoring the
message to address their
concerns is the mark of an
effective communicator. Once a
Black Belt has these qualities,
creating Power Point presentation
slides (a requirement in corporate
Top Ten Six Sigma Black Belt Candidate Qualities
14. 12
ÑAØO TAÏO
America, right?) is a snap.
Business Acumen. Black Belts
are business leaders, not the
quality managers of the past. As
such, they should have business
knowledgeandtheabilitytodisplay
the linkage between projects and
desired business results. How is
a project making the company
stronger competitively and
financially? You can ask questions
during the interview to determine
if the Black Belt candidates have
made this connection in their prior
roles.
Project Management. Six Sigma
is accomplished one project at a
time. We should not lose sight of
the fact that the Black Belt must
manage projects from scope,
requirements, resources, timeline,
and variance perspectives.
Knowledgeofprojectmanagement
fundamentals and experience
managing projects are essential.
Technical Aptitude. The Black
Belt candidate need not be an
engineering or statistical graduate,
but in some cases this is beneficial
-- provided the other top ten
qualities listed are also present. In
all cases, a Black Belt is required
to collect and analyze data for
determining an improvement
strategy. Without some technical
aptitude (computer/software
literacy and analytical skills) the
Black Belt will be frustrated in
this role.
Team Player and Leader. Black
Belts must possess the ability to
lead, work with teams, be part
of a team, and understand team
dynamics (forming, storming,
norming, performing1
). In order to
effectively lead a team, a Black
Belt must be likeable, get along
with people, have good influencing
skills, and motivate others.
Result Oriented. Black Belts are
expected to perform and produce
tangible financial results for the
business. They must be hard
working and quick to demonstrate
success.
Fun. Black Belts should enjoy
their jobs if they are passionate
about them. By having fun, you
encourage others to do the
same.
Qualities that Didn’t Make
The Top Ten (But Are
Important)
Trust And Integrity. It almost
goes without saying, but if I didn’t
list these two qualities someone
would have emailed me. These
are requirements and are non-
negotiable.
Deep Process Knowledge. Six
Sigma involves having a team of
subject matter experts working
to eliminate defects and improve
a process. Obviously, someone
on the team must have a deep
knowledge of the process being
investigated. This does not have
to be the Black Belt, but it can
be.
Been There, Done That.
Sometimes a team gives credibility
to a Black Belt that has “been
through it.” When the team is
forming, this can help accelerate
the acceptance of the Black Belt,
but it’s not a requirement.
Knows Six Sigma, ISO, TQM,
Etc. Remember, you are building
your business leadership pipeline
one Black Belt at a time. Having
a specific and detailed knowledge
of Six Sigma is not a prerequisite
-- they will go through training;
having the top ten list of qualities
for a Black Belt (listed above) is.
Diverse Work Experience. This
will enable the Black Belt to
appreciate more than just one
aspect of a process improvement
project. For example, if a Black
Belt is fresh out of a statistics
college program, s/he is likely
to predominantly utilize newly
acquired skills and tools. Black
Belts with a diverse background
can appreciate projects and issues
more holistically.
A Degree. While having a degree
supports the idea that a person
has developed independent
thinking skills, not having a degree
does not imply that the Black
Belt candidate does not have
independent thinking skills. This
quality is very debatable as I have
seen excellent Black Belts with
and without degrees. q
By Charles Waxer
http://www.isixsigma.com
15. 13
ÑAØO TAÏO
NHAÉN TIN
Töø thaùng 8 naêm 2009, CLB LSS nhaän ñaêng kyù Hoäi vieân vaø cung caáp Baûn tin (töø soá 11), coù ñoùng goùp chi
phí ñeå thöïc hieän caùc hoaït ñoäng cuûa CLB. Hoäi vieân caù nhaân ñöôïc nhaän moät Baûn tin moãi kyø vaø Hoäi vieân taäp
theå nhaân ñöôïc 2 Baûn tin moãi kyø mieãn phí. Hoäi vieân coøn ñöôïc mieãn giaûm phí tham gia caùc lôùp huaán luyeän,
hoäi nghò, hoäi thaûo do CLB vaø caùc ñôn vò tham gia saùng laäp CLB toå chöùc. Ñeán nay ñaõ coù moät soá toå chöùc vaø
caù nhaân ñaêng kyù. Yeâu caàu göûi Phieáu ñaêng kyù xin chuyeån ñeán: info@lean6sigma.vn
6 Sigma professionals exist at
every level – each with a different
role to play. While implementations
and roles may vary, here is a basic
guide to who does what.
At the project level, there
are black belts, master black
belts, green belts, yellow belts
and white belts. These people
conduct projects and implement
improvements.
Black Belt: Leads problem-
solving projects. Trains and
coaches project teams.
Green Belt: Assists with data
collection and analysis for Black
Belt projects. Leads Green Belt
projects or teams.
Master Black Belt: Trains
and coaches Black Belts and
Green Belts. Functions more at
the 6 Sigma program level by
developing key metrics and the
strategic direction. Acts as an
organization’s6Sigmatechnologist
and internal consultant.
Yellow Belt: Participates as
a project team member. Reviews
process improvements that
support the project.
White Belt: Can work on
local problem-solving teams that
support overall projects, but may
not be part of a 6 Sigma project
team. Understands basic 6 Sigma
concepts from an awareness
perspective.
E v e r y p r o j e c t n e e d s
organizational support. 6 Sigma
executives and champions set
the direction for selecting and
deploying projects. They ensure,
at a high level, that projects
succeed, add value and fit within
the organizational plan.
