sigma培训的资料 英文

Welcometoapresentation

onSixSigmaTM

WhatareyourExpectations?Iwouldliketocaptureyourexpectationsfortheday?Agenda

Introduction&overviewDemystifyingSixSigmaCreatingtheSixSigmaCultureManagingthesixsigmacultureTotalcycleTimeReductionSuccessExamplesAroundtheworldHowtoImplementSixSigmainyourbusinessQ&AClosingcommentsAlliancePartnershipsMASET,LLC.and

MotorolaMaset

areasofexpertiseQuality(SixSigma)CycletimeeductionLeadershipCulturalchangeProjectManagementSupplychainManagementFacilitationTrainingDemystifyingSixSigmaWhatdoesSixSigmameantoyou

?Manydifferentdefinitionsexist.IwilltrytoaddressthreethismorningSixsigmaasastatisticaltermNormalDistributionMean

Standarddeviationmean68.27%15.865%15.865%SixsigamasastatisticaltermValuesofastandarddeviationonesigma= 68.27% 317,311ppmtwosigma= 95.45% 45,500ppmthreesigma= 99.73% 27,000ppmsixsigma= 99.999999% 1.96ppbSixsigmaasaqualitytermInventedbymotorolainthemid80’sServicemarkedandregisteredbyMotorolaAcceptedbyallcountriesAcceptedbyallorganization-1.5Mean+1.5Virtuallynodefects(3.4ppm)LowerSpecifacationlimitupperSpecifacationlimit-6-5-4-3-2-10+1+2+3+4+5+6Allowsforvariationinmeasurement1.5Sigmashift+-Virtuallynodefects(3.4ppm)SixsigmaasaqualitytermSixSigma=3.4ppmdefectiveSixsigmaisawaytochangeanorganizationscultureProvidesameansofdeliveringTotalcustomersatisfactionFocuseseveryoneintheorganizationonthesameobjectiveDefinitionofdefectAnythingthatdissatisfiesyourDefectaregood!“Associatesneedtofeelcomfortableinidentifyingandreportingdefects.”TheeffectsofdefectsEveryoccurrenceofadefectwithintheprocessrequirestimetoinspect,fix,andre-inspect.Averagecycletimeisdirectlyproportionaltothetotalnumberofdefectsintheprocess.Welcometo

Motorola’s

QualityStoryCultureCultureguidestheenterprise’sDay-To-DaybehaviorThenatureofcultureCultureprovidesitsmemberswithguidelinesfordealingwithjustabouteverythingMuchofeverycultureiscvertandimplicitlargelysubmergedlikeanicebergCulturesareconstantlychangingandevolving.Whencultureandstrategyclash,invariablyculturewinsout.Iftheorganizationalculturedoesnotembracinitiativesrelatedtochange,overallchangeeffortswillfailThereisnosuchthingas““We’’redifferent””WE’’REDIFFERENTFunctionsinatypicalorganizationAccountingAdvertisingDistributionEnergymanagementEnvironmentalaffairsExternalaffairsFacilitiesFinanceHealth&safetyHumanresourceslegalManufacturingMarketingProfuct/servicedevelopmentPayrollPurchasingSalesSchedulingTrainingTransportationTravelTheevolutionofmotorola’squalityculuture1979““Ourqualitystinks”1980corporatequalityofficernamed1981motorolatraining&educationcenter(Mtec)establishedcommunicationssectorbeginstotaldefectsperunitmeasurement(TDU)-julymanufacturedproducts-novembersalesorderschairmanchangesagendaofcustomervisitscreated““thecard”Evolutioncontinues!Corporationadiptssixsigma2year-10x;4year-100xualityimprovementSixsigmaby1992goalisset1988MalcolmbaldrigenationqualityawardMappedISO9001intoqualitysystemreview(QSR)199210xredustionindefecteveery2yearscustomersatisfactionmetrics10xtimesimprovementincycletimein5yearsChangedmeasurementbasetopartsperbillion1994 EnterpriseISOregisttationlaunched1998 Corporaterenewal1999 RulesofEngagement balancedscorecard

