新六西格玛-摩托罗拉大学（PPT 69页）.ppt

新六西格玛,Dr.JimLiu,挑战挑战,Challenge,快!快!快！,Bequick!,变！变！变!持续进步,Change!,ContinuousImprovement,1.质量2.Quality3.质量和Quality,取胜法宝,KeystoSuccess,美国国家品质奖,不同的法则,DifferentPhilosophies,MotorolasPerspective,2003DigitalSixSigma,2002MalcolmBaldrigeNationalQualityAward,1987制定1992应达到的西格玛目标,摩托罗拉公司与六西格码,以往与现在,1988马称科姆鲍德里奇全美质量大奖,1990在全公司开展“顾客完全满意小组过程”和“黑带计划”,1992每两年减少缺陷十倍，每五年一个周期。,1997五个“9”：系统可用性。,1999公司革新,2000行为准则，优秀业绩和平衡的记分牌,2001“黑带”创意加速,2002第二次鲍德里奇全美质量大奖,2003数字化的六西格码,淨營收(十億美元),14%,24%,16%,14%,4%,18%,28%,31%,22%,9%,摩托罗拉年度营业额Annualrevenuesbyyear,BUS$,西格玛(Sigma),西格玛级别(SigmaLevel),西格玛水平与改进后的完好度水平有关。要达到“三西格玛”水平，我们在一百万次机会中只能允许66,811个缺陷。而在“五西格玛”水平中，我们只允许233个缺陷。不同西格玛水平之间的差异并不是简单地对半削减缺陷数量。西格玛水平每升高一级，缺陷数量都指数级地减少。,MeasurementandMethodology,“Sigma”isameasurementscaleuponwhichimprovementscanbegauged.“SixSigma”isanoverallmethodologythatdrivesbusinessimprovement.,六西格玛定义DefinitionofSixSigma,Whateverwedo,Themaximumerrornumberwhichisallowedtomakeshouldnotgobeyond3.4timesamong1,000,000opportunities.无论做什么，在1百万次出错机会中，所允许出现的错误为3.4次,六西格玛与每百万机遇3.4个缺陷(DPMO)相对应。,六西格玛统计定义,正态分布,居中,1.5Sigma偏移,六西格玛:目标SixSigma:Goal,SigmadpmoDefectRate缺陷率,2s308,5381in33s66,0001in154s6,2101in1605s2331in4,3006s31in300,000,dpmo:defectspermillionopportunities每百万次中的缺陷数,10,000X,一个术语,两种意义,今天的六西格玛SixSigmaToday,Acomprehensive,flexiblesystemforachieving&maximizingbusinesssuccessthroughthoroughlyunderstandingcustomerneeds,adisciplineduseoffacts&data,anddiligentattentiontoimprovingandre-inventingprocesses.,CostreductionImprovedproductivityMarket-sharegrowthCustomerretentionCycle-timereductionDefectreduction/eliminationCulturechangeProduct/servicedevelopment,BusinessSuccessFactors成功因素,成本下降生产率提高市场占有率增长顾客维持周期缩短缺陷减少/消除文化变革产品/服务开拓,是一个全面的柔性系统，通过充分理解客户需求，严谨地使用事实和数据，勤奋地注意改进和重新创造程序，来最大程度的达成生意的成功。,六西格玛的革新RenovationofSixsigma,数码六西格玛(DigitalSixSigma)是对摩托罗拉经典业务改进方法的一次重大革新。数码六西格玛是一次巨大的改进，因为它可以一劳永逸地杜绝酿成缺陷的变因。通过实施可重复使用的网络化改进，数码六西格玛彻底消灭了缺陷。AkeyinnovationtoMotorolasclassicbusinessimprovementmethodisDigitalSixSigma.DigitalSixSigmaisadramaticimprovement,becauseitpermanentlyeliminatestargetedsourcesofvariationthatcausedefects.Byimplementingreusableweb-enabledimprovements,DigitalSixSigmaeradicatesdefectsfromthefaceoftheearth.,数字化Digitalization,摩托罗拉的数字化改进工作带来一整套新的更好方法、工具和技巧。这方面的工作包括：,由于有了上述改进，今天“六西格玛”(SixSigma)比以往任何时间都更加功能强大，更加适用于当今动荡的业界环境。,e-Training：在短短几个月而不是几年时间里，培训和测试数以千计员工的能力。e-Processes:随时处于掌控之中的数字化改进措施。e-Tools:网上调查、模拟程序及各种归纳工具可以对“六西格玛”过程的众多阶段进行改进。e-Tracking:监督所有重要业务度量及其附属改进项目的能力。e-Visibility/Control:监督所有重要业务度量及促成如此结果之部门和职能的能力，其中包括正反两个方面。