摩托羅拉六西格瑪企業(yè)培訓(xùn) 2.1 Determine What to Measure

1、Additional Department InfoCopyright 2002 Motorola. All rights reserved.Six Sigma Black Belt Program 2.1 Determine What to Measure2.1 - 1Six SigmaBlack Belt Program2.1 - DetermineWhat to MeasureThese materials, including all attachments, are protected under the copyright laws of the United States and

2、 other countries asan unpublished work. These materials contain information that is proprietary and confidential to Motorola University and are thesubject of a License and Nondisclosure Agreement. Under the terms of the License and Nondisclosure Agreement, thesematerials shall not be disclosed outsi

3、der the recipients company or duplicated, used or disclosed in whole or in part by therecipient for any purpose other than for the uses described in the License and Nondisclosure Agreement. Any other use ordisclosure of this information, in whole or in part, without the express written permission of

4、 Motorola University is prohibited.Copyright 2002 Motorola. All rights reserved.2.1 Determine What to Measure2.1 - 22.1 Determine What to MeasureObjectiveTo identify different types of measures and an understanding ofhow the measures relate to critical customer requirements.Key Topics Performance Me

5、asurement Input, Process, and Output Indicators Indicator Relationships2.1DetermineWhat toMeasure2.2ManageMeasurement2.4EvaluateMeasurementSystems2.3EvaluateVariation2.5DetermineProcessPerformanceAdditional Department InfoCopyright 2002 Motorola. All rights reserved.Six Sigma Black Belt Program 2.1

6、Determine What to Measure2.1 - 3Performance MeasurementCopyright 2002 Motorola. All rights reserved.2.1 Determine What to Measure2.1 - 4SuppliersCriticalCustomerRequirementsImportant decisionsbased on linkingcustomer expectationsto process performanceProcess InputsInputMeasuresBusiness ProcessesProc

7、essMeasuresProcess OutputsOutputPerformanceMeasuresCustomer ValuePerformance Measures - CustomerValue Achieved?IssuesCopyright 2002 Motorola. All rights reserved.2.1 Determine What to Measure2.1 - 5CCRs_Customer_VOC_VOB_CTPs_IssuesBusiness_CBRs_OutputIndicatorsCTQs_VOB - Voice of the BusinessCBR - C

8、ritical Business RequirementsCTP - Critical to the ProcessVOC - Voice of the CustomerCCR - Critical Customer RequirementsCTQ - Critical to QualityProcess Output Indicators includeCTQs & CTPsCopyright 2002 Motorola. All rights reserved.2.1 Determine What to Measure2.1 - 6Process OutputIndicatorsCTQs_

9、CTPs_CTQsPrice/UnitDelivery TimeDimensionsPurityReliabilityColorService LevelCritical to:The BusinessThe RegulatorThe EmployeesCTPsCost/UnitProductivityCompliance withRegulationsChangeover TimeSafetyCareerDevelopmentCTQ & CTP ExamplesCritical to:The CustomerThe MarketInput IndicatorsProcess Indicato

10、rsO utput IndicatorsM easures that evaluate the degree towhich the inputs to a process, providedby suppliers, are consistent with whatthe process needs to efficiently andeffectively convert into custom er-satisfying outputs.Examples: # of customer inquiries T ype of customer inquiries # of orders #

11、of positions open T ype of position open Accuracy of the credit analysis T imeliness of the contractsubm itted for reviewM easures that evaluate theeffectiveness, efficiency, and qualityof the transformation processes thesteps and activities used to convertinputs into custom er-satisfyingoutputs.Exa

12、mples: A vailability of service personnel T ime required to perform creditreview % of non-standard approvalsrequired # of qualified applicants T otal cost of service delivery T otal overtime hoursM easures that evaluate dimensions ofthe output may focus on theperformance of the business as wellas th

13、at associated with the delivery ofservices and products to custom ers.Examples: # of calls/hour taken by eachservice repnd 2 year custom er retentionfigures T otal # of meals delivered % customer complaintsCopyright 2002 Motorola. All rights reserved.2.1 Determine What to Measure2.1 - 7Effective imp

14、rovement requires information from the entire supplier-customer,cause and effect relationship.Suppliers:Inputs:Start Boundary _Outputs:Customers:End Boundary _ProcessProcess Elements and Indicator RelationshipsAdditional Department InfoCopyright 2002 Motorola. All rights reserved.Six Sigma Black Bel

15、t Program 2.1 Determine What to Measure2.1 - 8Input, Process, andOutput IndicatorsCopyright 2002 Motorola. All rights reserved.2.1 Determine What to Measure2.1 - 9InputIndicatorsProcessIndicatorsEfficiency Measures Cost per transaction Time per activity Amount of rework Turnaround time Variability o

