LSS OVERVIEW

1、Lean Six Sigma Introduction 精益六西格精益六西格玛简玛简介介 What Is Six Sigma? Sigma (s s) is: The 18th letter of the Greek alphabet Sigma is the symbol for standard deviation A measure of variation Six Sigma has a history and is: A Vision A Philosophy A Management System An Aggressive Goal A Tool Box A Vehicle fo

2、r Customer Focus Six Sigma Training Six Sigma Practitioners are trained in ALL tools required for Breakthrough! Classic Training Approach Vise Grip Approach SPC ExpertDepartment trained in Lean DOE Expert TQM Students 7 Basic Tools Theory of Constraints Value Stream Mapping The right tools Best Peop

3、le Best People Sends a powerful message to the company Managers dont want to give up their best people Managers objectives aligned with Six Sigma? BB embarking on a new career Whats in it for them?!? Biggest Problem How do you know what your biggest problem is? Are you sure? The Six Sigma Success St

4、ory Since its development at Motorola 15 years ago, Six Sigma has become known as the most effective business improvement process for customer satisfaction and financial performance at a number of international companies including: Where Did It Come From? # Adopted 80s90s00s A Goal Methodology Syste

5、m A Metaphor for Business Excellence Motorola Allied Signal GE Financial Services Healthcare The Changing Definition of Six Sigma Definition of Six Sigma (Mid-80s and earlier): A drive toward zero defects in manufacturing. A goal. Why manufacturing? Because this is where we measured defects. Definit

6、ion of Six Sigma (Late 80s, early 90s): A methodology to achieve the goal in manufacturing (MAIC). This allowed the (non-statistician) practitioner to be able to apply. Definition of Six Sigma (Mid to late 90s): A comprehensive process improvement system complementing the methodology to achieve the

7、goal. Creating a system to support Six Sigma required organizational development in key areas (HR, Finance, IT, Communications). Definition of Six Sigma (Today): A metaphor or umbrella for business and process excellence. Benefits realised from implementing Six Sigma CompanyIndustryBenefits Diversif

8、ied products $5 Billion by 2000 (Since 1996) Technology $1.16 Billion in 2000/2001 Technology $85 Million early 2000 Technology$1.5 Billion in 1999 Financial Services $2.5 Billion in 1999 Financial Services $1.45 Billion since 1998 Diversed Manufacturer Average of $600 M/year since 1995 CompanyIndus

9、tryBenefits Automotive $475 Million in 2001 Chemicals$700 Million Chemicals $1.5 Billion (EBIT) by 2003 Products 110 Million in 2000 Mining and Metals $34 Million in 2000 Energy and Utilities $3 Billion since 1995 Products$40 Million in 2001 General Electric *Source IBM A Closer Look . . . A Leader

10、Must Believe! So Leaders Must Understand WHY It Works Dedicated, well trained problem solvers working in the context of a well architected support system. The powerful DMAIC process of variable reduction. Alignment with the strategic priorities of the business, generally with a sharp focus on financ

11、ial results. Well Architected Support System Analyze Control MeasureImproveRecognizeDefine Realization Execs/Finance Reps/Champions/P rocess Owners BBs / GBs / Team Members Process Owners / Finance Reps/ Champions Practical Solution Control Statistical Solution Improve The Six Sigma Process Practica

12、l Problem Measure Statistical Problem Analyze Remember: the goal is the practical solution. Powerful MAIC Process Measure (all input variables) Analyze Improve Control Pour in all possible input variables Process Mapping Mind Mapping Ishakawa diagrams Survey design Use soft tools to narrow the possi

13、bilities C & E Matrix FMEA Use quantitative tools to further narrow the field ANOVA Correlation Multi-vari studies Implement and validate solutions Implement systems to ensure improvements are maintained SPC Poka-Yoke Audits Control Plans DOEs Surveys (Key input variables) (Critical input variables)

14、 (Key leverage variables) Logistic Regression Survey analysis 30 - 50 10 - 20 8 - 10 4 - 8 2-5 Understanding Four Phases of Change Degree of Competency Degree of Consciousness IncompetentCompetent ConsciousSub-conscious Arrogance FearCompetence Habit “Statistical thinking will one-day be as necessar

15、y for efficient citizenship as The ability to read and write.” - H.G. Wells Why Would We Do It? Intangible-Difficult or Impossible to Measure Re-inspection Lost or missing information Lost customer loyalty Re-design of software Modifying service processes to correct deficiencies Redundant operations

