六标准差介绍ppt课件.ppt

陳楷植清華大學數學系台大商研所碩士IBM大中華地區業務行銷協理IBMAPCertifiedQualitymanager 1992IBMWWCertifiedMarketingprofessional 1997光寶集團旭麗電子知識長暨新事業發展部副總經理策略規劃 六標準差統計方法 流程再造 Agenda 什麼是六標準差 六標準差解決問題流程傳統訓練方法Vs 六標準差CostofPoorQuality COPQ 品質水準對企業獲利能力的影響六標準差方法執行六標準差的角色分配導入六標準差的利益三種類型的六標準差專案交易型專案深入探討六標準差的迷思與解決之道成功導入策略與關鍵因素 WhatIsSixSigma Sigma s isaunitofmeasure The18thletteroftheGreekalphabetSigmaisthesymbolforstandarddeviationAmeasureofvariationSixSigmahasahistoryandis AVisionAPhilosophyAManagementSystemAnAggressiveGoalAToolBoxAVehicleforCustomerFocus WhatisSigma m 1s SpecificationLimit SomeChanceofFailure 3s Target MuchLessChanceofFailure 1s Thehigherthenumber Z infrontofthesigmasymbolthelowerthechanceofproducingadefect 6s ReducingVariationistheKeytoReducingDefects SixSigmaIsaVision ThevisionofSixSigmaistodelightcustomersbydeliveringworld classqualityproductsandservicesthroughtheachievementofSixSigmalevelsofperformanceineverythingyoudo SixSigmaIsaPhilosophy ThephilosophyofSixSigmaistoapplyastructured systematicapproachtoachieveoperationalexcellenceacrossallareasofyourbusinesswithanunderstandingthatdefect freeprocessesresultfrombreakthroughimprovement 你可以確認一個你最大的問題 難或易 指派一個最厲害的人去處理 難或易 提供此人所有的工具 資源 甚至需要的管理制度來支援 難或易 而且保証他們不會中斷並且專注在任務上 難或易 What sSixSigma TheManagementPhilosophy Iftheprocessiscentered long term theSixSigmaprocessis 1DPBO DefectsPerBillionOpportunities SixSigmaIsanAggressiveGoal SixSigmaIsaToolBox學會使用只要兩小時 Minitab SixSigmaisaVehicleforCustomerFocus CustomerSatisfaction OrganizationGoals 基礎訓練盟主訓練DMAIC訓練 6 工程師 6 技術員 專案展開Y s 指標改善 TheGoalsofSixSigma Learning Growth InternalProcess Customer Financial TheSixSigmaProcess PracticalProblem TheSixSigmaProcess PracticalProblem Abandonrateforcallcenterisalmost10 versusaplanof3 Howmuchdoesratevary HowaccuratecanImeasure TheSixSigmaProcess StatisticalProblem Whichinputs X s affectthecriticaloutputs Y s talktime training ofphonelines ofCSR Application S W process etc Whatisthedefiningequationfortheprocess y f x TheSixSigmaProcess StatisticalSolution WhataretheoptimalsettingsforthecriticalX s WhatarethespecificationsforthecriticalY s Y A B CSRs C lines Z Etc TheSixSigmaProcess PracticalSolution Changethesettings SauceCSR 20 line 30 etc Verifytheimprovement Controlthenewprocesstosustainthegain TheSixSigmaProcess Measure Analyze Improve Control PracticalProblem Measure allinputvariables Analyze Improve Control Pourinallpossibleinputvariables ProcessMappingMindMappingIshakawadiagramsSurveydesign Usesofttoolstonarrowthepossibilities C EMatrixFMEA Usequantitativeanalysistofurthernarrowthefield ANOVACorrelationMulti varistudies Implementandvalidatesolutions Implementsystemstoensureimprovementsaremaintained SPCPoka Yoke AuditsControlPlans DOEsSurveys Keyinputvariables Criticalinputvariables Keyleveragevariables LogisticRegressionSurveyanalysis 30 50 10 20 8 10 4 8 2 5 傳統訓練方法Vs 六標準差 傳統訓練老虎鉗緊握方法 SixSigmaTraining訓練黑帶突破需所有工具 SPCExpert統計製程管制 DepartmenttrainedinLean部門精簡訓練 DOEExpert實驗設計專案 TQMStudents7BasicTools全面品質7項基本工具 CostofPoorQuality 冰山 傳統品質成本 銷售的4 10 有形的 衡量 檢查保証 廢棄重工檢查不合格 額外CostsofPoorQuality 銷售的20 35 無形的 難以衡量 提高設定成本增加時間是金錢營業額喪失發貨延誤 失去顧客忠誠週期時間增加惡劣品質招致的成本設計變更指示 隱形工廠 品質水準對企業獲利能力的影響 優勢超越競爭 高獲利 持續改善 生存競爭是使用持續改善 突破 支配更好更快是關鍵 六標準差 更好 更快 持續改善 生存競爭是使用持續改善突破 支配更好更快是關鍵 2 5 8 8 0 1 3 4 6 7 9 12 0 2 12 0 2 6 8 優勢超越競爭 高獲利 What sSixSigma TheMethodology 現有產品 服務或流 製 程 新產品 服務或流 製 程 1 Recognize 7 Realize 確認 實現 定義 衡量 分析 設計 驗証 確認核心流程與關鍵客戶 界定客戶需求 衡量現有績效 分析 發展和執行專門解決問題根源的方案 設計與再設計並執行有效的工作流程 擴充並整合六標準差系統 執行持續的衡量和行動以維持改善成效 六標準差各階段工作與角色分配 世界標竿企業施行六標準差成效 企業 實施成效 業績成長 獲利增加 成本降低 顧客滿意 不良率改善 流程時間 MotorolaGEWiproHomeDepotAlliedSignalToshibaSunMicroCitibankKodakDupont VVVV VVV VVVVVVV VVVVV VVVV VV 盟主層級提高產出降低人工成本降低物料成本消除隱形工廠 六標準差執行目標 企業層級提高市佔率增加獲利率永續經營提高客戶忠誠度提高員工忠誠度 黑帶 綠帶層級重點專案提高良率降低變異 D M A C I 成功的專案使這些齒輪 運轉 短期目標 中期目標 長期目標 1 2年 2 4年 4 6個月 減低不良品Reductionofdefects較低的成本較高的顧客滿意較短的週期時間可預測的流程 