改善企业质量流程管理的技术 六西格玛管理P45.ppt

Demystifying Six SigmaA company-wide approach to continuous improvementAlan LarsonSix Sigma at a GlanceAlan LarsonOne of the original divisional quality directors at MotorolaDevelopingTrainingDeployingthe culture and methods of Six SigmaAchievementReduce costCost of sales by 30 percentImprove efficienciesCycle time and cost of administration and service by 90 percentMaximize customer satisfactionin all operations at MotorolaCritical Success Factors of six sigmaCreate a six sigma cultureGoals and objectives are clearly defined and communicatedCreate a continuous improvement modelsUtilize the JUSE seven problem-solving toolsEffective management of changesKey elements of six sigmaFocused on customer satisfactionDataReach-out goalsTeam basedAll employees involvedClear definition and understanding of rolesPersonal growthHow to establish improvement programsCustomer focusedTeam basedDeployed throughout the entire workforceApplicable to ManufacturingAdministrativeService Six-step continuous improvement methods1.Create the operational statement and metric2.Define the improvement teams3.Identify potential causes4.Investigation and root cause identification5.Make improvement permanent6.Demonstrate improvement and celebrateJUSE seven toolsPareto diagram 柏拉圖Fishbone diagram 魚骨圖、石川圖、特性要因圖Check sheet 查檢表Histogram 直方圖Stratification 層別法Scatter diagram 散佈圖Charting 管制圖The Basics of Six SigmaWhat is Six sigma and continuous improvementTools and Techniques that can be learned and successfully used by all employeesWhat is Six sigma and continuous improvementTotal Employee InvolvementUtilize your most valuable resourcesThe intelligence of your workforceWhat is Six sigma and continuous improvementBuilding quality into all operationsManufacturing:inspection increase costService:every encounter is a moment of truthWhat is Six sigma and continuous improvementEngaging the people who perform the workOwnership and prideHigh moraleWhy Six Sigma had to be inventedIn the mid-1980sMotorola was losing ground to its Japanese competitorsCustomers comments“Love,love,love the product;hate,hate,hate the company”Motorolas systems for doing businessContract reviewResponse to requests for quoteResponse to customer complaintsWere not designed for customer satisfactionThe internal bureaucracy fed on itselfMotorolas product suffersToo many out-of-box failuresHigh level of early-life failureWarranty returnsWere predominately units thatHad failed at final testHad gone through a rework cycleMotorolas reactionBenchmark those Japanese companies that were destroying MotorolaSenior managers and executives sent on a benchmarking tour of JapanOperating methodsProduct quality methodDiscoveredNational program for employee involvementUse employees muscle and their brains and knowledgeThe Birth of Six SigmaMotorola learnedFrom customersNeed to change all systems to focus on total customer satisfactionFrom JapaneseInvolvement all employees to increase efficiency and moralSimpler designs result higher levels of quality and reliabilityFrom early-life field failure studyProducts need to be built right the first timeMotorolas leader pulled this together to establish vision and set the framework forsix sigmaSix Sigma was launched in 1987Mathematics of Six SigmaOpportunities-for-errorDPMO:defect per million opportunityA way of leveling the playing fieldManufacturing operations vs order-entry workAccount for differing complexitiesAn invoice consisting of 40 line items vs 2 line itemsSigma calculations are controversialAttribute dataGo,no-goUtilizing normal curve and z-table violates many of the rules of statisticsAccounting for variation over time by adding 1.5 sigma to the actual z-tableSigma calculations are developed empiricallySigma-scale measuresOptional element of six sigma system“The six sigma way Pande,et al.”Black belts and Green beltsLocal statistical resources(LSR)Engineers trained in advanced formExperimental designData analysisProcess controlBlack beltTotal customer satisfaction(TCS)teamFactory workersReceived training and couching in problem-solving methodsGreen belt“Black belts”and“Green belts”were not applied to six sigma program at Motorola until the 1990sAvoid