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Welcome to a presentation on Six SigmaTM,2002年1月12日,What are your Expectations?,I would like to capture your expectations for the day?,Agenda,Introduction & overview Demystifying Six Sigma Creating the Six Sigma Culture Managing the six sigma culture Total cycle Time Reduction Success Examples Around the world How to Implement Six Sigma in your business Q & A Closing comments,Alliance Partnerships,MASET, LLC. and Motorola,Maset areas of expertise,Quality(Six Sigma) Cycle time eduction Leadership Cultural change Project Management Supply chain Management Facilitation Training,Demystifying Six Sigma,What does Six Sigma mean to you ?,Many different definitions exist.I will try to address three this morning,Six sigma as a statistical term,Normal Distribution,Mean,Standard deviation,mean,68.27 %,15.865%,15.865%,Six sigam as a statistical term,Values of a standard deviation one sigma = 68.27 % 317,311 ppm two sigma = 95.45 % 45,500 ppm three sigma = 99.73 % 27,000 ppm six sigma = 99.999999 % 1.96 ppb,Six sigma as a quality term,Invented by motorola in the mid 80s Service marked and registered by Motorola Accepted by all countries Accepted by all organization,-1.5 Mean +1.5,Virtually no defects (3.4 ppm),Lower Specifacation limit,upper Specifacation limit,-6,-5,-4,-3,-2,-1,0,+1,+2,+3,+4,+5,+6,Allow s for variation in measurement 1.5 Sigma shift,+ -,Virtually no defects (3.4 ppm),Six sigma as a quality term,Six Sigma = 3.4 ppm defective,Six sigma is a way to change an organizations culture,Provides a means of delivering Total customer satisfaction Focuses everyone in the organization on the same objective,Definition of defect,Anything that dissatisfies your Customer,Defect are good!,“Associates need to feel comfortable in identifying and reporting defects.”,The effects of defects,Every occurrence of a defect within the process requires time to inspect,fix,and re-inspect. Average cycle time is directly proportional to the total number of defects in the process.,Welcome to Motorolas Quality Story,Culture,Culture guides the enterprises Day-To-Day behavior,The nature of culture,Culture provides its members with guidelines for dealing with just about everything Much of every culture is cvert and implicit largely submerged like an iceberg Cultures are constantly changing and evolving. When culture and strategy clash,invariably culture wins out. If the organizational culture does not embrac initiatives related to change,overall change efforts will fail,There is no such thing as “Were different”,WERE DIFFERENT,Functions in a typical organization,Accounting Advertising Distribution Energy management Environmental affairs External affairs Facilities Finance Health & safety Human resources legal,Manufacturing Marketing Profuct/service development Payroll Purchasing Sales Scheduling Training Transportation Travel,The evolution of motorolas quality culuture,1979 “Our quality stinks”,1980 corporate quality officer named,1981 motorola training & education center(Mtec) established,communications sector begins total defects per unit measurement(TDU) - july manufactured products - november sales orders,chairman changes agenda of customer visits created “the card”,Evolution continues!,Corporation adipts six sigma 2 year- 10x; 4 year- 100x uality improvement Six sigma by 1992 goal is set,1988 Malcolm baldrige nation quality award Mapped ISO 9001 into quality system review(QSR),1992 10x redustion in defect eveery 2 years customer satisfaction metrics 10x times improvement in cycle time in 5 years Changed measurement base to parts per billion,Evolution continues!,How many objectives are there in your organization?,Key beliefs how we will always act Constant respect for people Uncompromising integrity KEY GOALS what we must accomplish Best in class People Markting Technology Products:softwarehardware and systems Manufaction Service Increased global market share Superior finacical results KEY INITATIVES how we will do it Six sigma quality total cycle time reduction product manufaction and environmental leadership Prfit improvement Empowerment for all in a participative Cooperative and creatice workplace,Our fundamental objective (Everyones overriding responsibility) Total customer satifaction,Our fundamental objective,Total customer satisfaction Key beilfes How we will always act Key goals What we