【福特汽车培训材料——6sigma推行】

福特汽车培训材料福特汽车培训材料 6sigma6sigma推行推行 1Six SigmaBy DanielWu FordLio HoMotor Company2Outline Quality level What isSix sigma Why weneed Six sigma Development andDeployment strategy How Six sigma mergesinto ourdaily business 3Overview Four QualityGurus Historically panieshave focusedon qualityissues forcustomer satisfaction Prior tosix sigmathere werefour keyquality gurusthat mostpanies quality programsfollowed Deming Juran Crosby Taguchi4Deming Demingtaught Importance ofunderstanding variationin workprocesses Role ofmanagement inleading forquality Application ofstatistics Plan Do Check Act5Deming s Contributionto ProfitabilityEXTERNAL INTERNALCUSTOMER SATISFACTIONMARKET SHAREPROFIT PRODUCTIVITYQUALITY Better products services Improved processes Compete withvalue PRICE Compete withPrice Decreased cycle time Eliminate set up timesCOST Opportunity forprofit PRODUCT QUALITY PROCESSQUALITY Reduce rework Eliminate in process inspection Reduce scrap Increase productlife Eliminate iningtesting PlanDo CheckAct6Juran Jurantaught Breakthrough performance Pareto effect Importance ofmanagement principles Quality bydesign andplanning7Juran s ContributionPlanning Cost of PoorQuality Percent ofoperating costs Production BeginsOriginal zone of process control Newzoneofprocesscontrol020400Control TimeImprovement LessonsLearned Sporadicspike fromobserved problemChronic Waste an opportunityfor improvement Control Specialcause variationCommon causevariation8Crosby Crosbytaught Customer requirementis performancestandard Quality maturityis ajourney Preventive action as basicapproach9Taguchi Taguchitaught Costofpoor qualityis lossto societyas awhole Robust qualityis designedfor consistentproduction Design controlis moreimportant thanproduction control10Taguchi s ContributionLower Specification Limit UpperSpecificationLimitNominal ValueRegion ofCustomer ComplaintsRegion ofCustomer ComplaintsRegion ofQuestionable PerformanceRegion ofQuestionable PerformanceRegion ofSpecified PerformanceMean LowerControl LimitUpper ControlLimit Regionof DesiredPerformance Cost11What Arethe Limitsto Improvement 2Sigma3Sigma4Sigma5Sigma6Sigma Basic Quality ToolsStatistical ToolsDesign forSix Sigma DFSS Basic ToolsWall DesignWall CleanSheet12Challenge in the millenniumQuestion confrontingbusiness leadersand managers It is not How dowe sueed It s How dowe staysuessfully 13Change It is not thestrongest thatsurvive nor thefittest but thosemost ableto adaptto change Charles DarwinThe Originof Species People donot resistchange people resistbeing changed Beckhard14Challenge Resistance the universalreaction to change Technical resistance Political resistance Organizational resistance Individual resistance15Six Sigma Six Sigma isnota businessfad tiedto asingle methodor strategy but rathera flexiblesystem forimproved businessleadership andperformance It isnot abouttheory it s aboutaction Passion Execution Fast andLasting ResultsSix SigmaFocus Delighting the customer throughflawless execution Rapid breakthroughimprovement Advanced breakthroughtools thatwork Positive anddeep culturechange Real financialresults thatimpact thebottom lineSigmais a statisticalunit ofmeasure thatreflects processcapability The sigmascale ofmeasure isperfectly correlatedto suchcharacteristics asdefects per unit parts per milliondefective and theprobability ofa failure error Distribution Shifted 1 5s 2308 537366 80746 210523363 4s PPMProcess CapabilityDefects perMillion Opp Six Sigmacorresponds toparts perbillion ifprocess iscentered Six Sigma Goal3Sigma6Sigma5Sigma4Sigma93 32 99 379 99 9767 99 99966 H istorical CurrentIntermediate Long term SigmaLong Term YieldStandard Six Sigma Performance Target To ProduceImproved RolledThroughput Yield Defects PerUnit Defects PerMillion OpportunityReduced Costof PoorQuality CO Improved Capacityand ProductivityReduced VariationIn OurProcesses Products s AProblem SolvingMethodology Characterize Optimize Breakthrough USL T LSLUSLTLSL TUSL LSLUSL LSL The StrategyCustomer Focused Both Internally Externally WhichBusiness FunctionNeeds It As longas thereis aprocess thatproduces anoutput whetherit is a manufacturedproduct data an invoice etc we canapply theSix SigmaBreakthrough Strategy For theseprocesses toperform toa customerstandard theyrequire correctinputs 6Sigma MethodsMFG DESIGN SERVICEENG MAINT ADMIN QA PURCH Data isderived fromobjects situations or phenomenonin theform ofmeasurements Data isused toclassify describe improve or controlobjects situations or phenomenon 1 We onlyuse experience not data 2 We