摩托羅拉 新六西格瑪- P69

1、新六西格瑪挑戰(zhàn) 挑戰(zhàn)Challenge快!快!快！Be quick!變！變！變!持續(xù)進步Change!Continuous Improvement1. 質(zhì)量2. Quality3. 質(zhì)量和Quality 取勝法寶Keys to Success美國國家品質(zhì)獎情，理，法法，理，情QSPersonal RationalLaw andLaw andRationalPersonal 不同的法則Different PhilosophiesThen and Now1986Six Sigma methodology introduced at Motorola 1987Six Sigma by 1992 go

2、al was set1988 Malcolm Baldrige National Quality Award1991 Black Belt Initiative introduced1992 10X defect reduction every 2 years, cycle time every 5 years1998 Corporate Renewal1999 Rules of Engagement, Performance Excellence, Balanced Scorecard2000 Black Belt Initiative AcceleratedMotorolas Perspe

3、ctive2003 Digital Six Sigma2002 Malcolm Baldrige National Quality Award1987制定1992 應(yīng)達到的西格瑪目標摩托羅拉公司與六西格碼以往與現(xiàn)在1988 馬稱科姆鮑德里奇全美質(zhì)量大獎1990 在全公司開展“顧客完全滿意小組過程”和“黑帶計劃”1992 每兩年減少缺陷十倍，每五年一個周期。1997 五個“9”：系統(tǒng)可用性。1999 公司革新 2000 行為準則，優(yōu)秀業(yè)績和平衡的記分牌2001 “黑帶”創(chuàng)意加速2002 第二次鮑德里奇全美質(zhì)量大獎2003 數(shù)字化的六西格碼淨營收 (十億美元)14%24%16%14%4%18%28

4、%31%22%9%摩托羅拉年度營業(yè)額Annual revenues by yearB US$西格瑪 (Sigma)我們從“六西格瑪” (Six Sigma) 作為一項衡量開始。西格瑪是一項利用統(tǒng)一衡量尺度對“完好度”的衡量。西格瑪提供一種衡量改進情況的相關(guān)方法。西格瑪?shù)暮饬繂挝皇前偃f分之缺陷率 (DPMO) 。例如，某一水平的西格瑪可以說明生產(chǎn)一百萬只咖啡杯的過程中有多少殘次品。 所謂統(tǒng)一是指可以用西格瑪來衡量從咖啡杯缺陷到失去銷售機會的一切內(nèi)容。它衡量的對象其實就是在一百萬次機遇中，有多少次沒有達到顧客的要求（即缺陷）。值得慶幸的是，一百萬只是一個衡量系數(shù)，我們用不著等到生產(chǎn)出一百萬只咖啡杯

5、才開始計算西格瑪水平。西格瑪級別(Sigma Level)西格瑪水平與改進后的完好度水平有關(guān)。要達到“三西格瑪”水平，我們在一百萬次機會中只能允許 66,811 個缺陷。而在“五西格瑪”水平中，我們只允許 233 個缺陷。 不同西格瑪水平之間的差異并不是簡單地對半削減缺陷數(shù)量。西格瑪水平每升高一級，缺陷數(shù)量都指數(shù)級地減少。 Measurement and Methodology“Sigma” is a measurement scale upon which improvements can be gauged.“Six Sigma” is an overall methodology tha

6、t drives business improvement.六西格瑪定義Definition of Six Sigma Whatever we do, The maximum error number which is allowed to make should not go beyond 3.4 times among 1,000,000 opportunities. 無論做什么，在1百萬次出錯機會中，所允許出現(xiàn)的錯誤為3.4 次六西格瑪與每百萬機遇3.4個缺陷(DPMO)相對應(yīng)。六西格瑪統(tǒng)計定義正態(tài)分布居中1.5Sigma偏移六西格瑪: 目標 Six Sigma: Goal Sigma

