摩托羅拉六西格瑪企業(yè)培訓(xùn) 0.2 Six Sigma Overview

1、Additional Department InfoCopyright 2002 Motorola. All rights reserved.Six Sigma Black Belt Program 0.2 Six Sigma OverviewSix Sigma - 1Six SigmaBlack Belt ProgramSix Sigma OverviewThese materials, including all attachments, are protected under the copyright laws of the United States and other countr

2、ies asan unpublished work. These materials contain information that is proprietary and confidential to Motorola University and are thesubject of a License and Nondisclosure Agreement. Under the terms of the License and Nondisclosure Agreement, thesematerials shall not be disclosed outsider the recip

3、ients company or duplicated, used or disclosed in whole or in part by therecipient for any purpose other than for the uses described in the License and Nondisclosure Agreement. Any other use ordisclosure of this information, in whole or in part, without the express written permission of Motorola Uni

4、versity is prohibited.Additional Department InfoCopyright 2002 Motorola. All rights reserved.Six Sigma Black Belt Program 0.2 Six Sigma OverviewSix Sigma - 2Six SigmaA Driver forBusiness Performance ImprovementOverviewCopyright 2002 Motorola. All rights reserved.0.2 Six Sigma OverviewSix Sigma - 3Di

5、scussion in Teams.What do you knowabout Six Sigma?Copyright 2002 Motorola. All rights reserved.0.2 Six Sigma OverviewSix Sigma - 4The Keys to Successful BusinessImprovement: Six Sigma analytic tools and a disciplined,standardized methodology for their use. Six Sigma principles of leadership. Integra

6、ted approach to leading improvementefforts.Additional Department InfoCopyright 2002 Motorola. All rights reserved.Six Sigma Black Belt Program 0.2 Six Sigma OverviewSix Sigma - 5The Keys:The Six Sigma Methodologyand Analytical Tool SetCopyright 2002 Motorola. All rights reserved.0.2 Six Sigma Overvi

7、ewSix Sigma - 6Measurement and Methodology“Sigma”is a measurement scale upon whichimprovements can be gauged.“Six Sigma”is an overall methodology that drivesbusiness improvement.Copyright 2002 Motorola. All rights reserved.0.2 Six Sigma OverviewSix Sigma - 7342336210668103.4.02The Definition of “Sig

8、ma” Is . . . a measure of “goodness”, using a universalmeasurement scale.Sigma765DPMO (DefectsPer MillionOpportunities)Copyright 2002 Motorola. All rights reserved.0.2 Six Sigma OverviewSix Sigma - 82 Parts perBillion066 55 44 33 22 11+1 +2 +3 +4 +5 +6LowerSpecificationLimitUpperSpecificationLimitSi

9、x Sigma Is Virtual PerfectionMeanCp = 2DefectsDefectsCopyright 2002 Motorola. All rights reserved.0.2 Six Sigma OverviewSix Sigma - 96 Sigma Quality equals One wrong drugprescription in 25years. 2 seconds of dead airtime per TV channeleach week. 1 short or long landingat all U.S. airports in10 years

10、.3 Sigma Quality equals At least 54,000 wrongdrug prescriptions peryear. 27 minutes of dead airtime per TV channeleach week. 5 short or long landingsat OHare airport every10 years.What Six Sigma Looks Like . . .Copyright 2002 Motorola. All rights reserved.0.2 Six Sigma OverviewSix Sigma - 10Six Sigm

11、a Methodology Is . . . An overall methodology that drives businessimprovement. A proven tool set for driving and achievingtransformational change within an organization. A Continuous Improvement Process that focuses anorganization onCustomer requirements,Process alignment,Analytical rigor,Timely exe

12、cution.TREND CHARTPROCEDUREGOALTIMEDEFINE/MEASURECONTROL ANALYZEIMPROVEBRAINSTORMING/PARETO ANALYSIS/ACTION PLAN ROOT CAUSEAction Name Date IDENTIFICATION100%Copyright 2002 Motorola. All rights reserved.0.2 Six Sigma OverviewSix Sigma - 11Continuous Improvement: “Peeling the Onion”Processstep 1Proce

