六西格玛管理(JimBossertBankofAmerica)

2023/5/27六西格玛管理(JimBossertBankofAmerica)Theproblemusedtobe:“Howdowegetmanagementinterestedenoughinqualitytodosomethingaboutit?”Nowtheproblemis:“Howdowegetthepeopletobelievethatwearereallygoingtodosomethingandstickwithit?”

PhilipB.Crosby

“Nothingflourishesuntilisisclearinthemindofthethoughtleaders”

“Realcomprehensionhastoexistifthedeterminationistobeobvious”

PhilipB.CrosbyWhatisSixSigma?SixSigma-TheInitiativeProcess

SystematicApproachtoReducingDefects whichAffectWhatisImportanttotheCustomerTools

Qualitative,StatisticalandInstructionalDevicesfor“Observing”ProcessVariables&TheirRelationshipsaswellas“Managing”theirCharacterVisionGoalPhilosophyMetricMethodToolSymbolBenchmarkValuesWhatisSixSigma?AlevelofperformancethatreflectssignificantlyreduceddefectsinourproductsAstatisticalmeasurementofourprocesscapability,aswellasabenchmarkforcomparisonAsetofstatistical“tools”tohelpusmeasure,analyze,improve,andcontrolourprocessesAcommitmenttoourcustomerstoachieveanacceptablelevelofperformance....AmeanstostretchourthinkingwithrespecttoqualitySigmaisaletterintheGreekAlphabetSixSigma-Goal(DPMODistributionShifted±1.5s)sPPMProcessCapabilityDefectsperMillionOpp.THEGOALSOF

SIXSIGMA:DefectReductionYieldImprovementImprovedCustomerSatisfactionHigherNetIncomeIRS-TaxAdvice(phone-in)(140,000PPM)7SigmaScaleofMeasure1,000,000100,00010,0001,000100101PPM•RestaurantBillsDoctorPrescriptionWritingPayrollProcessingOrderWrite-upJournalVouchersWireTransfersAirlineBaggageHandlingPurchasedMaterialLotRejectRateDomesticAirlineFlightFatalityRate(0.43PPM)(with±1.5sshift)Best-in-ClassAverageCompany345621©1994Dr.MikelJ.Harry-V4.0Wheredoesindustrystand?©1994SixSigmaAcademyWhat’sitBasedOn?Customer.....AnyoneWhoReceives

Product,Service,orInformationOpportunity.....

EveryChance

toDoSomethingEither“Right”or“Wrong”SuccessesVs.Defects.....

EveryResultofanOpportunityEitherMeetstheCustomerSpecificationoritDoesn’tStrategyKnowWhat’sImportanttotheCustomerReduceDefectsCenterAroundTargetReduceVariationBreakthroughImprovementNotIncremental!ProfitTotalCosttomanufactureanddeliverproductsProfitTheoreticalCostsCostofPoorQualityCOPQWhyFocusonCOPQ?PriceErosionTheoreticalCostsCostofPoorQualityCOPQProfitTheoreticalCostsCOPQWhichFeelsBetter??

TheCostofPoorQuality(COPQ)“Iceberg”EngineeringchangeordersTraditionalQualityCostsLostOpportunityHiddenFactoryLostsalesLatedeliveryLongcycletimesExpeditingcostsExcessinventoryAdditionalCostsofPoorQuality(intangible)(tangible)(Difficultorimpossibletomeasure)LostCustomerLoyaltyMoreSetupsScrapReworkInspectionWarrantyRejectsAdministration/DispositionConcessionsAverageCOPQapproximately15%ofSales

RiskofLossExtentofKnowledge(DerivedfromObservation&Measurement)“Whenyoucanmeasurewhatyouarespeakingabout,andexpressitinnumbers,youknowsomethingaboutit;butwhenyoucannotexpressitinnumbers,yourknowledgeisofameagerandunsatisfactorykind.Itmaybethebeginningofknowledge,butyouhavescarcely,inyourthoughts,advancedtothestateofscience.”

