六标准差介绍

1、陳楷植 清華大學數學系 台大商研所碩士 IBM大中華地區業務行銷協理 IBM AP Certified Quality manager-1992 IBM WW Certified Marketing professional-1997 光寶集團旭麗電子知識長暨新事業發展部副總經理策略規劃,六標準差統計方法,流程再造1Agenda 什麼是六標準差? 六標準差解決問題流程 傳統訓練方法 Vs. 六標準差 Cost of Poor Quality ( COPQ ) 品質水準對企業獲利能力的影響 六標準差方法 執行六標準差的角色分配 導入六標準差的利益 三種類型的六標準差專案 交易型專案深入探討 六標

2、準差的迷思與解決之道 成功導入策略與關鍵因素2What Is Six Sigma?Sigma (s) is a unit of measure:The 18th letter of the Greek alphabetSigma is the symbol for standard deviationA measure of variationSix Sigma has a history and is:A VisionA PhilosophyA Management SystemAn Aggressive GoalA Tool BoxA Vehicle for Customer Focus3

3、What is Sigma? m1sSpecification LimitSome Chance of Failure3sTargetMuch Less Chance of Failure1sThe higher the number (Z) in front of the sigma symbol the lower the chance of producing a defect6sReducing Variation is the Key to Reducing Defects4Six Sigma Is a VisionThe vision of Six Sigma is to deli

4、ght customers by delivering world-class quality products and services through the achievement of Six Sigma levels of performance in everything you do.5Six Sigma Is a PhilosophyThe philosophy of Six Sigma is to apply a structured, systematic approach to achieve operational excellence across all areas

5、 of your business with an understanding that defect-free processes result from breakthrough improvement.6你可以確認一個你最大的問題 . . ? 難或易?指派一個最厲害的人去處理. . . ? 難或易?提供此人所有的工具、資源、甚至需要的管理制度來支援. ? 難或易?而且保証他們不會中斷並且專注在任務上 . . . ? 難或易?Whats Six Sigma - The Management PhilosophyThat IsSix Sigma !7Process Capability (s

6、hifted 1.5 s, long-term)2308,5373 66,8074 6,2105 2336 3.4DPMOSigma LevelIf the process is centered, long-term, the Six Sigma process is 1 DPBO(Defects Per Billion Opportunities)Six Sigma Is an Aggressive Goal8Six Sigma Is a Tool Box學會使用只要兩小時-Minitab9Six Sigma is a Vehicle for Customer FocusCustomer

7、SatisfactionAccuracyResponseServicesCTA Critical to AccuracyCTR Critical to RespondCTS Critical to ServicesProductsCTP1 Critical to Process 1CTP2 Critical to Process 2 CTP3 Critical to Process 3ProcessesOrganization GoalsDefectsCycle TimeAttitude10 基礎訓練 盟主訓練 DMAIC 訓練(6工程師, 6技術員)專案展開 Ys指標改善 $The Goal

8、s of Six SigmaLearning & GrowthInternal ProcessCustomer Financial11The Six Sigma ProcessPractical ProblemPractical SolutionStatistical SolutionStatistical Problem12The Six Sigma ProcessPractical ProblemAbandon rate for call center is almost 10% versus a plan of 3%. How much does rate vary? How accur

9、ate can I measure?13The Six Sigma ProcessStatistical ProblemWhich inputs (Xs) affect the critical outputs (Ys)?(talk time,training, #of phone lines, #of CSR, Application, S/W,process. etc.)What is the defining equation for the process (y=f(x)?14The Six Sigma ProcessStatistical SolutionWhat are the o

10、ptimal settingsfor the critical Xs? What are the specifications for the critical Ys?Y= A + B*CSRs + C*lines. + + Z*Etc.15The Six Sigma ProcessPractical SolutionChange the settings.Sauce CSR=20,line=30, etc.)Verify the improvement.Control the new processto sustain the gain.16The Six Sigma ProcessMeas

11、ureAnalyzeImproveControlPractical ProblemPractical SolutionStatistical SolutionStatistical Problem17Measure (all input variables)AnalyzeImproveControlPour in all possible input variablesProcess MappingMind MappingIshakawa diagramsSurvey designUse soft tools to narrow the possibilitiesC & E MatrixFME

