BS ISO 18404-2015 Quantitative methods in process improvement Six Sigma Competencies for key personnel and their organizations in relation to Six Sigma and Lean implementation《过程改进.pdf

1、BSI Standards PublicationBS ISO 18404:2015Quantitative methods inprocess improvement Six Sigma Competenciesfor key personnel and theirorganizations in relationto Six Sigma and LeanimplementationBS ISO 18404:2015 BRITISH STANDARDNational forewordThis British Standard is the UK implementation of ISO 1

2、8404:2015.The UK participation in its preparation was entrusted to TechnicalCommittee MS/6, Methodologies for business process improvementusing statistical methods.A list of organizations represented on this committee can beobtained on request to its secretary.This publication does not purport to in

3、clude all the necessaryprovisions of a contract. Users are responsible for its correctapplication. The British Standards Institution 2015.Published by BSI Standards Limited 2015ISBN 978 0 580 81206 4ICS 03.120.30Compliance with a British Standard cannot confer immunity fromlegal obligations.This Bri

4、tish Standard was published under the authority of theStandards Policy and Strategy Committee on 30 November 2015.Amendments/corrigenda issued since publicationDate T e x t a f f e c t e dBS ISO 18404:2015 ISO 2015Quantitative methods in process improvement Six Sigma Competencies for key personnel a

5、nd their organizations in relation to Six Sigma and Lean implementationMthodes quantitatives pour lamlioration des processus Six Sigma Comptences pour le personnel cl et leur organisation en relation avec la mise en uvre du Six Sigma et du LeanINTERNATIONAL STANDARDISO18404First edition2015-12-01Ref

6、erence numberISO 18404:2015(E)BS ISO 18404:2015ISO 18404:2015(E)ii ISO 2015 All rights reservedCOPYRIGHT PROTECTED DOCUMENT ISO 2015, Published in SwitzerlandAll rights reserved. Unless otherwise specified, no part of this publication may be reproduced or utilized otherwise in any form or by any mea

7、ns, electronic or mechanical, including photocopying, or posting on the internet or an intranet, without prior written permission. Permission can be requested from either ISO at the address below or ISOs member body in the country of the requester.ISO copyright officeCh. de Blandonnet 8 CP 401CH-121

8、4 Vernier, Geneva, SwitzerlandTel. +41 22 749 01 11Fax +41 22 749 09 47copyrightiso.orgwww.iso.orgBS ISO 18404:2015ISO 18404:2015(E)Foreword ivIntroduction v1 Scope . 12 Normative references 13 Terms, definitions, and abbreviated terms . 13.1 Terms and definitions . 13.2 Abbreviated terms . 14 Compe

9、tency of key personnel in relation to Six Sigma, Lean, and “Lean it also sets out a combined competency framework for “Lean multi-voting tech-niques;strategy grids.Demonstrates mon-itoring and main-tenance of project priorities and their alignment with organi-zational priorities.Demonstrates deliver

10、y of training on prior-itization methods and techniques which meet the organizational needs.2 Organi-zational process improve-ment.Appropriate use of Six Sigma to support organi-zational strategy.Describes the origins of Six Sigma.Describes when and where Six Sigma would be an appro-priate approach

11、for process improvement.Demonstrates the impact that Six Sigma has had on the organ-ization.Demonstrates the deployment of Six Sigma process improvement pro-gramme to improve performance.Demonstrates training sessions on organizational process improvement methodologies and their integration and rela

12、tionship with Six Sigma.Knowledge of different approaches and their expected effects to enable appropriate selection and application of an integrated approach.Describes other applicable process improvement meth-odologies and how they could be used together.Demonstration of the appropriate selection

13、use of other approaches.Demonstration of the integration between various organizational process improvement methodologies as appropriate.Not applicableExtension of strategic view of process improvement into the value chain beyond the organizations boundaries (cus-tomers/suppli-ers/partners).Describe

14、s how the whole value chain will benefit from holistic approach to process improvement.Demonstrates consid-eration of opportuni-ties in the extended value chain for holistic improvement.Evidence of structured approach to process improvement in the extended value chain (customers/suppliers/partners).

