西格玛管理二

Welcometoapresentation

onSixSigmaTM2002年1月12日WhatareyourExpectations?Iwouldliketocaptureyourexpectationsfortheday?Agenda

Introduction&overviewDemystifyingSixSigmaCreatingtheSixSigmaCultureManagingthesixsigmacultureTotalcycleTimeReductionSuccessExamplesAroundtheworldHowtoImplementSixSigmainyourbusinessQ&AClosingcommentsAlliancePartnershipsMASET,LLC.and

MotorolaMaset

areasofexpertiseQuality(SixSigma)CycletimeeductionLeadershipCulturalchangeProjectManagementSupplychainManagementFacilitationTrainingDemystifyingSixSigmaWhatdoesSixSigmameantoyou

?Manydifferentdefinitionsexist.IwilltrytoaddressthreethismorningSixsigmaasastatisticaltermNormalDistributionMean

Standarddeviationmean68.27%15.865%15.865%SixsigamasastatisticaltermValuesofastandarddeviationonesigma= 68.27% 317,311ppmtwosigma= 95.45% 45,500ppmthreesigma= 99.73% 27,000ppmsixsigma= 99.999999% 1.96ppbSixsigmaasaqualitytermInventedbymotorolainthemid80’sServicemarkedandregisteredbyMotorolaAcceptedbyallcountriesAcceptedbyallorganization-1.5Mean+1.5Virtuallynodefects(3.4ppm)LowerSpecifacationlimitupperSpecifacationlimit-6-5-4-3-2-10+1+2+3+4+5+6Allowsforvariationinmeasurement1.5Sigmashift+-Virtuallynodefects(3.4ppm)SixsigmaasaqualitytermSixSigma=3.4ppmdefectiveSixsigmaisawaytochangeanorganizationscultureProvidesameansofdeliveringTotalcustomersatisfactionFocuseseveryoneintheorganizationonthesameobjectiveDefinitionofdefectAnythingthatdissatisfiesyourDefectaregood!“Associatesneedtofeelcomfortableinidentifyingandreportingdefects.”TheeffectsofdefectsEveryoccurrenceofadefectwithintheprocessrequirestimetoinspect,fix,andre-inspect.Averagecycletimeisdirectlyproportionaltothetotalnumberofdefectsintheprocess.WelcometoMotorola’’sQualityStoryCultureCultureguidestheenterprise’’sDay-To-DaybehaviorThenatureofcultureCultureprovidesitsmemberswithguidelinesfordealingwithjustabouteverythingMuchofeverycultureiscvertandimplicitlargelysubmergedlikeanicebergCulturesareconstantlychangingandevolving.Whencultureandstrategyclash,invariablyculturewinsout.Iftheorganizationalculturedoesnotembracinitiativesrelatedtochange,overallchangeeffortswillfailThereisnosuchthingas““We’redifferent””WE’’REDIFFERENTFunctionsinatypicalorganizationAccountingAdvertisingDistributionEnergymanagementEnvironmentalaffairsExternalaffairsFacilitiesFinanceHealth&safetyHumanresourceslegalManufacturingMarketingProfuct/servicedevelopmentPayrollPurchasingSalesSchedulingTrainingTransportationTravelTheevolutionofmotorola’squalityculuture1979““Ourqualitystinks”1980corporatequalityofficernamed1981motorolatraining&educationcenter(Mtec)establishedcommunicationssectorbeginstotaldefectsperunitmeasurement(TDU)-julymanufacturedproducts-novembersalesorderschairmanchangesagendaofcustomervisitscreated““thecard”Evolutioncontinues!Corporationadiptssixsigma2year-10x;4year-100xualityimprovementSixsigmaby1992goalisset1988MalcolmbaldrigenationqualityawardMappedISO9001intoqualitysystemreview(QSR)199210xredustionindefecteveery2yearscustomersatisfactionmetrics10xtimesimprovementincycletimein5yearsChangedmeasurementbasetopartsperbillion1994 EnterpriseISOregisttationlaunched1998 Corporaterenewal1999 RulesofEngagement balancedscorecard

