6SIGMA——黑带培训教材

1、Six Sigma,Black Belt Training,Introduction to Six sigma,A Data Driven Analysis and Scientific Approach to Business Excellence. 用6西格马数据驱动和科学方法来达致营运卓越。 6 S I G M A,Topics of discussion 讨论课题,Introductory To Six Sigma Breakthrough Improvement Strategy . 6 Sigma 突破性改善战略入门。 History of six sigma 六西格马的发展历史

2、Linked stock performance to the deployment of Six sigma - GE 通用电气将六西格马与公司的效益联系在一起 where does industry normally stand? 各行业的西格马值处于什么位置？ How Six Sigma being carried out and its application ! 六西格马的展开及其运用！ Six Sigma deployed through projects . 通过做项目推行六西马 Key elements of a well-defined Six Sigma project 一

3、个定义完善的六西格马项目是关键因素.,Topics of discussion 讨论课题,How Six Sigma helped us to achieve our objective? 六西格马 怎样帮助我们实现既定目标? Why Six Sigma ? 为什么是六西格马？ Vision , philosophy and Strategy 目标，理念和战略 Breakthrough thinking of Six Sigma is to reduce variation . 六西格马的突破性思维是减少变异 Six Sigma s definition 六西格马的定义 Is 99% good

4、 enough? 99%的合格率足够好吗？ Six Sigmas Performance Target 六西格马水平的绩效目标 3 sigma vs 6 sigmas process - Throughput yield 3西格马 vs 6西格马过程 - 直通率 Sigmas definition - Practical meaning vs Math definition 西格马的定义- 实际意义和数学意 The focus of Six Sigma 六西格马的焦点,Topics of discussion 讨论课题,Some Six Sigma Terminology 六西格马术语 Six

5、 sigma process - DMAIC approach 六西格马过程 - DMAIC 进阶改善策略和方法 DMAIC improvement strategy is to find the vital few leverage KPIVs. DMAIC 改善战略是为了找出少量的输入变量 Data driven analysis 完全建立在数据之上的分析 The role of measurements 测量发挥着重要的作用 DMAIC phrases and statistical Tools kit DMAIC和统计工具 define Measure 定义测量阶段 Analysis

6、分析阶段 Improve 改善阶段 Control 控制阶段,Topics of discussion 讨论课题,Six Sigma System and Deployment 六西格马系统和推广 I. Deployment 推广 Six sigma deployment process 六西格马导入过程 Some important deployment observations 导入过程中的重要发现 II .Roles and Responsibilities 六西格马的角色扮演 Cross functional role 跨功能角色 Six sigma role 六西格马角色 Criti

7、cal mass 关键群体（人数） III Six sigma DMAIC training 六西格马DMAIC 培训 PTAR learning process PTAR学习过程 DMAIC training for BB and GB DMAIC 黑带和绿带培训 Trainings commitment 培训的承诺,Topics of discussion 讨论课题, Project selection 项目选择 Project selections approaches - Flow Down / Up Approach 项目选择方法-由下至上由上至上 Harvesting the fr

8、uits of Six Sigma 收获六西格马的成果 Project Authorization 项目授权 The focus of Six Sigma project 六西格马项目的焦点 Difference between Six Sigma Breakthrough Improvement and ISO/ QS Certification - Customers expectation 六西格马突破性改善同ISO/QS认证之间的区别- 客户满意度的区别 Six sigma Benefits 六西格马的效益 Six Sigma in general 六西格马概要 Six Sigma Q

9、uiz for executives 六西格马高层管理层的测验,“The problems we face today cannot be solved at the same level of thinking we were at when we created them.” “如果我们的思维能力还是停留在之前的层次上，那么我们今天所面对的问题就无法得到解决。”,Albert Einstein 阿尔伯特 爱因斯坦,The history of Six Sigma 六西格马的发展历史,Six Sigma founded by 六西格马源于 “摩托罗拉必须导入六西格马，因为我们在市场竞争 中不