LordKelvinKnowledgeistheFoundationScienceArtDisciplineChaosKnowledgeWhereAreYourProcessesToday?DirectionsofKnowledgeGoodDecisionsFireFightingWaste

LeadershipCommitment,Competence&InvolvementMethodology&ToolsDataDrivenStatisticallyValidatedBestPeople100%DedicatedtoDefectReductionProjectFocusedWhatMakesSixSigmaDifferent?CollectingDataCommunicateinanobjective

mannerTocollectquantifiablefactsaboutaproblemoropportunityToestablishbaselineinformationaboutaproblemorprocessTofacilitatecostbenefitanalysisofproposedsolutionsTocomparebeforeandafter-quantifytheimpactofasolutionTojustifyextensionofthesolutionDataBuildsKnowledgeTheImportanceoftheCommonLanguageof

DataWhatdoIneedtoknowtomakeDecisions?HowdoIneedtoseetheinformation?Whattoolwillbeused?Whatdatadoweneed?Whereisthedatalocated?PlanningExecutionQuestionstobeAnsweredDriveDataCollectionSTATISTICSISCOMMUNICATINGINFORMATIONFROMDATA-SchillingSTATISTICSISNOTASUBSTITUTEFORENGINEERINGJUDGMENT-DodgeSTATISTICALTHINKINGWILLONEDAYBEASNECESSARYFOREFFICIENTCITIZENSHIPASTHEABILITYTOREADANDWRITE.-H.G.WellsDATAISNOTKNOWLEDGE.INORDERTOGIVEUPITSKNOWLEDGE,DATAMUSTBETORTURED.STATISTICSARETHEIMPLEMENTSOFTORTURE.MikelHarryOldPhilosophyofQuality NewPhilosophyofQualityLSLUSLLSLUSLAreaoutsidethespecificationlimitsrepresentqualitylosses.ConformancetoSpecifications“GoalPostMentality”Deviationfromthetargetrepresentsqualitylosses.Taguchi’sLossFunctionAverageLoss=k[s2+(y-T)2]“VariationisEvil” -SomeProductionGuyNoLosses@theTargetTheChangingQualityPhilosophyTheChangingQualityPhilosophyThehighestqualityproductsandservicesarethelowestcostproductsandservicesBreakthroughStrategyCharacterizationPhase1:MeasurePhase2:AnalyzeOptimizationPhase3:ImprovePhase4:Control345671,000,000100,00010,0001,0001001012SigmaScaleofMeasurePPMAverageCompanyBest-in-ClassTheBasicObjectiveTheBreakthroughMethodologyDefinetheproblem...DMAIC

totheRescue!THENATUREOFTHEPROBLEMSixSigmamethodologyidentifiesprocessesthatareoff-target,and/orhaveahighdegreeofvariation,andcorrectstheprocessOff-TargetVariationOn-TargetCenterProcessReduceSpreadXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXAnotherViewLSLUSLUSLLSLOff-TargetVariationOn-TargetCenterProcessReduceSpreadThestatisticalviewofaproblemUSLLSLLSL=LowerspeclimitUSL=UpperspeclimitLargeTHENATUREOFTHEPROBLEM-ASTATISTICALLOOKInsufficientProcessCapabilityUnstablePartsandMaterialRegionofSixSigmaSynergyInadequateDesignMarginPrimarySourcesofVariationsMeasureofvariationandqualityMeasureofcapabilityofourprocessesHowDoWeMeasureVariationandQuality?TheStandardDeviationmPointofInflection1sTUSLp(d)UpperSpecificationLimit(USL)TargetSpecification(T)LowerSpecificationLimit(LSL)Meanofthedistribution(m)StandardDeviationofthedistribution(s)3sThedistancebetweenthepointofinflectionandthemeanconstitutesastandarddeviation.Ifthreesuchdeviationscanbefitbetweenthetargetvalueandthespecificationlimit,wewouldsaytheprocesshas“threesigmacapability.”mPointofInflection1sTUSLp(d)p(d)1 2 3 4 56s3sThisisa6SigmaProcessTheStandardDeviationf(X)Y=X1...XNIndependentInput-ProcessCauseProblemControlYDependentOutputEffectSymptomMonitorTheFocusofSixSigmaTogetresults,shouldwefocusourbehaviorontheYorX?IfwearesogoodatX,whydoweconstantlytestandinspectY?FocusonXratherthanY,asdonehistoricallyImprovementStrategy(DMAIC)

FocusVitalFewxiYYYYYx1,x2,...xnx1,x2,...xnVitalFewxiVitalFewxiVitalFewxiVitalFewxiPhaseMeasureAnalyzeImproveControlSelectProductorProcessKeyCharacteristic(s);e.g...,CustomerYDefinePerformanceStandardsForYValidateMeasurementSystemforYEstablishProcessCapabilityofCreatingYDefineImprovementObjectivesForYIdentifyVariationSourcesInYScreenPotentialCausesForChangeInY&Identify