六西格玛绿带教程01.pptx
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1、Six SigmaGreen Belt Training目 標 了解 Six Sigma 的概念 定位Six Sigma在組織中的活動 了解Six Sigma得企業文化品質發展的演進 統計品管 - 1940年代 實驗設計 目標管理 - 1950年代 零缺點 - 1960年代 全面品質管制 - 1970年代 授與美國國品獎 以統計輔助管理 Six Sigma - 1990年代 Nine Dots一筆劃的四條直線連接九個點 What is 6 sigma? A management philosophy that uses customer-focused measurement and aggr
2、essive goal-setting to driver breakthrough performance in demonstrated and validated business results. 是應用衡量顧客的焦點和設定積極目標來突破企業營運績效的一種管理哲學。 品質階層 MBNQA 衡量企業 戰略(Strategic)水平 Six Sigma 衡量企業 戰術(Tactical)水平 IS0 9001:2000 衡量企業 系統(System)水平 SPC/SQC 衡量企業操作(Operation)水平戰略性6 Sigma的兩個構面6戰略面測量面經營戰略資 源COPQRTYDMPO
3、levelCp/Cpk ,Pp/Ppk問題解決之統計方法經營管理層的驅動專案的選擇資源的配置(人員、工具、資金)減少費用的支出縮短週期時間降低不良率提高獲利率顧客關心,Yes績效提昇,Yes戰略性6 :結合經營智慧與統計方法,維持改善組織 的效率效能,創造價值鏈雙贏局面。Six Sigma得基準 品質是顧客所定義的-Customer 工作執行於“流程”當中-Process 重要的是完成事物的時間-Cycle time 事物應加以測量與比較-MeasurableA Brief History of Six Sigma Six Sigma簡史 Started by Robert Galvin Mo
4、torola(1987) Followed by Larry Bossidy Allied Signal(now Hoenywell)(1991) Encouraged Jack Welch-General Electric(1995) Who encouraged Ken Chenault-American Express and George Fisher Kodak Followed by many othersMotorola的 6 Sigma 起源(只有規格公差涵蓋6 Sigma,才是可靠的零件品質) 。 高層領導(Bob Galvin;Jack Germaine;1987年) 專才
5、培訓 (P.C;M.B.B;B.B;G.B;Motorola大學) 選擇專案,進行改善 追求卓越的6步驟 6 sigma文化 Motorola Results 1987 1996 Product 4.2 5.5 Purchased material 3.1 4.6 Pager cycle time 40days 1 hour Financial closing 9 days 1 day Patent application filling 2+years 90 daysGE performance Results 99 98 97 96 95 5yrsRevenue $111.6 $100.5
6、 $90.8 $79.2 $60.1 +86%Net Earings $10.7 $9.3 $8.2 $7.3 $6.6 +62%Earnings/Share $3.22 $2.8 $2.46 $2.16 $1.93 +67%*in billions of dollars1999 Honeywell/AlliedSignal Annual ReportLawrence BossidyChairman of the BoardGrowth and productivity go hand in hand at Honeywell. Six Sigma Plus adds elements of
7、the Malcolm Baldrige assessment process with our proven Six Sigma tool kit.Larry Bossidy became CEO in 1991.By Dec.31,1999,AlliedSignals market value grew 819%.An investment of $1,000 in 1991 became $10,180 by 1999-Six Sigma 10 times improvement1998 General Electric Annual ReportJohn F. Welch,Jr.Cha
8、irman of the Board and CEO We have invested more than $2 billion dollars in the effort, and the financial returns have now entered the exponential phase-more than $750 million in savings beyond our investment in 1998.1999 General Electric Annual ReportJohn F.Welch, Jr.Chairman of the Board and CEO T
9、he six sigma initiative is in its fifth year-from a standing start in 1996, it has produced more than $2 billion in benefits in 1999, with much more to come this decade. Jack Welch describes Six Sigma as “the most challenging and potentially rewarding initiative we have ever undertaken at General El
10、ectric”(Lowe 1998)”.1999 American Express Annual ReportKenneth I. ChenaultPresident & COO We began to roll out Six Sigma in early 1998. The Six Sigma projects to date have produced significant process improvements and related saving in number of areas. Of the 250 projects implemented, 31 were comple
11、ted by the end of 1999.These 31 projects have produced annualized savings of $10.4 million, or $334,000 per project.1999 Kodak Annual Report George M.C.Fisher Chairman of the Board We have certified more than 300 people in Black Belt and Quality Improvement Facilitator 2000 programs aimed at moving
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