六西格瑪介紹

Electro-MechanicsSolutionProviderIntegratedTheHi-PInternational

IntroductionofSixSigma六西格瑪介紹1Creator :LindaYeohFunction :CustomerQualityApprover :JuhaPoyryDocumentNo. :Corp-QA-C-TM-003

Version/Status :Version2.1/DraftLocation :E-officeVersion Date Modifiedby Changeofsummary1.0 17thAugust09 LindaYeoh InitialRelease2.0 28thJanuary10 LindaYeoh Bilingualandaddinslide4and62.1 21stMarch11 LindaYeoh ModificationofSlide3and4

DocumentPropertiesChangeHistory2Whatis6-Sigma?

什么是六西格瑪？Bysystematicwayofworkingwithfact-basedmanagementtoimprove通過系統(tǒng)化的事實管理工作方式來提高CustomerSatisfaction客戶滿意度Effectively=>Profitability效率=>盈利能力3WhatisSigma?

什么是西格瑪？Theterm"SixSigma"comesfromafieldofstatisticsknownasprocesscapabilitiesstudies.“六西格瑪”來自統(tǒng)計學一種被稱為過程能力分析的。Itreferredtotheabilityofmanufacturingprocessestoproduceaveryhighproportionofoutputwithinspecification.它用來衡量制造過程的能力，指多少產品可以在規(guī)格之內生產。Processesthatoperatewith"sixsigmaquality"overtheshorttermareassumedtoproducelong-termdefectlevelsbelow3.4defectspermillionopportunities(DPMO).短期內通過六西格瑪管理過程，可假設長期制造過程水平可達到每百萬個機會(DPMO)的3.4瑕疵以下。SixSigma'simplicitgoalistoimproveallprocessestothatlevelofqualityorbetter.六西格瑪目標是改進所有過程確保質量標準達到或更好。4ProcessSigmaLevel

過程西格碼水平ProcessSigma過程西格碼DefectPerMillionOpportunities(DPMO)百萬不合格機會PercentGood合格率Competitiveness競爭性2308,53869.2%366,80793.3%46,21099.4%523399.98%63.499.9997%NoncompetitiveCompanies無競爭力的公司AverageCompanies一般的公司CuttingEdgeCompanies最尖端的公司5Wherearewetoday?

今天，我們在哪里？MostCompanies

多數公司TwoSigma二西格碼ThreeSigma三西格碼FourSigma四西格碼FiveSigma五西格碼SixSigma六西格碼Source:QualityWorld,January2001Visionthatexcellenceperformanceispossibleandessentialtosuccess優(yōu)秀表現(xiàn)愿望的可能，成功的根本

Newparadigms,outlook,mindset新的范例，前景，思維Newskills,toolsanddata新的技能、工具和數據

QualityBreakthrough

質量突破6QualityBreakthrough

質量突破TimeRejectRateHistoricalLevel(0)NaturalVariationunder0

(±30)SpecialVariationOptimumLevel(1)NaturalVariationunder1(±31)7Profit利潤TotalCosttoManufactureandDeliverProducts制造與運輸成本Profit利潤OperationalCosts操作成本CostofQuality質量成本TostayCompetitive保持競爭力OperationalCosts操作成本CostofQuality質量成本Profit利潤OperationalCosts操作成本CostofQuality質量成本Howtoincreaseprofits?

如何增加利潤？

WhatisCostofPoorQuality(COPQ)?

什么是劣質質量成本？Canyounameanyadditionalcostsofpoorquality?您能想到其他的劣質質量成本嗎？LostOpportunity機會失去Idletime空閑時間Rework返工Inspection檢驗Overtime超時Defects缺陷

LostSales銷售額損失MissedCommitments定單丟失LongCycleTimes長周期ExpeditingCosts額外的費用InaccurateReports不正確的報告TraditionalCOPQ傳統(tǒng)劣質質量成本(lessobvious)（無形的）(tangible有形的）EasilyIdentified,butonlythe容易確定，但只是LostCustomerLoyalty失去客戶忠誠RedundantProcesses重復過程CostofCapital資產成本ExcessivePlanning過度生產計劃TIPoftheICEBERG冰山的一角9CommonSense&Intuition常識&直覺QualityControlCircles&7BasicTools質量管理循環(huán)&7大基礎工具SixSigmaApproach六西格瑪方法BuiltInDesign質量是設計出來的HowtoreduceCostofPoorQuality(COPQ)?