,Cp0.671.01.331.672.0Cpk0.170.50.831.171.5,),DPMO(DefectsPerMillionErrorOpportunities,业界标杆,一般公司,baggagehandling:3.5sigma行李传送,国内航班,为什么要推行六西格玛WhySixSigma?,持续进步及竞争的需要TherequirementofCIandcompletion建立共同语言Setupcommandlanguage数据驱动进步Datadriven,为什么要推行六西格玛WhySixSigma?,解决问题的方法与思路Themethodologyofproblemsolving掌握通用工具40多个Commandthetools客户导向Customerfocus,TheCurrentSituation目前状况,CycleTime运转周期,CustomerSatisfaction顾客满意(PhoneRingsAgain),ContinuousImprovement持续改进,GambaKaizen,5s,TPM,COQ,TCM,为什么要推行六西格玛WhySixSigma?,SkyToweronTomorrow明天的大厦,CustomerSatisfaction顾客满意(PhoneRingsAgain),Cost费用,Service服务,System系统,Management管理,Delivery交付,Quality质量,ContinuousImprovement持续改进,CycleTime运转周期,6Sigma6西格玛,ManagementteamsCommitment&consensus管理层的承诺与一致,全体管理团队的共识,订货铃不断响起,为什么要推行六西格玛WhySixSigma?,持续进步的路标RoadmapofCI,我们的经验教训WhatWeveLearned,Itsallabout,deliveringbusinessresults!,Achievingsustainablebusinessimprovementrequiresintegratedteameffortslinkedtobusinesspriorities.,通过团队对重大的问题进行快速的解决,得到持续的财务结果!,六西格玛领导方针,“六西格玛领导方针”包括以下内容：TheSixSigmaLeadershipPrinciplesincludethefollowing:,Align(结合)Mobilize(动员)Accelerate(催化)Govern(治理),THESIXSIGMALEADERSHIPPRINCIPLES,ThePeopleWhoMakeitHappen:,HandsonChampions,MasterBlackBelts,BlackBelts,SixSigmaProjectVP,GreenBelts,AllEmployees,CEOSixSigmaExecutive,Sponsor,六西格玛项目参与人员,绿/黑带的作用与等级RoleandlevelofGB/BB,领导层所面临的挑战将重点聚焦在巨大的“Y”上,Y,Whatdoyouwanttoimprove?,Whatactionswillgetyoutherethefastest?,Y,=f(x1,x2,x3.),CoreSixSigmaBusinessImprovementCampaignPrinciple,平衡記分卡是SixSigma業務改進運動的基石,戰略與目標,本年度創意,戰略方向,願景:我們的首要目的我們如何向顧客提供價值。使命:我們為誰服務，我們提供哪些服務，我們如何實現競爭優勢。戰略目標:為實現願景我們必須完成的目標。,提出或突破創意為在今天獲得成功，我們需要採取哪些行動。超越創意:為在未來取得成功我們需要採取哪些行動。,績效衡量,業務過程,業務成果,顧客與市場,培訓與發展,内部業務,財務,為建立實現我們戰略目標所需的能力，我們需要採取哪些行動,TheCornerstoneofaSixSigmaBusinessImprovementCampaignisaBalancedScorecard,BethemarketleaderinprovidingsuperiorwirelessproductsandsolutionsLeadInternettowireless.,Drivesuccessbyexceedingtheexpectationsofcustomers,consumers,shareholdersandco-workers,Customer,consumerRecognizing&celebratingsuccesses.OneMotorola/OnePCS,CULTURE:,FullylinktheFrontEndexperienceandplanningprocess,DevelopameasurementandensuredifferentialinvestmentforMostEffectiveTalentEnsureMostEffectiveTalentoccupyMostLeveragedPositions,PERFORMANCEMEASUREMENT,BusinessProcesses,BusinessResults,2002PERFORMANCEEXCELLENCESCORECARDPCSRev2.7,StrategicObjectives,CurrentYearInitiatives,STRATEGICDIRECTION,VISION:,MISSION:,FINANCIALDeliverstrongfinancialresultsCUSTOMER&MARKETDelightcustomersandbecomethecovetedsupplierbyalltop25customersOPERATIONAL&PEOPLETransformtheorganizationtoPerformanceExcellenceMotivateemployeesandcreateapositiveworkenvironmentBuildactivecommunityinvolvement,FINANCIALImproveTotalCostCompetitivenessofproductsImproveoverallabilitytodeliverEnd-to-Endsolutions,contentandapplicationsCUSTOMER/CONSUMER&MARKETDefineanddevelopCompellingProductsandSignatureExperiencesImprovecustomerrelationshipsthroughoperatorpartneringandcustomizationDriveandsustainconsumerdemandandpull-throughprogramsandincreasetheeffectivenessofco-marketingwithoperatorsanddistributorsSubstantiallyenhancethevalueandimpactoftheMotorolaBrandInvestininnovationtoleveragetechnologyadvancementsandarchitecturetoimprovemarket/customerresponsivenessOPERATIONAL&PEOPLEMakethematrixorganizationworkMakeSixSigma“TheWayWeWork”ineverythingwedoDramaticallyimprovesoftwarecapability&quality,STRATEGICPLANNING,CUSTOMER&MKTFOCUS,HUMANRESOURCEFOCUS,PROCESSMGMT,LEADERSHIP,INFORMATION/ANALYSIS,ImproveEnd-to-EndsellingcapabilitiesonAccountTeamsImproveS&OPProcess,Drivedevelopmentanddifferentialinvestmentsinhumanassets,byimplementingtheOrganizationVitalityProcess,InstitutionalizeM-GatesacrossallprojectsImplementYEAR1NextGenerationSupplyChainprojectsDeployTimeTrackingSystem(Primavera)acrossPCS,FINANCIALMakeTheNumbersPBTSales:Device&Non-deviceCashFlowCUSTOMER/CONSUMER&MARKETIncreaseMarketShare20%movementinCustomerSatisfaction-Top2BoxesImproveconsumer&POSequityby11.5%intop11countriesOPERATIONAL30%complexityreductionbyYE&all2003NPIsachievecomplexityindexof1.00%slippageonnewproductintroductionlaunches90%On-timeDeliveryPerformance(CRSD)AchieveSEIlevel-3&75%improvementinsoftwaredefects25%ReductioninCostofPoorQualityAchievetop1or2suppliersatisfactionstatusPEOPLE15%movementinemployeesatisfaction-Top2boxesscoreCommunityService100,000hours,ImplementkeyITtoolsandsystemstosupportthebusiness,PEASSESSMENT,20%Improvementover2000Performance,February18,2002,LA,NA,PCS,Asia,EMEA,TPRG,WWSC,CSS,PLM,OtherSupportFunctions,MotorolaInternalUseOnly,FINAL,样本,联系目标及业绩评估标准,公司计分卡,业务部计分卡,第2列项目(当前主要业务),第3列项目(建立能力),Scorecard,STRATEGICDIRECTION,PERFORMANCEMEASUREMENT,Strategies&Objectives,Current-YearInitiatives,BusinessProcesses,BusinessResults,完整的考察流程,作用显著的项目,项目选择方法,团队名称TEAMNAMES,摩托罗拉公司六西格玛方法的独道之处之一是针对性团队策略。摩托罗拉对业务改进机遇的类型进行分析，同时指定一个相应的团队。根据项目的类型，摩托罗拉使用以下某种团队：OneoftheuniqueaspectsofMotorolasSixSigmamethodologyistheappropriateteamapproach.Motorolalooksatthetypeofbusinessimprovementopportunityandassignsanappropriateteam.Dependingonthetypeofproject,Motorolaemploysoneofthefollowingteams:,BlackBelt(黑带)GreenBelt(黑带)Breakthrough(突破)Blitz(突击),BlackBelt:BlackBeltteamsareledbyaBlackBelt,andmayhaveGreenBeltsandfunctionalexpertsassignedtocomplex,high-impactprocessimprovementprojectsordesigningnewproducts,services,orcomplexprocesses.,GreenBelt:ComprisedoffunctionalprocessexpertsandtypicallyledbyaGreenBelt,GreenBeltteamstacklelesscomplex,high-impactprocessimprovementprojects.,Breakthrough:Breakthroughteamsaretypicallyusedtodefinelow-complexity,newprocesses.,Blitz:Blitzteamsareputinplacetoquicklyexecuteimprovementsproducedbyotherprojects.TheseteamscanalsoimplementDMADDDasrequired.,MatchingTeams,ProjectsandTeamProcesses,Teamsmustorganizetheirworkaroundthemosteffectivemethodologyforthetask.,团队、项目和团队过程的匹配,团队必须围绕完成该任务最为有效的方法来安排自己的工作。,影响,团队作用TEAMROLES,六西格玛(6Sigma)中内含许多角色。BlackBelt(黑带)是内部的六西格玛从业者，具备应用于多种统计学方法的技能。GreenBelt(绿带)担负着许多与BlackBelt(黑带)相同的作用，但是他们的工作不需要那么复杂的分析。