西格玛-摩托罗拉大学1.ppt

1、新六西格玛,刘建勇博士 Dr. Jim Liu,挑战 挑战,Challenge,快!快!快！,Be quick!,变！变！变! 持续进步,Change!,Continuous Improvement,1. 质量 2. Quality 3. 质量和Quality,取胜法宝,Keys to Success,美国国家品质奖,不同的法则,Different Philosophies,Motorolas Perspective,2003 Digital Six Sigma,2002 Malcolm Baldrige National Quality Award,1987制定1992 应达到的西格玛目标,

2、摩托罗拉公司与六西格码,以往与现在,1988 马称科姆鲍德里奇全美质量大奖,1990 在全公司开展“顾客完全满意小组过程”和“黑带计划”,1992 每两年减少缺陷十倍，每五年一个周期。,1997 五个“9”：系统可用性。,1999 公司革新,2000 行为准则，优秀业绩和平衡的记分牌,2001 “黑带”创意加速,2002 第二次鲍德里奇全美质量大奖,2003 数字化的六西格码,淨營收 (十億美元),14%,24%,16%,14%,4%,18%,28%,31%,22%,9%,摩托罗拉年度营业额Annual revenues by year,B US$,西格玛 (Sigma),西格玛级别(Sigm

3、a Level),西格玛水平与改进后的完好度水平有关。要达到“三西格玛”水平，我们在一百万次机会中只能允许 66,811 个缺陷。而在“五西格玛”水平中，我们只允许 233 个缺陷。 不同西格玛水平之间的差异并不是简单地对半削减缺陷数量。西格玛水平每升高一级，缺陷数量都指数级地减少。,Measurement and Methodology,“Sigma” is a measurement scale upon which improvements can be gauged. “Six Sigma” is an overall methodology that drives business

4、improvement.,六西格玛定义 Definition of Six Sigma,Whatever we do, The maximum error number which is allowed to make should not go beyond 3.4 times among 1,000,000 opportunities. 无论做什么，在1百万次出错机会中，所允许出现的错误为3.4 次,六西格玛与每百万机遇3.4个缺陷(DPMO)相对应。,六西格玛统计定义,正态分布,居中,1.5Sigma偏移,六西格玛: 目标 Six Sigma: Goal,Sigma dpmo Defec

5、t Rate 缺陷率,2s 308,538 1 in 3 3s 66,000 1 in 15 4s 6,210 1 in 160 5s 233 1 in 4,300 6s 3 1 in 300,000,dpmo: defects per million opportunities 每百万次中的缺陷数,10,000X,一个术语, 两种意义,今天的六西格玛 Six Sigma Today,A comprehensive, flexible system for achieving & maximizing business success through thoroughly understand

6、ing customer needs, a disciplined use of facts & data, and diligent attention to improving and re-inventing processes.,Cost reduction Improved productivity Market-share growth Customer retention Cycle-time reduction Defect reduction/elimination Culture change Product/service development,Business Suc

7、cess Factors 成功因素,成本下降 生产率提高 市场占有率增长 顾客维持 周期缩短 缺陷减少/消除 文化变革 产品/服务开拓,是一个全面的柔性系统，通过充分理解客户需求，严谨地使用事实和数据，勤奋地注意改进和重新创造程序，来最大程度的达成生意的成功。,六西格玛的革新Renovation of Six sigma,数码六西格玛 (Digital Six Sigma) 是对摩托罗拉经典业务改进方法的一次重大革新。数码六西格玛是一次巨大的改进，因为它可以一劳永逸地杜绝酿成缺陷的变因。通过实施可重复使用的网络化改进，数码六西格玛 彻底消灭了缺陷。 A key innovation to Mo

8、torolas classic business improvement method is Digital Six Sigma. Digital Six Sigma is a dramatic improvement, because it permanently eliminates targeted sources of variation that cause defects. By implementing reusable web-enabled improvements, Digital Six Sigma eradicates defects from the face of

9、the earth.,数字化 Digitalization,摩托罗拉的数字化改进工作带来一整套新的更好方法、工具和技巧。这方面的工作包括：,由于有了上述改进，今天“六西格玛” (Six Sigma) 比以往任何时间都更加功能强大，更加适用于当今动荡的业界环境。,e-Training：在短短几个月而不是几年时间里，培训和测试数以千计员工的能力。 e-Processes: 随时处于掌控之中的数字化改进措施。 e-Tools: 网上调查、模拟程序及各种归纳工具可以对“六西格玛”过程的众多阶段进行改进。 e-Tracking: 监督所有重要业务度量及其附属改进项目的能力。 e-Visibility/C