PerformanceExcellence PersonalCommitmentEvolutioncontinues!Howmanyobjectivesarethereinyourorganization?Keybeliefs–howwewillalwaysact•Constantrespectforpeople•UncompromisingintegrityKEYGOALS–whatwemustaccomplish•Bestinclass—People—Markting—Technology—Products:software\hardwareandsystems—Manufaction—Service•Increasedglobalmarketshare•SuperiorfinacicalresultsKEYINITATIVES–howwewilldoit•Sixsigmaquality•totalcycletimereduction•productmanufactionandenvironmentalleadership•Prfitimprovement•EmpowermentforallinaparticipativeCooperativeandcreaticeworkplaceOurfundamentalobjective(Everyonesoverridingresponsibility)TotalcustomersatifactionOurfundamentalobjectiveTotalcustomersatisfactionKeybeilfesHowwewillalwaysactKeygoalsWhatwemustaccomplishKeyinitiativesHowwewilldoitEveryonesoverridingresponsibilityKEYINITATIVEShowwewilldoit•Sixsigmaquality•totalcycletimereduction•productmanufactionandenvironmentalleadership•Prfitimprovement•EmpowermentforallinaparticipativeCooperativeandcreaticeworkplaceConsistentfocusCardcreated&adopted1986Fiveminorchangesin1992NosignificantchangesduringfivedifferentchairmanBobGalvinGeorgeFisherBillWieseGaryTookerChrisGalvinCreatingandmanagingtheSixSigmaqualitycultureSissigmaqualityOneofthetwokeydriversofincreasedTotalcustomersatisfationandreducedcostProduct/ServiceisdeliveredwhenpromisedEveryoccurrenceofadefectwithintheprocessrequirestimetoinspect,fix,andre-inspectAveragecycletimeisdirectlyproportionaltothetotalnumberofdefectsintheprocess.Product/serviceisdeliveredwithnodefectsNotest/inspectionis100%effectiveinfindingdefects.Delovereddefectsescapetest/inspectionwithintheprocess.DelivereddefectsaredirectlyproportionaltothetotalnumberofdefectsintheentireprocessSixsigmaqualityimpovescustomersatisfactionReducingthetotaldefectsintheenireprocessreduces:Deliverydelinquencies;Deliverydefects;Earlylifefailurerate;andtherefore…IncreasescustomersatisfactionandDecreaseswarrantycost!ProcesscostanddefectsReducingthetotaldefectsintheentireprocess:Reducesthecycletimeperunit……ReducingWIP(Workinprocess)ReducinginventorycarryingcostsResucesdefectinspection,analysis,andrepaircost;therefore……Decreases““Manufacturing”costCost/QualitySixsigmahasshownthatThehighestqualityproducerisThelowestCostproducerTDUisthebestmeasureoftheoverallqualityoftheprocessTDUistheindependentvariableProcessyieldsaredependentuponTDUThecommonmetric:Totaldefectsperunit(TDU)DefiningaunitA“unit”maybeasdiverseasa:PieceofequipmentLineofsoftwareOrderTechnicalmanualMedicalclaimWiretransferHouroflaborCustomercontactAnythingthatismeasurable&understandablebythepersonwhoistryingtoreducedefectsSigma,afigureofmeritTDUcouldbeexpectedtobeproportionaltothecomplexityoftheunitComplexityisdirectlyproporttionaltothenumberofopportunitiestocreatadefectTonormalizeprocessesofdifferentcomplexity,weuse:TotaldefectsOpportunities…FromwhichwecancalculatesigmaDPMO=x1,000,000Improvement7Sigma(+1.5sigmashift)1101001K10K100K23456(66810ppm)(6210ppm)(233ppm)(3.4ppm)30xImprovement10xImprovement70xImprovement6534DefectsperMillionopportunitiesBenchmarking1101001K10K100K234567Bestinclassinternal+externalRepaircosts>10%Averagecompany<1%DefectsperMillionopportunitiesSigma(+1.5sigmashift)1101001K10K100K234567RestauantbillsDoctorprescriptionwritingPayrollprocessingOrderwrite-upJournalvouchersWiretransferAirlinebaggagehandingPurchasedmateriallotrejectrateBenchmarkingBestinclassAveragecompanySigma(+1.5sigmashift)DefectsperMillionopportunitiesProcessqualitylevelsmayvarywidelywithinacompany(0.25PPM)••1101001K10K100K234567AirlinebaggagehandlingDomesticairlineflightfatalityraateBestinclassAveragecompanySigma(+1.5sigmashift)DefectsperMillionopportunitiesImplementationofthesixsigmacultureTotalsustomersatisfactionSixstepstosixsigma&designformanufacturabilityCycletimereductionMotorola’sblackbeltProblem-solvingtoolsn驅動力來自評評量指標以及及合理且具挑戰性的的目標Thesix-stepsdesignprocessManufactuedproductIdentifyphysicalandfunctionalrequirementsofcustomerDeterminecharacteristicsofproductcriticaltoeachDetermineforeachcharacteristic,whethercontrolledbypart,process,orbothDeterminemaximumrangeofeachcharacteristicsIfCP<2redesignmaterial,profuct,andprocessasrequired.Administrative/officeIdentifytheworkyoudo(yourproduct)Identifywhoyourworkisfor(yourcustomer)Identifywhatyouneedtodoyourwork,andfromwhom(yoursupplier)Maptheprocess.Mistake-prooftheprocessandeliminatedelays.Estableishqualityandcycletimemeasurementandimprovementgoals.CycletimereductionWillbecoverdindetailaferlunchProblemsolvingidentificationtoolAllmemberoftheorganizationshouldhavetrininginproblemsolvingindentificationtoolsFlowchartsBrainstormingParetochartsCause&effectdiagramBlackbelttoolsProcesscharacterizationProcessimprovementsGraphicaldataanalysisDistributionanalysis(graphicalandnumberical)Comparativemethods(graphicalandnumberical)ProcesssourcesofvariationMeasurementsystemanalysisProcesscontrol(SPC)Processcapability(CpandCpk)ConfidenceintervalsDesignofexperimentsLinearregressionScreeningexperimentsOptimizationusingresponsesurfacemethodologyBlackbelttool(con’t)Maanagementofthequality/continuousimprovementprocessMethodologytocontinuoislyreducedefectsRegularreviewofDPMOperformanceQualitysystemreviewCorporatequalitycouncilInstitutionalizesolutionsProcessstep1Processstep2Processstep3suppliercustomerRecorddefectsTrendchart/GoalRecorddefectsRecorddefectsRecorddefectsRecorddefectsContinuousimprovementmeyhodologyaction

