六西格瑪?shù)耐七M(jìn)步驟與實(shí)務(wù)

HowtobecomeaSixSigmaCompany–AnexecutivebriefingforglobalbusinessEdenH.C.ChenCTIGroup,USASixSigmaAcademy29August2002HongKong1內(nèi)容大綱品質(zhì)管理演進(jìn)什麼是66的發(fā)展歷史為什麼6很重要6的宗旨、目標(biāo)、效益、成果6的行動(dòng)步驟6的流程關(guān)係式6的特質(zhì)如何推動(dòng)6，6從那裡下手不適合導(dǎo)入6的企業(yè)推動(dòng)6高階主管的責(zé)任6組織架構(gòu)6功能職掌6的訓(xùn)練程序與基本需求及培訓(xùn)要點(diǎn)6的成功關(guān)鍵廿一世紀(jì)贏家必備的三原則2

品質(zhì)管理的演進(jìn)

年代品質(zhì)歷史品質(zhì)觀念品質(zhì)制度檢查方式管理方式檢查規(guī)則作業(yè)員的品管OQC領(lǐng)班的品管FQC檢驗(yàn)員的品管IQC統(tǒng)計(jì)的品管SQC品質(zhì)保證QA全面品質(zhì)管制TQC全面品質(zhì)保證TQA全面品質(zhì)管理TQM品質(zhì)是檢驗(yàn)出來(lái)的品質(zhì)是製造出來(lái)的品質(zhì)是設(shè)計(jì)出來(lái)的品質(zhì)是管理出來(lái)的品質(zhì)是習(xí)慣出來(lái)的QIQCTQCTQMQATQA判別式檢查資訊式檢查源流式檢查危機(jī)管理例外管理目標(biāo)管理第三者下游下工程1900192019401960198019902000品質(zhì)可以預(yù)防的6Sigma流程品質(zhì)管理參變數(shù)控制流程管理製程管理3什麼是6品質(zhì)目標(biāo)：控制所有流程、產(chǎn)品或服務(wù)達(dá)到6σ品質(zhì)水準(zhǔn)，意即將缺點(diǎn)或失誤降至為3.4PPM以下工作哲學(xué)：6σ就是要求全面品質(zhì)保證，所有員工必須建立減少變異及瑕疵之工作態(tài)度及思維模式衡量標(biāo)準(zhǔn)：σ代表標(biāo)準(zhǔn)差，是全世界通用之品質(zhì)管制方法，σ愈大變異愈小，則其品質(zhì)愈佳；而6σ要求為良品率達(dá)99.99966%公司策略：6σ是有系統(tǒng)的運(yùn)用及整合品質(zhì)改善工具，是企業(yè)產(chǎn)品品質(zhì)升級(jí)標(biāo)竿顧客滿意：6σ設(shè)計(jì)在於使產(chǎn)品或服務(wù)能以數(shù)據(jù)和量測(cè)作確認(rèn)是否完全符合顧客需求

「品質(zhì)」是企業(yè)生存和發(fā)展最有效的途徑4什麼是6(續(xù))它是公司的政策-- 這是對(duì)顧客的品質(zhì)進(jìn)步的承諾。 這是對(duì)公司的品質(zhì)改善的承諾。它是改善的工具-- 這是在訓(xùn)練和執(zhí)行改善專案，減 少變異和不良的一個(gè)很好用的統(tǒng) 計(jì)工具，也是非常有系統(tǒng)的方法

SigmaDPMO在統(tǒng)計(jì)學(xué)上6Sigma

就是每百萬(wàn)個(gè)機(jī)會(huì)僅允許3.4個(gè)不良23456308,53766,8076,2102333.4美國(guó)一般企業(yè)水準(zhǔn)我們的目標(biāo)6是一個(gè)可以獲取、維持和擴(kuò)大企業(yè)成功的彈性系統(tǒng)56的前世今生PDCA

SPC品管七手法新品管七手法66VOCDOEBPR5SQCD66的發(fā)展歷史(一)1980年代早期摩托羅拉總裁BobGalvin在帶領(lǐng)摩托羅拉進(jìn)行一場(chǎng)品質(zhì)革命。該公司的可靠度工程師BillSmith，寫(xiě)下了最原始的SixSigma報(bào)告並對(duì)Galvin簡(jiǎn)報(bào)。Galvin正面回應(yīng)了BillSmith的熱烈的簡(jiǎn)報(bào)摩托羅拉花費(fèi)超過(guò)1億7000萬(wàn)美元在6訓(xùn)練Galvin個(gè)人也全程參與訓(xùn)練課程摩托羅拉在美國(guó)創(chuàng)辦了第一個(gè)6專案。

