福特汽车培训材料——6sigma推行精编版.pptx

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1、 Six Sigma By Daniel WuFord Lio Ho Motor Company 精品资料网1OutlineqQuality levelqWhat is Six sigma?qWhy we need Six sigma?qDevelopment and Deployment strategyqHow Six sigma merges into our daily business?精品资料网2Overview-Four Quality GurusuHistorically companies have focused on quality issues for customer

2、 satisfaction uPrior to six sigma there were four key quality gurus that most companies quality programs followeduDeminguJuranuCrosbyuTaguchi 精品资料网3DemingDeming taught:Importance of understanding variation in work processesRole of management in leading for qualityApplication of statistics Plan-Do-Ch

3、eck-Act 精品资料网4Demings Contribution to ProfitabilityEXTERNALINTERNALCUSTOMERSATISFACTIONMARKETSHAREPROFITPRODUCTIVITYQUALITY-Better products&services-Improved processes-Compete with valuePRICE-Compete with Price-Decreased cycle time-Eliminate set-up timesCOST-Opportunity for profitPRODUCT QUALITYPROC

4、ESS QUALITY-Reduce rework-Eliminate in-process inspection-Reduce scrap-Increase product life-Eliminate incoming testingPlanDoCheckAct 精品资料网5Juran Juran taught:Breakthrough performancePareto effectImportance of management principlesQuality by design and planning 精品资料网6Jurans ContributionPlanningCost

5、of Poor Quality(Percent of operating costs)Production BeginsOriginal zone of process controlNew zone of process control020400ControlTimeImprovementLessons LearnedSporadicspike fromobservedproblemChronic Waste(an opportunityfor improvement)ControlSpecial cause variationCommon cause variation 精品资料网7Cr

6、osbyCrosby taught:Customer requirement is performance standardQuality maturity is a journeyPreventive action as basic approach 精品资料网8TaguchiTaguchi taught:Cost of poor quality is loss to society as a wholeRobust quality is designed for consistent productionDesign control is more important than produ

7、ction control 精品资料网9Taguchis ContributionLower Specification LimitUpper Specification LimitNominal ValueRegion ofCustomerComplaintsRegion ofCustomerComplaintsRegionofQuestionablePerformanceRegionofQuestionablePerformanceRegion ofSpecifiedPerformanceMeanLowerControlLimitUpperControlLimitRegion ofDesi

8、redPerformanceCost 精品资料网10What Are the Limits to Improvement?2 Sigma3 Sigma4 Sigma5 Sigma6 SigmaBasic Quality ToolsStatistical ToolsDesign for Six Sigma(DFSS)Basic Tools WallDesign WallClean Sheet 精品资料网11Challenge in the millenniumQuestion confronting business leaders and managers:It is not:“How do

9、we succeed?”Its:“How do we stay successfully?”精品资料网12Change“It is not the strongest that survive,nor the fittest,but thosemost able to adapt to change.”Charles DarwinThe Origin of Species“People do not resist change,people resist being changed.”Beckhard 精品资料网13ChallengeuResistance-the universal reac

10、tion to change.uTechnical resistanceuPolitical resistanceuOrganizational resistanceuIndividual resistance 精品资料网14Six Sigma?uSix Sigma is not a business fad tied to a single method or strategy,but rather a flexible system for improved business leadership and performance.uIt is not about theory,its ab

11、out action.精品资料网15Passion+Execution=Fast and Lasting ResultsSix Sigma FocusuDelighting the customer through flawless executionuRapid breakthrough improvementuAdvanced breakthrough tools that workuPositive and deep culture changeuReal financial results that impact the bottom line 精品资料网Sigma is a stat

12、istical unit of measure 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 1.5s)2308,537366,80746,210523363.4 PPMProcessCapabilityDefec

13、ts per Million Opp.Six Sigma corresponds to parts per billion if process is centeredSix Sigma-Goal 精品资料网3 Sigma 6 Sigma5 Sigma4 Sigma 93.32%99.379%99.9767%99.99966%HistoricalCurrentIntermediateLong-termSigmaLong-Term YieldStandardSix Sigma-Performance Target 精品资料网.To ProduceImproved Rolled Throughpu

14、t Yield,Defects Per Unit,&Defects Per Million OpportunityReduced Cost of Poor Quality(COPQ)Improved Capacity and ProductivityReduced Variation In Our Processes/Products$sA Problem Solving Methodology 精品资料网CharacterizeOptimizeBreakthroughUSLTLSLUSLTLSLTUSLLSLUSLLSLThe StrategyCustomer Focused-Both In

15、ternally&Externally 精品资料网Which Business Function Needs It?As long as there is a process that produces an output whether it isa manufactured 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

16、 SigmaMethodsMFG.DESIGNSERVICEENGMAINT.ADMIN.QAPURCH.精品资料网Data 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 only use experience,not data.2.We collect data,but just look at the n

17、umbers.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 level are we?The Foundation of the Six Sigma Tools 精品资料网The Role of Si