7、dpmo Defect Rate 缺陷率2s 308,538 1 in 33s 66,000 1 in 154s 6,210 1 in 1605s 233 1 in 4,3006s 3 1 in 300,000dpmo: defects per million opportunities每百萬次中的缺陷數(shù)10,000X 一個術(shù)語, 兩種意義 什么是“六西格瑪”(Six Sigma)? 你可能在兩方面聽到人們使用這一術(shù)語作為一項衡量內(nèi)容和作為一種方法。區(qū)分這兩者對于我們理解“六西格瑪”有著至關(guān)重要的意義。 “六西格瑪”(Six Sigma) 衡量: 以西格瑪為尺度的衡量水平，其中西格瑪是對完好度

8、的一項衡量內(nèi)容。 相當于百萬之 3.4 的缺陷率。 “六西格瑪”(Six Sigma) 方法: 全面改進業(yè)務(wù)的方法。 通過降低缺陷、加工周期、對環(huán)境的影響和其他不必要的波動來推業(yè)務(wù)過程的改進。今天的六西格瑪Six Sigma TodayA comprehensive, flexible system for achieving & maximizing business success through thoroughly understanding customer needs, a disciplined use of facts & data, and diligent attentio

9、n to improving and re-inventing processes. Cost reduction Improved productivity Market-share growth Customer retention Cycle-time reduction Defect reduction/elimination Culture change Product/service developmentBusiness Success Factors 成功因素成本下降生產(chǎn)率提高市場占有率增長顧客維持周期縮短缺陷減少/消除文化變革產(chǎn)品/服務(wù)開拓是一個全面的柔性系統(tǒng)，通過充分理解客

10、戶需求，嚴謹?shù)厥褂檬聦嵑蛿?shù)據(jù)，勤奮地注意改進和重新創(chuàng)造程序，來最大程度的達成生意的成功。六西格瑪?shù)母镄翿enovation of Six sigma數(shù)碼六西格瑪 (Digital Six Sigma) 是對摩托羅拉經(jīng)典業(yè)務(wù)改進方法的一次重大革新。數(shù)碼六西格瑪是一次巨大的改進，因為它可以一勞永逸地杜絕釀成缺陷的變因。通過實施可重復使用的網(wǎng)絡(luò)化改進，數(shù)碼六西格瑪 徹底消滅了缺陷。A key innovation to Motorolas classic business improvement method is Digital Six Sigma. Digital Six Sigma is a

11、dramatic improvement, because it permanently eliminates targeted sources of variation that cause defects. By implementing reusable web-enabled improvements, Digital Six Sigma eradicates defects from the face of the earth.數(shù)字化Digitalization 摩托羅拉的數(shù)字化改進工作帶來一整套新的更好方法、工具和技巧。這方面的工作包括： 由于有了上述改進，今天“六西格瑪” (Si

12、x Sigma) 比以往任何時間都更加功能強大，更加適用于當今動蕩的業(yè)界環(huán)境。 e-Training：在短短幾個月而不是幾年時間里，培訓和測試數(shù)以千計員工的能力。e-Processes: 隨時處于掌控之中的數(shù)字化改進措施。e-Tools: 網(wǎng)上調(diào)查、模擬程序及各種歸納工具可以對“六西格瑪”過程的眾多階段進行改進。e-Tracking: 監(jiān)督所有重要業(yè)務(wù)度量及其附屬改進項目的能力。e-Visibility/Control: 監(jiān)督所有重要業(yè)務(wù)度量及促成如此結(jié)果之部門和職能的能力，其中包括正反兩個方面。Cp 0.67 1.0 1.33 1.67 2.0Cpk 0.17 0.5 0.83 1.17 1

13、.5)DPMO(Defects Per Million Error Opportunities業(yè)界標桿一般公司baggage handling: 3.5 sigma行李傳送國內(nèi)航班為什么要推行六西格瑪Why Six Sigma? 持續(xù)進步及競爭的需要 The requirement of CI and completion 建立共同語言 Setup command language 數(shù)據(jù)驅(qū)動進步 Data driven為什么要推行六西格瑪Why Six Sigma? 解決問題的方法與思路 The methodology of problem solving 掌握通用工具40多個 Command

