6SigmaOverview精编版.pptx

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1、SIGMASIX1 1999 Sigma Consultants,L.L.C.Revision 2.0 October 1,2000Six Sigma OverviewPresented by Ann GreenCertified Consumer Driven 6-Sigma Black BeltSIGMASIX2 1999 Sigma Consultants,L.L.C.Revision 2.0 October 1,2000Passion+Execution=Fast and Lasting ResultsSix Sigma FocusDelighting the customer thr

2、ough flawless executionRapid breakthrough improvementAdvanced breakthrough tools that workPositive and deep culture changeReal financial results that impact the bottom lineSIGMASIX3 1999 Sigma Consultants,L.L.C.Revision 2.0 October 1,2000What is Six Sigma?VisionPhilosophy Aggressive goal Metric(stan

3、dard of measurement)BenchmarkMethodVehicle for:Customer focusBreakthrough improvementContinuous improvementPeople InvolvementSIGMASIX4 1999 Sigma Consultants,L.L.C.Revision 2.0 October 1,2000What is Six Sigma?Bottom line:Six SigmaDefines the goals of the businessDefines performance metrics that tie

4、to the business goalsIdentifies,using performance metrics,projects that will yield clear business resultsApplies advanced quality and statistical tools to achieve breakthrough financial performanceSIGMASIX5 1999 Sigma Consultants,L.L.C.Revision 2.0 October 1,2000Sigma is a statistical unit of measur

5、e that reflects process capability.The sigma scale of measure is perfectly correlated to such characteristics as defects-per-unit,parts-per million defective,and the probability of a failure/error(Distribution Shifted 1.5)2308,537366,80746,210523363.4s sPPMProcessCapabilityDefects per Million Opp.Co

6、pyright 1995 Six Sigma Academy,Inc.Six Sigma corresponds to parts per billion if process is centeredSix Sigma-GoalSIGMASIX6 1999 Sigma Consultants,L.L.C.Revision 2.0 October 1,20003 Sigma 6 Sigma5 Sigma4 Sigma 93.32%99.379%99.9767%99.99966%HistoricalCurrentIntermediateLong-termSigmaLong-Term Yield S

7、tandardSix Sigma-Performance TargetSIGMASIX7 1999 Sigma Consultants,L.L.C.Revision 2.0 October 1,200099.99966%Good(6 Sigma)20,000 lost articles of mail per hourUnsafe drinking water for almost 15 minutes each day5,000 incorrect surgical operations per weekTwo short or long landings at most major air

8、ports each day200,000 wrong drug prescriptions each yearNo electricity for almost seven hours each monthSeven articles lost per hourOne unsafe minute every seven months1.7 incorrect operations per weekOne short or long landing every five years68 wrong prescriptions per yearOne hour without electrici

9、ty every 34 years99%Good(3.8 Sigma)Six Sigma-Practical MeaningSIGMASIX8 1999 Sigma Consultants,L.L.C.Revision 2.0 October 1,2000IssueClassicalSix SigmaAnalytical PerspectivePoint EstimateVariabilityManagementCost&TimeQuality&TimeManufacturabilityTrial&ErrorRobust DesignTolerancingWorst CaseRoot Sum

10、of SquaresVariable SearchOne Factor TimeDOEProcess AdjustmentTweakingSPC ChartsProblemsFixingPreventingProblem SolvingExpert BasedSystems BasedAnalysisExperienceDataFocusProductProcessBehaviorReactiveProactiveSuppliersCostRelative CapabilityOutlookShort TermLong Term 1994 Dr.Mikel J.Harry-V4.0Six Si

11、gma-As A ValueSIGMASIX9 1999 Sigma Consultants,L.L.C.Revision 2.0 October 1,2000IssueClassicalSix SigmaOutlookShort TermLong TermDecision MakingIntuitionProbabilityDesignPerformanceProducibilityAimCompanyCustomerOrganizationAuthorityLearningTrainingLuxuryNecessityChain of CommandHierarchyEmpowered T

12、eamsDirectionSeat of PantsBench Mark/MetricsGoal SettingRealistic PerceptionReach-Out StretchPeopleCostCompetitive AdvantageControlCentralizedLocalizedImprovementAutomationOptimization 1994 Six Sigma AcademySix Sigma-As A ValueSIGMASIX10 1999 Sigma Consultants,L.L.C.Revision 2.0 October 1,2000.To Pr

