6sigma-e精编版.pptx

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1、WWelcome to a presentationelcome to a presentationon Six Sigmaon Six SigmaTMTM 2002 2002年年年年1 1月月月月1212日日日日What are your ExpectationsWhat are your ExpectationsWhat are your ExpectationsWhat are your Expectations?I would like to capture your I would like to capture your I would like to capture your I

2、 would like to capture your expectations for the day?expectations for the day?expectations for the day?expectations for the day?AgendaAgenda Introduction&overviewIntroduction&overviewD Demystifying Six Sigmaemystifying Six SigmaC Creating the Six Sigma Culturereating the Six Sigma CultureMManaging t

3、he six sigma cultureanaging the six sigma cultureT Total cycle Time Reductionotal cycle Time ReductionS Success Examples Around the worlduccess Examples Around the worldHHow to Implement Six Sigma in your businessow to Implement Six Sigma in your businessQ&AQ&AClosing commentsClosing commentsAllianc

4、e PartnershipsAlliance PartnershipsMASET,LLC.MASET,LLC.andand MMotorolaotorolaMasetMaset areas of expertiseareas of expertiseQuality(Six Sigma)Quality(Six Sigma)Quality(Six Sigma)Quality(Six Sigma)Cycle time eductionCycle time eductionCycle time eductionCycle time eductionLeadershipLeadershipLeaders

5、hipLeadershipCultural changeCultural changeCultural changeCultural changeProject ManagementProject ManagementProject ManagementProject ManagementSupply chain ManagementSupply chain ManagementSupply chain ManagementSupply chain ManagementFacilitationFacilitationFacilitationFacilitationTrainingTrainin

6、gTrainingTrainingDemystifying Six SigmaDemystifying Six SigmaWhat does Six Sigma mean to youWhat does Six Sigma mean to you?Many different definitions exist.I will try to Many different definitions exist.I will try to address three this morningaddress three this morningSix sigma as a statistical ter

7、mSix sigma as a statistical termNormal DistributionNormal Distribution MeanMean Standard deviationStandard deviation meanmean68.27%15.865%15.865%Six sigam as a statistical termSix sigam as a statistical term Values of a standard deviationValues of a standard deviation one sigmaone sigma =68.27%68.27

8、%317,311 317,311 ppmppm two sigmatwo sigma =95.45%95.45%45,500 45,500 ppmppmthree sigmathree sigma=99.73%99.73%27,000 27,000 ppmppm six sigmasix sigma=99.999999%99.999999%1.96 1.96 ppbppbSix sigma as a quality termSix sigma as a quality term Invented by motorola in the mid 80sInvented by motorola in

9、 the mid 80s Service marked and registered by Service marked and registered by MotorolaMotorola A Accepted by all countriesccepted by all countries A Accepted by all organizationccepted by all organization-1.5 Mean +1.5 Virtually no defects(3.4 ppm)LowerSpecifacationlimitupperSpecifacationlimit-6-5-

10、4-3-2-1 0+1 +2+3+4 +5+6 Allow s for variation in measurement1.5 Sigma shift+-Virtually no defects(3.4 ppm)Six sigma as a quality termSix sigma as a quality termSix SigmaSix Sigma=3.4 3.4 ppmppm defectivedefectiveSix sigma is a way to change an Six sigma is a way to change an organizations cultureorg

11、anizations cultureProvides a means of deliveringProvides a means of deliveringProvides a means of deliveringProvides a means of delivering Total customer satisfaction Total customer satisfaction Total customer satisfaction Total customer satisfaction Focuses everyone in the organization on the Focus

12、es everyone in the organization on the Focuses everyone in the organization on the Focuses everyone in the organization on the same objectivesame objectivesame objectivesame objectiveDefinition of defectDefinition of defectDefect are goodDefect are goodDefect are goodDefect are good!“Associates need

13、 to feel comfortable Associates need to feel comfortable in identifying and reporting defects.in identifying and reporting defects.”The effects of defectsThe effects of defectsE E E Every occurrence of a defect within very occurrence of a defect within very occurrence of a defect within very occurre

14、nce of a defect within the process requires time to the process requires time to the process requires time to the process requires time to inspect,fix,and re-inspect.inspect,fix,and re-inspect.inspect,fix,and re-inspect.inspect,fix,and re-inspect.Average cycle time is directly Average cycle time is

15、directly Average cycle time is directly Average cycle time is directly proportional to the total number of proportional to the total number of proportional to the total number of proportional to the total number of defects in the process.defects in the process.defects in the process.defects in the p

