福特汽車-Six Sigma推行ppt課件

1、 Six Sigma By Daniel WuFord Lio Ho Motor Company1OutlineQuality levelWhat is Six sigma?Why we need Six sigma?Development and Deployment strategyHow Six sigma merges into our daily business?2Overview-Four Quality GurusHistorically companies have focused on quality issues for customer satisfaction Pri

2、or to six sigma there were four key quality gurus that most companies quality programs followedDemingJuranCrosbyTaguchi3DemingDeming taught:Importance of understanding variation in work processesRole of management in leading for qualityApplication of statistics Plan-Do-Check-Act4Demings Contribution

3、 to ProfitabilityEXTERNALINTERNALCUSTOMERSATISFACTIONMARKETSHAREPROFITPRODUCTIVITYQUALITY-Better products & services-Improved processes-Compete with valuePRICE-Compete with Price-Decreased cycle time-Eliminate set-up timesCOST-Opportunity for profitPRODUCT QUALITYPROCESS QUALITY-Reduce rework-Elimin

4、ate in-process inspection-Reduce scrap-Increase product life-Eliminate incoming testingPlanDoCheckAct5Juran Juran taught:Breakthrough performancePareto effectImportance of management principlesQuality by design and planning6Jurans ContributionPlanningCost of Poor Quality(Percent of operating costs)P

5、roduction BeginsOriginal zone of process controlNew zone of process control020400ControlTimeImprovementLessons LearnedSporadicspike fromobservedproblemChronic Waste(an opportunityfor improvement)ControlSpecial cause variationCommon cause variation7CrosbyCrosby taught:Customer requirement is performa

6、nce standardQuality maturity is a journeyPreventive action as basic approach8TaguchiTaguchi taught:Cost of poor quality is loss to society as a wholeRobust quality is designed for consistent productionDesign control is more important than production control9Taguchis ContributionLower Specification L

7、imitUpper Specification LimitNominal ValueRegion ofCustomerComplaintsRegion ofCustomerComplaintsRegionofQuestionablePerformanceRegionofQuestionablePerformanceRegion ofSpecifiedPerformanceMeanLowerControlLimitUpperControlLimitRegion ofDesiredPerformanceCost10What Are the Limits to Improvement?2 Sigma

8、3 Sigma4 Sigma5 Sigma6 SigmaBasic Quality ToolsStatistical ToolsDesign for Six Sigma (DFSS)Basic Tools WallDesign WallClean Sheet11Challenge in the millenniumQuestion confronting business leaders and managers:It is not: “How do we succeed? Its: “How do we stay successfully?12Change“It is not the str

9、ongest that survive, nor the fittest, but thosemost able to adapt to change.Charles DarwinThe Origin of Species “People do not resist change, people resist being changed. Beckhard13ChallengeResistance-the universal reaction to change.Technical resistancePolitical resistanceOrganizational resistanceI

10、ndividual resistance14Six Sigma?Six Sigma is not a business fad tied to a single method or strategy, but rather a flexible system for improved business leadership and performance.It is not about theory, its about action.15Passion + Execution = Fast and Lasting ResultsSix Sigma FocusDelighting the cu

11、stomer through flawless executionRapid breakthrough improvementAdvanced breakthrough tools that workPositive and deep culture changeReal financial results that impact the bottom line16Sigma is a statistical unit of measure that reflects process capability. The sigma scale of measure is perfectly cor

12、related to such characteristics as defects-per-unit, parts-per million defective, and the probability of a failure/error(Distribution Shifted 1.5s)2308,537366,80746,210523363.4sPPMProcessCapabilityDefects per Million Opp.Six Sigma corresponds to parts per billion if process is centeredSix Sigma - Go

13、al173 Sigma 6 Sigma5 Sigma4 Sigma 93.32 %99.379 %99.9767 %99.99966 %HistoricalCurrentIntermediateLong-termSigmaLong-Term YieldStandardSix Sigma - Performance Target18. To ProduceImproved Rolled Throughput Yield, Defects Per Unit, & Defects Per Million OpportunityReduced Cost of Poor Quality (COPQ)Im

14、proved Capacity and ProductivityReduced Variation In Our Processes / Products$sA Problem Solving Methodology19CharacterizeOptimizeBreakthroughUSLTLSLUSLTLSLTUSLLSLUSLLSLThe StrategyCustomer Focused - Both Internally & Externally20Which Business Function Needs It?As long as there is a process that pr

15、oduces an output whether it isa manufactured product, data, an invoice, etc. we can apply the Six Sigma Breakthrough Strategy. For these processes to perform to a customer standard they require correct inputs!6 SigmaMethodsMFG.DESIGNSERVICEENGMAINT.ADMIN.QAPURCH.21Data is derived from objects, situa

