六西格玛管理3

1、What is Six Sigma?Jim Bossert Bank of AmericaTheproblemused to be:“How do we getmanagement interestedenough inquality to do somethingaboutit?”Nowthe problemis:“How do we getthepeople to believethatwearereallygoingtodosomethingandstickwith it?”PhilipB.Crosby “Nothingflourishes until is is clear in th

2、emindofthethoughtleaders” “Realcomprehension hastoexistifthedetermination is to be obvious”PhilipB.CrosbyWhat is SixSigma?SixSigma-TheInitiativeProcessSystematic ApproachtoReducingDefectswhichAffectWhatisImportanttothe CustomerToolsQualitative,Statisticaland InstructionalDevicesfor“Observing” Proces

3、sVariables &TheirRelationshipsaswell as “Managing” their CharacterVisionGoalPhilosophyMetricMethodToolSymbolBenchmarkValuesWhat is SixSigma?A level of performance that reflects significantly reduced defects in our productsA statistical measurement of ourprocess capability, as well as abenchmark for

4、comparisonA set of statistical “tools” to helpus measure, analyze, improve, and control our processesA commitment to our customersto achieve an acceptable levelof performance. Ameanstostretchourthinkingwith respecttoqualitySigmaisa letterintheGreekAlphabetSixSigma-Goal(DPMODistributionShifted 1.5s)s

5、PPMProcessCapabilityDefects perMillion Opp.THEGOALSOFSIXSIGMA:DefectReductionYieldImprovementImprovedCustomerSatisfactionHigherNet IncomeIRS-TaxAdvice(phone-in)(140,000PPM)7SigmaScaleofMeasure1,000,000100,00010,0001,000100101PPMRestaurant BillsDoctorPrescription WritingPayroll ProcessingOrderWrite-u

6、pJournal VouchersWire TransfersAirline BaggageHandlingPurchasedMaterialLotReject RateDomesticAirline FlightFatalityRate(0.43PPM)(with 1.5sshift)Best-in-ClassAverageCompany345621 1994Dr. Mikel J. Harry -V4.0Wheredoes industry stand ? 1994Six Sigma AcademyWhatsitBasedOn?Customer.AnyoneWhoReceivesProdu

7、ct,Service, orInformationOpportunity.EveryChancetoDoSomethingEither“Right”or“Wrong”SuccessesVs. Defects.EveryResultofanOpportunityEitherMeetstheCustomerSpecificationoritDoesntStrategyKnow WhatsImportanttotheCustomerReduceDefectsCenterAround TargetReduceVariationBreakthroughImprovementNot Incremental

8、!ProfitTotalCost tomanufactureanddeliverproductsProfitTheoreticalCostsCost ofPoor QualityCOPQWhyFocusonCOPQ?Price ErosionTheoreticalCostsCost ofPoor QualityCOPQProfitTheoreticalCostsCOPQWhichFeelsBetter? TheCostofPoor Quality(COPQ) “Iceberg”EngineeringchangeordersTraditionalQuality CostsLost Opportu

9、nityHiddenFactoryLost salesLate deliveryLong cycle timesExpediting costsExcessinventoryAdditional Costs of PoorQuality(intangible)(tangible)(Difficult or impossibletomeasure)Lost Customer LoyaltyMore SetupsScrapReworkInspectionWarrantyRejectsAdministration / DispositionConcessionsAverage COPQapproxi

10、mately15%ofSalesRiskofLossExtentofKnowledge(Derivedfrom Observation &Measurement)“When youcanmeasurewhat youarespeakingabout,andexpress it in numbers, youknow somethingaboutit;butwhenyoucannot expressitinnumbers,yourknowledgeisofameagerand unsatisfactory kind.Itmaybethebeginning of knowledge,but you

11、have scarcely,inyour thoughts,advancedtothestateofscience.”Lord KelvinKnowledgeisthe FoundationScienceArtDisciplineChaosKnowledgeWhereAreYourProcessesToday?Directions of KnowledgeGood DecisionsFire FightingWasteLeadership Commitment, Competence&InvolvementMethodology& ToolsData DrivenStatistically V

12、alidatedBest People100% DedicatedtoDefectReductionProject FocusedWhat Makes SixSigmaDifferent?Collecting DataCommunicateinanobjectivemannerTocollectquantifiablefactsabouta problemoropportunityToestablishbaselineinformationabouta problemorprocessTofacilitatecost benefitanalysisofproposedsolutionsToco

13、mparebeforeand after- quantify theimpactofasolutionTojustify extensionofthesolutionData BuildsKnowledgeTheImportanceoftheCommon Language ofDataWhat do Ineedtoknowtomake Decisions?HowdoIneed to seetheinformation?What toolwillbeused?What datadoweneed?Whereisthedatalocated?PlanningExecutionQuestionstob

