Six Sigma & You.pptx

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1、Six Sigma & YouPower ShiftProduct ProliferationSmall Production RunsShort CyclesGlobal CompetitionService Counts-Product is a GivenIntegrated DesignFew PartsQuality Designed-InCreate MarketsLimited Product LineLarge Production RunsExtended Product CyclesNorth American Centric Service as an Afterthou

2、ghtDesign, then ProduceNon-Standard PartsInspect QualityLate to MarketFrom The Producer .To The CustomerMarket CharacteristicsManufacturing ProcessWhat Is Six Sigma?2.0 3.4 DefectsPer Million308,500 DefectsPer Million30% Cost of Poor QualityHigh Warranty Cost Poor Deliveries, High InventoriesHard-To

3、-Build DesignsLess than 50% Rolled Throughput Yield6 Past: Producer ModelFuture: Customer Model7% Cost of Poor QualityAgile & On-time, Low InventoriesIntegrated with Customer & SupplierFew Facilities, Low Overheads99.9%+ Rolled Throughput YieldSystematic identification & elimination of defects in al

4、l processes through the use of advanced assessment & statistical tools.SuccessfulCompanies Respond By Fundamentally Changing Their Approach .Total QualityCycle Time ReductionSupplier ManagementProcess Re-EngineeringAdvanced TQApplied StatisticsLean ManufacturingSupply Chain ManagementHigh Performanc

5、e Work OrganizationsPlant ClosuresNew Tools & ApproachesTQ/Six Sigma Has Been Embraced As The Change Process Because It Embodies Three Fundamentals Of A Premier Company Satisfying customers as a first priority Continuously improving all work processes Having highly motivated and involved employeesDe

6、lighted CustomersProductivityGreat PeopleDrivingSix Sigma ProcessesResultsPremier CompanyAlliedSignal VisionGrowthGreat People Know Our Business And Our Customers Organized In Natural Work Teams Accountable For, And Committed To, Achieving Results Empowered To Apply Six Sigma Tools To Continuously I

7、mprove PerformanceHigh Performance Work Teams (HPWO)Building Blocks Employees have tools to improve processes Employees have time to utilize tools Employees have resources to help implement their suggestions and ideasSix Sigma Processes Simplify - Lean Eliminate Defects Reduce Variation Perfect Proc

8、essesIs A 99% Yield Good?If each activity had a yield of 99%, the “First Time, First Quality Yield” would be Only 86%In other words, out of 100 outcomes: 14 bad parts 14 wrong paychecks 14 customer calls not returnedActivity A100INPUTOUTPUT9999%At First Look, This Might Seem Okay, but Consider a Pro

9、cess with 15 Activities:10086Where Can We Apply Six Sigma Tools?Target Key Business Areas To Maximize BenefitProcurementCycleProductionCycleReplenishmentCycleCustomerOrderCycleSalesCycleProductDevelopmentCycleEnabling Processes (Finance, HR, IS, etc.)Requisition To CheckRequirement To ProductRequire

10、ment To StockOrder To CashContactTo OrderIdea To ProductWherever Defects Occur:Higher Auxiliary PowerUnit Reliability949596971,0002,0003,000919497 Design Of Experiments Failure Mode and Effect Analysis Process Maps Lean ManufacturingTools:80% Improvement In Average Time Between RemovalsImproved Spar

11、esFill Rate & InventoryFaster Repair Turnaround& Higher Market Shares Root Cause Analysis Teamwork Problem Solving Goal DeploymentImpact On Customer Satisfaction 94959697Six Sigma Process ImprovementOrder Placed To Cash ReceivedSalesperson Misquote, ErrorIncomplete ShipmentIncorrect Order Fulfillmen

12、tInvoice InaccuracyInvoice Missing DataPast-Due ReceivablesMisapplied CashMissing Documentation19961997Past Due Receivables$65MCash FlowImpactFocus On Entire Revenue ChainMeasure DefectsIdentify & Flag Defective InvoicesRoot Cause AnalysisMeasure Resolution Cycle TimeWhere We Go From Here.Results- S

13、igma- Savings- Growth- Cycle TimeDepth Of TalentCommitment Of EmployeesCustomer ImpactProgress:To Move To The Next Level:Better IntegrationAddress All Processes Broaden Talent Completely Aligned GoalsTighter Links To CustomerTighter Links To Supplier BaseBecoming A Premier Company AlliedSignal - 199

14、8 Goals Drive growth Improve competitiveness via learning Enhance processes, productivity and cash flow via Six SigmaGoal Deploymentx xx xx xx xx xx xx xx xx xx xx xx xx xx xx xx xx xx xA Top-Down/Bottoms Up Process.1998 Goal and Objective DeploymentCorporate GoalsSBE Sample Goals and Objectives Voi