16、tions, or phenomenon in the form of measurements. Data is used to classify, describe, improve, or control objects, situations, or phenomenon.1. We only use experience, not data.2. We collect data, but just look at the numbers.3. We group the data so as to form charts and graphs.4. We use census data

17、 with descriptive statistics.5. We use sample data with descriptive statistics.6. We use sample data with inferential statistics.Levels of Analysis: What level are we?The Foundation of the Six Sigma Tools22The Role of Six Sigma Six sigma is the best means to realize the philosophy, values, and goals

18、 associated with your business initiatives. Region BA6LinkingPinsBusiness Area InitiativesIt unifies the initiatives and provides a common language which all people can understand and speak.23How Do We Improve CapabilityOur Outputs (Ys) are determined by our Inputs (Xs). If we know enough about our

19、Xs we can accurately predict Y without having to measure it. If we dont know much about our Xs, then we have to resort to inspection and test (non value added operations).By knowing and controlling the Xs, we reduce the variability in Y, which decrease the number of defects, improves RTY, cycle time

20、, etc. We can also eliminate or reduce inspection, test, and rework.24The Sources of Six Sigma Qualityby controlling.by designing.ContinuouslyReduceProcessVariabilityTighter Upper& Lower LimitsTarget valuesLower Limits1. Design best target for performance2. Design system values to reduce variability

21、 of performance - - -AttractiveImplicitWasteExpressedQ1. If provided would you be.indifferent?.happy?Q2. If not provided.indifferent?.unhappy?Q3. If not provided.indifferent?.unhappy? - - - - - - - - -by listening.to what the customer says he/ she wants.performance tolerant to real cess var

22、iability, not by inspection of defective output25Developing and Reinforcing ValuesCycle ofRefinementVALUESBEHAVIORATTITUDESCULTURE26The Role of LeadershipNewQuestionsNewValuesNewMeasuresLeadership(Humility/Listening)NewBehaviors27Leadership plays the roleValues are a function of behaviorsMeasuring t

23、he right things is key Change must be supported and driven from the topWill is a key element for a successful deployment28Why are we here?“There is a recognition that leadership needs to be a key component of Consumer Driven 6-Sigma within any organization trying to undertake 6-Sigma deployment.Mike

24、l Harry / Richard Schroeder 29Whats In It For Me? “ the best statistical analysis in the world is useless if those handling the information are paralyzed by corporate fear. When data suggests one direction but corporate culture or convention dictates another, fear can rule and the potential for chan

25、ge is lost. Only strong leadership can eradicate the fear factor and allow an organization to realize its potential. Statistics alone cannot achieve breakthrough.Mikel Harry / Richard Schroeder 30Define Future StateLeadership in Six SigmaOrientationPresent StateFuture StatePTSLeadership SkillsBusine

26、ss BasicsProject ManagementPersonal DevelopmentPTSPTSPTSPTSDEFINEMEASUREANALYZEIMPROVECONTROLDefinePlanManageCloseTeam ManagementTeam DevelopmentMeeting FacilitationTeam ManagementDevelop Transition PlanChange ManagementAnalyze Present State31Six sigma structureStrategy Consumer-driven, focus on pro

27、duct, process, and service.OrganizationAll-function involvement and Personal Development.PolicyCompany-wide engagement, HR,IT,and Finance support.ManagementProject, Team, and Change Management.32Deployment StructureMaster Black Belts (Full-Time)Project Champions (Part-Time)Black Belts (Full-Time)Gre

28、en Belts (Part-Time)Executive Leadership (Part-Time)Deployment Directors (Full/Part-Time)336s Project Champions6s Deployment Champion(s) SMBusiness Unit LeaderCEO Corporate 6s Senior ChampionSMHR DeploymentChampionSMIT DeploymentChampionSMFinance DeploymentChampionSMPRDeploymentChampionSMBusiness Op

29、erationsLeaders6sHR Manager6s Financial ManagerGreen BeltsSM6sIT ManagerTrainingDeploymentChampionSM6s MasterBlack BeltsSM6s Comm. Manager6s Training Manager6s Project ChampionsSM 6s Black BeltsSM6s Deployment Infrastructure6s Executive CouncilSix Sigma Deployment Roles34Phase ICascadingEstablish de

30、ployment structureExecutive, top management, champion awareness trainingBlack Belt trainingTools implementation trainingLeadership training35Phase IIAccelerate developmentDeployment structure implementation and disposition in each function. Every salary is GB.Begin to implant into current quality sy

31、stem.ISO14000 and QS9000 integration. 36Phase IIIIntegrationImplant six sigma methodology in other quality toolsPartnership with other quality system. Six sigma training to supplier and franchise.Six sigma in daily business.DFSS(Design for Six Sigma).BB/MBB in leadership position.37It is All about V

