SixSigma IntroductionPPT学习教案

1、会计学1SixSigma Introduction第1页/共38页A roadmap for breakthrough performance - Six Sigma is a disciplined methodology of continuous improvement that will help make us a stronger, faster, more profitable company.Using a common language - It is a singular approach and a common language for use across the c

2、ompany to improve the way we get things done.To reduce variability - Six Sigma requires a thorough process and product understanding to drive our business performance and reduce inherent variability or defects, weak points and bottlenecks.To satisfy customers and drive growth - Everything we do unde

3、r the Six Sigma banner, in every function around the world, is clearly focused on customer-driven expectations.第2页/共38页Six Sigma: A comprehensive and flexible system for achieving, sustaining and maximizing business success. Six Sigma is uniquely driven by close understanding of customer needs, disc

4、iplined use of facts, data, and statistical analysis, and diligent attention to managing, improving, and reinventing business process第3页/共38页第4页/共38页第5页/共38页What Does Six Sigma Mean in Your Daily Life第6页/共38页95.4%99.7%68.3%)()(2xxEx222)(21)(xexf 23-2-3第7页/共38页Simplified Sigma Convdertion TableYieldD

5、PMOSigma30.9%690,0001.069.2%308,0002.093.3%66,8003.099.4%6,2104.099.98%3205.099.9997%3.46.02 46-2-4-6LSLUSLUSL/LSL - Customer voice - Process capabilityFor every 300,000 letters delivered:with 99%with Six Sigma3,000 misdeliveries1 misdeliveryOut of every 500,000 computer restarts:with 99%with Six Si

6、gma4,100 crashes2 crashesFor 500 years of month-end closings:with 99%with Six Sigma60 mths out of balance0.18 mths out of balancePerformance Goals - What Youd get第8页/共38页MotorolaProduct QualityAlliedSignalQuality / CostGeneral ElectricQuality / Cost / Service / Design / eBusiness3M Quality / Cost /

7、Service / Design / eBusiness + Growth第9页/共38页Six sigma applies just as much to marketing, service, human resources, finance and sales as it does to manufacturing and engineering第10页/共38页ABBCity BankSonyFederal ExpressToshibaSun MicrosystemsWiproSeagatePhilipsBlack & DeckerKodakBombardierDupontNa

8、vistarDow ChemicalPolaroidJohnson & JohnsonSiebeAnd many others第11页/共38页第12页/共38页Winning Strategies Corporate Critical YCommercialization cycle timesProduct qualityResponse circle timeProductivity improvementsCost of poor qualityCapacity and yield improvementsReceivable turns/cyclesInventory tur

9、ns/cyclesPayablesCreate a culture demanding entitlement and data GrowthCost CashAchieve & sustain breakthrough financial results to meet 3M business objectives 第13页/共38页第14页/共38页Linking Projects to the Strategic PlanB1B2B3B1aB1bB1cB1dB1eB1f12345Six Six SigmaSigmaProjectsProjectsGrowthProductivit

10、y / CostWorking CapitalCorporate Improvement AreasBusiness Critical Ys(YCRT)Project Clusters6PotentialProjects(YProject)第15页/共38页第16页/共38页PerformanceBaselineEntitlementTraditional Goal SettingClosing theGapProjectGoalSix Sigma Difference第17页/共38页第18页/共38页Entitlement increases with process knowledge第

11、19页/共38页第20页/共38页Organization/ProcessXXXXInputsProductsY$YYY=f(x)Y - Output VariableOutputs, effects, symptoms - Strategic goal- Customer requirement- Profits- Customer satisfaction- Overall business efficiencyX - Input or Process VariableInputs, causes, problems - Essential action to achieve strate

12、gic goal- Quality of the work done by the business- Key influence on customer satisfaction- Process variables- Quality of inputs to the process第21页/共38页OutputsInputsProcessXsYsY=f (X)第22页/共38页第23页/共38页第24页/共38页3530252015105Subgroup015010050Individual Value55515Mean=78.07UCL=92.92LCL=63.22StartIm pro

