六西格玛基础知识简介(英文版)(ppt 22页).ppt

QIA ImproveQuality ReduceCost ProductivityImproves CaptureMarket Providesjobsandmorejobs Modelsoftherelationshipsaffectingqualityandbusinessperformance Deming sModel lessrework lessscrap Increasecycletime increasethroughput betterquality lowerprice Overallsocietybenefits COSTOFPOORQUALITY COPQ ExternalFailureCostsWarrantyAdjustmentsRepairsCustomerServiceReturnedGoodsReturnedRepairedGoodsProductRecallsProductLiabilitySuitsOpportunityCosts InternalFailureCostsScrapReworkRE INSPECTIONofReworkDowngradingBecauseofDefectsLossesCausedbyVendorScrapDowntimeCausedbyDefectsFailureAnalysis AppraisalCostsReceivingInspectionIn processInspectionLaboratoryInspectionOutsideLaboratoryEndorsementsSetupforTestingMaintenanceofTestEquipmentQualityAuditsCalibrationofQualityEquipment PreventionCostsQualityEngineeringDesignandDevelopmentofQualityEquipmentDesignVerificationandReviewtoEvaluatetheQualityofNewProductsQualityTrainingQualityImprovementProjectsQualityDataGatheringAnalysisandReportingOtherProcessControlActivitiesUsedtoPreventDefects LostOpportunity Scrap Rework Inspection Warranty Rejects Lostsales Latedelivery Engineeringchangeorders Longcycletimes Expeditingcosts Excessinventory TheCostofPoorQuality COPQ Iceberg TraditionalQualityCosts AdditionalCostsofPoorQuality intangible tangible 4 8 25 35 EasilyIdentified Difficultorimpossibletomeasure LostCustomerLoyalty MoreSetups SixSigmaPhilosophy WeareinbusinesstomakemoneyWemakemoneybysatisfyingneedsWeareabletosatisfyneedsbydoingEveryneed dopairisaninteractionTheaimofcustomerfocusisonimprovingneed dointeractionRepetitionofthesameactionconstituteaprocessImproveourbusinessmeansimprovementofourprocessesCustomersneedproducts serviceson time withzerodefects withlowercostAsprocesscapabilityimproves theproductqualityincreasesAsqualityincreases costsandcycle timegodown Thereductionofdefects cycle time costleadstoimprovedcustomersatisfactionAscustomersatisfactionimproves thelikelihoodofdoingbusinessincreasesAsbusinessincreases we asindividualandsociety growandprosper WhatisSixSigma Sigmaisastatisticalunitofmeasurewhichreflectsprocesscapability Thesigmascaleofmeasureisperfectlycorrelatedtosuchcharacteristicsasdefects per unit partspermilliondefective PPM andaprobabilityofafailure error Thesigmavalueindicateshowoftendefectsarelikelytooccur Thehigherthesigmavalue thelesslikelyaprocesswillproducedefects Assigmaincreases costsgodown cycletimegoesdown andcustomersatisfactiongoesup Whatisthemeaningofquality 99 Good 3 8Sigma 99 9997 Good 6Sigma 20 000lostarticlesofmailperhourSevenarticlesofmaillostperhourUnsafedrinkingwaterforalmostOneunsafeminuteeverysevenmonths15minuteseachday5 000incorrectsurgicaloperations1 7incorrectoperationsperweekperweek2shortorlonglandingsatmostmajoroneshortorlonglandingeveryfiveairportseachdayyearsateachairport200 000wrongdrugprescriptionsperyear68wrongdrugprescriptionsperyearNoelectricityforsevenhourseachmonthOnehourwithoutelectricityevery34years SixSigmaIs SixSigmaisdisciplinedmethodologyforcontinuousimprovementforReducingprocessvariabilityandkeepingitreducedachievebenefitsfromimprovementsin betterproduct processqualityreducescarpandreworkreducecycletimebetterproduct processdesignreducemajorexpansesAtoolsettomakethatchangepracticalEmpoweredpeoplehavethecontroltheyneedtoimprovethewaytheyworkAcommonlanguagefordiscussing measuringandcomparingprocesscapabilitiesApowerfulcompetitiveadvantage 6 5 4 3 2 1 X 1 2 3 4 5 6 NormalDistributionShifted1 5 ProcessCapability Sigma PPMYield2308 53769 366 80793 3 46 21099 3 523399 98 63 499 9997 SigmaMeasures ProcessCapability Performance Level SIGMA Yield ofDefectsper Million DPM A 6 99 99966 3 4 A 5 99 9767 233 B 4 99 3790 6 210 C 3 93 3 66 807 D 2 69 308 537 F 1 31 691 462 CostofQuality 1 ofsales 5 15 ofsales 15 25 ofsales 25 40 ofsales C 93 3 66 807 3 EstablishorganizationalmeasurementsIdentifythesigmalevelEstablishCOPQmeasurementprocessIdentifythemajorareasforimprovement 