Champions: Translate the
company’s vision, mission,
goals and metrics to create an
organizational deployment plan
and identify individual projects.
Identify resources and remove
roadblocks.
Executives: Provide overall
alignment by establishing the
strategic focus of the Six Sigma
program within the context of the
organization’s culture and vision.
Vöøa qua, theo ñeà nghò cuûa Coâng ty CP Thöïc phaåm
CHOLIMEX (Chilimexfood), Ts Nguyeãn Höõu Thieän vaø
caùc anh Phaïm Thanh Dieäu vaø Khuaát Ñình Nguyeân,
ñaïi dieän CLB LSS, ñaõ ñeán thaêm vaø giôùi thieäu veà
LSS vôùi Cholimexfood. Chuû tòch HÑQT Nguyeãn Thò
Thoa, Giaùm ñoác Döông Vaên Huøng cuøng nhieàu caùn
boä laõnh ñaïo chuû choát cuûa Cholimexfood ñaõ tham döï
buoåi gaëp gôõ. Sau phaàn giôùi thieäu toùm taét LSS do Ts
Nguyeãn Höõu Thieän trình baøy, anh Phaïm Thanh Dieäu
ñaõ giôùi thieäu chi tieát moät chu trình aùp duïng LSS, öùng
duïng cho moät daây chuyeàn
saûn xuaát cuûa Cholimexfood
laø Töông ôùt. Cholimexfood
laø moät Coâng ty ñaõ aùp duïng
caùc heä thoáng chaát löôïng vaø
moâi tröôøng. Ñaùnh gíaù söï caàn thieát aùp duïng LSS, Chuû
tòch HÑQT Nguyeãn Thò Thoa chæ ñaïo Coâng ty nghieân
cöùu vaø sôùm coù keá hoaïch phoái hôïp vôùi CLB trieån khai
LSS song song vôùi caùc chöông trình naêng suaát chaát
löôïng maø Coâng ty ñang trieån khai.
CHOLIMEXFOOD vaø LEAN SIX SIGMA LSS
Belts, Executives and Champions
– What Does It All Mean?
16. 14
SAÛN XUAÁT LEAN
Phoøng choáng sai soùt laø thaønh
phaàn chuû yeáu nhaèm giöõ tính
oån ñònh treân con ñöôøng xaây döïng
moät coâng ty Lean. Saûn xuaát Lean
laø lieân tuïc tröø boû laõng phí, cho neân
phoøng choáng sai soùt phaûi giuùp laøm
giaûm bôùt laõng phí trong quaù trình.
Giaûm bôùt laõng phí laø giaûm thaáp
hoaëc loaïi boû nhöõng chi tieát hö hoûng
vaø nhöõng chi tieát phaûi laøm laïi. Qua
ñoù maø ta giaûm ñöôïc soá laàn boác dôõ
vaät lieäu, caát giöõ saûn phaåm hoûng,
khoâng gian ñeå söûa chöõa saûn phaåm
vaø khoâng gian ñeå chöùa haøng hoûng.
Nhôø phoøng choáng sai soùt ta coøn coù
lôïi qua vieäc giaûm bôùt:
- Soá laàn giao haøng chaäm
- Giôø laøm theâm
- Thôøi gian laøm ra saûn phaåm
- Möùc ñoä chaùn naûn cuûa nhaân
vieân.
Caùc quaù trình phoøng choáng sai
soùt phaûi oån ñònh vaø tieân lieäu ñöôïc
tröôùc khi chuyeån sang böôùc thöù hai
trong vieäc aùp duïng Lean, töùc doøng
chaûy lieân tuïc. Tính oån ñònh goàm coù
vieäc baûo ñaûm moâi tröôøng laøm vieäc
saïch seõ, loaïi boû nhöõng vaät duïng
khoâng caàn thieát, vaät naøo choã naáy,
baûo trì phoøng ngöøa ñeàu ñaën vaø toái
thieåu hoùa nhöõng bieán thieân trong
quaù trình.
Phoøng ngöøa sai soùt moät quaù
trình laø moät phöông phaùp ñöa moät
phöông tieän can thieäp vaøo quaù
trình ñeå noù phaùt hieän sai hoûng
hoaëc ngaên khoâng cho chi tieát sai
hoûng ñöôïc cho qua. Ngaên ngöøa
sai hoûng ñöôïc öa chuoäng vì noù
giuùp ta loaïi boû ñöôïc chi phí phaûi
laøm laïi, phaûi löu tröõ haøng hoûng vaø
vaän chuyeån chi tieát hoûng ñöa ñi
chöõa. Trang bò phoøng choáng
sai soùt seõ ngaên chaën vieäc saûn xuaát
ra haøng hoûng. Laáy thí duï khi ta ñaët
theâm moät choát ñònh vò treân ñoà gaù
vaø moät loã daãn höôùng töông öùng
Phoøng choáng sai soùt
treân chi tieát thì seõ haïn cheá vieäc baét
moät chi tieát ñoái xöùng sai leân gaù laép
(nhö tröôøng hôïp caùc bo maïch ñieän
chaúng haïn).
