Six Sigma(六西格玛培训课件)

SixSigmaChao-TonSuDepartmentofIndustrialEngineering&ManagementNationalChiaoTungUniversity名词Example假设质量特性符合Normaldistribution制程标准偏差：制程平均值：T=100U=112L=88若则称此制程具有6-sigmaqualitylevel。若，则称此制程具有4-sigmaqualitylevel。SixSigmaquality首先由Motorola（1987）提出Motorola于1988年获美国国家质量奖GE公司把发扬光大Six-sigmaprocessconceptNormaldistributioncentered

99.73%

Spec.LimitPercentDefectivePPM

68.2731730095.454550099.73270099.99376399.9999430.5799.99999980.002Six-sigmaprocessconceptNormaldistributionshifted

Spec.LimitPercentDefectivePPM

30.2369770069.1330870093.326681099.3790621099.9767023399.9996603.4ThebusinessprocessmodelY=f(X)Organization/ProcessXInputsXXX$YProductsYYThebusinessprocessmodelYStrategicgoalCustomerrequirementProfitsCustomersatisfactionOverallbusinessefficiencyThebusinessprocessmodelXEssentialactionstoachievestrategicgoalsQualityoftheworkdonebythebusinessKeyinfluencesoncustomersatisfactionProcessvariablessuchasstaffing,cycletime,amountoftechnology,etc.Qualityoftheinputstotheprocess(fromcustomerstosuppliers)AsimpleexampleEvaluateyour“process”forgettingtotheclassOntime:06:30p.m.Leaveyourplaceat06:10p.m.Thetargetcommutetime:20minutesWhySixSigma?

CustomerexpectationsTechnologicalchangeGlobalcompetitionMarketfragmentationWorkforcechanges

SixSigmaquality制造业服务业飞机失事0.5ppm?维护时间、服务时间收帐的时间BlackBeltTrainingSessionOne

UnderstandingSixSigmaDevelopingthelanguageofSixSigmaandstatisticsHowtocomputeandapplybasicstatisticsHowtoestablishandbenchmarkprocesscapabilityBlackBeltTrainingSessionTwo

UnderstandingthetheoryofsamplingandhypothesistestingHowtoapplythekeystatisticaltoolsfortestinghypothesesUnderstandingtheelementsofsuccessfulapplicationsplanningHowtoapplyandmanagethebreakthroughstrategyHowtoidentifyandleveragedominantsourcesofvariationHowtoestablishrealisticperformancetolerancesBlackBeltTrainingSessionThree

UnderstandingthebasicprincipleofexperimentationHowtodesignandexecutemultivariableexperimentsHowtointerpretandcommunicatetheresultsofanexperimentHowtoplanandexecuteavariablesearchstudyBlackBeltTrainingSessionFour

UnderstandingthebasicconceptsofprocesscontrolHowtoconstruct,use,andmaintainchartsforvariablesdataHowtoconstruct,use,andmaintainchartsforattributedataHowtoimplementandmaintainPrecontrolandPositrolPlansHowtoplanandimplementprocesscontrolsystemsBlackBeltCertificationTobecomeaSixSigmaAcademyBreakthroughStrategyCertifiedBlackBelt,eachcandidatemustprovidetheSeniorMasterBlackBeltInstructorandhisorhermanagementleaderwithacompletedprojectandfinalreport,anddemonstratetheuseofSixSigmatoolsandtechniquesandthedollarsavingsandbenefitsachieved.

SixSigmavision

GENuclearEnergyWewanttomakeourqualitysospecial,sovaluabletoourcustomers,soimportanttotheirsuccessthatourproductsbecometheironlyrealvalechoice.

John.F.Welch,Jr.SixSigmaprojects

GENuclearEnergySixSigmaprojectscompleted/year60040020001996199719981999PhilosophyGENuclearEnergyEveryonewillalwayshaveanactive6project.Objective:Projectslinkto:CustomersatisfactionandGE/supplierQualityimprovementSixSigma:ChangingthegamewithqualityCasestudyGeneralElectricCompanyCompetitiverealitiesofthe‘90sFierce,globalcompetitionAcceleratingpaceofchangeQuality:increasingexpectationsCost:onlythelowcostmanufacturerswillsurviveSpeedtomarket:mustcutnewproductintroductiontimeby>50%NewinitiativesQualitySpeedCostQuality&Sigma“Quality”isthedegreeofexcellenceofaproduct,processorservicefromthecustomer’sviewpoint.“Sigma”isameasureofthestatisticalvariationaboutanidealortargetvalue.Quality&SigmaAcceptablewindowor“Speclimits”

Quality

Target

Defects:308,000permillionopportunitiesQuality&SigmaAcceptablewindowor“Speclimits”

Quality

Target

Defects:3.4permillionopportunitiesWhyisSixSigmasomuchbetter?20,000lostarticlesofmailperhour200,000wrongdrugprescriptions/yearNoelectricityforalmost7hours/monthSevenarticleslostperhour68wrongprescriptions/yearOnehourwithoutelectricityevery34years99%Good(3.8)99.99966%Good(6)WhyisSixSigmasomuchbetter?Capability67,000dpmoHistoricalstandardCapability6,200dpmoCurrentstandardCapability3.4dpmoNewstandardGE’squalitygoalGE1996:3.535,000dpmo96.5%goodresultsGE2000:63.4dpmo99.9997%goodresultsThechallengeisenormous,butsoistheopportunityWhydoesGEneedaqualityinitiative?Costofpoorquality30%25%15%10%5%0%20%%ofsalesDefectspermillion3.42336,21066,807308,537Sigma65432QualitylevelAve.UScompany;GE‘96World-classcompanyHowGEisdoingSixSigmaDecisiontohaveacompany-widequalityinitiativemadeatthetopSet“stretch”goal:6byyear2000Chose“SixSigma”approachandtoolsetCreatedSixSigmaorganizationineachbusinessAchievingGE’squalitygoal:TheSixSigmaapproachQuantitative,data-drivenmethodology,basedonstatistics,processunderstandingandprocesscontrolApplicabletomanufacturing,servicesandbusinesstransactionsUsestrainedteamsFivephasesforprocessimprovement

