精益六西格瑪簡介英文版課件

SynergyofSixSigmaandLeanLean6sigmaintroduction（精益六西格瑪簡介英文版本）2

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34.13%34.13%2.1%2.1%13.6%13.6%68.3%95.5%99.7%LearningObjectivesUnderstandthesynergyofleanandsixsigmaasapowerfulbusinessperformanceimprovementprogramUnderstandhowleanandsixsigmacomplementeachother>>WhyIsEveryFirmDriventoBoth

QualityandLeadTimeReductionGoals?CustomerloyaltyandretentionShortercustomerleadtimeDownwardpricepressure:lowercostsLowerinvestedcapitalCapacityexpansion><>DMAICMethodologyandLeanD M A I CDefine Measure Analyze Improve Control%ApplicabilityofLeanToolSetLeantoolsapplicableinallphasesofDMAIC,butpeakinAnalyzeandImprovephasesLeantoolsapplicableinallphasesofDMAIC:SixSigmaandLeanSixSigmaprovidesa“UnifyingFramework”SixSigmaprovidestheover-ridingmethodology(DMAIC)SixSigmaprovidestheimprovementinfrastructureSixSigmaprovidestheburningplatformforimprovementLeanprovidesimprovementtoolsandfast-attackapproachto“turbo-charge”improvementefforts><>AICMDLEAN6SIGMAProcessqualityplanQuantifyprojectgainss=3.7Cp=1.4LISLSSs=2.7Cp=0.4EventsCycleAICProductionAICSupportfunctionsAICDocumentation&StandardisationBuildongainsLearningContinuousmonitoringPerpetuatechangesControlHowlongwilltheImprovementslast?ContinuousmonitoringPerpetuatechangesMeasureWhatcriticalparameters,whatisthecurrentlevelofperformance?EvaluatepresentprocessperformanceViewdataDetermineextentofwasteProcessdurationIE/OEEWhatcauses,whatinteractions?AnalyseProcessDataIdentifyproblemsandPotentialcausesCauseandEffectDeterminerootcausesIdentifyandquantifywasteMetaplanVA/NVA...........................................................................Innovate&ImproveWhatimprovementsandwhatimplementationprocedure?RestoretokeyplayersPreparedeploymentImplementationscheduleSetupthenewprocessMADC/AIC/ArchitectureRiskanalysisMeasuretheimpactDefinesolutionsSimplifiedflowchartJustinTimeProcessProblemsObjectivesTheperimeterProjectsheetProblemdefinition:

Objective:

Justification:

Extentofimpact:

Expectedrepercussions:

Projectstages:DefineWhatneedsandrequirements?QualityLevelofserviceEcoPerformanceProcessusCLENSIOutputTPROVIDE

DInputTheprocessinvolvedSIPOCCustomer

requirements><>TheAnswerInthe2000AnnualReport,WelchannouncedanewgoalforGE:reducingthevariationinlead-timewhichhereferstoas“span”.“Today,wehaveaCompanydoingitsverybesttofixitsfaceoncustomersbyfocusingSixSigmaontheirneeds.Keytothisfocusisaconceptcalled‘span,’whichisameasurementofoperationalreliabilityformeetingacustomerrequest.ItisthetimewindowaroundtheCustomerRequestedDeliveryDateinwhichdeliverywillhappen.”Lean+SixSigma><>LeanSixSigma

