FoundationsofSixSigma(共157).ppt

1、Additional Department InfoCopyright 2002 Motorola. All rights reserved.Foundations of Six Sigma and the DMAIC Model 1Motorola PCSThese materials, including all attachments, are protected under the copyright laws of the United States and other countries as an unpublished work. These materials contain

2、 information that is proprietary and confidential to Motorola University and are the subject of a License and Nondisclosure Agreement. Under the terms of the License and Nondisclosure Agreement, these materials shall not be disclosed outsider the recipients company or duplicated, used or disclosed i

3、n whole or in part by the recipient for any purpose other than for the uses described in the License and Nondisclosure Agreement. Any other use or disclosure of this information, in whole or in part, without the express written permission of Motorola University is prohibited. Six Sigma is a register

4、ed trademark and service mark of Motorola.Foundations of Six Sigma and the ModelCopyright 2002 Motorola. All rights reserved.2Foundations of Six Sigma and the DMAIC ModelRev.C June 2002 Introduction to Program Six Sigma Story Overview of the “DMAIC” Model Case Study Team Practice3 - 89 - 40 42 - 106

5、108 - 152Pages:Topic:Additional Department InfoCopyright 2002 Motorola. All rights reserved.Foundations of Six Sigma and the DMAIC Model 3Motorola PCSCopyright 2002 Motorola. All rights reserved.4Foundations of Six Sigma and the DMAIC ModelRev.C June 2002Comfort IssuesBreaksLunchPagers/Cell Phones/M

6、essagesOther .Copyright 2002 Motorola. All rights reserved.5Foundations of Six Sigma and the DMAIC ModelRev.C June 2002Participant Learning MaterialsYour Participant Guide is your note taking and activity tool for today This PG is easy to follow, because it replicates the instructors overhead slides

7、 Note the Table of Contents in the front of this guide, which gives you a basic “agenda” of the programs content and flowThe Memory Jogger is a handy reference tool that describes various analysis toolsCopyright 2002 Motorola. All rights reserved.6Foundations of Six Sigma and the DMAIC ModelRev.C Ju

8、ne 2002Tell Us about You .Your statisticsWho you areWhat you hope to contributeWhat you hope to gainWhat experiences or exposure have you had around Six Sigma? 30-second time limit!Copyright 2002 Motorola. All rights reserved.7Foundations of Six Sigma and the DMAIC ModelRev.C June 2002Program Agenda

9、Introduction to the Program: The Six Sigma StoryOverview of the DMAIC Model within the Context of a Case ExampleThe DMAIC Model and Process Improvement RoadmapApproximate Times for BreaksBreakTeam Practice/ PresentationAnd BreakLunch*Copyright 2002 Motorola. All rights reserved.8Foundations of Six S

10、igma and the DMAIC ModelRev.C June 2002Program Learning Objectives Upon successful completion of this training program, you will be able to state the: Six Sigma story, including term definitions and its history within Motorola Relationship of Six Sigma to the PCS Scorecard Youll be able to implement

11、 Six Sigma continuous improvement methodology using the 5 step DMAIC model:Define OpportunitiesMeasure PerformanceAnalyze OpportunityImprove PerformanceControl PerformanceAdditional Department InfoCopyright 2002 Motorola. All rights reserved.Foundations of Six Sigma and the DMAIC Model 9Motorola PCS

12、Copyright 2002 Motorola. All rights reserved.10Foundations of Six Sigma and the DMAIC ModelRev.C June 2002Introduction Learning ObjectivesUpon completion of this introductory learning segment, youll be able to state the: Its history within Motorola and its renewed interest What Six Sigma is, includi

13、ng terminology Introduction to the Six Sigma, including the DMAIC model Relationship of Six Sigma to the PCS Performance Excellence ScorecardCopyright 2002 Motorola. All rights reserved.11Foundations of Six Sigma and the DMAIC ModelRev.C June 2002This Six Sigma and DMAIC Model Training Lays the Foun

