六西格瑪管理的應(yīng)用(英文版)(共44頁(yè)).ppt

1、NMember of the Bekaert GroupWhat is it? How to implement it?Conditions for successF R A N C EDC/vv/17812Bekaert Consulting FranceContents3 What is Six Sigma? As measure for process capability A methodology3 How to implement Six Sigma?3 Conditions for successDC/vv/17813Bekaert Consulting France1What

2、is Six Sigma?DC/vv/17814Bekaert Consulting FrancePROCESSinputresultExellent results require excellent processes Deliver (nearly) always the desired results Reduce variabilityAmbition : 6 Sigma Process Capability( 3.4 defects pm)Six Sigma as measure for process capabilityDC/vv/17815Bekaert Consulting

3、 FranceDefects and the Hidden FactoryManufacturing Variation Causes A Hidden FactoryIncreased Cost - Lost CapacityYield After Inspection or TestEach defect must be detected, repaired and placed back in the process. Each defect costs time and money.Hidden FactoryNOTOKOKTime, cost, peopleDC/vv/17816Be

4、kaert Consulting France3 To increase a process performance, you have to decrease variation.Importance of Reducing Variation3 Less variation provides Greater predictability in the process Less waste and rework, which lowers costs Products and services that perform better and last longer Happier custo

5、mersDC/vv/17817Bekaert Consulting FranceLSLUSLDefectsProcess CapabilityInadequate Design MarginInadequate Process CapabilitySupplier VariationInadequate Measurement Capabilityaverage s s s s“Variation” and “Process Capability”DC/vv/17818Bekaert Consulting France23456308,53766,8076,2102333.4s sPPMPro

6、cessCapabilityDefects per Million Oppty.6Sigma?% Non-Defective69.1%93.32%99.379%99.9767%99.99966%DC/vv/17819Bekaert Consulting France6 s s6 s s Cp = 2Cpk = 1,51,5 s s 6 s s ns s = 66 s s and Cp, CpkDC/vv/178110Bekaert Consulting FranceWhy ppm ? * 1,5 s shiftApproachClassicalNew,410,3320,663141,334,5

7、1,5Number of sigma in half the tolerance intervalCp561,662 Cpk*_0,160,50,8311,161,5Ppm*_66.8106.2071.3502333,4Cost of quality(%)_25 %15 %10 %7,5 %5 %DC/vv/178111Bekaert Consulting FranceIf we accept 99.9 % good, then.3 1 h non drinkable water each month3 500 failed surgeries each week in FranceIn Fr

8、ance :3 2 babies falling off the labour table each day3 1000 lost letters per hour3 15000 cheque on the wrong account each dayDC/vv/178112Bekaert Consulting FranceCompanies involved in Six Sigma today :3 Some results that were published in the press : Dupont : benefits exceed $150 million / year (Do

9、w Jones Business News - February 2, 2000). Dow : Savings of about $250.000 per project. Annual savings $ 1 billion (Chemical week magazine -March 1, 2000). Black & Decker : Expects earnings per share growth of at least 15 % for the next three years (Reuters News Service - February 15, 2000). All

10、ied Signal: Cost savings exceeding $800m since 1995 General Electric: most admired company three years running, and consistently increasing growth and profit. Cost savings exceeding $2B General Domestic Appliances: Cost savings of 7,5m 1999/2000DC/vv/178113Bekaert Consulting FranceCompanies involved

11、 in Six Sigma today :3 Generic Six Sigma Metrics Seasoned Black Belts complete three to five projects annually $150.000 - $200.000 average savings per project Rule of thumb for numbers of Black Belts: 1-3% of employeesDC/vv/178114Bekaert Consulting FranceSIX SIGMA as methodology .3A systematic appro

12、ach3for breakthrough improvement realisations3using a solid and soundly based toolset3deployed throughout the organizationDC/vv/178115Bekaert Consulting FranceSIX SIGMA as methodology .3A systematic approach3for breakthrough improvement realisations3using a solid and soundly based toolset3deployed t