76的發(fā)展歷史(二)摩托羅拉證實(shí)在品質(zhì)與流程方面有重大的改善，使得摩托羅拉成為全球性的公司BillSmith和他的同事MikeHarry瞭解到，僅是使用統(tǒng)計(jì)工具要達(dá)到6是很困難的。因此他們加入了設(shè)計(jì)生產(chǎn)化的概念，以健全設(shè)計(jì)建議規(guī)劃。發(fā)現(xiàn)由下而上的訓(xùn)練績(jī)效不彰，因此由摩托羅拉大學(xué)接手由上而下的教育訓(xùn)練。Harry離開(kāi)摩托羅拉在Arizona創(chuàng)辦6學(xué)會(huì)，6因而推展開(kāi)來(lái)。86的發(fā)展歷史(三)鑑於摩托羅拉公司的成功案例，奇異公司總裁JackWelch亦於1996年1月初向五百名高階主管宣佈，要全面執(zhí)行6σ計(jì)畫(huà)。為了落實(shí)6σ推動(dòng)決心，JackWelch更於1997年5月發(fā)佈命令，將

6σ的「帶」列入奇異主管升遷條件之一。摩托羅拉與奇異於執(zhí)行6σ主要差異：摩托羅拉是局部的，偏重最終產(chǎn)品(EndProduct)奇異則是全面的，注重過(guò)程(Process)9為什麼6很重要

滿足顧客『高品質(zhì)及低成本』 擁有較小風(fēng)險(xiǎn) 接收高品質(zhì)的產(chǎn)品 能夠提高顧客最好和最快 的低成本高利益的服務(wù)公司可以獲得『最好的回收』 公司可以維持世界性生產(chǎn)水準(zhǔn) 公司可以較佳而且穩(wěn)定的收入 公司可以被其他共事的公司承認(rèn)在所 有主要市場(chǎng)具備世界性的領(lǐng)先地位對(duì)中衛(wèi)廠商提供『成功的新工具』 可以被其他公司承認(rèn)此中衛(wèi)體系在 所有主要市場(chǎng)具備世界性的領(lǐng)先地位 提升自己改善自己的產(chǎn)品或服務(wù)的 能力 提升自己改善自己的生產(chǎn)力及獲利力 的能力帶給員工『榮耀與工作機(jī)會(huì)』 擁有生產(chǎn)高品質(zhì)產(chǎn)品或服務(wù)所需的工 具和資源 擁有擴(kuò)展自己技術(shù)與領(lǐng)導(dǎo)力的機(jī)會(huì) 能更有條理的處理工作並減少重施工 能擁有在世界一流公司服務(wù)的榮耀 能獲得更好的利益6Sigma讓每個(gè)人都成為贏家106的宗宗旨真正以以客為為尊。。管理依依據(jù)資資料與與事實(shí)實(shí)而調(diào)調(diào)整更更新。。以流程程為主主，強(qiáng)強(qiáng)調(diào)管管理與與改善善。預(yù)防管管理。。團(tuán)隊(duì)合合作。。追求完完美，，容忍忍失敗敗。116的目目標(biāo)全面消消除變變異與與浪費(fèi)費(fèi)增進(jìn)顧顧客滿滿足持續(xù)的的檢測(cè)測(cè)流程程改善製製程能能力降低不不良改變企企業(yè)文文化建全公公司體體質(zhì)增加收收益與與提高高市場(chǎng)場(chǎng)佔(zhàn)有有率以持續(xù)續(xù)改善善驅(qū)動(dòng)動(dòng)獲利利增加加達(dá)到到永續(xù)續(xù)經(jīng)營(yíng)營(yíng)126的目目標(biāo)(續(xù))GoalProblemStatementThoughtProcessMap“LineofSight”AnalyzeImproveControlStartDefineMeasure

Criticalx’sinControlsubjectmeasurementinterpretationactionsSIPOCProcessMapLeanIntrotoVariationQualityConceptsFMEAVoiceoftheProcessMSEDOEResults