15、Evidence of training others in the appli-cation of process improvement methods in the value chain (customers/suppliers/partners).3 Change man-agement.Importance of using a coherent approach to change manage-ment.Describes interaction between stakeholders and change process and the mutual impact of o

16、ne on the other.Demonstration of the identification of key stakeholders and the use of coherent approach to progress change.Demonstration of contribution to the ini-tiation, execution and embedding of change in the organization.Development and maintenance of an action plan to progress change.Deliver

17、y of training on change management approaches including stakeholder manage-ment.4 Leadership development in self.Importance of developing leadership skills in self.Describes leadership development includ-ing the following, as appropriate: self-as-sessment, importance of coaching, impor-tance of ment

18、oring, personal development plans.Demonstrates identification of any gaps in required own competencies to progress change and suggestions made for appropriate action.Not applicable Not applicableTable A.3 (continued)16 ISO 2015 All rights reservedBS ISO 18404:2015ISO 18404:2015(E)Index Competency Pe

19、rformance criteriaSuggested evidence of understanding the competencySuggested evidence of applying the competencySuggested evidence of managing the competencySuggested evidence of training the com-petency (evidence of training one or more of the following)5 Leadership development in others.Importanc

20、e of leadership development in others.(See also Compe-tency 20).Describes leadership development includ-ing the following, as appropriate: assessment, coaching, mentoring, personal development plans.Demonstrates identi-fication of any gaps in required competencies to progress change, in individuals,

21、 teams or in organization, and suggestions made for appropriate action.Demonstrates coach-ing and mentoring of other belts.Demonstrates the development of other coaches (coach coaches).Demonstration of the management of leadership programme to progress on filling competencies gap.Delivery of trainin

22、g on leadership develop-ment.6 Data acqui-sition for analysis.Identifying and actively seeking appropriate information in various forms, ensuring the validity of such information and transforming into data which can be analysed in Competency 22.Describes where data might be found and possible format

23、s (structured and unstructured). Describes how to verify and validate information and manipulate data into appropriate formats.The demonstration of a plan to acquire appropriate data, the verification and vali-dation of such data, the manipulation of data into the appropriate format to satisfy pro-j

24、ect objectives.Critical analysis of existing data streams and suggestions of possible improve-ments.Demonstration of the management of entire process for data acqui-sition process, verifi-cation and validation and the manipulation of the data.Delivery of train-ing session on data acquisition, creati

25、on, verification and vali-dation and manipu-lation methods and techniques.7 Creativity thinking.To apply crea-tive thinking approaches to define and pursue project objectives.Describes the differ-ent thinking modes (e.g. creative and analytical, divergent and convergent) and suggest appropriate tech

26、niques to support creative thinking.Evidence of use of this approach during project and critical analysis of suitability of chosen approach.Demonstrates that creative thinking is systematically used in Six Sigma process improvement activity.Delivery of training session on different thinking modes.8

27、Customer focus.To understand how and why to listen to and capture the voice of the customer (VOC).Describes the different types of customers.To understand the link between the VOC and the requirements of other stakeholders, e.g. operations and management.Demonstration of the application of customer

28、focus approaches. For example, through the correct use of the Kano model, house of qual-ity and/or critical to (CT) matrices.Demonstration of the management, contin-uous monitoring and maintenance of the VOC.Demonstration of training session on VOC and its relation-ship to requirements management.9

29、Decision making and taking.To recognize the importance of decision-taking and identify the decision-takers.Describes circum-stances where decision-taking is required and the responsibility for these decisions.Demonstration of the correct usage of the key elements of deci-sion-taking (individual or g

30、roup).Demonstrates that a well-structured deci-sion-making process is systematically used in Six Sigma process improvement activity.Demonstration of training sessions for decision making process methods and techniques (individual and group).10 Interper-sonal and team leader-ship skills.To support ef

31、fec-tive interaction with others including stake holders.To work effec-tively with others to achieve objec-tives.To describe the factors affecting team effec-tiveness, including factors such as leader-ship style, team roles, personality types.Demonstration that the Master Black Belt has assessed Six

32、 Sigma project teams from the viewpoint of the interpersonal skills deployed, taken appropriate action and demonstrated a positive effect.Demonstration that the MBB evaluates the need for a programme to monitor and develop team leadership skills in Six Sigma projects and, where appropri-ate, contrib

