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SixSigma

ByDanielWuFordLioHoMotorCompany1OutlineQualitylevelWhatisSixsigma?WhyweneedSixsigma?DevelopmentandDeploymentstrategyHowSixsigmamergesintoourdailybusiness?2Overview-FourQualityGurusHistoricallycompanieshavefocusedonqualityissuesforcustomersatisfactionPriortosixsigmatherewerefourkeyqualitygurusthatmostcompanies’qualityprogramsfollowedDemingJuranCrosbyTaguchi3DemingDemingtaught:ImportanceofunderstandingvariationinworkprocessesRoleofmanagementinleadingforqualityApplicationofstatisticsPlan-Do-Check-Act4Deming’sContributiontoProfitabilityEXTERNALINTERNALCUSTOMERSATISFACTIONMARKETSHAREPROFITPRODUCTIVITYQUALITY-Betterproducts&services-Improvedprocesses-CompetewithvaluePRICE-CompetewithPrice-Decreasedcycletime-Eliminateset-uptimesCOST-OpportunityforprofitPRODUCTQUALITYPROCESSQUALITY-Reducerework-Eliminatein-processinspection-Reducescrap-Increaseproductlife-EliminateincomingtestingPlanDoCheckAct5Juran

Jurantaught:BreakthroughperformanceParetoeffectImportanceofmanagementprinciplesQualitybydesignandplanning6Juran’sContributionPlanningCostofPoorQuality(Percentofoperatingcosts)ProductionBeginsOriginalzoneofprocesscontrolNewzoneofprocesscontrol020400ControlTimeImprovementLessonsLearnedSporadicspikefromobservedproblemChronicWaste(anopportunityforimprovement)ControlSpecialcausevariationCommoncausevariation7CrosbyCrosbytaught:CustomerrequirementisperformancestandardQualitymaturityisajourneyPreventiveactionasbasicapproach8TaguchiTaguchitaught:CostofpoorqualityislosstosocietyasawholeRobustqualityisdesignedforconsistentproductionDesigncontrolismoreimportantthanproductioncontrol9Taguchi’sContributionLowerSpecificationLimitUpperSpecificationLimitNominalValueRegionofCustomerComplaintsRegionofCustomerComplaintsRegionofQuestionablePerformanceRegionofQuestionablePerformanceRegionofSpecifiedPerformanceMeanLowerControlLimitUpperControlLimitRegionofDesiredPerformanceCost10WhatAretheLimitstoImprovement?2Sigma3Sigma4Sigma5Sigma6SigmaBasicQualityToolsStatisticalToolsDesignforSixSigma(DFSS)BasicToolsWallDesignWallCleanSheet11ChallengeinthemillenniumQuestionconfrontingbusinessleadersandmanagers:Itisnot:“Howdowesucceed?”It’s:“Howdowestaysuccessfully?”12Change“Itisnotthestrongestthatsurvive,northefittest,butthosemostabletoadapttochange.”CharlesDarwinTheOriginofSpecies“Peopledonotresistchange,peopleresistbeingchanged.”Beckhard13ChallengeResistance-theuniversalreactiontochange.TechnicalresistancePoliticalresistanceOrganizationalresistanceIndividualresistance14SixSigma?SixSigmaisnotabusinessfadtiedtoasinglemethodorstrategy,butratheraflexiblesystemforimprovedbusinessleadershipandperformance.Itisnotabouttheory,it’saboutaction.15Passion+Execution=FastandLastingResultsSixSigmaFocusDelightingthecustomerthroughflawlessexecutionRapidbreakthroughimprovementAdvancedbreakthroughtoolsthatworkPositiveanddeepculturechangeRealfinancialresultsthatimpactthebottomlineSigmaisastatisticalunitofmeasurethatreflectsprocesscapability.Thesigmascaleofmeasureisperfectlycorrelatedtosuchcharacteristicsasdefects-per-unit,parts-permilliondefective,andtheprobabilityofafailure/error(DistributionShifted±±1.5s)2308,537366,80746,210523363.4sPPMProcessCapabilityDefectsperMillionOpp.SixSigmacorrespondstopartsperbillionifprocessiscenteredSixSigma-Goal3Sigma6Sigma5Sigma4Sigma93.32%99.379%99.9767%99.99966%HistoricalCurrentIntermediateLong-termSigmaLong-TermYieldStandardSixSigma-PerformanceTarget....ToProduceImprovedRolledThroughputYield,DefectsPerUnit,&DefectsPerMillionOpportunityReducedCostofPoorQuality(COPQ)ImprovedCapacityandProductivityReducedVariationInOurProcesses/Products$$’sAProblemSolvingMethodologyCharacterizeOptimizeBreakthroughUSLTLSLUSLTLSLTUSLLSLUSL’LSL’TheStrategyCustomerFocused-BothInternally&ExternallyWhichBusinessFunctionNeedsIt?Aslongasthereisaprocessthatproducesanoutputwhetheritisamanufacturedproduct,data,aninvoice,etc...wecanapplytheSixSigmaBreakthroughStrategy.Fortheseprocessestoperformtoacustomerstandardtheyrequirecorrectinputs!!!6SigmaMethodsMFG..DESIGNSERVICEENGMAINT.ADMIN.QAPURCH.Dataisderivedfromobjects,situations,orphenomenonintheformofmeasurements.Dataisusedtoclassify,describe,improve,orcontrolobjects,situations,orphenomenon.1.Weonlyuseexperience,notdata.2.Wecollectdata,butjustlookatthenumbers.3.Wegroupthedatasoastoformchartsandgraphs.4.Weusecensusdatawithdescriptivestatistics.5.Weusesampledatawithdescriptivestatistics.6.Weusesampledatawithinferentialstatistics.LevelsofAnalysis:Whatlevelarewe??TheFoundationoftheSixSigmaToolsTheRoleofSixSigmaSixsigmaisthebestmeanstorealizethephilosophy,values,andgoalsassociatedwithyourbusinessinitiatives.RegionBA6LinkingPinsBusinessAreaInitiativesItunifiestheinitiativesandprovidesacommonlanguagewhichallpeoplecanunderstandandspeak.23HowDoWeImproveCapabilityOurOutputs(Y’’s)aredeterminedbyourInputs(X’’s).IfweknowenoughaboutourX’’swecanaccuratelypredictYwithouthavingtomeasureit.Ifwedon’’tknowmuchaboutourX’’s,thenwehavetoresorttoinspectionandtest(nonvalueaddedoperations).ByknowingandcontrollingtheX’’s,wereducethevariabilityinY,whichdecreasethenumberofdefects,improvesRTY,cycletime,etc.Wecanalsoeliminateorreduceinspection,test,andrework.TheSourcesofSixSigmaQuality……bycontrolling...bydesigning...ContinuouslyReduceProcessVariabilityTighterUpper&LowerLimitsTargetvaluesLowerLimits1.Designbesttargetforperformance2.Designsystemvaluestoreducevariabilityofperformance•----------------------•----------------------•----------------------AttractiveImplicitWasteExpressedQ1.Ifprovidedwouldyoube......indifferent?...happy?Q2.Ifnotprovided......indifferent?...unhappy?Q3.Ifnotprovided......indifferent?...unhappy?•----------------------•----------------------•----------------------•----------------------•----------------------•----------------------•----------------------•----------------------•----------------------bylistening......towhatthecustomersayshe/cessvariability,notbyinspectionofdefectiveoutput25DevelopingandReinforcingValuesCycleofRefinementVALUESBEHAVIORATTITUDESCULTURE26TheRoleofLeadershipNewQuestionsNewValuesNewMeasuresLeadership(Humility/Listening)NewBehaviors27LeadershipplaystheroleValuesareafunctionofbehaviorsMeasuringtherightthingsiskeyChangemustbesupportedanddrivenfromthetopWillisakeyelementforasuccessfuldeployment28Whyarewehere?“ThereisarecognitionthatleadershipneedstobeakeycomponentofConsumerDriven6-Sigmawithinanyorganizationtryingtoundertake6-Sigmadeployment.”MikelHarry/RichardSchroeder29What’’sInItForMe?“…thebeststatisticalanalysisintheworldisuselessifthosehandlingtheinformationareparalyzedbycorporatefear.Whendatasuggestsonedirectionbutcorporatecultureorconventiondictatesanother,fearcanruleandthepotentialforchangeislost.Onlystrongleadershipcaneradicatethefearfactorandallowanorganizationtorealizeitspotential.Statisticsalonecannotachievebreakthrough.”MikelHarry/RichardSchroeder30DefineFutureStateLeadershipinSixSigmaOrientationPresentStateFutureStatePTSLeadershipSkillsBusinessBasicsProjectManagementPersonalDevelopmentPTSPTSPTSPTSDEFINEMEASUREANALYZEIMPROVECONTROLDefinePlanManageCloseTeamManagementTeamDevelopmentMeetingFacilitationTeamManagementDevelopTransitionPlanChangeManagementAnalyzePresentState31SixsigmastructureStrategy——Consumer-driven,focusonproduct,process,andservice.Organization——All-functioninvolvementandPersonalDevelopment.Policy——Company-wideengagement,HR,IT,andFinancesupport