10、断被外国公司击败，这些公司能够以更低的成 本生产出质量更好的产品！” Bob Galvin,摩托罗拉的经验 1978，一日本企业收购了摩托罗拉的电视机制造业务 1981年,摩托罗拉培训中心成立,定下了要在五年内达成十倍品质改善的目标,很可惜，各部门仍然保持各自衡量品质的公制. 1987年，公司决心全面推广六西格马,定下了四年品质改善百倍的目标,统一了衡量公司品质的公制,如DPPM, DPMO和Sigma , 当时现状为4Sigma. 1988年,摩托罗拉公司赢得了美国全面优质管理奖(Malcolm Baldrige )后，6 Sigma概念开始普及 1992年，摩托罗拉，柯达，ABB, IBM

11、 和德州仪器开始了黑带培训和角色扮演 19931995年，摩托罗拉聘请了四万新雇员，免去了面年40小时的品质培训，当时公司收入增长幅度为27%, 品质水平为5.2Sigma, 拥有60%的市场George Fisher 去了柯达 1998年，摩托罗拉在移动电话的市场占有率只剩下34%,而年增长幅度只有5%.,Japan vs USA in world market shares 日本和美国的世界市场占有率,USA Japan,20%,40%,60%,80%,80%,80%,100%,78 79 80 81 82 83 84 85 86 87 88 89 90 91 92 93,Semicond

12、uctors,Equipments,Computers,Six Sigma Expansion 六西格马的发展,1987 92 Motorola 1990 Six sigma Research Institute Consortium 1990 93 Texas Instruments , IBM, Polaroid . 1994 Allied Signal . 1995 General Electric 1996 Intel, Citibank. 1998 99 NEC, Sony , Samsung, Fiat, Nokia.,Six Sigma is all about making m

13、oney ! 六西格马是利润至上，获得高利润才是硬道理！,Six Sigmas proven Track Record,Annualized Savings Allied Signal $ 800 million General Electric $ 1 billion Polaroid $ 100 million Texas Instruments $ 360 million,So, what is a six sigma company?六西格马公司是怎样的？,A company driven to achieve its vision by focusing on customers,

14、people and processes. 一家六西格马公司会把焦点放在客户，员工和过程上，持续朝 着所定下的远景目标迈进 The three principal methods are :三种采用的主要方法是：,Customers, People And Processes Focused,DMAIC improvement methodology,Design For Six Sigma,Business Processes Management,Six Sigma Practitioners - GE六西格马的开拓者通用电气,“Six Sigma is the most importan

15、t initiative GE has evertaken its part of the genetic code of out futureleadership” “六西格马是通用电气所有大型推广项目中最具重要意义的.它将成为公司现在和将来的管理模式，同样运用于公司未来的发展中” Jack Welch , Ex-CEO for GE,Six Sigma Practitioners - GE六西格马的开拓者通用电气,Six Sigma companies tend to do well in marketcapitalization . 实施六西格马的公司在市场资本化方面将会做的更好 Ana

16、lyst may raise earningsexpectation if a Six Sigma initiative is made public. 公司对外宣布实施六西格马后，市场分析家调高利润预测,General Electrics Stock Performance. 通用电气的 股票表现,Where does industry normally stand?目前工业的正常水准在何处？,7,西格马程度,Restaurant Bills,Doctor Prescription Writing,Payroll Processing,Order,Write-up,Journal Vouch

17、ers,Wire Transfers,Airline Baggage Handling,Purchased Material,Lot Reject Rate,国内航线航空,死亡率,(0.43 PPM),(with 1.5 shift),世界一流,一般公司,IRS - Tax Advice,(phone-in),(140,000 PPM),So , where are you ? 那么，贵公司处于哪个水平呢？,What is Six Sigma?什么是六西格马？,Six Sigma is a Culture and Language commonly used . 六西格马是一种文化和共同语言.

