6SIGMA——黑带培训教材.ppt

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1、6SIGMA黑带培训教材 Introduction to Six sigmaA Data Driven Analysis and Scientific Approach to A Data Driven Analysis and Scientific Approach to Business Excellence.Business Excellence.用用6 6西格马数据驱动和科学方法来达致营运卓越。西格马数据驱动和科学方法来达致营运卓越。6 S I G M A Topics of discussion 讨论课题讨论课题Six Sigma System and DeploymentSix S

2、igma System and Deployment 六西格马系统和推广六西格马系统和推广I.Deployment I.Deployment 推广推广n nSix sigma deployment process Six sigma deployment process 六西格马导入过程六西格马导入过程n nSome important deployment observations Some important deployment observations 导入过程中的重要发现导入过程中的重要发现II.Roles and Responsibilities II.Roles and Resp

3、onsibilities 六西格马的角色扮演六西格马的角色扮演n nCross functional role Cross functional role 跨功能角色跨功能角色n nSix sigma role Six sigma role 六西格马角色六西格马角色n nCritical mass Critical mass 关键群体（人数）关键群体（人数）III Six sigma DMAIC training III Six sigma DMAIC training 六西格马六西格马DMAIC DMAIC 培训培训n nPTAR learning process PTARPTAR lear

4、ning process PTAR学习过程学习过程n nDMAIC training for BB and GB DMAIC DMAIC training for BB and GB DMAIC 黑带和绿带培训黑带和绿带培训n nTrainings commitment Trainings commitment 培训的承诺培训的承诺 Topics of discussion 讨论课题讨论课题 Project selection Project selection 项目选择项目选择n nProject selections approaches -Flow Down/Up ApproachPro

5、ject selections approaches -Flow Down/Up Approach 项目选择方法项目选择方法-由下至上由上至上由下至上由上至上n nHarvesting the fruits of Six Sigma Harvesting the fruits of Six Sigma 收获六西格马的成果收获六西格马的成果n nProject Authorization Project Authorization 项目授权项目授权n nThe focus of Six Sigma project The focus of Six Sigma project 六西格马项目的焦点六

6、西格马项目的焦点Difference between Six Sigma Breakthrough Improvement and ISO/Difference between Six Sigma Breakthrough Improvement and ISO/QS Certification -Customers expectation QS Certification -Customers expectation 六西格马突破性改善同六西格马突破性改善同ISO/QSISO/QS认证之间的区别认证之间的区别-客户满意度的客户满意度的区别区别Six sigma Benefits Six si

7、gma Benefits 六西格马的效益六西格马的效益Six Sigma in general Six Sigma in general 六西格马概要六西格马概要Six Sigma Quiz for executives Six Sigma Quiz for executives 六西格马高层管理层的测验六西格马高层管理层的测验“The problems we face today cannot be solved at the same level of thinking we were at when we created them.”“如果我们的思维能力还是停留在之前的层次上，那么我们今

8、天所面对的问题就无法得到解决。”Albert Einstein 阿尔伯特 爱因斯坦 The history of Six Sigma 六西格马的发展历史六西格马的发展历史Six Sigma founded by 六西格马源于“摩托罗拉必须导入六西格马，因为我们在市场竞争摩托罗拉必须导入六西格马，因为我们在市场竞争中不断被外国公司击败，这些公司能够以更低的成中不断被外国公司击败，这些公司能够以更低的成本生产出质量更好的产品！本生产出质量更好的产品！”Bob Galvin Bob Galvin 摩托罗拉的经验n n19781978，一日本企业收购了摩托罗拉的电视机制造业务，一日本企业收购了摩托罗拉

9、的电视机制造业务n n19811981年年,摩托罗拉培训中心成立摩托罗拉培训中心成立,定下了要在五年内达成十倍品定下了要在五年内达成十倍品质改善的目标质改善的目标,很可惜，各部门仍然保持各自衡量品质的公制很可惜，各部门仍然保持各自衡量品质的公制.n n19871987年，公司决心全面推广六西格马年，公司决心全面推广六西格马,定下了四年品质改善百定下了四年品质改善百倍的目标倍的目标,统一了衡量公司品质的公制统一了衡量公司品质的公制,如如DPPM,DPMODPPM,DPMO和和Sigma,Sigma,当时现状为当时现状为4Sigma.4Sigma.n n19881988年年,摩托罗拉公司赢得了美国