18、x Sigma Six sigma is the best means to realize the philosophy,values,and goals associated with your business initiatives.Region BA6 LinkingPinsBusiness Area InitiativesIt unifies the initiatives and provides a common language which all people can understand and speak.精品资料网23How Do We Improve Capabil

19、ityOur 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 added operations).By knowing and controlling the Xs,we reduce the varia

20、bility in Y,which decrease the number of defects,improves RTY,cycle time,etc.We can also eliminate or reduce inspection,test,and rework.精品资料网The Sources of Six Sigma Qualityby controlling.by designing.ContinuouslyReduceProcessVariabilityTighter Upper&Lower LimitsTarget valuesLower Limits1.Design bes

21、t target for performance2.Design system values to reduce variability of performance-AttractiveImplicitWasteExpressedQ1.If provided would you be.indifferent?.happy?Q2.If not provided.indifferent?.unhappy?Q3.If not provided.indifferent?.unhappy?-by listening.to what the customer says he/she wants.perf

22、ormance tolerant to real world.process variability,not by inspection of defective output 精品资料网25Developing and Reinforcing ValuesCycle ofRefinementVALUESVALUESBEHAVIORBEHAVIORATTITUDESCULTURE 精品资料网26The Role of LeadershipNewQuestionsNewValuesNewMeasuresLeadership(Humility/Listening)NewBehaviors 精品资料

23、网27Leadership plays the roleuValues are a function of behaviorsuMeasuring the right things is key uChange must be supported and driven from the topuWill is a key element for a successful deployment 精品资料网28Why are we here?“There is a recognition that leadership needs to be a key component of Consumer

24、 Driven 6-Sigma within any organization trying to undertake 6-Sigma deployment.”Mikel Harry/Richard Schroeder 精品资料网29Whats In It For Me?“the best statistical analysis in the world is useless if those handling the information are paralyzed by corporate fear.When data suggests one direction but corpor

25、ate culture or convention dictates another,fear can rule and the potential for change is lost.Only strong leadership can eradicate the fear factor and allow an organization to realize its potential.Statistics alone cannot achieve breakthrough.”Mikel Harry/Richard Schroeder 精品资料网30Define Future State

26、Leadership in Six SigmaOrientationPresent StateFuture StatePTSLeadership SkillsBusiness BasicsProject ManagementPersonal DevelopmentPTSPTSPTSPTSDEFINEMEASUREANALYZEIMPROVECONTROLDefinePlanManageCloseTeam ManagementTeam DevelopmentMeeting FacilitationTeam ManagementDevelop Transition PlanChange Manag

27、ementAnalyze Present State 精品资料网31Six sigma structureuStrategy Consumer-driven,focus on product,process,and service.uOrganizationAll-function involvement and Personal Development.uPolicyCompany-wide engagement,HR,IT,and Finance support.uManagementProject,Team,and Change Management.精品资料网32Deployment

28、StructureMaster Black Belts(Full-Time)Project Champions(Part-Time)Black Belts(Full-Time)Green Belts(Part-Time)Executive Leadership(Part-Time)Deployment Directors(Full/Part-Time)精品资料网336 Project Champions6 Deployment Champion(s)SMBusiness Unit LeaderCEO Corporate 6 Senior ChampionSMHR DeploymentChamp

29、ionSMIT DeploymentChampionSMFinance DeploymentChampionSMPRDeploymentChampionSMBusiness OperationsLeaders6 HR Manager6 Financial ManagerGreen BeltsSM6 IT ManagerTrainingDeploymentChampionSM6 MasterBlack BeltsSM6 Comm.Manager6 Training Manager6 Project ChampionsSM 6 Black BeltsSM6 Deployment Infrastru

30、cture6 Executive CouncilSix Sigma Deployment Roles 精品资料网34Phase ICascadinguEstablish deployment structureuExecutive,top management,champion awareness traininguBlack Belt traininguTools implementation traininguLeadership training 精品资料网35Phase IIAccelerate developmentuDeployment structure implementati

31、on and disposition in each function.uEvery salary is GB.uBegin to implant into current quality system.uISO14000 and QS9000 integration.精品资料网36Phase IIIIntegrationuImplant six sigma methodology in other quality toolsuPartnership with other quality system.uSix sigma training to supplier and franchise.

32、uSix sigma in daily business.uDFSS(Design for Six Sigma).uBB/MBB in leadership position.精品资料网37It is All about ValueThe Customer Value PropositionDefinesBusiness StrategyuCustomers choose to buy from us because.uInvestors entrust their money to us because.uEmployees choose to work for us because.精品资

33、料网38Three Customer Value Proposition StrategiesuProduct differentiationuOperational excellenceuCustomer partnershipsCompetitive advantage!精品资料网39Consumer v.s.ProduceruCustomers higher expectationuDefect-free qualityuProductuServiceuProducer-planning for changes to meet customer requirements.uStrateg

34、ic:changing the way every level of a business is managed on a daily basis.uTactical:six sigma methodology and cross-functional.uCultural:out of box thinking,everyone involved and common language is data.Customers want to purchase high quality products and services at the lowest cost,just as companie