IdentifyCustomersIdentifyRightY’sIdentifySuppliersIdentifyInputsIdentifyrighty’sIdentifyrightx’sClassifyx’sIdentifyValueAddEliminateWasteQualifyDemandIdentifyYVariationCentralityDispersionYCapabilityZScoreCp,Cpk

PrioritizeYZScoreRTYieldIdentifyYFailureModesFailureEffectsAssignSeverityIdentify(x)CausesAssignOccurrenceIdentifyControls AssignDetectionPrioritizeActionStateofControlincontroloutofcontrolDetectComponentsofVariation(Subgrouping)MeasurementVariationunderstoodMSEKAPPAINTRACLASSComponentsdetected

Identifycriticalx’smeansigmaEmpiricalmodelControlPlans136的效效益短期間間頭痛的的問(wèn)題題立即即解決決鎖定已已經(jīng)存存在的的問(wèn)題題鑑定問(wèn)題對(duì)對(duì)成本的影影響長(zhǎng)期間找出潛在問(wèn)問(wèn)題預(yù)防潛在問(wèn)問(wèn)題發(fā)生鑑別潛在的的改善機(jī)會(huì)會(huì)投入階層越越高與主官官的參與越越多效果越越瘋狂146現(xiàn)有成果果Motorola公司1990年年創(chuàng)先發(fā)展展6推動(dòng)四年節(jié)節(jié)省了22億美元存貨周轉(zhuǎn)率率到2000年增加加4倍達(dá)到到30次GE公司1996年年投入2億億美元，1997年年投入3億億美元1998年年?duì)I運(yùn)獲利利高達(dá)16.7%為為80年代代的兩倍2001年年成為全面面6公司Honeywell公司1994年年開(kāi)始推動(dòng)動(dòng)6直接由6產(chǎn)生之成成本收益每每年約5億億美元156現(xiàn)有成果果(續(xù))金寶電子公公司1994年年組團(tuán)赴摩托羅拉拉接受6σσ的訓(xùn)練預(yù)計(jì)2002年品質(zhì)質(zhì)目標(biāo)達(dá)6σ臺(tái)証公司2000年年8月開(kāi)始始執(zhí)行第一一個(gè)DOE至今，已已有效降低低電費(fèi)達(dá)35%及縮縮短開(kāi)戶時(shí)時(shí)間約46%榮鋼科技公公司2000年年引進(jìn)6成果已經(jīng)經(jīng)開(kāi)始反應(yīng)應(yīng)在財(cái)報(bào)上上漢翔公司發(fā)發(fā)動(dòng)事業(yè)部部1999年年至今(2001年年)已完成成3個(gè)Waves訓(xùn)訓(xùn)練服務(wù)水準(zhǔn)在在2000年內(nèi)由50%提升升到100%166的行動(dòng)步步驟DMAICQCDPDCA176的流程關(guān)關(guān)係式基本原則：：Y代表產(chǎn)產(chǎn)出(outputs)，它可以是策策略目標(biāo)、、顧客要求求、獲利、、顧客滿意意度、不良良率…等；；而x代表產(chǎn)出出(inputs)，它可以是流流程變數(shù)、、行動(dòng)方案案、品質(zhì)變變異及5M1E…等等滿足顧客需需求目標(biāo)找到真正影影響的變數(shù)數(shù)X，並精進(jìn)改改善工作流流程Y=f(x)Yx186的流程關(guān)關(guān)係式(續(xù)續(xù))如果有效的的控制變異異Xi並需不斷地地檢測(cè)YY=F(X1,X2,X3,……,Xn)X1,X2,X3,……,XnY隸屬的，相相關(guān)的輸出量結(jié)果徵狀監(jiān)督獨(dú)立的輸入過(guò)程原因問(wèn)題控制19DMAICDefine界定界定什麼是是最重要的的Measure量測(cè)量測(cè)現(xiàn)在表表現(xiàn)如何Analysis分析分析那裡出出問(wèn)題了Improve改善改善錯(cuò)誤解解決問(wèn)題Control控制控制確保改改善成果能能持續(xù)20DMAIC執(zhí)行步驟驟Define界定Measure量測(cè)Analysis分析Improve改善Control控制正確的問(wèn)題題正確的人步驟一：尋尋找改善機(jī)機(jī)會(huì)步驟二：建建立改善團(tuán)團(tuán)隊(duì)設(shè)立目目標(biāo)正確的流程程步驟三：分分析量測(cè)正正確流程的的表現(xiàn)步驟四：訂訂定流程改改善的期望望目標(biāo)正確的展現(xiàn)現(xiàn)效能步驟五：找找出根本肇肇因提出改改善方案步驟六：排排序、規(guī)劃劃並測(cè)試改改善方案步驟七：精精進(jìn)並實(shí)現(xiàn)現(xiàn)改善方案案再做一次步驟八：量量測(cè)進(jìn)度並並維持成效效步驟九：感感謝團(tuán)隊(duì)並並發(fā)表成果果21DMAIC常用工具具Define界定Measure量測(cè)Analysis分析Improve改善Control控制圖表SIPOC概念流程圖圖作業(yè)流程圖圖柏拉圖統(tǒng)計(jì)上的變變異與標(biāo)準(zhǔn)準(zhǔn)差前面所用的的工具和製程能力分分析Cp&Cpk失效模式分分析(FMEA)前面所用的的工具和量測(cè)系統(tǒng)評(píng)評(píng)估(MSE)實(shí)驗(yàn)計(jì)畫(huà)法法(DOE)回歸分析魚(yú)骨圖親合圖風(fēng)險(xiǎn)評(píng)估圓餅圖前面所用的的工具和管制計(jì)畫(huà)(SPC)管制圖22DMADVDefine界定界定什麼是是最重要的的Measure量測(cè)量測(cè)現(xiàn)在在表現(xiàn)如如何Analysis分析分析怎樣樣可以表表現(xiàn)最好好Design設(shè)計(jì)設(shè)計(jì)新產(chǎn)產(chǎn)品或新新流程Verify鑑定進(jìn)行鑑定定驗(yàn)證改改進(jìn)23如何決定定使用DMAIC或DMADV界定是否有現(xiàn)成流程量測(cè)連續(xù)資料料資料扭曲曲量測(cè)鑑定設(shè)計(jì)分析分析製程能力力是否良好好控制改善DMADVBPRYNYNNYNYDMAICDFSS24DMAIC及DMADV關(guān)係係無(wú)法控制可以控制製程能力力不佳製程能力力良好DMADVDMADVDMAICSixSigmaPerformance25DMAIC及DMADV的異異同DMADV以顧客滿滿意為主主軸結(jié)合品質(zhì)質(zhì)關(guān)鍵要要素引進(jìn)新流流程或新新產(chǎn)品現(xiàn)有流程程可能支支離破碎碎聚焦在預(yù)預(yù)防產(chǎn)生生不良影響程度度不易計(jì)計(jì)量DMAIC以顧客滿滿意為主主軸結(jié)合品質(zhì)質(zhì)關(guān)鍵要要素重點(diǎn)在現(xiàn)現(xiàn)有流程程控制現(xiàn)有流程程有製程程能力聚焦在減減少或預(yù)預(yù)防產(chǎn)生生不良影響程度度容易計(jì)計(jì)量266的特質(zhì)質(zhì)全面性專業(yè)性獨(dú)立性知識(shí)性關(guān)聯(lián)性一致性團(tuán)隊(duì)合作作無(wú)間--全面面展開(kāi)--各專專業(yè)製程程與流程程分別展展開(kāi)--各改改善專案案可獨(dú)立立進(jìn)行--需隨隨時(shí)補(bǔ)充充改善創(chuàng)創(chuàng)意新知知--改善善成果互互相關(guān)聯(lián)聯(lián)到公司司整體表表現(xiàn)--文件件管理、、表達(dá)方方式與溝溝通一致致27如何推動(dòng)動(dòng)6由上而下下逐步建建立6的觀念念成立推動(dòng)動(dòng)組織進(jìn)行一波波波的綠綠帶訓(xùn)練練建立以6工具的的溝通方方式建立6的工作作環(huán)境培養(yǎng)黑帶帶團(tuán)隊(duì)以自己的的黑帶培培訓(xùn)現(xiàn)場(chǎng)場(chǎng)作業(yè)人人員以自己的的黑帶持持續(xù)培訓(xùn)訓(xùn)綠帶改變企業(yè)業(yè)文化成成為一個(gè)個(gè)6的公司司286從那裡裡下手企業(yè)轉(zhuǎn)型型當(dāng)企業(yè)工工作模式式有了重重大改變變。