第三十九篇 How to select a quality improvement project

本帖最后由 小编H 于 2011-10-11 14:09 编辑

你好，我是小编H。请对以下文章有任何意见或意外发短信息联系小编H，以便小编登记翻译者信息以及文章最终完成时的奖惩工作。感谢支持翻译组！
本篇文章由shijie0181提供 翻译者：http://www.6sq.net/space-uid-420937.html 校稿：liphking
How To Select A QualityImprovement Project 如何选择质量改善课题项目

Need help selecting a Six Sigma quality improvement project? Whether it's agreen belt,black belt or team based quality improvement project, you need tomake sure you select the best one for the business.
需要我们帮助来选择6Sigma质量改善项目么？无论是绿带项目、黑带项目还是团队的质量改善项目，你都需要确定你业务领域中最好的你为你的企业选择了最好的那一个。

You've identified a processimprovement area within your business or department. It's easy to figure outwhat comes next -- just fill out a team charter, select the team and teamleader, form the team and get out of the way, right? Well, sort of...
在你的企业或部门内，你识别出了流程改善的范围，这就很容易指出下一步会怎么办——提出团队章程，选择团队和负责人，建立团队并放手让他们去做，对么？好吧，一系列的有点道理……
Why Select Projects?
Selecting the right project can have a tremendous effect on your business. Ifdone properly, processes will function more efficiently in 3 to 6 months,employees will feel satisfied and appreciated for making business improvementsand ultimately shareholders will see the benefit. If project selection is done improperly,a project may be selected that doesn't have the full business buy-in, projectroadblocks may not be removed due to other business priorities, the team mayfeel ineffective and the end result may be less than ideal. No one wins in thissituation, especially the quality manager who may look to the sesame people thenext time a need arises. So how do you make sure you select projects in-linewith business priorities?为什么选择项目？
选择正确的项目能够对你的业务产生巨大的影响，如果能够正确实施，流程会在改善的3~6个月时间内发挥更有效的作用，员工对业务改善的满意度和忠诚度会表露无遗，最终股东也能从中获益。如果不能正确的选题，项目可能得不到企业完全的认可，由于某些因为企业其他更优先的事情而未被清除，这样的话团队会感觉到很没有效率而且最终的结果也不会达到预期效果。尤其是质量经理在下一次可能找“万金油”来解决问题的时候，没有人能在这样的情况下获得成功。因此你怎么能确定你选择了符合企业优先考虑的项目呢？
Select Projects In-Line With Your Business Priorities
Here are five guidelines to keep handy the next time you are evaluatingpotential quality improvement projects: 结合业务重点在择项目

这里有5条易于操作的指导方针来可以帮助你来评估你的质量改善项目：
•Ask your business leader for the three greatest issues facing the business.Make sure your project is one of the issues or is directly related. This willensure that your management team is giving the project the proper attention andquickly removing roadblocks.
跟你的企业领导询问目前业务所面临的最主要的三大问题，确定你的项目是其中的一个或者要至少和其中之一直接相关的。这能够确保你的管理团队给这个项目应有的重视并迅速的移开拦路石。
•What are the three greatest issues as seen from the eyes of your customers?Look through customer complaint logs, listen to call center telephoneconversations and call customers that have stopped your company service. Createa pare tochart to prioritize issues. This will help with project prioritization andproject selection.
在客户眼中最主要的三大问题是什么（顾客最关注的三大问题是什么）？通过顾客投诉日志，听取电话中心顾客投诉的对话录音，给停止使用你公司服务的客户打电话，建立一个柏拉图来给这些事情划分优先等级，这会帮助你发现课题项目关注的重点优先级并选择课题项目。
•Is the project manageable?Can the project realistically be completed by a team within six months? Iflonger, you may lose members as they move to other jobs or the team may feelfrustrated that they're not making a difference.
项目是否可控？项目是否能在6个月之内完全的完成？如果延期，你可能会失去部分成员，因为他们要去做其它工作，要么团队会因为没有做出实际改善而士气低落。
•Will the team have a measurable impact on the business processes or financialbottom line? Don't embark on a project without knowing what the benefits are tothe business. This will keep your team motivated along the way.
团队对企业流程或财务基准有无重大的影响是否能够衡量，是否有可测的影响力或者达到财务基准？别在不知道到底能为业务带来什么好处的情况下就盲目做一个课题项目。清楚的知道改善给业务带来的影响力会让你的团队成员在整个改善过程中都充满活力。
•What is your process capability? If you haven't been measuring your process,how do you know it needs improvement? Make sure you know what amount of defectsthe process is currently producing and define your project desired outcome.你的过程能力是什么样的水平？如果你还没有测量过，你怎么知道这个过程需要改善？你要知道现在产品生产过程中的不良水平是什么，并定义你项目的期望产出。

Every business is different and you should ensure that your specific prioritiesare taken into account when evaluating and prioritizing potential projects. Spreadsheets or databases can help you organize potential projects by assigning evaluationcategories, values and weightings to create a consistent selection process. Ifyou create a project selection template and provide it to I Six Sigma, youcould be featured here!每项企业都是不同的，你得确定评估和选择潜在项目的优先级时考虑到你的特殊重要。分析表或数据库能帮助你通过指定评价项目类别、价值赋值和权重建立一个一贯的选择流程来组织潜在课题项目，最终创出一套固定的课题选择流程。如果你能创建一个模板并它属于6Sigma范畴提供给I Six Sigma，将会为你开辟专栏。