六西格玛介绍

Electro-MechanicsSolutionProviderIntegratedTheHi-PInternational

IntroductionofSixSigma六西格玛介绍1Creator :LindaYeohFunction :CustomerQualityApprover :JuhaPoyryDocumentNo. :Corp-QA-C-TM-003

Version/Status :Version2.1/DraftLocation :E-officeVersion Date Modifiedby Changeofsummary1.0 17thAugust09 LindaYeoh InitialRelease2.0 28thJanuary10 LindaYeoh Bilingualandaddinslide4and62.1 21stMarch11 LindaYeoh ModificationofSlide3and4

DocumentPropertiesChangeHistory2Whatis6-Sigma?

什么是六西格玛？Bysystematicwayofworkingwithfact-basedmanagementtoimprove通过系统化的事实管理工作方式来提高CustomerSatisfaction客户满意度Effectively=>Profitability效率=>盈利能力3WhatisSigma?

什么是西格玛？Theterm"SixSigma"comesfromafieldofstatisticsknownasprocesscapabilitiesstudies.“六西格玛”来自统计学一种被称为过程能力分析的。Itreferredtotheabilityofmanufacturingprocessestoproduceaveryhighproportionofoutputwithinspecification.它用来衡量制造过程的能力，指多少产品可以在规格之内生产。Processesthatoperatewith"sixsigmaquality"overtheshorttermareassumedtoproducelong-termdefectlevelsbelow3.4defectspermillionopportunities(DPMO).短期内通过六西格玛管理过程，可假设长期制造过程水平可达到每百万个机会(DPMO)的3.4瑕疵以下。SixSigma'simplicitgoalistoimproveallprocessestothatlevelofqualityorbetter.六西格玛目标是改进所有过程确保质量标准达到或更好。4ProcessSigmaLevel

过程西格码水平ProcessSigma过程西格码DefectPerMillionOpportunities(DPMO)百万不合格机会PercentGood合格率Competitiveness竞争性2308,53869.2%366,80793.3%46,21099.4%523399.98%63.499.9997%NoncompetitiveCompanies无竞争力的公司AverageCompanies一般的公司CuttingEdgeCompanies最尖端的公司5Wherearewetoday?

今天，我们在哪里？MostCompanies

多数公司TwoSigma二西格码ThreeSigma三西格码FourSigma四西格码FiveSigma五西格码SixSigma六西格码Source:QualityWorld,January2001Visionthatexcellenceperformanceispossibleandessentialtosuccess优秀表现愿望的可能，成功的根本

Newparadigms,outlook,mindset新的范例，前景，思维Newskills,toolsanddata新的技能、工具和数据

QualityBreakthrough

质量突破6QualityBreakthrough

质量突破TimeRejectRateHistoricalLevel(0)NaturalVariationunder0

(±30)SpecialVariationOptimumLevel(1)NaturalVariationunder1(±31)7Profit利润TotalCosttoManufactureandDeliverProducts制造与运输成本Profit利润OperationalCosts操作成本CostofQuality质量成本TostayCompetitive保持竞争力OperationalCosts操作成本CostofQuality质量成本Profit利润OperationalCosts操作成本CostofQuality质量成本Howtoincreaseprofits?

如何增加利润？

WhatisCostofPoorQuality(COPQ)?

什么是劣质质量成本？Canyounameanyadditionalcostsofpoorquality?您能想到其他的劣质质量成本吗？LostOpportunity机会失去Idletime空闲时间Rework返工Inspection检验Overtime超时Defects缺陷

LostSales销售额损失MissedCommitments定单丢失LongCycleTimes长周期ExpeditingCosts额外的费用InaccurateReports不正确的报告TraditionalCOPQ传统劣质质量成本(lessobvious)（无形的）(tangible有形的）EasilyIdentified,butonlythe容易确定，但只是LostCustomerLoyalty失去客户忠诚RedundantProcesses重复过程CostofCapital资产成本ExcessivePlanning过度生产计划TIPoftheICEBERG冰山的一角9CommonSense&Intuition常识&直觉QualityControlCircles&7BasicTools质量管理循环&7大基础工具SixSigmaApproach六西格玛方法BuiltInDesign质量是设计出来的HowtoreduceCostofPoorQuality(COPQ)?