企業(yè)策略略改善企業(yè)業(yè)的關(guān)鍵鍵策略或或營(yíng)運(yùn)弱弱點(diǎn)。解決問(wèn)題題企業(yè)內(nèi)的的成本、、流程改改善或問(wèn)問(wèn)題的解解決預(yù)防防。29跨入6之前的的準(zhǔn)備工工作評(píng)估企業(yè)業(yè)的現(xiàn)況況與未來(lái)來(lái)展望--不要太樂(lè)樂(lè)觀公司的策策略課題題是否明明確？您知道貴貴公司在在市場(chǎng)上上所扮演演的角色色與價(jià)值值嗎？您知道貴貴公司所所處產(chǎn)業(yè)業(yè)的市場(chǎng)場(chǎng)與科技技等的變變遷驅(qū)趨趨勢(shì)嗎？？公司有可可達(dá)成的的財(cái)務(wù)與與成長(zhǎng)目目標(biāo)嗎？？您知道貴貴公司的的財(cái)務(wù)是是否夠健健全？公司的願(yuàn)願(yuàn)景能被被充分的的理解與與持續(xù)傳傳頌嗎？？公司內(nèi)的的組織對(duì)對(duì)變動(dòng)能能快速有有效的反反應(yīng)嗎？？公司如何何快速反反應(yīng)市場(chǎng)場(chǎng)或顧客客的需求求變動(dòng)？？公司內(nèi)的的創(chuàng)新與與改善能能使公司司持續(xù)維維持競(jìng)爭(zhēng)爭(zhēng)優(yōu)勢(shì)嗎嗎？公司的前前景如何何？公司司有必要要改變嗎嗎？6在維繫繫及確保保企業(yè)的的成長(zhǎng)與與競(jìng)爭(zhēng)優(yōu)優(yōu)勢(shì)。30跨入6之前的的準(zhǔn)備工工作(續(xù)續(xù))評(píng)估企業(yè)業(yè)當(dāng)前的的績(jī)效與與處境公司的整整體成效效如何？？您知道貴貴公司達(dá)達(dá)到獲利利及銷售售目標(biāo)了了嗎？您知道貴貴公司的的良率水水準(zhǔn)嗎？？公司能有有效重視視並滿足足顧客需需求嗎？？您知道貴貴公司瞭瞭解顧客客的程度度到那個(gè)個(gè)水準(zhǔn)嗎嗎？公司的服服務(wù)與產(chǎn)產(chǎn)品品質(zhì)質(zhì)能匹配配嗎？公司內(nèi)的的營(yíng)運(yùn)效效率有多多好？公司常常常在忙於於解決問(wèn)問(wèn)題與救救火嗎？？公司內(nèi)的的單位成成本有競(jìng)競(jìng)爭(zhēng)優(yōu)勢(shì)勢(shì)嗎？公司的支支援流程程可以增增加公司司的附加加價(jià)值嗎嗎？公司有足足夠的改改善空間間讓6大展展身身手手嗎嗎？？公司司對(duì)對(duì)顧顧客客的的認(rèn)認(rèn)識(shí)識(shí)與與衡衡量量系系統(tǒng)統(tǒng)能能有有效效執(zhí)執(zhí)行行嗎嗎？？31跨入入6之之前前的的準(zhǔn)準(zhǔn)備備工工作作(續(xù)續(xù))評(píng)估估企企業(yè)業(yè)當(dāng)當(dāng)前前的的改改善善與與創(chuàng)創(chuàng)新新能能力力公司司的的變變革革管管理理成成效效如如何何？？您知知道道貴貴公公司司改改善善措措施施能能相相互互聯(lián)聯(lián)結(jié)結(jié)嗎嗎？？貴公公司司有有足足夠夠資資訊訊可可衡衡量量改改善善前前後後的的成成果果嗎嗎？？公司司跨跨組組織織功功能能的的流流程程順順暢暢嗎嗎？？您知知道道貴貴公公司司同同仁仁都都能能瞭瞭解解整整個(gè)個(gè)流流程程嗎嗎？？