SAI HOÛNG VAØ SAI SOÙT
Khi ñònh nghóa khaùi nieäm phoøng
choáng sai soùt ta neân phaân bieät
giöõa sai hoûng vôùi sai soùt. Moät sai
hoûng laø moät sai leäch ñoái vôùi yeâu
caàu kyõ thuaät laøm cho saûn phaåm
khoâng ñaùp öùng ñöôïc nhöõng ñieàu
khaùch haøng mong ñôïi. Moät sai soùt
laø söï cheânh leäch so vôùi quaù trình
döï tính. Moïi sai hoûng ñeàu do caùc
sai soùt gaây ra, nhöng khoâng phaûi
moïi sai soùt ñeàu gaây neân sai hoûng.
Sau ñaây laø moät soá sai soùt thöôøng
thaáy trong saûn xuaát:
- Sai soùt trong quaù trình cheá taïo
do coù thieáu soùt hoaëc thöù töï khoâng
ñuùng. Thí duï moät chi tieát coù quaù
nhieàu loã hoaëc thieáu loã trong quaù
trình ñoät loã, neân phaùt sinh pheá
phaåm.
- Thieáu moät chi tieát trong quaù trình
laép raùp laøm saûn phaåm bò sai hoûng
khieán ta phaûi laøm laïi hoaëc vöùt boû.
- Neáu moät chi tieát ñöôïc caét hoaëc
ñoät loã khoâng ñuùng, noù seõ laøm hoûng
saûn phaåm trong caùc quaù trình tieáp
theo vaø phaûi loaïi boû.
- Duøng khuoân eùp sai ñeå eùp chi tieát
coù theå phaùt sinh sai soùt trong coâng
vieäc. Chi tieát coù theå khoâng coù hình
daùng ñuùng vaø coù theå bò loaïi boû.
- Ñieàu chænh maùy khoâng ñuùng coù
theå laøm sai hoûng chi tieát. Ño löôøng
sai coù theå daãn ñeán vieäc ñieàu chænh
thöøa, taát caû ñeàu coù theå laøm hoûng
saûn phaåm.
- Sai soùt trong baûo trì hoaëc söûa
chöõa thieát bò xaûy ra khi thieát bò
khoâng ñöôïc baûo trì hoaëc söûa chöõa
ñuùng möùc daãn ñeán vieäc laøm hoûng
chi tieát.
- Sai soùt trong chuaån bò khuoân
maãu, gaù laép hoaëc duïng cuï trong
khi ñieàu chænh vaø cuõng laøm cho
chi tieát hö hoûng.
NHAÄN RA CÔ HOÄI
PHOØNG CHOÁNG SAI SOÙT
Khi nhaø quaûn lyù döï aùn nghieân
cöùu caùc ñieàu kieän baùo nguy sau
ñaây hoï seõ phaûi nhaém ñeán caùc quaù
trình coù theå xuaát hieän sai soùt.
Ñieàu chænh
Phaàn lôùn nhöõng thieát bò duøng
ñeå saûn xuaát ñeàu caàn ñieàu chænh
ñònh kyø. Maùy maøi, maùy caét, maùy
eùp, maùy daäp, maùy chuoát cuøng
nhöõng loaïi maùy khaùc ñeàu ñoøi hoûi
ngöôøi ñöùng maùy phaûi ñieàu chænh
ñeå ñaûm baûo chaát löôïng chi tieát gia
coâng. Caùc coâng vieäc ñoøi hoûi phaûi
ñieàu chænh thöôøng xuyeân coù moái
nguy do ñieàu chænh khoâng ñuùng
laøm hoûng chi tieát. Phoøng choáng
sai soùt cho nhöõng coâng vieäc naøy
laø raát caàn thieát.
Thay ñoåi duïng cuï
Khi thay ñoåi khuoân daäp, ngöôøi
thôï coù theå bò sai laàm trong vieäc
choïn boä khuoân cho khuoân treân
khuoân döôùi aên khôùp nhau. Duøng
maõ soá baèng maøu veõ treân khuoân seõ
giuùp vieäc nhaän daïng nhanh choùng
vaø chính xaùc.
Nhöõng kích thöôùc vaø ñieàu
kieän thieát yeáu, yeâu caàu haïn
heïp
Nhöõng ñaëc tính nhö kích thöôùc
17. 15
SAÛN XUAÁT LEAN
vaø ñieàu kieän thieát yeáu vaø yeâu caàu
haïn heïp caàn ñöôïc kieåm soaùt baèng
phoøng choáng sai soùt. Thí duï trong
quaù trình sôn hoaøn taát chieác xe
hôi, ta phaûi kieåm soaùt toác ñoä baêng
chuyeàn vaø nhieät ñoä loø saáy khi saáy
lôùp sôn hoaøn taát treân thaân xe. Neáu
thaønh phaàn thieát yeáu naøy khoâng
ñöôïc kieåm soaùt, thaân xe khoâng
ñöôïc saáy ñuùng yeâu caàu khieán phaûi
toán coâng laøm laïi.
Chi tieát nhieàu hoaëc chi tieát
hoãn hôïp
Coâng vieäc laép theo boä goàm
nhieàu chi tieát coù moái nguy laø trong
moät boä naøo ñoù coù theå bò thieáu hoaëc
thöøa moät vaøi chi tieát. Duøng phoøng
choáng sai soùt ñeå boä naøo cuõng coù
ñuùng soá chi tieát caàn coù giuùp ta tieát
kieäm ñöôïc chi phí. Trong coâng
vieäc laép raùp, caùc nhaø quaûn lyù phaûi
baûo ñaûm laø moïi thaønh phaàn phaûi
ñöôïc laép ñuùng theo yeâu caàu nhôø
vaøo vieäc duøng phöông tieän phoøng
choáng sai soùt nhö duøng maõ soá maøu
ghi treân ñaàu caùc con taùn.