13、oduceImproved Rolled Throughput Yield,Defects Per Unit(DPU)Defects Per Million Opportunities(DPMO)Reduced Cost of Poor Quality(COPQ)Improved Capacity and ProductivityReduced Variation In Our Processes/Products$sA Problem Solving MethodologySIGMASIX11 1999 Sigma Consultants,L.L.C.Revision 2.0 October

14、 1,2000CharacterizeOptimizeBreakthroughUSLTLSLUSLTLSLTUSLLSLUSLLSLThe StrategyCustomer Focused-Both Internally&ExternallySIGMASIX12 1999 Sigma Consultants,L.L.C.Revision 2.0 October 1,2000Which Business Function Needs It?As long as there is a process that produces an output,whether it isa manufactur

15、ed product,data,an invoice,etc,we can apply the Six Sigma Breakthrough Strategy.For these processes to perform to a customer standard they require correct inputs!6 SigmaMethodsMFG.DESIGNSERVICEPURCH.MAINT.ADMIN.QAMarketingSIGMASIX13 1999 Sigma Consultants,L.L.C.Revision 2.0 October 1,2000If we are s

16、o good at X,why do we constantly test and inspect Y?nYnDependentnOutputnEffectnSymptomnMonitornX1.XNnIndependentnInput-ProcessnCausenProblemnControl To get results,should we focus our behavior on the Y or X?f(X)Y=Focus on X rather than Y,as done historically 1994 Six Sigma AcademyThe Focus of Six Si

17、gmaSIGMASIX14 1999 Sigma Consultants,L.L.C.Revision 2.0 October 1,2000Is Your Leadership On Board?“Everyone has the will to win,few have the will to work to win.”-Bobby KnightSix Sigma only works when Leadership is passionate about excellence and willing to change.Fundamentals of LeadershipChallenge

18、 the processInspire a shared visionEnable others to actModel the wayEncourage the heartSix Sigma is a catalyst for leadersSIGMASIX15 1999 Sigma Consultants,L.L.C.Revision 2.0 October 1,2000BreakthroughStrategyCharacterizationPhase 1:MeasurementPhase 2:AnalysisOptimizationPhase 3:ImprovementPhase 4:C

19、ontrol 1994 Six Sigma AcademyThe Breakthrough PhasesSIGMASIX16 1999 Sigma Consultants,L.L.C.Revision 2.0 October 1,2000The Breakthrough StrategyABCDEFG1Select Output Characteristic2Define Performance Standards3Validate Measurement System4Establish Product Capability5Define Performance Objectives6Ide

20、ntify Variation Sources7Screen Potential Causes8Discover Variable Relationships9Establish Operating Tolerances10 Validate Measurement System11 Determine Process Capability12 Implement Process ControlsApplication ProjectsBreakthrough Cookbook(Product Benchmarking)(Process Baseline Analysis)Management

21、 LeadersManagement&Technical Leaders Yi=f X1,.,XNGoal:MeasureAnalyzeImproveControl 1994 Six Sigma AcademyProductCapabilityAnalysisProcessCapabilityAnalysisFocus on the YsFocus on the XsDefineRecognizeSIGMASIX17 1999 Sigma Consultants,L.L.C.Revision 2.0 October 1,2000TimePerformanceGOODBAD3 Sigma6 Si

22、gmaThis Drives Breakthrough ImprovementSix SigmaBreakthroughSIGMASIX18 1999 Sigma Consultants,L.L.C.Revision 2.0 October 1,2000Data is derived from objects,situations,or phenomenon in the form of measurements.Data is used to classify,describe,improve,or control objects,situations,or phenomenon.1.We

23、only use experience,not data.2.We collect data,but just look at the numbers.3.We group the data so as to form charts and graphs.4.We use census data with descriptive statistics.5.We use sample data with descriptive statistics.6.We use sample data with inferential statistics.Levels of Analysis:What l

24、evel are we?The Foundation of the Six Sigma ToolsSIGMASIX19 1999 Sigma Consultants,L.L.C.Revision 2.0 October 1,2000Why Six Sigma?Executive Perspective“2,400 process improvements were made,reducing defects by 61 percent-yielding$350 million in annualized cost savings.”-Larry Bossidy,Chairman and Chi

