福特六和采購處課件

福特六和采購處福特六和采購處SixSigma–是一種新思維程序是一種系統(tǒng)式的降低會對顧客滿意有重要影響的不良工具Qualitative,統(tǒng)計的以及andInstructionalDevicesfor“觀測”程序上的變數(shù)&它們的關(guān)係及“管理”它們的特性什麼是6sigmaSixSigma–是一種新思維什麼是6sigma顧客是.....任何接受產(chǎn)品,服務(wù),或資訊的人機會是.....任何會將一些事情做“對”或“錯”的可能性成功Vs.失敗.....任何機會的結(jié)果符合或不符合顧客的期望它是跟據(jù)什麼?顧客是.....它是跟據(jù)什麼?降低不良改善產(chǎn)出改善顧客滿意度更高的淨(jìng)營利6-Sigma的目標降低不良6-Sigma的目標利潤產(chǎn)品的製造及運輸總成本利潤理論的成本低品質(zhì)成本PriceErosion利潤COPQWhichFeelsBetter??為什麼要針對低品質(zhì)成本(COPQ)?利潤低品質(zhì)成本理論的成本理論的成本利潤產(chǎn)品的製造及運輸總成本利潤理論的低品質(zhì)成本PriceELeadershipCommitment,Competence&Involvement方法&工具

由數(shù)據(jù)驅(qū)動

經(jīng)統(tǒng)計驗證最好的人員100%致力於降低不良ProjectFocused6Sigma有什麼不一樣?LeadershipCommitment,CompeteFoundationoftheToolsDataisderivedfromobjects,situations,orphenomenonintheformofmeasurements.Dataisusedtoclassify,describe,improve,orcontrolobjects,situations,orphenomenon.1.Weonlyuseexperience,notdata.2.Wecollectdata,butjustlookatthenumbers.3.Wegroupthedatasoastoformchartsandgraphs.4.Weusecensusdatawithdescriptivestatistics.5.Weusesampledatawithdescriptivestatistics.6.Weusesampledatawithinferentialstatistics.LevelsofAnalysis:CostLikelihoodofimprovementDepthofUnderstandingQualityofKnowledgeFoundationoftheToolsDatais收集數(shù)據(jù)Communicateinanobjectivemanner針對問題或機會以收集計量化的事實建立問題或程序的基準資料便利建議解決方案的成本利潤分析改善前後比較–將解決方案的影響計量化判斷解決方案的延伸施行數(shù)據(jù)形成知識相同數(shù)據(jù)語言的重要性

收集數(shù)據(jù)Communicateinanobjectiv改變中的品質(zhì)哲學(xué)最高品質(zhì)的產(chǎn)品和服務(wù)是最低成本的產(chǎn)品和服務(wù)改變中的品質(zhì)哲學(xué)最高品質(zhì)的產(chǎn)品和服務(wù)是VisionGoalPhilosophyMetricMethodToolSymbolBenchmarkValuesWhatisSixSigma?AlevelofperformancethatreflectssignificantlyreduceddefectsinourproductsAstatisticalmeasurementofourprocesscapability,aswellasabenchmarkforcomparisonAsetofstatistical“tools”tohelpusmeasure,analyze,improve,andcontrolourprocessesAcommitmenttoourcustomerstoachieveanacceptablelevelofperformance....AmeanstostretchourthinkingwithrespecttoqualitySigmaisaletterintheGreekAlphabetVisionsWhatisSixSigma?Ale6Sigma–目標(DPMODistributionShifted±1.5s)sPPM製程能力每百萬個不良機會6Sigma–目標(DPMODistributionsPPM2308,537366,80746,210523363.4(DistributionShifted±1.5s)GettingtoSixSigmaHowfarcan

