西格玛管理（ppt 72）.ppt

WelcometoapresentationonSixSigmaTM 2002年1月12日 WhatareyourExpectations Iwouldliketocaptureyourexpectationsfortheday Agenda Introduction overviewDemystifyingSixSigmaCreatingtheSixSigmaCultureManagingthesixsigmacultureTotalcycleTimeReductionSuccessExamplesAroundtheworldHowtoImplementSixSigmainyourbusinessQ AClosingcomments AlliancePartnerships MASET LLC andMotorola Masetareasofexpertise Quality SixSigma CycletimeeductionLeadershipCulturalchangeProjectManagementSupplychainManagementFacilitationTraining DemystifyingSixSigma WhatdoesSixSigmameantoyou Manydifferentdefinitionsexist Iwilltrytoaddressthreethismorning Sixsigmaasastatisticalterm NormalDistribution Mean Standarddeviation mean 68 27 15 865 15 865 Sixsigamasastatisticalterm Valuesofastandarddeviationonesigma 68 27 317 311ppmtwosigma 95 45 45 500ppmthreesigma 99 73 27 000ppmsixsigma 99 999999 1 96ppb Sixsigmaasaqualityterm Inventedbymotorolainthemid80 sServicemarkedandregisteredbyMotorolaAcceptedbyallcountriesAcceptedbyallorganization 1 5 Mean 1 5 Virtuallynodefects 3 4ppm LowerSpecifacationlimit upperSpecifacationlimit 6 5 4 3 2 1 0 1 2 3 4 5 6 Allowsforvariationinmeasurement1 5Sigmashift Virtuallynodefects 3 4ppm Sixsigmaasaqualityterm SixSigma 3 4ppmdefective Sixsigmaisawaytochangeanorganizationsculture ProvidesameansofdeliveringTotalcustomersatisfactionFocuseseveryoneintheorganizationonthesameobjective Definitionofdefect AnythingthatdissatisfiesyourCustomer Defectaregood Associatesneedtofeelcomfortableinidentifyingandreportingdefects Theeffectsofdefects Everyoccurrenceofadefectwithintheprocessrequirestimetoinspect fix andre inspect Averagecycletimeisdirectlyproportionaltothetotalnumberofdefectsintheprocess WelcometoMotorola sQualityStory Culture Cultureguidestheenterprise sDay To Daybehavior Thenatureofculture CultureprovidesitsmemberswithguidelinesfordealingwithjustabouteverythingMuchofeverycultureiscvertandimplicitlargelysubmergedlikeanicebergCulturesareconstantlychangingandevolving Whencultureandstrategyclash invariablyculturewinsout Iftheorganizationalculturedoesnotembracinitiativesrelatedtochange overallchangeeffortswillfail Thereisnosuchthingas We redifferent WE REDIFFERENT Functionsinatypicalorganization AccountingAdvertisingDistributionEnergymanagementEnvironmentalaffairsExternalaffairsFacilitiesFinanceHealth safetyHumanresourceslegal ManufacturingMarketingProfuct servicedevelopmentPayrollPurchasingSalesSchedulingTrainingTransportationTravel Theevolutionofmotorola squalityculuture 1979 Ourqualitystinks 1980corporatequalityofficernamed 1981motorolatraining educationcenter Mtec established communicationssectorbeginstotaldefectsperunitmeasurement TDU julymanufacturedproducts novembersalesorders chairmanchangesagendaofcustomervisitscreated thecard Evolutioncontinues Corporationadiptssixsigma2year 10 x 4year 100 xualityimprovementSixsigmaby1992goalisset 1988MalcolmbaldrigenationqualityawardMappedISO9001intoqualitysystemreview QSR 199210 xredustionindefecteveery2yearscustomersatisfactionmetrics10 xtimesimprovementincycletimein5yearsChangedmeasurementbasetopartsperbillion Evolutioncontinues Howmanyobjectivesarethereinyourorganization Keybeliefs howwewillalwaysact Constantrespectforpeople UncompromisingintegrityKEYGOALS whatwemustaccomplish Bestinclass People Markting Technology Products software hardwareandsystems Manufaction Service Increasedglobalmarketshare SuperiorfinacicalresultsKEYINITATIVES howwewilldoit Sixsigmaquality totalcycletimereduction productmanufactionandenvironmentalleadership Prfitimprovement EmpowermentforallinaparticipativeCooperativeandcreaticeworkplace Ourfundamentalobjective Everyonesoverridingresponsibility Totalcustomersatifaction Ourfundamentalobjective TotalcustomersatisfactionKeybeilfesHowwewillalwaysactKeygoalsWhatwemustaccomplishKeyinitiativesHowwewilldoit