某汽车汽車SixSigma推行

1、 Six Sigma By Daniel WuFord Lio Ho Motor Company1OutlineQuality levelWhat is Sixsigma?WhyweneedSixsigma?DevelopmentandDeploymentstrategyHowSix sigma mergesinto ourdailybusiness?2Overview-Four QualityGurusHistoricallycompanies havefocusedonquality issuesforcustomersatisfactionPriortosixsigmatherewere

2、four keyquality gurus thatmostcompanies qualityprogramsfollowedDemingJuranCrosbyTaguchi3DemingDemingtaught:Importance of understandingvariation in workprocessesRole of managementinleadingforqualityApplicationofstatisticsPlan-Do-Check-Act4DemingsContributiontoProfitabilityEXTERNALINTERNALCUSTOMERSATI

3、SFACTIONMARKETSHAREPROFITPRODUCTIVITYQUALITY-Betterproducts&services-Improvedprocesses-Compete withvaluePRICE-Compete withPrice-Decreasedcycletime-Eliminate set-uptimesCOST-OpportunityforprofitPRODUCT QUALITYPROCESS QUALITY-Reducerework-Eliminate in-processinspection-Reducescrap-Increaseproductlife-

4、Eliminate incoming testingPlanDoCheckAct5JuranJurantaught:BreakthroughperformanceParetoeffectImportance of managementprinciplesQuality by designandplanning6JuransContributionPlanningCost of PoorQuality(Percentofoperatingcosts)Production BeginsOriginalzone of processcontrolNewzoneofprocess control020

5、400ControlTimeImprovementLessons LearnedSporadicspikefromobservedproblemChronic Waste(anopportunityforimprovement)ControlSpecial cause variationCommoncausevariation7CrosbyCrosbytaught:CustomerrequirementisperformancestandardQuality maturity is ajourneyPreventive actionasbasicapproach8TaguchiTaguchi

6、taught:Cost of poorqualityisloss to societyasawholeRobustqualityisdesignedforconsistentproductionDesigncontrolismore importantthan productioncontrol9TaguchisContributionLowerSpecification LimitUpperSpecification LimitNominal ValueRegionofCustomerComplaintsRegionofCustomerComplaintsRegionofQuestionab

7、lePerformanceRegionofQuestionablePerformanceRegionofSpecifiedPerformanceMeanLowerControlLimitUpperControlLimitRegionofDesiredPerformanceCost10What AretheLimits to Improvement?2Sigma3Sigma4Sigma5Sigma6SigmaBasicQuality ToolsStatisticalToolsDesignfor SixSigma(DFSS)Basic Tools WallDesign WallCleanSheet

8、11Challengeinthe millenniumQuestionconfrontingbusinessleaders andmanagers:Itisnot: “Howdowesucceed?”Its:“How do we staysuccessfully?”12Change“Itisnotthestrongest thatsurvive,nor thefittest,butthosemost abletoadapttochange.”Charles DarwinTheOrigin of Species“Peopledonot resistchange, peopleresistbein

9、gchanged.”Beckhard13ChallengeResistance-theuniversalreactiontochange.TechnicalresistancePoliticalresistanceOrganizationalresistanceIndividual resistance14SixSigma?SixSigmaisnot abusinessfad tiedtoasinglemethod or strategy,butrather aflexiblesystem forimprovedbusinessleadership andperformance.Itisnot

10、abouttheory,its about action.15Passion +Execution =FastandLastingResultsSixSigmaFocusDelighting thecustomerthrough flawless executionRapidbreakthroughimprovementAdvancedbreakthroughtoolsthatworkPositiveanddeepculture changeReal financialresults thatimpact thebottomlineSigmaisa statistical unitofmeas

11、urethat reflects processcapability.Thesigmascaleofmeasure is perfectlycorrelated to suchcharacteristics as defects-per-unit, parts-permillion defective,and theprobabilityofa failure/error(DistributionShifted 1.5s)2308,537366,80746,210523363.4sPPMProcessCapabilityDefects perMillion Opp.SixSigmacorres