must accomplish Key initiatives How we will do it,Everyones overriding responsibility,KEY INITATIVES how we will do it, Six sigma quality total cycle time reduction product manufaction and environmental leadership Prfit improvement Empowerment for all in a participative Cooperative and creatice workplace,Consistent focus,Card created & adopted 1986 Five minor changes in1992 No significant changes during five different chairman Bob Galvin George Fisher Bill Wiese Gary Tooker Chris Galvin,Creating and managing the Six Sigma quality culture,Sis sigma quality,One of the two key drivers of increased Total customer satisfation and reduced cost,Product/Service is delivered when promised,Every occurrence of a defect within the process requires time to inspect,fix,and re-inspect Average cycle time is directly proportional to the total number of defects in the process.,Product/service is delivered with no defects,No test/inspection is 100% effective in finding defects. Delovered defects escape test/inspection within the process. Delivered defects are directly proportional to the total number of defects in the entire process,Six sigma quality impoves customer satisfaction,Reducing the total defects in the enire process reduces: Delivery delinquencies; Delivery defects; Early life failure rate;and therefore Increases customer satisfaction and Decreases warranty cost!,Process cost and defects,Reducing the total defects in the entire process: Reduces the cycle time per unit Reducing WIP(Work in process) Reducing inventory carrying costs Resuces defect inspection,analysis,and repair cost;therefore Decreases “Manufacturing” cost,Cost/Quality,Six sigma has shown that The highest quality producer is The lowest Cost producer,TDU is the best measure of the over all quality of the process TDU is the independent variable Process yields are dependent upon TDU,The common metric: Total defects per unit(TDU),Defining a unit,A “unit” may be as diverse as a: Piece of equipment Line of software Order Technical manual Medical claim Wire transfer Hour of labor Customer contact Anything that is measurable & understandable by the person who is trying to reduce defects,Sigma,a figure of merit,TDUcould be expected to be proportional to the complexity of the unit Complexity is directly proporttional to the number of opportunities to creat a defect To normalize processes of different complexity, we use:,Total defects Opportunities From which we can calculate sigma,DPMO =,x 1,000,000,Improvement,7,Sigma(+1.5 sigma shift),1,10,100,1K,10K,100K,2,3,4,5,6,(66810 ppm),(6210 ppm),(233 ppm),(3.4 ppm),30x Improvement,10x Improvement,70x Improvement,6,5,3,4,Defects per Million opportunities,Benchmarking,Best in class,internal + external Repair costs, 10%,Average company, 1%,Defects per Million opportunities,Sigma(+1.5 sigma shift),2,3,4,5,6,7,Restauant bills,Doctor prescription writing,Payroll processing,Order write-up,Journal vouchers,Wire transfer,Airline baggage handing,Purchased material lot reject rate,Benchmarking,Best in class,Average company,Sigma(+1.5 sigma shift),Defects per Million opportunities,Process quality levels may vary widely within a company,(0.25 PPM),1,10,100,1K,10K,100K,2,3,4,5,6,7,Airline baggage handling,Domestic airline flight fatality raate,Best in class,Average company,Sigma(+1.5 sigma shift),Defects per Million opportunities,Implementation of the six sigma culture,Total sustomer satisfaction,Six steps to six sigma & design for manufacturability,Cycle time reduction,Motorolas black belt,Problem-solving tools,驅動力來自評量指標以及合理 且具挑戰性的目標,The six-steps design process,Manufactued product Identify physical and functional requirements of customer Determine characteristics of product critical to each Determine for each characteristic,whether controlled by part,process,or both Determine maximum range of each characteristics If CP2 redesign material,profuct,and process as required.,Administrative/office Identify the work you do(your product) Identify who your work is for(your customer) Identify what you need to do your work,and from whom(your supplier) Map the process. Mistake-proof the process and eliminate delays. Estableish quality and cycle time measurement and improvement goals.,Cycle time reduction,Will be coverd in detail afer lunch,Problem solving identification tool,All member of the organization should have trining in problem solving