σ管理法是一種統(tǒng)計(jì)評(píng)估法

1、(T管理法是種統(tǒng)計(jì)評(píng)估法作者:日期:26c管理法是一種統(tǒng)計(jì) 評(píng)估法，核心是追求零缺陷生產(chǎn)，防范產(chǎn)品責(zé)任風(fēng)險(xiǎn)，降 低成本，提咼生產(chǎn)率和市場(chǎng)占有率，提咼顧客滿意度和忠誠(chéng)度。6 c管理既著眼 于產(chǎn)品 服務(wù)質(zhì)量，又關(guān)注過(guò)程的改進(jìn)?！?c”是希臘文的一個(gè)字母，在統(tǒng)計(jì)學(xué) 上用來(lái)表示標(biāo)準(zhǔn)偏差值，用以描述總體中的個(gè)體離均值的偏離程度，測(cè)量出的 c表征著諸如單位缺陷、百萬(wàn)缺陷或錯(cuò)誤的概率性，c值越小，缺陷或錯(cuò)誤就CT。越少。6c是一個(gè)目標(biāo)，這個(gè)質(zhì)量水平意味的是所有的過(guò)程和結(jié)果中，99.99966% 是無(wú)缺陷的，也就是說(shuō)，做100萬(wàn)件事情，其中只有3.4件是有缺陷的，這幾乎 趨近到人類能夠達(dá)到的最為完美的境界。6

2、c管理關(guān)注過(guò)程，特別是企業(yè)為市場(chǎng) 和顧客提供價(jià)值的核心過(guò)程。因?yàn)?過(guò)程能力用c來(lái)度量后,c越大，過(guò)程的波 動(dòng)越小，過(guò)程以最低的成本損失、最短的時(shí)間周期、滿足顧客要求的能力就越強(qiáng)。 6 c理論認(rèn)為，大多數(shù)企業(yè)在3c4 c間運(yùn)轉(zhuǎn)，也就是說(shuō)每百萬(wàn)次操作失誤在 621066800之間，這些缺陷要求經(jīng)營(yíng)者以 銷售額在15%30%勺資金進(jìn)行事后的 彌補(bǔ)或修正，而如果做到6c，事后彌補(bǔ)的資金將降低到約為銷售額的 5% 為了達(dá)到6c，首先要制定標(biāo)準(zhǔn)，在管理中隨時(shí)跟蹤考核操作與標(biāo)準(zhǔn)的偏差，不 斷改進(jìn)，最終達(dá)到66?，F(xiàn)己形成一套使每個(gè)環(huán)節(jié)不斷改進(jìn)的簡(jiǎn)單的流程模式： 界定、測(cè)量、分析、改進(jìn)、控制。界定：確定需要改進(jìn)

3、的目標(biāo)及其進(jìn)度，企業(yè)高層領(lǐng)導(dǎo)就是確定企業(yè)的策略目標(biāo)， 中層營(yíng)運(yùn)目標(biāo)可能是提高制造部門的生產(chǎn)量， 項(xiàng)目層的目標(biāo)可能是減少次品和提 高效率。界定前，需要辨析并繪制出流程。測(cè)量：以靈活有效的衡量標(biāo)準(zhǔn)測(cè)量和權(quán)衡現(xiàn)存的系統(tǒng)與數(shù)據(jù)，了解現(xiàn)有質(zhì)量水平。分析：利用統(tǒng)計(jì)學(xué)工具對(duì)整個(gè)系統(tǒng)進(jìn)行分析， 找到影響質(zhì)量的少數(shù)幾個(gè)關(guān)鍵因 素。改進(jìn)：運(yùn)用 項(xiàng)目管理和其他管理工具，針對(duì)關(guān)鍵因素確立最佳改進(jìn)方案?？刂疲罕O(jiān)控新的系統(tǒng)流程，采取措施以維持改進(jìn)的結(jié)果，以期整個(gè)流程充分發(fā) 揮功效。管理特征 作為持續(xù)性的質(zhì)量改進(jìn)方法，6 c管理具有如下特征:對(duì)顧客需求的高度關(guān)注6c管理以更為廣泛的視角，關(guān)注影響顧客滿意的所有方面。6c管理