12、AUse quantitative analysis to further narrow the fieldANOVACorrelationMulti-vari studiesImplement and validate solutions.Implement systems to ensure improvements are maintained.SPCPoka-YokeAuditsControl PlansDOEsSurveys(Key input variables)(Critical input variables)(Key leverage variables)Logistic R

13、egressionSurvey analysis30 - 5010 - 208 - 104 - 82-518傳統訓練方法 Vs. 六標準差傳統訓練 老虎鉗緊握方法Six Sigma Training訓練黑帶突破需所有工具 SPC Expert統計製程管制Department trained in Lean部門精簡訓練DOE Expert實驗設計專案TQM Students7 Basic Tools全面品質7項基本工具19Cost of Poor Quality “冰山”傳統品質成本 銷售的4-10% 有形的 -衡量檢查保証廢棄重工檢查不合格額外 Costs of Poor Quality銷售的

14、 20-35% 無形的 難以衡量提高設定成本增加時間是金錢營業額喪失發貨延誤失去顧客忠誠週期時間增加惡劣品質招致的成本設計變更指示隱形工廠20品質水準對企業獲利能力的影響優勢超越競爭 = 高獲利持續改善 =生 存競爭是使用持續改善突破 =支 配 更好更快是關鍵21六標準差 更好,更快持續改善 =生 存競爭是使用持續改善突破 =支 配 更好更快是關鍵258801346791202120268優勢超越競爭 = 高獲利22Whats Six Sigma The Methodology現有產品、服務或流(製)程新產品、服務或流(製)程1. Recognize7. Realize(確認)3. Measu

15、re4. Analyze5. Improve6. Control2. Define(定義)(衡量)(分析)(改善)(控制)(實現)3. Measure4. Analyze5. Design6. Verify2. Define(定義)(衡量)(分析)(設計)(驗証)233. Measure4. Analyze5. Improve6. Control1. Recognize2. Define7. RealizeChampion(process owner)Champion(process owner)Black Belt / Green Belt確認核心流程與關鍵客戶界定客戶需求衡量現有績效分析,

16、發展和執行專門解決問題根源的方案設計與再設計並執行有效的工作流程擴充並整合六標準差系統執行持續的衡量和行動以維持改善成效六標準差各階段工作與角色分配24世界標竿企業施行六標準差成效企業實施成效業績成長獲利增加成本降低顧客滿意不良率改善流程時間MotorolaGEWiproHome DepotAllied SignalToshibaSun MicroCitibankKodakDupontVVVVVVVVVVVVVVVVVVVVVVVVV25時程短期（6個月）中期（12年）長期（24年）項目徹底解決 現有問題有效執行 企業策略成功改變 企業文化比例70%20%10%參考指標提升品質並降低成本 縮短

17、週期時間 消除不當流程/浪費，增加效率與彈性 提高自動化與個人生產力降低營運風險，提升獲利能力 快速回應市場與顧客需求 增強產品/服務之附加價值，提升市佔率 強化公司整體競爭力與客戶滿意度建立共通語言， 與世界級企業同步 建立願景共識，增強員工向心力 建立企業知識庫，增加顧客忠誠度 提升企業公民的社會價值及典範26盟主層級提高產出降低人工成本降低物料成本消除隱形工廠六標準差執行目標 企業層級提高市佔率增加獲利率永續經營提高客戶忠誠度提高員工忠誠度黑帶、綠帶層級重點專案提高良率降低變異DMACI成功的專案 使這些齒輪“運轉”!短期目標中期目標長期目標 1 - 2 年 2 - 4 年 4 - 6

18、個月27減低不良品 Reduction of defects 較低的成本較高的顧客滿意較短的週期時間 可預測的流程、無效流程的降低/消除企業文化的改造 Culture change專注在品質、顧客及將事情做對榮譽感標準的問題解決方法提昇行政效率強化命令貫徹高度訓練的戰鬥團隊Highly trained workforce企業共通的語言 Common languageBenefits of Six Sigma - Organization28黑帶訓練使你的工作更得心應手增加你工作的效果增加你的競爭力你所主導專案的成功是可衡量出來的有強力的管理資源支持，使你能專心在本務工作上減少 / 消除打地鼠的

19、情況Benefits of Six Sigma Personal29三種類型的 6 Sigma 專案交易型專案主要處理資訊流程、紙上作業或服務的決策流程方面。例如:承接訂單 /傳遞、發薪流程、運送 /收貨、採購、企業 / 財務預測等。作業型專案主要處理產品製造或服務的運送。發展型專案主要處理新產品設計或流程設計。30Transactional Projects交易型專案Understanding Transactional ProjectsDifferent peopleDifferent organizationsDifferent toolsDifferent projects32The

20、Nature of Transactional ProjectsTransactional projects involve two broad categories of processes:Decision making processesExecution of administrative processesThe central focus of true transactional projects is INFORMATION.However, many projects termed, “transactional,” are more operational in natur

21、e, but in a more challenging environment requiring many of the approaches to transactional projects.33Highly cross-functionalProblems difficult to defineMetrics not clearly understoodLittle historical data availableValidation of solutions takes timeProcesses tend to be “intangible.”Costbenefit of pr

22、oblems difficult or impossible to quantifyTransactional ProjectsUnderstanding Transactional ProjectsOften limited to one or two depts.Problems easy to defineMetrics easy to understandData readily availableSolutions can be quickly validatedProcesses tend to be well-defined.Costbenefits of problems ea

23、sy to quantifyManufacturing Projects34Understanding the PeopleEngineers with strong technical backgrounds and process improvement skillsManagers and supervisors with large staffsPerformance incentives tied to scrap and reworkExcited about learning new toolsManufacturing ProjectsBusiness degrees with

24、 some TQM exposureMany individual contributorsPerformance incentives tied to salesFear of new toolsTransactional Projects35Understanding the ToolsProcess mappingLots of variable dataCause often not identified until later in projectDOE often requiredManufacturing ProjectsProcess mapping or Mind mappi

25、ngLots of attribute data.Cause often identified early in project.Survey design and analysis often requiredTransactional Projects36Example: Slow Credit ChecksProblem Statement: Lost sales due to slow credit checks.Summary: A significant number of sales are lost due to the lengthy process of performin

26、g credit checks. Sales are lost because:Customers wish to execute their order fast and, if forced to wait, may seek alternative bids.Established customers are angered over the need to wait for a credit check at all.37Example: Slow Credit Checks (continued)Findings: 96% of all customers receive posit

27、ive credit approval.99.9% of “established” customers receive positive credit approval.Customers that receive positive credit approval still occasionally default.An estimated 3.5% of sales are lost due to lengthy credit approval processes.Cash flow can be improved by several days by streamlining the

28、credit approval process.Man hours can be reduced by improving the credit approval process.38Example: Slow Credit Checks (continued)SolutionsWaive credit reviews for customers that meet specified criteria. (based on the critical “Xs.”)Develop a shorter, more potent credit review process. (based on th

29、e critical “Xs.”)Develop a credit expediting process. (new process design).Develop a “take the order and complete the credit check before delivery” mentality. Never lose a customer or an order to a slow credit check. (customer focused attitude).39Example: Reduce “Days Sales Outstanding”Problem State

30、ment: DSO is running an average of 58 days in some regions against an average of 39 days in others. AR explains the problem is slower paying customers.Findings72% of all invoices had one or more error including:Wrong PO numberWrong priceWrong customer address (e.g., multiple customer locations)Wrong

31、 product description40Example: Excessive OvertimeProblem Statement: It is hypothesized that the decision as to whether or not to authorize overtime is not robust.Findings: A statistical analysis of 30 supervisors and the following variables demonstrated tremendous variability in the decision process

32、:SupervisorShiftDay of weekLocationTime of yearProduction volumeMaintenance problemsFindings and Improvements:Previous guidelines were ignored because there were always, “excuses” for excessive overtime. A new, weighted decision process with performance measures was developed to aide supervisors in their decision process and to measure improvements.41Example: High Employee TurnoverProblem Statemen