品质管理制度1

SkyToweronTomorrow明天的大厦CustomerSatisfaction顾客满意(PhoneRingsAgain)Cost费用Service服务System系统Management管理Delivery交付Quality质量ContinuousImprovement持续改进CycleTime运转周期6Sigma6西格玛Managementteam’sCommitment&consensus管理层的承诺与一致全体管理团队的共识订货铃不断响起为什么要推行六西格玛WhySixSigma?持续进步的路标RoadmapofCIControlSystemISO9002ISO9001QS9000ISO140005SEHSTPMGK/LeanSPCTCMTQM1997199819992000200120026-SigmaCOQMRP-IIOrERP控制系统Digital6Sigma我们的经验教训

WhatWe’veLearned…It’sallaboutdeliveringbusinessresults!Achievingsustainablebusinessimprovementrequiresintegratedteameffortslinkedtobusinesspriorities.通过团队对重大的问题进行快速的解决,得到持续的财务结果!

六西格玛领导方针“六西格玛领导方针”包括以下内容：TheSixSigmaLeadershipPrinciplesincludethefollowing:

Align(结合)

Mobilize(动员)

Accelerate(催化)

Govern(治理)

THESIXSIGMALEADERSHIPPRINCIPLESThePeopleWhoMakeitHappen:HandsonChampionsMasterBlackBeltsBlackBeltsSixSigmaProjectVPGreenBeltsAllEmployeesCEOSixSigmaExecutiveSponsor六西格玛项目参与人员大师级黑带MasterBlackBelt-黑带和高级管理层顾问BlackBeltandSeniorManagementConsultant绿带

GreenBelt黑带BlackBelt

-团队成员与实施者

TeamMemberandPractitioner

-团队领导与统计顾问TeamLeaderandStatisticalConsultant绿/黑带的作用与等级RoleandlevelofGB/BB领导层所面临的挑战–将重点聚焦在巨大的“Y”上Y关键性的成果哪些活动使你可以实现这些成果？=f

(x1,x2,x3...)持续的支持与评审六西格玛项目选择“Linkactionsto

criticalresults!”Simplifythegame!Whatdoyouwanttoimprove?Whatactionswillget

youtherethefastest?Y=f

(x1,x2,x3...)CoreSixSigmaBusinessImprovementCampaignPrinciple平衡記分卡是SixSigma業務改進運動的基石戰略與目標本年度創意戰略方向願景:我們的首要目的——我們如何向顧客提供價值。使命:我們為誰服務，我們提供哪些服務，我們如何實現競爭優勢。戰略目標:為實現願景我們必須完成的目標。提出或突破創意為在今天獲得成功，我們需要採取哪些行動。超越創意:為在未來取得成功我們需要採取哪些行動。績效衡量業務過程業務成果顧客與市場培訓與發展内部業務財務為建立實現我們戰略目標所需的能力，我們需要採取哪些行動目標：實際：度量目標：實際：度量目標：實際：度量目標：實際：度量TheCornerstoneofaSixSigmaBusinessImprovementCampaignisaBalancedScorecardStrategies&ObjectivesCurrentYearInitiativesSTRATEGICDIRECTIONVision:Ouroverridingpurpose–howwewilldelivervaluetocustomers.Mission:Whoweserve,whatservicesweprovideandhowweachievecompetitiveadvantageStrategicObjectives:Goalswemustaccomplishtoachieveourvision.MakeorBreakInitiatives:Whatweneedtodotobesuccessfultoday.BreakawayInitiatives:WhatweneedtodotobesuccessfulinthefuturePERFORMANCEMEASUREMENTBusinessProcessesBusinessResultsCustomer&MarketLearning&GrowthInternalBusinessFinancialWhatweneedtodotobuildthecapabilitytoachieveourstrategicobjectives.Goal:Actual:MetricGoal:Actual:MetricGoal:Actual:MetricGoal:Actual:MetricBethemarketleaderinprovidingsuperiorwirelessproductsandsolutions…LeadInternettowireless.

Drivesuccessbyexceedingtheexpectationsofcustomers,consumers,shareholdersandco-workersCustomer,consumer&shareholderdrivenemployeeswinningthroughthe4Es+1;Recognizing&celebratingsuccesses.