inspection

getus?sPPM2308,537366,80746,21052336(with±1.5sshift)美國國內(nèi)航線致命率(0.43PPM)IRS–財稅顧問(phone-in)(140,000PPM)7SigmaScaleofMeasure1,000,000100,00010,0001,000100101PPM?餐廳帳單醫(yī)生處方單薪資通知單填寫訂單旅行支票電話傳真飛機行李託運購買原料退貨率產(chǎn)業(yè)最佳產(chǎn)業(yè)平均345621?1994Dr.MikelJ.Harry-V4.0市場的情況?1994SixSigmaAcademy(with±1.5sshift)美國國內(nèi)航線致命率BreakthroughStrategyCharacterizationPhase1:MeasurePhase2:AnalyzeOptimizationPhase3:ImprovePhase4Control:345671,000,000100,00010,0001,0001001012SigmaScaleofMeasurePPMAverageCompanyBest-in-ClassTheBreakthroughMethodologyDefinetheproblem...DMAICtotheRescue!TheBasicObjectiveBreakthroughStrategyCharacteri問題的本性SixSigma的方法可以辨識製程是偏離目標和/或者是高度變異,以及訂正製程偏離目標變異大正中目標修訂製程降低變異XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX問題的本性SixSigma的方法可以辨識製程是偏離目標偏另類觀點LSLUSLUSLLSLOn-Target從統(tǒng)計觀點來看問題USLLSLLSL=LowerspeclimitUSL=Upperspeclimit問題的本性-統(tǒng)計觀點偏離目標變異大修訂製程降低變異另類觀點LSLUSLUSLLSLOn-Target從統(tǒng)計觀點VariationIstheEnemy不確定不知不相信冒險不良率變異1_01_01_014VariationIstheEnemy不確定不知不相信確定+知+不相信+確信+不良率+不確定不知不相信冒險不良率=100%=100%=100%=100%=100%1_01_01_015ConsequencesofVariation確定+知+不相信+確信+不良率+不確定不知不相信冒險s衡量變異和品質(zhì)衡量製程能力我們?nèi)绾魏饬孔儺惡推焚|(zhì)?s衡量變異和品質(zhì)我們?nèi)绾魏饬孔儺惡推焚|(zhì)?標準差m轉(zhuǎn)折點1sTUSLp(d)規(guī)格上限(USL) 目標規(guī)格(T)規(guī)格下限(LSL) 分佈值平均(m)分佈值的標準差(s)3s在轉(zhuǎn)折點和平均值的距離形成一個標準差.假如目標值和規(guī)格上限之間可以放置三個標準差我們可以說這個製程有“3sigma的能力.”LSL標準差m轉(zhuǎn)折點1sTUSLp(d)規(guī)格上限(USL) 目標m1sTUSLp(d)p(d)1 2 3 4 56s3sThisisa6SigmaProcess標準差轉(zhuǎn)折點m1sTUSLp(d)p(d)1 2 3 4 6Sigma有什麼不一樣?製程KPIVKPIVKPIVKPOV品質(zhì)的關(guān)鍵管理“Correct”(In-Spec.)免於不良!KPIV1.經(jīng)由統(tǒng)計證明輸入變數(shù)和產(chǎn)出的關(guān)係2.有系統(tǒng)化的控制,控制,再控制只要管理好輸入變數(shù)自然會有好的產(chǎn)出主要製程變數(shù)6Sigma有什麼不一樣?製程KPIVKPIVKPIVf(X)Y=X1...XNIndependentInput-ProcessCauseProblemControlYDependentOutputEffectSymptomMonitorTheFocusofSixSigmaTogetresults,shouldwefocusourbehaviorontheYorX?IfwearesogoodatX,whydoweconstantlytestandinspectY?FocusonXratherthanY,asdonehistoricallyf(X)Y=X1...XNYTheFocusoImprovementStrategy(DMAIC)