12、pondstopartsper billionifprocessiscenteredSixSigma-Goal3Sigma6Sigma5Sigma4Sigma93.32%99.379%99.9767 %99.99966%HistoricalCurrentIntermediateLong-termSigmaLong-TermYieldStandardSixSigma-PerformanceTarget.ToProduceImprovedRolled ThroughputYield, DefectsPer Unit, &Defects PerMillion OpportunityReduced C

13、ostofPoorQuality (COPQ)ImprovedCapacityandProductivityReduced VariationInOurProcesses /Products$sA ProblemSolvingMethodologyCharacterizeOptimizeBreakthroughUSLTLSLUSLTLSLTUSLLSLUSLLSLTheStrategyCustomerFocused -BothInternally &ExternallyWhichBusinessFunctionNeedsIt?Aslong as there is aprocessthat pr

14、oduces an outputwhether it isa manufacturedproduct,data,aninvoice,etc.wecan apply theSixSigmaBreakthrough Strategy.For these processestoperform to acustomerstandard theyrequirecorrect inputs!6SigmaMethodsMFG.DESIGNSERVICEENGMAINT.ADMIN.QAPURCH.Data is derivedfromobjects,situations,orphenomenon in th

15、eform of measurements.Dataisused to classify,describe,improve,orcontrolobjects,situations,orphenomenon.1.Weonly useexperience,notdata.2.Wecollect data, butjust lookatthe numbers.3.Wegroupthedatasoastoform chartsandgraphs.4.Weusecensus datawithdescriptivestatistics.5.Weusesample datawithdescriptivest

16、atistics.6.Weusesample datawithinferentialstatistics.LevelsofAnalysis:What level arewe?TheFoundationoftheSix Sigma ToolsTheRoleofSixSigmaSixsigmaisthe bestmeanstorealizethephilosophy,values,andgoalsassociatedwith yourbusinessinitiatives.RegionBA6LinkingPinsBusinessArea InitiativesItunifies theinitia

17、tivesandprovidesacommonlanguagewhichall peoplecanunderstandandspeak.23HowDoWeImproveCapabilityOurOutputs(Ys)aredeterminedbyourInputs (Xs).Ifweknowenoughaboutour Xswecanaccuratelypredict Ywithouthavingtomeasureit.Ifwedontknow muchaboutour Xs,thenwehave to resorttoinspection andtest (nonvalueaddedoper

18、ations).Byknowing andcontrollingtheXs,wereducethe variability in Y, which decrease thenumberofdefects,improvesRTY,cycletime,etc.Wecanalsoeliminateorreduce inspection, test, andrework.TheSourcesofSixSigmaQualitybycontrolling.bydesigning.ContinuouslyReduceProcessVariabilityTighter Upper& Lower LimitsT

19、arget 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.indifferent?.unhappy? - - - - -

20、- - - -bylistening.towhat thecustomersays he/shewants.performancetoleranttoreal cess variability,notbyinspectionofdefectiveoutput25Developing andReinforcingValuesCycleofRefinementVALUESBEHAVIORATTITUDESCULTURE26TheRoleofLeadershipNewQuestionsNewValuesNewMeasuresLeadership(Humility/Listening

21、)NewBehaviors27Leadership plays theroleValuesare afunctionofbehaviorsMeasuringthe right thingsiskeyChangemustbesupportedand drivenfrom thetopWill is akey elementfor asuccessfuldeployment28Whyare we here?“Thereisa recognition thatleadershipneedstobea keycomponentofConsumerDriven 6-Sigmawithin anyorga

22、nizationtrying to undertake6-Sigma deployment.”MikelHarry/ RichardSchroeder29WhatsInItFor Me?“thebeststatisticalanalysisintheworldisuselessifthosehandlingtheinformationare paralyzedbycorporatefear.Whendatasuggestsonedirection butcorporatecultureorconvention dictates another, fearcan ruleand thepoten