14、 the tools 客戶導向 Customer focusThe Current Situation 目前狀況Cycle Time運轉(zhuǎn)周期Customer Satisfaction 顧客滿意(Phone Rings Again)Continuous Improvement持續(xù)改進Gamba Kaizen5sTPMCOQTCM為什么要推行六西格瑪Why Six Sigma?Sky Tower on Tomorrow明天的大廈Customer Satisfaction 顧客滿意(Phone Rings Again)Cost 費用Service 服務(wù)System 系統(tǒng)Management 管理De

15、livery 交付Quality 質(zhì)量Continuous Improvement持續(xù)改進Cycle Time 運轉(zhuǎn) 周期 6 Sigma 6西格瑪Management teams Commitment & consensus 管理層的承諾與一致全體管理團隊的共識訂貨鈴不斷響起為什么要推行六西格瑪Why Six Sigma?持續(xù)進步的路標Roadmap of CIControlSystemISO9002ISO9001QS9000ISO140005SEHSTPMGK/LeanSPCTCMTQM1997 1998 1999 2000 2001 20026-SigmaCOQMRP-IIOr ERP控

16、制系統(tǒng)Digital6 Sigma我們的經(jīng)驗教訓What Weve Learned Its all aboutdelivering business results!Achieving sustainable business improvement requires integrated team efforts linked to business priorities.通過團隊對重大的問題進行快速的解決,得到持續(xù)的財務(wù)結(jié)果!六西格瑪領(lǐng)導方針“六西格瑪領(lǐng)導方針”包括以下內(nèi)容：The Six Sigma Leadership Principles include the following:

17、 Align ( 結(jié)合) Mobilize (動員) Accelerate (催化) Govern (治理) THE SIX SIGMA LEADERSHIP PRINCIPLESThe People Who Make it Happen:Hands onChampionsMasterBlack BeltsBlack BeltsSix Sigma Project VPGreen BeltsAll EmployeesCEOSix Sigma ExecutiveSponsor六西格瑪項目參與人員大師級黑帶 Master Black Belt - 黑帶和高級管理層顧問 Black Belt and

18、Senior Management Consultant 綠帶 Green Belt黑帶 Black Belt - 團隊成員與實施者 Team Member and Practitioner - 團隊領(lǐng)導與統(tǒng)計顧問 Team Leader and Statistical Consultant 綠/黑帶的作用與等級Role and level of GB/BB領(lǐng)導層所面臨的挑戰(zhàn) 將重點聚焦在巨大的“Y”上Y關(guān)鍵性的成果哪些活動使你可以實現(xiàn)這些成果？= f (x1 , x2 , x3 . )持續(xù)的支持與評審六西格瑪項目選擇“Link actions to critical results!”Sim

19、plify the game!What do youwant to improve? What actions will getyou there the fastest?Y= f (x1 , x2 , x3 . )Core Six Sigma Business Improvement Campaign Principle平衡記分卡是Six Sigma業(yè)務(wù)改進運動的基石 戰(zhàn)略與目標本年度創(chuàng)意戰(zhàn)略方向願景:我們的首要目的我們?nèi)绾蜗蝾櫩吞峁﹥r值。使命:我們?yōu)檎l服務(wù)，我們提供哪些服務(wù)，我們?nèi)绾螌崿F(xiàn)競爭優(yōu)勢。 戰(zhàn)略目標:為實現(xiàn)願景我們必須完成的目標。 提出或突破創(chuàng)意為在今天獲得成功，我們需要採取哪些行

20、動。 超越創(chuàng)意:為在未來取得成功我們需要採取哪些行動。 績效衡量業(yè)務(wù)過程業(yè)務(wù)成果顧客與市場培訓與發(fā)展內(nèi)部業(yè)務(wù)財務(wù)為建立實現(xiàn)我們戰(zhàn)略目標所需的能力，我們需要採取哪些行動 目標：實際：度量目標：實際：度量目標：實際：度量目標：實際：度量The Cornerstone of a Six Sigma Business Improvement Campaign is a Balanced Scorecard Strategies & ObjectivesCurrent Year InitiativesSTRATEGIC DIRECTIONVision:Our overriding purpose how