14、dation for Business SuccessBusiness ImprovementTraining: Lays the Foundation forAwareness & UnderstandingCreate Execution ExcellenceConnection to Business ImperativesMakeSix Sigma theWay We Work inEverything We DoCopyright 2002 Motorola. All rights reserved.12Foundations of Six Sigma and the DMA

15、IC ModelRev.C June 2002Be the market leader in providing superior wireless products and solutions Lead Internet to wireless. Drive success by exceeding the expectations of customers, consumers, shareholders and co-workers Customer, consumer & share holder driven employees winning through the 4Es

16、 +1; Recognizing & celebrating successes. One Motorola / One PCSCULTURE: Fully link the Front End experience and planning process (Garriques) Develop a measurement and ensure differential investment for Most Effective Talent (Nickel) Ensure Most Effective Talent occupy Most Leveraged Positions (

17、Nickel)PERFORMANCE MEASUREMENTBusiness ProcessesBusiness Results2002 PERFORMANCE EXCELLENCE SCORECARDPCS Rev 2.7Strategic ObjectivesCurrent Year InitiativesSTRATEGIC DIRECTIONVISION:MISSION:FINANCIAL Deliver strong financial results-Above industry RONA and sales growth with mid-teens Profitability -

18、Grow non-device revenues to 20% of totalCUSTOMER & MARKET Delight customers and become the coveted supplier by all top 25 customers-Cellular 25% share-3G Share never 600 score Motivate employees and create a positive work environment Build active community involvementFebruary 18, 2002FINANCIALIm

19、prove Total Cost Competitiveness of products Product, Portfolio, Manufacturing Complexity/ Cost Reduction (Metty, Garriques, Pini) E-business (Jarvis, Fullman)Improve overall ability to deliver End-to-End solutions, content and applications (Soderberg, Bordelon, Garriques)CUSTOMER/CONSUMER & MAR

20、KETDefine and develop Compelling Products and Signature Experiences Signature experiences roadmap (Garriques) Entry-Level phone leaderships (Garriques) Accessories and Companion Products (Garriques) Improve customer relationships through operator partnering and customization Collaborative Planning,

21、Forecasting and Replenishment (Regional GMs, Metty) Operator Customization (Regional GMs, Garriques) ARPU Obsession (Regional GMs, Garriques)Drive and sustain consumer demand and pull-through programs, and increase the effectiveness of co-marketing with operators and distributors (Frost, Regional GM

22、s, Garriques)Substantially enhance the value and impact of the Motorola Brand (Frost)Invest in innovation to leverage technology advancements and architecture to improve market/customer responsiveness (Pini)OPERATIONAL & PEOPLEMake the matrix organization work (Zafirovski)Make Six Sigma “The Way

23、 We Work” in everything we do (Milano, PCS Staff)Dramatically improve software capability & quality (Pini)LANAPCS AsiaEMEATPRGWWSCCSSSTRATEGIC PLANNINGCUSTOMER & MKT FOCUSHUMAN RESOURCE FOCUSPROCESS MGMTLEADERSHIPINFORMATION/ANALYSIS Improve End-to-End selling capabilities on Account Teams (

24、Regional GMs, Garriques, Bordelon) Improve S&OP Process (Metty, Regional GMs) Drive development and differential investments in human assets, by implementing the Organization Vitality Process (Nickel) Institutionalize M-Gates across all projects (Barrett) Implement YEAR 1 Next Generation Supply

25、Chain projects identified as critical in Supply Chain Roadmap Realization Program (Metty, Jarvis) Deploy Time Tracking System (Primavera) across PCS (Jarvis, Barrett, Pini)PLMFINANCIALMake The Numbers PBT Sales: Device&Non-Device Cash Flow:CUSTOMER/CONSUMER & MARKET Increase Market Share 20%

26、 movement in Customer Satisfaction - Top 2 Boxes to 61% Improve consumer & POS equity by 11.5% in top 11 countriesOPERATIONAL 30% complexity index reduction by YE & all 2003 NPIs achieve complexity index of 1.0 0% slippage on new product introduction launches 90% On-time Delivery Performance