23、tialfor changeislost.Onlystrongleadershipcaneradicate thefear factorandallowanorganization to realizeits potential.Statisticsalonecannot achievebreakthrough.”MikelHarry/ RichardSchroeder30DefineFuture StateLeadershipinSixSigmaOrientationPresent StateFutureStatePTSLeadership SkillsBusinessBasicsProje

24、ct ManagementPersonalDevelopmentPTSPTSPTSPTSDEFINEMEASUREANALYZEIMPROVECONTROLDefinePlanManageCloseTeam ManagementTeam DevelopmentMeeting FacilitationTeam ManagementDevelop TransitionPlanChangeManagementAnalyze PresentState31SixsigmastructureStrategyConsumer-driven,focusonproduct,process,andservice.

25、OrganizationAll-function involvement andPersonalDevelopment.PolicyCompany-wide engagement, HR,IT,andFinance support.ManagementProject, Team, andChangeManagement.32Deployment StructureMaster Black Belts (Full-Time)Project Champions (Part-Time)Black Belts (Full-Time)Green Belts (Part-Time)Executive Le

26、adership (Part-Time)Deployment Directors (Full/Part-Time)336sProjectChampions6s DeploymentChampion(s)SMBusinessUnit LeaderCEOCorporate6sSeniorChampionSMHRDeploymentChampionSMIT DeploymentChampionSMFinanceDeploymentChampionSMPRDeploymentChampionSMBusinessOperationsLeaders6sHRManager6sFinancialManager

27、GreenBeltsSM6sIT ManagerTrainingDeploymentChampionSM6sMasterBlackBeltsSM6s Comm.Manager6s TrainingManager6sProjectChampionsSM6sBlackBeltsSM6sDeployment Infrastructure6sExecutiveCouncilSixSigmaDeploymentRoles34PhaseICascadingEstablishdeploymentstructureExecutive, topmanagement,championawarenesstraini

28、ngBlackBelt trainingToolsimplementationtrainingLeadership training35PhaseIIAccelerate developmentDeployment structureimplementationanddispositionineachfunction.EverysalaryisGB.Begintoimplant intocurrentquality system.ISO14000andQS9000 integration.36PhaseIIIIntegrationImplant sixsigmamethodologyinoth

29、erquality toolsPartnershipwith other qualitysystem.Sixsigmatrainingtosupplierand franchise.Sixsigmaindailybusiness.DFSS(DesignforSix Sigma).BB/MBBinleadershipposition.37ItisAllaboutValueTheCustomerValuePropositionDefinesBusinessStrategyCustomerschoose to buyfrom us because.Investorsentrusttheirmoney

30、tousbecause.Employeeschoose to workfor us because.38ThreeCustomerValuePropositionStrategiesProduct differentiationOperationalexcellenceCustomerpartnershipsCompetitive advantage!39Consumerv.s. ProducerCustomershigherexpectationDefect-freequalityProductServiceProducer-planningfor changestomeetcustomer

31、requirements.Strategic: changing thewayeverylevelofabusinessismanaged on adailybasis.Tactical:six sigma methodology andcross-functional.Cultural:out of boxthinking,everyoneinvolvedand commonlanguageisdata.Customerswanttopurchasehigh qualityproductsand services at thelowestcost,justascompanieswanttop

32、roduce highqualitygoodsandservicesatthe lowestpossiblecost.40Maximizing Customer ValueDerivingvaluefrom theNeed -DoInteractionModelNeedDoCustomersand suppliersexchangevaluethrough theNeed-Do interaction.CustomerSupplierInteraction41Value-Capturingthe voice of CustomersPartial KanoAnalysisDegreeofAch

33、ievementCustomerSatisfactionSurprise:“ErgonomicallyDelighting”Desire:“OperateQuietly”Necessities:“DoesntFail Mechanically”“DoesntFail Electrically”“IsDurable”BasicQualityPerformanceQualityExcitementQuality42BusinessinitiativesDeliveryCostCustomer requirementsQualityWhen we saysomethingisaCTQ, canwed