13、ssstep 3Processstep 2SUPPLIERCUSTOMERRECORDDEFECTSRECORDDEFECTSRECORDDEFECTSRECORDDEFECTSRECORDDEFECTSCopyright 2002 Motorola. All rights reserved.0.2 Six Sigma OverviewSix Sigma - 12DMAIC and the Process ImprovementRoadmap1.0DefineOpportunities2.0MeasurePerformance3.0AnalyzeOpportunity4.0ImprovePer

14、formance5.0ControlPerformanceWhat is How areimportant? we doing?What iswrong?Whatneeds tobe done?How do weguaranteeperformance?Copyright 2002 Motorola. All rights reserved.0.2 Six Sigma OverviewSix Sigma - 13DMAICDEFINEWhat is important?MEASUREHow are we doing?ANALYZEWhat is wrong?IMPROVEWhat needs

15、to be done?CONTROLHow do we guaranteeperformance?What are the opportunities forimprovement that will achievethe organizations goals andprovide the largest payoff.What is our current performancelevel (e.g. Sigma level and/orCpk)?What are the true root causesfor gaps or problems inperformance?What are

16、 the possible solutionsand how do we implement thebest solution?How do we maintain the gainswe have achieved?Copyright 2002 Motorola. All rights reserved.0.2 Six Sigma OverviewSix Sigma - 14Example - Body Health Define Determine to use “BodyWeight” as the metric bywhich we will evaluate BodyHealth M

17、easure Collect data on theperformance of “BodyWeight” 30 pounds over skeletalaverage Ratio of fat to body massis 3.2 times recommendedratio Arrive at calculation of SigmaQuality Level Analyze Determine what “drives” bodyweight calorie intake, food choices,exercise level, etc X factors Determined by

18、DATA ratherthan guess or intuition Improve Arrive at solutions Diet, exercise Control Maintain the improvements Regular exercise programEXECUTEEXECUTEEXECUTERiskPriorityOccurrenceDetectionSeverityOccurrenceSeverityRiskPriorityDetectionEXECUTEEXECUTEStep#FrequencyDetectionSeverityTotal0Project Plan T

19、eam SelectionAction PlanSigma Goal (CCR)-1.01.5Cost BenefitDegree of EffectErrorCauseEffect4.2.1 containersinProcessAA BA1A1D1D1D2D2A22+4.2.2Position Fullpallets Palletset90Backand Updateandclarifypalletplacementlosttime,4.2.3insuranceexpenseand0outboundnot+containersoncompleted1(effect)secure1214ma

20、ilwhenSix Sigma Improvement Process1.0DefineOpportunities2.0MeasurePerformance3.0AnalyzeOpportunity4.0ImprovePerformance5.0ControlPerformanceObjectiveTo identify and/or validate theimprovement opportunity,develop the businessprocesses, define criticalcustomer requirements, andprepare themselves to b

21、e aneffective project team.To identify critical measuresthat are necessary to evaluatethe success, meeting criticalcustomer requirements andbegin developing a methodologyto effectively collect data tomeasure process performance.To understand the elements ofthe Six Sigma calculation andestablish base

22、line sigma for theprocesses the team is analyzing.To stratify and analyze theopportunity to identify a specificproblem and define an easilyunderstood problem statement.To identify and validate the rootcauses that assure the eliminationof “real” root causes and thus theproblem the team is focused on.

23、To determine true sources ofvariation and potential failuremodes that lead to customerdissatisfaction.To identify, evaluate, and selectthe right improvement solutions.To develop a change managementapproach to assist theorganization in adapting to thechanges introduced throughsolution implementation.