18、 Strategy fail when culture doesnt adapt! 企业的文化如果不改变，就会导致战略的失败！,六西格马成败的因素,美国著名的管理学家，霍德盖茨先生曾出： . 当战略和文化发生冲突时, 文化恒胜; 2. 当企业文化与变革的精神不相容时,变革的努力将遭到失败.,What is Six Sigma ?是么是六西马？,突 破 性 的 方 法 Define 定义 Measure 测量 Analysis 分析 Improve 改善 Control 控制,Breakthrough Approach!,Complete picture of Six Sigma DMAIC A

19、pproach?,P,Define Opportunities (project chart),Measure Symptom/effect (Where are we),Analysis Problem/Cause) (Screen and find The root cause),Improve Performance (Solutions),Control KPIVs (Sustain the gain),Six sigma projects targeted at critical aspects of the business with opportunity for improve

20、ment assigned to full-time Black Belts,QFD Project planning /management Tools COQ,Process mapping Seven QC tools Cause and Effe. Analysis Brainstorming FMEA Capability analysis MSA Central limit,Multi-vari.analy Hypothesis Normality Test Test for Equal Variances ANOVA Non-parametric Correlation Test

21、 Regression,SPC Pre-control Method Alternative Control charts Error proofing Visual control Organization Learning,Full factorial Center point Factional - Factorial Design Blocking Tagaguchi Desi. Multiple Linear Response surface EVOP,Top management support , six sigma Infrastructure , Financial enga

22、gement, Customer-focused Data driven analysis, Common 6 sigma metrics, Commitment from BB, One same language, Complete culture/behavioral change , MOC,六西格马DMAIC 战略的概括图?,P,定义机会 （项目章程),测量 症状结果 (目前状况),分析 问题原因 (根本原因）,改善 绩效水平 (解决方案),控制 KPIVs (保持成果),六西格马项目以关键营运过程的改善机会为目标，由全职黑带实施,QFD 项目策划和管理 工具 COQ,过程图 QC

23、七大工具 因果关系分析 头脑风暴 FMEA 过程能力分析 测量系统分析MSA 中央极限定理,多变量分析 假设性试验 正态检验 均方差分析 ANOVA 非参数检验 相关性分析 回归分析,统计过程控制 预先控制图 其他控制图 防错 图象控制 组织学习 系统思考,全因子DOE 中央点 部分因子分析 障碍 田口设计 线形分析 反应表面分析 EVOP,高层支持， 西格马结构；财务参与; 客户焦点数据驱动分析; 6sigma量度, 黑带承诺; 奖励和承认; 文化/行为改变 共同语言; 变革管理(MOC),Application of Six Sigma . 六西格马的运用.,Is to reduce “d

24、efects” and . 六西格马的运用就是减少缺陷， Six Sigma Defect is anything blocking or inhibiting a process or service . 六西格马缺陷就是任何阻碍或抑制过程或服务圆满完成的事物 I forgot it (我忘记了） Ill correct it (我会改正） It takes too long (耗时太长） I didnt like it (我不愿意.) We are off schedule (我们延误了进度） It was a waste of time(这是在浪费时间） I dont have the

25、answer for that (我没有答案） We are sorry, we are usually better than that （抱歉，我们通常不是这么差）,Six sigma as a business strategy 六西格马做为一个营运战略,The goal of the Six Sigma business strategy is to make fewer mistakes in every aspect of our business六西格马营运战略的目标就是使营运过 程的每一个环节所犯的失误减至最小. from manufacturing to delivery 从

26、制造到出货 from paying suppliers to invoicing customers从供应商付款到与客 户结帐 from hiring to performance appraisals 从员工招聘至其工作绩效评定 from taking a phone call to setting a travel itinerary 从电话预约到出 差日程安排 Basically ALL ! 所有的环节！ As a business strategy , Six Sigma can help a company secure a competitive edge. 做为一个营运战略，六西

27、格马可以使一个企业保持竞争优势！,How does Six Sigma make the difference ?六西格马如何制造这些差别？,why Six Sigma ? 为什么是六西格马，而不是其他工具？ Vision 远景 Philosophy 理念 Vehicle for 的工具 customer focus 关注客户 breakthrough improvement 突破性改善 continuous improvement 持续改善 people involvement 全民参与 Aggressive goal 进取的目标 Metrics (standard measurement

28、) 公制（测量标准） Method 方法,Ask yourself .are this the key objectives of your company ?这些是贵公司的主要目标吗？,Improve time to market for all products 提高所有产品占领时常的时间 Lead the industry in key technology 行业领先，技术领先 Create world-class manufacturing processes 世界级的制造过程 Develop strategic supplier relationships 与供应商发展战略合作伙伴关