14、eAnsweredDriveDataCollectionSTATISTICS IS COMMUNICATINGINFORMATIONFROMDATA-SchillingSTATISTICS IS NOTA SUBSTITUTEFOR ENGINEERING JUDGMENT- DodgeSTATISTICALTHINKINGWILL ONEDAYBEASNECESSARY FOREFFICIENTCITIZENSHIPASTHE ABILITYTOREADANDWRITE.-H.G.WellsDATA IS NOTKNOWLEDGE.INORDERTOGIVE UP ITSKNOWLEDGE,

15、 DATAMUSTBETORTURED.STATISTICSARE THEIMPLEMENTS OF TORTURE.MikelHarryOldPhilosophyofQualityNewPhilosophy of QualityLSLUSLLSLUSLArea outsidethe specificationlimitsrepresentquality losses.ConformancetoSpecifications“Goal PostMentality”Deviationfromthetargetrepresents qualitylosses.TaguchisLossFunction

16、Average Loss=ks2+ (y -T)2“Variation is Evil”-SomeProduction GuyNoLossestheTargetTheChangingQualityPhilosophyTheChangingQualityPhilosophyThehighestquality products andservicesarethe lowestcost products andservicesBreakthroughStrategyCharacterizationPhase1:MeasurePhase2:AnalyzeOptimizationPhase3:Impro

17、vePhase4:Control345671,000,000100,00010,0001,0001001012Sigma Scale of MeasurePPMAverageCompanyBest-in-ClassThe Basic ObjectiveTheBreakthrough MethodologyDefinetheproblem.DMAICtotheRescue!THENATURE OF THEPROBLEMSixSigmamethodologyidentifiesprocessesthatareoff-target,and/orhavea highdegree of variatio

18、n,and corrects theprocessOff-TargetVariationOn-TargetCenterProcessReduce SpreadXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXAnother ViewLSLUSLUSLLSLOff-TargetVariationOn-TargetCenterProcessReduceSpreadThestatisticalviewofa problemUSLLSLLSL=Lowerspec limitUSL=Upperspec limitLargeTHENATURE OF THEPROBLEM -ASTA

19、TISTICALLOOKInsufficientProcessCapabilityUnstablePartsandMaterialRegionofSix Sigma SynergyInadequateDesignMarginPrimary SourcesofVariationsMeasure of variationandqualityMeasure of capabilityofour processesHowDoWeMeasureVariationand Quality?TheStandardDeviationmPointofInflection1sTUSLp(d)UpperSpecifi

20、cation Limit (USL)TargetSpecification(T)LowerSpecification Limit (LSL)Mean of thedistribution(m)StandardDeviationofthe distribution(s)3sThedistancebetweenthepointofinflectionandthe meanconstitutesastandarddeviation.Ifthreesuch deviationscan be fitbetween thetargetvalueand thespecification limit,wewo

21、uldsaythe processhas “threesigmacapability.”mPointofInflection1sTUSLp(d)p(d)123456s3sThis is a 6 Sigma ProcessTheStandardDeviationf (X)Y=X1 . . . XNIndependentInput-ProcessCauseProblemControlYDependentOutputEffectSymptomMonitorTheFocusofSix SigmaTogetresults,should we focus ourbehaviorontheYorX ?Ifw

22、earesogoodatX,whydoweconstantlytest andinspect Y?FocusonX ratherthan Y, as donehistoricallyImprovementStrategy(DMAIC)FocusVitalFewxiYYYYYx1, x2, .xnx1, x2, .xnVitalFewxiVitalFewxiVitalFewxiVitalFewxiPhaseMeasureAnalyzeImproveControlSelect Product or Process Key Characteristic(s); e.g., Customer YDef

23、ine Performance Standards For YValidate Measurement System for YEstablish Process Capability of Creating YDefine Improvement Objectives For YIdentify Variation Sources In YScreen Potential Causes For Change In Y & Identify Vital Few xiDiscover Variable Relationships Between Vital Few xiEstablish Ope

24、rating Tolerances On Vital Few xiValidate Measurement System For xiDetermine Ability To Control Vital Few xiImplement Process Control System On Vital Few xiSIXSIGMAMETHODSGENERATEDATA-BASEDDECISIONS- - - - - - - - - - - - -Harvesting theFruitofSixSigmaSweetFruitDesignfor ManufacturabilityBulk of FruitProcess CharacterizationandOptimizationLowHangingFruitSevenBasicToolsGroundFruitLogicandIntuitionProcess Entitlement- - - - - - - - - - - - -Wedontknow whatwedon