精益六西格玛简介英文版.ppt

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1、page 1Lean 6 sigam introductionSynergy of Six Sigma and LeanLean 6 sigma introduction（精益六西格玛简介英文版本）（精益六西格玛简介英文版本）2 3 1 1 2 3 34.13%34.13%2.1%2.1%13.6%13.6%68.3%95.5%99.7%page 2Lean 6 sigam introductionLearning ObjectivesuUnderstand the synergy of lean and six sigma as a powerful business performance

2、 improvement programuUnderstand how lean and six sigma complement each otherpage 3Lean 6 sigam introductionWhy Is Every Firm Driven to Both Quality and Lead Time Reduction Goals?uCustomer loyalty and retentionuShorter customer lead timeuDownward price pressure:lower costsuLower invested capitaluCapa

3、city expansionpage 4Lean 6 sigam introductionLean Applied in the DMAIC Methodology Provides a Powerful StructureuSix Sigma has given Lean additional focus:nEffect of VariabilitynDMAIC(Define-Measure-Analyze-Improve-Control)structurenImprovement infrastructurenVoice of the CustomernFocus on QualityuL

4、ean has given Six Sigma additional tools:nAnalyze/Measure Phase:lValue Stream Mapping,Time Trap Analysis nImprove Phase:lKaizen,Pull Systems,Setup Reductions,Work-Cells,Process Balancing,etc.nControl Phase:lTakt Boards,Standard Work,Metrics&Dashboards,5Spage 5Lean 6 sigam introductionDMAIC Methodolo

5、gy and LeanDMAICDefineMeasure AnalyzeImproveControl%Applicability of Lean Tool SetLean tools applicable in all Lean tools applicable in all phases of DMAIC,but peak in phases of DMAIC,but peak in Analyze and Improve phasesAnalyze and Improve phasesuLean tools applicable in all phases of DMAIC:page 6

6、Lean 6 sigam introductionSix Sigma and LeanuSix Sigma provides a“Unifying Framework”nSix Sigma provides the over-riding methodology(DMAIC)nSix Sigma provides the improvement infrastructurenSix Sigma provides the burning platform for improvementuLean provides improvement tools and fast-attack approac

7、h to“turbo-charge”improvement effortspage 7Lean 6 sigam introductionAICMDLEAN 6 SIGMAProcess qualityplanQuantify project gainss s=3.7Cp=1.4LISLSSs s=2.7Cp=0.4EventsCycleAICProductionAICSupportfunctionsAIC Documentation&StandardisationBuild on gainsLearningContinuousmonitoringPerpetuate changesContro

8、lHow long will the Improvements last?ContinuousmonitoringPerpetuate changesMeasureWhat critical parameters,what is the current level of performance?Evaluate present process performanceView dataDetermine extent of waste Process durationIE/OEEWhat causes,what interactions?AnalyseProcessDataIdentify pr

9、oblems and Potential causes Cause and EffectDetermine root causesIdentify and quantify wasteMetaplan VA/NVA.Innovate&ImproveWhat improvements and what implementation procedure?Restore to keyplayersPrepare deploymentImplementationscheduleSet up the newprocessMADC/AIC/Architecture Risk analysisMeasure

10、 the impactDefine solutionsSimplified flowchartJust in Time ProcessProblemsObjectivesThe perimeterProject sheetProblem definition:Objective:Justification:Extent of impact:Expected repercussions:Project stages:DefineWhat needs and requirements?QualityLevel of serviceEco PerformanceProcessusCLENSIOutp

11、utTPROVIDEDInputThe process involvedSIPOC Customer requirementspage 8Lean 6 sigam introductionWhy Integrate?“We knew we wanted to have Six Sigma Tools,that was clear.But we also decided that what really makes change in a factory are some of the Lean tools.Putting in a pull system,reducing batch size

12、s,significantly changing setup times,all of a sudden everything starts to flow.Those are the types of things we saw over time that real made a difference in our factories and so we said that has to be a part of this training.”Lou Guiliano,ITT Industries CEOon integrating lean techniques intoITTs Six

