福特汽车培训材料——6sigma推行ppt课件

1、 Six Sigma By Daniel WuFord Lio Ho Motor Company 精品资料网1OutlineQuality levelWhat is Six sigma?Why we need Six sigma?Development and Deployment strategyHow Six sigma merges into our daily business? 精品资料网2Overview-Four Quality GurusHistorically companies have focused on quality issues for customer sati

2、sfaction Prior to six sigma there were four key quality gurus that most companies quality programs followedDemingJuranCrosbyTaguchi 精品资料网3DemingDeming taught:Importance of understanding variation in work processesRole of management in leading for qualityApplication of statistics Plan-Do-Check-Act 精品

3、资料网4Demings 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 QUAL

4、ITY-Reduce rework-Eliminate in-process inspection-Reduce scrap-Increase product life-Eliminate incoming testingPlanDoCheckAct 精品资料网5Juran Juran taught:Breakthrough performancePareto effectImportance of management principlesQuality by design and planning 精品资料网6Jurans ContributionPlanningCost of Poor

5、Quality(Percent of operating costs)Production BeginsOriginal zone of process controlNew zone of process control020400ControlTimeImprovementLessons LearnedSporadicspike fromobservedproblemChronic Waste(an opportunityfor improvement)ControlSpecial cause variationCommon cause variation 精品资料网7CrosbyCros

6、by taught:Customer requirement is performance standardQuality maturity is a journeyPreventive action as basic approach 精品资料网8TaguchiTaguchi taught:Cost of poor quality is loss to society as a wholeRobust quality is designed for consistent productionDesign control is more important than production co

7、ntrol 精品资料网9Taguchis ContributionLower Specification LimitUpper Specification LimitNominal ValueRegion ofCustomerComplaintsRegion ofCustomerComplaintsRegionofQuestionablePerformanceRegionofQuestionablePerformanceRegion ofSpecifiedPerformanceMeanLowerControlLimitUpperControlLimitRegion ofDesiredPerfo

8、rmanceCost 精品资料网10What Are the Limits to Improvement?2 Sigma3 Sigma4 Sigma5 Sigma6 SigmaBasic Quality ToolsStatistical ToolsDesign for Six Sigma (DFSS)Basic Tools WallDesign WallClean Sheet 精品资料网11Challenge in the millenniumQuestion confronting business leaders and managers:It is not: “How do we suc

9、ceed?” Its: “How do we stay successfully?” 精品资料网12Change“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.” Beckhard 精品资料网13ChallengeResistance-the universal rea

10、ction to change.Technical resistancePolitical resistanceOrganizational resistanceIndividual resistance 精品资料网14Six Sigma?Six Sigma is not a business fad tied to a single method or strategy, but rather a flexible system for improved business leadership and performance.It is not about theory, its about

11、 action. 精品资料网15Passion + Execution = Fast and Lasting ResultsSix Sigma FocusDelighting the customer through flawless executionRapid breakthrough improvementAdvanced breakthrough tools that workPositive and deep culture changeReal financial results that impact the bottom line 精品资料网Sigma is a statist

12、ical unit of measure that reflects process capability. The sigma scale 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)2308,537366,80746,210523363.4sPPMProcessCapabilityDefec

13、ts per Million Opp.Six Sigma corresponds to parts per billion if process is centeredSix Sigma - Goal 精品资料网3 Sigma 6 Sigma5 Sigma4 Sigma 93.32 %99.379 %99.9767 %99.99966 %HistoricalCurrentIntermediateLong-termSigmaLong-Term YieldStandardSix Sigma - Performance Target 精品资料网. To ProduceImproved Rolled

14、Throughput Yield, Defects Per Unit, & Defects Per Million OpportunityReduced Cost of Poor Quality (COPQ)Improved Capacity and ProductivityReduced Variation In Our Processes / Products$sA Problem Solving Methodology 精品资料网CharacterizeOptimizeBreakthroughUSLTLSLUSLTLSLTUSLLSLUSLLSLThe StrategyCustomer

15、Focused - Both Internally & Externally 精品资料网Which Business Function Needs It?As long 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

16、require correct inputs!6 SigmaMethodsMFG.DESIGNSERVICEENGMAINT.ADMIN.QAPURCH. 精品资料网Data is 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

17、 collect data, but just look at the numbers.3. We group the data so as to form charts and 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

