The leader

team
114940503729-6

114940503744-5
114940503735-3
114940503742-9
114940503741-1
114940503738-7
114940503739-5
114940503720-5
114940503721-3

Human Resource
Management

The leader
team

What is Human resource?

Human Resource
Management

Objective of Human Resource

Management

Benefit of Human Resource

Management

(Mondy, Noe and Premeaux 1999 : GL-5)



(Dessler. 1997 : 72)



(Byars and Rue. 1997 : 4)

(Ivancevich. 1998 : 708)

The important of Human

Resource Management

Development of Human Resource

Management

Robert Owen Charles Babbage

Frederick W. Taylor, Henry L. Gantt

Hugo Munsterberg, Marry Parker Follett,

Abraham Maslow Douglas McGregor

Tool of Human resource

Development

1.Six Sigma
2.Kaizen
3.7Habit

Tool of Human resource

Development

Sony Six
Sigma

What is Six Sigma?

Six Sigma

Six Sigma

tools &
techniques

Six Sigma

Success Example from Six

Sigma
Motorola 1987-1994
manufacturing costs $ 1.4
billion

dollar 126%

stock holders share value

GE 1995-1998
400%

$1 billion
2000
$6.6 billion

Six Sigma ?


(Management Quality)

Sigma (Sigma Level)
6 sigma

3.4 1

Key Success
Factors
The participation of top management

Six Sigma

The deployment plans
Six Sigma

Training

Six Sigma

Key Success
Factors
Project Selection

project
project
organization strategy, scope
The follow-up process

Organizational culture

Six Sigma

Background to the
Introduction of Sony Six
Sigma

From 2000 Sony Six Sigma (

2000 Sony Quality
Six Sigma)
Management
(

)
hink and Change theway
you work
(

Applied to all business operations
(
)
Sony introduced "Six Sigma" as one method of practicing
Sony's company-wide activity, PPM (Positive Process
From 1997
( 1997)Management) Activity.
(Sony
Six Sigma
PPM (
)
From 1985 to Motorola developed "Six Sigma" as a quality
1987 improvement program.
( 1985

(
Sony Continue
Six Sigma)
to increase
corporate value

Think and Change

the way you work !!

2
Meet customers' high

expectations on Sony and

ensure their satisfaction

Continue to improve
management quality

What Does Improvement of

Management Quality Mean?

Improve judgment quality

Improve instruction quality

Speed up judgment and instructions

Elements of Six Sigma

Think and Change the way you work!!

Concepts

Basic concepts of Sony

Six Sigma

Critical Thinking

Tools
To take a scientific approach
Concept of basic statistics
Probability distribution
Graphical tools (CE diagram, PF
diagram)
Estimation and test
SPC and control chart
MSA DOE
Multiple Regression analysis

Approach
To increase the probability
of succeeding in the definition
and solution of subjects
Define
Measure
Analyze
Improve
Control

Basic Concepts of Six Sigma - 1

If you do things like these
change

Concepts you are to

Customer Focus
Convenience
of

Who are your customers?

Change
the company/
What is your output?
your convenience
What is a value for customers?

/
Partial optimizationChange

Randomized
Change
work routines

Total optimization

Strategic performance
thinking

(Bottlenecks/vital spots/most
important

matters)

Basic Concepts of Six Sigma-2

If you think of these only
add

Concepts you are to

+
Process-based
thinking
Result-based
thinking

Plus

Plus +

Focus on dispersion

Quantitative/objective
Scientific
approach
Intuition/Experience/Courage
Plus +it down, Show me the data, Say it with g
(Kan/Keiken/Dokyo) KKD (Write

Grasp and apply the best

Don't mimic others
practice
Plus +

its

(Go
and get it,
assess
true

apply

value,
and
it)
Return
oninvestment
Time/Improvement rate/
[Project Gains and Savings (PGS) +
Plus
+
Defect rate
value that cannot be converted into a


Focus on mean

Critical Thinking

Think from various viewpoints to find the most

important matters and portions (key points,
Basic concepts
of Sony
Six Sigmabeing bound
bottlenecks,
etc.)
without
by the
Critical Thinking
current
situation.
Focus

Customer

Clarify Objective
Process-based thinking

Dont be bound by the

Focus
on dispersion

Total optimization
current situation

Better/Faster/Lower

Cost Grasp facts

properly

From various viewpoint

Strategic

performance thinking

Scientific approach
Causality between results and

()
Quantitative
causes (all without duplicates)
Objective
Never
assume

Share
the best practices

Degree
of contribution Dont jump to conclusion

in terms of money amount



Stretch goal Dont make hasty decision

Tools' Roles


(/)
10, 12, 4, 8, 45
48, 0, 95, 36, 64..
5, 79, 55, 48, 97..
87, 3, 98, 87, 2
9, 7, 28, 14, 55
5, 65, 78, 4..

x
R

Data

Information

(Data corresponding with a Purpose)

(Information corresponding with a Purpose)

Instructions

Roles and Responsibilities of Sony Six

Sigma Members

Champion
(General Managers Class)

-

-> CTQ (
)

Black Belt

Green Belt

(Senior Managers Class)

(Assistant Managers Class)

->

(Set Metric)

- /

-> Vital Few

->

Set optimization criteria

Roles and Responsibilities of Sony Six

Sigma Members

Champions
Champions

Six
Sixsigma
sigma

champion
champion
oo

Six
SixSigma
Sigma

oo

Six
SixSigma
Sigma
oo

Six
SixSigma
Sigma
oo

oo

oo

oo

Roles and Responsibilities of Sony Six

Sigma Members

Black
Black Belt
Belt (BB)
(BB)