27、 (CRSD) Achieve SEI level-3 & 75% improvement in software defects (over P2K baseline) 25% Reduction in Cost of Poor Quality Achieve top 1 or 2 supplier satisfaction statusPEOPLE 15% movement in employee satisfaction - Top 2 boxes score to 71% Community Service 100,000 hours Implement key IT tool

28、s and systems to support the business (Jarvis, Owings)PE ASSESSMENT20% Improvement over 2000 PerformanceOther Support FunctionsMotorola Internal Use OnlyCopyright 2002 Motorola. All rights reserved.13Foundations of Six Sigma and the DMAIC ModelRev.C June 2002Business Success Requires an Integrated A

29、pproachUsing the Scorecard Process as a framework, create relevant improvement targets, stretch goals and appropriate measuresNotice that Customer Requirements are central to our business initiatives!CustomerRequirementsPCS ScorecardStrategic ObjectivesBusinessResultsBusiness ProcessesCurrent Year I

30、nitiativesCopyright 2002 Motorola. All rights reserved.14Foundations of Six Sigma and the DMAIC ModelRev.C June 2002The Six Sigma Business Improvement Campaign Leverages the Key Components of a High Performance Business System Establish CLEAR PRIORITIESOrganizational & Process Alignment Define P

31、ERSONAL COMMITMENT & DEVELOPMENTFlawless ExecutionOn-Time Customer SolutionsIdentify KEY AREAS FOR IMPROVEMENTCustomersMarketsShareholdersExternal InformationLeadership VisionBusiness System AssessmentsAchieve RESULTS THEN REWARDSThrough PROCESSES & TOOLSPerformance ManagementEstablishACCOUN

32、TABILITYStrategy Development & ScorecardsCopyright 2002 Motorola. All rights reserved.15Foundations of Six Sigma and the DMAIC ModelRev.C June 2002Then and Now1986Six Sigma methodology introduced at Motorola 1987Six Sigma by 1992 goal was set1988 Malcolm Baldrige National Quality Award1990 Black

33、 Belt Initiative introduced1992 10X defect reduction every 2 yrs., 10X cycle time every 5 yrs1998 Corporate Renewal1999 Rules of Engagement, Performance Excellence, Balanced Scorecard2001 Black Belt Initiative AcceleratedMotorolas Perspective2002 PCS 300 Belts GoalCopyright 2002 Motorola. All rights

34、 reserved.16Foundations of Six Sigma and the DMAIC ModelRev.C June 2002Lets Start with the Basics: Sigma Defined“Sigma” is a upon which improvements can be gauged It is a statistical reference used to help measure, analyze, improve, and control our services, processes, and productsCopyright 2002 Mot

35、orola. All rights reserved.17Foundations of Six Sigma and the DMAIC ModelRev.C June 2002Another way to say it: “Sigma” Is . . .Types of data available to assess measure of goodness:Measurement: 0.2562FailPassVery SmallSmallMediumLargeVery LargeAttribute data . is obtained using criteria to determine

36、 level of acceptabilityContinuous data . is obtained using a measuring deviceCopyright 2002 Motorola. All rights reserved.18Foundations of Six Sigma and the DMAIC ModelRev.C June 2002 Data Preference should be CONTINUOUS DATA Strength of “Measure of Goodness” is best with CONTINUOUS DATA Use ATTRIBU

37、TE DATA sparingly; attempt to convert where ever possibleCONTINUOUS DATACONTINUOUS DATAATTRIBUTE DATAATTRIBUTE DATAData Impact on Sample SizeCopyright 2002 Motorola. All rights reserved.19Foundations of Six Sigma and the DMAIC ModelRev.C June 2002Attribute: Definition of a UNITUnit is defined as a p