16、rocess.Welcome toWelcome toMotorolasMotorolasQuality StoryQuality StoryCultureCultureCulture guides the Culture guides the enterprises Day-To-Day enterprises Day-To-Day behaviorbehaviorThe nature of cultureThe nature of cultureC C C C C Culture provides its members with guidelines for ulture provide

17、s its members with guidelines for ulture provides its members with guidelines for ulture provides its members with guidelines for ulture provides its members with guidelines for ulture provides its members with guidelines for dealing with just about everythingdealing with just about everythingdealin

18、g with just about everythingdealing with just about everythingdealing with just about everythingdealing with just about everythingM M M M M Much of every culture is cvert and implicit largely uch of every culture is cvert and implicit largely uch of every culture is cvert and implicit largely uch of

19、 every culture is cvert and implicit largely uch of every culture is cvert and implicit largely uch of every culture is cvert and implicit largely submerged like an icebergsubmerged like an icebergsubmerged like an icebergsubmerged like an icebergsubmerged like an icebergsubmerged like an icebergCul

20、tures are constantly changing and evolving.Cultures are constantly changing and evolving.Cultures are constantly changing and evolving.Cultures are constantly changing and evolving.Cultures are constantly changing and evolving.Cultures are constantly changing and evolving.When culture and strategy c

21、lash,invariably culture When culture and strategy clash,invariably culture When culture and strategy clash,invariably culture When culture and strategy clash,invariably culture When culture and strategy clash,invariably culture When culture and strategy clash,invariably culture wins out.wins out.win

22、s out.wins out.wins out.wins out.I I I I I If the organizational culture does not embrac f the organizational culture does not embrac f the organizational culture does not embrac f the organizational culture does not embrac f the organizational culture does not embrac f the organizational culture do

23、es not embrac initiatives related to change,overall change initiatives related to change,overall change initiatives related to change,overall change initiatives related to change,overall change initiatives related to change,overall change initiatives related to change,overall change efforts will fai

24、lefforts will failefforts will failefforts will failefforts will failefforts will failThere is no such thing as There is no such thing as“Were different”“Were different”WEREDIFFERENTFunctions in a typical Functions in a typical organizationorganizationThe evolution of motorolas quality The evolution

25、 of motorolas quality culutureculuture1979“Our quality stinks”1980 corporate quality officer named1981 motorola training&education center(Mtec)established 1985communications sector begins total defects per unit measurement(TDU)1986 -july manufactured products1987 -november sales orders1986chairman c

26、hanges agenda of customer visits1987 created“the card”Evolution continuesEvolution continuesEvolution continuesEvolution continues!1987 Corporation adipts six sigma 2 year-10 x;4 year-100 x uality improvement1988 Six sigma by 1992 goal is set1988Malcolm baldrige nation quality awardMapped ISO 9001 i

27、nto 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 billion1994 Enterprise ISO registtation launched1998 Corporate renewal1999 Rules of Engagement balanced score car

28、d Performance Excellence Personal CommitmentEvolution continuesEvolution continuesEvolution continuesEvolution continues!How many objectives are there How many objectives are there How many objectives are there How many objectives are there in your organization?in your organization?in your organizat

29、ion?in your organization?Key beliefsKey beliefs h how we will always actow we will always actConstant respect for Constant respect for peoplepeopleUncompromising integrityUncompromising integrityKEY GOALSKEY GOALS what we must accomplishwhat we must accomplishBest in classBest in classPeoplePeopleMa

30、rktingMarktingTechnologyTechnologyProducts:softwarehardware andProducts:softwarehardware and systemssystemsM ManufactionanufactionS ServiceerviceI Increased global market ncreased global market shareshareS Superior finacical uperior finacical resultsresultsKEY INITATIVESKEY INITATIVES h how we will

31、do itow we will do itSix sigma qualitySix sigma qualityt total cycle time otal cycle time reductionreductionp product manufaction and roduct manufaction and environmental leadership environmental leadershipP Prfit improvementrfit improvementE Empowerment for all in a mpowerment for all in a particip

32、ativeparticipative Cooperative and creatice workplace Cooperative and creatice workplaceOur fundamental objectiveOur fundamental objective(Everyones overriding responsibilityEveryones overriding responsibility)Total customer satifactionTotal customer satifactionOur fundamental objectiveOur fundament

33、al objectiveTotal customer satisfactionTotal customer satisfaction Key beilfesKey beilfesKey beilfesHow we will always actHow we will always actHow we will always act Key goalsKey goalsKey goalsWhat we must accomplishWhat we must accomplishWhat we must accomplish Key initiativesKey initiativesKey in