4、的績(jī)效評(píng)估首先就是從顧客開(kāi)始的，其改進(jìn)的程度用對(duì)顧客滿意度和價(jià)值的影響來(lái)衡量。(T、(T 06c質(zhì)量代表了極高的對(duì)顧客要求的符合性和極低的缺陷率。 它把顧客的期望作 為目標(biāo)，并且不斷超越這種期望。企業(yè)從 3c開(kāi)始，然后是4c、5c,最終達(dá) 到6 高度依賴統(tǒng)計(jì)數(shù)據(jù) 統(tǒng)計(jì)數(shù)據(jù)是實(shí)施6 c管理的重要工具，以數(shù)字來(lái)說(shuō)明一切，所有的生產(chǎn)表現(xiàn)、執(zhí) 行能力等，都量化為具體的數(shù)據(jù)，成果一目了然。決策者及經(jīng)理人可以從各種統(tǒng) 計(jì)報(bào)表中找出問(wèn)題在哪里,真實(shí)掌握產(chǎn)品不合格情況和顧客抱怨情況等， 而改善 的成果，如成本節(jié)約、禾增加等，也都以統(tǒng)計(jì)資料與財(cái)務(wù)數(shù)據(jù)為依據(jù)。重視改善業(yè)務(wù)流程 傳統(tǒng)的質(zhì)量管理理論和方法往往側(cè)重結(jié)果

5、,通過(guò)在生產(chǎn)的終端加強(qiáng)檢驗(yàn)以及開(kāi)展 售后服務(wù)來(lái)確保 產(chǎn)品質(zhì)量。然而，生產(chǎn)過(guò)程中已產(chǎn)生的廢品對(duì)企業(yè)來(lái)說(shuō)卻已經(jīng)造 成損失，售后維修需要花費(fèi)企業(yè)額外的成本支出。 更為糟糕的是，由于容許一定 比例的廢品已司空見(jiàn)慣，人們逐漸喪失了主動(dòng)改進(jìn)的意識(shí)。6c管理將重點(diǎn)放在產(chǎn)生缺陷的根本原因上，認(rèn)為質(zhì)量是靠流程的優(yōu)化，而不是 通過(guò)嚴(yán)格地對(duì)最終產(chǎn)品的檢驗(yàn)來(lái)實(shí)現(xiàn)的。 企業(yè)應(yīng)該把資源放在認(rèn)識(shí)、改善和控制 原因上而不是放在質(zhì)量檢查、售后服務(wù)等活動(dòng)上。質(zhì)量不是企業(yè)內(nèi)某個(gè)部門和某 個(gè)人的事情，而是每個(gè)部門及每個(gè)人的工作，追求完美成為企業(yè)中每一個(gè)成員的 行為。6 c管理有一整套嚴(yán)謹(jǐn)?shù)墓ぞ吆头椒▉?lái)幫助企業(yè)推廣實(shí)施流程優(yōu)化工作，

6、識(shí)別并排除那些不能給顧客帶來(lái)價(jià)值的成本浪費(fèi)， 消除無(wú)附加值活動(dòng)，縮短生產(chǎn)、 經(jīng)營(yíng)循環(huán)周期。突破管理 掌握了 6 c管理方法，就好像找到了一個(gè)重新觀察企業(yè)的 放大鏡。人們驚訝地發(fā) 現(xiàn)，缺陷猶如灰塵，存在于企業(yè)的各個(gè)角落。這使 管理者和員工感到不安。要想 變被動(dòng)為主動(dòng)，努力為企業(yè)做點(diǎn)什么。員工會(huì)不斷地問(wèn)自己：現(xiàn)在到達(dá)了幾個(gè)c ?問(wèn)題出在哪里？能做到什么程度？通過(guò)努力提高了嗎？這樣，企業(yè)就始終處于一種不斷改進(jìn)的過(guò)程中。倡導(dǎo)無(wú)界限合作 勤于學(xué)習(xí)的企業(yè)文化6c管理擴(kuò)展了合作的機(jī)會(huì)，當(dāng)人們確實(shí)認(rèn)識(shí)到流程改進(jìn)對(duì)于提高產(chǎn)品品質(zhì)的重 要性時(shí)，就會(huì)意識(shí)到在工作流程中各個(gè)部門、各個(gè)環(huán)節(jié)的相互依賴性，加強(qiáng)部門 之間、

7、上下環(huán)節(jié)之間的合作和配合。由于6c管理所追求的品質(zhì)改進(jìn)是一個(gè)永無(wú) 終止的過(guò)程，而這種持續(xù)的改進(jìn)必須以員工素質(zhì)的不斷提高為條件， 因此，有助 于形成勤于學(xué)習(xí)的企業(yè)氛圍。事實(shí)上，導(dǎo)入6 c管理的過(guò)程，本身就是一個(gè)不斷 培訓(xùn)和學(xué)習(xí)的過(guò)程,通過(guò)組建推行6 c管理的骨干隊(duì)伍，對(duì)全員進(jìn)行分層次的培 訓(xùn)，使大家都了解和掌握6c管理的要點(diǎn)，充分發(fā)揮員工的積極性和創(chuàng)造性， 在 實(shí)踐中不斷進(jìn)取。Six Sigma at many orga ni zati ons sim ply means a measure of quality that strives for n ear p erfecti on. Six