公司司對(duì)對(duì)顧顧客客新新要要求求或或更更嚴(yán)嚴(yán)格格的的規(guī)規(guī)範(fàn)範(fàn)的的調(diào)調(diào)適適有有多多快快？？公司司內(nèi)內(nèi)的的部部門門間間互互動(dòng)動(dòng)是是否否良良好好？？公司司內(nèi)內(nèi)的的現(xiàn)現(xiàn)有有變變革革措措施施能能與與6搭搭配配嗎嗎？公司司現(xiàn)現(xiàn)有有的的創(chuàng)創(chuàng)新新、、改改善善與與變變革革是是否否占占用用了了員員工工心心力力？？公司司內(nèi)內(nèi)的的現(xiàn)現(xiàn)有有解解決決問(wèn)問(wèn)題題方方案案比比6好好嗎？？公司司現(xiàn)現(xiàn)有有的的改改善善系系統(tǒng)統(tǒng)，，是是否否足足夠夠用用來(lái)來(lái)維維持持公公司司的的成成長(zhǎng)長(zhǎng)與與競(jìng)競(jìng)爭(zhēng)爭(zhēng)優(yōu)優(yōu)勢(shì)勢(shì)？？32推動(dòng)動(dòng)6高高階階主主管管的的責(zé)責(zé)任任先找找到到強(qiáng)強(qiáng)而而有有力力的的邏邏輯輯依依據(jù)據(jù)，，要要能能先先說(shuō)說(shuō)服服自自己己。。不可可推推諉諉，，規(guī)規(guī)劃劃並並積積極極參參與與執(zhí)執(zhí)行行。。營(yíng)造造企企業(yè)業(yè)願(yuàn)願(yuàn)景景並並努努力力當(dāng)當(dāng)推推手手。。目標(biāo)標(biāo)明明確確，，強(qiáng)強(qiáng)力力推推薦薦，，共共擔(dān)擔(dān)責(zé)責(zé)任任。。確實(shí)實(shí)執(zhí)執(zhí)行行衡衡量量，，確確保保落落實(shí)實(shí)改改善善成成果果。。成效效發(fā)發(fā)表表與與激激勵(lì)勵(lì)。。336組組織織架架構(gòu)構(gòu)346功功能能職職掌掌推行行委委員員會(huì)會(huì)--企企業(yè)業(yè)負(fù)負(fù)責(zé)責(zé)人人與與主主官官(管管)設(shè)立立基基本本設(shè)設(shè)施施與與環(huán)環(huán)境境。。檢討討並並協(xié)協(xié)助助專專案案進(jìn)進(jìn)展展。。協(xié)助助量量化化評(píng)評(píng)估估對(duì)對(duì)公公司司的的影影響響。。找出出工工作作中中的的強(qiáng)強(qiáng)弱弱勢(shì)勢(shì)。。排除除小小組組障障礙礙，，提提供供必必要要資資源源。。分享享作作業(yè)業(yè)典典範(fàn)範(fàn)。。356功功能能職職掌掌(續(xù)續(xù))主官官(管管)或或負(fù)負(fù)責(zé)責(zé)人人(Sponsor)設(shè)立立改改善善範(fàn)範(fàn)圍圍。。核準(zhǔn)準(zhǔn)改改善善專專案案。。協(xié)助助找找尋尋資資源源。。參與與專專案案會(huì)會(huì)議議，，管管理理推推展展進(jìn)進(jìn)度度。。排除小小組障障礙，，化解解跨部部門紛紛爭(zhēng)。。將獲得得的知知識(shí)運(yùn)運(yùn)用於於日常常管理理上。。366功能能職掌掌(續(xù)續(xù))執(zhí)行領(lǐng)領(lǐng)導(dǎo)人人(ProjectLeader)支援上上階領(lǐng)領(lǐng)導(dǎo)入入，參參與溝溝通。。選定改改善專專案，，領(lǐng)導(dǎo)導(dǎo)改善善專案案。確認(rèn)小小組成成員，，尋求求外部部支援援。支援、、激勵(lì)勵(lì)與執(zhí)執(zhí)行，，推展展專案案進(jìn)度度。安排小小組成成員訓(xùn)訓(xùn)練，，記錄錄推動(dòng)動(dòng)活動(dòng)動(dòng)情況況。執(zhí)行改改善措措施與與『內(nèi)內(nèi)部行行銷』』。376功能能職掌掌(續(xù)續(xù))教練與與師傅傅(Mentor)參與上上下左左右的的溝通通，處處理組組員爭(zhēng)爭(zhēng)端。。