SixSigmaGeneralView(共20頁).ppt

1、 Six Sigma Learning Objectives The Need for Six Sigma Six Sigma - Vision, Philosophy and Statistical Method Breakthrough Strategy and Focus of Six Sigma Six Sigma System - Black Belts, Green Belts and ManagementWhy Implement Six Sigma Now?“Nothing New”Most of the Six Sigma tools have been around for

2、 decadesNeglected due to difficulty and disciplineBUTWorldwide competitionMakes neglect dangerousComputing resourcesMakes application possible99% Good is Not Good Enough 5,000 incorrect surgical procedures each week 20,000 lost articles of mail each hour No electricity for almost 7 hours each month

3、Unsafe drinking water for almost 15 minutes each dayWhere Does Industry Stand?7Sigma Scale of Measure1,000,000100,00010,0001,000100101PPMRestaurant BillsDoctor Prescription WritingPayroll ProcessingOrder Write-up Journal VouchersWire TransfersAirline Baggage HandlingPurchased Material Lot Reject Rat

4、eDomestic Airline Flight Fatality Rate (0.43 PPM) Best-in-ClassAverage Company345621IRS - Tax Advice (phone-in)(140,000 PPM)Six Sigma View of Quality 100% Inspection Inefficient Management involvement is KEY Focus on the Process Continuous Improvement is a Philosophy of Doing Business Reduction of V

5、ariationSix Sigma FocusDelighting the Customer through Flawless ExecutionRapid Breakthrough ImprovementAdvanced Breakthrough Tools that WorkPositive and Deep Culture ChangeReal Financial ResultsPassion + Execution = Fast and Lasting ResultsSix Sigma is a VisionThe Vision of Six Sigma is to delight c

6、ustomers by delivering world-class quality products through the achievement of Six Sigma levels of performance in everything we do.Six Sigma is a PhilosophyThe Philosophy of Six Sigma is to apply a structured, systematic approach to achieve breakthrough improvement across all areas of our business.

7、Six Sigma is a Statistical Method Know whats important to the Customer (CTQs) Reduce defects Center around target Reduce VariationBreakthrough StrategySix Sigma Six Sigma Enables Breakthrough Level Improvement!ImprovementSix Sigma Breakthrough Strategy Trained & Dedicated individuals Analytical Expe

8、rtise 70% Improvement per project1234Time in YearsStandard Approaches Current Tools Kaizen Lean Manufacturing Re-engineering Typical TQMThe problem with continuous improvements as the only goal Organization sees improvement BUT loses the game.Sigma is a statistical unit of measure that reflects proc

9、ess capability. The sigma scale of measure is perfectly correlated to such characteristics as defects-per-unit, parts-per-million defective, and the probability of a failure/error.2308,537366,80746,210523363.4 PPMProcessCapabilityDefects per Million Opp.Six Sigma - Aggressive GoalWhat does a 6 sigma

10、 process look like ?m mAverage Deviation from Mean1 TUSLp(d)1234563 This is a 6 Sigma Process99.99966% Good (6 Sigma)20,000 lost articles of mail per hourUnsafe drinking water for almost 15 minutes each day5,000 incorrect surgical operations per weekTwo short or long landings at most major airports

11、each day200,000 wrong drug prescriptions each yearNo electricity for almost seven hours each monthSeven articles lost per hourOne unsafe minute every seven months1.7 incorrect operations per weekOne short or long landing every five years68 wrong prescriptions per yearOne hour without electricity eve

12、ry 34 years99% Good (3.8 Sigma)Six Sigma - Practical MeaningIf we are so good at X, why do we constantly test and inspect Y?nX1 . . . XNnIndependentnInput-ProcessnCausenProblemnControl To get results, should we focus our behavior on the Y or X?Focus on X rather than Y, as done historicallynYnDepende

13、ntnOutputnEffectnSymptomnMonitorFocus of Six SigmaKPIVKPOV*Strategy of Six SigmaIdentifying critical aspects of the business with problems or opportunities for improvementTargeting those critical areas and designating improvement efforts as Six Sigma Black Belt projectsSelecting Black Belts from amo

14、ng the best people to work on the projects-full timeEnsuring these people have the time, tools, and resources they need to succeed1.Includes 4 months of extensive Six Sigma training (4 weeks classroom, 12 weeks execution)Black Belts lead improvement efforts on projects chosen by their ChampionsDedic

15、ated resource of highly skilled, trained and focused individuals Rigorous selection criteria. among the best people on their siteA Black Belt performs 4 to 6 projects per year with a minimum of 2 years assignment commitment Results in up to $1M savings/year/Black BeltThe BB ensures that the specific

16、 process (sequence) is followed for each project - Measure, Analyze, Improve, and Control Focus is on fixing the causes using these tools - Y=F(X)Utilizes problem solving tools provided through Training and MiniTab statistical software (DOE, FMEA, etc.)Some Black Belts are selected to perform Green

17、Belt trainingSix Sigma System - Black BeltsGreen Belts are the professional, salaried employees, including managers, who are not Champions or Black Belts. They have key roles in deploying Six Sigma.Assist Black Belts in completing sections of their projectsReceive detailed training over the next thr

18、ee years to improve their data collection, analysis and problem solving capabilityWill apply their learning in their daily performance of their jobsWill broadly use many of the Six Sigma methods and tools, including FMEA, DOE, SPC, etcWill be ready-trained as the first round of Black Belts complete their two-year assignmentsSix Sigma System - Green BeltsManagement is responsible to help drive the total employee population to a higher level of proble