13、vem ents6050403020100Moving Range1R=5.584UCL=18.24LCL=0I and M R Chart for W W DBEF Days Understand your process and process capability Is your process capable and at high performance level ?第25页/共38页Practical ProblemPractical Solution)x,.,x,f(x=yk21第26页/共38页3530252015105039342924Observation NumberI

14、ndividual ValueI Chart for C1X=30.603.0SL=37.36-3.0SL=23.84Control ChartsTwo uses:DiagnosticMonitoring第27页/共38页第28页/共38页Initial CapabilityFinal CapabilityEntitlement level (Best state)GapDefineIdentify opportunitiesSet targetResource projectControlControl Critical XsSustain resultsMeasure/Analyze/Im

15、proveStudy and understand processLocate Critical XsDevelop solution & make improvements Project YSix Sigma is to fixing things so that they are near perfection, and making sure they stay fixedChampionBeltProcess Owner第29页/共38页Identify Opportunities& Develop ProjectHopper(detail refer to hopp

16、ering process)PrioritizeOpportunities & SelectProject(detail refer to hoppering process)Develop ProjectCharter & ResourceProject(detail refer to project launch process)Proceed MAICProcess & DeliverProject Y(detail refer to project MAIC process)Sustain Result &Report FinancialBenefit(

17、detail refer to project result trackingprocess)10% annual revenue Cash 2X turns targetDept. 6S MeetingSOP MeetingAny Time- Functional leader at all levels (A.R)- MBB/BB/Coach (F,C)- Process owners (R)- High impact projects selected- Project launch plan developed- Est. $ benefit of planned 120% dept.

18、 target- Champion (A,R)- MBB/BB/Coach (F,C)- Process owners (R)- Project leaders (R)- Well defined project charter with clear scope, project Y, start date and est. MAIC completion date- Project leader/process owner/ key team members identified and assigned to project- Project leader (A,R)- Champion

19、(F,C)- MBB/BB/Coach (C)- Process owner (R)- Other team members (R)- Control plan developed & implemented- Hand off training completed- Project Y attained- Process owners (A,R)- Project Y sustained at target level- $ Benefit reported via 6SPM each month during 12 months tracking periodAbbreviatio

20、n:A - AccountableR - ResponsibleF - FacilitatorC - ConsultantReport Result &Close/Pre-CloseProject(detail refer to project close/pre-closeprocess)- Project leader (A,R)- Champion (F,C)- MBB/BB/Coach (C)- Project document filed in PDR- Granted approval for project closeHOPPERINGDMAICTRACKING第30页/

21、共38页D-M-A-I-C Process12 Months Project Results Measurement PeriodProject Close4-6 Months12 MonthsProject LaunchTracking CompletionPHASEACTIVITYMAJOR PLAYERDIdentify critical Y & set goalChampionM, ALocate critical XsBelts/TeamIDevelop solution for controlling critical XsBelts/TeamControl critica

22、l Xs & improve process capabilityBelts/TeamSustain result & deliver financial benefitProcess OwnerC第31页/共38页246-2-4-6LSLUSLC&E Owner Sign OffInitial CapabilityDefineMeasureFinal Project ReportHand Off TrainingFinal CapabilityExperimentationMSAProject CharterProcess MapAnalyzeImproveContr

23、ol PlanMatrixControlMulti-Vari StudiesFMEA第32页/共38页The Roadmap “funnels” down the Xs from the trivial many to a “vital few”Y = f (x1, x2, x3, x4, . . . xn)Performance of the Y over TimeVariation of the YWe begin with the “Y”:Process MapInitialCapabilityAssessmentFMEA reduces variation andeffects for “inputs gone wrong”C&E MatrixFMEAActual variationMulti-variMulti-vari studieshelp develop associationbetween the Y and key Xsx1, x7, x18, x2