OneMotorola/OnePCSCULTURE:FullylinktheFrontEndexperienceandplanningprocessDevelopameasurementandensuredifferentialinvestmentforMostEffectiveTalentEnsureMostEffectiveTalentoccupyMostLeveragedPositionsPERFORMANCEMEASUREMENTBusinessProcessesBusinessResults2002PERFORMANCEEXCELLENCESCORECARDPCSRev2.7StrategicObjectivesCurrentYearInitiativesSTRATEGICDIRECTIONVISION:MISSION:

FINANCIALDeliverstrongfinancialresultsCUSTOMER&MARKETDelightcustomersandbecomethecovetedsupplierbyalltop25customersOPERATIONAL&PEOPLETransformtheorganizationtoPerformanceExcellenceMotivateemployeesandcreateapositiveworkenvironmentBuildactivecommunityinvolvementFINANCIALImproveTotalCostCompetitivenessofproductsImproveoverallabilitytodeliverEnd-to-Endsolutions,contentandapplicationsCUSTOMER/CONSUMER&MARKETDefineanddevelopCompellingProductsandSignatureExperiencesImprovecustomerrelationshipsthroughoperatorpartneringandcustomizationDriveandsustainconsumerdemandandpull-throughprogramsandincreasetheeffectivenessofco-marketingwithoperatorsanddistributorsSubstantiallyenhancethevalueandimpactoftheMotorolaBrandInvestininnovationtoleveragetechnologyadvancementsandarchitecturetoimprovemarket/customerresponsivenessOPERATIONAL&PEOPLEMakethematrixorganizationworkMakeSixSigma“TheWayWeWork”ineverythingwedoDramaticallyimprovesoftwarecapability&qualitySTRATEGICPLANNINGCUSTOMER&MKTFOCUSHUMANRESOURCEFOCUSPROCESSMGMTLEADERSHIPINFORMATION/ANALYSISImproveEnd-to-EndsellingcapabilitiesonAccountTeamsImproveS&OPProcess

Drivedevelopmentanddifferentialinvestmentsinhumanassets,byimplementingtheOrganizationVitalityProcessInstitutionalizeM-GatesacrossallprojectsImplementYEAR1NextGenerationSupplyChainprojectsDeployTimeTrackingSystem(Primavera)acrossPCSFINANCIALMakeTheNumbersPBTSales:Device&Non-deviceCashFlowCUSTOMER/CONSUMER&MARKETIncreaseMarketShare20%movementinCustomerSatisfaction-Top2BoxesImproveconsumer&POSequityby11.5%intop11countriesOPERATIONAL30%complexityreductionbyYE&all2003NPI'sachievecomplexityindexof<1.00%slippageonnewproductintroductionlaunches90%On-timeDeliveryPerformance(CRSD)AchieveSEIlevel-3&75%improvementinsoftwaredefects25%ReductioninCostofPoorQualityAchievetop1or2suppliersatisfactionstatusPEOPLE15%movementinemployeesatisfaction-Top2boxesscoreCommunityService–100,000hoursImplementkeyITtoolsandsystemstosupportthebusinessPEASSESSMENT20%Improvementover2000PerformanceFebruary18,2002LANAPCSAsiaEMEATPRGWWSCCSSPLMOtherSupportFunctionsMotorolaInternalUseOnlyFINAL样本联系目标及业绩评估标准公司计分卡业务部计分卡第2列项目(当前主要业务)第3列项目(建立能力)ScorecardSTRATEGICDIRECTIONPERFORMANCEMEASUREMENTStrategies&ObjectivesCurrent-YearInitiativesBusinessProcessesBusinessResultsScorecardScorecardScorecardProjectCharterProjectCharterProjectCharterProjectCharterProjectCharterProjectCharterProjectCharterProjectCharter完整的考察流程作用显著的项目主要创意SWOT分析战略目标质量规划顾客需求形势分析项目选择方法团队名称

TEAMNAMES摩托罗拉公司六西格玛方法的独道之处之一是针对性团队策略。摩托罗拉对业务改进机遇的类型进行分析，同时指定一个相应的团队。根据项目的类型，摩托罗拉使用以下某种团队：OneoftheuniqueaspectsofMotorola'sSixSigmamethodologyisthe"appropriateteam"approach.Motorolalooksatthetypeofbusinessimprovementopportunityandassignsanappropriateteam.Dependingonthetypeofproject,Motorolaemploysoneofthefollowingteams:

BlackBelt(黑带)GreenBelt(黑带)

Breakthrough(突破)

Blitz(突击)

BlackBelt:BlackBeltteamsareledbyaBlackBelt,andmayhaveGreenBeltsandfunctionalexpertsassignedtocomplex,high-impactprocessimprovementprojectsordesigningnewproducts,services,orcomplexprocesses.GreenBelt:ComprisedoffunctionalprocessexpertsandtypicallyledbyaGreenBelt,GreenBeltteamstacklelesscomplex,high-impactprocessimprovementprojects.Breakthrough:Breakthroughteamsaretypicallyusedtodefinelow-complexity,newprocesses.Blitz:Blitzteamsareputinplacetoquicklyexecuteimprovementsproducedbyotherprojects.TheseteamscanalsoimplementDMADDDasrequired.MatchingTeams,ProjectsandTeamProcessesTeamsmustorganizetheirworkaroundthemosteffectivemethodologyforthetask.Difficulty/ComplexityImpactBreakthroughWorkoutTeamsSixSigma®ImprovementTeamsActionWorkout™

TeamsAVOIDEmpoweredProblemSolvingTeamsBreakthroughWorkoutTeams难度/复杂性BreakthroughWorkoutTeams六西格玛黑带小组实施团队避免授权的攻关小组绿带小组团队、项目和团队过程的匹配团队必须围绕完成该任务最为有效的方法来安排自己的工作。影响团队作用TEAMROLES"六西格玛"(6Sigma)中内含许多角色。"BlackBelt(黑带)"是内部的六西格玛从业者，具备应用于多种统计学方法的技能。"GreenBelt(绿带)"担负着许多与"BlackBelt(黑带)"相同的作用，但是他们的工作不需要那么复杂的分析。

WithinSixSigma,manyrolesexist.BlackBeltsareinternalSixSigmapractitioners,skilledintheapplicationofrigorousstatisticalmethodologies.GreenBeltsperformmanyofthesamefunctionsasBlackBelts,buttheirworkrequireslesscomplexanalysis.

GreenBeltsandBlackBeltsworktogether,alongwithadditionalsupport,onSixSigmaimprovementprojects.WithinthetypicalSixSigmaproject,fourrolesexist:

Sponsor(发起人)

Champion(负责人)

TeamLeader(团队领队)

TeamMember(团队成员)

全面业务评审中的职责重点在于影响大的变革目标。进行持续不懈的严谨评审。努力按期执行。每月项目评审摩托罗拉记分牌战略与目标本年度创意业务过程业务成果战略方向业绩衡量目标:实际度量目标:实际度量目标:实际度量目标:实际度量DMAIC记分牌度量度量目标:实际:本周成绩:主要发现:问题与障碍:下一步:冠军评论:西格玛目标(CCR)单纯信息采集分析系统

Information(Data)CollectionSystem测量设备的精准性

Measurementsystemaccuracyandprecision统计过程控制

StatisticalProcessControl全面预防维护

TotalPreventionMaintenance六西格玛推进策略SixSigmaImplementationStrategy制造过程特征化

ProcessCharacterization制造过程优化

ProcessOptimization供应链管理

SupplierManagementbythesixSigmamethodologyMeasure EverythingThatResults InCustomerSatisfaction“METRICS”“指标”数据驱动进步DataDriven测量影响客户满意的所有因素描述记数型计量型“突破”工具箱

‘Breakthrough’Toolbox每个项目用同样的工具EveryProject:samemethod&tools六西格玛培训Six-SigmaTrainingTeamingProjectManagementSoftwareLeanStatisticsDOESPC建立团队项目管理软件统计试验设计统计过程控制纤细化化六西格玛培训核心内容KeyContentsofSixSigmaTraining统计知识的层次(针对一制程)LevelofStatisticalKnowledge仅有经验-没有数據ExperienceOnly-NoDate数據采集-看看数據