collectdata but justlook atthe numbers 3 We groupthe dataso asto formcharts andgraphs 4 We usecensus datawith descriptivestatistics 5 We usesample datawith descriptivestatistics 6 We usesample datawith inferentialstatistics Levels ofAnalysis What levelare we The Foundationof theSix SigmaTools23The Roleof Six Sigma REGIONBAA BC DE12345Six sigmais the best means to realizethe philosophy values and goalsassociated withyour businessinitiatives Region BAExample BusinessUnit InitiativesCostQuality TimeChampionsCommonMetricsBenchmarkingStretch GoalsBreakthroughBlack BeltsDiagnostic ToolsExperimentDesignSPCDFMQuality PolicyQualityCouncil6s LinkingPins BusinessArea InitiativesIt unifiesthe initiativesand providesa monlanguage whichall peoplecan understandand speak How DoWe Improve Capability X X X X f Yk321 Our Outputs Y s are determinedby ourInputs X s If weknow enoughabout our X s wecan auratelypredict Ywithout havingto measureit If we don t knowmuch aboutourX s then wehave toresort toinspection andtest non valueadded operations By knowingand controllingthe X s we reducethe variabilityin Y which decreasethe numberof defects improves RTY cycletime etc We canalso eliminateor reduceinspection test and rework 25The Sourcesof SixSigma Quality by controlling by designing Continuously ReduceProcess VariabilityTighter Upper Lower LimitsTarget valuesLower Limits1 Design besttarget forperformance2 Design systemvalues to reduce variabilityof performance Attractive ImplicitWaste ExpressedQ1 If providedwould yoube indifferent happy Q2 If notprovided indifferent unhappy Q3 If notprovided indifferent unhappy by listening to whatthecustomersays he she wants performance tolerantto realworld process variability not byinspection ofdefective output26Developing andReinforcing ValuesCycle ofRefinement VALUESBEHAVIOR ATTITUDESCULTURE27The Roleof LeadershipNew QuestionsNew ValuesNew MeasuresLeadership Humility Listening New Behaviors28Leadership playsthe role Values area functionof behaviors Measuring theright thingsis key Change mustbe supportedand drivenfrom thetop Will isa keyelement fora suessfuldeployment29Why arewe here There isa recognitionthat leadershipneeds tobe akey ponentof Consumer Driven6 Sigma withinany organizationtrying toundertake6 Sigma deployment Mikel Harry Richard Schroeder30What s InIt ForMe the beststatistical analysisin theworld isuseless ifthose handlingthe informationare paralyzedby corporatefear When datasuggests onedirection butcorporate culture or conventiondictates another fear canrule andthe potentialfor changeis lost Only strongleadership caneradicate thefear factorand allowan organizationto realizeits potential Statistics alonecannot achieve breakthrough Mikel Harry Richard Schroeder31Define Future State Leadershipin SixSigma OrientationPresent StateFutureStatePTS LeadershipSkills BusinessBasics ProjectManagement PersonalDevelopment PTS PTSPTSPTS DEFINEMEASURE ANALYZEIMPROVE CONTROLDefine PlanManage CloseTeam ManagementTeam DevelopmentMeeting FacilitationTeam ManagementDevelop TransitionPlan ChangeManagement AnalyzePresent State32Six sigmastructure Strategy Consumer driven focus onproduct process and service Organization All function involvementand PersonalDevelopment Policy Company wide engagement HR IT and Financesupport Management Project Team and ChangeManagement 33Deployment StructureMaster Black Belts Full Time Project Champions Part Time Black Belts Full Time Green Belts Part Time Executive Leadership Part Time Deployment Directors Full Part Time 346s ProjectChampions6s DeploymentChampion s SM BusinessUnit LeaderCEO Corporate6s SeniorChampionSM HRDeployment ChampionSMIT Deployment ChampionSM FinanceDeployment ChampionSMPR DeploymentChampionSM BusinessOperations Leaders6s HRManager6s FinancialManager GreenBeltsSM6s ITManager TrainingDeploymentChampionSM6s MasterBlack BeltsSM6s Comm Manager6s TrainingManager6s ProjectChampionsSM6s Black BeltsSM6s DeploymentInfrastructure6s ExecutiveCouncil SixSigma DeploymentRoles35Phase I Cascading Establish deploymentstructure Executive top management champion awarenesstraining BlackBelttraining Tools implementationtraining Leadership training36Phase II Aelerate development Deployment structureimplementation anddisposition ineach function Every salaryis GB Begin toimplant intocurrent qualitysystem ISO14000and QS9000integration 37Phase III Integration Implant six sigma methodologyin other quality tools Partnership withotherqualitysystem Six sigmatraining tosupplier andfranchise Six sigmain dailybusiness DFSS Design forSixSigma BB MBB inleadership