21、 we will deliver value to customers.Mission:Who we serve, what services we provide and how we achieve competitive advantageStrategic Objectives:Goals we must accomplish to achieve our vision.Make or Break Initiatives:What we need to do to be successful today.Breakaway Initiatives:What we need to do

22、to be successful in the futurePERFORMANCE MEASUREMENTBusiness ProcessesBusiness ResultsCustomer & MarketLearning & GrowthInternal BusinessFinancialWhat we need to do to build the capability to achieve our strategic objectives.Goal:Actual:MetricGoal:Actual:MetricGoal:Actual:MetricGoal:Actual:MetricBe

23、 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-workersCustomer, consumer & share holder driven employees winning through the 4Es +1; Recognizing & celebrating

24、 successes. One Motorola / One PCSCULTURE:Fully link the Front End experience and planning processDevelop a measurement and ensure differential investment for Most Effective TalentEnsure Most Effective Talent occupy Most Leveraged Positions PERFORMANCE MEASUREMENTBusiness ProcessesBusiness Results20

25、02 PERFORMANCE EXCELLENCE SCORECARDPCS Rev 2.7Strategic ObjectivesCurrent Year InitiativesSTRATEGIC DIRECTIONVISION:MISSION:FINANCIALDeliver strong financial resultsCUSTOMER & MARKETDelight customers and become the coveted supplier by all top 25 customersOPERATIONAL & PEOPLETransform the organizatio

26、n to Performance Excellence Motivate employees and create a positive work environmentBuild active community involvementFINANCIALImprove Total Cost Competitiveness of productsImprove overall ability to deliver End-to-End solutions, content and applications CUSTOMER/CONSUMER & MARKETDefine and develop

27、 Compelling Products and Signature Experiences Improve customer relationships through operator partnering and customizationDrive and sustain consumer demand and pull-through programs and increase the effectiveness of co-marketing with operators and distributorsSubstantially enhance the value and imp

28、act of the Motorola BrandInvest in innovation to leverage technology advancements and architecture to improve market/customer responsiveness OPERATIONAL & PEOPLEMake the matrix organization workMake Six Sigma “The Way We Work” in everything we do Dramatically improve software capability & qualitySTR

29、ATEGIC PLANNINGCUSTOMER & MKT FOCUSHUMAN RESOURCE FOCUSPROCESS MGMTLEADERSHIPINFORMATION/ANALYSISImprove End-to-End selling capabilities on Account TeamsImprove S&OP Process Drive development and differential investments in human assets, by implementing the Organization Vitality ProcessInstitutional

30、ize M-Gates across all projectsImplement YEAR 1 Next Generation Supply Chain projects Deploy Time Tracking System (Primavera) across PCSFINANCIALMake The NumbersPBTSales: Device & Non-deviceCash Flow CUSTOMER/CONSUMER & MARKETIncrease Market Share20% movement in Customer Satisfaction - Top 2 Boxes I

31、mprove consumer & POS equity by 11.5% in top 11 countriesOPERATIONAL30% complexity reduction by YE & all 2003 NPIs achieve complexity index of 1.33Cpk 2Cp 2 . . . .Cp=Cpk(1-k) 黑帶的發(fā)展 Performance ExcellenceBlack BeltProgramExceeding CustomerExpectationsSix Steps toSix SigmaProblemSolvingStrategiesand

32、ToolsContinuousImprovementCurriculum(CIC)圖表的探測地交互式的多項比較度量系統(tǒng)分析質(zhì)量控制實驗設(shè)計和 最優(yōu)化確認問題收集數(shù)據(jù)分析數(shù)據(jù)解釋數(shù)據(jù)匯報分析提出建議實施行動監(jiān)察和控制Problem IdentificationCollect DataAnalyze DataInterpret DataReport AnalysisMake RecommendationImplementation of ActionMonitoring & ControlGraphicalExploratoryInteractiveMultiple ComparisonsMeas

33、urement Systems AnalysisQuality ControlExperimental Design and Optimization持續(xù)進步的路徑(續(xù))Continuous Improvement Roadmap（Contd）六西格瑪持續(xù)改進課程表Six sigma CI CurriculumStatistical Approach to Six Sigma (CIC1141 & 1142)Foundations of Six Sigma & the DMAIC Model (CIC1157)Green Belt ProgramBlack Belt ProgramMaster