38、roduct or serviceCopyright 2002 Motorola. All rights reserved.20Foundations of Six Sigma and the DMAIC ModelRev.C June 2002Attribute: Define Your Unit CountIt is important to define the “unit” (product or service), so you can - then - establish your unit countYour unit count establishes your baselin

39、e for your measurement of goodnessFor example:Phone CallCopyright 2002 Motorola. All rights reserved.21Foundations of Six Sigma and the DMAIC ModelRev.C June 2002Attribute DataMeasurement of GoodnessUnderstand the difference .Defective: A unit is either “good or bad”, or “pass or fail”Defects: Withi

40、n a given unit, it is the number of opportunities that are either “good or bad”, or “pass or fail”Goodness Measuring DeviceCopyright 2002 Motorola. All rights reserved.22Foundations of Six Sigma and the DMAIC ModelRev.C June 2002DPU =One Way to Measure Attribute Goodness: Defects Per Unit (DPU)DPU i

41、s one example of quality measurement at MotorolaDPU is the number of defects divided by the number of unitsExample follows .PassK2Number of Defects (Found at a Review Point)Number of Units (Processed Through that Review Point)Fail Copyright 2002 Motorola. All rights reserved.23Foundations of Six Sig

42、ma and the DMAIC ModelRev.C June 2002Using Mean and Standard DeviationMean () Average of ValuesStandard Deviation () How far values lie from the mean or averageCopyright 2002 Motorola. All rights reserved.24Foundations of Six Sigma and the DMAIC ModelRev.C June 2002-0.007-0.006-0.005-0.004-0.003-0.0

43、02-0.001.000.001.002.003MEAN (m m)STANDARDDEVIATION( )Continuous Data/DistributionDATA0.0010.002-0.0010.005-0.004-0.001-0.0030.0000.001-0.004.(et al)Mean () = -0.0019Std Dev () = 0.002Copyright 2002 Motorola. All rights reserved.25Foundations of Six Sigma and the DMAIC ModelRev.C June 2002Normal Dis

44、tributionCopyright 2002 Motorola. All rights reserved.26Foundations of Six Sigma and the DMAIC ModelRev.C June 2002Normal Distribution: Centered and Shifted 1.5 Copyright 2002 Motorola. All rights reserved.27Foundations of Six Sigma and the DMAIC ModelRev.C June 2002Correlation Between Sigma and DPM

45、O3 34 45 56 67 76681066810621062102332333.43.4.02.02SigmaDPMO (Defects Per Million Opportunitieswith 1.5 shift)Copyright 2002 Motorola. All rights reserved.28Foundations of Six Sigma and the DMAIC ModelRev.C June 2002DPU X 1,000,000Opportunities for Error in one UnitDPMO =Calculating DPMODefects Per

46、 Million OpportunitiesConversion Chart shown on the next slide makes it easy to understand the impact of Six Sigma .Copyright 2002 Motorola. All rights reserved.29Foundations of Six Sigma and the DMAIC ModelRev.C June 2002SigmaConversion Chart (with 1.5 shift)DPMO (0.00) Sigma Level DPMO (0.00) Sigm

47、a Level 500,000 1.5 2555 4.3 460200 1.6 1866 4.4 420700 1.7 1350 4.5 382100 1.8 968 4.6 344600 1.9 687 4.7 308500 2.0 484 4.8 274300 2.1 337 4.9 242000 2.2 233 5.0 211900 2.3 159 5.1 184100 2.4 108 5.2 158700 2.5 72 5.3 135700 2.6 48 5.4 115100 2.7 32 5.5 96800 2.8 21 5.6 80760 2.9 13.4 5.7 66810 3.