13、 Sigma RolloutSix Sigma and Lean Integrationpage 9Lean 6 sigam introductionThe AnswerIn the 2000 Annual Report,Welch announced a new goal for GE:reducing the variation in lead-time which he refers to as“span”.“Today,we have a Company doing its very best to fix its face on customers by focusing Six S

14、igma on their needs.Key to this focus is a concept called span,which is a measurement of operational reliability for meeting a customer request.It is the time window around the Customer Requested Delivery Date in which delivery will happen.”Lean+Six Sigmapage 10Lean 6 sigam introductionLean Six Sigm

15、aDMAIC Improvement Process Road MapReview Project Charter Validate Problem Statement and GoalsValidate Voice of the Customer and Voice of the BusinessValidate Financial BenefitsValidate High-Level Value Stream Map and ScopeCreate Communication PlanSelect and Launch TeamDevelop Project ScheduleComple

16、te Define GateIdentify Potential Root CausesReduce List of Potential Root CausesConfirm Root Cause to Output Relationship Estimate Impact of Root Causes on Key OutputsPrioritize Root CausesComplete Analyze GateDevelop Potential SolutionsEvaluate,Select,and Optimize Best SolutionsDevelop To-Be Value

17、Stream Map(s)Develop and Implement Pilot SolutionConfirm Attainment of Project GoalsDevelop Full Scale Implementation PlanComplete Improve GateImplement Mistake ProofingDevelop SOPs,Training Plan and Process ControlsImplement Solution and Ongoing Process MeasurementsIdentify Project Replication Oppo

18、rtunitiesComplete Control GateTransition Project to Process OwnerProject CharterVoice of the Customer and Kano AnalysisSIPOC MapProject Valuation/ROIC Analysis ToolsRACI and Quad ChartsStakeholder AnalysisCommunication PlanEffective Meeting ToolsInquiry and Advocacy SkillsTime Lines,Milestones,and G

19、antt ChartingPareto AnalysisBelbin AnalysisValue Stream MappingValue of Speed(Process Cycle Efficiency/Littles Law)Operational DefinitionsData Collection PlanStatistical SamplingMeasurement System Analysis(MSA)Gage R&RKappa StudiesControl ChartsHistogramsNormality TestProcess Capability AnalysisProc

20、ess Constraint ID and Takt Time AnalysisCause and Effect AnalysisFMEAHypothesis Tests/Conf.IntervalsSimple and Multiple RegressionANOVAComponents of VariationConquering Product and Process ComplexityQueuing Theory Replenishment Pull/KanbanStocking StrategyProcess Flow Improvement Process BalancingAn

21、alytical Batch SizingTotal Productive MaintenanceDesign of Experiments(DOE)Solution Selection MatrixPiloting and SimulationMistake-Proofing/Zero DefectsStandard Operating Procedures(SOPs)Process Control PlansVisual Process Control ToolsStatistical Process Controls(SPC)Solution ReplicationProject Tra

22、nsition ModelTeam Feedback SessionValue Stream Map for Deeper Understanding and FocusIdentify Key Input,Process and Output MetricsDevelop Operational DefinitionsDevelop Data Collection PlanValidate Measurement SystemCollect Baseline DataDetermine Process CapabilityComplete Measure GateToolsActivitie

23、sKaizen,5S,NVA Analysis,Kaizen,5S,NVA Analysis,Generic Pull Systems,Generic Pull Systems,Four Step Rapid Setup MethodFour Step Rapid Setup MethodIdentify and Implement Quick ImprovementsIdentify and Implement Quick ImprovementsImproveImproveAnalyzeAnalyzeControlControlMeasureMeasureDefineDefinepage

24、11Lean 6 sigam introductionApplying the Tools for Results DistributionReduce VariationShift the Meanpage 12Lean 6 sigam introductionLean Six Sigma Is the Integration of Two Powerful Business Improvement Approaches.uLeannValue stream mapping to identify Non Value Add CostnTime Trap id and removaln“Pu

