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GB/T 36077-2018: Evaluation criteria for six sigma management
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Evaluation criteria for six sigma management
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GB/T 36077-2018
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Basic data | Standard ID | GB/T 36077-2018 (GB/T36077-2018) | | Description (Translated English) | Evaluation criteria for six sigma management | | Sector / Industry | National Standard (Recommended) | | Classification of Chinese Standard | A41 | | Classification of International Standard | 03.120.30 | | Word Count Estimation | 22,222 | | Date of Issue | 2018-03-15 | | Date of Implementation | 2018-10-01 | | Issuing agency(ies) | State Administration for Market Regulation, China National Standardization Administration | GB/T 36077-2018: Evaluation criteria for six sigma management---This is a DRAFT version for illustration, not a final translation. Full copy of true-PDF in English version (including equations, symbols, images, flow-chart, tables, and figures etc.) will be manually/carefully translated upon your order.
Evaluation criteria for six sigma management
ICS 03.120.30
A41
National Standards of People's Republic of China
Six Sigma Management Evaluation Criteria
Published by.2018-03-15
2018-10-01 implementation
General Administration of Quality Supervision, Inspection and Quarantine of the People's Republic of China
China National Standardization Administration released
Directory
Preface III
Introduction IV
1 Scope 1
2 Normative references 1
3 Terms and Definitions 1
4 Evaluation Request 2
4.1 Leadership 2
4.2 Advance Plan 3
4.3 Customer Drive 3
4.4 Infrastructure 4
4.5 Six Sigma Project Management 5
4.6 Evaluation and Incentive 7
4.7 Implementation Results 7
Appendix A (Informative) Six Sigma Tools and Methods for Improving DMAIC Procedures 9
Appendix B (Informative) Six Sigma Design Common Tools and Methods (Taking DMADV as an Example) 11
Appendix C (Informative) Six Sigma Management Evaluation Criteria Terms Assignment 13
Reference 14
Foreword
This standard was drafted in accordance with the rules given in GB/T 1.1-2009.
This standard is proposed and managed by the National Statistical Application Standardization Technical Committee (SAC/TC21).
This standard was drafted by. China Quality Association, Tianjin University, China National Institute of Standardization, Haier Group, China Aviation Industry Corporation
Company, Ningbo Fangtai Kitchenware Co., Ltd., China Merchants Bank Co., Ltd., Dell (China) Co., Ltd., Anhui Jianghuai Automobile Co., Ltd.
Engine Division, Science Management Consulting Services (Shenzhen) Co., Ltd.
The main drafters of this standard. Lu Qing, He Wei, Zeng Jun, Li Wencheng, Zhang Fan, Zhang Dehua, Gong Xiaoming, Ma Yizhong, Sun Jing, Liu Jianyong, Xu Xin,
Wei Pengyi, Zhang Tao, Gao Xulei, Zhang Yaohua, Wang Yunsheng, Bai Lan, Zhang Dongliang, Xu Xuemei.
Introduction
0.1 General
Organizing and implementing Six Sigma management is a complex systematic project to comprehensively measure the maturity of an organization implementing Six Sigma management.
Degree, evaluate the progress of the organization's Six Sigma management, facilitate the organization to discover the advantages and opportunities for improvement of Six Sigma, and realize the organization
Continuous improvement in the management of Six Sigma, and build a mutual learning platform, special standards.
This standard is based on the actual situation of Six Sigma management in China, and refers to the overseas Six Sigma management evaluation methods and related research results, from six
Seven aspects of sigma leadership, promotion planning, customer drive, infrastructure, project management, evaluation and incentives, and implementation outcomes
Evaluation requirements of Sigma management provide the system framework and self-evaluation criteria for the implementation of Six Sigma management, and can also be used to organize the supply of
Party Six Sigma management evaluation, as well as third-party Six Sigma management evaluation and the national advanced six sigma management evaluation basis.
0.2 Core Concept
This standard is based on the following interrelated core concepts. Organizations can use these core concepts to guide the implementation of Six Sigma management.
a) The role of senior leadership
The organization’s senior leaders are visionary, establish visions and values for the future, and communicate with employees to create an organizational continuity
Improve culture and lead organizations in pursuit of excellence.
b) Customer drive and customer satisfaction
The organization understands customer needs in depth to drive continuous improvement, eliminate defects, reduce waste, and meet or exceed customer needs.