33、uted to it.Demonstration that such skills are part of planned training programmes.Table A.3 (continued) ISO 2015 All rights reserved 17BS ISO 18404:2015ISO 18404:2015(E)Index Competency Performance criteriaSuggested evidence of understanding the competencySuggested evidence of applying the competenc

34、ySuggested evidence of managing the competencySuggested evidence of training the com-petency (evidence of training one or more of the following)11 Motivating others.Understand how to motivate individuals and teams to progress towards objectives.Describes possible approaches such as identifying indiv

35、idual drivers, creating shared vision, shared goals, understanding appropriate incentives and consequences.A demonstration of how such approaches have been deployed and the outcomes.Review of suc-cess of motivation approaches.Not applicable12 Numeracy. To be proficient in interpretation and manipula

36、tion of numbers.Describes the necessity to have proficiency with numerical information to undertake a Six Sigma project.Demonstration of the sense of the size of order of magnitude and the sound basis of these.To calculate accurately a range of calculations.To recognize when it is appropriate to use

37、 a computer and be able to do so effectively.To demonstrate that calculated results are reasonable.To demonstrate interpolations and pre-dictions from the data in projects, e.g. graphs, diagrams, charts and tables.To demonstrate that they have assessed numeracy skills in Six Sigma projects across th

38、e organization, identified gaps and ensured these are addressed appropri-ately. If such gaps are found in the extended value chain, then the MBB should have made appropriate recom-mendations.Demonstration that such skills are part of planned training programmes.13 Practical problem solving (opportun

39、ity realization).The ability to differentiate between dif-ferent types of problems/oppor-tunities and choose appropri-ate approaches to address them.For example, acute/chronic, or special cause/common cause.To describe appropri-ate processes used to address different types of problems.To demonstrate

40、 the appropriate use of DMAIC and other problem solving meth-ods, qualifying the selection.Demonstration of the management and monitoring of DMAIC implementations and other problem solving methods.Delivery of training on DMAIC and other prob-lem solving methods.To understand how and when to apply ro

41、ot cause analysis tech-niques to identify causal factors for process improve-ment.Describes where this is appropriate.To complete process improvements having found the principal root cause and evalu-ated the costs associ-ated with implementa-tion compared to the costs of the problem itself.To demons

42、trate the successful choice and application of various practical root-cause identification and sort-ing techniques (e.g. the five whys, Pareto charts, fault tree anal-ysis, cause and effect diagrams).Demonstrates that root cause analysis is systematically used in Six Sigma process improvement activi

43、ty.Delivery of training on root cause analysis techniques and meth-ods.Table A.3 (continued)18 ISO 2015 All rights reservedBS ISO 18404:2015ISO 18404:2015(E)Index Competency Performance criteriaSuggested evidence of understanding the competencySuggested evidence of applying the competencySuggested e

44、vidence of managing the competencySuggested evidence of training the com-petency (evidence of training one or more of the following)The ability to put forward potential solutions and select and verify the most appro-priate.Describes solution generation process used and how propos-als address the roo

45、t causes identified.Describes process used to establish the criteria for selection.Describes the verifi-cation process for the chosen solution(s).Demonstrates use of appropriate tech-niques to generate solution(s) to identi-fied root cause(s), then sort, select and verify.Demonstration of review and

46、 check of solution generation and selection process.Delivery of training on ideas and solution gen-eration and selection.To be able to implement solution(s) and verify benefit(s) delivered.Describes how to check that the chosen solution will work in practice (e.g. trials, pilot, experimenta-tion, et

47、c.).Describes how to implement the chosen solution in practice.Describes how to check that the implementation has addressed the root cause and delivered benefit.Demonstrates use of appropriate techniques to check that solution(s) will work in practice, then implement and verify benefit achieved.Demo

48、nstration of review and check of solution implementa-tion and verification process.Delivery of train-ing and solution implementation and verification.14 Presentation and report-ing skills.The importance of communicat-ing effectively to stakehold-ers through presentations and reports in order to driv

49、e the achievement of project objec-tives.Describes effective ways to structure presentations and reports to meet required purposes with the expected audience.To demonstrate the planning and delivery of presentations and reports to different audiences and to meas-ure the effectiveness of these presentations and reports.Demonstration that the MBB evaluates Six Sigma presenta-tions and reports and, where necessary, rec-ommends appropriate improvement activity.Delivery of training on presentation and reporting techniques.15 Process thinking and p