Quaù trình qua nhieàu böôùc
Coù nhieàu cô phaän phaûi traûi
qua nhieàu böôùc gia coâng trong
quaù trình cheá taïo. Nhö vaäy coù khaû
naêng coù theå coù moät böôùc naøo ñoù
bò boû qua. Caùc coâng veäc laøm theo
oâ vaø thieát bò chuyeån giao coù theå
laøm soùt moät nguyeân coâng naøo ñoù.
Duøng phoøng choáng sai soùt coù theå
phoøng ngöøa ñöôïc nhöõng boû soùt
nhö vaäy trong caùc quaù trình phaûi
qua nhieàu böôùc.
Thieáu tieâu chuaån qui ñònh
hoaëc tieâu chuaån khoâng coù hieäu
quaû
Thieáu hoaëc coù maø khoâng hieäu
quaû nhöõng tieâu chuaån höôùng daãn
ngöôøi thôï trong quaù trình saûn xuaát
coù theå gaây ra bieán thieân trong quaù
trình. Bieán thieân sinh ra sai soùt, sai
soùt phaùt sinh hö hoûng. Vì theá moãi
moät coâng vieäc caàn coù moät baûng
höôùng daãn gaén ngay taïi nôi laøm
vieäc. Nhöõng thuøng chöùa chi tieát
cuõng phaûi ñöôïc tieâu chuaån hoùa
veà soá löôïng chöùa sao cho khoâng
gian chöùa coù hieäu quaû nhaát vaø
phoøng traùnh sai soùt cho ngöôøi
ñöùng maùy.
Saûn xuaát khoâng thöôøng
xuyeân
Ñoái vôùi nhöõng chi tieát hoaëc
coâng vieäc thænh thoaûng môùi thöïc
hieän coù theå sinh ra chaát löôïng
keùm. Khoù tìm thaáy laïi duïng cuï/ñoà
gaù caàn duøng, quaù trình ñieàu chænh
ñaàu loaït khoâng quen thuoäc vaø thôï
thieáu kinh nghieäm gia coâng loaïi chi
tieát naøy. Boä duïng cuï/gaù laép bao giôø
cuõng phaûi ñeå ñuùng nôi löu giöõ qui
ñònh. Phoøng choáng sai soùt trong
söû duïng duïng cuï baèng caùch duøng
caùc choát ñònh vò hoaëc nhöõng trang
bò töông töï seõ giuùp ta ñieàu chænh
chính xaùc. Tuaân thuû höôùng daãn
coâng vieäc cuõng giuùp ta saûn xuaát
ñöôïc chi tieát coù chaát löôïng.
Ñoái xöùng
Ñoái vôùi nhöõng chi tieát coù gôø vaø
phaàn loài ñoái xöùng raát deã bò ñònh vò
sai. Hình döôùi ñaây beân phía traùi
cho ta thaáy neáu ta keùo daøi moät
beân ñöôøng gôø thì seõ traùnh ñöôïc
söï nhaàm laãn khi laép raùp (theo muõi
teân chæ)
Phi ñoái xöùng
Coù nhöõng chi tieát coù moät thaønh
phaàn naøo ñoù coù hình daùng gioáng
nhau nhöng kích thöôùc khaùc nhau.
Thí duï nhö moät truïc coù hai ñaàu
gioáng nhau nhöng kích thöôùc dung
sai khaùc nhau (xem hình döôùi beân
phaûi), neáu moät ñaàu coù raõnh chuoát
thì khi laép raùp seõ khoâng bò nhaàm
laãn.
Quaù trình laëp laïi nhanh
choùng
Ñoái vôùi nhöõng thieát bò chaïy vôùi
toác ñoä cao coù theå phaùt sinh nhieàu
chi tieát hö hoûng chaát thaønh ñoáng.
Duøng moät ngoùn doø trong quaù trình
haøn töï ñoäng coù theå ngaên ngöøa
ñöôïc sai hoûng tröôùc khi chuyeån
qua coâng ñoaïn tieáp theo. Neáu
duøng trang bò phoøng ngöøa khoâng
khaû thi thì coù theå duøng trang bò
phaùt hieän. Trang bò phaùt hieän trong
tröôøng hôïp naøy coù theå chæ laø moät
mieáng then ñôn giaûn phaân chia chi
tieát toát vôùi chi tieát xaáu ñeå coù theå
mang chi tieát xaáu veà laøm laïi. Trong
moät soá tröôøng hôïp ngöôøi ta khoâng
duøng kyõ thuaät, hoaëc neáu aùp duïng
thì toán tieàn quaù, neân ngöôøi ta tìm
nhöõng phöông tieän phaùt hieän ñôn
giaûn vaø reû tieàn hôn.
Saûn xuaát vôùi soá löôïng lôùn
Saûn xuaát vôùi soá löôïng lôùn laø
coâng vieäc cheá taïo cuøng moät loaïi
chi tieát trong moät thôøi gian daøi.
Chaát löôïng seõ bò aûnh höôûng do
18. 16
SAÛN XUAÁT LEAN
coâng cuï bò moøn. Duøng ngoùn doø
theo doõi ñoä moøn cuûa dao cuï ôû
ñaây toát hôn laø ñeå cho coâng nhaân
kieåm tra ñònh kyø vì nhieàu loaïi vaät
lieäu ñöôïc gia coâng khaùc nhau
khieán ñoä moøn cuûa dao cuï cuõng
khaùc nhau.