29、系 Provide best-in-class products and process quality 制造质量一流的产品 Become an employer of choice 成为员工首选的公司,What are we doing to achieve those objectives?如何实现这些目标？,Six Sigma (DMAIC and DFSS) Lean Manufacturing 精益制造 Supply Chain Management 供应链管理 Customer Relationship Management 发展客户战略伙伴关系 Balance Scorecard

30、 平衡积分卡 Many others 其他,Why are we pursuing Six Sigma ?为什么追求六西格马？,We recognize the need for an improved quality management system and . 我们迫切需要一个最好的品质管理系统. There are various but . Six Sigma is the best ! (updated ,complete, comprehensive , structured , systematic , quantifiable and scientific approach

31、) 我们有很多选择，但六西格马可算是最先进，完整，完善，组织化，系统化，量化的科学方法,6 Sigma Vision 六西格马远景,The vision of Six Sigma is to delight customers by delivering world-class quality products through the achievement of six sigma levels of performance in everything we do . 六西格马远景就是在每一件事中，在每一层次都达到六西何马水准，为客户提供世界级品质水平的产品，从而最大限度地满足客户的要求,v

32、ision,Measure Everything That Results In Customer Satisfaction 对所有影响客户满意度的因素进行测量,The customer supplier interaction 客户与供应商的相互关系,Above interaction is the famous “Need Do Interaction”! 上面的关系就称为“需要和做的关系”！,Customer,Quality,Delivery,Price,Defects,Cycle time,Cost,Supplier,Asking the customer : Kano Model 客

33、户需求：Kano 模式,It helps employees set priorities Dont work on Delighters until Must Bes are in place It helps you avoid the trap of thinking that “no complaints means customer satisfaction !”,Delight,Delight,Neutral,Dissatisfied,Must be,Must be,More is better,Delighters,Absent,Fulfilled,-Dr. Noritaki K

34、ano,Example of Kano Model :buying a car,What happens if the “must bes” are absent but you have the “delighters” and the “more” is better?,Delight,Delight,Neutral,Dissatisfied,Must be,More is better,Delighters,Absent,Fulfilled,Gas Mileage Luggage space,4 wheels Working engine,Leather seats Alloy whee

35、ls Metallic paint,A loyal customer 忠实的客户, Loyal Customer Is one who rates a 5 in All three areas.,Customer will Repurchase from Your organization,Customer perceives Value relative to the competition,Customer will Recommended The product,Six Sigma Philosophy 六西格马理念,The Philosophy of Six Sigma is to a

36、pply a structured , systematic approach to achieve breakthrough improvement across all areas of our business. 六西格马理念是透过应用有结构，系统的方 法，使营运过程中所有的环节都达到突破性 的改善,Philosophy,whats the strategy : 战略含义,know whats important to the customer 了解客户重视的地方（CTxs) Reduce defects 减少缺陷 Center around the target 以目标为中心 Redu

37、ce variation 减少变异,strategy,variation is evil ! 变异是魔鬼,Traditional view : “Goalpost” Taguchi view: Variation is the Mentality enemy,LSL,LSL,USL,USL,任何落在规格尺寸之外的产品， 意味着质量的损失,任何偏差均对社会 造成损失,Quality Concept 品质概念,Quality means conformance to requirements. 品质意味着符合要求。 Quality improvement means minimum variabi

38、lity from the target. 品质改善意味着把目标的变异减至最低。 So attaining certification like ISO/QS vs six sigma can be understood as maintaining quality conformance vs achieving breakthrough improvement. Goal : Process centering and variation reduction 目标：过程置中和减少变异,The Sigma Strategy 西格马战略,Characterize (define, measur

39、e phase) 特征描述（定义，测量阶段） Optimize (analysis , improvement phase) 优化（分析，改善阶段） Sustain and breakthrough (control phase, whats next? DFSSM, Lean or.) 保持和突破（控制阶段，下一步，6西格马设计，精益生产或.),Breakthrough Strategy 突破性战略,改善的速度是最大的区别！,Speed,is the difference !,Why Implement Six Sigma now ?为什么现在是实施六西格马的最佳时机？,“Nothing n