8、Sigma is a disc ip li ned.data-drive n app roach and methodology for elim inating defects (dri ving toward six stan dard deviati ons betwee n the mean andthe n earest sp ecificati on limit) in any p rocess-from manu facturi ng to tran sacti onal and from p roduct to service.Six Sigma seeks to improv

9、e the quality of p rocess out puts by ide ntify ing and removing the causes of defects (errors) and mi ni mizi ngvariabilityin manu facturi ng and bus in ess p rocesses .型 It uses a set of quality managementmethods, includingstatisticalmethods, and creates a specialin frastructure of people within t

10、he orga ni zatio n ("Cha mpion s", "BlackBelts","Green Belts", "Orange Belts", etc.) whoare experts in these verycomp lex methods.電 Each Six Sigma p roject carried out within anorganizationfollows a defined sequenee of steps and has quantified valuetargets, fo

11、r example; process cycle time reduction,customer satisfaction,reducti on in p olluti on, cost reduct ion an d/or p rofit in crease.旦The term Six Sigma originated from terminology associated with manufacturing , specifically terms associated with statistical modeling of manufacturingprocesses . The m

12、aturity of a manufacturing process canbe described by a sigma rat ing in dicat ing its yield or the p erce ntage of defect-free p roducts it creates. A six sigma p rocess is one in which 99.99966% of the p roducts manu factured are statistically exp ected to be free of defects (3.4 defects per milli

13、on),although, as discussed below,this defect level corres ponds to on ly a 4.5 sigma level. Motorola set agoal of "six sigma" for all of its manufacturing operations, and this goal became a byword for the man ageme nt and engin eeri ng p ractices used to achieve it.Six Sigma prejects follo

14、w two project methodologies inspired by Deming's Plan-Do-Check-Act Cycle . These methodologies, composed of five phases11each, bear the acro nyms DMAIC and DMADV.11 DMAIC is used for p rojects aimed at improving an existi ng bus in ess pro cess.DMAIC ispronounced as "duh-may- ick" (<

15、;?d?ne?<>). DMADV is used for p rojects aimed at creat ing new p roduct or p rocess desig ns. DMADV is pronouneed as "duh-mad- vee" (<?d?m? d vi>).DMAIC edit The DMAIC p roject methodology has five p hases:Define the p roblem, the voice of the customer, and the p roject goals,

16、sp ecifically.M easure key aspects of the curre nt p rocess and collect releva nt data.Analyze the data to in vestigate and verify cause-a nd-effect relatio nships. Determ ine what the relatio nships are, and atte mpt to en sure that all factors have bee n con sidered. Seek out root cause of the def

17、ect un der in vestigati on.I mprove or op timize the curre nt pro cess based upon data an alysis using tech niq ues such as design of experiments , poka yoke or mistake proofing, and standard work to create a n ew, future state p rocess. Set up p ilot runs to establish p rocess cap ability. (P roces

18、s cap ability is also defi ned as the cap ability of a pro cess to meet its purp ose as man aged by an orga ni zati on's man ageme nt and pro cess defi niti on structures ISO 15504)* Con trol the future state pro cess to en sure that any deviati ons from target are corrected before they result i

19、n defects. Implement control systems such as statistical process control, p roducti on boards, visual work places, and con ti nu ously mon itor the pro cess.Some orga ni zati ons add aFfecog nize ste p at the beg inning, which is torecog nize the right p roblem to work on, thus yieldi ng an RDMAIC m

20、ethodology.竺Six Sigma ide ntifies several key roles for its successful imp leme ntatio n.旦Executive Leadersh ip in eludes the CEO and other members of top man ageme nt. They are res pon sible for sett ing up a visi on for SixSigma implementation.They also empowerthe other role holders withthe freedo

21、m and resources to explore new ideas for breakthrough impro veme nts.Champion stake respon sibility for Six Sigma impi eme ntati on across the organization in an integrated manner. The Executive Leadership draws them from upper man ageme nt. Champions also act as men tors to Black Belts.Master Black

22、 Belts , ide ntified by cha mpions, act as in-house coaches on Six Sigma. They devote 100% of their time to Six Sigma. They assist champions and guide Black Belts and Green Belts. Apart from statistical tasks, they spend their time on en suri ng con siste nt app licati on of Six Sigma across various functions and dep artme nts.Black Belts o