And establish a good customer relationship, and constantly improve customer satisfaction and loyalty. Organizations should begin by listening to the voice of customers, based on customers
Demand selects projects, drives continuous improvement, and evaluates improvements.
c) Learning of organizations and employees
Implementation of Six Sigma management organizations to establish a systematic, organizational-oriented training system for different levels of needs, systematic training and six
Sigma projects combine to effectively integrate personal learning, performance improvement, and organizational learning, learning through the Six Sigma program
The activities and results are rooted in the organization's business process improvement and innovation, and the promotion of Six West through the sharing platform of the Six Sigma project results
The dissemination and penetration of gemas' knowledge within the organization promote personal career development and organizational performance improvement.
d) Management based on data and facts
The organization's six sigma management is based on data and facts, using a combination of statistical methods and/or other data analysis techniques to determine
Significant factors affecting key performance, achieve improvement and innovation.
e) Borderless cooperation and breakthrough improvements
Organize the establishment of a cross-functional, cross-level and even cross-organizational Six Sigma team, create a culture of borderless cooperation, break down barriers, and value
Value creation processes and key support processes are designed or optimized to achieve breakthrough improvements.
f) Focus on value creation process and results
Six Sigma management creates value for customers and stakeholders through the improvement and innovation of products, services and processes. Six Sigma
The results of management are reflected in customer satisfaction, finance, human resources, improvement of business process indicators, and improvement and organization of stakeholder performance.
In terms of cultural and management changes, these results are balanced and mutually reinforcing.
0.3 Process display
The process of Six Sigma management evaluation criteria is shown in Figure 1.
Figure 1 Process Diagram of Six Sigma Management Evaluation Criteria
0.4 Relationship with other standards
This standard and GB/T 19001 and GB/T 19580 can be mutually compatible, compatible and complementary. Six Sigma management for the organization to achieve customer full
Achieve a set of breakthrough business improvement and innovation methodologies through its intention and pursuit of high performance; GB/T 19001 lays the foundation for business improvement.
Foundation and contribute to the standardization of the improved process to ensure that the results are sustainable; GB/T 19580 provides the whole organization with long-term success
The body's management framework and evaluation tools can identify key areas for Six Sigma improvement and innovation.
Six Sigma Management Evaluation Criteria
1 Scope
This standard specifies the requirements for the organization of Six Sigma management evaluation and provides a framework for the organization of Six Sigma management system.
This standard applies to all types of organizations that implement Six Sigma management and can also be used to evaluate third-party Six Sigma management.
2 Normative references
The following documents are indispensable for the application of this document. For dated references, only dated versions apply to this article
Pieces. For undated references, the latest version (including all amendments) applies to this document.
GB/T 19000 Quality Management System Foundation and Terminology
GB/T 19580 Excellence Performance Measurement Guidelines
3 Terms and definitions
The following terms and definitions as defined in GB/T 19000 and GB/T 19580 apply to this document.
3.1
Six Sigma Sixsigma
Lean Six Sigma leansixsigma
Six Sigma is derived from statistical principles and is a systematic, integrated business improvement methodology that aims to adopt rigorous processes and scientific
Methodologies to achieve breakthrough improvements and design innovations in organizational business processes, reduce variability, eliminate waste, improve quality and efficiency, and increase customer and interest
A systematic, structured business improvement and innovation model that satisfied parties are satisfied.
Note 1. Sigma (σ) represents a standard deviation in mathematical statistics, an index used to characterize the degree of dispersion of any set of data or process output, is an assessment
Product and process characteristics fluctuate in size parameters.
Note 2. The Six Sigma business improvement and innovation model includes the process of Six Sigma design (3.3) and Six Sigma improvement model (3.4).
Note 3. Six Sigma has learned the concept and method of lean (3.2) in the development of practice. Therefore, it is also called Lean Six Sigma.
3.2
Lean lean
Through continuous improvement, identify and eliminate ideas and methods for waste/non-value added operations in products, services, and processes.
3.3
Six Sigma design designforsixsigma;DFSS
Adopt rigorous processes and scientific methods to meet the needs of customers or stakeholders, and develop the source of products, services, and processes.
A robust design that eliminates defects and reduces waste, enabling high-quality products and services.
Note. Six sigma design methods include but are not limited to the following methods.
a) Define-measure-analyze-design-verify (DMADV) using Define, Measure, Analysis in Six Sigma design
(Analyze), Design, and Verify.
b) Identification-Defining-Design-Optimization-Verification (IDDOV). Use Identify, Define, Design in Six Sigma Design
(Design), Optimize, and Verify.
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