25、ef Executive Officer,AlliedSignal“Six Sigma GE Quality 2000 will be the biggest,the most personally rewarding and,in the end,the most profitable undertaking in our history.”-Jack Welch,Chairman and Chief Executive Officer,GE“There simply arent many skeptics of Jack Welch or Larry Bossidy.While both

26、companies have mentioned Six Sigma,we believe investors have not fully appreciated the power or the potential of this process to generate low-risk earnings growth and share gains.”-Jennifer Pokrzywinski,First Call Report,Morgan Stanley AnalystSIGMASIX20 1999 Sigma Consultants,L.L.C.Revision 2.0 Octo

27、ber 1,2000Why Six Sigma?“Quality.is the next opportunity for our Company to set itself apart from its competitors.Dramatically improved quality will increase employee and customer satisfaction,will improve share price and profitability,and will enhance our reputation.This quality drive will require

28、the passionate commitment of all of you to make it happen.A Six Sigma 2000 target will require a significant commitment of resources and your strong,highly personal commitment to the objective.”J.F.Welch,10/15/95Jack Welchs“Vision 2000”SIGMASIX21 1999 Sigma Consultants,L.L.C.Revision 2.0 October 1,2

29、000Each Black Belt Project averages$250,000 savings to the bottom line.Cost of Poor Quality40%35%30%25%20%15%10%5%3.4233621066,807308,537 691,462Cost of Failure(%Sales)DPMO 6 5 4 3 2 1SigmaA one sigma shift will result in 20%margin improvement,12-18%capacity increase,12%reduction in or redeployment

30、of employees,and 10-30%capital reduction.SIGMASIX22 1999 Sigma Consultants,L.L.C.Revision 2.0 October 1,2000What is Cost of Poor Quality?In addition to the direct costs associated with finding and fixing defects,“Cost of Poor Quality”also includes:The hidden cost of failing to meet customer expectat

31、ions the first time The hidden opportunity for increased efficiency The hidden potential for higher profits The hidden loss in market share The hidden increase in production cycle time The hidden labor associated with ordering replacement material The hidden costs associated with disposing of defect

32、sFor most companies today,the cost of poor quality is likely to be 25%of sales.In almost every company where the COPQ is unknown,the COPQ exceeds the profit margin.SIGMASIX23 1999 Sigma Consultants,L.L.C.Revision 2.0 October 1,2000How far can inspection get us to 6 Sigma?(Distribution Shifted 1.5s)s

33、 s23456PPM308,53766,8076,2102333.4Getting There Through InspectionUnless you have absolutely 100%perfect inspection,the more defects you create,the more defects escape to the customer.Total Defects/UnitEscaping Defects/UnitTheory of DefectsSIGMASIX24 1999 Sigma Consultants,L.L.C.Revision 2.0 October

34、 1,2000Task:Count the number of times the 6th letter of the alphabet appears in the following text.The necessity of training farm hands for first class farms in the fatherly handling of farm livestock is foremost in the minds of farm owners.Since the forefathers of the farm owners trained the farm h

35、ands for first class farms in the fatherly handling of farm livestock,the farm owners feel they should carry on with the family tradition of training farm hands of first class farms in the fatherly handling of farm livestock because they believe it is the basis of good fundamental farm management.Ge

36、tting There Through InspectionSIGMASIX25 1999 Sigma Consultants,L.L.C.Revision 2.0 October 1,2000MotorolaTexas Instruments ABB(Asea Brown Boveri LTD.)AlliedSignal GEBombardierNokiaToshibaDuPontAmerican ExpressBBAFordDow ChemicalJohnson ControlsNorandaCompanies Implementing Six SigmaSIGMASIX26 1999 S

37、igma Consultants,L.L.C.Revision 2.0 October 1,2000Six Sigma OverviewOverall PerspectiveManufacturing Process PictureDefects and VariationVariation and Process CapabilityProcess Capability and ImprovementThe Defect Elimination SystemSIGMASIX27 1999 Sigma Consultants,L.L.C.Revision 2.0 October 1,2000C

38、ustomer Requirements Process Capabilities Technology(Design)Capabilities Materials Capabilities People Capabilities Great DesignsPredictable Flexible FactoriesCustomer DelightSafetyRolled Throughput YieldProduct CostCapacity/Cycle TimeMaterials Management&InventoryOverall PerspectiveSIGMASIX28 1999