無效流程的降低 消除企業文化的改造Culturechange專注在品質 顧客及將事情做對榮譽感標準的問題解決方法提昇行政效率強化命令貫徹高度訓練的戰鬥團隊Highlytrainedworkforce企業共通的語言Commonlanguage BenefitsofSixSigma Organization 黑帶訓練使你的工作更得心應手增加你工作的效果增加你的競爭力你所主導專案的成功是可衡量出來的有強力的管理資源支持 使你能專心在本務工作上減少 消除打地鼠的情況 BenefitsofSixSigma Personal 三種類型的6Sigma專案 交易型專案主要處理資訊流程 紙上作業或服務的決策流程方面 例如 承接訂單 傳遞 發薪流程 運送 收貨 採購 企業 財務預測等 作業型專案主要處理產品製造或服務的運送 發展型專案主要處理新產品設計或流程設計 TransactionalProjects交易型專案 UnderstandingTransactionalProjects DifferentpeopleDifferentorganizationsDifferenttoolsDifferentprojects TheNatureofTransactionalProjects Transactionalprojectsinvolvetwobroadcategoriesofprocesses DecisionmakingprocessesExecutionofadministrativeprocessesThecentralfocusoftruetransactionalprojectsisINFORMATION However manyprojectstermed transactional aremoreoperationalinnature butinamorechallengingenvironmentrequiringmanyoftheapproachestotransactionalprojects Highlycross functionalProblemsdifficulttodefineMetricsnotclearlyunderstoodLittlehistoricaldataavailableValidationofsolutionstakestimeProcessestendtobe intangible Cost benefitofproblemsdifficultorimpossibletoquantify TransactionalProjects UnderstandingTransactionalProjects Oftenlimitedtooneortwodepts ProblemseasytodefineMetricseasytounderstandDatareadilyavailableSolutionscanbequicklyvalidatedProcessestendtobewell defined Cost benefitsofproblemseasytoquantify ManufacturingProjects UnderstandingthePeople EngineerswithstrongtechnicalbackgroundsandprocessimprovementskillsManagersandsupervisorswithlargestaffsPerformanceincentivestiedtoscrapandreworkExcitedaboutlearningnewtools ManufacturingProjects BusinessdegreeswithsomeTQMexposureManyindividualcontributorsPerformanceincentivestiedtosalesFearofnewtools TransactionalProjects UnderstandingtheTools ProcessmappingLotsofvariabledataCauseoftennotidentifieduntillaterinprojectDOEoftenrequired ManufacturingProjects ProcessmappingorMindmappingLotsofattributedata Causeoftenidentifiedearlyinproject Surveydesignandanalysisoftenrequired TransactionalProjects Example SlowCreditChecks ProblemStatement Lostsalesduetoslowcreditchecks Summary Asignificantnumberofsalesarelostduetothelengthyprocessofperformingcreditchecks Salesarelostbecause Customerswishtoexecutetheirorderfastand ifforcedtowait mayseekalternativebids Establishedcustomersareangeredovertheneedtowaitforacreditcheckatall Example SlowCreditChecks continued Findings 96 ofallcustomersreceivepositivecreditapproval 99 9 of established customersreceivepositivecreditapproval Customersthatreceivepositivecreditapprovalstilloccasionallydefault Anestimated3 5 ofsalesarelostduetolengthycreditapprovalprocesses Cashflowcanbeimprovedbyseveraldaysbystreamliningthecreditapprovalprocess Manhourscanbereducedbyimprovingthecreditapprovalprocess Example SlowCreditChecks continued SolutionsWaivecreditreviewsforcustomersthatmeetspecifiedcriteria basedonthecritical X s Developashorter morepotentcreditreviewprocess basedonthecritical X s Developacreditexpeditingprocess newprocessdesign Developa taketheorderandcompletethecreditcheckbeforedelivery mentality Neverloseacustomeroranordertoaslowcreditcheck customerfocusedattitude Example Reduce DaysSalesOutstanding ProblemStatement DSOisrunninganaverageof58daysinsomeregionsagainstanaverageof39daysinothers A Rexplainstheproblemisslowerpayingcustomers Findings72 ofallinvoiceshadoneormoreerrorincluding WrongPOnumberWrongpriceWrongcustomeraddress e g multiplecustomerlocations Wrongproductdescription Example ExcessiveOvertime ProblemStatement Itishypothesizedthatthedecisionastowhetherornottoauthorizeovertimeisnotrobust Findings Astatisticalanalysisof30supervisorsandthefollowingvariablesdemonstratedtremendousvariabilityinthedecisionprocess SupervisorShiftDayofweekLocationTimeofyearProductionvolumeMaintenanceproblems FindingsandImprovements Previousguidelineswereignoredbecausetherewerealways excuses forexcessiveovertime Anew weightedde