Quality Story Part 1(mandarin).ppt

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1、 Motorola University&MASET,LLC.WWelcomeelcome to a presentation to a presentationon Six Sigmaon Six SigmaTMTM 20022002年年年年1 1月月月月1212日日日日講師講師講師講師:Charles J.Charles J.LoewLoew Motorola University&MASET,LLC.What are your ExpectationsWhat are your Expectations?IwouldliketocaptureyourIwouldliketocapture

2、yourexpectationsfortheday?expectationsfortheday?Motorola University&MASET,LLC.AgendaAgenda Introduction&overviewDemystifying Six SigmaCreating the Six Sigma CultureManaging the six sigma cultureTotal cycle Time ReductionSuccess Examples Around the worldHow to Implement Six Sigma in your businessQ&AC

3、losing comments Motorola University&MASET,LLC.Alliance PartnershipsAlliance PartnershipsMASET,LLC.MASET,LLC.andand MMotorolaotorola Motorola University&MASET,LLC.MasetMaset areas of expertiseareas of expertise Quality(SixQuality(SixSigma)Sigma)CycletimeCycletimeeductioneduction LeadershipLeadership

4、CulturalchangeCulturalchange ProjectManagementProjectManagement SupplychainManagementSupplychainManagement FacilitationFacilitation TrainingTraining Motorola University&MASET,LLC.Demystifying Six SigmaDemystifying Six Sigma Motorola University&MASET,LLC.What does Six Sigma mean to youWhat does Six S

5、igma mean to you?Many different definitions Many different definitions exist.Iexist.I will try to will try to address three this morningaddress three this morning Motorola University&MASET,LLC.Six sigma as a statistical termSix sigma as a statistical termNormal Distribution MeanMean Standard deviati

6、on meanmean68.27%15.865%15.865%Motorola University&MASET,LLC.Six Six sigamsigam as a statistical term as a statistical term Values of a standard deviationValues of a standard deviation one sigmaone sigma =68.27%68.27%317,311 317,311 ppmppm two sigmatwo sigma =95.45%95.45%45,500 45,500 ppmppmthree si

7、gmathree sigma=99.73%99.73%27,000 27,000 ppmppm six sigmasix sigma=99.999999%99.999999%1.96 1.96 ppbppb Motorola University&MASET,LLC.Six sigma as a quality termSix sigma as a quality term Invented by Invented by motorolamotorola in the mid 80s in the mid 80s Service marked and registered by Service

8、 marked and registered by MotorolaMotorola A Acceptedccepted by all countries by all countries A Acceptedccepted by all organization by all organization-1.5 Mean +1.5 Virtually no defects(3.4 ppm)LowerSpecifacationlimitupperSpecifacationlimit-6-5-4-3-2-1 0+1 +2+3+4 +5+6 Allow s for variation in meas

9、urement1.5 Sigma shift+-Virtually no defects(3.4 ppm)Motorola University&MASET,LLC.Six sigma as a quality termSix sigma as a quality termSix SigmaSix Sigma=3.4 3.4 ppmppm defectivedefective Motorola University&MASET,LLC.Six sigma is a way to change an Six sigma is a way to change an organizations cu

10、ltureorganizations culture ProvidesameansofdeliveringProvidesameansofdeliveringTotalcustomersatisfactionTotalcustomersatisfaction FocuseseveryoneintheorganizationontheFocuseseveryoneintheorganizationonthesameobjectivesameobjective Motorola University&MASET,LLC.Definition of defectDefinition of defec

11、t Motorola University&MASET,LLC.Defect are goodDefect are good!“Associates need to feel comfortable in Associates need to feel comfortable in identifying and reporting defects.identifying and reporting defects.”Motorola University&MASET,LLC.The effects of defectsThe effects of defects E Everyoccurre

12、nceofadefectwithintheveryoccurrenceofadefectwithintheprocessrequirestimetoprocessrequirestimetoinspect,fix,andinspect,fix,and re-inspect.re-inspect.AveragecycletimeisdirectlyAveragecycletimeisdirectlyproportionaltothetotalnumberofproportionaltothetotalnumberofdefectsintheprocess.defectsintheprocess.