18、of the Six Sigma Tools 精品资料网The Role of Six Sigma Six sigma is the best means to realize the philosophy, values, and goals associated with your business initiatives. Region BA6LinkingPinsBusiness Area InitiativesIt unifies the initiatives and provides a common language which all people can understan

19、d and speak. 精品资料网23How Do We Improve CapabilityOur Outputs (Ys) are determined by our Inputs (Xs). If we know enough about our Xs we can accurately predict Y without having to measure it. If we dont know much about our Xs, then we have to resort to inspection and test (non value added operations).B

20、y 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 inspection, test, and rework. 精品资料网The Sources of Six Sigma Qualityby controlling.by designing.ContinuouslyReduceProcessVariabilityTi

21、ghter Upper& Lower LimitsTarget valuesLower Limits1. Design best target for performance2. Design system values to reduce variability of performance - - -AttractiveImplicitWasteExpressedQ1. If provided would you be.indifferent?.happy?Q2. If not provided.indifferent?.unhappy?Q3. If not provided.indiff

22、erent?.unhappy? - - - - - - - - -by listening.to what the customer says he/ she wants.performance tolerant to real cess variability, not by inspection of defective output 精品资料网25Developing and Reinforcing ValuesCycle ofRefinementVALUESBEHAVIORATTITUDESCULTURE 精品资料网26The Role of LeadershipNe

23、wQuestionsNewValuesNewMeasuresLeadership(Humility/Listening)NewBehaviors 精品资料网27Leadership plays the roleValues are a function of behaviorsMeasuring the right things is key Change must be supported and driven from the topWill is a key element for a successful deployment 精品资料网28Why are we here?“There

24、 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 精品资料网29Whats In It For Me? “ the best statistical analysis in the world is useless if those handling the informatio

25、n 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 can eradicate the fear factor and allow an organization to realize its potential. Statistics alone cann

26、ot achieve breakthrough.”Mikel Harry / Richard Schroeder 精品资料网30Define Future StateLeadership in Six SigmaOrientationPresent StateFuture StatePTSLeadership SkillsBusiness BasicsProject ManagementPersonal DevelopmentPTSPTSPTSPTSDEFINEMEASUREANALYZEIMPROVECONTROLDefinePlanManageCloseTeam ManagementTea

27、m DevelopmentMeeting FacilitationTeam ManagementDevelop Transition PlanChange ManagementAnalyze Present State 精品资料网31Six sigma structureStrategy Consumer-driven, focus on product, process, and service.OrganizationAll-function involvement and Personal Development.PolicyCompany-wide engagement, HR,IT,

28、and Finance support.ManagementProject, Team, and Change Management. 精品资料网32Deployment StructureMaster Black Belts (Full-Time)Project Champions (Part-Time)Black Belts (Full-Time)Green Belts (Part-Time)Executive Leadership (Part-Time)Deployment Directors (Full/Part-Time) 精品资料网336s Project Champions6s

29、Deployment Champion(s) SMBusiness Unit LeaderCEO Corporate 6s Senior ChampionSMHR DeploymentChampionSMIT DeploymentChampionSMFinance DeploymentChampionSMPRDeploymentChampionSMBusiness OperationsLeaders6sHR Manager6s Financial ManagerGreen BeltsSM6sIT ManagerTrainingDeploymentChampionSM6s MasterBlack

30、 BeltsSM6s Comm. Manager6s Training Manager6s Project ChampionsSM 6s Black BeltsSM6s Deployment Infrastructure6s Executive CouncilSix Sigma Deployment Roles 精品资料网34Phase ICascadingEstablish deployment structureExecutive, top management, champion awareness trainingBlack Belt trainingTools implementat

31、ion trainingLeadership training 精品资料网35Phase IIAccelerate developmentDeployment structure implementation and disposition in each function. Every salary is GB.Begin to implant into current quality system.ISO14000 and QS9000 integration. 精品资料网36Phase IIIIntegrationImplant six sigma methodology in othe

32、r quality toolsPartnership with other quality system. Six sigma training to supplier and franchise.Six sigma in daily business.DFSS(Design for Six Sigma).BB/MBB in leadership position. 精品资料网37It is All about ValueThe Customer Value PropositionDefinesBusiness StrategyCustomers choose to buy from us b