indentification tools Flow charts Brain storming Pareto charts Cause & effect diagram,Black belt tools,Process characterization Process improvements Graphical data analysis Distribution analysis(graphical and numberical) Comparative methods(graphical and numberical) Process sources of variation Measurement system analysis,Process control(SPC) Process capability(Cp and Cpk) Confidence intervals Design of experiments Linear regression Screening experiments Optimization using response surface methodology,Black belt tool(cont),Maanagement of the quality/continuous improvement process,Methodology to continuoisly reduce defects Regular review of DPMO performance Quality system review Corporate quality council,Institutionalize solutions,Process step 1,Process step 2,Process step 3,supplier,customer,Record defects,Trend chart / Goal,Record defects,Record defects,Record defects,Record defects,Continuous improvement meyhodology,Results & institutionalize,Problem splve,Defect analysis is done by the appropriate organization: Marketing Engineering Manufacturing Materials service etc,Process step 1,Process step 2,Process step 3,Record defects,Trend chart/Goal,Record defects,Record defects,Record defects,Record defects,supplier,customer,Institutionalize solutions,Continuous improvement meyhodology,Results & institutionalize,Problem splve,Defect analysis is done by the appropriate organization: Marketing Engineering Manufacturing Materials service etc,Process step 1,Process step 2,Process step 3,Record defects,Trend chart/Goal,Record defects,Record defects,Record defects,Record defects,supplier,customer,Institutionalize solutions,procedure,DPMO Enables regular review of continuous improvement performance,Corporate level review Business level review Group or division review Product line review Production line review Operator level review Same measurement same improvement goal,Spectrum CVD,100,50,20,10,5,2,1,0.5,0.2,0.1,Total defects per unit,Vision only,TDU,1989,1990,1991,1992,1993,1994,Years,4 = 188,5,5,6,Guidelines,1996年7月,品質評鑑系統,QSR:assessment vehicle for the total organization,Sets a common goal of perfection Drives progress to world class standards Provides an awardreness of quality process requirments Cross-fertilization of ideas(knowledge sharing) Teaching tool(auditors and auditees) Information source for registrars,This id the “enngine” of a self sustaining contibuous improvement process Without it “virtually” all well-meaning quality initiatives FAIL,This is important Unfortunately this is where Many organization start and End-in FAILURE.,Best practices Documentation Conformance Compliance Audit,Motorola “QSR” Quality system review,Institutionalize Solutions,Process Step 1,Process Step 2,Process Step 3,SUPPLIER,Record Defects,Record Defects,Record Defects,Record Defects,Record Defects,Continuous Improvement Methodology,Results & Institutionalize,Problem Solve,Defect Analysis is done by the Appropriate Organization: Marketing Engineering Manufacturing Materials Service Etc.,Corporate quality council,Quality managers of all major operations Corporate-wide programs Quality system reviews of all major operations,Quality council,CQO,Bussiness units,Management board,QSR process,cusomers,suppliers,Motorola University courseware,assess,Quality reviews Short-term results,教育,Recommendations on vision and direction,The role of quality management at motorola Internal customer advocate Lead Teach audit,Culture change is driven by measurements & rewards,Measurements and rewards must be consistent with change objectives;what you measure is what you get Processes must be changed to achieve the measured operational goals,Six sigma provides.,A method to drive quality improvement A common language-defects,continuous improvement,six sigma A method of measurement A method of comparison A method of providing common reach out goals,Paradigm shifts,Start counting defects .27% bad vs. 99.73% good Change unit of measure 2,700 PPM vs. .27% bad,What is six sigma,It is a culture change for a complete organization Thats: Individually driven but involves everyone Continuous process Consistent throughout the organization Measurement driven Based on the premise “Everyone wants to do the best job they can“ It is not a numbers game,Was the meeting necessary? Was ther an objective communicated in advance? Was time

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