FocusVitalFewxiYYYYYx1,x2,...xnx1,x2,...xnVitalFewxiVitalFewxiVitalFewxiVitalFewxi步驟MeasureAnalyzeImproveControlSelectProductorProcessKeyCharacteristic(s);e.g...,CustomerYDefinePerformanceStandardsForYValidateMeasurementSystemforYEstablishProcessCapabilityofCreatingYDefineImprovementObjectivesForYIdentifyVariationSourcesInYScreenPotentialCausesForChangeInY&IdentifyVitalFewxiDiscoverVariableRelationshipsBetweenVitalFewxiEstablishOperatingTolerancesOnVitalFewxiValidateMeasurementSystemForxiDetermineAbilityToControlVitalFewxiImplementProcessControlSystemOnVitalFewxiSIXSIGMAMETHODSGENERATEDATA-BASEDDECISIONSImprovementStrategy(DMAIC)F------------------------------------HarvestingtheFruitofSixSigmaSweetFruit

DesignforManufacturabilityBulkofFruitProcessCharacterizationandOptimizationLowHangingFruitSevenBasicToolsGroundFruitLogicandIntuitionProcessEntitlement------------------------------------Wedon'tknowwhatwedon'tknowWecan'tactonwhatwedon'tknowWewon'tknowuntilwesearchWewon'tsearchforwhatwedon'tquestionWedon'tquestionwhatwedon'tmeasureHence,Wejustdon'tknow---------------IfQualityLeadershipistoconsistof… TheCompanymustembrace…SuperiorQualityofConformance SixSigmaProcessControl-DMAICSuperiorQualityofDesign DesignforSixSigmaAvailability DesignforReliabilityTheManyFacetsofSixSigmaIfQualityLeadershipistoco

ProjectDefinitionFunctionalTeamInvolvementMAICQualitativeToolsStatisticalToolsWhatDoesSixSigmaLookLike?WhatDoesSixSigmaLookLikeTheRoadmapImproveControlDefineMeasureAnalyzeModifyDesign?NoRedesignYesTheRoadmapImproveControlDefiWhatItIs&WhatItIsn’tItWill:

ReduceDefectsReduceVariation...fromexistingprocessesProcessDriven........NOTEventDriven

ItWon’t:CreateaNewMarketingStrategyRunaConferenceInventaNewProductFindaNewSupplierHireaNewEmployeeDMAICProblemSolving&FixingMethodWhatItIs&WhatItIsn’tItWProcessAblendingofInputstoachievesomeOutputInputsMaterialsControlsMachineryetc..OutputsThethingsyoumeasureasanindicationofthesuccessoftheprocessAPictureofaProcessProcessInputsOutputsAPictureTheRoadmapImproveControlDefineMeasureAnalyzeModifyDesign?NoRedesignYesQuestionstoAskQuestionstoAnswer...TheRoadmapImproveControlDefi

Whoismy

Customer?Whatmatters?(CTQ)?What’stheScope?WhatDefect

amItryingto

Reduce?Byhowmuch(Realistic/AppropriateGoal)?What’sthecurrentCostofdefects(PoorQuality)?(WhatBenefitswillwegetbyreducingdefects?)ProjectDefinitionWhoismyCustomer?Project

What’smyProcess?Howdoesitfunction?WhichOutputsaffectCTQ’smostWhich

Inputs

seemtoaffectOutputs(CTQ’s)most?IsmyabilitytoMeasure/Detect“GoodEnough?”How’smyprocessdoingtoday?

Howgoodcouldmy(current)processbewheneverythingisrunning“smoothly”?What’sthebestthatmyprocesswas“Designed”todo?

MeasureMeasureDefineandMeasureProcessKPIVKPIVKPIVKPOVCTQManage“Correct”(In-Spec.)Defect-Free!KPIVDefine:

ClearlyStatetheProblemintermsof“Defects”or“Variation”whichUpsettheCustomerMeasure:

DescribethePerformanceoftheProcessQuantitatively

MeasuredUnits

CountedUnitsthen, IdentifyKeyInputsDefineandMeasureProcessKPIVK

WhichInputs

actually(ForSure)affectmyCTQ’smost?Byhowmuch?Docombinationsofvariablesaffectoutputs?IfIchangeaninput,doIreallychangetheoutput?IfIobserveresults(outputs)fromthesameprocess,differentlocations,andresultsappeartobedifferent.....aretheyreally?How

manyobservationsdoIneedtodrawconclusions?Whatlevelof

confidencedoIhaveregardingmyconclusions?