48、0 8.6 5.8 54800 3.1 5.4 5.9 44570 3.2 3.4 6.0 35930 3.3 2.2 6.1 28720 3.4 1.3 6.2 22750 3.5 0.8 6.3 17860 3.6 0.5 6.4 13900 3.7 0.3 6.5 10720 3.8 0.2 6.6 8198 3.9 0.1 6.7 6210 4.0 0.06 6.8 4661 4.1 0.04 6.9 3467 4.2 0.02 7.0 Copyright 2002 Motorola. All rights reserved.30Foundations of Six Sigma and

49、 the DMAIC ModelRev.C June 2002Measurements in Your EnvironmentBrainstorm, as a class, some examples of types of data to which you can apply a measure of goodness, using a universal measurement scaleCopyright 2002 Motorola. All rights reserved.31Foundations of Six Sigma and the DMAIC ModelRev.C June

50、 2002Attribute dataContinuous dataCopyright 2002 Motorola. All rights reserved.32Foundations of Six Sigma and the DMAIC ModelRev.C June 2002At least 54,000 wrong drug prescriptions per year27 minutes of dead air time per TV channel each week5 short or long landings at OHare airport each dayOne wrong

51、 drug prescription in 25 years2 seconds of dead air time per TV channel each week1 short or long landing at all U.S. airports in 10 years6 Sigma Quality equals3 Sigma Quality equalsSix Sigma Is Virtual Perfection!Copyright 2002 Motorola. All rights reserved.33Foundations of Six Sigma and the DMAIC M

52、odelRev.C June 2002is an that drives Business ImprovementCopyright 2002 Motorola. All rights reserved.34Foundations of Six Sigma and the DMAIC ModelRev.C June 2002The DMAIC ModelThe DMAIC process improvement model is used in many companies, government agencies and service organizations to achieve Si

53、x Sigma results The DMAIC steps: Define, Measure, Analyze, Improve and Control Provide a disciplined approach to improving existing processes and products Provide an effective integration of other project management, problem solving and statistical toolsCopyright 2002 Motorola. All rights reserved.3

54、5Foundations of Six Sigma and the DMAIC ModelRev.C June 2002DMAIC Process Improvement Model1.0 Define Opportunities2.0 Measure Performance3.0 Analyze Opportunity4.0 ImprovePerformance5.0 ControlPerformanceWhat is important?How are we doing?What is wrong?What needs to be done?How do we guarantee perf

55、ormance?Copyright 2002 Motorola. All rights reserved.36Foundations of Six Sigma and the DMAIC ModelRev.C June 2002D M A I C Model DEFINE What is important? What are the opportunities for improvement that will achieve the organizations goals and provide the largest payoff? MEASURE How are we doing? W

56、hat is our current performance level (e.g. Sigma level)? ANALYZE What is wrong? What are the true root causes for gaps or problems in performance? IMPROVE What needs to be done? What are the possible solutions and how do we implement the best solution? CONTROL How do we guarantee performance? How do

57、 we maintain the gains we have achieved? Copyright 2002 Motorola. All rights reserved.37Foundations of Six Sigma and the DMAIC ModelRev.C June 2002How Does the DMAIC Model Correlate with Other Problem Solving Methodologies?Problem Solving MatrixDEFINEMEASUREANALYZEIMPROVECONTROLSix Steps to Problem

58、Solving1. Problem Identification2. Identify Root Causes3. Develop Alternative Solutions4. Selecting the Solution5. Implement the Solution6. Standardize the SolutionSix Steps to Six Sigma1. Identify Products and Services2. Identify Customer Requirements3. Identify Needs from Supplier4. Define the Pro

59、cessFord 8-D0. Prepare for 8D1. Establish Team2. Describe Problem3. Implement & Verify Containment Actions4. Define & Verify Root Causes 5. Verify Corrective Action6. Implement the Permanent Corrective Action7. Prevent Recurrence8. Recognize TeamPlan, Do, Check, Act1. Identify the Problem3.

60、Evaluate the Results4. Standardize the Solution5. Mistake-Proof the Process6. Measure, Analyze, Control the Process2. Analyze the ProblemCopyright 2002 Motorola. All rights reserved.39Foundations of Six Sigma and the DMAIC ModelRev.C June 2002Key Relationship: DMAIC Model to Our PCS Scorecard Our goal: Sustain business strategies, objectives and results that have been defined as impor