Lean与六西格玛培训第1课：Lean与六西格玛的概念Introduction

Lean Six Sigma Training Program Introduction,May 2015,Kenny,Operational ExcellencePanyu / China,What is Six Sigma,“A comprehensive and flexible system for achieving, sustaining and maximizing business success. Six Sigma is uniquely driven by close understanding of customer needs, disciplined use of facts, data and statistical analysis, and diligent attention to managing, improving and reinventing business process.”,The Six Sigma Way,By Pande, Newman and Cavanaugh,What is Six Sigma,Customer Focus,Measure & Manage Variation,DMAIC Improvement Methodology,Financial Result Driven,Statistical Tools and Techniques,What is Six Sigma,“The only person who likes change is a web baby.”唯一喜欢改变的人是初生的婴儿。,Six Sigma is about change, continual change六西格玛是一种改变，持续的改变,History and Benefit,1984 Bob Galvin of Motorola edicted the first objectives of Six Sigma10x levels of improvement in service and quality by 1989100x improvement by 1991Six Sigma capability by 1992Bill Smith, an engineer from Motorola, is the person credited as the father of Six Sigma1984 Texas Instruments and ABB Work closely with Motorola to further develop Six Sigma1994 Application experts leave Motorola1995 AlliedSignal begins Six Sigma initiative as directed by Larry BossidyCaptured the interest of Wall Street1995 General Electric, led by Jack Welch, began the most widespread undertaking of Six Sigma even attempted,Six Sigma in different industries,Motorola - 1987ABB (Asea Brown Boveri) - 1993Allied Signal - 1994General Electric - 1995Westinghouse - 1996Siemens (manufacturing only) - 1997Nokia - 1997Sony - 1997 Citibank - 1997,3M,6  The Practical Meaning,2,69.1463,3,4,5,6,99.9996,Accuracy %,1 misspelled word per page,1 misspelled word per sentence,1 misspelled word per chapter,1 misspelled word in all a small library,1 misspelled word in an encyclopedia set,93.3193,99.3790,99.9796,Defect levels decrease exponentially as sigma levels increase!,：Standard Deviation,6  The Practical Meaning,99.99966% 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 airports each day200,000 wrong drug prescriptions each yearNo electricity for almost seven hours each month,Seven 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 electricity every 34 years,99% Good (3.8 Sigma),Six Sigma Level for Different Industries,9,7,Restaurant Bills   酒店账单的准确率,Doctor Prescription Writing医生的手写处方,Payroll Processing工资单的处理,Order Write-up订单的销账,Journal Vouchers 分类账的凭证,Wire Transfers电汇凭证,Airline Baggage Handling随机行李的处理,采购物料材料拒收率,材料拒收率,Domestic Airline Flight 国内航班,Fatality Rate 灾害发生率,(0.43 PPM),Best-in-Class世界一流水平,Average Level一般水平,Why Six Sigma?,Why Six Sigma?,Profit,Total Cost to,Business,Profit,Theoretical,Costs,Cost of,Poor Quality,COPQ,Price Erosion,Price Erosion,Theoretical,Costs,Cost of,Poor Quality,COPQ,Theoretical,Costs,Cost of,Poor Quality,COPQ,Profit,Theoretical,Costs,COPQ,Profit,Theoretical,Costs,COPQ,Which Feels Better?,Cost Of Poor Quality - “Iceberg”,Engineering change orders,Traditional Quality Costs 传统的质量成本,Lost OpportunityHidden Factory,Lost sales,Late delivery,Long cycle times,Expediting costs,Excess inventory,Costs of Poor Quality 劣质质量成本,(Intangible Measurable),(Tangible Measurable),(Difficult or impossible to measure),Lost Customer Loyalty,More Setups,Average COPQ approximately 50% of Sales,Exercise: COPQ,Do you know where are the Cost of Poor Quality ?Please list out some of them (Poor Quality) that you can think of .,How? - Six Sigma Philosophy,YDependentOutputEffectSymptomMonitor,X1 . . . XNIndependentInput-ProcessCauseProblemControl,f (X),Y=,To get results, should we focus our behavior on the Y or X?为了获得更好的结果，我们应该关注Y还是X？,Control well of inputs, then eventually the good output will follow控制好输入，理所当然的就会获得好的输出,Overall Approach (DMAIC),Process,X1X2X3.,Y1Y2.,找出并改进/控制关键的输入因子X,Measure the current performance and capability,Overall Approach (DMAIC),Define the problem or opportunity,Analyse to identify root causes,Improve by implement potential solutions,Control by standard solution and monitor performance,Define,1.Customer Needs,2.Biggest Problem,3.Poor Quality or highest variation,Define project,2.Financial Gain Projection,1.Measurable metrics & Set target,3.Non-financial Gain,4. Scope project,Measure,Process Performance,3. Current process performance,2. Ensure data collected is reliable (Gage capabilities),1. Understand Process, Re-scope if necessary,4. Dig out all possible Causes(Do not jump to solution, then you might miss out the major causes),5. Trim down to most possible causes, and drill down to root causes,C&E Matrix,CRT,Analyze,1. Understand Relationship / Graphical analysis,3. Significant analysis on possible causes,2. Variation analysis for the root cause,Improve,1. Understand y=f(x) then optimize X for the best Y,3. Implemented the changes and obtain desired results,DOE & Regression Study,FRT,2. List solutions and ensure they are sufficient to achieve project objective,Control,1. Documents the changes/good practices that sustain the gain,2. Mistake proof the process then errors are free,3. Monitor and control the X then Y can be sustained,4. Problem solved and achieved business results. Celebration!,Six Sigma Approach in projects,21,“问题是什么?”“客户如何看待我们?”,“我想改进什么?”“最好的测量方法是什么?”“我可以相信结果数据么?”“我们现在对问题如何测量？”,“我当前有多好?”“我需要表现得多好?”“问题出现在什么时间、地点，为什么会发生？“,“问题的根本原因是什么?”“我如何来预测流程输出的?”“控制需要多严格?”“我们如何解决这一问题？”,“我可以相信流程中的数据么?”“我达到我的目标