16、 Customer defects from dissatisfaction Tangible-Measurable Inspection Warranty Rewor k Rejects Scrap 4-10 % of Sales 20-35 % of Sales Average Company Performance Good / Service OutputTotal Cost to Company Defect Level 4 to 10% of Outputs received By customers need rework Poor Quality Costs 20 to 35%

17、 of Cost of the process Poor quality casts a long cost shadow! The poor quality received by customers is just the tip of the ice berg in terms of costs incurred by the company Customer Focus Voice of the Customer Remember why were in business to provide quality products and services to our customers

18、 to enhance their bottom line. We must listen to what our customers are asking us to provide, and measure what we deliver to their standards and specifications. Focus of Six Sigma Problem Solving If we are so good at X, why do we constantly test and inspect Y? nY nDependent nOutput nEffect nSymptom

19、nMonitor nX1 . . . XN nIndependent nInput-Process nCause nProblem nControl To get results, should we focus our behavior on the Y or X? Focus on X rather than Y, as done historically Sigma. . . A Unit of Measure Lower case Greek letter Used to express variation Standard Deviation A measure of process

20、 capability s s Understanding Variation (Six Sigma) LSLUSL Anything outside the specification limits represents quality losses Goalpost Mentality Traditional Philosophy LSLUSL Any deviation from the target causes customer losses Variation is Evil! Taguchi Philosophy Six Sigma Literally Speaking Is t

21、his Six Sigma? m m Point of Inflection 1s s XUSL p(d) 3s s The distance between the point of inflection and the mean constitutes a standard deviation. If three such deviations can be fit between the mean and the specification limit, we would say the process has “three sigma capability.” Six Sigma Li

22、terally Speaking Or, is this a Six Sigma Process? m m Point of Inflection 1s s USL p(d) 1234 56 X Six Sigma. . . An Aggressive Goal Sigma is a statistical unit of measure that reflects process capability. The sigma scale of measure is perfectly correlated to such characteristics as defects-per-unit,

23、 parts-per million defective, and the probability of a failure/error. 2308,537 366,807 46,210 5233 63.4 s- Level (short-term) DPM0 (long-term) Process Capability (short-term) Defects per Million Opp. (long-term) Why Six Sigma Can You Relate Practically? 99.99966% 好好 (6 s s) 每小时丢失20,000封信 每天15分钟不安全的饮

24、用水 每星期5,000次不正确的外科手术 每天大多数大型机场2次班机不准时 每年2000张错误处方 每个月停电7小时 。 每小时丢失7封信 每7个月1分钟不安全的饮用水 每星期1.7次不正确的外科手术 每5年每个机场1次班机不准时 每年68张错误处方 99.7% 好好 (3 s s ) 每34年停电1小时 6 Sigma6 Sigma的现实意义的现实意义 。 想想你身边每天都在发生的事：想想你身边每天都在发生的事： 多少次在ATM机上取钱失败；多少次出行会遇到盗贼/抢劫；多少次打卡失败；多少次提交的报告被客 户/老板退回；多少次新工装、夹具FAI不通过；多少个新产品能够顺利量产； Common

25、 Questions What is so different about Six Sigma from Initiatives of the past? It builds an infrastructure with lines of accountability running throughout the organization It stresses breakthrough improvement Emphasis is placed on producing better, faster, and lower cost products and services than th

26、e competition Emphasis on measurable bottom line results Training and education is targeted to a methodology which is part of a larger system of management and is repeatedly applied It is not a quality program it is a Management System and business strategy Why Six Sigma Today? The Old Days 12345 Co

27、ntinuous Improvement 5% Why Six Sigma Today? The Future An increasingly competitive environment (the “new economy”) is pushing companies to implement more sophisticated systems in the pursuit of bigger and faster improvement. 12345 Continuous Improvement Six Sigma Breakthrough 70% 5% Summary A solid

28、 understand of Six Sigma from a Champion standpoint is critical: It builds an infrastructure with lines of accountability running throughout the organization It stresses breakthrough improvement Emphasis is placed on producing better, faster, and lower cost products and services than the competition

29、 Emphasis on measurable bottom line results Training and education is targeted to a methodology which is part of a larger system of management and is repeatedly applied It is not a quality program it is a Management System and business strategy Lean Overview The Principles of Lean ! Define Value Fro