13、Motorola University&MASET,LLC.Welcome toWelcome toMotorolasMotorolasQuality StoryQuality Story Motorola University&MASET,LLC.CultureCultureCulture guides the Culture guides the enterprises Day-To-Day enterprises Day-To-Day behaviorbehavior Motorola University&MASET,LLC.The nature of cultureThe natur

14、e of culture C C Cultureultureultureprovidesitsmemberswithguidelinesforprovidesitsmemberswithguidelinesforprovidesitsmemberswithguidelinesfordealingwithjustabouteverythingdealingwithjustabouteverythingdealingwithjustabouteverything MMMuchuchuchofeverycultureisofeverycultureisofeverycultureiscvertcve

15、rtcvertandimplicitlargelyandimplicitlargelyandimplicitlargelysubmergedlikeanicebergsubmergedlikeanicebergsubmergedlikeaniceberg Culturesareconstantlychangingandevolving.Culturesareconstantlychangingandevolving.Culturesareconstantlychangingandevolving.WhencultureandstrategyWhencultureandstrategyWhenc

16、ultureandstrategyclash,invariablyclash,invariablyclash,invariablyculturecultureculturewinsout.winsout.winsout.I I Iftheorganizationalculturedoesnotftheorganizationalculturedoesnotftheorganizationalculturedoesnotembracembracembracinitiativesinitiativesinitiativesrelatedtorelatedtorelatedtochange,over

17、allchange,overallchange,overallchangeeffortswillfailchangeeffortswillfailchangeeffortswillfail Motorola University&MASET,LLC.There is no such thing as There is no such thing as“Were different”“Were different”WEREDIFFERENT Motorola University&MASET,LLC.Functions in a typical Functions in a typical or

18、ganizationorganization Motorola University&MASET,LLC.The evolution of The evolution of motorolasmotorolas quality quality culutureculuture1979“Our quality stinks”1980 corporate quality officer named1981 motorola training&education center(Mtec)established 1985communications sector begins total defect

19、s per unit measurement(TDU)1986 -july manufactured products1987 -november sales orders1986chairman changes agenda of customer visits1987 created“the card”Motorola University&MASET,LLC.Evolution continuesEvolution continues!1987 Corporation adipts six sigma 2 year-10 x;4 year-100 x uality improvement

20、 Six sigma by 1992 goal is set1988Malcolm baldrige nation quality awardMapped ISO 9001 into quality system review(QSR)199210 x redustion in defect eveery 2 yearscustomer satisfaction metrics 10 x timesimprovement in cycle time in 5 yearsChanged measurement base to parts per billion Motorola Universi

21、ty&MASET,LLC.1994 Enterprise ISO registtation launched1998 Corporate renewal1999 Rules of Engagement balanced score card Performance Excellence Personal CommitmentEvolution continuesEvolution continues!Motorola University&MASET,LLC.How many objectives are there How many objectives are there in your

22、organization?in your organization?Motorola University&MASET,LLC.Keybeliefs how we will always actConstantrespectforpeopleUncompromisingintegrityKEYGOALS what we must accomplishBestinclassPeopleMarktingTechnologyProducts:softwarehardwareandsystemsManufactionServiceIncreasedglobalmarketshareSuperiorfi

23、nacicalresultsKEYINITATIVES how we will do itSixsigmaqualitytotalcycletimereductionproductmanufactionandenvironmentalleadershipPrfitimprovementEmpowermentforallinaparticipativeCooperativeandcreaticeworkplaceOur fundamental objective(Everyones overriding responsibility)Totalcustomersatifaction Motoro

24、la University&MASET,LLC.Our fundamental objectiveOur fundamental objectiveTotal customer satisfactionTotal customer satisfaction Key Key Key beilfesbeilfesbeilfesHow we will always actHow we will always actHow we will always act Key goalsKey goalsKey goalsWhat we must accomplishWhat we must accompli

25、shWhat we must accomplish Key initiativesKey initiativesKey initiativesHow we will do itHow we will do itHow we will do itEveryonesEveryones overriding responsibility overriding responsibility Motorola University&MASET,LLC.KEY INITATIVESKEY INITATIVES h howow we will do it we will do it Six sigma qu