33、ecause.Investors entrust their money to us because.Employees choose to work for us because. 精品资料网38Three Customer Value Proposition StrategiesProduct differentiationOperational excellenceCustomer partnershipsCompetitive advantage! 精品资料网39Consumer v.s. ProducerCustomers higher expectationDefect-free

34、qualityProductServiceProducer -planning for changes to meet customer requirements.Strategic: changing the way every level of a business is managed on a daily basis.Tactical: six sigma methodology and cross-functional.Cultural: out of box thinking, everyone involved and common language is data.Custom

35、ers 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. 精品资料网40Maximizing Customer ValueDeriving value from the Need - DoInteraction ModelNeedDoCustomers and suppliers exchange valuethr

36、ough the Need-Do interaction.CustomerSupplierInteraction 精品资料网41Value-Capturing the voice of CustomersPartial Kano AnalysisDegree of AchievementCustomer Satisfaction Surprise: “Ergonomically Delighting”Desire: “Operate Quietly”Necessities: “Doesnt Fail Mechanically”“Doesnt Fail Electrically”“Is Dura

37、ble”BasicQualityPerformanceQualityExcitementQuality 精品资料网42Business initiativesDeliveryCostCustomer requirementsQualityWhen we say something is a CTQ, can we describe it fromCustomers perspective?Our perspective?Can we demonstrate the relationship?PRODUCTQUALITYSHIPMENTACCURACYCONDITIONFILL RATE/ON-

38、TIME DELIVERYORDER SERVICE/INFORMATIONPROFITABLECUSTOMERGROWTHCustomer Satisfaction 精品资料网43Building the relationshipInternalOthersExternalSegmentDatabases from VOCData extraction & transformation Departmental data martIntelligence reports for projectsCorrelationanalysis 精品资料网44Data transformationWha

39、t should we do to make it easily accessible as information to managers and subordinates?What sort of analysis can we conduct?How does that analysis add value?How can we further extend the value of our data analysis? 精品资料网45Opportunity and alternativeFocus on the best opportunitiesStratify to define

40、target arenasDefine real optionsBuild a portfolio of opportunities to pursueMeet customer requirements by running the business as we do?Or need to change to get prodigious improvement? Six sigma? 精品资料网46Consumer-driven six sigmaRequires consumer strategy, product strategy, and infrastructure strateg

41、y and link them inextricably together.Conducts business through the consumers eyes and shares unfiltered insight within the enterprise.Creates a compelling consumer experience and innovates services as well as products.Adds value in the eyes of the consumer.Integrates the product and information. 精品

42、资料网47Transforming Customer Feedback Into SAQ and then Six sigma ProjectsSingle Agenda for Quality and Customer SatisfactionTop 25 issuesDevelopActionable ProjectsIdentify GenericCritical XsHigh MileageDFSSNew Product ContentMeasure and Monitor Critical XsIdentify Critical Xs Out of SpecificationDeve

43、lop Action to Restore Critical Xs MBB ActionVRT(Process owner)Black Belt Project LeaderFPS & Plant OperationsQOSDMAICGreen Belt Projects 精品资料网48Consumer Driven 6-Sigma offers a structured problem solving methodology to achieve break-through improvements by systematically identifying root causes and

44、eliminating them using an integrated set of statistical tools, problem solving techniques, data, and disciplines.Six Sigma in process improvementImproveControlDefineMeasureAnalyzeModifyDesign?NoYesRedesign 精品资料网49Six Sigma MindsetDefineMeasureAnalyzeImproveControlWhat does the customer want?What is

45、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 we going to change?Is improvement tangible and optimal?How are we going to maintain the improvement forever?How to cascade feedback to s

46、ystem?Jonathan Holbrook6 Sigma Deployment 精品资料网50DEFINE PROBLEM / ISSUEStrategyPrevent defect(s) Eliminate defect(s)CHARACTERIZEDEFINEOPTIMIZEVERIFYMEASUREANALYZEIMPROVECONTROLBlack belt project toimprove mfg. capabilityMfg. process cannot provide sufficient improvement. Need reduced product sensiti

47、vity to mfg. noise.The Overall Perspective: DMAIC and DCOV 精品资料网51Breakthrough Improvement5 S workplaceVisual FactoryStandardized WorkDMAICQuality ToolsSix Sigma MethodologyPhaseWorld 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 精品资料网52Is 6-Sigma a strategic process for yo