30、m customer perspective Value Stream Mapping Mapping information flow and product / service transformation Pull production Provide only when needed Continuous Flow Internally having everything ready as needed for a symphony of service or production Strive for Perfection Never give up the chase for pe

31、rfection Prepare Define customer needs Value stream map the current process Identify new TAKT Establish Kanbans Standardize work Implement the new process Establish Pull Define Value Identify Value Stream Implement Flow Implement Pull IMPROVED COMPETITIVE POSITION Value stream Map the future process

32、 Design the System ENTRY Integrate with Enterprise Level Establish an Operations Lean Implementation Team(s) Develop implementation strategy Develop a plan to address workforce changes Address Site Specific Cultural Issues Train key people Establish target objectives (metrics) Build vision Establish

33、 need Foster lean learning Make the commitment Obtain Sr. Mgmt. buy-in Phase 5Phase 6Phase 1Phase 2Phase 3Phase 4Phase 0 Adopt Lean Phase 7 Strive for Perfection Expand Internally/Externally Enterprise / System Interface Financial Information Quality Safety Training and Human Resources Workforce/Man

34、agement Partnership Institutionalize 5S Institute SCORE events Remove system barriers Expand TPM Evaluate against target metrics Assessment Tool Mistake Proof Team development Optimize quality Top Leadership Lean Roadmap Supply Chain/External Environment Commitment Procurement Engineering SC O R E S

35、C O R E SC O R E SC O R E SC O R E The Enterprise Roadmap to Lean 8 Types of Waste Overproducti on Producing too much or too soon Conveyance Any conveyance is waste Inventory Any more than the minimum to get the job done Waiting Waiting on parts, waiting for information Processing Over-processing Pr

36、ocess Variability Correction Any repair or rework Motion Any motion that does not add value Intellect Any failure to fully utilize the time and talents of people Waste of Overproduction Definition: Producing more than needed (batch processing) Producing faster than needed Duplication of effort Extra

37、 Files Extra Drawings Extra Slides 3-D Color Copies Waste of Conveyance (Information Movement) Definition: Excess movement of material or information. Information Generated Entered Filed Sent to the Plant Verified Filed Approved Entered Returned Waste of Inventory Definition: Work in process that is

38、 idle is inventory. Wait time accounts for much of the total cycle time in most transactional processes. Waste of Waiting Definition: Idle time for workers waiting for work to come to them. Waste of Processing Definition: Effort which adds no value to a service or information, enhancements which are

39、 transparent to the customers, or work which could be combined with another purpose. Engineering Changes 3-D Color Copies Waste of Correction Definition: Inspection Rework of a service or information to fulfill customer requirements. White Out Delete Trash Waste of Motion Definition: Any movement of

40、 people or machines which does not add value to the service or product. Waste of Intellect Definition: Any failure to utilize the time and talents of the people. Molex LSS Program (Dongguan) 以客户为中心以客户为中心 70%项目存在于客户看得到、感觉得到的领域项目存在于客户看得到、感觉得到的领域. 30% 需改进成本需改进成本 还存在以下区别还存在以下区别 全职的人力资源接受良好训练，并全身心投 入工作的，

41、应不断为其提供充分改进提高的 机会。 储备可利用的资源 优先提拔上述可利用资源 助于培养相互信任、彼此有信心的团队氛围 管理技巧 支持技术 制定政策日常管理 计划执 行检查 行动（PDCA 循环管理） 按时生产相关员工 全面质量保证 供应商质 量保证 客户质量 保证 统计学质量 控制 莫仕全面质量管理（莫仕全面质量管理（TQM） 改进基础改进基础 基层技术基层技术 人员人员过程改进过程改进 领导能力领导能力 全面质量管理（全面质量管理（TQM）中的基层技术）中的基层技术 领导能力领导能力 - 重新重新 - 方向方向 - 沟通沟通 - 团队资源团队资源 - 文化文化 人员人员 - 健康发展的组织

42、机构健康发展的组织机构 - 参与性参与性 - 纪律性纪律性 - 员工士气员工士气 - 员工能力员工能力 - 可利用性可利用性 过程改进过程改进 - 操作过程操作过程 - 新产品开发新产品开发 - 项目管理项目管理 - 行政管理行政管理 - 市场销售市场销售 精益化管理精益化管理 - 六西格玛六西格玛 - 持续改善的经营理念（持续改善的经营理念（Kaizen） TQM）操控者）操控者 - 战略方针制定者战略方针制定者 - 沟通联络主管沟通联络主管 - 管理成效所有人管理成效所有人 强有力的团队强有力的团队 保持不变的方面保持不变的方面? 全面质量管理（全面质量管理（TQM）的定义）的定义 全面质