24、To understand the importance ofplanning and executing againstthe plan and determine theapproach to be taken to assureachievement of the targetedresults.To understand how to disseminatelessons learned, identifyreplication and standardizationopportunities/processes, anddevelop related plans.Key Delive

25、rablesTeam CharterAction PlanProcess MapsQuick Win OpportunitiesCritical CustomerRequirementsPrepared TeamInput, Process, andOutput IndicatorsOperational DefinitionsData Collection Formatsand PlansBaseline PerformanceProductive TeamAtmosphereData AnalysisValidated Root CausesSources of VariationFMEA

26、Problem StatementPotential SolutionsSolutionsProcess Maps andDocumentationImplementationMilestonesImprovement Impacts andBenefitsStoryboardChange MapsProcess Control SystemsStandards and ProceduresTrainingTeam EvaluationChange Implementation PlansPotential Problem AnalysisPilot and Solution ResultsS

27、uccess StoriesTrained AssociatesReplication OpportunitiesStandardization OpportunitiesSolutionOtherImpacts1TotalRankWhatTaskABCDGantt Chart (Pilot)When WhoJan Feb Mar Apr MayResponsibilityJimSueLynnBill/JimPotential Tools and TechniquesTeam CharterBusiness Case Opportunity StatementGoal StatementPro

28、ject ScopeGapTASKS ACTIVITIES RESP. START DUE STATUS &ACTIONSTASKS ACTIVITIES RESP. START DUE STATUS &ACTIONSProject Focus$CCRsIndicatorInput Process Output CCRInputIndicatorProcessIndicatorOutputIndicatorBBA2ChecksheetsAA1D1D2A2CostsEnergy-saver light bulbs$9,000Installation by employee500Cost of l

29、ost production1,500Total cost$11,000Benefits - Year 1Reduce electric bill by 8%$5,000Warranty for 5 years1,800Total benefits$6,800Forcefield AnalysisForces Working for Forces WorkingIdea against IdeaIndicators &ProblemStatementProblemStatementQuantified Root Causes50%25%CCRSigma=XGapSigma=UCLXLCLCCR

30、Implemented SolutionXGapProcess ControlSystemGapSigma Goal (CCR)Error Modes and Effects AnalysisError Modes and Effects AnalysisErrorModeEffectAnalysis Description:(EMEA)Process Occurrence PreventionStep (Countermeasure)Assembleall Backinjury Carry-all Back 0 Purchasetwonewcarry-allsforoutbound duri

31、nglift notavailable injuries, + mailroomFootandtoe Lifting losttime, 2 Includetopicinnewsafetyfilmstagingarea injuryfrom guidelines insurance 2 4 3 9dropped notfollowed expensecont.Determine Non-standardVendor Container Inspectfornon-standardpalletsandcorrect palletused palletskept stackover returnt

32、ovendorspalletsize endof 2palletand 4 1 1 6fallwhenbeinglifted2emptypallet arerotated offwhen handinjuries, + proceduresinmarked 90byhand positioned- 3 Includetopicinnewsafetyfilmareaof lifttruck 5 4 1 10loadingdock cantaccessreworkStack Firstlayer Stack Containers Updateandclarifyloadingguidelinesg

33、uidelines fallwhilenotused beinglifted4.2.4palletnotto before 1 1 1 3exceedtwo startinghigh secondlayerLoadpalletsinTiedown Tiedown Injured Updateandclarifyloadingguidelinesvehiclewith lines guidelines fingers, +lifttruckand damagebulk notclear damaged 14.2.5outboundtightened mailProject WorkplanCCR

34、Process/Product:FMEATeam:BlackBelt:Item PotentialProcess FailureSteps ModePotentialEffectsofFailureDateFMEADate:(original)(Revised)Page: ofProcess Actions ResultsPotential Current Recom- ResponsibilityActionCause(s) Controls mended andTarget TakenofFailure Action CompletionTotalRiskPriority Resultin

35、gRiskPriorityX2Cost-BenefitImpact10.00.5Y110.0-0.5-1.0-1.51.0TimeImpact1100500-1.5-0.5X1SigmaImpact2Surface Plot of Y11Main ActivitiesValidate/Identify Business OpportunityValidate/Develop Team CharterIdentify and Map ProcessesIdentify Quick Win and Refine ProcessTranslate VOC into CCRsDeve

36、lop Team Guidelines & GroundRulesIdentify Input, Process, and OutputIndicatorsDevelop Operational Definition &Measurement PlanPlot and Analyze DataDetermine if Special Cause ExistsDetermine Sigma PerformanceCollect Other Baseline Performance DataStratify ProcessStratify Data & Identify Specific Prob

