汽车培训材料—6sigma推行(共54页)(英文).ppt

1、1 Six Sigma By Daniel WuFord Lio Ho Motor Company2OutlineqQuality levelqWhat is Six sigma?qWhy we need Six sigma?qDevelopment and Deployment strategyqHow Six sigma merges into our daily business?3Overview-Four Quality GurusuHistorically companies have focused on quality issues for customer satisfact

2、ion uPrior to six sigma there were four key quality gurus that most companies quality programs followeduDeminguJuranuCrosbyuTaguchi4DemingDeming taught:Importance of understanding variation in work processesRole of management in leading for qualityApplication of statistics Plan-Do-Check-Act5Demings

3、Contribution to ProfitabilityEXTERNALINTERNALCUSTOMERSATISFACTIONMARKETSHAREPROFITPRODUCTIVITYQUALITY-Better products & services-Improved processes-Compete with valuePRICE-Compete with Price-Decreased cycle time-Eliminate set-up timesCOST-Opportunity for profitPRODUCT QUALITYPROCESS QUALITY-Redu

4、ce rework-Eliminate in-process inspection-Reduce scrap-Increase product life-Eliminate incoming testingPlanDoCheckAct6JuranJuran taught:Breakthrough performancePareto effectImportance of management principlesQuality by design and planning7Jurans ContributionPlanningCost of Poor Quality(Percent of op

5、erating costs)Production BeginsOriginal zone of process controlNew zone of process control020400ControlTimeImprovementLessons LearnedSporadicspike fromobservedproblemChronic Waste(an opportunityfor improvement)ControlSpecial cause variationCommon cause variation8CrosbyCrosby taught:Customer requirem

6、ent is performance standardQuality maturity is a journeyPreventive action as basic approach9TaguchiTaguchi taught:Cost of poor quality is loss to society as a wholeRobust quality is designed for consistent productionDesign control is more important than production control10Taguchis ContributionLower

7、 Specification LimitUpper Specification LimitNominal ValueRegion ofCustomerComplaintsRegion ofCustomerComplaintsRegionofQuestionablePerformanceRegionofQuestionablePerformanceRegion ofSpecifiedPerformanceMeanLowerControlLimitUpperControlLimitRegion ofDesiredPerformanceCost11What Are the Limits to Imp

8、rovement?2 Sigma3 Sigma4 Sigma5 Sigma6 SigmaBasic Quality ToolsStatistical ToolsDesign for Six Sigma (DFSS)Basic Tools WallDesign WallClean Sheet12Challenge in the millenniumQuestion confronting business leaders and managers:It is not: “How do we succeed?” Its: “How do we stay successfully?”13Change

9、“It is not the strongest that survive, nor the fittest, but thosemost able to adapt to change.”Charles DarwinThe Origin of Species “People do not resist change, people resist being changed.” Beckhard14ChallengeuResistance-the universal reaction to change.uTechnical resistanceuPolitical resistanceuOr

10、ganizational resistanceuIndividual resistance15Six Sigma?uSix Sigma is not a business fad tied to a single method or strategy, but rather a flexible system for improved business leadership and performance.uIt is not about theory, its about action.Passion + Execution = Fast and Lasting ResultsSix Sig

11、ma FocusuDelighting the customer through flawless executionuRapid breakthrough improvementuAdvanced breakthrough tools that workuPositive and deep culture changeuReal financial results that impact the bottom lineSigma is a statistical unit of measure that reflects process capability. The sigma scale

12、 of measure is perfectly correlated to such characteristics as defects-per-unit, parts-per million defective, and the probability of a failure/error(Distribution Shifted 1.5s)2308,537366,80746,210523363.4s sPPMProcessCapabilityDefects per Million Opp.Six Sigma corresponds to parts per billion if pro

13、cess is centeredSix Sigma - Goal3 Sigma 6 Sigma5 Sigma4 Sigma 93.32 %99.379 %99.9767 %99.99966 %HistoricalCurrentIntermediateLong-termSigmaLong-Term YieldStandardSix Sigma - Performance Target. To ProduceImproved Rolled Throughput Yield, Defects Per Unit, & Defects Per Million OpportunityReduced

14、 Cost of Poor Quality (COPQ)Improved Capacity and ProductivityReduced Variation In Our Processes / Products$sA Problem Solving MethodologyCharacterizeOptimizeBreakthroughUSLTLSLUSLTLSLTUSLLSLUSLLSLThe StrategyCustomer Focused - Both Internally & ExternallyWhich Business Function Needs It?As long

15、 as there is a process that produces an output whether it isa manufactured product, data, an invoice, etc. we can apply the Six Sigma Breakthrough Strategy. For these processes to perform to a customer standard they require correct inputs!6 SigmaMethodsMFG.DESIGNSERVICEENGMAINT.ADMIN.QAPURCH.Data is

16、 derived from objects, situations, or phenomenon in the form of measurements. Data is used to classify, describe, improve, or control objects, situations, or phenomenon.1. We only use experience, not data.2. We collect data, but just look at the numbers.3. We group the data so as to form charts and