special-assignment employee with the title of“Black Belt”External to the operations that they supportExpensiveLess-than-optimum structure for six sigmaDisenfranchise most employeeConvenient way for employee to abandon their responsibilityOnly result in short term benefitsRequirements for Six Sigma Transformation1.Reward and RecognitionHonor the achievement of teams or work unitExecutive bonus tie to six sigma2.TrainingTeach everyone the new skills3.Uniform MeasurementUnacceptable deliveries(to the customers)are counted and converted to a defect rate measurement4.FacilitatorsEmployees with aptitude and received required training5.CommunicationEveryone understand what is expected6.Senior executive behaviorModel the expectations of six sigmaCreating the Cultural StructureThe elements of a six sigma cultureChapter 2“Six Sigma is a successful evolution of total quality management systems.”Larson,p.19,chapter 2TQM definitionTotal:Everyone committedQuality:Meeting the customers expectationManagement:Collaborative focusSix Sigma Definition“Within a Six Sigma system,everyone is committed to meet the customers expectations through the use of a collaborative focus.”Larson,p.20,chapter 2Senior Management RoleCreate Six Sigma cultureModels new rules and normsEnable all the good things to happenSet the visionFramework of how the company will function to serve its customer baseMissionObjectivesStrategiesTacticsMissionWhy company exist and how customers serves“Ecomagination”“First to know”世界工廠亞太營運中心研究型大學ObjectivesQuantifiable high-level goalsIncrease market shareReduce manufacturing costsZero safety incidents(5 8 objectives)StrategiesMeans to accomplish objectivesCross functional teamsContinuous improvementClear and safe work environmentTacticsActionsPerformance reviews weekly,biweekly,or monthlyProvide feedbackIdentify barriersResources needsAll operations and functions concentrate on total customer satisfactionMechanism in place to determine customer satisfaction levelsMetrics in place to measure the quality levelSuppliers relationsBuying based on price only orBuying from the lowest-cost-to-do-business-withEmployee empowermentTraining,Training,TrainingPeople are challenged to work more efficientlyTeam are abundantReward and recognition systemsChange Managementfor transition to six sigmavisionSkillsIncentiveResourcesAction planChange+=SkillsIncentiveResourcesAction planConfusion+=visionIncentiveResourcesAction planAnxiety+=visionSkillsResourcesAction planGraduateChange+=visionSkillsIncentiveAction planFrustration+=visionSkillsIncentiveResourcesFalseStarts+=Preliminary TasksPrior to creating Six Sigma programChapter 31.What will be accomplished2.Who will be black belts and green belts3.Training programs for black-belt and green-belt candidates4.Select the initial projects5.The required data collection systems6.Identify the required teamsWhat do you want?Commit for a very long period of time to make it workSix Sigma culture Focuses on the voice of the customerIncludes teaming and empowermentComplete organizational developmentVisionMissionObjectivesStrategiesTacticsCommits resourcesTime available during working hoursImprovementTrainingSelects initial green belts and black beltsCreate an environment where everyone is a positive change agentsIdentifies internal and external resourcesPhase out external as internal developedSelect the initial projectsStart with your customer dataComplaintsReturnsPareto DiagramPrioritize the chronic reasons for customer dissatifactionsAnnual customer satisfaction surveyThird party service providersData of cost of poor qualityRework&repair costIn-process scrap costDamage control costCustomer serviceFinal inspection costLost businessCollecting DataSix sigma cultureDecisions are madePrograms are establishedbased on DATAEstablishes way to collect dataIf customer is lost,follow upData to identify where your problems areGoal of Six SigmaTen-fold improvementEvery two yearsEx:不良率於 2 年內，從 12%降到 1.2%Identify required teamsCross functional viewRecruit team members from every units involvedEX:parties involved in delivering products&services lateSales:receiving the ordersOrder entry personnelProduction controlManufacturing engineering.