16、f an activityOutputPerformanceIndicatorsEffectiveness Measures Percent defective Number of errors Total response time Invoice/billing accuracy RevenueCTQsCTPsInput, Process, and Output IndicatorsY = f(Xs)X FactorsYCopyright 2002 Motorola. All rights reserved.2.1 Determine What to Measure2.1 - 10Indi

17、catorsInputUniform boardthicknessProcessUniformSolder pasteapplicationOutput# of boardspassingfunctional testCopyright 2002 Motorola. All rights reserved.2.1 Determine What to Measure2.1 - 11x4,1 x4,2 x4,3 x4,4 x4,Nx3,1 x3,2 x3,3 x3,4 x3,Nx2,1 x2,2 x2,3 x2,4 x2,Nx1,1 x1,2 x1,3 x1,4 x1,Ny1Oil Dielect

18、ric QualityGTD-3Y2Focal Spot ControlGTD-7y3Generators SpitsGTD-17y4Rotor Failures GD-14ynTop level Y is big enough to be seen atOBU level - an operational businessobjective.Frequently the parent project doesat least a verification of this toplevel Y with the customer.After 8 projectsJanuary 96 to Ma

19、y 97 average tube life doubled.YYSuccess Derived from Project FocusExample: Medical Diagnostic Tube LifeCopyright 2002 Motorola. All rights reserved.2.1 Determine What to Measure2.1 - 12Selecting the Right Output Indicators Voice of the Customer1. List the critical customer requirements.2. Determine

20、 if each CCR describes a single or multiple customer expectations associatedwith an output.Some CCRs may be measured in terms of one specific expectation a customer has.Others may require several output indicators.3. Identify ways to measure whether or not the process is meeting the critical custome

21、rrequirement. What are the units of measure? When and where would the data becollected?4. Consider if we are dealing with a Top Level “Y” or a lower level “Y”. Black Belt andGreen Belt projects should be focused on lower level “Ys”Try to use as few indicators as possible. There is a cost/benefit and

22、 relevancerelationship to measuring. Too many measures are costly, unproductive, and may divertattention from critical areas.Not enough or incorrect indicators will not allow you to identify defects before theyoccur. The appropriate level of measurement will enable the organization to focus onthe co

23、rrect areas and provide a means for early detection of defects and out-of-controlactivities necessary to prevent customer dissatisfaction.Copyright 2002 Motorola. All rights reserved.2.1 Determine What to Measure2.1 - 13Selecting the Right Output Indicators Voice of the Business Do the indicators ac

24、count for what we want this process to accomplish interms of CBRs? If not, what is missing? Do the indicators address the time it takes to perform the process? If not,is it important to make improvements to the process cycle time? If so, areany additional indicator(s) needed? Is it important that we

25、 reduce the cost of the process? If so, whatadditional indicator(s) may be needed? Do the output indicators measure the quality and service expectation ofthe customers and the business? If not, what additional indicator(s) may beneeded? If necessary, work with leadership to establish critical requir

26、ements thatmay not be considered critical to the customer but are very important tothe business. Identify additional output indicators needed to achieve the businessobjectives, strategies, and goals.Copyright 2002 Motorola. All rights reserved.2.1 Determine What to Measure2.1 - 14Selecting the Right

27、 Process Indicators Provide Valid & Quantifiable Data?The team should be sure that indicators provide valid and quantifiable data,and that what they are measuring actually enables them to evaluate the causeand effect relationships occurring inside the process. After identifying output,process, and i

28、nput indicators, the team should review the following questions: Are each of the process indicators true “predictors,” or leading indicators,of at least one output indicator? Do the process indicators evaluate areas of the process that are known toadversely affect the quality of the process output?

29、Carefully reviewfunctional deployment maps created for the process. Has the team identified process indicators for the process variables thatmost influence the ability of the process in meeting critical customerrequirements and therefore the output indicators? If a critical customer requirement is n

30、ot met, does the team know why(root cause)? What additional process indicators may be needed toanswer this question?Copyright 2002 Motorola. All rights reserved.2.1 Determine What to Measure2.1 - 15Selecting the Right Input IndicatorsInput indicators allow measurement of the consistency ofthe inputs

31、 to the process. Do the input indicators measure the criticalrequirements we have of our suppliers products orservices? Do the indicators measure elements of the input thatare known to affect the ability of our process to meetcritical customer requirements? Do the indicators measure aspects of the i

32、nput thatwould, within a specified tolerance, eliminatesignificant inspection, scrap, rework or excessivecycle time?Additional Department InfoCopyright 2002 Motorola. All rights reserved.Six Sigma Black Belt Program 2.1 Determine What to Measure2.1 - 16Indicators RelationshipsCopyright 2002 Motorola

33、. All rights reserved.2.1 Determine What to Measure2.1 - 17Indicator RelationshipsLink Output Performance to Process and Input Indicators.First look to establish output indicators because they indicatehow effective your process is at meeting CCRs. Once youunderstand the key output performance measur