25、ll”from the CustomernSetup and queue reductionnProcess flow improvementnTotal Productive Maintenancen5S FoundationsnKaizen for rapid improvement.uSix SigmanManagement EngagementnDedicated Infrastructure/PeoplenVoice of the CustomernStatistical process controlnDesign of ExperimentnPoka-YokenGage R&Rn

26、Failure Modes Effect AnalysisnCause and Effect Analysis.Culture+Quality+CustomerSpeed+Low Cost+FlexibilitySix Sigma Quality Enables Lean SpeedSix Sigma Quality Enables Lean Speed(Fewer Defects Mean Less Time Spent on Rework)(Fewer Defects Mean Less Time Spent on Rework)Lean Speed Enables Six Sigma Q

27、uality Lean Speed Enables Six Sigma Quality(Faster Cycles of Experimentation/learning)(Faster Cycles of Experimentation/learning)page 13Lean 6 sigam introductionSix Sigma Improves Quality of Value Add StepsSix Sigma Improves Quality of Value Add StepsSix Sigma Improves Quality,Lean Eliminates Non-Va

28、lue-Add Steps in the Value Stream Both Are Required to Reduce the Cost of Process Complexity#of Steps3s s4s s5s s6s s193.32%99.379%99.976799.99966%761.6395.73399.83999.99761050.0893.9699.76899.99662025.0888.2999.53699.9932406.2977.9499.07499.9864Overall Yield vs.Sigma(Distribution Shifted 1.5)Source

29、:Six Sigma Research Institute,Motorola University,Motorola,Inc.Lean Reduces Non-Valued Add StepsLean Reduces Non-Valued Add StepsLean Six Sigma Drives Quality,Speed and Cost SimultaneouslyLean Six Sigma Drives Quality,Speed and Cost Simultaneouslypage 14Lean 6 sigam introductionThe Lean Six Sigma Se

30、cretThe principal Lean Six Sigma insight is that:uMaterial spends 95%of its time waiting,creating overhead costu80%of the wait time is due to Time Traps caused by 20%of the activities uThey can be found using Time Trap analysis.uTime Traps can be eliminated using Lean and Six Sigma tools.uLead time

31、and WIP+Finished Goods inventory can be reduced 50-80%uOverhead+Quality Cost can be reduced by 20%These insights hold true for all processesRawRawMaterialsMaterialsProduction Process8 Week Total Cycle TimeProductOrderBefore ImprovementsBefore Improvements40 Days40 Days10 Days10 DaysCycle TimeReducti

32、on75%ReductionAfterAfterpage 15Lean 6 sigam introductionProject Selection Reduces Number of Projects and Provides FocusEffortEconomic ValueHighLowMedHighLowMedBefore Project Selection ProcessEffortEconomic ValueHighLowMedHighLowMedAfter Project Selection ProcessLean Six Sigma Kaizen ProjectsBest for

33、 low complexity projects where known solution(s)can be appliedHigh bias for action and implementation5 day High Speed“Mini”DMAICLean Six Sigma ProjectsBest for complex projects where root cause of problem is not understoodThorough measurement and analysis prior to implementationTypical 1 to 4 month

34、project durationLittles Lawpage 16Lean 6 sigam introductionEP=Economic ProfitROIC=Return on Invested CapitalWACC=Weighted Average Cost of CapitalPP&E=Plant,Property&EquipmentA/R=Accounts ReceivableROIC=Profit After Tax/Invested Capital:Drive Cost and Invested Capital down,Revenue up Invested Capital

35、 Inventory+PP&E+A/RVoice of the Shareholder:Prioritize Projects Based on Potential Increases in ROIC page 17Lean 6 sigam introductionSix Sigma and LeanuAre not mutually exclusiveNot only are they not mutually exclusive,theyuAre compatibleNot only are they compatible,theyuAre complementaryNot only ar

36、e they complementary,theyuAre enablers of each otherNot only are they enablers of each other,theyuAre in many cases necessary conditions of each otherpage 18Lean 6 sigam introductionLean Six SigmaCombines the strategy,solution sets,cultural and organizational processes,and analytical tools of Lean a