43、量管理（全面质量管理（TQM）是机构团体借以实现持续改进增）是机构团体借以实现持续改进增 值过程的体系。值过程的体系。 全面质量管理（全面质量管理（TQM） 是一种结构化的商务管理过程，解是一种结构化的商务管理过程，解 决下列两个方面问题：决下列两个方面问题： 哪些事是正确的；哪些事是正确的； 如何正确处理这些事如何正确处理这些事 支持全面质量管理（支持全面质量管理（TQM）的原则）的原则 机构团体重复进行的事件就是一个过程，只要该过程可增 值，就应予以规范，控制并不断改进。 每一过程应由授权的负责人像对待客户一样管理。 客户重视供应商提供的产品及服务质量的连贯性 Aligning the B

44、usiness/调整业务调整业务: Managing the Business/管理业务管理业务: Improving the Business/改进业务改进业务: 调整公司人力物力以驱动绩效卓越的内聚框架。 通过不同层次的持续改进，以客户满意度为中心的体系。 提倡优秀、持续改进，倡导节约的系统方法。 定义过程卓越定义过程卓越 Process Excellence Tools & Methods (enablers) 过程卓越的工具及方法 (使能): 精益化管理 六西格玛 设计与创新 收获成果收获成果 有资格 “掉在地上的果实” 逻辑知识与常识 “伸手可及的果实” 精益化管理积分精益化管理积分

45、 “大量的果实” 定义、测量、分析 、改善和控制（DMAIC） (统计学上 解决问题的方法学) “最甜的果实” 六西格玛设计 突破 精益化管理及六西格玛精益化管理及六西格玛 精益化管理精益化管理开源节流开源节流 结果平稳进行 改善过程改善过程 减少湍流急险的变数减少湍流急险的变数. 八种浪费八种浪费 过量生产过量生产 生产太多或太快生产太多或太快 运输运输 任何产品的搬运任何产品的搬运 都是浪费都是浪费 库存库存 超过最低需求超过最低需求 量的工作量的工作 等待等待 待料待料, 等信息等信息 加工过剩加工过剩 过度加工过度加工 变异变异 返工返工 任何维修和返工任何维修和返工 移动移动 任何不

46、增值的移动任何不增值的移动 智力智力 任何没有充分利用任何没有充分利用 的时间和人才的时间和人才 六西格玛解决问题的核心六西格玛解决问题的核心 在Y=f(x)中，如果X的过程做得足够好，还有什么理由要不停地 检查Y的结果呢？ nY n非独立的非独立的 n输出输出 n结果结果 n问题征兆问题征兆 n监视监视 nX1 . . . XN n独立的独立的 n输入与过程输入与过程 n原因原因 n问题核心问题核心 n控制控制 要解决问题要解决问题,我们的注意力应放在我们的注意力应放在Y还是还是X上上? 以史为鉴，重心应偏向X而不是Y Executive Stakeholder Analysis & Tra

47、ining 高层利益相关者分析及培训高层利益相关者分析及培训 (Jun.15) 了解主要获利者的愿景&顾虑 评估PE实施成功的 关键因素 培训高层管理人员 Infrastructure & Implement (Initiative) 基础架构基础架构&实施计划实施计划 (启动）启动）Aug.26 World wide Opportunity Assessment 全 球 范 围 的 机 会 评 估全 球 范 围 的 机 会 评 估 (Aug.711) 区域推动 倡导人培训* 六西格玛黑带及绿带培训六西格玛黑带及绿带培训*-GB DM phase Six Sigma BB & GB training 精益专家培训 小组成员培训（黄带） 流程拥有者培训 确定适用政策,策略,流程 和程序 制定电子手册 建立培训规划 建立沟通策略和计划 1 2 3 Training & Development 培训和发展培训和发展 识别公司核心流程及衡量指标 寻找和识别项目的流程 确定首批黑带/绿带的项目 项目优先排序方法 4 Current Project Overall Status Locatio nBlack Belt NameProject NameOverall status DG C