AnalyzeWhichInputsactually(ForSAnalyzeProcessKPIVKPIVKPIVKPOVCTQManage“Correct”(In-Spec.)Defect-Free!KPIVStatistically

DescribetheRelationshipBetween

InputsandtheOutput...toFindtheInputswiththeBiggestImpactontheOutputAnalyzeProcessKPIVKPIVKPIVKPOV

OnceIknow“forsure”whichinputsmostaffectmyoutputs,howdoI“set”(properlyimplement)them?

HowmanytrialsdoIneedtoruntofindandconfirmtheoptimalsetting/procedureofthesekeyinputs?ImproveImproveImproveProcessKPIVKPIVKPIVKPOVCTQManage“Correct”(In-Spec.)Defect-Free!KPIVHighLowMediumHigh????????Systematically

ExperimentwiththeInputstoFindtheCombinationWhichDeliverstheOptimal

OutputImproveProcessKPIVKPIVKPIVKPOVOnceI’vereducedtheDefects,howdothefunctionalteam

andIkeepthemthere?Howdoesthefunctionalteamkeepitgoing(routinely)?WhatdoIsetuptokeepitgoingevenwhenthingschange......People,Technology,andCustomersControlControlControl

ControlControl

ProcessKPIVKPIVKPIVKPOVCTQManage“Correct”(In-Spec.)Defect-Free!KPIVHighLowMediumHighLockIntheInputstoRoutinelyGenerate theOptimal

Output!ControlControlControlControlPWhatisimportanttotheCustomer?Howdoweknow?WhatisimportanttotheCustoImagineyouaretheGeneralManagerofaverysuccessfulMovieTheatreChainwithmanyemployees.YouwillbeoutofthecountryforthreemonthsandhaveaskedyourstafftofaxyouaweeklyreportonMondaymorning.Whatinformationwouldyouliketoseeinthatfax?HollywoodInc.WeeklyReportExerciseImagineyouaretheGeneralMaExerciseCont.Youareheadedtothemovieswithsomefriends…Themovieyouwouldliketoseeisplayingasseveralmovietheatresinthearea.Allareaboutequidistantfromyourhome.Whatcriteriadoyouusetodecidewhichtheatretopatron?ExerciseCont.YouareheadedtSupplierPerspective(TheatreManagement)GoodPopcornNoStickyFloorsCleanHighCapacityRestroomsComfortableSeatsBigScreens,goodsoundsCustomerPerspective(MovieGoers)...Sowhydosuchdifferencesinperspectiveexist?CriticaltoSatisfactionTicketSalesConcessionSalesLabor/WorkForceDataProfitReportsOther...SupplierPerspectiveGoodPopcoWhatMakesaGoodCoffeeService?SupplierPerspective(Hotel)GoodHotCoffeeFastLine,EspeciallyforRefillsClosetoHigh-CapacityRestroomsClosetoTelephonesRoomtoChatCustomerPerspective(ConferenceAttendees)...Sowhydosuchdifferencesinperspectiveexist?BarryBebb&Associates-WorldClassbyDesignConferenceNovember1993-Buffalo,NewYorkGoodHotCoffeeCleanChinaCleanLinenAttractiveDisplayExtras-SnacksIdentifyingCTQ’sWhatMakesaGoodCoffeeServiContrastingViews-CustomersandSuppliers