Black
Blackbelts
belts

Six
Sixsigma
sigma

Six
SixSigma
Sigma

BB
BB
oo

oo

Six
SixSigma
Sigma
oo

,,

oo

oo

oo

oo

oo

GB
GB
oo

Roles and Responsibilities of Sony Six

Sigma Members

Trainer
Trainer
(Master
(Master Black
Black Belt)
Belt)

Champion
Champion

Six
SixSigma
Sigma
trainer
trainer

Six
SixSigma
Sigma

trainer
trainer

full-time
full-time

Six
Six
Sigma
Sigma

trainer
trainer
oo

Six
SixSigma
Sigma
oo

Six
SixSigma
Sigma
oo

Six
SixSigma
Sigma
oo

Six
SixSigma
Sigma
oo

Six
SixSigma
Sigma
oo

oo

BB
BB
GB
GB

Roles and Responsibilities of Sony Six

Sigma Members

Green
Green Belt
Belt

Green
Greenbelts
belts

Six
SixSigma
Sigma

BB
BB

GB
GB

GB
GB
oo ,
,
,,

,
,
oo

oo
monitor
monitor&&control
control

GB
GB

, ,
(measurement
(measurement
system),
system),

,,

, ,

GB
GB

Basic Approach to Sony Six Sigma 14

Steps
Champion

Black Belt

Step 1

(Voice of customer : VOC)

Step 2

Step 3

(Metric Y)

Measure

Step 4

(Metric Y)

Metrics (Y)

Step 5

(Metric Y)

Step 6

Step 7

Vital Few (X)

( )

Step 8

Vital Few (X)

Step 9

(Vital Few X)

Define

CTQ

Analyze
Vital Fews (X)

Green Belt

Improve

Step 10

Optimal Condition

Step 11

Step 12

Control

Step 13

project

Standardization

Step 14

Project
best practices

1. Sony format Define

phase CH CTQ

Sony

4 formats 4 CH diagrams
Business CE diagram, Customer
diagram, Define diagram CTQ Break
Down

format Sony

SWOT analysis, Critical
thinking
2.
Six
Sigma Belt
Seagate Brown Belt
3. Software

 Sony

1. DMAIC
2. Team
3.

4.

5.

Ex.
Between original with SONY

Tool of Human resource

Development

KAIZEN
Continuous
Improvement

Kaizen ?
Kaizen
(Improvement) 2
Kai (Change) Zen
(Good)

Kaizen





Kaizen
Kaizen
(Continuous
improvement)

 Kaizen ?
Kaizen

Kaizen

KAIZEN

()

()

KAIZEN Tip (
)

(Minor Change)& PDCA

-

-
-
-

4
()

100 %

Current
Operation

Kaizen

Kaizen Cycle

Analysis
Cause

Discovery
of Muda

 MUDA
MD STOP WAITING MUDA

1.MOVEMENT MUDA

2.DEFECTIVE MUDA

3.STOCK INVENTORY MUDA

4.TRANSPORTATION MUDA

5.OVER PRODUCTION MUDA

6.PROCESS MUDA

KAIZEN &
4 M

M1: MAN ()
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.

()

KAIZEN &
4 M

M2 : Machine/Equipment/Computer/Facilitator

(//)
1.
2.

3.
4.
5. /

6.
7.

8.
9.
10.

KAIZEN &
4 M
M3 : Material ( )
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.

(brand name)

KAIZEN &
4 M
M4 : Method (
)

1.
2.
3.
4.
5.

6.
7.
8. ()
9. ()
10.

4
5

4
4

1
2
3
4

5
5

1. The Best
2.

3. --
-
4.

5. & (Fact & Data)

Key words for Mudadori

Elimination
Combination

Rearrangement
Simplification
Equipment

--

Tool of Human resource

Development

Interdependence
Habit 5: Seek First
to Understand, Then Public
to be Understood

Habit 6:
Synergize

Victory

Habit 4:
Think Win - Win

Independence
Habit 3:
Put First Things First

Habit 1:
Be Proactive

Private
Victory

Habit 2:
Begin with the
end in mind

Dependence

7 Habits
7

7 Habits
(Forming Habits)

3
3

(Maturity Continuum)


(Private Victory) ( 1, 2
3) (
4, 5 6) :

/

7 Habits
1: (Be Proactive)






(
Circle of Influence)

(Circle of Concern)

Circle of Influence

7 Habits
2:
(Begin With The End In
Mind)

Statement)

(Mission

7 Habits
3:
(Put First Things First)

(Mission Statement)

(Important)

(Urgent)

4 ()

(Time Managerment Matrix)

7 Habits
NOT IMPORTANT

I
Crises
Pressing problems
Deadline-driven
projects, meetings
preparations

Needless interruptions
Unnecessary reports
Unimportant meetings
phone calls, mail
Other peoples issues

III

Preparation
Prevention
Values clarification
Planning
Relationship building
Needed relaxation
Empowerment

II

Trivia, busywork
Some phone calls
Time wasters
Escape activities
Irrelevant mail
Excessive TV

IV

2
II
(quadrantII)

7 Habits
4 (Think Win-Win)
-

-
2

- 3

(Integrity) (Maturity)
(Abundance Mentality)
@

@

2
@

7 Habits
5:
(Seek First to Understand, Then to Be Understood)

1
@

@
@

@
@

2
@
@

@

7 Habits
6: (Synergize)
Redwoods

2



@


(1+1= > 2)
@
@ -

7 Habits
7: (Sharpen the Saw)

@


@

 (The Maturity Continuum)

6
5

4
/

2





1

(
)

THANK YOU AND SEE

AGAIN
26MAY2007.