34、es, determinewhat key input and process indicators you need in order to meetthe desired outcomes and therefore satisfy customerrequirements.You can use several tools to help show the relationship betweenthe output performance measures and key input and processmeasures. These are: Cause and Effect Di

35、agram. Relationship Matrix. Cause and Effect Matrix.Analyses wereunable to verify40% of JanuaryreceiptsSalespeopleCopyright 2002 Motorola. All rights reserved.2.1 Determine What to Measure2.1 - 18Ishikawa DiagramCause and Effect DiagramPerhaps the most useful tool for identifying root causes is the

36、cause and effect diagram. It goes byseveral names (Ishikawa, fishbone, etc.) and there are a variety of ways to use it. The cause andeffect diagram is primarily a tool for organizing information to establish and clarify therelationships between an effect and its main causes.The cause and effect diag

37、ram identifies the root cause(s) of the problem so that collective actionscan be taken to eliminate their recurrence.The cause and effect diagram develops a picture composed of words and lines designed to showthe relationship between the effect and its causes.The cause and effect diagram assists in

38、reaching a common understanding of the problem andexposes the potential drivers of the problem.EFFECTHourly completionrequiredToo many salesNot enough salescoverage at peak timesCAUSESProblemStatementCopyright 2002 Motorola. All rights reserved.2.1 Determine What to Measure2.1 - 19Ishikawa Construct

39、ionHow to Construct Write the problem statement in the head of the“fish.” Determine the major categories (potentialcauses) of the effect. Identify potential root causes/input indicators.Copyright 2002 Motorola. All rights reserved.2.1 Determine What to Measure2.1 - 20Ishikawa ConstructionHow to Dete

40、rmine the Major CategoriesThere are different approaches used to determine the major categories.1. Most common approach utilized is using “generic” categories of people,methods, machines, material, and environment. Match them if you can withmajor contributors to the problem. For example, a team of t

41、ruck drivers isworking on a problem within their functional area:“Generic” Major Contributor People Driver Method Driving Process Machine Truck Material Contents of Truck Environment Route Measurement2. Use the major activities of the process from your flowchart, assigning each amajor bone on the di

42、agram.3. You may brainstorm possible causes of the observed effect. After the list isgenerated, affinitize into major categories to be used as major bones on thediagram.oto-Lt-tLobe.-Tueq-toFrbepeTuWimttoBoifeilLncStecyenCoistnsCopyright 2002 Motorola. All rights reserved.2.1 Determine What to Measu

43、re2.1 - 21Example: Surface Mount Technology (SMT) FishboneDiagramScreen PrintingProcessPERSONNELMACHINEVOLUMESqueegee SpeedSlow SnapoffPumphead/BladeDown StopSnapoff SpeedSqueegee PressureVARIATION INSOLDER PASTEViscosityVariabilityManufacturing ProcessSupplierMATERIALAuto Dispense ConsistencyWettab

44、ilityReflow Profile SensitivitySlumpTactMETHODFULLY AUTOMATED!Why ar einvoiceslate?SystemSystemManualProcessReorganizationCopyright 2002 Motorola. All rights reserved.2.1 Determine What to Measure2.1 - 22Staf fFinanc ePolicyDocumentatio nExcessDemandAccess LimitationsLow PrioritySortDowntimeNewExces

45、s MaintenanceDemand ContractorExample: Invoice ProcessingCost-Reduction ProgramOlder SystemOne Pick-Up DailyWorkspaceEquipmentLost/Misplaced MailTurnoverForward Payments Weekly Missing DocumentationCentralizedPayment Manual CrowdedAuthorization Files SpaceBranch OfficesResignedof Purchase Org. No Li

46、mit ManagerInexperienced StaffAudit Recommendationfor Tighter ControlMissingPurchase OrdersTurnoverHiringFreezeOvertimeReducedAccess LimitationsMaximize CashLow PriorityMorale PaymentPaycuts DelaysProductivity DeadlinesIncreased WorkloadCopyright 2002 Motorola. All rights reserved.2.1 Determine What

47、 to Measure2.1 - 23Exercise: Cause and Effect Diagram Create a Cause and Effect Diagram for BodyWeight (Y) as the Output Indicator. Create a Powerpoint slide of the results.Demo in MINITABProcess & InputOutputIndicatorsPerformance IndicatorsAnswerSpeedEmployeeExperienceFirst TimeResolutionCall Aband

48、on RateCustomer SatisfactionCopyright 2002 Motorola. All rights reserved.2.1 Determine What to Measure2.1 - 24Example: Call CenterRelationship of Process & Input MeasuresNote: The strength of the relationship is based on how likely changes in theinput/process measure will cause changes in the output

49、 performance measure.Strong RelationshipMedium RelationshipWeak RelationshipBlank No RelationshipLink Output Performance to Processand Input MeasuresCopyright 2002 Motorola. All rights reserved.2.1 Determine What to Measure2.1 - 25Cause and Effect Matrix A tool that can help with the prioritization ofKey Input