10、全面优质管理奖摩托罗拉公司赢得了美国全面优质管理奖(Malcolm(Malcolm Baldrige)Baldrige)后，后，6 Sigma6 Sigma概念开始普及概念开始普及n n19921992年，摩托罗拉，柯达，年，摩托罗拉，柯达，ABB,IBM ABB,IBM 和德州仪器开始了黑带和德州仪器开始了黑带培训和角色扮演培训和角色扮演n n1993199519931995年，摩托罗拉聘请了四万新雇员，免去了面年年，摩托罗拉聘请了四万新雇员，免去了面年4040小时的品质培训，当时公司收入增长幅度为小时的品质培训，当时公司收入增长幅度为27%,27%,品质水平为品质水平为5.25.2Sigm

11、a,Sigma,拥有拥有60%60%的市场的市场George Fisher George Fisher 去了柯达去了柯达n n19981998年，摩托罗拉在移动电话的市场占有率只剩下年，摩托罗拉在移动电话的市场占有率只剩下34%,34%,而年而年增长幅度只有增长幅度只有5%.5%.Japan vs USA in world market shares 日本和美国的世界市场占有率USA Japan20%40%60%80%80%80%100%78 79 80 81 82 83 84 85 86 87 88 89 90 91 92 93 SemiconductorsEquipmentsCompute

12、rs Six Sigma Expansion 六西格马的发展六西格马的发展n n1987 92 1987 92 Motorola Motorola n n1990 Six sigma Research Institute Consortium 1990 Six sigma Research Institute Consortium n n1990 93 Texas Instruments,IBM,Polaroid.1990 93 Texas Instruments,IBM,Polaroid.n n1994 Allied Signal.1994 Allied Signal.n n1995 Gen

13、eral Electric 1995 General Electric n n1996 Intel,Citibank.1996 Intel,Citibank.n n1998 99 NEC,Sony,Samsung,Fiat,Nokia.1998 99 NEC,Sony,Samsung,Fiat,Nokia.Six Sigma is all about making money!六西格马是利润至上，获得高利润才是硬道理！六西格马是利润至上，获得高利润才是硬道理！Six Sigmas proven Track RecordAnnualized Savings Allied Signal$800 m

14、illion General Electric$1 billion Polaroid$100 millionTexas Instruments$360 million So,what is a six sigma company?六西格马公司是怎样的？六西格马公司是怎样的？A company driven to achieve its vision by focusing on customers,A company driven to achieve its vision by focusing on customers,people and processes.people and pro

15、cesses.一家六西格马公司会把焦点放在客户，员工和过程上，持续朝一家六西格马公司会把焦点放在客户，员工和过程上，持续朝着所定下的远景目标迈进着所定下的远景目标迈进The three principal methods are:The three principal methods are:三种采用的主要方法是：三种采用的主要方法是：Customers,PeopleAnd Processes FocusedDMAIC improvement methodology Design For Six SigmaBusiness Processes Management Six Sigma Prac

16、titioners-GE六西格马的开拓者通用电气六西格马的开拓者通用电气“Six Sigma is the most important initiative GE has ever“Six Sigma is the most important initiative GE has evertakentaken its part of the genetic code of out future its part of the genetic code of out futureleadership”leadership”“六西格马是通用电气所有大型推广项目中最具重要意六西格马是通用电气所有大

17、型推广项目中最具重要意义的义的.它将成为公司现在和将来的管理模式，同样它将成为公司现在和将来的管理模式，同样运用于公司未来的发展中运用于公司未来的发展中”Jack Welch,Ex-CEO for GE Jack Welch,Ex-CEO for GE Six Sigma Practitioners-GE六西格马的开拓者通用电气六西格马的开拓者通用电气Six Sigma companies tend to Six Sigma companies tend to do well in marketdo well in marketcapitalization.capitalization.实施六

18、西格马的公司在市场实施六西格马的公司在市场资本化方面将会做的更好资本化方面将会做的更好Analyst may raise earningsAnalyst may raise earningsexpectation if a Six Sigma expectation if a Six Sigma initiative is made public.initiative is made public.公司对外宣布实施六西格马后，公司对外宣布实施六西格马后，市场分析家调高利润预测市场分析家调高利润预测General Electrics Stock Performance.通用电气的股票表现 Whe