37、lemDevelop Problem StatementIdentify Root CausesDesign Root Cause Verification AnalysisValidate Root CausesComparative MethodsSources of Variation StudiesFailure Modes & Effects AnalysisRegression AnalysisProcess Control & CapabilityDesign of ExperimentsResponse Surface MethodsGenerate Solution Idea

38、sDetermine Solution Impacts: BenefitsEvaluate and Select SolutionsDevelop Process Maps & High Level PlanDevelop and Present StoryboardCommunicate Solutions to all StakeholdersDevelop Pilot Plan & Pilot SolutionVerify Reduction in Root Cause SigmaImprovement Resulted from SolutionIdentify if Addition

39、al Solutions are Necessary toAchieve GoalIdentify and Develop Replication &Standardization OpportunitiesIntegrate and Manage Solutions in Daily WorkProcessesIntegrate Lessons LearnedIdentify Teams Next Steps & Plans for RemainingOpportunitiesCopyright 2002 Motorola. All rights reserved.0.2 Six Sigma

40、 OverviewSix Sigma - 16Then and Now1986 Six Sigma methodology introduced at Motorola1992 10X defect reduction every 2 years, cycle time every 5 years1991 Black Belt Initiative introduced1988 Malcolm Baldrige National Quality Award1987 Six Sigma by 1992 goal was set1998Corporate Renewal1999Rules of E

41、ngagement, PerformanceExcellence, Balanced Scorecard2002Six Sigma Business ImprovementMotorolas PerspectiveCopyright 2002 Motorola. All rights reserved.0.2 Six Sigma OverviewSix Sigma - 17What Weve Learned Its all aboutdelivering business results!Achieving sustainable business improvementrequires in

42、tegrated team efforts linked tobusiness priorities.Copyright 2002 Motorola. All rights reserved.0.2 Six Sigma OverviewSix Sigma - 18Copyright 2002 Motorola. All rights reserved.0.2 Six Sigma OverviewSix Sigma - 192. StrategicPlanning1. Leadership3. Customer/Market Focus5. HumanResources7. BusinessRe

43、sults6. ProcessManagement4. Fact-Based Decisions(Information and Analysis)Six Sigma Projects Are Targeted at the Parts ofthe Business System Constraining Scorecard Goals:Customer and Market-FocusedStrategy and Action PlansCopyright 2002 Motorola. All rights reserved.0.2 Six Sigma OverviewSix Sigma -

44、 20A tool to provide the “Line of Sight” from our organizationsVision to individual goals.Strategic DifferentiatorsBusiness Unit VisionSector MissionGroup and Division PerformanceExcellenceMotorolaCore ValuesBalanced ScorecardCopyright 2002 Motorola. All rights reserved.0.2 Six Sigma OverviewSix Sig

45、ma - 21Why a Renewed Interest in Six Sigma? Todays leaders face a new reality. They must consistently generate month-to-month financial resultswhile continuously building a long term sustainable businessmodel. Current environments in all industries demand superiorperformance along both dimensions. F

46、ierce new competitors, demanding customers, tight talentsupplies, fluctuating markets and impatient investors add to thecomplexity. Past management approaches are no longer effective in thisenvironment. Past Quality Initiatives have not been successful in thisenvironment (i.e., TQM).Copyright 2002 M

47、otorola. All rights reserved.0.2 Six Sigma OverviewSix Sigma - 22Six Sigma vs. TQM Executive ownership Business Strategy vs. Quality Initiative Infrastructure:Leadership Team/SponsorsChampionsBlack BeltsGreen Belts Truly cross functional. Includes transactionaland service areas. Training with ROI ti

48、ed to projectsCopyright 2002 Motorola. All rights reserved.0.2 Six Sigma OverviewSix Sigma - 23Six Sigma vs. TQM Emphasis on verifiable financial results. Full time Black Belts = $500K to $1Msavings/BB/year! Expected savings after one year 2% of GrossRevenue. Motorola has documented savings due to S

49、ixSigma at 16 Billion over 12 years!Copyright 2002 Motorola. All rights reserved.0.2 Six Sigma OverviewSix Sigma - 24Source: GE 1999 Annual ReportSix Sigma Financial Benefits at GE:Copyright 2002 Motorola. All rights reserved.0.2 Six Sigma OverviewSix Sigma - 25Six Sigma vs. TQM Disciplined methodol