如何減少劣質質量成本？下落的果子低垂懸的果子大塊果子處理權利甜果子基準10WhatisSixSigmaApproach?

什么是六西格瑪方法？Organizational

Issue組織問題Traditional

Approach傳統(tǒng)方法SixSigmaApproach六西格瑪方法ProblemResolution問題解決方法Fixing(Symptoms)設定(癥狀)Preventing(Causes)預防(起因)

Behavior行為Reactive反應行動Proactive主動Decision-Making決策制定Experience-Based基于經驗Data&Fact–Based數據與事實基礎ProcessAdjustment過程調整Tweaking糾正Controlling控制SupplierSelection供應商選擇Cost(PiecePrice)費用(單價)

Capability&Valueadded能力&增值Planning計劃Short-Term短期Long-Term長期

Design設計Performance表現(xiàn)Manufacturability創(chuàng)造性EmployeeTraining職員培訓IfTimePermits如果時間允許Purposeoriented目的導向ChainofCommand命令指揮Hierarchy層階式管理EmpoweredTeams被授權Direction方向SeatofPants環(huán)壞相扣

BenchmarkingandKPIs基準和KPIs

Manpower人力

Cost費用Valueadded增值11TheSixSigmaDMAICProcess

六西格瑪DMAIC過程DEFINE定義MEASURE測量ANALYSE分析IMPROVE改進CONTROL控制Phases階段

IdentifyPerformanceMeasures識別需要測量的表現(xiàn)CreateProjects創(chuàng)造項目

EstablishDataCollectionSystem

建立數據收集系統(tǒng)UnderstandCurrentPerformance了解當前表現(xiàn)

BrainstormPossibleCauses

頭腦風暴可能原因

VerifyRootCauses核實起因

IdentifyImprovementSolution辨認改善方法

ValidateEffectiveness

確認有效率

EstablishControlSystem建立控制系統(tǒng)

ShareLessonsLearned共享經驗學習KeyActivities主要活動Responsibility責任Champion冠軍BlackBelt黑帶Green

Belt綠帶12Define定義TheDefinephasesetsthestageforasuccessfulSixSigmaprojectbyaddressingthefollowingquestions:定義階段是一個六西格瑪項目成功的準備條件，它可通過提出以下問題：

Whatistheproblemofourfocus?什么是我們的問題關注點？What’sourgoal?Andbywhen?什么是我們的目標？幾時完成？Who’sthecustomerimpacted?那些客戶會被影響？WhataretheCTX’sin-concern?什么對“x”參量重要？What’stheprocessunderinvestigation?什么過程需要調查？13Operation1操作1X1X2X3Operation2操作2X4X5X6Inspection檢查Y...ProjectScope項目范圍Measure測量14X1AllPossibleX’s所有可能的X'sProbableX’s可能的X'sBoxplotAnalysisBoxplot分析CapabilityAnalysis能力分析

X2X3X4X5X6X1X5Analysis分析15DesignofExperiments實驗設計62221814FactorG4160180200220240Response140FactorEImprovement改進

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1-110987656sigmaSpecificationRangeofYRealisticToleranceonXControl控制Before之前·EWMA

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LengthX=600.1UCL=601.2LCL=598.9After之后17RolesandResponsibilities

角色和職責

Executivemanagementshould:管理層應該Setmeaningfulgoalsandobjectivesforthecorporation.為企業(yè)提供有意義目標和宗旨Drivetheimplementationofsixsigmathroughpublicsupport.公開支持實施六西格瑪Championsshould:冠軍應該SelectBlackBeltprojectsconsistentwithcorporategoalsandobjectives.選擇黑帶項目需要與公司目標和宗旨一致。Drivetheimplementationofsixsigmaviaofferingsupportandeliminatingbarriers.為六西格瑪的實施提供支持和消滅障礙。18RolesandResponsibilities

角色和職責

MasterBlackBeltsshould:黑帶大師應該Deliverhigh-impactcross-facilitypro