15、ce of the Customer Program Earned Value Schedule Performance Index OEM Sales Cost Performance Index Aftermarket Sales ProfitabilitySite Customer Satisfaction Eliminate Waste Improve Supply Chain Controlled Design/Disciplined Procedures Capable Organization/Employee SatisfactionSBU GoalsHigh Performa

16、nce Work Organization Zero Defects On-Time Shipment Update Design Control Procedures 4+ Rating On Employee SurveyIndividual 40 Hours Training Certify In Additional Job Skill Improve Process Reduce Cycle Time95969798959697985,00002,5005,0007,50010,000 9 95 5 9 96 6 9 97 7 9 98 8Number Of ResourcesNum

17、ber Of Projects, CumulativeBlackbelts6 Months TrainingFull-TimeMasters Of Defect EliminationGreenbeltsUp To 1 Month TrainingOperational LevelProficient In ToolsRESULTS$1.5B Saved Since 921.8 IncreaseAggressive Six Sigma Deployment929394959697AlliedSignals Six Sigma Journey$1.5BManufacturing Quality

18、vs. COPQSavings, Cumulative1992 ALD Avg.1997 ALD Avg. Process Mindset Access to Cost Information Understand Impact On Cost & Profitability Fact-Based Decisions Linking Activity Based Management (ABM) to Six SigmaABM:Analysis of process costs, drivers of costs, &profitability so thatfact-based decisi

19、ons can be madeSix Sigma:Systematic identification &elimination of defects inall processes usingadvanced tools92-9798-00Six Sigma$300MSix Sigma - Accelerating PerformanceAverage Savings Per YearCustomer DrivenIntegrated ProcessesEnterprise-WideProductivity4%5%6%7%95969799001214161820959697989900Six

20、Sigma$500MRevenue($M)Productivity Lean Enterprise Supply Chain Materials Management Enterprise Resource Planning/SAPGrowth Customer Value New Product Development Globalization Acquisitions1997InternalGrowthAcquisitions/Divestitures2000AlliedSignalGrowth Overview$14.4B8%4%$20B Acquisitions Outpace Di

21、vestitures Portfolio with Higher Growth Rates Improved Growth Processes Growth1998 - 200012%AnnuallyNew Product Introduction ProcessGrowth Teams EstablishedNumber/ Quantity Of IdeasStrategic ImpactMarket LeaderCore CompetencyProduct & Technology DevelopmentProduct ApplicationProduct SupportCritical

22、Resource ConsumptionReduce Ramp-Up Cycle TimeStrong Customer DemandIncremental Revenue GenerationCritical Response Consumption PRODUCT LINE IMPROVEMENT PLANCHAMPION: Jeff BoehlerPRODUCT: SPARK PLUGDATE: 6/23/971997199819991 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 QPart Sigma4.764.524.654.684.744.855.005.00

23、5.155.505.756.00Process Sigma4.514.554.604.704.854.955.055.055.155.305.506.00Perf. Sigma3.693.693.974.374.504.505.005.505.505.756.006.00Product Cost($)0.510.510.450.450.440.430.430.420.440.430.430.42Margin (%)26%24%33%33%33%33%35%35%36%40%40%43% N SPart SigmaT I OProcess Sigma A CPerformance Sigma D

24、OEs for zero leak internal seal2.243.96Cartridge Resistor BB project w/Ohio ResistorCartridge Resistor BB project w/Ohio Resistor3.504.063.505.00Review / revise K material specifications2.005.00Review / revise electrode material specs. or validate new supplier3.505.004.50Increase insulator hole size

25、 for high studsModify stamps to reduce defective print.Batch seal to reduce bent / damaged studs5.505.005.006.005.50Batch seal or new composition to improve resistor durability5.006.00 PRODUCT LINE IMPROVEMENT PLANProduct: Chrysler Fuel Filter Assembly1996199719981 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q

26、Part Sigma4.805.305.505.505.605.805.805.90Process Sigma3.103.203.584.404.504.504.804.80Perf. Sigma5.205.205.205.605.805.805.905.90Product Cost($)Margin (%)1214192022232525 N SPart SigmaT I OProcess Sigma A CPerformance SigmaMech. congruency of all 4 assembly stations DOE for Nesting and ClampingImpl

27、ement FindingsContinure process improvmentRe-design Product for process and product improvmentRedesign product start-up Sept. 15Streamline vendor and transfer of body and end disc operationWe need to evaluate how to report costs. The product cost has changed considerably due to many value added prog

28、ects which have increased our product cost as well as our price to the Customerdevelop on line spinwelding PRODUCT LINE IMPROVEMENT PLANCHAMPION: Craig BishopPRODUCT: 3-Wire Heated SensorDATE: June 19971997199819991 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 QPart Sigma *4.106.004.954.954.954.955.825.825.825.

