6sigmaWelcometoapresentationonSixSigmaTM(英文版)

1、Welcome to a presentationon Six SigmaTMWhat are your Expectations?I would like to capture your expectations for the day?AgendaIntroduction & overviewDemystifying Six SigmaCreating the Six Sigma CultureManaging the six sigma cultureTotal cycle Time ReductionSuccess Examples Around the worldHow to Imp

2、lement Six Sigma in your businessQ & AClosing commentsAlliance PartnershipsMASET, LLC. and MotorolaMaset areas of expertiseQuality(Six Sigma)Cycle time eductionLeadershipCultural changeProject ManagementSupply chain ManagementFacilitationTrainingDemystifying Six SigmaWhat does Six Sigma mean to you

3、?Many different definitions exist.I will try to address three this morningSix sigma as a statistical termNormal DistributionMeanStandard deviationmean68.27 %15.865%15.865%Six sigam as a statistical termValues of a standard deviation one sigma = 68.27 %317,311 ppm two sigma =95.45 %45,500 ppmthree si

4、gma=99.73 %27,000 ppm six sigma=99.999999 % 1.96 ppbSix sigma as a quality termInvented by motorola in the mid 80sService marked and registered by MotorolaAccepted by all countriesAccepted by all organization-1.5 Mean +1.5 Virtually no defects(3.4 ppm) LowerSpecifacationlimitupperSpecifacationlimit-

5、6-5-4-3-2-10+1+2+3+4+5+6Allow s for variation in measurement1.5 Sigma shift+-Virtually no defects (3.4 ppm) Six sigma as a quality termSix Sigma= 3.4 ppm defectiveSix sigma is a way to change an organizations cultureProvides a means of delivering Total customer satisfaction Focuses everyone in the o

6、rganization on the same objectiveDefinition of defectAnythingthatdissatisfiesyourDefect are good!“Associates need to feel comfortable in identifying and reporting defects.The effects of defectsEvery occurrence of a defect within the process requires time to inspect,fix,and re-inspect.Average cycle t

7、ime is directly proportional to the total number of defects in the process.Welcome toMotorolasQuality StoryCultureCulture guides the enterprises Day-To-Day behaviorThe nature of cultureCulture provides its members with guidelines for dealing with just about everythingMuch of every culture is cvert a

8、nd implicit largely submerged like an icebergCultures are constantly changing and evolving.When culture and strategy clash,invariably culture wins out.If the organizational culture does not embrac initiatives related to change,overall change efforts will failThere is no such thing as “Were different

9、WEREDIFFERENTFunctions in a typical organizationAccountingAdvertisingDistributionEnergy managementEnvironmental affairsExternal affairsFacilitiesFinanceHealth & safetyHuman resourceslegalManufacturingMarketingProfuct/service developmentPayrollPurchasingSalesSchedulingTrainingTransportationTravelThe

10、evolution of motorolas quality culuture1979“Our quality stinks1980corporate quality officer named1981motorola training & education center(Mtec) established communications sector begins total defects per unit measurement(TDU) - july manufactured products - november sales orderschairman changes agenda

11、 of customer visits created “the cardEvolution continues! Corporation adipts six sigma 2 year- 10 x; 4 year- 100 x uality improvement Six sigma by 1992 goal is set1988Malcolm baldrige nation quality awardMapped ISO 9001 into quality system review(QSR)199210 x redustion in defect eveery 2 yearscustom

12、er satisfaction metrics 10 x timesimprovement in cycle time in 5 yearsChanged measurement base to parts per billion1994Enterprise ISO registtation launched1998Corporate renewal1999Rules of Engagement balanced score card Performance Excellence Personal CommitmentEvolution continues!How many objective

13、s are there in your organization?Key beliefs how we will always actConstant respect for peopleUncompromising integrityKEY GOALS what we must accomplishBest in classPeopleMarktingTechnologyProducts:softwarehardware and systemsManufactionServiceIncreased global market shareSuperior finacical resultsKE

14、Y INITATIVES how we will do itSix sigma qualitytotal cycle time reductionproduct manufaction and environmental leadershipPrfit improvementEmpowerment for all in a participative Cooperative and creatice workplaceOur fundamental objective(Everyones overriding responsibility)Total customer satifactionO

15、ur fundamental objectiveTotal customer satisfactionKey beilfesHow we will always actKey goalsWhat we must accomplishKey initiativesHow we will do itEveryones overriding responsibilityKEY INITATIVES how we will do it Six sigma qualitytotal cycle time reductionproduct manufaction and environmental lea

16、dershipPrfit improvement Empowerment for all in a participative Cooperative and creatice workplaceConsistent focusCard created & adopted 1986Five minor changes in1992No significant changes during five different chairmanBob GalvinGeorge FisherBill WieseGary TookerChris GalvinCreating and managing the

17、 Six Sigma quality cultureSis sigma qualityOne of the two key drivers of increased Total customer satisfation and reduced costProduct/Service is delivered when promisedEvery occurrence of a defect within the process requires time to inspect,fix,and re-inspectAverage cycle time is directly proportion

18、al to the total number of defects in the process.Product/service is delivered with no defectsNo test/inspection is 100% effective in finding defects.Delovered defects escape test/inspection within the process.Delivered defects are directly proportional to the total number of defects in the entire pr

19、ocessSix sigma quality impoves customer satisfactionReducing the total defects in the enire process reduces:Delivery delinquencies;Delivery defects;Early life failure rate;and thereforeIncreases customer satisfactionandDecreases warranty cost!Process cost and defectsReducing the total defects in the

20、 entire process:Reduces the cycle time per unit Reducing WIP(Work in process) Reducing inventory carrying costsResuces defect inspection,analysis,and repair cost;thereforeDecreases “Manufacturing costCost/QualitySix sigma has shown that The highest quality producer isThe lowest Cost producerTDU is t

21、he best measure of the over all quality of the process TDU is the independent variableProcess yields are dependent upon TDUThe common metric: Total defects per unit(TDU)Defining a unitA “unit may be as diverse as a:Piece of equipmentLine of softwareOrderTechnical manualMedical claimWire transferHour

22、 of laborCustomer contactAnything that is measurable & understandable by the person who is trying to reduce defectsSigma,a figure of meritTDUcould be expected to be proportional to the complexity of the unit Complexity is directly proporttional to the number of opportunities to creat a defectTo norm

23、alize processes of different complexity, we use:Total defectsOpportunitiesFrom which we can calculate sigmaDPMO =x 1,000,000Improvement7Sigma(+1.5 sigma shift)1101001K10K100K23456(66810 ppm)(6210 ppm) (233 ppm)(3.4 ppm)30 x Improvement10 x Improvement70 x Improvement6534Defects per Million opportuni

24、tiesBenchmarking1101001K10K100K234567Best in classinternal + externalRepair costs 10%Average company 1%Defects per Million opportunitiesSigma(+1.5 sigma shift)1101001K10K100K234567Restauant billsDoctor prescription writingPayroll processingOrder write-upJournal vouchersWire transferAirline baggage h

25、andingPurchased material lot reject rateBenchmarkingBest in classAverage companySigma(+1.5 sigma shift)Defects per Million opportunitiesProcess quality levels may vary widely within a company(0.25 PPM)1101001K10K100K234567Airline baggage handlingDomestic airline flight fatality raateBest in classAverage companySigma(+1.5 sigma shift)Defects per Million opportunitiesImplementation of the six sigma cultureTotal sustomer satisfactionSix steps to six sigma & design for manufac