17、graphs.4. We use census data with descriptive statistics.5. We use sample data with descriptive statistics.6. We use sample data with inferential statistics.Levels of Analysis: What level are we?The Foundation of the Six Sigma Tools23The Role of Six SigmaREGIONBAABCDE12345 Six sigma is the best mean

18、s to realize the philosophy, values, and goals associated with your business initiatives. Region BAExample Business Unit InitiativesCostQualityTimeChampionsCommon MetricsBenchmarkingStretch-GoalsBreakthroughBlack-BeltsDiagnostic ToolsExperiment DesignSPCDFMQuality PolicyQuality Council6s sLinkingPin

19、sBusiness Area InitiativesIt unifies the initiatives and provides a common language which all people can understand and speak.How Do We Improve Capability)X,.,X,X,X ( f=Yk321 Our Outputs (Ys) are determined by our Inputs (Xs). If we know enough about our Xs we can accurately predict Y without having

20、 to measure it. If we dont know much about our Xs, then we have to resort to inspection and test (non value added operations). By knowing and controlling the Xs, we reduce the variability in Y, which decrease the number of defects, improves RTY, cycle time, etc. We can also eliminate or reduce inspe

21、ction, test, and rework.25The Sources of Six Sigma Qualityby controlling.by designing.ContinuouslyReduceProcessVariabilityTighter Upper& Lower LimitsTarget valuesLower Limits1. Design best target for performance2. Design system values to reduce variability of performance - - -AttractiveImplicitW

22、asteExpressedQ1. If provided would you be.indifferent?.happy?Q2. If not provided.indifferent?.unhappy?Q3. If not provided.indifferent?.unhappy? - - - - - - - - -by listening.to what the customer says he/ she wants.performance tolerant to real cess variability, not by inspection of defective

23、 output26Developing and Reinforcing ValuesCycle ofRefinementVALUESBEHAVIORATTITUDESCULTURE27The Role of LeadershipNewQuestionsNewValuesNewMeasuresLeadership(Humility/Listening)NewBehaviors28Leadership plays the roleuValues are a function of behaviorsuMeasuring the right things is key uChange must be

24、 supported and driven from the topuWill is a key element for a successful deployment29Why are we here?“There is a recognition that leadership needs to be a key component of Consumer Driven 6-Sigma within any organization trying to undertake 6-Sigma deployment.”Mikel Harry / Richard Schroeder 30Whats

25、 In It For Me? “ the best statistical analysis in the world is useless if those handling the information are paralyzed by corporate fear. When data suggests one direction but corporate culture or convention dictates another, fear can rule and the potential for change is lost. Only strong leadership

26、can eradicate the fear factor and allow an organization to realize its potential. Statistics alone cannot achieve breakthrough.”Mikel Harry / Richard Schroeder 31Define Future StateLeadership in Six SigmaOrientationPresent StateFuture StatePTSLeadership SkillsBusiness BasicsProject ManagementPersona

27、l DevelopmentPTSPTSPTSPTSDEFINEMEASUREANALYZEIMPROVECONTROLDefinePlanManageCloseTeam ManagementTeam DevelopmentMeeting FacilitationTeam ManagementDevelop Transition PlanChange ManagementAnalyze Present State32Six sigma structureuStrategy Consumer-driven, focus on product, process, and service.uOrgan

28、izationAll-function involvement and Personal Development.uPolicyCompany-wide engagement, HR,IT,and Finance support.uManagementProject, Team, and Change Management.33Deployment StructureMaster Black Belts (Full-Time)Project Champions (Part-Time)Black Belts (Full-Time)Green Belts (Part-Time)Executive

29、Leadership (Part-Time)Deployment Directors (Full/Part-Time)346s s Project Champions6s s Deployment Champion(s) SMBusiness Unit LeaderCEO Corporate 6s s Senior ChampionSMHR DeploymentChampionSMIT DeploymentChampionSMFinance DeploymentChampionSMPRDeploymentChampionSMBusiness OperationsLeaders6s sHR Ma

30、nager6s s Financial ManagerGreen BeltsSM6s sIT ManagerTrainingDeploymentChampionSM6s s MasterBlack BeltsSM6s s Comm. Manager6s s Training Manager6s s Project ChampionsSM 6s s Black BeltsSM6s s Deployment Infrastructure6s s Executive CouncilSix Sigma Deployment Roles35Phase ICascadinguEstablish deplo

31、yment structureuExecutive, top management, champion awareness traininguBlack Belt traininguTools implementation traininguLeadership training36Phase IIAccelerate developmentuDeployment structure implementation and disposition in each function. uEvery salary is GB.uBegin to implant into current qualit

32、y system.uISO14000 and QS9000 integration. 37Phase IIIIntegrationuImplant six sigma methodology in other quality toolsuPartnership with other quality system. uSix sigma training to supplier and franchise.uSix sigma in daily business.uDFSS(Design for Six Sigma).uBB/MBB in leadership position.38It is