.Management——Project,Team,andChangeManagement.32DeploymentStructureMasterBlackBelts(Full-Time)ProjectChampions(Part-Time)BlackBelts(Full-Time)GreenBelts(Part-Time)ExecutiveLeadership(Part-Time)DeploymentDirectors(Full/Part-Time)336sProjectChampions6sDeploymentChampion(s)SMBusinessUnitLeaderCEOCorporate6sSeniorChampionSMHRDeploymentChampionSMITDeploymentChampionSMFinanceDeploymentChampionSMPRDeploymentChampionSMBusinessOperationsLeaders6sHRManager6sFinancialManagerGreenBeltsSM6sITManagerTrainingDeploymentChampionSM6sMasterBlackBeltsSM6sComm.Manager6sTrainingManager6sProjectChampionsSM6sBlackBeltsSM6sDeploymentInfrastructure6sExecutiveCouncilSixSigmaDeploymentRoles34PhaseI—CascadingEstablishdeploymentstructureExecutive,topmanagement,championawarenesstrainingBlackBelttrainingToolsimplementationtrainingLeadershiptraining35PhaseII——AcceleratedevelopmentDeploymentstructureimplementationanddispositionineachfunction.EverysalaryisGB.Begintoimplantintocurrentqualitysystem.ISO14000andQS9000integration.36PhaseIII—IntegrationImplantsixsigmamethodologyinotherqualitytoolsPartnershipwithotherqualitysystem.Sixsigmatrainingtosupplierandfranchise.Sixsigmaindailybusiness.DFSS(DesignforSixSigma).BB/MBBinleadershipposition.37ItisAllaboutValueTheCustomerValuePropositionDefinesBusinessStrategyCustomerschoosetobuyfromusbecause...Investorsentrusttheirmoneytousbecause...Employeeschoosetoworkforusbecause...38ThreeCustomerValuePropositionStrategies…ProductdifferentiationOperationalexcellenceCustomerpartnershipsCompetitiveadvantage!39Consumerv.s.ProducerCustomers––higherexpectationDefect-freequalityProductServiceProducer-planningforchangestomeetcustomerrequirements.Strategic:changingthewayeverylevelofabusinessismanagedonadailybasis.Tactical:sixsigmamethodologyandcross-functional.Cultural:outofboxthinking,everyoneinvolvedandcommonlanguageisdata.Customerswanttopurchasehighqualityproductsandservicesatthelowestcost,justascompanieswanttoproducehighqualitygoodsandservicesatthelowestpossiblecost.40MaximizingCustomerValueDerivingvaluefromtheNeed-DoInteractionModelNeedDoCustomersandsuppliersexchangevaluethroughtheNeed-Dointeraction.CustomerSupplierInteraction41Value-CapturingthevoiceofCustomersPartialKanoAnalysisDegreeofAchievementCustomerSatisfactionSurprise:“ErgonomicallyDelighting””Desire:““OperateQuietly””Necessities:“Doesn’’tFailMechanically””“Doesn’’tFailElectrically””“IsDurable””BasicQualityPerformanceQualityExcitementQuality42BusinessinitiativesDeliveryCostCustomerrequirementsQualityWhenwesaysomethingisaCTQ,canwedescribeitfromCustomer’’sperspective?Ourperspective?Canwedemonstratetherelationship?PRODUCTQUALITYSHIPMENTACCURACYCONDITIONFILLRATE/ON-TIMEDELIVERYORDERSERVICE/INFORMATIONPROFITABLECUSTOMERGROWTHCustomerSatisfaction43BuildingtherelationshipInternalOthersExternalSegmentDatabasesfromVOCDataextraction&transformationDepartmentaldatamartIntelligencereportsforprojectsCorrelationanalysis44DatatransformationWhatshouldwedotomakeiteasilyaccessibleasinformationtomanagersandsubordinates?Whatsortofanalysiscanweconduct?Howdoesthatanalysisaddvalue?Howcanwefurtherextendthevalueofourdataanalysis?45OpportunityandalternativeFocusonthebestopportunitiesStratifytodefinetargetarenasDefinerealoptionsBuildaportfolioofopportunitiestopursueMeetcustomerrequirementsbyrunningthebusinessaswedo?Orneedtochangetogetprodigiousimprovement?Sixsigma?46Consumer-drivensixsigmaRequiresconsumerstrategy,productstrategy,andinfrastructurestrategyandlinktheminextricablytogether.Conductsbusinessthroughtheconsumers’’eyesandsharesunfilteredinsightwithintheenterprise.Createsacompellingconsumerexperienceandinnovatesservicesaswellasproducts.Addsvalueintheeyesoftheconsumer.Integratestheproductandinformation.47TransformingCustomerFeedbackIntoSAQandthenSixsigmaProjectsSingleAgendaforQualityandCustomerSatisfactionTop25issuesDevelopActionableProjectsIdentifyGenericCriticalX’sHighMileageDFSSNewProductContentMeasureandMonitorCriticalX’’sIdentifyCriticalX’sOutofSpecificationDevelopActiontoRestoreCriticalX’’sMBBActionVRT(Processowner)BlackBeltProjectLeaderFPS&PlantOperationsQOSDMAICGreenBeltProjects48ConsumerDriven6-Sigmaoffersastructuredproblemsolvingmethodologytoachievebreak-throughimprovementsbysystematicallyidentifyingrootcausesandeliminatingthemusinganintegratedsetofstatisticaltools,problemsolvingtechniques,data,anddisciplines.SixSigmainprocessimprovementImproveControlDefineMeasureAnalyzeModifyDesign?NoYesRedesign49SixSigmaMindsetDefineMeasureAnalyzeImproveControlWhatdoesthecustomerwant?Whatisthedefectwewanttoreduce?Arewesurewecantrustthedata?Whatdoesthedatatellus?Whatarethemaininfluencingfactors?Doesthedataconfirmthis?Whatarewegoingtochange?Isimprovementtangibleandoptimal?Howarewegoingtomaintaintheimprovementforever?Howtocascadefeedbacktosystem?JonathanHolbrook6SigmaDeployment50DEFINEPROBLEM/ISSUEStrategyPreventdefect(s)Eliminatedefect(s)CHARACTERIZEDEFINEOPTIMIZEVERIFYMEASUREANALYZEIMPROVECONTROLBlackbeltprojecttoimprovemfg.capabilityMcesscannotprovidesufficientimprovement.Needreducedproductsensitivitytomfg.noise.TheOverallPerspective:DMAICandDCOV51BreakthroughImprovement5SworkplaceVisualFactoryStandardizedWorkDMAICQualityToolsSixSigmaMethodologyPhaseWorldclassqualityWecan’tsustainavisualfactorywithout5SWecan’tsustainstandardizedworkwithoutvisualfactoryWecan’tsustainsixsigmawithoutstandardizedworkQualitytoolistheengine,SixsigmaisTurbo-chargeDFSSWecan’tmeetsixsigmawithoutsixsigmadiscipline52Is6-Sigmaastrategicprocessforyourbusinessorisitjustoneofseveral?Is6-Sigmaameanstotransformingourcultureorjusttool?Dowewanttouse6-Sigmainthesamedisciplinedmannerasweuseourfinancialoperatingsystem?Dowewanttotakestepstodrive6-Sigmaaccountabilitydeepintotheorganizationthrough6-Sigmatargetsettingandincentivesforsuperiorperformance?Doesthedatadrivenstep-by-stepprocessshowupinthewayweaddressmostissuesanddiscussions?RequiredMgt.Confirmation6-Sigmaviewedasastrategicinitiative,drivingmajorculturalchangesConsistentviewacrossmanagementAccountabilityforresultsisenforcedbybreakingdown6-SigmatargetsforeachlineorganizationRewardsandincentivesaretieddirectlyto6-SigmabottomlineresultsAdoptedbyallorganizationsandfunctionsasthe“waywedobusiness”andconsistentlyapplied–notanoptionStandardproblemsolvingapproachesandfact/datadrivenbusinessdecisions–likeadisciplinedfinancialoperatingsystemBestPracticeWhileleadershiparticulates6-Sigmaasastrategicinitiative,doesitshowamixedapproachtostrategicintent,widevariabilityAdoptionbasedoninterestofindividuallinemanagers–impliesthereisachoicetodoitornotAccountabilityfor6-Sigmaresultsisnotforcedeitherthroughbreakingdowntospecifictargetsforlineorganizationsorthroughincentivesforsuperior6-Sigmaperformance6-Sigmaseenasprimarilyasatoolandnotyetasa“wayofdoingbusiness”ObservedPracticeTopleadershipneedsclearlyandopenlyconfirmitsstrategicintent53Ending…..Q&A549、静夜夜四无无邻，，荒居居旧业业贫。。。12月月-2212月月-22Thursday,December29,202210、雨中中黄叶叶树，，灯下下白头头人。。。14:33:5914:33:5914:3312/29/20222:33:59PM11、以我独独沈久，，愧君相相见频。。。12月-2214:33:5914:33Dec-2229-Dec-2212、故故人人江江海海别别，，几几度度隔隔山山川川。。。。14:33:5914:33:5914:33Thursday,December29,202213、乍见翻疑梦梦，相悲各问问年。。12月-2212月-2214:33:5914:33:59December29,202214、他乡生白白发，旧国国见青山。。。29十二二月20222:33:59下午午14:33:5912月-2215、比比不不了了得得就就不不比比，，得得不不到到的的就就不不要要。。。。。十二二月月222:34下下午午12月月-2214:34December29,202216、行动出出成果，，工作出出财富。。。2022/12/2914:34:0014:34:0029December202217、做前，能能够环视四四周；做时时，你只能能或者最好好沿着以脚脚为起点的的射线向前前。。2:34:00下下午2:34