6sigma的基本术语及定义-英文版.pptx

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1、 Six Sigma By Daniel WuFord Lio Ho Motor Company1Outlineq Quality levelq What is Six sigma?q Why we need Six sigma?q Development and Deployment strategyq How Six sigma merges into our daily business?2Overview-Four Quality Gurusu Historically panies have focused on quality issues for customer satisfa

2、ction u Prior to six sigma there were four key quality gurus that most panies quality programs followedu Demingu Juranu Crosbyu Taguchi3DemingDeming taught:Importance of understanding variation in work processes Role of management in leading for quality Application of statistics Plan-Do-Check-Act4De

3、mings Contribution to ProfitabilityEXTERNALINTERNALCUSTOMERSATISFACTIONMARKETSHAREPROFITPRODUCTIVITYQUALITY-Better products&services-Improved processes-Compete with valuePRICE-Compete with Price-Decreased cycle time-Eliminate set-up timesCOST-Opportunity for profitPRODUCT QUALITYPROCESS QUALITY-Redu

4、ce rework-Eliminate in-process inspection-Reduce scrap-Increase product life-Eliminate in ing testingPlan DoCheck Act5Juran Juran taught:Breakthrough performance Pareto effect Importance of management principles Quality by design and planning6Jurans ContributionPlanningCost of Poor Quality(Percent o

5、f operating costs)Production BeginsOriginal zone of process controlNew zone of process control020400ControlTimeImprovementLessons LearnedSporadicspike fromobservedproblemChronic Waste(an opportunityfor improvement)ControlSpecial cause variationCommon cause variation7CrosbyCrosby taught:Customer requ

6、irement is performance standard Quality maturity is a journey Preventive action as basic approach8TaguchiTaguchi taught:Cost of poor quality is loss to society as a whole Robust quality is designed for consistent production Design control is more important than production control9Taguchis Contributi

7、onLower Specification Limit Upper Specification Limit Nominal ValueRegion ofCustomerComplaintsRegion ofCustomerComplaintsRegionofQuestionablePerformanceRegionofQuestionablePerformanceRegion ofSpecifiedPerformanceMeanLowerControlLimitUpperControlLimitRegion ofDesiredPerformanceCost10What Are the Limi

8、ts to Improvement?2 Sigma 3 Sigma 4 Sigma 5 Sigma 6 SigmaBasic Quality ToolsStatistical ToolsDesign for Six Sigma(DFSS)Basic Tools Wall Design WallClean Sheet11Challenge in the millenniumQuestion confronting business leaders and managers:It is not:“How do we succeed?Its:“How do we stay successfully?

9、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.Beckhard13Challengeu Resistance-the universal reaction to change.u Technical resistanceu Political resistanc

10、eu Organizational resistanceu Individual resistance14Six Sigma?u Six Sigma is not a business fad tied to a single method or strategy,but rather a flexible system for improved business leadership and performance.u It is not about theory,its about action.15Passion+Execution=Fast and Lasting ResultsSix

11、 Sigma Focusu Delighting the customer through flawless executionu Rapid breakthrough improvementu Advanced breakthrough tools that worku Positive and deep culture changeu Real financial results that impact the bottom lineSigma is a statistical unit of measure that reflects process capability.The sig

12、ma 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 s)2 308,5373 66,8074 6,2105 2336 3.4PPMProcessCapabilityDefects per Million Opp.Six Sigma corresponds to parts per billi

13、on if process is centeredSix Sigma-Goal3 Sigma 6 Sigma5 Sigma4 Sigma 93.32%99.379%99.9767%99.99966%HistoricalCurrentIntermediateLong-termSigma Long-Term Yield StandardSix Sigma-Performance Target.To ProduceImproved Rolled Throughput Yield,Defects Per Unit,&Defects Per Million OpportunityReduced Cost

14、 of Poor Quality(COPQ)Improved Capacity and ProductivityReduced Variation In Our Processes/Products$sA Problem Solving Methodology Characterize Optimize BreakthroughUSLTLSLUSLTLSLTUSLLSLUSL LSLThe StrategyCustomer Focused-Both Internally&ExternallyWhich Business Function Needs It?As long as there is

15、 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 SigmaMethodsMFG.DESIGN SERVICEENGMAINT.ADMIN.QAPURCH.Data is derived from ob

16、jects,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 numbers.3.We group the data so as to form charts and graphs.4.We use census data w

17、ith 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 ToolsThe Role of Six Sigma Six sigma is the best means to realize the philosophy,values,and goals associat