13、hroughout the organizationDC/vv/178116Bekaert Consulting FranceA SYSTEMATIC APPROACH.Selection ofprojectsManaging theimprovementprojectsSustainingthe gainsBusiness strategy & resultsSignificant gainsThink processProject filtersLeadership buy-inProject ManagementTraining (BB/GB/YB)TeamworkReview

14、of progressReward & recognitionProject levelOrganizational levelDC/vv/178117Bekaert Consulting FranceSelection of projects : PRIORITIZE3 Contributing to your BUSINESS RESULTS!3 Look for SIGNIFICANT GAINS within REASONABLE TIMING3 Use the correct PROJECT FILTERS! Value for the customer Defects pe

15、r unit Cost of poor quality Cycle time3 Ensure LEADERSHIP BUY-INDC/vv/178118Bekaert Consulting France Managing for improvement - Training.Enhanced improvement realisation skills * Leadership * Master Black Belt (MBB) * Black Belt (BB) * Green Belt (GB) * Yellow Belt (YB)DC/vv/178119Bekaert Consultin

16、g FranceDefine the problem6 SIGMADMAIC AnalyseImproveMeasure Define steps Confirm gains, goals Formalise customer supplier relations Get voice of the customer in the project Formalise the modified process Implement SPC Evaluate results Learning points Develop measurements of CTQ Select critical impu

17、ts Prepare data collection Realise R&R study Measure process capability Process analysis (value) Data analysis Root cause analysis Statistical data handling (regression, DOE, multi vary) Imagine solutions Evaluate solutions Choose optimal solution Analyse risks Plan implementation Managing for i

18、mprovement : The roadmap (1)DC/vv/178120Bekaert Consulting France1/Define 6 SIGMADMADV 3/ Analyse4/ Design2/ Measure Business case Charter development Multi generation plan Project risk Control plans Mistake proofing Upscaling Validation Implementation planing SIPOC Stakeholder analysis Voice of the

19、 customer QFD Q requirements Concept generation Concept selection Mapping and simulation Proactive reliability Tolerancing DOE Modelling Design excellence : the roadmap 2DC/vv/178121Bekaert Consulting FranceApply project management principles. Regular management reviews of progress Removing the barr

20、iersManaging for improvement - Roadmap (2)DC/vv/178122Bekaert Consulting FranceBuilding upon teamworkTeambuildingAccess to informationCross-functionalSupport from other departmentsManaging for improvement-Mobilizing (1)DC/vv/178123Bekaert Consulting FranceReward & recognitionCommunicationVisuali

21、sing resultsManaging for improvement-Mobilizing (2)DC/vv/178124Bekaert Consulting FranceSustaining the gains : project level3 Implement effective control plans3 Conduct regular training focussed on the process3 Review the improved process regularlyDC/vv/178125Bekaert Consulting FranceSustaining the

22、gains : organizational level3 Create a system to continually identify and launch new projects3 Creating critical mass for achievement culture Black, green and yellow belt training Black Belts in daily operations DeploymentX nDC/vv/178126Bekaert Consulting FranceSIX SIGMA as methodology .3A systemati

23、c approach3for breakthrough improvement realisations3using a solid and soundly based toolset3deployed throughout the organizationDC/vv/178127Bekaert Consulting FranceBreakthrough?3 Look for SIGNIFICANT GAINS 50% increase in First Pass Yield 50% reduction in Scrap 50% reduction in Downtime 50% increa

24、se in Capacity3 Focuses on HIGH VOLUME / high risk products3 Project is work at least $250k to the bottom linePS : applicable for large volume processes !3 REASONABLE TIMING : 6 to 8 months3 Significant MOBILIZATION of the whole company (training, approach, .)DC/vv/178128Bekaert Consulting FranceSIX

25、 SIGMA as methodology .3A systematic approach3for breakthrough improvement realisations3using a solid and soundly based toolset3deployed throughout the organizationDC/vv/178129Bekaert Consulting France already known/used new (e.g. Statistics)Solid & soundly based toolsetDC/vv/178130Bekaert Consu