3to4sigmameans15 to25 costofsales Whichmeansifyoursalesis 100millions youcansaveupto 25millionsbyimplementingSixSigmaprogram Thesavingsiscontinuousbasisyearoveryear WhatistheBenefitsofSixSigma OutputMeasurement Failurerate internalandexternal WarrantycostRepaircostperunitCycletimeperunitCycletimefornewproductdevelopment ofengineeringchangesSupplierissuesWIPinventorycostFinishedgoodsinventoryDefectsproductarrivalatcustomer ofserviceevents LearnhowthecompanieslikeGeneralElectric AlliedSignal Motorola LockheedMartin AmericanExpress J P Morgan Chase andothersuseSixSigmamethodologiestoreducedefects improveprocesses lowercost higherprofit increasecustomersatisfaction anddriveimprovementtoanewlevels TheSixSigmaQualityinitiativeshasloweredGE scostsbydramaticallyreducingrework simplifyingprocesses andreducingdirectmaterialcosts Designforsixsigmahasbeenakeytotheintroductionofnumeroushigh qualitynewproductswithsignificantlyenhancedfeatures JohnF Welchjr GeneralelectricChairmanandChiefExecutiveOfficer GEAnnualReport2000 bKnowledgeManagementKnowledgeManagementb BusinessResultsOpsReview StrategyReview LeadershipValues Vision Mission LearningandGrowth StrategyManagementBalancedScorecard ProcessManagement CustomerManagement KnowledgeManagement QualityManagement QMS TheSixSigmaSystem Customers Requirements Satisfaction Customers Continuousimprovementofthequalitymanagementsystem Managementresponsibility Resourcemanagement Productrealization Measurementanalysisandimprovement Product Input Output SixSigmaProcess CustomerSatisfaction IncreaserevenueandprofitIncreasemarketshareDecreasecost QualityManagementSystemVSSixSigma QualityManagementSystem SixSigmaSystem CustomerSatisfaction BusinessObjectives BusinessStrategy ProcessImprovement BusinessGovernanceModel DeliveryReturnRateWarranty ProblemResolutionNewprodPerformanceCust SurveyMfgQualitySupplierPerformance RevenueCostProfitMarketShareGrowth BusinessResultsAssessment PDPProductLCMSupplierDevelopmentPlanningMarketingCustomerServiceManufacturing ISO QS9000Process SixSigmaProcess QIASixSigma QIASixSigmaImplementationModel UnderstandingofSixSigmaProcess ExecutiveTraining DefineBusinessStrategy Values Vision Mission AdoptSixSigmaProcessasLongTermBusinessStrategyforContinuousImprovement QMSProcess DevelopMeasurementsandGoals BalancedScorecard fortheBusiness GapAnalysis Understandthestrength weakness AreasforImprovement DevelopBusinessGovernanceModeltoMonitorBusinessPerformance DefineRoles ResponsibilitiesforSixSigmaDeployment DeveloptheRoadmapforSixSigmaProcessDeployment IdentifyResourceRequirements DevelopSixSigmaGovernanceProcess DevelopSixSigmaTrainingandCertificationprogram SSL MBB BB GB IdentifyProjectsforImprovements AssessBusinessPerformancerelatedtoSixSigmaProcess QMSProcess SixSigmaContinuousImprovementPriorities Overallfocuswill DramaticallyreducetheCostofQualitybyimproving processimprovementproductandserviceimprovementdesignimprovementsupplierimprovementtrainingDevelopandimplementasystematicapproachtodriveperformanceimprovementsthroughoutthebusinessMakeCustomerSatisfactionadrivingforceinallbusinessdecisionsImplementabalancedscorecardthatmeasuresthesuccessofourefforts Leader Champion MasterBlackBelt MBB BlackBelts BB GreenBelts GB ProjectTeamMembers SixSigma Roles Responsibilities Isresponsibleforcoordinatingabusinessroadmaptoachieve6 Selectsprojects executescontrol andalleviatesroadblocksforthe6 projectsinhisorherareaofresponsibility Ismentor trainer andcoachofBlackBeltsandothersintheorganization Bringsthebroadorganizationuptotherequired6 competencylevel Isaleaderofteamsimplementingthe6 methodologyonprojects Introducesthemethodologyandtoolstoteammembersandthebroaderorganization Deliverssuccessfulsmall focuseddepartmentalprojectsusingthesuccessstrategy Participatesontheprojectteams Supportsthegoalsoftheproject typicallyinthecontextofhisorherexistingresponsibilities Isexpectedtocontinuetoutilizelearned6 methodologyandtoolsaspartofhisorhernormaljob QIAc