Customers

SuppliersDefinitionofQuality

Fitnessforuseduring Conformancetospec lifeoftheproduct onfinaltestCost Costofuseincluding: Costofmanufacture Purchaseprice Operatingcosts Maintenancecosts Downtime DepreciationResponsibilityfor Overtheentireuseful Duringthewarranty

keepinginservice lifeperiodSpareParts Anecessaryevil Aprofitablebusiness Juran’sQualityHandbook ContrastingViews-CustomersWhenwesaysomethingisaCTQcanwedescribeitfromthecustomer’sperspective? fromourperspective?Andcanwedemonstratethelinkage?CustomersSpeakaDifferentLanguageCustomerssay…LonglifeReliablePowerfulcomputer...Companiessay…20,000hrslife3000hrMTBF266MHz...WhatCustomersCanandCan’tTellYou Customersknowwhattheywant! WantsandNeeds,notexactFeaturesandSolutions Customersarenotengineersandusuallydonotsettechnicalspecs ListeningtothecustomermeansunderstandingtheNEEDSWhenwesaysomethingisaCTQMaximizingtheCustomerSupplierRelationshipDerivingvaluefromtheNeed-DointeractionINTERACTIONNeedDoCustomersandSuppliersExchangeValueThroughNeed-DoInteractionCustomerSupplier1_01_01_008MaximizingtheCustomerSuppliDeliveryPriceQualityNeedDoCycleTimeCostDefects1_01_01_009MaximizingtheInteractionSupplierstrivesforperformanceonCycleTime,CostandDefectstomeetCustomers’increasingexpectationsonDelivery,PriceandQuality.DeliveryPriceQualityNeedDoCyclLinkingCustomerNeeds

andWhatWeDoNeedDoCriticaltoSatisfactionCriticaltoQualityCustomerSupplierHowthecustomermeasuresqualityTheresultourprocessesmustconsistentlyproduceCTQCTS1_01_01_010LinkingCustomerNeeds

andWhaDefiningVariablesDefiningVariablesCTConceptCustomerSatisfactionDeliveryQualityPrice/valueCycletimeDefect-freeCost/functionCTQ1-CriticaltoQualityCTQ2CTQ3CTD-CriticaltoDeliveryProcessesCTP1-CriticaltoProcess

CTP2NeedDo1_02_01_002CTC-CriticaltoCostCTConceptCustomerSatisfactioCTQandCTPCharacteristicsCTQ1-CriticaltoQualityCTQ2CTQ3ProcessesCTP1-CriticaltoProcessCTP2OutputInputY=f(x)1_02_01_003CTQandCTPCharacteristicsCTQCUSTOMERSATISFACTIONPRODUCTQUALITYSHIPMENTACCURACY/CONDITIONFILLRATE/ON-TIMEDELIVERY ORDERSERVICE/INFORMATIONPROFITABLECUSTOMERGROWTH5Y’SBUSINESSOBJECTIVEEVERYLAMP=SPECACCURATEENTRY/BILLING

ANDUPDATESRIGHTQUANTITYRIGHTTIMERIGHTPRODUCTUNDAMAGEDCUSTOMERGROWTHEXCEEDSINDUSTRYAVERAGEFOCUSEDRESOURCESDRIVING$OMANDCUSTOMERSATISFACTIONQualityDeliveryPriceCUSTOMERSATISFACTIONPRODUCTSHPRODUCTQUALITYBIGYLIFELUMENSCOLOREFFICIENCYLITTLEYX’sPRODUCT

CONFORMANCECOMPONENT

CAPACITYLIFEAUTOMOTIVEHIRQUALITY

HALOGEN ENDDISCOLOR./LIFEINOPERATIVESFLUORESCENTCAPACITYWARRANTYCOSTLIFELUMEN

MAINTENANCEVOLTAGERISE

HID LWBXCAPACITYCOMPONENT

REPLACEMENTLUMEN

IMPROVEMENT

CFL A-LINECAPACITYINCANDESCENTQualityPRODUCTBIGYLITTLEYX’sPRODUCTORDERSERVICE/INFORMATIONBIGYKEEPINGCUSTOMERSINFORMEDACCESSIBILITY

OFINFOAVAILABILITY

OFINFOACCURACYOF

INFOORDER

CONFIRMATIONBILLINGCFSPROCESSCLAIMS/DISPUTESX’sORDERENTRYACCURACYORDERENTRYFLEXIBI