PerformanceExcellence PersonalCommitmentEvolutioncontinues!Howmanyobjectivesarethereinyourorganization?Keybeliefs–howwewillalwaysact•Constantrespectforpeople•UncompromisingintegrityKEYGOALS–whatwemustaccomplish•Bestinclass—People—Markting—Technology—Products:software\hardwareandsystems—Manufaction—Service•Increasedglobalmarketshare•SuperiorfinacicalresultsKEYINITATIVES–howwewilldoit•Sixsigmaquality•totalcycletimereduction•productmanufactionandenvironmentalleadership•Prfitimprovement•EmpowermentforallinaparticipativeCooperativeandcreaticeworkplaceOurfundamentalobjective(Everyonesoverridingresponsibility)TotalcustomersatifactionOurfundamentalobjectiveTotalcustomersatisfactionKeybeilfesHowwewillalwaysactKeygoalsWhatwemustaccomplishKeyinitiativesHowwewilldoitEveryonesoverridingresponsibilityKEYINITATIVEShowwewilldoit•Sixsigmaquality•totalcycletimereduction•productmanufactionandenvironmentalleadership•Prfitimprovement•EmpowermentforallinaparticipativeCooperativeandcreaticeworkplaceConsistentfocusCardcreated&adopted1986Fiveminorchangesin1992NosignificantchangesduringfivedifferentchairmanBobGalvinGeorgeFisherBillWieseGaryTookerChrisGalvinCreatingandmanagingtheSixSigmaqualitycultureSissigmaqualityOneofthetwokeydriversofincreasedTotalcustomersatisfationandreducedcostProduct/ServiceisdeliveredwhenpromisedEveryoccurrenceofadefectwithintheprocessrequirestimetoinspect,fix,andre-inspectAveragecycletimeisdirectlyproportionaltothetotalnumberofdefectsintheprocess.Product/serviceisdeliveredwithnodefectsNotest/inspectionis100%effectiveinfindingdefects.Delovereddefectsescapetest/inspectionwithintheprocess.DelivereddefectsaredirectlyproportionaltothetotalnumberofdefectsintheentireprocessSixsigmaqualityimpovescustomersatisfactionReducingthetotaldefectsintheenireprocessreduces:Deliverydelinquencies;Deliverydefects;Earlylifefailurerate;andtherefore…IncreasescustomersatisfactionandDecreaseswarrantycost!ProcesscostanddefectsReducingthetotaldefectsintheentireprocess:Reducesthecycletimeperunit……ReducingWIP(Workinprocess)ReducinginventorycarryingcostsResucesdefectinspection,analysis,andrepaircost;therefore……Decreases““Manufacturing””costCost/QualitySixsigmahasshownthatThehighestqualityproducerisThelowestCostproducerTDUisthebestmeasureoftheoverallqualityoftheprocessTDUistheindependentvariableProcessyieldsaredependentuponTDUThecommonmetric:Totaldefectsperunit(TDU)DefiningaunitA“unit”maybeasdiverseasa:PieceofequipmentLineofsoftwareOrderTechnicalmanualMedicalclaimWiretransferHouroflaborCustomercontactAnythingthatismeasurable&understandablebythepersonwhoistryingtoreducedefectsSigma,afigureofmeritTDUcouldbeexpectedtobeproportionaltothecomplexityoftheunitComplexityisdirectlyproporttionaltothenumberofopportunitiestocreatadefectTonormalizeprocessesofdifferentcomplexity,weuse:TotaldefectsOpportunities…FromwhichwecancalculatesigmaDPMO=x1,000,000Improvement7Sigma(+1.5sigmashift)1101001K10K100K23456(66810ppm)(6210ppm)(233ppm)(3.4ppm)30xImprovement10xImprovement70xImprovement6534DefectsperMillionopportunitiesBenchmarking1101001K10K100K234567Bestinclassinternal+externalRepaircosts>10%Averagecompany<1%DefectsperMillionopportunitiesSigma(+1.5sigmashift)1101001K10K100K234567RestauantbillsDoctorprescriptionwritingPayrollprocessingOrderwrite-upJournalvouchersWiretransferAirlinebaggagehandingPurchasedmateriallotrejectrateBenchmarkingBestinclassAveragecompanySigma(+1.5sigmashift)DefectsperMillionopportunitiesProcessqualitylevelsmayvarywidelywithinacompany(0.25PPM)••1101001K10K100K234567AirlinebaggagehandlingDomesticairlineflightfatalityraateBestinclassAveragecompanySigma(+1.5sigmashift)DefectsperMillionopportunitiesImplementationofthesixsigmacultureTotalsustomersatisfactionSixstepstosixsigma&designformanufacturabilityCycletimereductionMotorola’sblackbeltProblem-solvingtoolsn驅動力來自評評量指標以及及合理且具挑戰性的的目標Thesix-stepsdesignprocessManufactuedproductIdentifyphysicalandfunctionalrequirementsofcustomerDeterminecharacteristicsofproductcriticaltoeachDetermineforeachcharacteristic,whethercontrolledbypart,process,orbothDeterminemaximumrangeofeachcharacteristicsIfCP<2redesignmaterial,profuct,andprocessasrequired.Administrative/officeIdentifytheworkyoudo(yourproduct)Identifywhoyourworkisfor(yourcustomer)Identifywhatyouneedtodoyourwork,andfromwhom(yoursupplier)Maptheprocess.Mistake-prooftheprocessandeliminatedelays.Estableishqualityandcycletimemeasurementandimprovementgoals.CycletimereductionWillbecoverdindetailaferlunchProblemsolvingidentificationtoolAllmemberoftheorganizationshouldhavetrininginproblemsolvingindentificationtoolsFlowchartsBrainstormingParetochartsCause&effectdiagramBlackbelttoolsProcesscharacterizationProcessimprovementsGraphicaldataanalysisDistributionanalysis(graphicalandnumberical)Comparativemethods(graphicalandnumberical)ProcesssourcesofvariationMeasurementsystemanalysisProcesscontrol(SPC)Processcapability(CpandCpk)ConfidenceintervalsDesignofexperimentsLinearregressionScreeningexperimentsOptimizationusingresponsesurfacemethodologyBlackbelttool(con’t)Maanagementofthequality/continuousimprovementprocessMethodologytocontinuoislyreducedefectsRegularreviewofDPMOperformanceQualitysystemreviewCorporatequalitycouncilInstitutionalizesolutionsProcessstep1Processstep2Processstep3suppliercustomerRecorddefectsTrendchart/GoalRecorddefectsRecorddefectsRecorddefectsRecorddefectsContinuousimprovementmeyhodologyaction