Thôøi gian chu kyø vöôït nhòp
thôøi gian
Khi khaùch haøng coù yeâu caàu
saûn phaåm nhanh hôn khaû naêng
cheá taïo, nhö vaäy thôøi gian chu kyø
seõ vöôït quaù nhòp thôøi gian. Tröôøng
hôïp naøy daãn ñeán coù nhieàu chi tieát
sai hoûng do aùp löïc phaûi giao haøng
ñuùng heïn. Trong tröôøng hôïp naøy
neáu duøng quaù trình phoøng choáng
sai soùt seõ giaûm bôùt sai hoûng vaø
laøm laïi, nhôø ñoù giaûm ñöôïc ruûi ro
göûi haøng hoûng ñeán khaùch haøng.
Ñieàu naøy cuõng giuùp giaûm chi phí
phaûi laøm theâm giôø. Baèng caùch toå
chöùc laïi choã laøm vieäc, toå chöùc baûo
trì döï phoøng vaø thay ñoåi nhanh
ñieàu chænh ñaàu loaït cuõng giuùp ta
ruùt ngaén thôøi gian chu kyø xuoáng
thaáp hôn nhòp thôøi gian. Neáu caùc
phöông phaùp cuûa Lean khoâng ñöa
ñöôïc thôøi gian chu kyø xuoáng döôùi
nhòp thôøi gian thì ta ñaønh phaûi ñaàu
tö theâm khaû naêng saûn xuaát.
Caùc ñieàu kieän moâi tröôøng
Khoâng tuaân thuû “Saïch seõ”
trong 5S seõ phaùt sinh sai hoûng
phoå bieán. Trong caùc coâng vieäc ñoät
daäp thöôøng phaûi tieáp xuùc vôùi daàu
boâi trôn khuoân, nhö vaäy nhöõng chi
tieát dính daàu nhieàu tröôùc khi xuaát
haøng caàn ñöôïc lau saïch,do ñoù seõ
toán theâm coâng vieäc, toán theâm vaän
chuyeån vaø toán theâm chi phí.
CAÙC GIAI ÑOAÏN PHOØNG
CHOÁNG SAI SOÙT
Söï tieán trieån cuûa kyõ thuaät phoøng
choáng sai soùt ñöôïc cho trong hình
keøm sau ñaây. Phaàn beân traùi laø
khoâng coù phoøng choáng sai soùt.
Khi coâng ty tieán daàn veà phía phoøng
ngöøa thì ñaàu tieân laø thoâng qua söï
xem xeùt cuûa con ngöôøi vaø nhöõng
giai ñoaïn phaùt hieän cuûa phoøng
choáng sai soùt. Giai ñoaïn con
ngöôøi phaùn xeùt chuû yeáu döïa vaøo
söï phaùt hieän sai soùt tieàm taøng cuûa
ngöôøi thôï. Giai ñoaïn phaùt hieän taäp
trung vaøo vieäc laép ñaët caùc trang bò
phaùt hieän. Trong giai ñoaïn phoøng
ngöøa, ngöôøi ta taäp trung vaøo saûn
phaåm vaø thieát keá quaù trình, nhaèm
loaïi tröø khaû naêng gaây sai soùt.
Coù nhieàu coâng ty tieán haønh
tích cöïc vieäc ñaøo taïo thieát keá Lean
ngay trong nhöõng giai ñoaïn ñaàu aùp
duïng Lean nhaèm baûo ñaûm nhöõng
vaán ñeà veà thieát keá khoâng laøm giaûm
chaát löôïng trong caùc quaù trình saûn
xuaát sau naøy. Ta coù theå nhaän thaáy
keát quaû cuûa phoøng choáng sai soùt
qua chi phí baûo haønh, soá löôïng
haøng hoûng giao cho khaùch haøng
Caùc phöông phaùp kieåm tra
Phaàn lôùn moïi quaù trình saûn xuaát ñeàu coù theå phoøng choáng sai soùt
döïa vaøo moät trong ba phöông phaùp kieåm tra nhö sau:
1. Theo phöông phaùp ñaëc tröng, ngöôøi ta tìm caùch phaùt hieän ñaëc
tröng vaät lyù cuûa moät chi tieát khaùc vôùi tieâu chuaån yeâu caàu ôû choã naøo.
Trong giai ñoaïn thieát keá, ngöôøi thieát keá ñaët ra caùc tieâu chuaån vaät
lyù cho saûn phaåm hoaëc quaù trình gia coâng. Ngöôøi ta duøng caùc caûm
bieán, gaù laép vaø choát ñònh vò ñeå laøm phöông tieän phoøng choáng sai soùt
cho caùc ñaëc tröng vaät lyù noùi treân. Caùc loaïi caûm bieán höõu hieäu nhaát
laø caûm bieán giôùi haïn, gaàn saùt, vi coâng-taéc, sôïi, vaø quang ñieän.
2. Theo phöông phaùp giaù trò baát bieán, soá cöû ñoäng ñöôïc qui ñònh tröôùc
cuûa thôï vaø maùy ñöôïc kieåm soaùt trong moät phaïm vi naøo ñoù. Ngöôøi
ta duøng tia saùng vaø coâng taéc ñeå phoøng choáng sai soùt trong cöû ñoäng
cuûa ngöôøi thôï. Ñeå kieåm soaùt maùy ngöôøi ta duøng trang bò kieåm soaùt
löïc xoaén, goùc ñoä, aùp suaát khoâng khí, cöôøng ñoä vaø ñieän theá haøn, doøng
chaûy, möùc chaát loûng, nhieät ñoä, thôøi gian vaø kích thöôùc. Khi caùc ñaëc
tính naøy vöôït khoûi möùc ñoä cho pheùp thì maùy töï ñoäng döøng laïi.