34、itiativesHow we will do itHow we will do itHow we will do itEveryones overriding responsibilityEveryones overriding responsibilityEveryones overriding responsibilityEveryones overriding responsibilityKEY INITATIVESKEY INITATIVES h h h how we will do itow we will do itow we will do itow we will do it

35、 Six sigma qualitySix sigma quality t total cycle time reductionotal cycle time reduction p product manufaction and roduct manufaction and environmental leadershipenvironmental leadership P Prfit improvementrfit improvement E Empowerment for all in a participativempowerment for all in a participativ

36、e Cooperative and creatice workplace Cooperative and creatice workplaceConsistent focusConsistent focus C Card created&adopted 1986ard created&adopted 1986 F Five minor changes in1992ive minor changes in1992 No significant changes during five No significant changes during five different chairmandiff

37、erent chairman Bob GalvinBob Galvin George FisherGeorge Fisher Bill WieseBill Wiese Gary TookerGary Tooker Chris GalvinChris GalvinCreating and managing the Creating and managing the Six Sigma quality cultureSix Sigma quality cultureSis sigma qualitySis sigma qualityOne of the two key drivers of One

38、 of the two key drivers of increased increased Total customer satisfation Total customer satisfation and and reduced costreduced costProduct/Service is delivered when promisedProduct/Service is delivered when promisedProduct/Service is delivered when promisedProduct/Service is delivered when promise

39、dEvery occurrence of a defect within Every occurrence of a defect within Every occurrence of a defect within Every occurrence of a defect within the process requires time to the process requires time to the process requires time to the process requires time to inspect,fix,and re-inspectinspect,fix,a

40、nd re-inspectinspect,fix,and re-inspectinspect,fix,and re-inspectAverage cycle time is directly Average cycle time is directly Average cycle time is directly Average cycle time is directly proportional to the total number of proportional to the total number of proportional to the total number of pro

41、portional to the total number of defects in the process.defects in the process.defects in the process.defects in the process.Product/service is delivered with no defectsProduct/service is delivered with no defectsProduct/service is delivered with no defectsProduct/service is delivered with no defect

42、s No test/inspection is 100%effective in No test/inspection is 100%effective in finding defects.finding defects.Delovered defects escape test/inspection Delovered defects escape test/inspection within the process.within the process.Delivered defects are directly proportional Delivered defects are di

43、rectly proportional to the total number of defects in the entire to the total number of defects in the entire processprocessSix sigma quality impoves customer satisfactionSix sigma quality impoves customer satisfactionReducing the total defects in the enire Reducing the total defects in the enire Re

44、ducing the total defects in the enire Reducing the total defects in the enire process reducesprocess reducesprocess reducesprocess reduces:D D D Delivery delinquencieselivery delinquencieselivery delinquencieselivery delinquencies;D D D Delivery defectselivery defectselivery defectselivery defects;E

45、arly life failure rate;and thereforeEarly life failure rate;and thereforeEarly life failure rate;and thereforeEarly life failure rate;and therefore Increases customer satisfactionIncreases customer satisfactionIncreases customer satisfactionIncreases customer satisfactionandandandandDecreases warran

46、ty cost!Decreases warranty cost!Decreases warranty cost!Decreases warranty cost!Process 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 WI

47、P(Work in process)Reducing WIP(Work in process)RReducing inventory carrying costseducing inventory carrying costs Resuces defect inspection,analysis,and repair Resuces defect inspection,analysis,and repair cost;thereforecost;thereforeDecreases“Manufacturing”costDecreases“Manufacturing”costCost/Quali

48、tyCost/QualityCost/QualityCost/QualitySix sigma has shown that Six sigma has shown that The highest The highest qualityquality producer is producer isThe lowest The lowest CostCost producer producer TDUTDU is the best measure of the over all is the best measure of the over all quality of the process

49、quality of the process TDU is the independent variableTDU is the independent variable Process yields are dependent upon TDUProcess yields are dependent upon TDUThe common metric:Total defects per unit(TDU)The common metric:Total defects per unit(TDU)Defining a unitDefining a unitDefining a unitDefin

50、ing a unitA“unit”may be as diverse as aA“unit”may be as diverse as aA“unit”may be as diverse as aA“unit”may be as diverse as a:Piece of equipmentPiece of equipmentPiece of equipmentPiece of equipmentLine of softwareLine of softwareLine of softwareLine of softwareOrderOrderOrderOrderTechnical manualT