18、ed with your business initiatives.Region BA6 LinkingPinsBusiness Area InitiativesIt unifies the initiatives and provides a mon language which all people can understand and speak.23How Do We Improve Capability Our Outputs(Ys)are determined by our Inputs(Xs).If we know enough about our Xs we can accur

19、ately 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 variability in Y,which decrease the number of defects,improves RTY,cycle time,etc.We can also elimi

20、nate or reduce inspection,test,and rework.The Sources of Six Sigma Qualityby controlling.by designing.ContinuouslyReduceProcessVariabilityTighter Upper&Lower LimitsTarget valuesLower Limits1.Design best target for performance2.Design system values to reduce variability of performance-AttractiveImpli

21、citWasteExpressedQ1.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.performance tolerant to real world.process variability,not by inspection of defective output25Developin

22、g and Reinforcing ValuesCycle ofRefinementVALUESVALUESBEHAVIORBEHAVIORATTITUDESCULTURE26The Role of LeadershipNewQuestionsNewValuesNewMeasuresLeadership(Humility/Listening)NewBehaviors27Leadership plays the roleu Values are a function of behaviorsu Measuring the right things is key u Change must be

23、supported and driven from the topu Will is a key element for a successful deployment28Why are we here?“There is a recognition that leadership needs to be a key ponent of Consumer Driven 6-Sigma within any organization trying to undertake 6-Sigma deployment.Mikel Harry/Richard Schroeder 29Whats In It

24、 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 corporate culture or convention dictates another,fear can rule and the potential for change is lost.Only strong leadership can eradica

25、te the fear factor and allow an organization to realize its potential.Statistics alone cannot achieve breakthrough.Mikel Harry/Richard Schroeder 30Define Future StateLeadership in Six SigmaOrientationPresent StateFuture StatePTSLeadership SkillsBusiness BasicsProject ManagementPersonal DevelopmentPT

26、S PTS PTS PTSDEFINE MEASURE ANALYZE IMPROVE CONTROLDefinePlanManage CloseTeam ManagementTeam DevelopmentMeeting FacilitationTeam ManagementDevelop Transition PlanChange ManagementAnalyze Present State31Six sigma structureu Strategy Consumer-driven,focus on product,process,and service.u OrganizationA

27、ll-function involvement and Personal Development.u PolicyCompany-wide engagement,HR,IT,and Finance support.u ManagementProject,Team,and Change Management.32Deployment StructureMaster Black Belts(Full-Time)Project Champions(Part-Time)Black Belts(Full-Time)Green Belts(Part-Time)Executive Leadership(Pa

28、rt-Time)Deployment Directors(Full/Part-Time)336 Project Champions6 Deployment Champion(s)SMBusiness Unit LeaderCEO Corporate 6 Senior ChampionSMHR DeploymentChampionSMIT DeploymentChampionSMFinance DeploymentChampionSMPRDeploymentChampionSMBusiness OperationsLeaders6 HR Manager6 Financial ManagerGre

29、en BeltsSM6 IT ManagerTrainingDeploymentChampionSM6 MasterBlack BeltsSM6 Comm.Manager6 Training Manager6 Project ChampionsSM 6 Black BeltsSM6 Deployment Infrastructure6 Executive CouncilSix Sigma Deployment Roles34Phase ICascadingu Establish deployment structureu Executive,top management,champion aw

30、areness trainingu Black Belt trainingu Tools implementation trainingu Leadership training35Phase IIAccelerate developmentu Deployment structure implementation and disposition in each function.u Every salary is GB.u Begin to implant into current quality system.u ISO14000 and QS9000 integration.36Phas

31、e IIIIntegrationu Implant six sigma methodology in other quality toolsu Partnership with other quality system.u Six sigma training to supplier and franchise.u Six sigma in daily business.u DFSS(Design for Six Sigma).u BB/MBB in leadership position.37It is All about ValueThe Customer Value Propositio

32、nDefinesBusiness Strategyu Customers choose to buy from us because.u Investors entrust their money to us because.u Employees choose to work for us because.38Three Customer Value Proposition Strategiesu Product differentiationu Operational excellenceu Customer partnershipsCompetitive advantage!39Cons

33、umer v.s.Produceru Customers higher expectationu Defect-free qualityu Productu Serviceu Producer-planning for changes to meet customer requirements.u Strategic:changing the way every level of a business is managed on a daily basis.u Tactical:six sigma methodology and cross-functional.u Cultural:out

34、of box thinking,everyone involved and mon language is data.Customers want to purchase high quality products and services at the lowest cost,just as panies want to produce high quality goods and services at the lowest possible cost.40Maximizing Customer ValueDeriving value from the Need-DoInteraction