34、 Black BeltBenchmarking (CIC540)Teaming (TBD)Cycle Time Reduction & Map. Workshop (CIC850)Quality Function Deployment (CIC1070, 1071)Business Skills (TBD)Building Organization-Wide Capability. . . to support a Six Sigma CampaignLeadership Jumpstart Event (2 days)- align with business strategy- secur

35、e commitment, prioritize and resource projectsSeniorLeadershipTeamFoundations Training Organization WideBlack BeltCandidatesChampionsSix Sigma Black Belt Training (20 days) prepare Black Belts to lead Six Sigma improvement teams equip Black Belts with SPC tools and techniquesSix Sigma Management Tra

36、ining (3 days) equip results owners to manage in Six Sigma environments ensure the advancement of the improvement projectsGreen BeltsSix Sigma Green Belt Training (5 days) prepare team members to execute project activities provide solid foundation of improvement processes and tools提高整個組織的實力支持六西格瑪運動領(lǐng)

37、導人才助推活動 (2天)- 與業(yè)務(wù)戰(zhàn)略取得統(tǒng)一- 為項目而保證承諾，安排重點，提供資源 高級領(lǐng)導團隊基礎(chǔ)培訓全組織黑帶候選人帶頭人六西格瑪黑帶培訓(20天) 教會“黑帶”如何領(lǐng)導六西格瑪改進團隊。 為“黑帶”提供SPC工具和技巧。 六西格瑪管理培訓(2天) 為成果所有者在“六西格瑪”環(huán)境中進行管理創(chuàng)造條件。 保證改進項目的進行。綠帶六西格瑪綠帶培訓(6天) 為團隊成員執(zhí)行項目活動創(chuàng)造條件。 為改進過程提供堅實基礎(chǔ)和工具。 六西格瑪綠帶學習班大綱 Six Sigma Green Belt Action Learning Plan 六西格瑪基礎(chǔ) (Fundamental to Six Sigma)

38、界定機遇(Define)1.1 找出、排序并選擇改進機遇。 1.2 制定項目團隊憲章1.3 組建有效的團隊1.4 明確顧客及顧客需求 1.5 界定待改進的過程并繪圖衡量業(yè)績(Measure)2.1 確定衡量的內(nèi)容 2.2 對衡量進行管理2.3 認識波動 2.4 評估衡量系統(tǒng)2.5 確定過程業(yè)績表現(xiàn) 分析機遇(Analyze)3.1 找出潛在的根本原因 3.2 進行失敗模式及效果分析 (FMEA)3.3 實施對比法 3.4 進行波動源（SOV）研究3.5 進行相關(guān)性分析 改進業(yè)績(Improve)4.1 提出解決方案 4.2 解決方案的排序與選擇 控制業(yè)績(Control)5.1 制訂控制計劃5

39、.2 實施過程控制系統(tǒng)Six Sigma Black Belt Action Learning Plan Week 1Core ContentDMAIC MethodologyIdentifying Business OpportunitiesCustomer RequirementsMapping ProcessesEffective TeamsCritical MeasuresMeasurement Systems AnalysisProcess PerformanceMINITAB SoftwareWeek 2Core ContentRoot Cause AnalysisProcess

40、StratificationValidation of Root CausesComparative MethodsSources of VariationFailure Mode & Effects AnalysisWeek 4Core ContentResponse Surface MethodologyRecommendations and Change PlansStatistical Process ControlProcess CapabilityImplementation Planning Process IntegrationWeek 3Key DeliverablesDat

41、a Analyses (Contd)Validated Root CausesPotential SolutionsSelected SolutionsCommunication PlanKey DeliverablesProject CharterAction PlansProcess MapsKey Process IndicatorsData Collection PlanMeasurement AnalysisBaseline PerformanceCoaching /Project WorkKey DeliverablesCollected DataData AnalysesSour