DMAICImprovementProcessRoadMapReviewProjectCharterValidateProblemStatement

andGoalsValidateVoiceoftheCustomer

andVoiceoftheBusinessValidateFinancialBenefitsValidateHigh-LevelValueStreamMapandScopeCreateCommunicationPlanSelectandLaunchTeamDevelopProjectScheduleCompleteDefineGateIdentifyPotentialRootCausesReduceListofPotentialRootCausesConfirmRootCausetoOutputRelationshipEstimateImpactofRootCausesonKeyOutputsPrioritizeRootCausesCompleteAnalyzeGateDevelopPotentialSolutionsEvaluate,Select,andOptimizeBestSolutionsDevelop‘To-Be’ValueStreamMap(s)DevelopandImplementPilotSolutionConfirmAttainmentofProjectGoalsDevelopFullScaleImplementationPlanCompleteImproveGateImplementMistakeProofingDevelopSOP’s,TrainingPlanandProcessControlsImplementSolutionandOngoingProcessMeasurementsIdentifyProjectReplicationOpportunitiesCompleteControlGateTransitionProjecttoProcessOwnerProjectCharterVoiceoftheCustomerandKanoAnalysisSIPOCMapProjectValuation/ROICAnalysisToolsRACIandQuadChartsStakeholderAnalysisCommunicationPlanEffectiveMeetingToolsInquiryandAdvocacySkillsTimeLines,Milestones,

andGanttChartingParetoAnalysisBelbinAnalysisValueStreamMappingValueofSpeed(ProcessCycleEfficiency/Little’sLaw)OperationalDefinitionsDataCollectionPlanStatisticalSamplingMeasurementSystemAnalysis(MSA)GageR&RKappaStudiesControlChartsHistogramsNormalityTestProcessCapabilityAnalysisProcessConstraintIDandTaktTimeAnalysisCauseandEffectAnalysisFMEAHypothesisTests/Conf.IntervalsSimpleandMultipleRegressionANOVAComponentsofVariationConqueringProductandProcessComplexityQueuingTheoryReplenishmentPull/KanbanStockingStrategyProcessFlowImprovementProcessBalancingAnalyticalBatchSizingTotalProductiveMaintenanceDesignofExperiments(DOE)SolutionSelectionMatrixPilotingandSimulationMistake-Proofing/

ZeroDefectsStandardOperatingProcedures(SOP’s)ProcessControlPlansVisualProcessControlToolsStatisticalProcessControls(SPC)SolutionReplicationProjectTransitionModelTeamFeedbackSessionValueStreamMapforDeeperUnderstandingandFocusIdentifyKeyInput,ProcessandOutputMetricsDevelopOperationalDefinitionsDevelopDataCollectionPlanValidateMeasurementSystemCollectBaselineDataDetermineProcessCapabilityCompleteMeasureGateToolsActivitiesKaizen,5S,NVAAnalysis,GenericPullSystems,

FourStepRapidSetupMethodIdentifyandImplementQuickImprovementsImproveAnalyzeControlMeasureDefine><>ApplyingtheToolsforResultsDistributionReduceVariationShifttheMean><>SixSigmaImprovesQualityofValueAddStepsSixSigmaImprovesQuality,LeanEliminates

Non-Value-AddStepsintheValueStream–

BothAreRequiredtoReducetheCostofProcessComplexity#ofSteps±3s±4s±5s±6s1

93.32%

99.379%

99.9767

99.99966%7

61.63

95.733

99.839

99.997610

50.08

93.96

99.768

99.996620

25.08

88.29

99.536

99.993240

6.29

77.94

99.074

99.9864OverallYieldvs.Sigma(DistributionShifted±1.5s)Source:SixSigmaResearchInstitute,MotorolaUniversity,Motorola,Inc.LeanReducesNon-ValuedAddStepsLeanSixSigmaDrivesQuality,SpeedandCostSimultaneously><>TheLeanSixSigmaSecretTheprincipalLeanSixSigmainsightisthat:Materialspends95%ofitstimewaiting,creatingoverheadcost80%ofthewaittimeisduetoTimeTrapscausedby

20%oftheactivitiesTheycanbefoundusingTimeTrapanalysis.TimeTrapscanbeeliminatedusingLeanandSixSigmatools.LeadtimeandWIP+FinishedGoodsinventorycanbereduced50-80%Overhead+QualityCostcanbereducedby20%