position 38It isAll aboutValue TheCustomer Value Proposition DefinesBusiness Strategy Customers chooseto buyfrom usbecause Investors entrusttheir moneyto usbecause Employees chooseto workfor usbecause 39Three CustomerValuePropositionStrategies Product differentiation Operational excellence Customer partnershipsCompetitive advantage 40Consumer v s Producer Customers higher expectation Defect free quality Product Service Producer planning forchanges tomeet customerrequirements Strategic changing theway everylevel ofa businessis managedonadaily basis Tactical six sigmamethodology andcross functional Cultural out ofbox thinking everyone involvedand monlanguage isdata Customers want to purchasehigh qualityproducts andservices atthe lowestcost just aspanies want to producehigh qualitygoods andservices atthe lowestpossible cost 41Maximizing CustomerValue Derivingvalue fromthe Need Do InteractionModel NeedDo Customersand suppliersexchange valuethrough theNeed Do interaction Customer SupplierInteraction42Value Capturing thevoice ofCustomers Partial KanoAnalysis Degreeof AchievementCustomer SatisfactionSurprise Ergonomically Delighting Desire Operate Quietly Necessities Doesn t FailMechanically Doesn t FailElectrically Is Durable BasicQualityPerformance QualityExcitement Quality43Business initiativesDelivery CostCustomer requirementsQuality When wesay somethingisaCTQ can wedescribe itfrom Customer s perspective Our perspective Can wedemonstrate therelationship PRODUCTQUALITYSHIPMENT ACCURACYCONDITION FILLRATE ON TIME DELIVERYORDER SERVICE INFORMATION PROFITABLECUSTOMER GROWTHCustomer Satisfaction44Building therelationship InternalOthers ExternalSegment Databasesfrom VOCData extraction transformation Departmentaldata mart0102030405060708090第一季第二季第三季第四季東部中部北部 0102030405060708090第一季第二季第三季第四季東部中部北部Inte lligence reportsfor projectsCorrelation analysis45Data transformation What shouldwe doto makeit easilyaessible asinformation tomanagers andsubordinates What sortof analysiscan weconduct How doesthat analysisadd value How canwe furtherextend thevalue ofour dataanalysis 46Opportunity andalternative Focus onthebestopportunities Stratify todefine targetarenas Define realoptions Build aportfolio ofopportunities topursue Meet customerrequirements byrunning thebusiness as wedo Or needto changeto getprodigious improvement Sixsigma 47Consumer driven six sigma Requires consumerstrategy product strategy and infrastructurestrategy andlink theminextricably together Conducts businessthrough the consumers eyes andshares unfilteredinsight within the enterprise Creates apelling consumerexperience andinnovates servicesas wellas products Adds valueintheeyes oftheconsumer Integrates theproduct andinformation 48Transforming CustomerFeedback IntoSAQ andthen Sixsigma ProjectsSingle Agendafor Qualityand CustomerSatisfaction Top25issues Develop Actionable Projects Identify GenericCritical X s HighMileage DFSSNew ProductContent Measureand MonitorCritical X sIdentifyCritical X s Outof SpecificationDevelopActionto RestoreCritical X s MBBAction VRT Process owner BlackBeltProject LeaderFPS Plant OperationsDMAIC GreenBelt Projects49ConsumerDriven6 Sigma offersa structuredproblem solvingmethodology toachievebreak through improvementsby systematicallyidentifying rootcauses andeliminating themusing anintegrated setof statisticaltools problem solvingtechniques data and disciplines SixSigma in processimprovement ImproveControl Define Measure AnalyzeModify Design No YesRedesign50SixSigmaMindset DefineMeasure Analyze ImproveControl What does thecustomer want What isthe defectwe wanttoreduce Are wesure wecan trustthe data Whatdoesthe datatell us What arethe maininfluencing factors Does thedata confirmthis What arewe goingtochange Is improvementtangible andoptimal How arewe goingto maintainthe improvementforever How tocascade feedbackto system Jonathan Holbrook6Sigma Deployment51DEFINE PROBLEM ISSUE StrategyPrevent defect s Eliminate defect s CHARACTERIZE DEFINEOPTIMIZE VERIFYMEASURE ANALYZEIMPROVE CONTROLBlack beltproject toimprove mfg capability Mfg process cannotprovide sufficientimprovement Need reducedproduct sensitivityto mfg noise The OverallPerspective DMAIC andDCOV52Breakthrough Improvement5S workplaceVisual FactoryStandardized WorkDMAIC QualityTools SixSigma MethodologyPhase Worldclass qualityWe can t sustaina visualfactory without5S We can t sustainstandardized workwithout visualfactory Wecan t sustainsixsigmawithout standardizedwork Qualitytool isthe engine Sixsigmais Turbo charge DFSSWecan t meetsixsigmawithout sixsi