34、escribeitfromCustomers perspective?Ourperspective?Canwedemonstratethe relationship?PRODUCTQUALITYSHIPMENTACCURACYCONDITIONFILL RATE/ON-TIME DELIVERYORDERSERVICE/INFORMATIONPROFITABLECUSTOMERGROWTHCustomer Satisfaction43BuildingtherelationshipInternalOthersExternalSegmentDatabasesfromVOCData extracti

35、on&transformationDepartmentaldatamartIntelligencereportsforprojectsCorrelationanalysis44Data transformationWhat shouldwedotomake it easilyaccessible as information to managers andsubordinates?What sortofanalysiscan we conduct?Howdoesthat analysis addvalue?Howcan we furtherextend thevalueofourdataana

36、lysis?45OpportunityandalternativeFocusonthebestopportunitiesStratifytodefinetarget arenasDefinerealoptionsBuilda portfolioofopportunities to pursueMeet customer requirementsbyrunning thebusinessaswedo?Orneed to changetogetprodigiousimprovement?Six sigma?46Consumer-drivensix sigmaRequiresconsumerstra

37、tegy,productstrategy,and infrastructure strategy andlink theminextricably together.Conductsbusinessthrough theconsumers eyesand sharesunfiltered insightwithin theenterprise.Creates acompellingconsumerexperience andinnovatesservicesaswellasproducts.Adds value in theeyes of theconsumer.Integrates thep

38、roduct andinformation.47TransformingCustomerFeedbackIntoSAQand thenSix sigma ProjectsSingleAgenda forQuality andCustomerSatisfactionTop25issuesDevelopActionable ProjectsIdentifyGenericCriticalXsHighMileageDFSSNewProduct ContentMeasure andMonitor Critical XsIdentifyCriticalXsOut of SpecificationDevel

39、op ActiontoRestore Critical XsMBBActionVRT(Processowner)BlackBeltProject LeaderFPS&PlantOperationsQOSDMAICGreenBelt Projects48ConsumerDriven6-Sigmaoffersastructured problemsolvingmethodologytoachieve break-throughimprovements by systematically identifying rootcauses andeliminatingthem using an integ

40、ratedset of statistical tools,problem solvingtechniques,data,and disciplines.SixSigmainprocessimprovementImproveControlDefineMeasureAnalyzeModifyDesign?NoYesRedesign49SixSigmaMindsetDefineMeasureAnalyzeImproveControlWhat doesthe customer want?What is thedefectwewanttoreduce?Arewesurewecantrustthe da

41、ta?What doesthe datatellus?What arethemaininfluencingfactors?Does thedata confirmthis?What arewegoingtochange?Isimprovementtangibleandoptimal?Howare we going to maintain theimprovementforever?Howtocascadefeedbacktosystem?JonathanHolbrook6 Sigma Deployment50DEFINE PROBLEM / ISSUEStrategyPrevent defec

42、t(s) Eliminate defect(s)CHARACTERIZEDEFINEOPTIMIZEVERIFYMEASUREANALYZEIMPROVECONTROLBlackbelt projecttoimprove mfg.capabilityMfg. processcannotprovide sufficientimprovement. Needreducedproductsensitivitytomfg. noise.TheOverallPerspective:DMAICand DCOV51BreakthroughImprovement5S workplaceVisualFactor

43、yStandardizedWorkDMAICQuality ToolsSixSigmaMethodologyPhaseWorldclassqualityWecantsustain avisual factorywithout5SWecantsustain standardizedwork withoutvisual factoryWecantsustain sixsigmawithout standardizedworkQuality toolisthe engine,Six sigma is Turbo-chargeDFSSWecantmeet sixsigmawithout sixsigmadiscipline52Is 6-Sigma a strategic process for your business or is it just one of several?Is 6-Sigma a means to transforming our culture or just tool?Do we want to use