26、ality Total cycle time reduction Product manufacturing and environmental leadership Profit improvement Empowerment for all in a participative Cooperative and creatice workplace Motorola University&MASET,LLC.Consistent focusConsistent focus C Cardard created&adopted 1986 created&adopted 1986 F Fiveiv

27、e minor changes in1992 minor changes in1992 No significant changes during five No significant changes during five different chairmandifferent chairman Bob GalvinBob Galvin George FisherGeorge Fisher Bill WieseBill Wiese Gary Gary TookerTooker Chris GalvinChris Galvin Motorola University&MASET,LLC.Cr

28、eating and managing the Creating and managing the Six Sigma quality cultureSix Sigma quality culture Motorola University&MASET,LLC.Sis sigma qualitySis sigma qualityOne of the two key drivers of One of the two key drivers of increased increased Total customer Total customer satisfationsatisfation an

29、d and reduced costreduced cost Motorola University&MASET,LLC.Product/Service is delivered when promisedProduct/Service is delivered when promised EveryoccurrenceofadefectwithintheEveryoccurrenceofadefectwithintheprocessrequirestimetoprocessrequirestimetoinspect,fix,andinspect,fix,and re-inspectre-in

30、spect AveragecycletimeisdirectlyAveragecycletimeisdirectlyproportionaltothetotalnumberofproportionaltothetotalnumberofdefectsintheprocess.defectsintheprocess.Motorola University&MASET,LLC.Product/service is delivered with no defectsProduct/service is delivered with no defects No test/inspection is 1

31、00%effective in No test/inspection is 100%effective in finding defects.finding defects.DeloveredDelovered defects escape test/inspection defects escape test/inspection within the process.within the process.Delivered defects are directly proportional Delivered defects are directly proportional to the

32、 total number of defects in the entire to the total number of defects in the entire processprocess Motorola University&MASET,LLC.Six sigma quality Six sigma quality impovesimpoves customer satisfaction customer satisfactionReducingthetotaldefectsintheReducingthetotaldefectsintheenireenireprocessproc

33、essreducesreduces:D Deliveryeliverydelinquenciesdelinquencies;D Deliveryeliverydefectsdefects;EarlylifefailureEarlylifefailurerate;andrate;andthereforetherefore IncreasescustomersatisfactionIncreasescustomersatisfactionandandDecreaseswarrantycost!Decreaseswarrantycost!Motorola University&MASET,LLC.P

34、rocess cost and defectsProcess cost and defectsReducing the total defects in the entire Reducing the total defects in the entire processprocess:RReduces the cycle time per unit educes the cycle time per unit Reducing Reducing WIP(WorkWIP(Work in process)in process)RReducing inventory carrying costse

35、ducing inventory carrying costs ResucesResuces defect defect inspection,analysis,andinspection,analysis,and repair repair cost;thereforecost;thereforeDecreases“Manufacturing”costDecreases“Manufacturing”cost Motorola University&MASET,LLC.Cost/QualityCost/QualitySix sigma has shown that Six sigma has

36、shown that The highest The highest qualityquality producer is producer isThe lowest The lowest CostCost producer producer Motorola University&MASET,LLC.TDUTDU is the best measure of the over all is the best measure of the over all quality of the processquality of the process TDU is the independent v

37、ariableTDU is the independent variable Process yields are dependent upon TDUProcess yields are dependent upon TDUThe common metric:Total defects per The common metric:Total defects per unit(TDUunit(TDU)Motorola University&MASET,LLC.Defining a unitDefining a unitA“unit”maybeasdiverseasaA“unit”maybeas

38、diverseasa:PieceofequipmentPieceofequipment LineofsoftwareLineofsoftware OrderOrder TechnicalmanualTechnicalmanual MedicalclaimMedicalclaim WiretransferWiretransfer HouroflaborHouroflabor CustomercontactCustomercontactAnything that is measurable&Anything that is measurable&understandable by the pers

