六西格瑪培訓(xùn)資料課件

Welcometoapresentation

onSixSigmaTM2002年1月12日WhatareyourExpectations?Iwouldliketocaptureyourexpectationsfortheday?Agenda

Introduction&overviewDemystifyingSixSigmaCreatingtheSixSigmaCultureManagingthesixsigmacultureTotalcycleTimeReductionSuccessExamplesAroundtheworldHowtoImplementSixSigmainyourbusinessQ&AClosingcommentsMaset

areasofexpertiseQuality(SixSigma)CycletimeeductionLeadershipCulturalchangeProjectManagementSupplychainManagementFacilitationTrainingDemystifyingSixSigmaWhatdoesSixSigmameantoyou

?Manydifferentdefinitionsexist.IwilltrytoaddressthreethismorningSixsigmaasastatisticaltermStandarddeviationmean68.27%15.865%15.865%SixsigmaasaqualitytermInventedbymotorolainthemid80’sServicemarkedandregisteredbyMotorolaAcceptedbyallcountriesAcceptedbyallorganizationSixsigmaasaqualitytermSixSigma=3.4ppm

defectiveSixsigmaisawaytochangeanorganizationscultureProvidesameansofdelivering

Totalcustomersatisfaction

FocuseseveryoneintheorganizationonthesameobjectiveDefinitionofdefectAnythingthatdissatisfiesyourDefectaregood!“Associatesneedtofeelcomfortableinidentifyingandreportingdefects.”TheeffectsofdefectsEveryoccurrenceofadefectwithintheprocessrequirestimetoinspect,fix,andre-inspect.Averagecycletimeisdirectlyproportionaltothetotalnumberofdefectsintheprocess.CultureCultureguidestheenterprise’sDay-To-DaybehaviorThenatureofcultureCultureprovidesitsmemberswithguidelinesfordealingwithjustabouteverythingMuchofeverycultureiscvertandimplicitlargelysubmergedlikeanicebergCulturesareconstantlychangingandevolving.Whencultureandstrategyclash,invariablyculturewinsout.Iftheorganizationalculturedoesnotembracinitiativesrelatedtochange,overallchangeeffortswillfailFunctionsinatypicalorganizationAccountingAdvertisingDistributionEnergymanagementEnvironmentalaffairsExternalaffairsFacilitiesFinanceHealth&safetyHumanresourceslegalManufacturingMarketingProfuct/servicedevelopmentPayrollPurchasingSalesSchedulingTrainingTransportationTravelTheevolutionofmotorola’squalityculuture1979 “Ourqualitystinks”1980 corporatequalityofficernamed1981 motorolatraining&educationcenter(Mtec)

established

communicationssectorbeginstotaldefectsperunitmeasurement(TDU)

-julymanufacturedproducts

-novembersalesorderschairmanchangesagendaofcustomervisits

created“thecard”1994 EnterpriseISOregisttationlaunched1998 Corporaterenewal1999 RulesofEngagement balancedscorecard

PerformanceExcellence PersonalCommitmentEvolutioncontinues!Howmanyobjectivesarethereinyourorganization?Keybeliefs–howwewillalwaysact ? Constantrespectforpeople ? UncompromisingintegrityKEYGOALS–whatwemustaccomplish ? Bestinclass —People —Markting —Technology —Products:software\hardwareand

systems —Manufaction —Service ? Increasedglobalmarketshare ? SuperiorfinacicalresultsKEYINITATIVES–howwewilldoit ? Sixsigmaquality ? totalcycletimereduction ? productmanufactionandenvironmentalleadership ? Prfitimprovement ?EmpowermentforallinaparticipativeCooperativeandcreaticeworkplaceOurfundamentalobjective(Everyonesoverridingresponsibility)TotalcustomersatifactionKEYINITATIVES

howwewilldoit?

Sixsigmaquality? totalcycletimereduction? productmanufactionandenvironmentalleadership? Prfitimprovement?Empowermentforallinaparticipative

Cooperativeandcreaticeworkplace

ConsistentfocusCardcreated&adopted1986Fiveminorchangesin1992NosignificantchangesduringfivedifferentchairmanBobGalvinGeorgeFisherBillWieseGaryTookerChrisGalvinCreatingandmanagingtheSixSigmaqualitycultureSissigmaqualityOneofthetwokeydriversofincreasedTotalcustomersatisfationandreducedcostProduct/ServiceisdeliveredwhenpromisedEveryoccurrenceofadefectwithintheprocessrequirestimetoinspect,fix,andre-inspectAveragecycletimeisdirectlyproportionaltothetotalnumberofdefectsintheprocess.Product/serviceisdeliveredwithnodefectsNotest/inspectionis100%effectiveinfindingdefects.Delovereddefectsescapetest/inspectionwithintheprocess.DelivereddefectsaredirectlyproportionaltothetotalnumberofdefectsintheentireprocessSixsigmaqualityimpovescustomersatisfactionReducingthetotaldefectsintheenireprocessreduces:Deliverydelinquencies;Deliverydefects;Earlylifefailurerate;andtherefore…