26、lting France .Think PROCESSINPUTOUTPUTX1X2X3.YDC/vv/178131Bekaert Consulting FranceThe Funneling EffectOptimized Process30+ Inputs8 - 104 - 83 - 6Found Critical XsControlling Critical Xs10 - 15All Xs1st “Hit List”Screened ListMEASUREProcess mappingMeasurement system analysisCapability studiesANALYZE

27、Cause & effects matrixFMEAMulti-vari studiesIMPROVEDesign of experimentsCONTROLCo ntrol plansStatisctical Process Control (SPC)DC/vv/178132Bekaert Consulting FranceSIX SIGMA as methodology .3A systematic approach3for breakthrough improvement realisations3using a solid and soundly based toolset3d

28、eployed throughout the organizationDC/vv/178133Bekaert Consulting FranceDeployment throughout the organization3 Extensive training program of all potential project leaders.3 Clear and visible management buy-in and support.3 A significant number of improvement projects.3 SIX SIGMA imbedded in the sys

29、tems and procedures.3 Integration in the organizationDC/vv/178134Bekaert Consulting France2How to implement Six Sigma?DC/vv/178135Bekaert Consulting FranceThe implementation strategy :The way we see it3Do not create a separate organization!3The implementation of Six Sigma is seen as a project on its

30、 own until it is imbedded in the organization!3Implement in WAVES!3Have people to support Six Sigma and people who make it happen.DC/vv/178136Bekaert Consulting France6 sigma wave implementationMobilize key decision makersEvaluate potential projects Mobilize key players (leadershipworkshop)Green Bel

31、t training2 weeksAssessDeploy and prepare new waves Prparation Implementation DeploymentBlack Belt training4 weeksImplement the projectsPrepare implementationDC/vv/178137Bekaert Consulting FranceThe roles 3 Six Sigma Sponsor/Champion Facilitate or support implementation of Six Sigma. Lead by example

32、 : believer, partner, challenger, coach, helper, sounding board. Set clear priorities. Provide necessary resources. Define/suggest new projects. Reviewing progress of projects.3 Six Sigma Black Belt Be catalyst for new culture and overall approach. Review project charters using filters. Complete the

33、 projects (applying the method and achieve results). Reporting Sharing of experiences between other black belts.DC/vv/178138Bekaert Consulting FranceThe roles 3 Six Sigma Master Black BeltCoaches a group of black belts with special emphasis on the methodology.Supports the project selection processCo

34、nducts several forms of trainingOwns six sigma technical development3 Six Sigma project sponsor/championSupports the project leaderRecognizes the teamEliminate all obstacles/barriersIdentify project opportunities3 Six Sigma Team MembersStick to agreed timing and actions.Act as a team.Communicate wit

35、h own line management on timely basis.3 Six Sigma Green BeltComplete the project (applying the method and archieve results) (in his own “fields”)Reporting DC/vv/178139Bekaert Consulting France3Conditions for successDC/vv/178140Bekaert Consulting FranceSuccess conditions3 Strong leadership 3 Mobilize

36、 all key players3 Good project charters 3 Create critical mass3 Provide the right training on the right moment.3 Support structure3 Resources allocation ($ and people)3 Profile, availability and management of the project leaders (BB, GB)3 Good monitoring and review of projects.3 Strong strategic fit

37、3 Communication, communication, communicationDC/vv/178141Bekaert Consulting FranceCharacteristics of a good Six Sigma project3 Identifies a problem to be solved, not a solution to be implemented3 The problem is of major importance to the organisation clearly connected to business priorities and stra

38、tegy major improvement in performance metrics major financial improvement3 Clear quantitative measures of success define performance baseline goals for this project + due date theoretical perfect performance3 Ambitious timing - reasonable scope: doable in 9 to 12 months3 Importance is clear to the o

39、rganisation (to get support)3 Project has the approval and support of management (resources, barriers)3 Project charter: contract between project manager and managementDC/vv/178142Bekaert Consulting FranceProject TitlesReduce human errors in productionEliminate degradantsCapacity debottlenecking of XYZ productionPerformance improvement plant AIncrease capacity production plants D & EOptimise visual