39、on who is understandable by the person who is trying to reduce defectstrying to reduce defects Motorola University&MASET,LLC.Sigma,aSigma,a figure of merit figure of merit TDUcouldTDUcould be expected to be proportional to the be expected to be proportional to the complexity of the unitcomplexity of

40、 the unit Complexity is directly Complexity is directly proporttionalproporttional to the number to the number of opportunities to of opportunities to creatcreat a defect a defect To normalize processes of different complexity,we To normalize processes of different complexity,we use:use:Total defect

41、sTotal defectsOpportunitiesOpportunitiesF Fromrom which we can calculate sigma which we can calculate sigmaDPMO=DPMO=x 1,000,000 x 1,000,000 Motorola University&MASET,LLC.ImprovementImprovement7 7 7Sigma(Sigma(+1.5 1.5 1.5 sigma shift)sigma shift)sigma shift)1 1 11010101001001001 1 1K KK101010K KK10

42、0100100K KK2 2 23 3 34 4 45 5 56 6 6(66810 ppm)(6210 ppm)(233 ppm)(3.4 ppm)3030 x Improvementx Improvement1010 x Improvementx Improvement7070 x Improvementx Improvement6 6 5 5 3 3 4 4 Defects per Million opportunities Motorola University&MASET,LLC.BenchmarkingBenchmarking1 110101001001 1KK1010KK1001

43、00KK2 23 34 45 56 67 7Best in classinternal+externalRepair costs 10%10%Average company 1%1%Defects per Million opportunitiesSigma(Sigma(+1.5 1.5 1.5 sigma shift)sigma shift)sigma shift)Motorola University&MASET,LLC.1 110101001001 1KK1010KK100100KK2 23 34 45 56 67 7RestauantbillsDoctorprescriptionwri

44、tingPayrollprocessingOrderwrite-upJournalvouchersWiretransferAirlinebaggagehandingPurchasedmateriallotrejectrateB BenchmarkingenchmarkingBest in classAveragecompanySigma(Sigma(+1.5 1.5 1.5 sigma shift)sigma shift)sigma shift)Defects per Million opportunities Motorola University&MASET,LLC.Process qua

45、lity levels may vary widely Process quality levels may vary widely within a companywithin a company(0.25(0.25 PPM)PPM)1 110101001001 1KK1010KK100100KK2 23 34 45 56 67 7Airline baggage handlingDomestic airline flight fatality raateBest in classAveragecompanySigma(Sigma(+1.5 1.5 1.5 sigma shift)sigma

46、shift)sigma shift)Defects per Million opportunities Motorola University&MASET,LLC.Implementation of the six sigma cultureImplementation of the six sigma culturen驅動力來自評量指標以及合理且具挑戰性的目標The six-steps design processThe six-steps design process Motorola University&MASET,LLC.C Cycleycle time reduction time

47、 reductionWill be coverWill be covere ed in detail afd in detail aft ter luncher lunch Motorola University&MASET,LLC.Problem solving identification toolProblem solving identification tool AllmemberoftheorganizationshouldhaveAllmemberoftheorganizationshouldhavetrtra aininginproblemsolvingidentificati

48、ontoolsininginproblemsolvingidentificationtools FlowchartsFlowcharts BrainstormingBrainstorming ParetochartsParetocharts Cause&effectdiagramCause&effectdiagram Motorola University&MASET,LLC.Black belt toolsBlack belt tools ProcesscharacterizationProcesscharacterization ProcessimprovementsProcessimpr

49、ovements GraphicaldataanalysisGraphicaldataanalysis DistributionanalysisDistributionanalysis(graphicaland(graphicalandnumbericalnumberical)ComparativemethodsComparativemethods(graphicaland(graphicalandnumbericalnumberical)ProcesssourcesofvariationProcesssourcesofvariation MeasurementsystemanalysisMe

50、asurementsystemanalysis Motorola University&MASET,LLC.Process controlProcess control(SPC)SPC)Process capabilityProcess capability(Cp and Cp and CpkCpk)Confidence intervalsConfidence intervals Design of experimentsDesign of experiments Linear regressionLinear regression Screening experimentsScreening