[分享]一个关于人力资源的6sigma案例
Cycle Time Improvement for a Human Resources Process
Master Black Belt Lisa Palser reports on DuPont's use of Six Sigma to improve the cycle time to process an employee's application for long-term disability benefits. A unique challenge to the project was the involvement of a third-party benefit supplier.
Project Background
The Long-Term Disability Application Process begins in the fifth month of an employee's six-month short-term disability leave of absence. The cycle time requirement of the corporation is to receive an approve/deny decision prior to the end of the short-term benefit.
Not having a timely decision necessitates extending the short-term benefit, which costs the corporation more than the long-term benefit. The cycle time objective is to perform within a 45-day upper specification.
Master Black Belt Lisa Palser reports on DuPont's use of Six Sigma to improve the cycle time to process an employee's application for long-term disability benefits. A unique challenge to the project was the involvement of a third-party benefit supplier.
Project Background
The Long-Term Disability Application Process begins in the fifth month of an employee's six-month short-term disability leave of absence. The cycle time requirement of the corporation is to receive an approve/deny decision prior to the end of the short-term benefit.
Not having a timely decision necessitates extending the short-term benefit, which costs the corporation more than the long-term benefit. The cycle time objective is to perform within a 45-day upper specification.
没有找到相关结果
已邀请:
RSS Feed
8 个回复
红色精灵 (威望:5) (湖北 武汉) - 海纳百川，有容乃大
赞同来自:
1.The project team (process owner, subject matter experts, supplier's account managers) mapped and documented the current process.
2.The project team and the supplier's claim processors developed a cause-effect diagram for the factors influencing the process outcome, the cycle time.
3.The customers, represented by 12 randomly selected employment sites, were surveyed for their view of the process and the 45-day upper specification was validated. Customer insights were added to the process map and the cause-effect diagram.
4.Customers were asked about an "ideal" outcome to determine other potential process improvements and future projects.