29、825.825.82Process Sigma *4.384.344.385.375.375.375.375.375.375.375.375.37Perf. Sigma4.534.535.805.805.805.805.805.805.805.805.805.80Product Cost($)14.4714.4713.4912.5812.111.4911.4911.4910.9310.2710.2410.24Margin (%)28.031.631.628.732.236.636.633.833.833.833.833.8* Indicates 3-Month Rolling Average

30、N SPart SigmaT I OProcess Sigma A CPerformance SigmaComplete testing with current components4.535.80Redefinition of spec/measurement - Yttria1.616.00Redefinition of spec/meas. - Zirconia2.926.00Implement Injection Molding of Thimbles2.183.83Redefinition/Resource of Spinel2.166.00 PRODUCT LINE IMPROV

31、EMENT PLANPRODUCT: 3 Diameter Spin-on Lube Filters1997199819991 Q2Q to May3Q to Aug4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 QPart Sigma4.704.644.264.734.734.734.734.924.924.924.925.1Process Sigma4.604.614.584.744.744.744.744.934.934.934.935.12Perf. Sigma4.204.384.384.424.424.424.424.634.514.514.514.83Product Cost(

32、$)0.710.710.7020.690.690.690.690.670.670.670.670.65 N SPart SigmaT I OProcess Sigma A CPerformance Sigma1998 and 1999 Sigma Goals based on 50% year over year reduction in defects- Develop on-site reviews- Supplier OPEX projects- Training Supply Base in FMEA, PPAPS, AQP(Supplier Greenbelt training No

33、v 97)- MPE Engineering- Materials Mgt. OPEX- New Robust Media(Ahlstrom in CField)- Vision System- Assembly Automation- MM OPEX Projects- PPS Revisions- R/V setting accuracy(New Spring Dev. Issued)- Lockseam Spec. Update- Sealant Improvement- DFM Anti-Drain Gskt. Ret. Impr. (Cmpltd 3/97)4.74.64.24.38

34、4.26- Suppliers QS9000 Certified* High Goshen PPM driving lower Sigma. Greenbelt, Black Belt Trng. planned. Continuous On-site Reviews4.58- Gasket Insertion.Improvement-Lockseam analysis and process development - Filter Media Processing DOE. PRODUCT LINE IMPROVEMENT PLANCHAMPION: Jeff BoehlerPRODUCT

35、: COPPER CORE SIDEWIRE SPARK PLUGDATE: 9/16/971997199819991 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 QPart Sigma4.754.754.755.005.155.505.756.00Process Sigma4.854.955.055.055.155.305.506.00Perf. Sigma4.314.314.364.784.855.005.255.50Product Cost($)0.480.480.480.480.470.470.470.47Margin (%)40%40%40%40%40%40%4

36、0%40% N SPart SigmaT I OProcess Sigma A CPerformance Sigma DOEs for zero leak internal sealCartridge Resistor BB project w/Ohio Resistor, Training for Production personnel3.504.063.505.00Resource CC Swire from Sagem to In-house4.005.00Batch seal or new composition to improve resistor durability5.006

37、.00 Denison control upgrades for zero leak internal sealDetermine welder capability5.004.00Determine gap form capabilityResource CC Swire from Sagem to In-house4.005.00 “PRODUCT SCORECARDS” Utilized on current product lines Improving scorecards Includes ongoing improvement actions(plans) Focuses res

38、ources for maximized impact Sample Design SigmaNew Product Intro.: Improving The Design ProcessTo Be Premier, We Must: Grow the Business Improve Processes Across the Company Consistently Meet Our Financial Obligations Share Best Practices/Lessons Learned Drive Process IntegrationProductivityGreat Pe

39、opleSix Sigma ProcessesGrowth Customer Value New Product Development Globalization Acquisitions Lean Enterprise Supply Chain Materials ManagementSix Sigma: Bringing The Strategy Together Skill Building - Learning High Performance Work Teams (HPWO) Simplify Eliminate Defects Reduce Variation Process Maturity/Enterprise Resource PlanningGetting Involved With Six Sigma Understand Your Goals And Objectives Understand Your Role In Satisfying The Customer Determine Skills Needed To Improve Your Process Learn Skills Network And Team With Others Focus On SBU Priorities To Maximize Gains