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causeindetificationmeasureResults&institutionalizeProblemsplveanalyzeDefectanalysisisdonebytheappropriateorganization:MarketingEngineeringManufacturingMaterialsserviceetc…Processstep1Processstep2Processstep3RecorddefectsTrendchart/GoalRecorddefectsRecorddefectsRecorddefectsRecorddefectssuppliercustomerInstitutionalizesolutionsContinuousimprovementmeyhodologyaction

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causeindetificationmeasureResults&institutionalizeProblemsplveanalyzeDefectanalysisisdonebytheappropriateorganization:MarketingEngineeringManufacturingMaterialsserviceetc…Processstep1Processstep2Processstep3RecorddefectsTrendchart/GoalRecorddefectsRecorddefectsRecorddefectsRecorddefectssuppliercustomerInstitutionalizesolutionsprocedureDPMOEnablesregularreviewofcontinuousimprovementperformanceCorporatelevelreviewBusinesslevelreviewGroupordivisionreviewProductlinereviewProductionlinereviewOperatorlevelreviewSamemeasurement–sameimprovementgoalSpectrumCVD1005020105TotaldefectsperunitVisiononlyTDU198919901991199219931994Years目標實際4=188556Guidelines1996年7月月MOTOROLACORPORATE品質評評鑑系系統QSR：assessmentvehicleforthetotalorganizationSetsacommongoalofperfectionDrivesprogresstoworldclassstandardsProvidesanawardrenessofqualityprocessrequirmentsCross-fertilizationofideas(knowledgesharing)Teachingtool(auditorsandauditees)InformationsourceforregistrarsThisidthe““enngine””ofaselfsustainingcontibuousimprovementprocess…Withoutit““virtually””allwell-meaningqualityinitiativesFAILThisisimportant……UnfortunatelythisiswhereManyorganizationstartandEnd-inFAILURE.BestpracticesDocumentationConformanceComplianceAuditMotorola“QSR”QualitysystemreviewInstitutionalizeSolutionsProcessStep1ProcessStep2ProcessStep3SUPPLIERCUSTOMERRecordDefectsRecordDefectsRecordDefectsRecordDefectsRecordDefectsContinuousImprovementMethodologyProcedureActionNameDateTimeGoalTrendChart100ParetoAnalysis/RootCauseIdentificationMeasureResults&InstitutionalizeProblemSolveAnalyzeDefectAnalysisisdonebytheAppropriateOrganization:MarketingEngineeringManufacturingMaterialsServiceEtc...CorporatequalitycouncilQualitymanagersofallmajoroperationsCorporate-wideprogramsQualitysystemreviewsofallmajoroperationsQualitycouncilCQOBussinessunitsManagementboardQSRprocesscusomerssuppliersMotorolaUniversitycoursewareassessQualityreviewsShort-termresults教育RecommendationsonvisionanddirectionTheroleofqualitymanagementatmotorolaInternalcustomeradvocateLeadTeachauditCulturechangeisdrivenbymeasurements&rewardsMeasurementsandrewardsmustbeconsistentwithchangeobjectives;whatyoumeasureiswhatyougetProcessesmustbechangedtoachievethemeasuredoperationalgoalsSixsigmaprovides...AmethodtodrivequalityimprovementAcommonlanguage-defects,continuousimprovement,sixsigmaAmethodofmeasurementAmethodofcomparisonAmethodofprovidingcommonreachoutgoalsParadigmshiftsStartcountingdefects.27%badvs. 99.73%goodChangeunitofmeasure2,700PPMvs..27%badWhatissixsigmaItisaculturechangeforacompleteorganizationThat’’s:IndividuallydrivenbutinvolveseveryoneContinuousprocessConsistentthroughouttheorganizationMeasurementdrivenBasedonthepremise“Everyonewantstodothebestjobtheycan"ItisnotanumbersgameWasthemeetingnecessary?Wastheranobjectivecommunicatedinadvance?Wastimeusedeffectively?Wasthereadequateadvanceinformationtohelpmeunderstandandcontributetotheobjective?D