如何减少劣质质量成本？下落的果子低垂悬的果子大块果子处理权利甜果子基准10WhatisSixSigmaApproach?

什么是六西格玛方法？Organizational

Issue组织问题Traditional

Approach传统方法SixSigmaApproach六西格玛方法ProblemResolution问题解决方法Fixing(Symptoms)设定(症状)Preventing(Causes)预防(起因)

Behavior行为Reactive反应行动Proactive主动Decision-Making决策制定Experience-Based基于经验Data&Fact–Based数据与事实基础ProcessAdjustment过程调整Tweaking纠正Controlling控制SupplierSelection供应商选择Cost(PiecePrice)费用(单价)

Capability&Valueadded能力&增值Planning计划Short-Term短期Long-Term长期

Design设计Performance表现Manufacturability创造性EmployeeTraining职员培训IfTimePermits如果时间允许Purposeoriented目的导向ChainofCommand命令指挥Hierarchy层阶式管理EmpoweredTeams被授权Direction方向SeatofPants环坏相扣

BenchmarkingandKPIs基准和KPIs

Manpower人力

Cost费用Valueadded增值11TheSixSigmaDMAICProcess

六西格玛DMAIC过程DEFINE定义MEASURE测量ANALYSE分析IMPROVE改进CONTROL控制Phases阶段

IdentifyPerformanceMeasures识别需要测量的表现CreateProjects创造项目

EstablishDataCollectionSystem

建立数据收集系统UnderstandCurrentPerformance了解当前表现

BrainstormPossibleCauses

头脑风暴可能原因

VerifyRootCauses核实起因

IdentifyImprovementSolution辨认改善方法

ValidateEffectiveness

确认有效率

EstablishControlSystem建立控制系统

ShareLessonsLearned共享经验学习KeyActivities主要活动Responsibility责任Champion冠军BlackBelt黑带Green

Belt绿带12Define定义TheDefinephasesetsthestageforasuccessfulSixSigmaprojectbyaddressingthefollowingquestions:定义阶段是一个六西格玛项目成功的准备条件，它可通过提出以下问题：

Whatistheproblemofourfocus?什么是我们的问题关注点？What’sourgoal?Andbywhen?什么是我们的目标？几时完成？Who’sthecustomerimpacted?那些客户会被影响？WhataretheCTX’sin-concern?什么对“x”参量重要？What’stheprocessunderinvestigation?什么过程需要调查？13Operation1操作1X1X2X3Operation2操作2X4X5X6Inspection检查Y...ProjectScope项目范围Measure测量14X1AllPossibleX’s所有可能的X'sProbableX’s可能的X'sBoxplotAnalysisBoxplot分析CapabilityAnalysis能力分析

X2X3X4X5X6X1X5Analysis分析15DesignofExperiments实验设计62221814FactorG4160180200220240Response140FactorEImprovement改进

1-1

1

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1-1-1225215205195185175165155145BMeanCenterpoint-1235AInteractionPlotforResponse16EliminateX’s.消灭X‘s参数AutomateX’s.自动化X's参数ControlX’s.控制X's参数

1-110987656sigmaSpecificationRangeofYRealisticToleranceonXControl控制Before之前·EWMA

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LengthX=600.1UCL=601.2LCL=598.9100500601.5600.5599.5598.5Sample

NumberEWMAEWMA

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LengthX=600.1UCL=601.2LCL=598.9After之后17RolesandResponsibilities

角色和职责

Executivemanagementshould:管理层应该Setmeaningfulgoalsandobjectivesforthecorporation.为企业提供有意义目标和宗旨Drivetheimplementationofsixsigmathroughpublicsupport.公开支持实施六西格玛Championsshould:冠军应该SelectBlackBeltprojectsconsistentwithcorporategoalsandobjectives.选择黑带项目需要与公司目标和宗旨一致。Drivetheimplementationofsixsigmaviaofferingsupportandeliminatingbarriers.为六西格玛的实施提供支持和消灭障碍。18RolesandResponsibilities

角色和职责

MasterBlackBeltsshould:黑带大师应该Deliverhigh-impactcross-facilitypro