19、re does industry normally stand?目前工业的正常水准在何处？7西格马程度西格马程度1,000,000100,00010,0001,000100101PPMRestaurant BillsDoctor Prescription WritingPayroll ProcessingOrder Write-upJournal VouchersWire TransfersAirline Baggage HandlingPurchased Material Lot Reject Rate国内航线航空国内航线航空死亡率死亡率(0.43 PPM)(with 1.5 shift)世

20、界一流世界一流一般公司一般公司 345621IRS-Tax Advice(phone-in)(140,000 PPM)So,where are you?那么，贵公司处于哪个那么，贵公司处于哪个水平呢？水平呢？What is Six Sigma?什么是六西格马？什么是六西格马？Six Sigma is a Culture and Language commonly used.六西格马是一种文化和共同语言.Strategy fail when culture doesnt adapt!企业的文化如果不改变，就会导致战略的失败！六西格马成败的因素六西格马成败的因素美国著名的管理学家，霍德盖茨先生曾出

21、：.当战略和文化发生冲突时,文化恒胜;2.当企业文化与变革的精神不相容时,变革的努力将遭到失败.What is Six Sigma?是么是六西马？是么是六西马？突突 破破 性性 的的 方方 法法Define Define 定义定义Measure Measure 测量测量Analysis Analysis 分析分析Improve Improve 改善改善Control Control 控制控制 Complete picture of Six Sigma DMAIC Approach?P PDefine Opportunities(project chart)MeasureSymptom/effe

22、ct(Where are we)AnalysisProblem/Cause)(Screen and findThe root cause)ImprovePerformance(Solutions)Control KPIVs(Sustain the gain)Six sigma projects targeted at critical aspects of the business with opportunity for improvement assigned to full-time Black BeltsQFD Project planning/managementTools COQP

23、rocess mappingSeven QC toolsCause and Effe.AnalysisBrainstormingFMEACapability analysisMSACentral limitMulti-vari.analyHypothesis Normality TestTest for Equal Variances ANOVANon-parametricCorrelation TestRegression SPCPre-control MethodAlternative Control chartsError proofingVisual controlOrganizati

24、on Learning Full factorial Center pointFactional-Factorial DesignBlockingTagaguchi Desi.Multiple LinearResponse surfaceEVOP Top management support,six sigma Infrastructure,Financial engagement,Customer-focused Data driven analysis,Common 6 sigmametrics,Commitment from BB,One same language,Complete c

25、ulture/behavioral change,MOC 六西格马六西格马DMAIC 战略的概括图战略的概括图?P P定义机会（项目章程)测量症状结果(目前状况)分析问题原因(根本原因）改善绩效水平(解决方案)控制 KPIVs(保持成果)六西格马项目以关键营运过程的改善机会为目标，由全职黑带实施QFD 项目策划和管理工具COQ过程图QC 七大工具因果关系分析头脑风暴FMEA过程能力分析测量系统分析MSA中央极限定理多变量分析假设性试验 正态检验均方差分析 ANOVA非参数检验相关性分析回归分析 统计过程控制预先控制图其他控制图防错图象控制组织学习系统思考全因子DOE 中央点部分因子分析障碍田口

26、设计线形分析反应表面分析EVOP 高层支持，西格马结构；财务参与;客户焦点数据驱动分析;6sigma量度,黑带承诺;奖励和承认;文化/行为改变共同语言;变革管理(MOC)Application of Six Sigma.六西格马的运用.Is to reduce“defects”and.Is to reduce“defects”and.六西格马的运用就是减少缺陷，六西格马的运用就是减少缺陷，Six Sigma Six Sigma DefectDefect is anything blocking or inhibiting a process or is anything blocking or

27、 inhibiting a process orservice.service.六西格马六西格马缺陷缺陷缺陷缺陷就是任何阻碍或抑制过程或服务圆满完成的事物就是任何阻碍或抑制过程或服务圆满完成的事物I forgot it(I forgot it(我忘记了）我忘记了）Ill correct it(Ill correct it(我会改正）我会改正）It takes too long(It takes too long(耗时太长）耗时太长）I didnt like it(I didnt like it(我不愿意我不愿意.).)We are off schedule(We are off schedul