42、ces of VariationFMEA StudyCore ContentCorrelation & Regression AnalysisDesign of ExperimentsIdea GenerationSolution Evaluation and SelectionKey DeliverablesPilot PlanControl PlanTraining PlansImplementation PlansCoaching /Project WorkCoaching /Project WorkCoaching /Project Work六西格瑪黑帶行動教學計劃 第1周核心內(nèi)容DM

43、AIC方法找出業(yè)務(wù)機遇顧客需求繪制過程圖有效的團隊主要衡量項 衡量系統(tǒng)分析過程業(yè)績MINITAB 軟件第2周核心內(nèi)容根本原因分析過程整理根本原因認證比較法波動源失敗模式與效果分析 第4周核心內(nèi)容反應(yīng)表面法建議與變革計劃統(tǒng)計過程控制過程能力實施規(guī)劃過程集成 第3周可實現(xiàn)的主要內(nèi)容數(shù)據(jù)分析（續(xù)）經(jīng)認證的根本原因可能的解決方案選中的解決方案交流計劃可實現(xiàn)的主要內(nèi)容項目憲章行動計劃過程圖主要過程指標數(shù)據(jù)收集計劃衡量分析 基準業(yè)績輔導/項目工作可實現(xiàn)的主要內(nèi)容收集到的數(shù)據(jù)數(shù)據(jù)分析波動源FMEA研究核心內(nèi)容相關(guān)分析與回歸分析實驗設(shè)計構(gòu)思方案評估與選擇 可實現(xiàn)的主要內(nèi)容示范計劃控制計劃培訓計劃實施計劃輔導/

44、項目工作輔導/項目工作輔導/項目工作Key to Six Sigma Success成功的秘匙There is no magic pill Strategies fail when culture doesnt adapt.由于沒有文化的支撐, 才導致戰(zhàn)略的失敗沒有魔術(shù)藥丸Personal Experience on Sigma Improvement從4西格瑪?shù)?西格瑪From 4 Sigma to 6 Sigma兩年行程（針對一個產(chǎn)品）Two year Journey:建立數(shù)據(jù)記錄及跟蹤系統(tǒng) Setup data record & tracking system 格式，數(shù)據(jù)庫及條形碼跟蹤系

45、統(tǒng) Format, data base and bar code tracking system 無紙化信息LAN Paperless floor information LANTPM 和 SPC TPM and SPC空余部分，固定設(shè)備 PM 以及 Spare parts, fixture PM and 機器零件庫存跟蹤數(shù)據(jù)庫 Machine piece parts inventory tracking data base工藝描述 Process Characterization (PC)通過設(shè)備，家族模式，缺陷模式 By equipment, by model family, be def

46、ect mode工藝最優(yōu)化 Process Optimization 通過主要的機器 By critical/major machine通過少的CpK 項目 By item with poor Cpk供應(yīng)商能力的提高 Supplier capability improvement 對于關(guān)鍵供應(yīng)商的PC工作站 PC workshop for key suppliers 去掉一些低能力的供應(yīng)商 Remove some suppliers with low capability(0.6 sigma )(0.3 sigma )(0.5 sigma )(0.4 sigma )(0.2 sigma )在西

47、格瑪改進方面的個人經(jīng)驗Set SMART GoalGoal of Objective Performance Indexwhich is measured by the dataprovided by other departments設(shè)立聰明的目標SpecificMeasurableAchievableRelevantTraceable具體的可測量的能實現(xiàn)的與業(yè)務(wù)相關(guān)的可追蹤的Set Goals Top-down由上到下設(shè)定目標Commitment Bottom-up由下至上逐級承諾目標Business Entitlement/GoalDivision Entitlement/GoalBU

48、Entitlement/GoalDepartment Entitlement/GoalTeam Entitlement/GoalPersonal Entitlement/GoalLinkeachother由下至上反饋目標的可執(zhí)行性Feedbackfor goalsto beFeasible相互銜接公司部門小組個人Manufacturing Bar Code Tracking System Raw Material (Lot #): 材料批次 識別出材料批次或日期代碼to identify material abnormal lot # or date codeMachine (Machine #): 機器號識別出低效能的機器to identify the machine with poor performancePeople (Budge #):