37、nd Six Sigma.With the result that we respond to our customers better,faster with less wastepage 19Lean 6 sigam introductionExercise Card Drop Simulationpage 20Lean 6 sigam introductionAPPENDIX AThe History of Six Sigmapage 21Lean 6 sigam introductionSix Sigma HistoryuMotorola was the first advocate

38、in the 80suSix Sigma Black Belt methodology began in late 80s/early 90suMore recently,other companies have embraced Six Sigma:nGEnAllied SignalnBombardiernSonyuInvolves use of statistical tools on projects that yield high ROIuProject implementers names includes“Black Belts”,“Top Guns”,“Change Agents

39、”,and“Trailblazers”uImplementers are expected to deliver annual benefits between$500,000 and$1,000,000 through 3-5 projects per yearuTop-down program with Executive and Champion supportpage 22Lean 6 sigam introductionSix Sigma HistoryuNobody at GE gets promoted without Six Sigma training.uGE annual

40、reports states that Six Sigma delivered:n$300 million to its operating income in 1997n$750 million to the bottom line in 1998uAdditional annual report examples:n10-fold increase in life of CT scanner x-ray tubesnImproved yields of super-abrasives worth a full decade of increased capacity despite gro

41、wing demandsn62%reduction in turn-around time of railcar leasing repairsnPlastics business added 300 million pounds of new capacity equivalent to“one free plant”page 23Lean 6 sigam introductionSix Sigma History u“Sigma”()is a letter in the Greek alphabetnDescribes variabilityuSigma Quality LevelnInd

42、icator of how often defects are likely to occurnSix Sigma Quality Level is said to equate to 3.4 PPM defectivepage 24Lean 6 sigam introductionWhat Is Six Sigma?uThe term“Sigma”is a Greek letter(s)used to describe variability and is an indicator of how likely errors are to occur-6 -3 -2 -1 x +1 +2 +3

43、 +6LSL Normal Distribution Centered USL-6 -3 -2 -1 x +1 +2 +3 +6Centered Normal Distribution+/-6 Sigma LimitsEffects of 1.5 Standard Deviation ShiftLSL Normal Distribution Shifted USLpage 25Lean 6 sigam introductionCosts Are Always Kept in MinduThere is an optimum quality level beyond which the cost

44、s of quality improvement exceed the expected cost savings from a reduced number of defectsCostSigma Quality LevelOptimumImpact of Quality Level on Costpage 26Lean 6 sigam introductionFrameworks of Six SigmauSix Sigma Improvements Aligning processes to the customer and optimizing process performance

45、by solving problems.uDesign for Six Sigma Develop new processes/products that are capable.uBusiness Process Management nMaintain performance improvement,whilenHighlighting new opportunities for making further improvementspage 27Lean 6 sigam introductionRolled Throughput Yield(RTY)is the probability

46、that a product will pass through the entire process without rework and without any defects.RTY=Y1 x Y2.Yn (n=number of process steps)4s s5s s6s sWhy Six Sigma Is the GoalFor complex products and systems,6 is necessary to produce or perform defect-free more than 90%of the timepage 28Lean 6 sigam intr

47、oductionHow Complex Are Your Products?(%Shippable without Rework)page 29Lean 6 sigam introductionWhy 99%Is Not Good EnoughuThe“goodness level”of 99%equates to:n20,000 lost articles of mail per hournUnsafe drinking water almost 15 minutes each dayn5,000 incorrect surgical operations per weekn2 short

48、or long landings at most major airports each dayn200,000 wrong drug prescriptions each yearnNo electricity for almost 7 hours per monthpage 30Lean 6 sigam introductionThis Training Manual and all materials,procedures and systems herein contained or depicted(the Manual)are the sole and exclusive prop

49、erty of George Group Consulting,L.P.(“George Group”).The contents hereof contain proprietary trade secrets that are the private and confidential property of George Group.Unauthorized use,disclosure,or reproduction of any kind of any material contained in this Manual is expressly prohibited.The conte

50、nts hereof are to be returned immediately upon termination of any relationship or agreement giving user authorization to possess or use such information or materials.Any unauthorized or illegal use shall subject the user to all remedies,both legal and equitable,available to George Group.This Manual