40、ew” “无新东西” Most of the tools have been around for decades 大部分工具已出现了几十年 Neglected due to difficulty and discipline 由于难度大和条文多而被忽视 But 但是 World-wide competition and globalization 世界范围内的竞争和全球化 Make neglect dangerous to us and lost of opportunities 使忽略变得危险并失去了很多机会 Computing resources 电脑资源 Makes applicati

41、on possible 是应用变成可能,hat is Sigma ? 什么是西格马（）,例如：假设生产过程中其中一个工序是将金属却割成每个长度为10mm的产品当我们完成100个产品后，测量每个产品的长度，并将测量结果用直方图的形式表达，我们将会得到下列结果： 平均值,10,11,=,x,N,=9.8,hat is Sigma ? 什么是西格马（）,标准差值,10,11,=,( x),N-1,=0.327,2,Before calculating Sigma quality level , you need to understand ,Probability for the whole are

42、a under the cure = 1 i e . Yield + Defect lower than LSL + Defective higher than USL= 1.,Defective rate,Yield,Defective rate,Z LSL,Target,Mean,Z USL,e-Application : Z Transform (using Excel function,Returns a Z (normalized ) from a distribution characterized by mean and standard deviation . Standard

43、ize (x, mean, standard_ dev ) = Z Example : STANDIZE (42,40,15 ) = 1.333333 Returns the standard normal cumulative distribution function. NORMASDIST (z) = Probability Example : NORMSDIS (1.333333) = 0.908789 Returns the inverse of the standard normal cumulative distribution NORMSINV (probability ) =

44、 Z Example : NORMSINV (0.908789 ) = 1.3333,What is Six Sigma ? 什么是六西格马?,标准差() - 曲线形状,数量,长度,0.32,将标准差降至最低，最好是0,0.43,相对来讲，将平均值（）调整至接近目标值较为容易，我们最大的挑战 是降低标准差（）,What is Six Sigma ? 什么是六西格马?,如果产品规格是：100.5 mm, 划线部分便是不合格产品 如果过程平均值是9.8mm,偏离了目标值10.0mm),不符合规格的产品就会增加,10.0,LSL,USL,不合格产品,不合格产品,10.0,LSL,USL,不合格产品,

45、不合格产品,10.0,9.8,What is Six Sigma ? 什么是六西格马?,如果标准偏差值增加，不符合规格产品数量就会增加 如果标准偏差值减少，不符合规格产品数量便会减少,10.0,LSL,USL,不合格产品,不合格产品,10.0,LSL,USL,不合格产品,不合格产品,10.0,Six Sigma Concept 六西格马概念,A 3 Sigma process because 3 standard deviations fit between target and Spec.,Target,Customer Spec.,Before,3 ,After,6 ,Customer S

46、pec.,Target,1,2,3,No defect,6.6% Defects,1,2,3,4,5,6,What does a 6 sigma process look like?6西格马水准的过程是什么样的？,Variation is Enemy 变异是我们的敌人 Defect reduction is our focus 降低产品缺陷是我们的目标,Average deviation from Mean,1,T,USL,1 2 3 4 5 6,What is Six Sigma ? 什么是六西格马?,Standard deviation is a measure of spread of

47、the process output; measured distance or deviation of each value from the average. 标准差是量度过程输出的分布宽度；量度每个数值与平均数之间的距离或偏差,As a general rule, it makes a little Difference if N or n-1 is used Whenever n/= 30. 一般而言,若N或n-1在n /= 30 的 情况下,这只有很少的分别.,What is Six Sigma ? 什么是六西格马?,computation of % defectives usin

48、g average and standard Deviation . 运用平均数及标准差计算次品的%。 Z value and area under the normal curve 值及正态曲线以下的面积,必须知道： 平均值(x bar) 标准差 (s) USL 及LSL,Sigma is a statistical unit of measure that reflects process capability . The sigma scale off measure is perfectly correlated to such characteristics as defects-p