3. Phöông phaùp böôùc di ñoäng goàm coù kieåm soaùt caùc cöû ñoäng tuaàn
töï cuûa thôï hoaëc quaù trình maùy laøm vieäc. Duøng baûng höôùng daãn
coâng vieäc laø caùch toát nhaát ñeå kieåm soaùt caùc cöû ñoäng cuûa ngöôøi thôï
nhaèm baûo ñaûm laø caùc cöû ñoäng tuaàn töï ñöôïc oån ñònh vaø khoâng bieán
ñoåi. Boá trí choã laøm vieäc theo oâ seõ baûo ñaûm doøng chaûy theo ñuùng
thöù töï quaù trình.
19. 17
SAÛN XUAÁT LEAN
vaø bieåu ñoà Pareto veà chaát löôïng
duøng trong quaù trình saûn xuaát.
Ngöôøi thieát keá thieát bò vaø quaù
trình coù traùch nhieäm tröôùc tieân laø
phaûi aùp duïng phoøng choáng sai soùt
cho moãi quaù trình môùi. Hoï cuõng
neân tham khaûo kyõ löôõng vôùi ngöôøi
thöïc hieän quaù trình tröôùc khi thieát
keá maùy hoaëc quaù trình nhaèm baûo
ñaûm khoâng coù cô hoäi phoøng choáng
sai soùt naøo bò boû qua. Kyõ sö thieát
keá phaûi naém roõ tình hình taïi phaân
xöôûng, roài sau ñoù môùi giaûi quyeát
trong cuoäc hoïp nhöõng vaán ñeà coù
theå phaùt sinh cuøng vôùi ngöôøi ñieàu
khieån maùy.
Ñoái vôùi nhöõng thieát bò/quaù trình
saün coù, ngöôøi ñöùng maùy coù traùch
nhieäm tröôùc tieân laø phaûi nhaän ra cô
hoäi ñeå phoøng choáng sai soùt khieán
chaát löôïng saûn phaåm bò giaûm vaø
giôø maùy cheát taêng cao. Moät khi ñaõ
tìm ñöôïc cô hoäi thì coù theå yeâu caàu
boä phaän kyõ thuaät vaø baûo trì giuùp ñôõ.
Neân taäp trung vaøo nhöõng phöông
tieän phoøng choáng sai soùt khoâng
maát tieàn hoaëc reû tieàn nhaát.
CAÙC BÖÔÙC PHOØNG
CHOÁNG SAI SOÙT COÙ
HIEÄU QUAÛ
Coù chín böôùc phoøng choáng sai
soùt coù hieäu quaû.
1. Nhaän daïng vaø moâ taû sai
hoûng hoaëc caûnh baùo tæ mæ baèng döõ
lieäu keøm theo nhöõng ruûi ro coù theå
xaûy ra. Caùc ñieàu kieän baùo nguy noùi
ôû treân giuùp ta nhaän daïng phaàn naøo
trong quaù trình coù theå phaûi phoøng
choáng sai soùt tröôùc tieân.
2. Taäp hoïp nhöõng döõ lieäu thu
ñöôïc trong thôøi gian qua. Döõ lieäu
hieän coù coù theå chöa phaûn aùnh heát
söï thaät cuûa vaán ñeà. Caàn xem laïi
caùc döõ lieäu trong thôøi gian qua ñeå
vöõng tin laø coù moät moái quan heä
naøo ñoù.
3. Duøng phöông phaùp ñoäng
naõo ñeå tìm nguyeân nhaân cuûa sai
hoûng. Cuoäc hoïp ñoäng naõo neân
bao goàm nhöõng ngöôøi ñöùng maùy,
nhaân vieân baûo trì, toå tröôûng vaø caùc
kyõ sö. Duøng caùc döõ lieäu naøy ñeå
chöùng minh cho nhöõng nguyeân
nhaân tieàm naêng.
4. Choïn nguyeân nhaân naøo coù
theå xaûy ra nhaát vaø duøng caùc döõ lieäu
ñeå yeãm trôï cho quyeát ñònh ñöôïc
moïi ngöôøi taùn thaønh.
5. Vieát baûn trình baøy vaán ñeà.
Baûn trình baøy vaán ñeà naøy coù theå
chöa cho ta ñöôïc moät giaûi phaùp
naøo.
lean
6. Phaân tích theo “5 Taïi sao”.
Duøng caâu hoûi 5 taïi sao (coù khi
ñeán 7 hoaëc 8 laàn taïi sao) ñeå tìm
ra nguyeân nhaân coát loõi cuûa vaán ñeà.
Sau khi laøm xong, ta baét ñaàu baèng
chöõ “taïi sao” cuoái cuøng vaø duøng
chöõ “cho neân” ñeå traû lôøi. Quaù trình
naøy giuùp ta xaùc ñònh ñöôïc xem vieäc
phaân tích coù yù nghóa hay khoâng?
Tieáp tuïc quaù trình cho ñeán caùi “taïi
sao” ñaàu tieân. Quaù trình naøy seõ
cho ta moät baûn trình baøy coù lyù,
neáu thaáy coøn chöa ñöôïc thì caàn
tieán haønh laøm laïi.