IncreasescustomersatisfactionandDecreaseswarrantycost!ProcesscostanddefectsReducingthetotaldefectsintheentireprocess:Reducesthecycletimeperunit…ReducingWIP(Workinprocess)ReducinginventorycarryingcostsResucesdefectinspection,analysis,andrepaircost;therefore…Decreases“Manufacturing”costCost/QualitySixsigmahasshownthatThehighestqualityproducerisThelowestCostproducerTDU

isthebestmeasureoftheoverallqualityoftheprocess

TDUistheindependentvariableProcessyieldsaredependentuponTDUThecommonmetric:Totaldefectsperunit(TDU)DefiningaunitA“unit”maybeasdiverseasa:PieceofequipmentLineofsoftwareOrderTechnicalmanualMedicalclaimWiretransferHouroflaborCustomercontactAnythingthatismeasurable&understandablebythepersonwhoistryingtoreducedefectsSigma,afigureofmeritTDUcouldbeexpectedtobeproportionaltothecomplexityoftheunit

ComplexityisdirectlyproporttionaltothenumberofopportunitiestocreatadefectTonormalizeprocessesofdifferentcomplexity,weuse:TotaldefectsOpportunities…FromwhichwecancalculatesigmaDPMO=x1,000,000Improvement7Sigma(+1.5sigmashift)1101001K10K100K23456(66810ppm)(6210ppm)(233ppm)(3.4ppm)30xImprovement10xImprovement70xImprovement6534DefectsperMillionopportunitiesBenchmarking1101001K10K100K234567Bestinclassinternal+externalRepaircosts>10%Averagecompany<1%DefectsperMillionopportunitiesSigma(+1.5sigmashift)1101001K10K100K234567RestauantbillsDoctorprescriptionwritingPayrollprocessingOrderwrite-upJournalvouchersWiretransferAirlinebaggagehandingPurchasedmateriallotrejectrateBenchmarkingBestinclassAveragecompanySigma(+1.5sigmashift)DefectsperMillionopportunitiesProcessqualitylevelsmayvarywidelywithinacompany(0.25PPM)??1101001K10K100K234567AirlinebaggagehandlingDomesticairlineflightfatalityraateBestinclassAveragecompanySigma(+1.5sigmashift)DefectsperMillionopportunitiesImplementationofthesixsigmacultureTotalsustomersatisfactionSixstepstosixsigma&designformanufacturabilityCycletimereduction

Motorola’sblackbeltProblem-solvingtoolsn驅(qū)動(dòng)力來自評(píng)量指標(biāo)以及合理且具挑戰(zhàn)性的目標(biāo)Thesix-stepsdesignprocessManufactuedproductIdentifyphysicalandfunctionalrequirementsofcustomerDeterminecharacteristicsofproductcriticaltoeachDetermineforeachcharacteristic,whethercontrolledbypart,process,orbothDeterminemaximumrangeofeachcharacteristicsIfCP<2redesignmaterial,profuct,andprocessasrequired.Administrative/officeIdentifytheworkyoudo(yourproduct)Identifywhoyourworkisfor(yourcustomer)Identifywhatyouneedtodoyourwork,andfromwhom(yoursupplier)Maptheprocess.Mistake-prooftheprocessandeliminatedelays.Estableishqualityandcycletimemeasurementandimprovementgoals.CycletimereductionWillbecoverdindetailaferlunchProblemsolvingidentificationtoolAllmemberoftheorganizationshouldhavetrininginproblemsolvingindentificationtoolsFlowchartsBrainstormingParetochartsCause&effectdiagramBlackbelttoolsProcesscharacterizationProcessimprovementsGraphicaldataanalysisDistributionanalysis(graphicalandnumberical)Comparativemethods(graphicalandnumberical)ProcesssourcesofvariationMeasurementsystemanalysisProcesscontrol(SPC)Processcapability(CpandCpk)ConfidenceintervalsDesignofexperimentsLinearregressionScreeningexperimentsOptimizationusingresponsesurfacemethodologyBlackbelttool(con’t)Maanagementofthequality/continuousimprovementprocessMethodologytocontinuoislyreducedefectsRegularreviewofDPMOperformanceQualitysystemreviewCorporatequalitycouncilInstitutionalizesolutionsProcessstep1Processstep2Processstep3suppliercustomerRecorddefectsTrendchart/