49、er-unit , parts-per-million defective , and the probability of failure /error. 西格马是一个用于度量影响过程能力的统计学单位。Sigma的量度制与单位次品，PPM次品及失败的机会率有相互关系,PPM,过程能力,百万分之缺陷率,6 Sigma Aggressive Goal 战略目标,3 Sigma,6 Sigma,5 Sigma,4 Sigma,93.32 %,99.379 %,99.9767 %,99.99966 %,历史记录,目前水准,中间水准,长期目标,西格马,标准,长期目标,六西格马 性能目标,3 Sigma

50、 Process Vs 6 Sigma Process 西格马和西格马过程,93.32% 93.32% 93.32% 最终产量 Final Yield = 8.9% .932 x .932 x .932 x . Xxx .932 = 0.089 For a 35-step process , 93.32% capability in a 3-sigma quality system with 1.5 sigma mean shift from the target has a final yield of 8.9%. 一个有35个步骤的过程，93.32能力在3-Sigma品质系统内, 其中1.

51、5 Sigma平均值偏离目标值,并有着8.9%的最终产量.,步骤,步骤,步骤,步骤,3 Sigma Process Vs 6 Sigma Process 西格马和西格马过程,最终产量 Final Yield 99.988% 99.99966% 99.99966% 99.99966% For a 35-step process , 99.99966% capability in a 6-sigma quality system with 1.5 sigma mean shift from the target has a final yield of 99.988%. 一个有35个步骤的过程，9

52、9.99966能力在6-Sigma品质系统内, 其中1.5 Sigma平均值偏离目标值,并有着99.988%的最终产量.,步骤,步骤,步骤,步骤,Six Sigma - Practical Meaning 实践意义,99% Good (3.8 Sigma ) 99.99966% Good (6 Sigma) 20,000 lost of article of mail per hour Seven article lost per hour 每小时遗失的邮件数量20,000起 每小时遗失的邮件数量7起 Unsafe drinking water for almost 15 minutes on

53、e unsafe minute every seven moths Each day 每天15分钟不安全饮用水 每7个月1分钟不安全饮用水 5,000 incorrect surgical operation per week 1.7 incorrect operation per week 每周5,000例不正确的外科手术 每周1.7例不正确的外科手术 Two short or long landings at most major One short or long landing every five Airports each day 每天两起不正确的飞机降落 每5年中一起不正确的飞机

54、降落 200,000 wrong drug prescriptions each year 68 wrong prescription per year 每年200,000起错误的处方 每年68起错误的处方,6,6,6,6,6,Understanding Six Sigma As a Whole 将西格马看作一个整体,.three to four sigma companies can produce six sigma products through enormous amount of rework .3到4个Sigma水平的公司想要生产出6Sigma水平的的产品其实可以通过大量的返修就

55、可以做到. Six Sigma is a performance target that applies to individual CTx, not to the total product. 六西个马是每个影响客户满意度变量的绩效目标，而不是整个产品的绩效目标,Airline safety : 6 sigma Baggage handling : 3.5 sigma Jet engine : 10,000 DPPM,To get results, should we focus our behavior on the Y or X ? 为获得结果, 我们应关注Y或者X?,Y Depende

56、nt附属 Output输出 Effect结果 Symptom现象 Monitor监测,X1 . . . XN Independent独立 Input-Process输入-过程 Cause原因 Problem问题 Control控制,If we are so good at X, why do we constantly test and inspect Y? 如果我们很好地控制了X，为什么我们要持续测试和检查Y.,f (X),Y=,Focus on X rather than Y, as done historically关注X而不是Y, 象以往一般,The Focus on the Proc

57、ess西格马焦点,KPIV,KPOV,What To Do With the Vital Few?如何利用关键输入变量?,Process,KPIV,KPIV,KPIV,KPOV,CTQ,Vital Few,“Correct”,(In-Spec.),Defect-,Free!,KPIV,Control Control Control - Inputs,Statistically proven relationships determined between Leverage key Process Inputs and Key process Outputs Variable 从统计上验证输入与输出的关系,Manage the INPUTS and good OUTPUT will follow! 管理好输入自然就会获得良好的输出!,Question ? 问题,: 标准偏差 ：均值 COPQ ：不良质量成本 D-M-A-I-C Proce