32、alueThe Customer Value PropositionDefinesBusiness StrategyCustomers choose to buy from us because.Investors entrust their money to us because.Employees choose to work for us because.38Three Customer Value Proposition StrategiesProduct differentiationOperational excellenceCustomer partnershipsCompeti

33、tive advantage!39Consumer v.s. ProducerCustomers higher expectationDefect-free qualityProductServiceProducer -planning for changes to meet customer requirements.Strategic: changing the way every level of a business is managed on a daily basis.Tactical: six sigma methodology and cross-functional.Cult

34、ural: out of box thinking, everyone involved and common language is data.Customers want to purchase high quality products and services at the lowest cost, just as companies want to produce high quality goods and services at the lowest possible cost.40Maximizing Customer ValueDeriving value from the

35、Need - DoInteraction ModelNeedDoCustomers and suppliers exchange valuethrough the Need-Do interaction.CustomerSupplierInteraction41Value-Capturing the voice of CustomersPartial Kano AnalysisDegree of AchievementCustomer Satisfaction Surprise: “Ergonomically DelightingDesire: “Operate QuietlyNecessit

36、ies: “Doesnt Fail Mechanically“Doesnt Fail Electrically“Is DurableBasicQualityPerformanceQualityExcitementQuality42Business initiativesDeliveryCostCustomer requirementsQualityWhen we say something is a CTQ, can we describe it fromCustomers perspective?Our perspective?Can we demonstrate the relations

37、hip?PRODUCTQUALITYSHIPMENTACCURACYCONDITIONFILL RATE/ON-TIME DELIVERYORDER SERVICE/INFORMATIONPROFITABLECUSTOMERGROWTHCustomer Satisfaction43Building the relationshipInternalOthersExternalSegmentDatabases from VOCData extraction & transformation Departmental data martIntelligence reports for project

38、sCorrelationanalysis44Data transformationWhat should we do to make it easily accessible as information to managers and subordinates?What sort of analysis can we conduct?How does that analysis add value?How can we further extend the value of our data analysis?45Opportunity and alternativeFocus on the

39、 best opportunitiesStratify to define target arenasDefine real optionsBuild a portfolio of opportunities to pursueMeet customer requirements by running the business as we do?Or need to change to get prodigious improvement? Six sigma?46Consumer-driven six sigmaRequires consumer strategy, product stra

40、tegy, and infrastructure strategy and link them inextricably together.Conducts business through the consumers eyes and shares unfiltered insight within the enterprise.Creates a compelling consumer experience and innovates services as well as products.Adds value in the eyes of the consumer.Integrates

41、 the product and information.47Transforming Customer Feedback Into SAQ and then Six sigma ProjectsSingle Agenda for Quality and Customer SatisfactionTop 25 issuesDevelopActionable ProjectsIdentify GenericCritical XsHigh MileageDFSSNew Product ContentMeasure and Monitor Critical XsIdentify Critical X

42、s Out of SpecificationDevelop Action to Restore Critical Xs MBB ActionVRT(Process owner)Black Belt Project LeaderFPS & Plant OperationsQOSDMAICGreen Belt Projects48Consumer Driven 6-Sigma offers a structured problem solving methodology to achieve break-through improvements by systematically identify

43、ing root causes and eliminating them using an integrated set of statistical tools, problem solving techniques, data, and disciplines.Six Sigma in process improvementImproveControlDefineMeasureAnalyzeModifyDesign?NoYesRedesign49Six Sigma MindsetDefineMeasureAnalyzeImproveControlWhat does the customer

44、 want?What is the defect we want to reduce?Are we sure we can trust the data?What does the data tell us?What are the main influencing factors?Does the data confirm this?What are we going to change?Is improvement tangible and optimal?How are we going to maintain the improvement forever?How to cascade

45、 feedback to system?Jonathan Holbrook6 Sigma Deployment50DEFINE PROBLEM / ISSUEStrategyPrevent defect(s) Eliminate defect(s)CHARACTERIZEDEFINEOPTIMIZEVERIFYMEASUREANALYZEIMPROVECONTROLBlack belt project toimprove mfg. capabilityMfg. process cannot provide sufficient improvement. Need reduced product

46、 sensitivity to mfg. noise.The Overall Perspective: DMAIC and DCOV51Breakthrough Improvement5 S workplaceVisual FactoryStandardized WorkDMAICQuality ToolsSix Sigma MethodologyPhaseWorld class qualityWe cant sustain a visual factory without 5SWe cant sustain standardized work without visual factory We cant sustain six sigma without standardized workQuality tool is the engine, Six sigma is Turbo-chargeDFSSWe cant meet six sigma without six sigma discipline 52Is 6-Sigma a strategic process for your business or is