28、e(我们延误了进度）我们延误了进度）It was a waste of time(It was a waste of time(这是在浪费时间）这是在浪费时间）I dont have the answer for that(I dont have the answer for that(我没有答案）我没有答案）We are sorry,we are usually better than that We are sorry,we are usually better than that（抱歉，我们通常不是这么差）（抱歉，我们通常不是这么差）Six sigma as a business str

29、ategy 六西格马做为一个营运战略六西格马做为一个营运战略 The goal of the Six Sigma business strategy is to make fewer mistakes in The goal of the Six Sigma business strategy is to make fewer mistakes in every aspect of our businessevery aspect of our business六西格马营运战略的目标就是使营运过六西格马营运战略的目标就是使营运过 程的每一个环节所犯的失误减至最小程的每一个环节所犯的失误减至最小

30、.from manufacturing to delivery from manufacturing to delivery 从制造到出货从制造到出货from paying suppliers to invoicing customersfrom paying suppliers to invoicing customers从供应商付款到与客从供应商付款到与客户结帐户结帐from hiring to performance appraisals from hiring to performance appraisals 从员工招聘至其工作绩效评定从员工招聘至其工作绩效评定from taking

31、 a phone call to setting a travel itinerary from taking a phone call to setting a travel itinerary 从电话预约到出从电话预约到出差日程安排差日程安排Basically ALL!Basically ALL!所有的环节！所有的环节！As a business strategy,Six Sigma can help a company secure a competitive As a business strategy,Six Sigma can help a company secure a com

32、petitive edge.edge.做为一个营运战略，六西格马可以使一个企业保持竞争优势！做为一个营运战略，六西格马可以使一个企业保持竞争优势！How does Six Sigma make the difference?六西格马如何制造这些差别？六西格马如何制造这些差别？n nwhy Six Sigma?why Six Sigma?为什么是六西格马，而不是其他工具？为什么是六西格马，而不是其他工具？n nVision Vision 远景远景n nPhilosophy Philosophy 理念理念n nVehicle for Vehicle for 的工具的工具customer focus

33、 customer focus 关注客户关注客户breakthrough improvement breakthrough improvement 突破性改善突破性改善continuous improvement continuous improvement 持续改善持续改善people involvement people involvement 全民参与全民参与n nAggressive goal Aggressive goal 进取的目标进取的目标n nMetrics(standard measurement)Metrics(standard measurement)公制（测量标准）公制

34、（测量标准）n nMethod Method 方法方法 Ask yourself.are this the key objectives of your company?这些是贵公司的主要目标吗？这些是贵公司的主要目标吗？n nImprove time to market for all products Improve time to market for all products 提高所有产品占领时提高所有产品占领时常的时间常的时间n nLead the industry in key technology Lead the industry in key technology 行业领先，

35、技术领先行业领先，技术领先n nCreate world-class manufacturing processes Create world-class manufacturing processes 世界级的制造世界级的制造过程过程n nDevelop strategic supplier relationships Develop strategic supplier relationships 与供应商发展战略合与供应商发展战略合作伙伴关系作伙伴关系n nProvide best-in-class products and process quality Provide best-in

36、-class products and process quality 制造质量一制造质量一流的产品流的产品n nBecome an employer of choice Become an employer of choice 成为员工首选的公司成为员工首选的公司 What are we doing to achieve those objectives?如何实现这些目标？如何实现这些目标？Six Sigma (DMAIC and DFSS)Lean Manufacturing 精益制造精益制造Supply Chain Management 供应链管理供应链管理Customer Relati

37、onship Management 发展客户战略伙伴关系发展客户战略伙伴关系Balance Scorecard 平衡积分卡平衡积分卡 Many others 其他其他 Why are we pursuing Six Sigma?为什么追求六西格马？为什么追求六西格马？We recognize the need for an improved quality management We recognize the need for an improved quality management system and .system and .我们迫切需要一个最好的品质管理系统我们迫切需要一个最好的

38、品质管理系统.There are various but.There are various but.Six Sigma is the best!(updated,complete,comprehensive,Six Sigma is the best!(updated,complete,comprehensive,structured,systematic,quantifiable and scientific approach)structured,systematic,quantifiable and scientific approach)我们有很多选择，但六西格马可算是最先进，完整，

