品質(zhì)管理6-Sigma Concept

1、Six Sigma ConceptYou have the quality you deserve .What is Six Sigma?The “hottest” quality programIt is a framework for operational developmentManagementPeopleToolbox“A breakthrough strategyfor profitability”6sWORLD“Six Sigma is a goal for process improvement that forces us to put our vision of qual

2、ity in numerical terms” “Good quality does not necessarily mean high quality. It means a predictable degree of uniformity and dependability at low cost with a quality suited to the market.”Dr. W. Edwards DemingBuilding BlocksSix SigmaCustomer FocusBusiness Process Re-engineeringISO 9001/14001SPC, St

3、atistical Process ControlTQM, Total Quality ManagementWhy Six Sigma ?Six Sigma = systematic reduction of variationLess inventoryHigher throughputLower costHigher predictabilityMore nimbleWe have definable processes, automatic data capture and lots of opportunities for defectsSix Sigma in a NutshellV

4、ision 6s - 3.4 defects per 1 million opportunities - 99.99997% yieldPeopleBlack Belts & Yellow Belts - We have the people to do itToolsStatistics and Team work - We provide the tools to do the worke-Operations challengesTime sensitive, demanding customersFree or discounted shipping & handlingConvent

5、ional best practices for retail channel efficiency are not being usedLarge transactionsSmall transactionsRetail pick-upHome deliveryUse value-addingDirect relationshipschannel memberswith customersA few subtletiesVarious products like books, music, video, toys, consumer electronics, software, home i

6、mprovements . who knows whats nextAquisitions like Tool Crib and Back to BasicsVery steep rampsFour new distribution centers16+ million customers in 160 countries2000 7500 employees last yearIt is a new world, but .Customer still want valueCompanies still have to improve productivityThe basic math r

7、emains the same:Reduce variation and cycle time .Focus on leadership .“Chance favours the prepared”e-Commerce: its still a business .Changing you quality means Changing !Todays quality is the result of yesterdays management.Tomorrows quality will be the result of todays management.If you always do w

8、hat youve always done, youll always get what you always got.“If you continue to manage the business the way you have always managed it, you will continue to achieve the same results.”Continuing to manage the business as you have always managed it, and believing that somehow,mysteriously, performance

9、 will improve.We need to change the way we do things.If we want things to improve.VariationOur business enemy #1What is Variation?Unit 1Unit 2Unit 3Unit 4Unit 1Unit 2Unit 3Unit 4Unit 1Unit 2Unit 3Unit 4Unit 1Unit 2Unit 3Unit 4Process 1Process 2Process 1Process 2Process 1Process 2TimeProcess 1Process

10、 2Process 3What is Variation?sm99.9999998%99.999943%99.9937%99.73%95.45%68.27%123456-6s -5s -4s -3s -2s -1s 0 1s 2s 3s 4s 5s 6s1The Normal Distribution6699.9999998 %yield99.9999998 %yieldreduce variationincrease tolerance99.73 %yieldHow Do You Get To Six Sigma Performance?Short-termLSLUSL-6s -5s -4s

11、 -3s -2s -1s 0 1s 2s 3s 4s 5s 6sShort-term99.9999998% or 0.002 DPMO 1.599.99966% or 3.4 DPMOShort Term Versus Long TermLSLUSLTargetSix Sigma ConceptMajor Sources of VariationPoor designUnstable parts and materialInsufficient Process CapabilitySkills and BehaviourMeasurement SystemsDPMO63.4523346 210

12、366 8072308 537ProcessCapabilityDefects Per MillionOpportunitiesSigma & Defect ReductionSigma Level and Performance SigmaYieldDowntimeLevel Cp %PPMper year1 0.3330.2697,700255 days2 0.6769.12308,800112 days3 1.093.32 66,81024 days4 1.3399.379 6,21054 hours5 1.6799.9767 233121 minutes6 2.099.99966 3.

13、4107 seconds(with 1,5 shift)ConceptDefinitionCritical-To-QualityCharacteristics (CTQ)Customer performancerequirements a productor serviceDefectAny event that does not meetthe specifications of a CTQcharacteristicDefect OpportunityAny event which can bemeasured that provides achance of not meeting a

14、customer requirementConcept of Defects is a Core of Six SigmaAre you confident that your customers would rank your products among the industrys best ?Have you given much thought to improving quality in your products and processes in the past?In the past year have you done any benchmarking at other c

15、ompanies to find out what they are doing to improve quality?In the last year have you undertaken a specific program to improve quality?YES?NO?How do you rate Quality?Source : The GE Way Fieldbook What is theCost Of Poor QualityThe Hidden FactoryTestProcess 1Process 2TestAnalyzeFixAnalyzeFixProductVa

16、lue AddedNon-Value AddedOutput, outturn, product, production, turnout1 :something yielded : product; especially : the amount or quantity produced or returned2 : the capacity of yielding produce Yield Definition230 units produced14 defects foundProcessRolled Through YieldProcessProcessProcessYield =