35、 ModelNeed DoCustomers and suppliers exchange valuethrough the Need-Do interaction.CustomerSupplierInteraction41Value-Capturing the voice of Customersu Partial Kano AnalysisDegree of AchievementCustomer Satisfaction Surprise:“Ergonomically Delighting Desire:“Operate Quietly Necessities:“Doesnt Fail

36、Mechanically“Doesnt Fail Electrically“Is Durable BasicQualityPerformanceQualityExcitementQuality42Business initiativesDeliveryCostCustomer requirementsQuality When we say something is a CTQ,can we describe it from Customers perspective?Our perspective?Can we demonstrate the relationship?PRODUCTQUALI

37、TYSHIPMENTACCURACYCONDITIONFILL RATE/ON-TIME DELIVERYORDER SERVICE/INFORMATIONPROFITABLECUSTOMERGROWTHCustomer Satisfaction43Building the relationshipInternalOthersExternalSegmentDatabases from VOCData extraction&transformation Departmental data martIntelligence reports for projectsCorrelationanalys

38、is44Data transformationu What should we do to make it easily accessible as information to managers and subordinates?u What sort of analysis can we conduct?u How does that analysis add value?u How can we further extend the value of our data analysis?45Opportunity and alternativeu Focus on the best op

39、portunitiesu Stratify to define target arenasu Define real optionsu Build a portfolio of opportunities to pursueu Meet customer requirements by running the business as we do?u Or need to change to get prodigious improvement?Six sigma?46Consumer-driven six sigmau Requires consumer strategy,product st

40、rategy,and infrastructure strategy and link them inextricably together.u Conducts business through the consumers eyes and shares unfiltered insight within the enterprise.u Creates a pelling consumer experience and innovates services as well as products.u Adds value in the eyes of the consumer.u Inte

41、grates the product and information.47Transforming Customer Feedback Into SAQ and then Six sigma ProjectsSingle Agenda for Quality and Customer SatisfactionTop 25 issuesDevelopActionable ProjectsIdentify GenericCritical XsHigh MileageDFSSNew Product ContentMeasure and Monitor Critical XsIdentify Crit

42、ical Xs Out of SpecificationDevelop Action to Restore Critical Xs MBB ActionVRT(Process owner)Black Belt Project LeaderFPS&Plant Operations FPS&Plant OperationsQOSDMAICGreen Belt Projects48Consumer Driven 6-Sigma offers a structured problem solving methodology to achieve break-through improvements b

43、y systematically identifying root causes and eliminating them using an integrated set of statistical tools,problem solving techniques,data,and disciplines.Six Sigma in process improvementImproveControlDefineMeasureAnalyzeModifyDesign?NoYesRedesign49Six Sigma MindsetDefineMeasureAnalyzeImproveControl

44、What does the customer want?What is the defect we want to reduce?Are we sure we can trust the data?What does the 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

45、forever?How to cascade feedback to system?Jonathan Holbrook6 Sigma Deployment50DEFINE PROBLEM/ISSUEStrategyPrevent defect(s)Eliminate defect(s)CHARACTERIZEDEFINEOPTIMIZEVERIFYMEASUREANALYZEIMPROVECONTROLBlack belt project toimprove mfg.capabilityMfg.process cannot provide sufficient improvement.Need

46、 reduced product sensitivity to mfg.noise.The Overall Perspective:DMAIC and DCOV51Breakthrough Improvement5 S workplaceVisual FactoryStandardized WorkDMAICQuality Tools Six Sigma MethodologyPhaseWorld class qualityWe cant sustain a visual factory without 5SWe cant sustain standardized work without v

47、isual factory We cant sustain six sigma without standardized workQuality tool is the engine,Six sigma is Turbo-chargeDFSSWe cant meet six sigma without six sigma discipline 52 Is 6-Sigma a strategic process for your business or is it just one of several?Is 6-Sigma a means to transforming our culture

48、 or just tool?Do we want to use 6-Sigma in the same disciplined manner as we use our financial operating 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

49、 process show up in the way we address most issues and discussions?Required Mgt.Confirmation 6-Sigma viewed as a strategic initiative,driving major cultural changes Consistent view across management Accountability for results is enforced by breaking down 6-Sigma targets for each line organization Re

50、wards and incentives are tied directly to 6-Sigma bottom line results Adopted by all organizations and functions as the“way we do business”and consistently applied not an option Standard problem solving approaches and fact/data driven business decisions like a disciplined financial operating systemB