35、s want to produce high quality goods and services at the lowest possible cost.精品资料网40Maximizing Customer ValueDeriving value from the Need-DoInteraction ModelNeedDoCustomers and suppliers exchange valuethrough the Need-Do interaction.CustomerSupplierInteraction 精品资料网41Value-Capturing the voice of Cu

36、stomersuPartial Kano AnalysisDegree of AchievementCustomer Satisfaction Surprise:“Ergonomically Delighting”Desire:“Operate Quietly”Necessities:“Doesnt Fail Mechanically”“Doesnt Fail Electrically”“Is Durable”BasicQualityPerformanceQualityExcitementQuality 精品资料网42Business initiativesDeliveryCostCustom

37、er requirementsQualityWhen we say something is a CTQ,can we describe it fromCustomers perspective?Our perspective?Can we demonstrate the relationship?PRODUCTQUALITYSHIPMENTACCURACYCONDITIONFILL RATE/ON-TIME DELIVERYORDER SERVICE/INFORMATIONPROFITABLECUSTOMERGROWTHCustomer Satisfaction 精品资料网43Buildin

38、g the relationshipInternalOthersExternalSegmentDatabases from VOCData extraction&transformation Departmental data martIntelligence reports for projectsCorrelationanalysis 精品资料网44Data transformationuWhat should we do to make it easily accessible as information to managers and subordinates?uWhat sort

39、of analysis can we conduct?uHow does that analysis add value?uHow can we further extend the value of our data analysis?精品资料网45Opportunity and alternativeuFocus on the best opportunitiesuStratify to define target arenasuDefine real optionsuBuild a portfolio of opportunities to pursueuMeet customer re

40、quirements by running the business as we do?uOr need to change to get prodigious improvement?Six sigma?精品资料网46Consumer-driven six sigmauRequires consumer strategy,product strategy,and infrastructure strategy and link them inextricably together.uConducts business through the consumers eyes and shares

41、 unfiltered insight within the enterprise.uCreates a compelling consumer experience and innovates services as well as products.uAdds value in the eyes of the consumer.uIntegrates the product and information.精品资料网47Transforming Customer Feedback Into SAQ and then Six sigma ProjectsSingle Agenda for Q

42、uality and Customer SatisfactionTop 25 issuesDevelopActionable ProjectsIdentify GenericCritical XsHigh MileageDFSSNew Product ContentMeasure and Monitor Critical XsIdentify Critical Xs Out of SpecificationDevelop Action to Restore Critical Xs MBB ActionVRT(Process owner)Black Belt Project LeaderFPS&

43、Plant OperationsFPS&Plant OperationsQOSDMAICGreen Belt Projects 精品资料网48Consumer Driven 6-Sigma offers a structured problem solving methodology to achieve break-through improvements by systematically identifying root causes and eliminating them using an integrated set of statistical tools,problem sol

44、ving techniques,data,and disciplines.Six Sigma in process improvementImproveControlDefineMeasureAnalyzeModifyDesign?NoYesRedesign 精品资料网49Six Sigma MindsetDefineMeasureAnalyzeImproveControlWhat does the customer want?What is the defect we want to reduce?Are we sure we can trust the data?What does the

45、 data tell us?What are the main influencing factors?Does the data confirm this?What are we going to change?Is improvement tangible and optimal?How are we going to maintain the improvement forever?How to cascade feedback to system?Jonathan Holbrook6 Sigma Deployment 精品资料网50DEFINE PROBLEM/ISSUEStrateg

46、yPrevent defect(s)Eliminate defect(s)CHARACTERIZEDEFINEOPTIMIZEVERIFYMEASUREANALYZEIMPROVECONTROLBlack belt project toimprove mfg.capabilityMfg.process cannot provide sufficient improvement.Need reduced product sensitivity to mfg.noise.The Overall Perspective:DMAIC and DCOV 精品资料网51Breakthrough Impro

47、vement5 S workplaceVisual FactoryStandardized WorkDMAICQuality ToolsSix Sigma MethodologyPhaseWorld class qualityWe cant sustain a visual factory without 5SWe cant sustain standardized work without visual factory We cant sustain six sigma without standardized workQuality tool is the engine,Six sigma

48、 is Turbo-chargeDFSSWe cant meet six sigma without six sigma discipline 精品资料网52Is 6-Sigma a strategic process for your business or is it just one of several?Is 6-Sigma a means to transforming our culture or just tool?Do we want to use 6-Sigma in the same disciplined manner as we use our financial op

49、erating system?Do we want to take steps to drive 6-Sigma accountability deep into the organization through 6-Sigma target setting and incentives for superior performance?Does the data driven step-by-step process show up in the way we address most issues and discussions?Required Mgt.Confirmation6-Sig

50、ma viewed as a strategic initiative,driving major cultural changesConsistent view across managementAccountability for results is enforced by breaking down 6-Sigma targets for each line organization Rewards and incentives are tied directly to 6-Sigma bottom line results Adopted by all organizations a