10、ontrol: 监督所有重要业务度量及促成如此结果之部门和职能的能力，其中包括正反两个方面。,Cp 0.67 1.0 1.33 1.67 2.0 Cpk 0.17 0.5 0.83 1.17 1.5,),DPMO(Defects Per Million Error Opportunities,业界标杆,一般公司,baggage handling: 3.5 sigma 行李传送,国内航班,为什么要推行六西格玛 Why Six Sigma?,持续进步及竞争的需要 The requirement of CI and completion 建立共同语言 Setup command language 数

11、据驱动进步 Data driven,为什么要推行六西格玛 Why Six Sigma?,解决问题的方法与思路 The methodology of problem solving 掌握通用工具40多个 Command the tools 客户导向 Customer focus,The Current Situation 目前状况,Cycle Time运转周期,Customer Satisfaction 顾客满意 (Phone Rings Again),Continuous Improvement 持续改进,Gamba Kaizen,5s,TPM,COQ,TCM,为什么要推行六西格玛 Why S

12、ix Sigma?,Sky Tower on Tomorrow 明天的大厦,Customer Satisfaction 顾客满意 (Phone Rings Again),Cost 费用,Service 服务,System 系统,Management 管理,Delivery 交付,Quality 质量,Continuous Improvement 持续改进,Cycle Time 运转 周期,6 Sigma 6西 格玛,Management teams Commitment & consensus 管理层的承诺与一致,全体管理团队的共识,订货铃不 断响起,为什么要推行六西格玛 Why Six Si

13、gma?,持续进步的路标 Roadmap of CI,我们的经验教训What Weve Learned ,Its all about,delivering business results!,Achieving sustainable business improvement requires integrated team efforts linked to business priorities.,通过团队对重大的问题进行快速的解决,得到持续的财务结果!,六西格玛领导方针,“六西格玛领导方针”包括以下内容： The Six Sigma Leadership Principles inclu

14、de the following:,Align ( 结合) Mobilize (动员) Accelerate (催化) Govern (治理),THE SIX SIGMA LEADERSHIP PRINCIPLES,The People Who Make it Happen:,Hands on Champions,Master Black Belts,Black Belts,Six Sigma Project VP,Green Belts,All Employees,CEO Six Sigma Executive,Sponsor,六西格玛项目参与人员,绿/黑带的作用与等级 Role and l

15、evel of GB/BB,领导层所面临的挑战 将重点聚焦在巨大的“Y”上,Y,What do you want to improve?,What actions will getyou there the fastest?,Y,= f (x1 , x2 , x3 . ),Core Six Sigma Business Improvement Campaign Principle,平衡記分卡是Six Sigma業務改進運動的基石,戰略與目標,本年度創意,戰略方向,願景: 我們的首要目的我們如何向顧客提供價值。 使命: 我們為誰服務，我們提供哪些服務，我們如何實現競爭優勢。 戰略目標: 為實現願

16、景我們必須完成的目標。,提出或突破創意為在今天獲得成功，我們需要採取哪些行動。 超越創意: 為在未來取得成功我們需要採取哪些行動。,績效衡量,業務過程,業務成果,顧客與市場,培訓與發展,内部業務,財務,為建立實現我們戰略目標所需的能力，我們需要採取哪些行動,The Cornerstone of a Six Sigma Business Improvement Campaign is a Balanced Scorecard,Be the market leader in providing superior wireless products and solutions Lead Intern

17、et to wireless.,Drive success by exceeding the expectations of customers, consumers, shareholders and co-workers,Customer, consumer Recognizing & celebrating successes. One Motorola / One PCS,CULTURE:,Fully link the Front End experience and planning process,Develop a measurement and ensure different

18、ial investment for Most Effective Talent Ensure Most Effective Talent occupy Most Leveraged Positions,PERFORMANCE MEASUREMENT,Business Processes,Business Results,2002 PERFORMANCE EXCELLENCE SCORECARD PCS Rev 2.7,Strategic Objectives,Current Year Initiatives,STRATEGIC DIRECTION,VISION:,MISSION:,FINANCIAL Deliver strong financial results CUSTOMER & MARKET Delight customers and become the coveted supplier by all top 25 customers OPERATIONAL & PEOPLE Transform the organization to Performance Excellence Motivate employees