33、All about ValueThe Customer Value PropositionDefinesBusiness StrategyuCustomers choose to buy from us because.uInvestors entrust their money to us because.uEmployees choose to work for us because.39Three Customer Value Proposition StrategiesuProduct differentiationuOperational excellenceuCustomer pa

34、rtnershipsCompetitive advantage!40Consumer v.s. ProduceruCustomers higher expectationuDefect-free qualityuProductuServiceuProducer -planning for changes to meet customer requirements.uStrategic: changing the way every level of a business is managed on a daily basis.uTactical: six sigma methodology a

35、nd cross-functional.uCultural: out of box thinking, everyone involved and common language is data.Customers want to purchase high quality products and services at the lowest cost, just as companies want to produce high quality goods and services at the lowest possible cost.41Maximizing Customer Valu

36、eDeriving value from the Need - DoInteraction ModelNeedDoCustomers and suppliers exchange valuethrough the Need-Do interaction.CustomerSupplierInteraction42Value-Capturing the voice of CustomersuPartial Kano AnalysisDegree of AchievementCustomer Satisfaction Surprise: “Ergonomically Delighting”Desir

37、e: “Operate Quietly”Necessities: “Doesnt Fail Mechanically”“Doesnt Fail Electrically”“Is Durable”BasicQualityPerformanceQualityExcitementQuality43Business initiativesDeliveryCostCustomer requirementsQualityWhen we say something is a CTQ, can we describe it from Customers perspective? Our perspective

38、?Can we demonstrate the relationship?PRODUCTQUALITYSHIPMENTACCURACYCONDITIONFILL RATE/ON-TIME DELIVERYORDER SERVICE/INFORMATIONPROFITABLECUSTOMERGROWTHCustomer Satisfaction44Building the relationshipInternalOthersExternalSegmentDatabases from VOCData extraction & transformation Departmental data

39、 mart0102030405060708090第一季第一季第二季第二季第三季第三季第四季第四季東部東部中部中部北部北部0102030405060708090第一季第一季第二季第二季第三季第三季第四季第四季東部東部中部中部北部北部Intelligence reports for projects45Data transformationuWhat should we do to make it easily accessible as information to managers and subordinates?uWhat sort of analysis can we conduct?u

40、How does that analysis add value?uHow can we further extend the value of our data analysis?46Opportunity and alternativeuFocus on the best opportunitiesuStratify to define target arenasuDefine real optionsuBuild a portfolio of opportunities to pursueuMeet customer requirements by running the busines

41、s as we do?uOr need to change to get prodigious improvement? Six sigma?47Consumer-driven six sigmauRequires consumer strategy, product strategy, and infrastructure strategy and link them inextricably together.uConducts business through the consumers eyes and shares unfiltered insight within the ente

42、rprise.uCreates a compelling consumer experience and innovates services as well as products.uAdds value in the eyes of the consumer.uIntegrates the product and information.48Transforming Customer Feedback Into SAQ and then Six sigma ProjectsSingle Agenda for Quality and Customer SatisfactionTop 25 i

43、ssuesDevelopActionable ProjectsIdentify GenericCritical XsHigh MileageDFSSNew Product ContentMeasure and Monitor Critical XsIdentify Critical Xs Out of SpecificationDevelop Action to Restore Critical Xs MBB ActionVRT(Process owner)Black Belt Project LeaderQOSDMAICGreen Belt Projects49Consumer Driven

44、 6-Sigma offers a structured problem solving methodology to achieve break-through improvements by systematically identifying root causes and eliminating them using an integrated set of statistical tools, problem solving techniques, data, and disciplines.Six Sigma in process improvementImproveControl

45、DefineMeasureAnalyzeModifyDesign?NoYesRedesign50Six Sigma MindsetDefineMeasureAnalyzeImproveControlWhat does the customer want?What is the defect we want to reduce?Are we sure we can trust the data?What does the data tell us?What are the main influencing factors?Does the data confirm this?What are w

46、e going to change?Is improvement tangible and optimal?How are we going to maintain the improvement forever?How to cascade feedback to system?Jonathan Holbrook6 Sigma Deployment51DEFINE PROBLEM / ISSUEStrategyPrevent defect(s) Eliminate defect(s)CHARACTERIZEDEFINEOPTIMIZEVERIFYMEASUREANALYZEIMPROVECO

47、NTROLBlack belt project toimprove mfg. capabilityMfg. process cannot provide sufficient improvement. Need reduced product sensitivity to mfg. noise.The Overall Perspective: DMAIC and DCOV52Breakthrough Improvement5 S workplaceVisual FactoryStandardized WorkDMAICQuality ToolsSix Sigma MethodologyPhas

48、eWorld class qualityWe cant sustain a visual factory without 5SWe cant sustain standardized work without visual factory We cant sustain six sigma without standardized workQuality tool is the engine, Six sigma is Turbo-chargeDFSSWe cant meet six sigma without six sigma discipline 53Is 6-Sigma a strategic p