7. Nhaän ra moät giaûi phaùp khaû
dó. Trong böôùc naøy ta nhaän daïng ra
ai, caùi gì, khi naøo, ôû ñaâu, taïi sao vaø
nhö theá naøo. Duøng teân ngöôøi ñích
danh thay vì teân cuûa phoøng ban vaø
ñöôïc hoï ñoàng yù tröôùc khi ñöa hoï
vaøo danh saùch nhöõng ngöôøi chòu
traùch nhieäm cho caùc haønh ñoäng
sau naøy.
8. Ñöa ra chi phí thöïc hieän ñöôïc
bieän minh. Neân nhôù laø phaàn lôùn
caùc yù töôûng veà phoøng choáng sai
soùt ñeàu ñöôïc thöïc hieän khoâng toán
tieàn hoaëc toán raát ít. Neáu khoâng ñaït
ñöôïc yeâu caàu naøy thì quay trôû laïi
böôùc 7 vaø phaùt trieån moät giaûi phaùp
coù chi phí thaáp coù theå coù.
9. AÙp duïng giaûi phaùp. Neáu quaù
trình ñöôïc luoân ñöôïc aùp duïng, giaûi
phaùp seõ loaïi tröø ñöôïc sai hoûng.
Neáu ñöôïc nhö vaäy ta seõ khen
thöôûng caùc thaønh vieân trong nhoùm
vaø chuyeån sang nghieân cöùu ñeà
taøi khaùc. Neáu quaù trình thöïc hieän
khoâng ñaït thì quay veà böôùc 3 vaø
baét ñaàu laïi.
Caùch phoøng choáng sai soùt toát
nhaát laø ñöôïc thieát keá ngay trong
quaù trình töø luùc nhaän vaät tö cho
ñeán nôi laøm vieäc. Neáu chöa theå
ñöôïc thì tieán haønh phoøng choáng
sai soùt trong caùc quaù trình hieän coù.
Thieát keá phoøng choáng sai soùt döïa
vaøo kinh nghieäm thu ñöôïc, khaûo
saùt quaù trình vaø nhaän bieát nhöõng
sai soùt coù theå xaûy ra. Quaù trình
phoøng choáng sai soùt döïa vaøo caùc
keát quaû quan saùt vaø döõ lieäu, neân
ngöôøi thieát keá quaù trình phaûi naém
vöõng tình traïng hieän coù xaûy ra taïi
phaân xöôûng. Neáu phoøng choáng sai
soùt ñöôïc ñöa vaøo quaù trình hieän
höõu, thì vieäc thieát yeáu laø phaûi ñaøo
taïo vaø höôùng daãn caùc ngöôøi thôï
aùp duïng. q
TS. Ñaëng Minh Trang
20. 18
LEAN 6 SIGMA
Productivity Methodologies, Tools, and Techniques
Benchmarking: Capturing best practices
or breakthrough improvements
Contributed by Senior Manager of the Malaysia Productivity Corporation Kabir Ahmad
Mohd. Jamil, resource speaker for the APO training course on the Development of Productivity
Practitioners: Advanced Program. Kabir has extensive experience in the field of operation
and process improvement, particularly in the manufacturing and service sectors.
Introduction
It is often said that “If we don’t know where we are
going, we might end up somewhere else” and “Those
who benchmark do not have to reinvent the wheel.”
There is a lot of truth in both statements. Today,
whether we are in the private or public sector, most
of us are rightly concerned with our per-formance.
However, while performance indicators give an
indication of the level of performance that we are at,
benchmarking can pinpoint specifc ar-eas of good
or poor performance. This will enable us to seek
improvements in those areas. Benchmarking also
will eliminate trial and error in process improvements.
In the competitive world of today, time is of the
essence.
What is benchmarking?
In general, we can defne benchmarking as a
systematic process for compar-ing performance or
processes in different organizations, or between dif-
ferent parts of the same organization, to learn how to
do things better. The main purpose of benchmarking
is to improve performance or service by identifying
where changes can be made. Benchmarking
does not mean simply copying others’ practices. It
requires the organization to adapt and adopt what
has been learned from others according to our
organization’s needs and cultural setting. It goes
beyond comparison of the pricing or features of
competitors’ products or services. In benchmarking,
we consider not only the result, but also the process
and the practices that enable an organization to
achieve superior performance.
Types of benchmarking
Generally, benchmarking initiatives can be
categorized depending on the scope or the
approaches the organization adopts to pursue the
initiatives. They are:
• Process benchmarking: This focuses on
improving specifc critical proc-esses and operations.
It invariably involves a study of how top-performing
organizations accomplish the specific process
in question. Such studies can take in the form of
research, surveys/interviews, and site visits.
• Performance benchmarking: This focuses on
assessing competitive po-sitions through comparing
performance characteristics of the products and
services of competitors. Benchmarking partners are
mainly drawn from the same sector.
• Internal benchmarking: This is used to identify
and compare one par-ticular operation within the
organization. The main advantages are that access
to sensitive data and information is easier and usually
less time and resources are needed.
