tailieunhanh - Explanations of Comprehensive and Transparent Case Study_1

Đây là một văn bản vô cùng hữu ích. Văn bản có người đọc thông qua một cách rất practicle để áp dụng các thiết kế, đo lường, phân tích, cải thiện và kiểm soát các giai đoạn của sáu sigma. Những khái niệm rất rõ ràng tài liệu với các ví dụ toàn diện. | 28 o implementing Lean Six Sigma Throughout the Supply Chain Identify Stakeholders and Develop Communication Plan In the next step Anita led the team in identifying the stakeholders and developing a communication plan. The team decided to start by developing a stakeholder analysis matrix to address the potential impact or concerns of the stakeholders. The team broke down the stakeholders that were outlined in the project charter as follows OTran spoliation personnel General manager Dispatch manager Driver coordinator ODriver any driver of a CJMart trailer OWarehouse and receiving shipping personnel Warehouse manager Receiving manager Shipping manager Dock personnel OVendor and shipping personnel Operations manager Shipping manager Dock personnel OStore receiving personnel Store manager Receiving-dock personnel Robert Quincy made sure the team noted that within a region there were multiple transportation of ces and warehouses. Therefore the stakeholder analysis and Deffle Phase o Q9 communication plan must be a generalization of the positions referenced. Once the stakeholder analysis matrix was completed as shown in Figure the team began to look at the sources of resistance that would make change dif cult within the project scope. The team performed a TPC analysis Technical Political or Cultural for each stakeholder group to gure out how to incuence change. Again the stakeholders were generalizations of the populations that each represented. The team also agreed to do a TPC analysis for a single person if any individuals were found to show more resistance than anticipated. Some of the examples of resistance for each stakeholder that the team brainstormed are listed here Transportation personnel OLearn a new dispatch planning and execution process OWhy X what isnt broke OLean Six Sigma team doesnt know my process Driver any driver of a CJMart trailer ODoesnt want to be watched so closely OThinks the schedule may become too rigid ODoesnt want performance data .