CollectData-ReadData整合数據-图,表

AnalyzeData-Chart,Graph描述统计-平均值,方差

StatisticalDescription-Mean,Variation特征统计-Cp/Cpk,曲/直线拟合

StatisticalCharacteristic--Cp/Cpk控制统计-SPC控制图

StatisticalControl--SPCControlChart预示统计-变量分析,实验设计线性或多元回归

StatisticalPrevention–VariationAnalysis,DOE成套分析工具ANALYTICTOOLSETS由于改进机遇和团队千差万别，所以各团队采用的策略也各不相同。Sinceimprovementopportunitiesandteamsdiffer,itstandstoreasonthattheapproachemployedbythoseteamsdiffersaswell.特定类型的问题需要特定类型的分析工具。下图对这些成套的工具进行总结。Certaintypesofproblemsrequirecertaintypesofanalytictools.Thesetoolsetsaresummarizedonthischart.

分析工具常见用途FordGlobal8D用于将绩效恢复到以前的水平。DMADV用于新的过程、产品或服务

主动而不是被动

亦称之为DFSS(为六西格玛而设计)DMAIC用于达到前所未有的绩效水平。

GreenBelt(绿带)使用的成套工具DMADDD用于促进某一过程的节约增效。AnalyticToolSetCommonUseFordGlobal8DNeedtobringperformancebacktoalevelatwhichithadpreviouslybeenDMADVNeedanewprocess,product,orservice

Proactive,notreactive

AlsocalledDFSS(DesignforSixSigma)DMAICNeedtoreachlevelsofperformanceneverbeforeseen

ToolsetusedbyGreenBeltsandBlackBeltsDMADDDNeedtodrivethecostoutofaprocessandimproveefficiencyDMAICDMAIC是一整套常被"GreenBelt(绿带)"和"BlackBelt(黑带)"使用的工具。DMAIC与其他工具集类似，由一个明确的、多阶段的过程组成。DMAICisthetoolsetcommonlyusedbyGreenBeltsandBlackBelts.Liketheothertoolsets,DMAICiscomprisedofadefined,multi-phaseprocess.下图列出模型的五大阶段及各阶段的基本目标。针对该过程中的每一个阶段，各自有一套具体的活动、解决具体问题的工具与技巧，以及应实现的主要内容。

Andforeachphaseintheprocess,asetofspecificactivities,problem-specifictoolsandtechniques,andkeydeliverablesareinvolved.

ThefollowingchartliststhefivestagesoftheDMAICmodelandthefundamentalobjectivesforeachphase.

阶段基本目标界定--什么是最重要的?定义项目目标和应向内部及外部顾客提供的内容。衡量--我们现在做得怎么样?对过程进行衡量，确定当前分析--错在哪里?分析并确定缺陷的根本原因。改进--需要采取哪些措施?通过永久性地消除缺陷来改进本过程。控制--我们如果保证工艺水平?我们如果保证工艺水平

PhaseFundamentalObjectiveDefine--Whatisimportant?Definetheprojectgoalsandcustomerdeliverables(internalandexternal)Measure--Howarewedoing?MeasuretheprocesstodeterminecurrentperformanceAnalyze--Whatiswrong?Analyzeanddeterminetherootcause(s)ofthedefectsImprove--Whatneedstobedone?ImprovetheprocessbypermanentlyremovingthedefectsControl--Howdoweguaranteeperformance?Controltheimprovedprocess’sperformancetoensuresustainableresultsContinuousImprovementRoadmapProcessCharacterizationFlowchartPrioritizeOpportunitiesforimprovementSelectteamProcessMappingDefinethecriticalcharacteristicPerformGaugeR&RCapable?ImprovementmeasurementPerformaprocesscapabilitystudyStable&capableControlOptimizationImplementtotalprocesscontrolInstitutionalizationWhat?Why?ToworkoncriticalbusinessissuesToselectacrossfunctionteamTomaptheprocess(asis&shouldbe)Toidentify&definemajorproduct,processandmachineparametersToquantifythemeasurementerrorToassessprocessstability&estimateprocessmean&variationTocompareprocessperformancetocustomerrequirementsToidentifycause&effectrelationshipsToimplementpreventiveprocedures&stepstoassureastable&highperformanceprocessToimplementbestpractices&s