WithinSixSigma,manyrolesexist.BlackBeltsareinternalSixSigmapractitioners,skilledintheapplicationofrigorousstatisticalmethodologies.GreenBeltsperformmanyofthesamefunctionsasBlackBelts,buttheirworkrequireslesscomplexanalysis.GreenBeltsandBlackBeltsworktogether,alongwithadditionalsupport,onSixSigmaimprovementprojects.WithinthetypicalSixSigmaproject,fourrolesexist:,Sponsor(发起人)Champion(负责人)TeamLeader(团队领队)TeamMember(团队成员),全面业务评审中的职责,重点在于影响大的变革目标。进行持续不懈的严谨评审。努力按期执行。,每月项目评审,摩托罗拉记分牌,战略与目标,本年度创意,业务过程,业务成果,战略方向,业绩衡量,DMAIC,记分牌度量,度量,信息采集分析系统Information(Data)CollectionSystem测量设备的精准性Measurementsystemaccuracyandprecision统计过程控制StatisticalProcessControl全面预防维护TotalPreventionMaintenance,六西格玛推进策略SixSigmaImplementationStrategy,制造过程特征化ProcessCharacterization制造过程优化ProcessOptimization供应链管理SupplierManagementbythesixSigmamethodology,MeasureEverythingThatResultsInCustomerSatisfaction,“METRICS”“指标”,数据驱动进步DataDriven,测量影响客户满意的所有因素,描述记数型计量型,“突破”工具箱BreakthroughToolbox,每个项目用同样的工具EveryProject:samemethod&tools,六西格玛培训Six-SigmaTraining,Teaming,ProjectManagement,Software,Lean,Statistics,DOE,SPC,建立团队,项目管理,软件,统计,试验设计,统计过程控制,纤细化化,六西格玛培训核心内容KeyContentsofSixSigmaTraining,统计知识的层次(针对一制程)LevelofStatisticalKnowledge,仅有经验-没有数據ExperienceOnly-NoDate数據采集-看看数據CollectData-ReadData整合数據-图,表AnalyzeData-Chart,Graph描述统计-平均值,方差StatisticalDescription-Mean,Variation,特征统计-Cp/Cpk,曲/直线拟合StatisticalCharacteristic-Cp/Cpk控制统计-SPC控制图StatisticalControl-SPCControlChart预示统计-变量分析,实验设计线性或多元回归StatisticalPreventionVariationAnalysis,DOE,成套分析工具ANALYTICTOOLSETS,DMAIC,ContinuousImprovementRoadmap,持续进步的路径,如何实现六西格玛HowtoAchieveSixSigma?,Knowingtherootcauseisthekey,Ifyouknowit,youwillcontrolit关键是了解根因(主要因子),Eliminateabnormalfailureduetospecialreason.By:Kaizen,TCM,TPM消除不正常缺陷,分散和趋中的影响TheImpactfromSpreadandLocation,分析及改进AnalysisandImprovement,Cp=Cpk(1-k),黑带的发展,持续进步的路径(续),ContinuousImprovementRoadmap（Contd）,六西格玛持续改进课程表SixsigmaCICurriculum,StatisticalApproachtoSixSigma(CIC1141&1142),FoundationsofSixSigma&theDMAICModel(CIC1157),GreenBeltProgram,BlackBeltProgram,Benchmarking(CIC540),Teaming(TBD),CycleTimeReduction&Map.Workshop(CIC850),QualityFunctionDeployment(CIC1070,1071),BusinessSkills(TBD),BuildingOrganization-WideCapability,.tosupportaSixSigmaCampaign,提高整个组织的实力,支持六西格玛运动,六西格玛绿带学习班大纲SixSigmaGreenBeltActionLearningPlan,六西格玛基础(FundamentaltoSixSigma)界定机遇(Define)1.1找出、排序并选择改进机遇。1.2制定项目团队宪章1.3组建有效的团队1.4明确顾客及顾客需求1.5界定待改进的过程并绘图衡量业绩(Measure)2.1确定衡量的内容2.2对衡量进行管理2.3认识波动2.4评估衡量系统2.5确定过程业绩表现,分析机遇(Analyze)3.1找出潜在的根本原因3.2进行失败模式及效果分析(FMEA)3.3实施对比法3.4进行波动源（SOV）研究3.5进行相关性分析改进业绩(Improve)4.1提出解决方案4.2解决方案的排序与选择控制业绩(Control)5.1制订控制计划5.2实施过程控制系统,SixSigmaBlackBeltActionLearningPlan,Week1,CoreContentDMAICMethodologyIdentifyingBusinessOpportunitiesCustomerRequirementsMappingProcessesEffectiveTeamsCriticalMeasuresMeasurementSystemsAnalysisProcessPerformanceMINITABSoftware,Week2,CoreContentRootCauseAnalysisProcessStratificationValidationofRootCausesComparativeMethodsSou