第九章六西格玛管理简介

1、LOGOhttp:/ 六西格玛即6，6 Sigma管理是在提高顾客满意程度的同时降低经营成本和周期的过程革新方法，它是通过提高组织核心过程的运行质量，进而提升企业赢利能力的管理方式，也是在新经济环境下企业获得竞争力和持续发展能力的经营策略。它希望达到的目标：六西格玛，意味着每一百万个机会中只有3.4个错误或故障。 http:/ ：均值：均值分布的离散程度越大分布的离散程度越大则则 也越大，反之，也越大，反之，亦然；亦然；分布曲线越窄，意分布曲线越窄，意味着落在味着落在USL和和LSL之间之间 越多；越多； 1 2 3 ：标准偏差，主要：标准偏差，主要描述一概率分布的离描述一概率分布的离散程度；

2、散程度；34.56http:/ Sigma MethodsuProductionuDesignuServiceuPurchaseuHRMuAdministrationuQualityuDepart.uManagementuM & SuITuWhere can Six Sigma be applied?Change Management:Two Alternative ApproachesuActivity Centered ProgramsuResult Oriented ProgramsuChangeuManagementuReference: Schaffer and Thomso

3、n, HBR, Jan-Feb. 1992Activity Centered ProgramsuActivity Centered Programs: The pursuit of activities that sound good, but contribute little to the bottom line uAssumption: If we carry out enough of the “right” activities, performance improvements will follownThis many people have been trainednThis

4、many companies have been certifieduBias Towards OrthodoxyBias Towards Orthodoxy: Weak or no empirical evidence to assess the relationship between efforts and resultsAn Alternative: Result-Driven Improvement ProgramsuResult-Driven Programs: Focus on achieving specific, measurable, operational improve

5、ments within a few months uExamples of specific measurable goals:nIncrease yieldnReduce delivery timenIncrease inventory turnsnImproved customer satisfactionnReduce product development timeResult Oriented Programsu Project basedProject basedu Experimental Experimental u Guided by Guided by empirical

6、 evidenceempirical evidenceu Measurable results Measurable resultsu Easier to assess Easier to assess cause and effectcause and effectu Cascading strategy Cascading strategyKeys to Success*u Set clear expectations for resultsu Measure the progress (metrics)u Manage for resultsu*Adapted from Zinkgraf

7、 (1999), Sigma Breakthrough uTechnologies Inc., Austin, TX.http:/ PDCA cycleuPlanuDouCheckuActuDefine(D)uMeasure (M)uInterpret u(D/M/A)uAnalyze（A）uImprove (I)uControl (C)uAlternative interpretationhttp:/ of customers, strategy, process and peopleAlignment of customers, strategy, process and peopleqS

8、ignificant measurable business resultsSignificant measurable business resultsqLarge scale deployment of advanced quality and Large scale deployment of advanced quality and statistical toolsstatistical toolsqData based, quantitativeData based, quantitative六西格玛与全面质量管理在理论上的共同之处q追求质量卓越q运用统计工具对流程、产品进行测量h

9、ttp:/ Master Black Belt - 黑带和高级管理层顾问黑带和高级管理层顾问 Black Belt and Senior Management Consultant 绿带绿带 Green Belt黑带黑带 Black Belt - - 团队成员与实施者团队成员与实施者 Team Member and Practitioner - - 团队领导与统计顾问团队领导与统计顾问 Team Leader and Statistical Consultant http:/ a projectuMeasureuPrepare for assimilating informationuAnal

10、yzeuCharacterise the current situationuImproveuOptimize the processuControluAssure the improvementsuSix-Sigma - A “Roadmap” for improvement21u u uControluDefineuMeasureuAnalyzeuImproveEstablish Establish standards to standards to maintain maintain process;process;Design the Design the controls, cont

11、rols, implement and implement and monitor. monitor. Evaluate Evaluate financial financial impact of the impact of the projectprojectIdentify, Identify, evaluate and evaluate and select projects select projects for for improvementimprovementSet goalsSet goalsForm teams. Form teams. Collect data on Co

12、llect data on size of the size of the selected selected problem,problem,identify key identify key customer customer requirements,requirements,Determine key Determine key product and product and process process characteristic. characteristic. Analyze data, Analyze data, establish and establish and co

13、nfirm the “ confirm the “ vital few “ vital few “ determinants determinants of the of the performance.performance.Validate Validate hypothesishypothesisImprovement Improvement strategystrategyDevelop ideas Develop ideas to remove root to remove root causescausesDesign and Design and carry out carry

14、out experiments,experiments,Optimize the Optimize the process. process. Final solutionsFinal solutionsuProject Phases http:/ - ToolboxDEFINE1. Project Selection Tools2. Value Stream Map3. Financial Analysis4. Project Charter5. Stakeholder Analysis6. Communication Plan7. SIPOC Map8. High Level Proces

15、s Map9. Non-Value Added Analysis10. VOC & Kano Analysis11. QFD12. RACI & Quad Charts13. Multi-Generational Plan1. Operational Definitions2. Data Collection Plan3. Pareto Chart4. Histogram5. Box Plot6. Statistical Sampling7. Measurement System Analysis8. Control Charts9. Process Cycle Efficie

16、ncy10. Process Sizing11. Process Capability1. Pareto Charts2. Fishbone Diagrams3. C&E matrix4. Brainstorming5. Detailed “As-Is” process maps6. Basic statistical tools7. Constraint identification8. Time Trap analysis9. Non-Value Added analysis10. Hypothesis testing11. Confidence intervals12. FMEA

17、13. Regression Analysis14. ANOVA15. Queuing Theory16. Analytical Batch Sizing1. Brainstorming2. Benchmarking3. TPM4. 5S5. Line Balancing6. Process Flow Improvement7. Replenishment Pull 8. Sales & operations planning9. Set up reduction 10. Poka-Yoke11. FMEA12. Hypothesis Testing13. Solution Selection Matrix14. “To Be” Process maps15. Piloting and simulation1. Control Charts2. SOPs3. Training Plan4. Communication Plan5. Implementation Plan6. Visual Process Control7. Mistake-proofing8. Proc