GoalRecorddefectsRecorddefectsRecorddefectsRecorddefectsContinuousimprovementmeyhodologyaction

name

datetime100Paretoanalysis/root

causeindetificationmeasureResults&institutionalizeProblemsplveanalyzeDefectanalysisisdonebytheappropriateorganization:MarketingEngineeringManufacturingMaterialsserviceetc…Processstep1Processstep

2Processstep

3RecorddefectsTrendchart/GoalRecorddefectsRecorddefectsRecorddefectsRecorddefectssuppliercustomerInstitutionalizesolutionsContinuousimprovementmeyhodologyaction

name

datetime100Paretoanalysis/root

causeindetificationmeasureResults&institutionalizeProblemsplveanalyzeDefectanalysisisdonebytheappropriateorganization:MarketingEngineeringManufacturingMaterialsserviceetc…Processstep1Processstep

2Processstep

3RecorddefectsTrendchart/GoalRecorddefectsRecorddefectsRecorddefectsRecorddefectssuppliercustomerInstitutionalizesolutionsprocedureDPMOEnablesregularreviewofcontinuousimprovementperformanceCorporatelevelreviewBusinesslevelreviewGroupordivisionreview

ProductlinereviewProductionlinereviewOperatorlevelreviewSamemeasurement–sameimprovementgoalSpectrumCVD1005020105TotaldefectsperunitVisiononlyTDU198919901991199219931994Years目標(biāo)實(shí)際4=188556Guidelines1996年7月MOTOROLACORPORATE品質(zhì)評(píng)鑑系統(tǒng)QSR：assessmentvehicleforthetotalorganizationSetsacommongoalofperfectionDrivesprogresstoworldclassstandardsProvidesanawardrenessofqualityprocessrequirmentsCross-fertilizationofideas(knowledgesharing)Teachingtool(auditorsandauditees)InformationsourceforregistrarsThisidthe“enngine”ofaselfsustainingcontibuousimprovementprocess…

Withoutit“virtually”allwell-meaningqualityinitiativesFAILThisisimportant…UnfortunatelythisiswhereManyorganizationstartandEnd-inFAILURE.BestpracticesDocumentationConformanceComplianceAuditMotorola“QSR”QualitysystemreviewInstitutionalizeSolutionsProcessStep1ProcessStep2ProcessStep3SUPPLIERCUSTOMERRecordDefectsRecordDefectsRecordDefectsRecordDefectsRecordDefectsContinuousImprovementMethodologyProcedureActionNameDateTimeGoalTrendChart100ParetoAnalysis/RootCauseIdentificationMeasureResults&InstitutionalizeProblemSolveAnalyzeDefectAnalysisisdonebytheAppropriateOrganization:MarketingEngineeringManufacturingMaterialsServiceEtc...CorporatequalitycouncilQualitymanagersofallmajoroperationsCorporate-wideprogramsQualitysystemreviewsofallmajoroperationsQualitycouncilCQOBussinessunitsManagementboardQSRprocesscusomerssuppliersMotorolaUniversitycoursewareassessQualityreviewsShort-termresults教育RecommendationsonvisionanddirectionTheroleofqualitymanagementatmotorolaInternalcustomeradvocateLeadTeachauditCulturechangeisdrivenbymeasurements&rewardsMeasurementsandrewardsmustbeconsistentwithchangeobjectives;whatyoumeasureiswhatyougetProcessesmustbechangedtoachievethemeasuredoperationalgoalsSixsigmaprovides...AmethodtodrivequalityimprovementAcommonlanguage-defects,continuousimprovement,sixsigmaAmethodofmeasurementAmethodofcomparisonAmethodofprovidingcommonreachoutgoalsParadigmshiftsStartcountingdefects

.27%bad

vs. 99.73%goodChangeunitofmeasure

2,700PPM vs. .27%badWhatissixsigmaItisaculturechangeforacompleteorganization

That’s:IndividuallydrivenbutinvolveseveryoneContinuousprocessConsistentthroughouttheorganizationMeasurementdrivenBasedonthepremise

“Everyonewantstodothebestjobtheycan"

ItisnotanumbersgameWasthemeetingnecessary? Wastheranobjectivecommunicatedinadvance?Wastimeusedeffectively? Wasthereadequateadvanceinformationtohelpmeunderstandandcontributetotheobjective?DidIcontributentotheobjective? Wastheobjectiveaccomplished?

meeting:________