50、ogy The Roadmap:DefineMeasureAnalyzeImproveControl Breakthroughs vs. small incrementalimprovements.Additional Department InfoCopyright 2002 Motorola. All rights reserved.Six Sigma Black Belt Program 0.2 Six Sigma OverviewSix Sigma - 26The Keys:Six Sigma Principles of Leadership0.2 Six Sigma Overview

51、KeyProcessesCopyright 2002 Motorola. All rights reserved.PerformanceDriversScorecardDevelopmentProcessMetricsSix Sigma - 27Insight #1, Align . . .Using the Scorecard Process as a framework,create relevant, “Line of Sight” improvementtargets, stretch goals and appropriatemeasures.CustomerRequirements

52、Leader:ActionResultsResourcesIssues /Obstacles /Target CompletionCopyright 2002 Motorola. All rights reserved.0.2 Six Sigma OverviewSix Sigma - 28Insight #2, Mobilize . . .Using empowered teams and a focused projectmanagement methodology, equip the organizationto enable people to take action.Recasti

53、mprovementtargets intocustomer focusedteam efforts.Deliver team training toimpact desired results.Step 5ProjectProjectAssignment WorksheetAssignment WorksheetProject:Project:Sponsor:Sponsor:Leader:ActionNeeded:Date:Obstacles /Considerations:Considerations:Start Date:StartTarget CompletionDate:Date:N

54、eeded:How can we .How can we .ResultsExpected:Expected:ResourcesRequired:Required:Issues /In order to .In order to .Step 5Organize team efforts intofocused projects withclear charters,success criteria,rigorous reviews.TrainingProjectWorkProjectReviewCopyright 2002 Motorola. All rights reserved.0.2 S

55、ix Sigma OverviewSix Sigma - 29Insight #3, Accelerate . . .The keys to accelerating results are:B y W h en?W h a t?C a m p a ig n T a r g e tW h a t?B y W h en?D a s h b o a r d M e t r ic s :E x e c u tiv e S p o n s o r (s ):E x e c u tiv e S p o n s o r (s ):C a m p a ig n M a n a g e r (s ) :C a

56、 m p a ig n M a n a g e r (s ) :W h a t?W h a t?P ro je c t A s s ig n m e n tsP r o j e c t A sWs hi gon?m e n t sW ho?W hen?W hen?S te p 6S te p 6CampaignPlanningClockManagementAction Learning MethodologyS ix S ig m a C a m p a ig n P la nS ix S ig m a C a m p a ig n P la nC a m p a ig n T a r g e

57、 t D a s h b o a r d M e t r ic s :TrainingProjectWorkProjectReviewCopyright 2002 Motorola. All rights reserved.0.2 Six Sigma OverviewSix Sigma - 30Insight #4, Govern . . .Leadership team roles and responsibilitiesfocused on selecting, managing, reviewing anddriving the completion of projects includ

58、e:Rigorous Review ofProjectsVisibleSponsorshipOn-going Knowledge Sharing andProactive CommunicationsMotorola ScorecardSTRATEGIC DIRECTIONPERFORMANCE MEASUREMENTStrategies& ObjectivesCurrent-YearInitiativesBusinessProcessBusinessResultsMetricGoal:Actual:MetricGoal:Actual:MetricGoal:Actual:MetricGoal:

59、Actual:Copyright 2002 Motorola. All rights reserved.0.2 Six Sigma OverviewSix Sigma - 31 Focus on high impactchange targets. Conduct ongoingrigorous reviews. Drive toward executionof timelines.DMAICScorecardMetricMetricGoal:Actual:GapSigma Goal (CCR)Achievements This Week:Key Findings:Issues & Obsta

60、cles:Next Steps:Champions Comments:Accountability Through IntegratedBusiness ReviewsMonthlyProject ReviewCopyright 2002 Motorola. All rights reserved.0.2 Six Sigma OverviewSix Sigma - 32Results that matterWhich activities will enableThe Leadership Challenge Keeping aFocus on the Big “Ys”= f (x1 , x2