Define–Measure–Analyze–Improve–ControlAchievingGE’squalitygoal:TheSixSigmaapproachUsestrainedteamsChampions:businessleaders,provideresourcesandsupportSixSigmaimplementationMasterBlackBelts:experts,trainandmentorBlackBelts/GreenBeltsBlackBelts:leadSixSigmaprojectteamsGreenBelts:carryoutSixSigmaprojectsGECompanyChampion负责管理阶层，不全面参与，但承担成败。MasterBlackBelt是全职指导者，有一身的技术、教学和领导能力。BlackBelt负责领导团队，是专职的质量主管，着重关键流程，必须向Champion呈报成果。GreenBelt只是部分参与计划，仍要从事本身的工作。OptionalstructureABOversee/GuideProject(s)ImprovementTeamImprovementTeamBlackBeltorGreenBeltGreenBeltorTeamLeaderMasterBlackBeltBlackBeltSponsor/ChampionMasterBlackBeltSponsor/ChampionCoach/SupportProjectLeaderLeadProjecttoSuccessAnalyzeandImplementImprovementSixSigmadefinitionsCTQ“Critical-to-Quality”characteristic:customerperformancerequirementsforaproductorserviceOpportunityAnymeasurableeventthatprovidesachanceofnotmeetingspecificationlimitsonaCTQSixSigmadefinitionsDefectAnymeasurableeventwhichisperformingoutsidespecificationlimitsofaCTQDPMODefectspermillionopportunitiesThebreakthroughstrategyForeachproductorprocessCTQ—Define,Measure,Analyze,Improve&ControlThebreakthroughstrategyDefineWhatisthescopeoftheproblem?MeasureWhatisthefrequencyofdefects?AnalyzeWhereandwhydodefectsoccur?ImproveHowcanwefixtheprocess?ControlHowcanwemaketheprocessstayfixed?ThefocusofSixSigmaY=f(X)Togetresults,weshouldfocusoureffortsontheX’s,insteadoftheY’s.YDependentOutputEffectSymptomMonitorX1,X2,…,XnIndependentInput-processCauseProblemControlThestatisticalobjectiveofSixSigmaTarget

CenterprocessReducespreadLSLUSLTarget

Target

WhatisDesignforSixSigma?GEdefinition:DFSSisaprocessforcreatingproductswhichare“6”in:PerformancetocustomerCTQsReliabilityManufacturabilityCostThevisionofDFSSPredictiveDesignQualityDFSSReactiveDesignQualityFromEvolvingdesignrequirementsExtensivedesignreworkProductperformanceassessedby“buildandtest”PerformanceandproducibilityproblemfixedafterproductinuseFunctionallyserialproductdevelopmentQuality“testedin”ToDisciplinedCTQflowdownControlleddesignparametersProductperformancemodeledandsimulated

DesignedforrobustperformanceandproducibilityFunctionallyintegratedproductdevelopmentQuality“designedin”Goals

6productseverywhereRevolutionizeengineeringinGEGE’sDFSSdesignprocessValidateOptimizeForDesignIdentifyCTQsCapturethevoiceofthecustomerDesignforrobustperformanceTest&validateSystemdesignTransferfunctionsDesignforproducibilityDFSSscorecardPredictive,statisticaldesign,toachieve6duringproductdevelopmentPerformtradeoffsOKOKNotOKNotOKBuildingaSixSigmacultureInvolvingeveryoneGettingSixSigmaintothefabricofGEMaintainingcommitmentSixSigmaisatopitematbusinessreviews,staffingreviews,shareholderandpubliccommunications,…BuildingaSixSigmacultureInvolvingeveryoneBegininmanufacturing,butquicklyspreadtobusinesstransactions,sales,engineering,fieldservice,…Currently~5000full-timeMBBs/BBsand>60,000GBsBy‘99,allprofessionalsmustbeGBtrainedBy‘00,allemployeeswillbeSixSigmatrained,themajorityas“belts”BuildingaSixSigmacultureGettingSixSigmaintothefabricofGESince‘96,40%ofofficers’bonuseslinkedtoSixSigmaperformanceSince‘98,GBtrainingrequiredforpromotiontoexecutivepositionsandisacriterionforreceivingstockoptionsOnlytopperformersbecomeMBBs/BBs;manypromotedtokeyoperatingpositionsaftertheirassignments,750in‘98SomeSixSigma“lessonslearned”CommitmentoftopmanagementiscrucialQualityimprovementshouldbedrivenbymeasurable,“stretch”goalsQualityimprovementscanhappeneverywhere:engineering,R&D,sales,customerservice,businesstransactions,aswellasmanufacturingDon’tleavequalityto“professionals;”involveeveryoneHavingcommonSixSigmavocabularies,processes,metrics,toolsandgoalsacrossalargecompanyenablesrapidspreadofSixSigmabestpracticesSixSigmashouldberegardedasaculturalchange,notjustatechnicalmethodologySixSigmaisanenergizingactivity,unleashingthecreativitytoimproveeveryaspectofabusinessSomeSixSigma“lessonslearned”GE’sSixSigmafocus‘96–