Theseinsightsholdtruefor

allprocessesRawMaterialsProductionProcess8WeekTotalCycleTimeProductOrderBeforeImprovements40Days10DaysCycleTimeReduction75%ReductionAfter><>ProjectSelectionReducesNumber

ofProjectsandProvidesFocusEffortEconomicValueHighLowMedHighLowMedBeforeProjectSelectionProcessEffortEconomicValueHighLowMedHighLowMedAfterProjectSelectionProcessLeanSixSigmaKaizenProjectsBestforlowcomplexityprojectswhereknownsolution(s)canbeappliedHighbiasforactionandimplementation5dayHighSpeed“Mini”DMAICLeanSixSigmaProjectsBestforcomplexprojectswhererootcauseofproblemisnotunderstoodThoroughmeasurementandanalysispriortoimplementationTypical1to4monthprojectdurationLittle’sLaw><>SixSigmaandLeanArenotmutuallyexclusive

Notonlyaretheynotmutuallyexclusive,theyArecompatible

Notonlyaretheycompatible,theyArecomplementary

Notonlyaretheycomplementary,theyAreenablersofeachother

Notonlyaretheyenablersofeachother,theyAreinmanycasesnecessaryconditionsofeachother><>LeanSixSigma

Combinesthestrategy,solutionsets,culturalandorganizationalprocesses,andanalyticaltoolsofLeanandSixSigma.Withtheresultthatwe…respondtoourcustomersbetter,fasterwithlesswaste><>Exercise–CardDropSimulation><>SixSigmaHistoryMotorolawasthefirstadvocateinthe80’sSixSigmaBlackBeltmethodologybeganinlate80’s/early90’sMorerecently,othercompanieshaveembracedSixSigma:GEAlliedSignalBombardierSonyInvolvesuseofstatisticaltoolsonprojectsthatyieldhighROIProjectimplementersnamesincludes“BlackBelts”,“TopGuns”,“ChangeAgents”,and“Trailblazers”Implementersareexpectedtodeliverannualbenefitsbetween$500,000and$1,000,000through3-5projectsperyearTop-downprogramwithExecutiveandChampionsupport><>SixSigmaHistoryNobodyatGEgetspromotedwithoutSixSigmatraining.GEannualreportsstatesthatSixSigmadelivered:$300milliontoitsoperatingincomein1997$750milliontothebottomlinein1998Additionalannualreportexamples:10-foldincreaseinlifeofCTscannerx-raytubesImprovedyieldsofsuper-abrasives–worthafulldecadeofincreasedcapacitydespitegrowingdemands62%reductioninturn-aroundtimeofrailcarleasingrepairsPlasticsbusinessadded300millionpoundsofnewcapacity–equivalentto“onefreeplant”><>SixSigmaHistory“Sigma”()isaletterintheGreekalphabetDescribesvariabilitySigmaQualityLevelIndicatorofhowoftendefectsarelikelytooccurSixSigmaQualityLevelissaidtoequateto3.4PPMdefective><>CostsAreAlwaysKeptinMindThereisanoptimumqualitylevelbeyondwhichthecostsofqualityimprovementexceedtheexpectedcostsavingsfromareducednumberofdefectsCostSigmaQualityLevelOptimumImpactofQualityLevelonCost><>FrameworksofSixSigmaSixSigmaImprovements–Aligningprocessestothecustomerandoptimizingprocessperformancebysolvingproblems.DesignforSixSigma–Developnewprocesses/productsthatarecapable.BusinessProcessManagement

Maintainperformanceimprovement,whileHighlightingnewopportunitiesformakingfurtherimprovements><>Why99%IsNotGoodEnoughThe“goodnesslevel”of99%equatesto:20,000lostarticlesofmailperhourUnsafedrinkingwateralmost15minuteseachday5,000incorrectsurgicaloperationsperweek2shortorlonglandingsatmostmajorairportseachday200,000wrongdrugprescriptionseachyearNoelectricityforalmost7hourspermonth><>ThisTrainingManualandallmaterials,proceduresandsystemshereincontainedordepicted(the"Manual")arethesoleandexclusivepropertyofGeorgeGroupConsulting,L.P.(“GeorgeGroup”).The