39、Sigma Consultants,L.L.C.Revision 2.0 October 1,2000Six Sigma is about identifying/quantifyingand eliminating the Hidden Factory throughDefect Reduction and ultimately Design for 6 Sigma90%Yield After Inspection or TestEach defect must be detected,repaired and placed back in the process.This results

40、in Wasted:Time Money Resources Floor SpaceScrapScrapReworkReworkHidden FactoryNOTOKOperationInputsInspectFinal Test YieldOK90%Customer QualityDefects and the Hidden FactoryThis classic approach to calculating yield does not account for the hidden factory.Described below is any process that meets a c

41、ustomer need SIGMASIX29 1999 Sigma Consultants,L.L.C.Revision 2.0 October 1,2000Rolled Throughput Yield Versus First Time Yield66%90%.why not?ScrapScrap90%Customer QualityReworkReworkHidden FactoryNOTOKYield After Inspection or TestOperationOperationInputsInputsInspectInspectFinal TestFinal TestYiel

42、dYield=OKProcessABC90%Yield90%Yield81%73%Final TestD Using“final test yield”ignores the hidden factory.Final test performance is a function of inspection&test not actual defect data.Rolled-Throughput YieldFinal Test Yield90%Yield66%90%YieldRolled YieldSIGMASIX30 1999 Sigma Consultants,L.L.C.Revision

43、 2.0 October 1,2000What Causes Defects?Excess Variation due to:Manufacturing processesSupplier(incoming)material variationUnreasonably tight specifications(tighter than the customer requires)Inadequate Design MarginUnstable Parts and MaterialsInsufficient Process CapabilitySIGMASIX31 1999 Sigma Cons

44、ultants,L.L.C.Revision 2.0 October 1,2000Dissecting Process CapabilityDefectsProcess CapabilityInadequate Design MarginInadequate Process CapabilityUnstable Parts&MaterialsDefectsAcceptablePremise of 6 Sources of variation can be:IdentifiedQuantifiedEliminated or ControlledLSLUSLSIGMASIX32 1999 Sigm

45、a Consultants,L.L.C.Revision 2.0 October 1,2000How Do We Improve CapabilityOur Outputs(Ys)are determined by our Inputs(Xs).If we know enough about our Xs we can accurately predict Y without having to measure it.If we dont know much about our Xs,then we have to resort to inspection and test(non value

46、 added operations).By knowing and controlling the Xs,we reduce the variability in Y,which decreases the number of defects,improves RTY,cycle time,etc.We can also eliminate or reduce inspection,test,and rework.SIGMASIX33 1999 Sigma Consultants,L.L.C.Revision 2.0 October 1,2000Six Sigma,Metrics and Co

47、ntinuous Improvement Six Sigma is characterized by:defining critical business metrics tracking them improving them using proactive process improvementSix Sigmas primary metric is Defects per Unit(DPU),which is directly related to Rolled Throughput Yield(Yrt)Yrt=e-dpuCost of Poor Quality and Cycle Ti

48、me(Throughput)are two othersSIGMASIX34 1999 Sigma Consultants,L.L.C.Revision 2.0 October 1,2000SUPPLIERProcess Step 1Processstep 2CUSTOMERProcessstep 3RECORDDEFECTSRECORD DEFECTSRECORD DEFECTSRECORDDEFECTSRECORDDEFECTSMEASURECONTROLIMPROVEANALYZECONTINUOUS IMPROVEMENT MODELPROCEDURETIMEGOALTREND CHA

49、RTACTION PLANACTIONNAMEDATEVital Few IdentificationContinuous ImprovementThe following visual illustrates how the system can workY1Y2Y3YrtSIGMASIX35 1999 Sigma Consultants,L.L.C.Revision 2.0 October 1,2000MetricsDefects per unit(DPU)drives plant-wide improvementDefects per million opportunities(DPMO

50、)allows for comparison of dissimilar productsSigma level allows for benchmarking within and across companiesSIGMASIX36 1999 Sigma Consultants,L.L.C.Revision 2.0 October 1,2000Calculating the Product Sigma-Level Calculate Defects per Unit(DPU):DPU=Total#of DefectsTotal#of Units Produced Calculate Def