Everyonesoverridingresponsibility KEYINITATIVEShowwewilldoit Sixsigmaquality totalcycletimereduction productmanufactionandenvironmentalleadership Prfitimprovement EmpowermentforallinaparticipativeCooperativeandcreaticeworkplace Consistentfocus Cardcreated adopted1986Fiveminorchangesin1992NosignificantchangesduringfivedifferentchairmanBobGalvinGeorgeFisherBillWieseGaryTookerChrisGalvin CreatingandmanagingtheSixSigmaqualityculture Sissigmaquality OneofthetwokeydriversofincreasedTotalcustomersatisfationandreducedcost Product Serviceisdeliveredwhenpromised Everyoccurrenceofadefectwithintheprocessrequirestimetoinspect fix andre inspectAveragecycletimeisdirectlyproportionaltothetotalnumberofdefectsintheprocess Product serviceisdeliveredwithnodefects Notest inspectionis100 effectiveinfindingdefects Delovereddefectsescapetest inspectionwithintheprocess Delivereddefectsaredirectlyproportionaltothetotalnumberofdefectsintheentireprocess Sixsigmaqualityimpovescustomersatisfaction Reducingthetotaldefectsintheenireprocessreduces Deliverydelinquencies Deliverydefects Earlylifefailurerate andtherefore IncreasescustomersatisfactionandDecreaseswarrantycost Processcostanddefects Reducingthetotaldefectsintheentireprocess Reducesthecycletimeperunit ReducingWIP Workinprocess ReducinginventorycarryingcostsResucesdefectinspection analysis andrepaircost therefore Decreases Manufacturing cost Cost Quality SixsigmahasshownthatThehighestqualityproducerisThelowestCostproducer TDUisthebestmeasureoftheoverallqualityoftheprocessTDUistheindependentvariableProcessyieldsaredependentuponTDU Thecommonmetric Totaldefectsperunit TDU Definingaunit A unit maybeasdiverseasa PieceofequipmentLineofsoftwareOrderTechnicalmanualMedicalclaimWiretransferHouroflaborCustomercontactAnythingthatismeasurable understandablebythepersonwhoistryingtoreducedefects Sigma afigureofmerit TDUcouldbeexpectedtobeproportionaltothecomplexityoftheunitComplexityisdirectlyproporttionaltothenumberofopportunitiestocreatadefectTonormalizeprocessesofdifferentcomplexity weuse TotaldefectsOpportunities Fromwhichwecancalculatesigma DPMO x1 000 000 Improvement 7 Sigma 1 5sigmashift 1 10 100 1K 10K 100K 2 3 4 5 6 66810ppm 6210ppm 233ppm 3 4ppm 30 xImprovement 10 xImprovement 70 xImprovement 6 5 3 4 DefectsperMillionopportunities Benchmarking Bestinclass internal externalRepaircosts 10 Averagecompany 1 DefectsperMillionopportunities Sigma 1 5sigmashift 2 3 4 5 6 7 Restauantbills Doctorprescriptionwriting Payrollprocessing Orderwrite up Journalvouchers Wiretransfer Airlinebaggagehanding Purchasedmateriallotrejectrate Benchmarking Bestinclass Averagecompany Sigma 1 5sigmashift DefectsperMillionopportunities Processqualitylevelsmayvarywidelywithinacompany 0 25PPM 1 10 100 1K 10K 100K 2 3 4 5 6 7 Airlinebaggagehandling Domesticairlineflightfatalityraate Bestinclass Averagecompany Sigma 1 5sigmashift DefectsperMillionopportunities Implementationofthesixsigmaculture Totalsustomersatisfaction Sixstepstosixsigma designformanufacturability Cycletimereduction Motorola sblackbelt Problem solvingtools 驅動力來自評量指標以及合理且具挑戰性的目標 Thesix stepsdesignprocess ManufactuedproductIdentifyphysicalandfunctionalrequirementsofcustomerDeterminecharacteristicsofproductcriticaltoeachDetermineforeachcharacteristic whethercontrolledbypart process orbothDeterminemaximumrangeofeachcharacteristicsIfCP 2redesignmaterial profuct andprocessasrequired Administrative officeIdentifytheworkyoudo yourproduct Identifywhoyourworkisfor yourcustomer Identifywhatyouneedtodoyourwork andfromwhom yoursupplier Maptheprocess Mistake prooftheprocessandeliminatedelays Estableishqualityandcycletimemeasurementandimprovementgoals Cycletimereduction Willbecoverdindetailaferlunch Problemsolvingidentificationtool AllmemberoftheorganizationshouldhavetrininginproblemsolvingindentificationtoolsFlowchartsBrainstormingParetochartsCause