In recent years, AVIC has implemented the application of multiple management methods, such as Six Sigma, Balanced Scorecard, EVA, Lean Management, etc. Recently, it has proposed in the planning to build the Group Company's Operations Management System (AOS). Recently, our reporter interviewed Huang Yan, the director of the China Aviation Industry Lean Six Sigma Research Institute. When it comes to the use of Six Sigma in the past decade or so, Huang Yan gave a sentence: "Six Sigma must create value for the enterprise in order to have vitality

China Aviation News: In recent years, many domestic enterprises have been applying Six Sigma, such as AVIC. How should we view the advantages and significance of Six Sigma as an advanced management method?

Huang Yan: In the early 1980s, Motorola applied Six Sigma as a method of quality improvement; In the 1990s, Six Sigma became a means for enterprises to reduce operating costs; After 2000, Six Sigma became a method of creating customer value (during product development). From the perspective of Six Sigma itself, it is also constantly enriched and developed. Up to now, it has not only been applied in the manufacturing industry, but also expanded to the service industry, including finance, insurance, securities and other industries.

Simply put, Six Sigma is teaching everyone a standardized set of problem-solving methods, processes, and concepts. For AVIC, our complex management process requires this scientific method to enhance our problem-solving ability. He has become a powerful tool for training employees' work methods and improving their problem-solving abilities.

Meanwhile, Six Sigma itself contains many advanced management concepts. The first advanced concept is to think from the perspective of the customer; The second point is the perspective of quantification. Nowadays, we advocate refined management, and the very important premise of refined management is quantification, that is, quantifying the needs of customers in order to know to what extent it is good; The third is the process view, where any outcome that meets customer needs is achieved through processes. By redesigning or optimizing processes to achieve established goals. The fourth viewpoint is decision-making based on facts. We need to learn how to collect, organize, analyze, and make decisions about data. These advanced viewpoints can help us cope with the challenges of the constantly changing environment in the future. On the contrary, these advanced management concepts can be implemented through Six Sigma.

China Aviation News: Specifically in the aviation industry, what are the characteristics of Six Sigma in its application and promotion process?

Huang Yan: In recent years, AVIC has implemented the application of multiple management methods, such as Six Sigma, Balanced Scorecard, EVA, Lean, etc. It should be said that in the entire military industry, we are at the forefront. But this also raises a question of how to integrate and apply these methods. In order to address this issue, we proposed the concept of integrating Six Sigma, Lean Management, and Balanced Scorecard in 2005, utilizing their complementarity to summarize a set of integrated models. The core value of this model is to organically combine the realization of organizational vision with underlying improvements, so that the selection of all improvement projects closely revolves around the strategic goals and implementation of the enterprise, thereby enabling senior leaders to recognize the value and positioning of promoting lean six sigma management.

In addition to continuously expanding methodology to enable Six Sigma to play a greater role in the enterprise, we also adhere to a two legged approach in the process of promotion, promoting both strategy and technology, and continuously exchanging success for resources. By setting up a pilot class, senior leaders can understand the application results of Six Sigma and attract their participation; On the other hand, through the training of key personnel, students can create visible value, thereby forming interaction between top and bottom, and promoting the continuous promotion of Six Sigma.

China Aviation News: Recently, AVIC has proposed in its plan to build an operational management system (AOS) for group companies. How should we fundamentally understand the relationship between Six Sigma and AOS? How should enterprises promote AOS construction?

Huang Yan: In one sentence, the two are the relationship between teaching them to fish and teaching them to fish. The methodology of the two is consistent, and the management principles behind them are also consistent. Six Sigma is essentially a methodology for problem-solving. We use Y=F (x) to represent, first of all, how to define Y, that is, to clarify what problems need to be solved, which requires finding answers from customer needs and quantifying customer needs. The second step is to analyze and identify the factors that affect Y, namely X. To grasp X, we need to find the answer from the process, which is what the process is to achieve customer needs.

But Six Sigma is just a general methodology, while AOS is a group that organizes experts to study key factors that affect enterprise operation and management, and transforms the research results into a comprehensive solution. Enterprises only need to apply it according to their actual situation. Therefore, in AOS, the first step is to establish a set of indicator systems to describe the results of operations, that is, to clarify Y. The indicator system for operational management, including operational indicators, process indicators, and job indicators; The second is to establish a process management system to support the realization of operational indicators through the process management system, but this system itself needs continuous optimization and iteration. At the same time, it has absorbed the best practices in operational management both within and outside the group and transformed them into a form based management tool embedded in corresponding business processes, promoting continuous improvement.

At present, AVIC has only made this solution in the manufacturing field. In the specific implementation process, enterprises should consider the promotion of AOS as an opportunity for management change. This requires enterprises to examine the entire manufacturing management process from a systematic perspective and achieve management transformation.

China Aviation News: The manufacturing industry is constantly showing new trends, such as the recent "Industry 4.0" proposed by Germany. What new requirements have these new trends put on enterprises in terms of management?

Huang Yan: Undoubtedly, the new development of the manufacturing industry will put forward higher requirements for both people and enterprises, especially for people. In 2013, when I went to Germany for research, I consulted a senior manager of German industry and asked what was the fundamental reason for Germany's leading manufacturing industry? The senior management in Germany replied that one thing is that our engineering and technical personnel have a very wide range of knowledge, so they can take into account many technologies and integrate them when designing products. On the other hand, it is to truly think from the customer's perspective. The progress of ideas is more important, not just the superposition of technology.

So, the most crucial requirement for the development of the manufacturing industry for us is a change in mindset, as well as a change in talent cultivation methods. And technology leads the development of management. In order to adapt to new development trends, the entire management model of enterprises will undergo changes. Taking Industry 4.0 as an example, on the one hand, this trend requires the integration of multiple technologies to meet customer needs, and on the other hand, specialization is also stronger, which requires integration through the Internet. This series of changes requires closer integration among enterprises, more complex logistics management, and a stronger demand for information technology. The systematic and complex nature of enterprise management has become even more prominent.

But even in the context of Industry 4.0, Six Sigma, as a commonly used and innovative methodology, is still applicable, just a transformation of objects.