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causeindetificationmeasureResults&institutionalizeProblemsplveanalyzeDefectanalysisisdonebytheappropriateorganization:MarketingEngineeringManufacturingMaterialsserviceetc…Processstep1Processstep2Processstep3RecorddefectsTrendchart/GoalRecorddefectsRecorddefectsRecorddefectsRecorddefectssuppliercustomerInstitutionalizesolutionsContinuousimprovementmeyhodologyaction

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causeindetificationmeasureResults&institutionalizeProblemsplveanalyzeDefectanalysisisdonebytheappropriateorganization:MarketingEngineeringManufacturingMaterialsserviceetc…Processstep1Processstep2Processstep3RecorddefectsTrendchart/GoalRecorddefectsRecorddefectsRecorddefectsRecorddefectssuppliercustomerInstitutionalizesolutionsprocedureDPMOEnablesregularreviewofcontinuousimprovementperformanceCorporatelevelreviewBusinesslevelreviewGroupordivisionreviewProductlinereviewProductionlinereviewOperatorlevelreviewSamemeasurement–sameimprovementgoalSpectrumCVD1005020105TotaldefectsperunitVisiononlyTDU198919901991199219931994Years目標實際4=188556Guidelines1996年7月MOTOROLACORPORATE品質評鑑系系統QSR：assessmentvehicleforthetotalorganizationSetsacommongoalofperfectionDrivesprogresstoworldclassstandardsProvidesanawardrenessofqualityprocessrequirmentsCross-fertilizationofideas(knowledgesharing)Teachingtool(auditorsandauditees)InformationsourceforregistrarsThisidthe““enngine””ofaselfsustainingcontibuousimprovementprocess…Withoutit“virtually”allwell-meaningqualityinitiativesFAILThisisimportant……UnfortunatelythisiswhereManyorganizationstartandEnd-inFAILURE.BestpracticesDocumentationConformanceComplianceAuditMotorola“QSR””QualitysystemreviewInstitutionalizeSolutionsProcessStep1ProcessStep2ProcessStep3SUPPLIERCUSTOMERRecordDefectsRecordDefectsRecordDefectsRecordDefectsRecordDefectsContinuousImprovementMethodologyProcedureActionNameDateTimeGoalTrendChart100ParetoAnalysis/RootCauseIdentificationMeasureResults&InstitutionalizeProblemSolveAnalyzeDefectAnalysisisdonebytheAppropriateOrganization:MarketingEngineeringManufacturingMaterialsServiceEtc...CorporatequalitycouncilQualitymanagersofallmajoroperationsCorporate-wideprogramsQualitysystemreviewsofallmajoroperationsQualitycouncilCQOBussinessunitsManagementboardQSRprocesscusomerssuppliersMotorolaUniversitycoursewareassessQualityreviewsShort-termresults教育RecommendationsonvisionanddirectionTheroleofqualitymanagementatmotorolaInternalcustomeradvocateLeadTeachauditCulturechangeisdrivenbymeasurements&rewardsMeasurementsandrewardsmustbeconsistentwithchangeobjectives;whatyoumeasureiswhatyougetProcessesmustbechangedtoachievethemeasuredoperationalgoalsSixsigmaprovides...AmethodtodrivequalityimprovementAcommonlanguage-defects,continuousimprovement,sixsigmaAmethodofmeasurementAmethodofcomparisonAmethodofprovidingcommonreachoutgoalsParadigmshiftsStartcountingdefects.27%badvs.99.73%goodChangeunitofmeasure2,700PPMvs..27%badWhatissixsigmaItisaculturechangeforacompleteorganizationThat’’s:IndividuallydrivenbutinvolveseveryoneContinuousprocessConsistentthroughouttheorganizationMeasurementdrivenBasedonthepremise“Everyonewantstodothebestjobtheycan"ItisnotanumbersgameWasthemeetingnecessary?Wastheranobjectivecommunicatedinadvance?Wastimeusedeffectively?Wasthereadequateadvanceinformationtohelpmeunderstandandcontributetotheobjective?DidIcontributentotheobjective?Wastheobjectiveaccomplished?meeting:__________________Date:__________________yesnoWasthemeetingnecessary?Wastheranobjectivecommunicatedinadvance?Wastimeusedeffectively?Wasthereadequateadvanceinformationtohelpmeunderstandandcontributetotheobjective?DidIcontributentotheobjective?Wastheobjectiveaccomplished?meeting:__________________Date:__________________yesnoRequirementsforculturechangeTop-downcommitmentandinvolvementSettheexample,beactiveintheauditprocessMeasurementsystemtotrackprogressAtbothmacroandmicrolevelCommonwell-understoodsetofmetricsToughgoalsetting(reachout!!!)ProvidetherequirededucationSpreadthesuccessstorySharedtherewardswiththosethatthatcontributed10yearjourney•••1990through2000QualityThroughdefectelimination-wehaveeliminated>99.7%ofinprocesdefects(5.60)COPQ(costofpoorquality)-reduced>84%onaperunitbasisManufacturingcostsaving-cumulativesavingover$18.0billionProductreliability-MTBF...increased5-10foldFinancialSalesup2.9x，$37.6billion-anaveragecompoundedgrowthrateof13.2%peryearEmployeeproductivity-increased408%©MotorolaUniversityyears8182838485868788899091929394959605010015020025097989930000Salesperemployee(thousands)salesQuestion&answers9、静夜四四无邻，，荒居旧旧业贫。。。12月-2212月-22Wednesday,December7,202210、雨中黄叶树树，灯下白头头人。。22:46:3422:46:3422:4612/7/202210:46:34PM11、以我我独沈沈久，，愧君君相见见频。。。12月月-2222:46:3422:46Dec-2207-Dec-2212、故人江江海别，，几度隔隔山川。。。22:46:3422:46:3422:46Wednesday,December7,202213、乍乍见见翻翻疑疑梦梦，，相相悲悲各各问问年年。。。。12月-2212月-2222:46:3422:46:34December7,202214、他乡生白白发，旧国国见青山。。。07十二二月202210:46:34下下午22:46:3412月-2215、比比不不了了得得就就不不比比，，得得不不到到的的就就不不要要。。。。。十二二月月2210:46下下午午12月月-2222:46December7,202216、行动出出成果，，工作出出财富。。。2022/12/722:46:3422:46:3407December202217、做前，能能够环视四四周；做时时，你只能能或者最好好沿着以脚脚为起点的的射线向前前。。10:46:35下下午10:46下午22:46:3512月-229、没有失败，，只有暂时停停止成功！。。12月-2212月-22Wednesday,De