• Competitive benchmarking: This is the process
of comparing an opera-tion with that of direct
competitors. It provides opportunities for learning
from those who are at the “leading edge.” This
21. 19
LEAN 6 SIGMA
AÙp duïng nguyeân lyù Pareto: Trong
moät nhieäm vuï, chæ caàn laøm 20% khoái
löôïng coâng vieäc chính laø coù theå taïo
ra 80% giaù trò cuûa toaøn boä nheäm vuï
ñoù. Chuùng ta coù theå aùp duïng nguyeân
lyù treân, khi ñoái maët vôùi quaù nhieàu
coâng vieäc trong khi laïi bò haïn cheá veà
thôøi gian.
Ví duï: Moät manager tieáp quaûn moät
phoøng Customer Service ñang hoaït
ñoäng keùm. Anh ta nhaän ñöôïc caùc
feedback töø khaùch haøng nhö sau:
1. Khaùch haøng (KH) phaûi ñôïi ñieän
thoaïi reo laâu thì môùi coù ngöôøi traû lôøi
2. Nhaân vieân chaêm soùc KH thì thì
khoâng taäp trung, vaø laïi coù veû caêng
thaúng
3. Kyõ thuaät vieân (KTV) söõa chöõa thì
khoâng toå chöùc toát, thöôøng phaûi quay
laïi 2 laàn ñeå mang ñuû caùc duïng cuï
caàn thieát
4. Khaùch haøng khoâng bieát khi naøo thì
KTV tôùi, neân raát bò ñoäng khi chôø ñôïi
5. Nhieàu khi coù veû nhö KTV khoâng
bieát phaûi laøm gì
6. Moät soá laàn khi KTV ñeán, khaùch
haøng môùi phaùt hieän ra laø söï coá ñaùng
lyù coù theå ñöôïc xöû lyù thoâng qua höôùng
daãn qua ñieän thoaïi
Ngöôøi manager nhoùm caùc feedback
laïi, vaø cho ñieåm töøng nhoùm theo soá
löôïng complaints (phaøn naøn) nhö
sau:
• Nhaân vieân khoâng ñöôïc training toát
(5,6): 51 complaints
• Quaù ít nhaân vieân: (1,2,4 ): 21
complaints
• Khoâng toå chöùc toát (3): 2
complaints
Baèng vieäc phaân tích treân, Manager
treân nhaän ra raèng 69% vaán ñeà coù theå
ñöôïc xöû lyù baèng caùch naâng cao kyõ
naêng cuûa nhaân vieân. Anh ta seõ taäp
trung vaøo vieäc training naøy, roài môùi
tính ñeán vieäc naâng cao soá löôïng nhaân
vieân. Thaäm chí sau khi training, do
hoaït ñoäng ñöôïc hieäu quaû hôn, moãi
nhaân vieân coù theå laøm ñöôïc nhieàu vieäc
hôn vaø coâng ty cuõng khoâng caàn phaûi
tuyeån theâm nhaân vieân nöõa.
Baèng vieäc aùp duïng nguyeân lyù Pareto,
ngöôøi Manager coù theå taäp trung
vaøo phaàn tranining, thay vì bò phaân
taùn nguoàn löïc vaøo nhieàu coâng vieäc.
Nguyeân lyù Pareto giuùp chuùng ta
nhaän ra ñaâu laø vaán ñeà quan troïng
nhaát caàn giaûi quyeát, ñoàng thôøi coøn
chæ ra ñöôïc möùc ñoä nghieâm troïng
cuûa vaán ñeà ñoù.
Ghi chuù:Vælfredo Pareto laø nhaø kinh
teá hoïc ngöôøi YÙ ñaõ nhaän ra laø 80% cuûa
caûi ñöôïc chieám giöõ bôûi 20% daân soá.
Tæ leä naøy ñuùng ôû haàu heát caùc quoác
gia maø oâng nghieân cöùu.
Nguyeân lyù pareto ( hay laø 80/20)
cho thaáy söï baát ñoái xöùng thöôøng thaáy
giöõa ñaàu vaøo vaø ñaàu ra cuûa moät coâng
vieäc. Con soá 80 vaø 20 chæ mang tính
töôïng tröng cho söï baát ñoái xöùng treân,
trong töôøng tröôøng hôïp cuï theå, tæ leä coù
theå laø 13%-92%, 25%-70%, v.v.
benchmarking can take up signifcant time and
resources and is the most diffcult to carry out.
• Functional benchmarking: This is a process of
comparing an operation with that of similar ones
within or from different business sectors to fnd ways
of improving functions or work processes.
• Cooperative or collaborative benchmarking:
This is the most widely used type of benchmarking
because it is relatively easy to conduct. Vari-ous
organizations are invited to form a benchmarking
group and share their best practices.
The benchmarking process
Benchmarking is a very structured process and
generally can be organized into three main signifcant
phases, as depicted in Figure 1. Before deciding to
benchmark, an organization needs to review and
determine what it wants to benchmark, as proposed
in Phase 1. Phase 2 focuses on the perform-ance
analysis of the benchmark organization, identifying
its best practices and reasons for its success. In
phase 3, the best practices are adapted and adopted
to close the performance gaps.
Conclusion
Benchmarking can be complex or as simple
as browsing through the annual reports of
organizations and making comparisons.
Any form of comparison can bring an
insight into knowledge of our own level of
performance. How-ever, one of the biggest
mistakes organizations make is to limit
their bench-marking activity to their own
industry. Benchmarking within an industry
is essential. However, it is imperative to
reach outside and beyond our own industry
into other industries that perform a similar
process in our journey toward breakthrough
performance. q
AÙp duïng Nguyeân lyù Pareto ñeå taäp trung nguoàn löïc vaøo nhöõng vieäc quan troïng