39、完善，我们有很多选择，但六西格马可算是最先进，完整，完善，组织化，系统化，量化的科学方法组织化，系统化，量化的科学方法 6 Sigma Vision 六西格马远景六西格马远景The vision of Six Sigma is to delight customers by is to delight customers by delivering world-class quality products through the delivering world-class quality products through the achievement of six sigma levels

40、 of performance in achievement of six sigma levels of performance in everything we doeverything we do.六西格马远景就是在每一件事中，在每一层次就是在每一件事中，在每一层次都达到六西何马水准，为客户提供世界级品质水都达到六西何马水准，为客户提供世界级品质水平的产品，从而最大限度地满足客户的要求平的产品，从而最大限度地满足客户的要求 Measure Everything That Results In Customer Satisfaction 对所有影响客户满意度的因素进行测量对所有影响客户满意

41、度的因素进行测量 The customer supplier interaction 客户与供应商的相互关系客户与供应商的相互关系Above interaction is the famous“Need Do Interaction”!Above interaction is the famous“Need Do Interaction”!上面的关系就称为上面的关系就称为“需要和做的关系需要和做的关系”！CustomerQualityDeliveryPriceDefectsCycle timeCostSupplier Asking the customer:Kano Model 客户需求：客户

42、需求：Kano 模式模式n nIt helps employees It helps employees set priorities set priorities Dont work on Delighters Dont work on Delighters until Must Bes are in until Must Bes are in placeplacen nIt helps you avoid It helps you avoid the trap of thinking the trap of thinking that“no complaints that“no compl

43、aints means customer means customer satisfaction!”satisfaction!”Delight Delight NeutralDissatisfiedMust beMust beMore is betterDelightersAbsent Fulfilled-Dr.Noritaki Kano Example of Kano Model:buying a carExample of Kano Model:buying a carWhat happens if theWhat happens if the“must bes”are absent bu

44、t you have the“delighters”and the“more”must bes”are absent but you have the“delighters”and the“more”is better?is better?Delight Delight NeutralDissatisfiedMust beMore is betterDelightersAbsent Fulfilled Gas MileageLuggage space4 wheels Working engineLeather seatsAlloy wheels Metallic paint A loyal c

45、ustomer 忠实的客户忠实的客户 Loyal Customer Is one who rates a 5 inIs one who rates a 5 inAll three areas.All three areas.Customer willRepurchase fromYour organization Customer perceives Value relative to the competitionCustomer willRecommended The product Six Sigma Philosophy 六西格马理念六西格马理念The Philosophy of Si

46、x Sigma is to apply a is to apply a structured,systematic approach to achieve structured,systematic approach to achieve breakthrough improvement across all areas of our breakthrough improvement across all areas of our business.business.六西格马理念是透过应用有结构，系统的方法，使营运过程中所有的环节都达到突破性的改善 whats the strategy:战略含

47、义战略含义n nknow whats important to the customerknow whats important to the customer 了解客户重视的地方（了解客户重视的地方（CTxs)CTxs)n nReduce defectsReduce defects 减少缺陷减少缺陷n nCenter around the targetCenter around the target 以目标为中心以目标为中心n nReduce variation Reduce variation 减少变异减少变异 variation is evil!变异是魔鬼变异是魔鬼Traditional

48、 view:“Goalpost”Traditional view:“Goalpost”Taguchi view:Variation is the Taguchi view:Variation is the Mentality enemy Mentality enemy LSLLSLUSLUSL任何落在规格尺寸之外的产品，意味着质量的损失任何偏差均对社会造成损失 Quality Concept 品质概念品质概念n nQuality means conformance to requirements.Quality means conformance to requirements.品质意味着符合

49、品质意味着符合要求。要求。n nQuality improvement means minimum variability from the Quality improvement means minimum variability from the target.target.品质改善意味着把目标的变异减至最低。品质改善意味着把目标的变异减至最低。So attaining certification like ISO/QS vs six sigma can be So attaining certification like ISO/QS vs six sigma can be unders

50、tood as maintaining quality conformance vs achieving understood as maintaining quality conformance vs achieving breakthrough improvement.breakthrough improvement.Goal:Process centering and variation reduction 目标：过程置中和减少变异 The Sigma Strategy 西格马战略西格马战略n nCharacterize(define,measure phase)特征描述（定义，测量阶段