effectdiagram Blackbelttools ProcesscharacterizationProcessimprovementsGraphicaldataanalysisDistributionanalysis graphicalandnumberical Comparativemethods graphicalandnumberical ProcesssourcesofvariationMeasurementsystemanalysis Processcontrol SPC Processcapability CpandCpk ConfidenceintervalsDesignofexperimentsLinearregressionScreeningexperimentsOptimizationusingresponsesurfacemethodology Blackbelttool con t Maanagementofthequality continuousimprovementprocess MethodologytocontinuoislyreducedefectsRegularreviewofDPMOperformanceQualitysystemreviewCorporatequalitycouncil Institutionalizesolutions Processstep1 Processstep2 Processstep3 supplier customer Recorddefects Trendchart Goal Recorddefects Recorddefects Recorddefects Recorddefects Continuousimprovementmeyhodology Results institutionalize Problemsplve Defectanalysisisdonebytheappropriateorganization MarketingEngineeringManufacturingMaterialsserviceetc Processstep1 Processstep2 Processstep3 Recorddefects Trendchart Goal Recorddefects Recorddefects Recorddefects Recorddefects supplier customer Institutionalizesolutions Continuousimprovementmeyhodology Results institutionalize Problemsplve Defectanalysisisdonebytheappropriateorganization MarketingEngineeringManufacturingMaterialsserviceetc Processstep1 Processstep2 Processstep3 Recorddefects Trendchart Goal Recorddefects Recorddefects Recorddefects Recorddefects supplier customer Institutionalizesolutions procedure DPMOEnablesregularreviewofcontinuousimprovementperformance CorporatelevelreviewBusinesslevelreviewGroupordivisionreviewProductlinereviewProductionlinereviewOperatorlevelreviewSamemeasurement sameimprovementgoal SpectrumCVD 100 50 20 10 5 2 1 0 5 0 2 0 1 Totaldefectsperunit Visiononly 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 assessmentvehicleforthetotalorganization SetsacommongoalofperfectionDrivesprogresstoworldclassstandardsProvidesanawardrenessofqualityprocessrequirmentsCross fertilizationofideas knowledgesharing Teachingtool auditorsandauditees Informationsourceforregistrars Thisidthe enngine ofaselfsustainingcontibuousimprovementprocess Withoutit virtually allwell meaningqualityinitiativesFAIL Thisisimportant UnfortunatelythisiswhereManyorganizationstartandEnd inFAILURE BestpracticesDocumentationConformanceComplianceAudit Motorola QSR Qualitysystemreview InstitutionalizeSolutions ProcessStep1 ProcessStep2 ProcessStep3 SUPPLIER RecordDefects RecordDefects RecordDefects RecordDefects RecordDefects ContinuousImprovementMethodology Results Institutionalize ProblemSolve DefectAnalysisisdonebytheAppropriateOrganization MarketingEngineeringManufacturingMaterialsServiceEtc Corporatequalitycouncil QualitymanagersofallmajoroperationsCorporate wideprogramsQualitysystemreviewsofallmajoroperations Qualitycouncil CQO Bussinessunits Managementboard QSRprocess cusomers suppliers MotorolaUniversitycourseware assess QualityreviewsShort termresults 教育 Recommendationsonvisionanddirection TheroleofqualitymanagementatmotorolaInternalcustomeradvocateLeadTeachaudit Culturechangeisdrivenbymeasurements rewards Measurementsandrewardsmustbeconsistentwithchangeobjectives whatyoumeasureiswhatyougetProcessesmustbechangedtoachievethemeasuredoperationalgoals Sixsigmaprovides AmethodtodrivequalityimprovementAcommonlanguage defects continuousimprovement sixsigmaAmethodofmeasurementAmethodofcomparisonAmethodofprovidingcommonreachoutgoals Paradigmshifts Startcountingdefects 27 badvs 99 73 goodChangeunitofmeasure2 700PPMvs 27 bad Whatissixsigma ItisaculturechangeforacompleteorganizationThat s IndividuallydrivenbutinvolveseveryoneContinuousprocessConsistentthroughouttheorganizationMeasurementdrivenBasedonthepremise Everyonewantstodothebestjobtheycan Itisnotanumbersgame Wasthemeetingnecessary Wastheranobjectivecomm