17、90%Yield = 95%Yield = 85%Rolled Through Yield= 0.90 x 0.95 x 0.85= 72.7%Normalized YieldProcessProcessProcessYield = 90%Yield = 95%Yield = 85%Rolled Through Yield= 0.90 x 0.95 x 0.85= 72.7%Normalized0,11101000123456OVERALL SIGMAPERCENT OF REVENUESIn most companies COPQ runs at about20 to 40 percent

18、of sales.J.M. Juran 1988Cost Of Poor QualityTraditional Quality CostsCustomer ReturnsInspection CostsRecalls WasteRejectsReworkTesting Costs2-3%Cost Of Poor QualityCustomer ReturnsInspection CostsRecalls WasteRejectsReworkTesting CostsCustomer AllowancesIncorrectly Completed Sales OrderExcess Invent

19、oryIncorrect orders shippedTime with Dissatisfied CustomerLate PaperworkExcessive OvertimePremium Freight CostsExcessive Field Service CostsPricing or Billing ErrorsComplaint HandlingOverdue ReceivablesEmployee TurnoverExpediting CostsPlanning DelaysDevelopment Cost of Failed Products20-40%Unused Ca

20、pacityLost goodwillDelaysHow Is ASix Sigma ProgramStructured?Six Sigma DeploymentExecutive ManagementBlack BeltsYellow BeltsSix Sigma ChampionMaster Black BeltsVisionPrioritizeDefine projectsSupportTeachMeasureAnalyzeImproveControlCommunication &CoordinationKey RolesExecutive ManagementSet goalsEsta

21、blish infrastructureSelect projects and teamsSupport projects and monitor progressAsking the right questionsSix Sigma ChampionUnderstand the use of Six Sigma toolsSupports and coaches Black BeltsReviews projectsDevelopes strategies to drive down costs and increase profitabilityMaster Black BeltTrain

22、s and coaches Black BeltsProvides consulting assistance to Champions and Executive ManagementKey Roles #2Black BeltsDevelop, implement, and sustain process improvements Stimulate thinking by posing new ways of doing thingsChallenge conventional wisdomSeek out and pilot new toolsCreate innovative str

23、ategiesDevelop others to follow in their footstepsYellow BeltsFundamental Six Sigma conceptsStatistical literacy, basic statistics, process controlTeam skillsTop management attention is a mustFollow some rigorous system religiouslyMeasure cost of poor quality and post visibleReward good resultsTrain

24、 everyoneUse a team-based approachStress cross-functional workInvolve suppliers, distributors and all functions Successful quality programsSix Sigma Maturity ModelLevel 1Use averages and percentsDo not consider variationHave difficulties in designing clear and simple graphs (but usually fond of over

25、loaded diagrams)Do not look critical on dataUnaware of the possibilitiesLevel 2Able to gather planned measurement dataData is accepted as part of the argument, but statistics is mainly for production, not design or other engineeringAble to calculate capability indices such as Cp, Cpk etc.Impressed b

26、y programs such as Six Sigma Level 3Statistics is used on all levels of engineeringData is the foundation of most management decisions Able to use several tools to explore the same set of dataCan easily communicate with professional statisticians and know the potential of statistics.Putting A Concep

27、tInto PracticeYou are the general manager of a very successful movie theatre.You will be out of the countryfor three months and have askedyour staff to fax you a weekly report. What information wouldyou like to see in that report ?1.2.3.4.5.You are heading to the movies with some friends.The movie y

28、ou would like to see is playing at several theatres in your area. All are about the same travel time from your home, the tickets cost the same and the seats are about the same.How do you decide which theatre to go to?1.2.3.4.5.An IntroductionTo SomeSix Sigma ToolsDefineIdentify, prioritize and selec

29、t the right projects. MeasureIdentify key product characteristics and process parameters. AnalyzeIdentify key process parameters affecting the process output.ImproveEstablish prediction model and optimize process performance.ControlDetermine standard operating procedures and hold the gains.Six Sigma

30、 MethodologyDefine problem YMeasure YInvestigate Xi causing the output Y. Find the vital few!Find Y = f(Xi) and optimize output YControl Y via vital few Xi Six Sigma MethodologyChange ManagementCommunicationHigh Performance Teams5 WhysInternal Business AssessmentQuality Function DeploymentPareto Cha

31、rtsProcess MappingQuality IndicesMeasurement System AnalysisGraphical Data ExplorationHypothesis TestingFMEABrainstormingRegression AnalysisMultivariate AnalysisDesign of ExperimentsMistake ProofingStandard Operation ProceduresStatistical Process ControlSix Sigma ToolsChange ManagementCommunicationH

32、igh Performance TeamsWhy were you late for work today?I was on the later bus! Why were you on the later bus? I missed my normal bus! Why did you miss your normal bus? I was running late! Why were you running late? I couldnt find the door keys! Why couldnt you find your door keys? I didnt know where I