協(xié)助選選定改改善專專案主主題與與衡量量方式式。處理抗抗拒與與不合合作人人員。。評(píng)估成成效並並驗(yàn)證證成員員。協(xié)助小小組提提供整整體效效益。。流程擁?yè)碛腥巳?ProcessOwner)提供並並管理理作業(yè)業(yè)流程程。組員(TeamMember)執(zhí)行流流程的的衡量量，分分析與與改進(jìn)進(jìn)。386的訓(xùn)訓(xùn)練程程序與與基本本需求求首重高高階主主官的的決心心+毅毅力現(xiàn)場(chǎng)作作業(yè)人人員訓(xùn)訓(xùn)練安排一一至三三天的的訓(xùn)練練主要使使大家家都能能瞭解解什麼麼是6？如如何善善加利利用6的工工具綠帶訓(xùn)訓(xùn)練GreenBelt(GB)四週至至三個(gè)個(gè)月訓(xùn)訓(xùn)練教導(dǎo)熟熟練的的在企企業(yè)內(nèi)內(nèi)應(yīng)用用6的改改善工工具使授訓(xùn)訓(xùn)者具具備初初級(jí)領(lǐng)領(lǐng)導(dǎo)才才能與與溝通通技巧巧黑帶訓(xùn)訓(xùn)練BlackBelt(BB)三至六六個(gè)月月訓(xùn)練練建立突突破性性改善善的強(qiáng)強(qiáng)力領(lǐng)領(lǐng)導(dǎo)軍軍團(tuán)建立6生根根內(nèi)化化的種種子團(tuán)團(tuán)隊(duì)396培訓(xùn)訓(xùn)要點(diǎn)點(diǎn)強(qiáng)調(diào)實(shí)實(shí)務(wù)--讓讓企業(yè)業(yè)內(nèi)人人人皆皆能現(xiàn)現(xiàn)學(xué)現(xiàn)現(xiàn)賣。。案例要要結(jié)合合公司司現(xiàn)況況。知識(shí)識(shí)能不不斷累累積--先先建構(gòu)構(gòu)一個(gè)個(gè)主要要原則則與基基礎(chǔ)觀觀念，，循序序漸進(jìn)進(jìn)。多樣化化趣味味性學(xué)學(xué)習(xí)。。學(xué)習(xí)不不只是是為了了學(xué)習(xí)習(xí)--要能能創(chuàng)造造獲利利。讓培訓(xùn)訓(xùn)成為為常態(tài)態(tài)工作作。406的成成功關(guān)關(guān)鍵6以與與顧客客關(guān)係係密切切程度度及競(jìng)競(jìng)爭(zhēng)力力聯(lián)結(jié)結(jié)關(guān)係係制定定企業(yè)業(yè)策略略與優(yōu)優(yōu)先順順序。。6當(dāng)當(dāng)成成改改進(jìn)進(jìn)管管理理的的方方法法。。保持持訊訊息息簡(jiǎn)簡(jiǎn)單單與與明明確確。。將6發(fā)發(fā)展展成成有有自自我我特特色色的的改改善善工工具具。。同時(shí)時(shí)重重視視短短期期效效應(yīng)應(yīng)與與長(zhǎng)長(zhǎng)期期成成效效。。最高高領(lǐng)領(lǐng)導(dǎo)導(dǎo)階階層層要要負(fù)負(fù)責(zé)責(zé)，，公公開(kāi)開(kāi)結(jié)結(jié)果果、、承承認(rèn)認(rèn)挫挫敗敗、、記記取取教教訓(xùn)訓(xùn)。。睿智智使使用用工工具具，，投投資資使使它它見(jiàn)見(jiàn)效效。。使學(xué)學(xué)習(xí)習(xí)成成為為一一種種常常態(tài)態(tài)。。41羅溫吉布布森-----預(yù)思未未來(lái)一項(xiàng)不變?cè)瓌t*永遠(yuǎn)保持持領(lǐng)先二項(xiàng)改變?cè)瓌t*不斷修正正*不斷改善善三項(xiàng)創(chuàng)新原原則*創(chuàng)造新市市場(chǎng)*創(chuàng)造新產(chǎn)產(chǎn)品*改寫(xiě)產(chǎn)業(yè)業(yè)競(jìng)爭(zhēng)法法則廿一世紀(jì)紀(jì)贏家必必備的三三原則42報(bào)告完畢畢43TheDefinitionofQualityhasChangedQualitywasConformancetoPhysicalSpecificationsQualityisExceedingCustomerExpectationsandDemandsFocusingonManufacturingControl.ResponsibilityAssignedtoQualityControlDepartmentsTheFundamentalPre-requisitetoAchieveCustomerSatisfactionCoreValueandContributiontotheSuccessoftheEntireCompanyQualityasaValueMarketShare44Quality--Reliability--Durability“Typical”BathtubCurveEarlyFailuresFit/FinishWindnoiseWaterLeaksSTR,etc.WarrantyCustomerDissatisfiers45FundamentalsofVariationStatisticalThinkingisNotTerriblyComplicated1.AllThingsVary2.VariationisMeasuredUsing2Methods:Variable-SpecificMeasurementAttribute-GoodorBad3.TypesofVariationCommonCause-PartoftheProcessSpecialCause-Assignable46FundamentalsofVariation4.CommonCauseUniformPatternSpecialCauseNoPattern5.TheOutputofaSystemorProcessistheResultofBothCommonandSpecialCauseVariation.47TheInherentVariationinaProcess.WhatIs“CommonCause”Variation?UCLLCLCL48StableProcessWhatTypeofVariationWouldYouExpecttoFindBetweentheControlLimits?WhatAreSomeExamplesofCommonCauseVariation?IsitMoreDifficulttoEliminateCommonorSpecialCauseVariation?HowWouldYouReduce““CommonCause”Variation?WhereAretheSpecificationLimits?UCLLCLCLOutputResults49VariationThatisNotPartoftheOriginalSystem,butWhichRepresentsaChange.WhatIs“SpecialCause”Variation?UCLLCLCLSpecialCauseProblem506.PeoplecanOnlyAffectWhatTheycanControl!OperatorsOnlyInfluenceTheirPortionoftheProcess.7.ManagementisResponsibletoMakeImprovementsonCommonCauseVariation!WorkersareResponsibletoMakeImprovementstotheSpecialCause.8.ReducingCommonCauseVariationRequiresDifferentActionthanReducingSpecialCauseVariationFundamentalsofVariation(Continued)51FundamentalsofVariation(Continued)9.WorkersandManagersAlikeWanttodoaBetterJob,theySimplyNeedtoUnderstandWhichPartoftheSystemtheycanAffect.10.DataCollectedandPresentedUsingControlChartsisaBasisforActionontheSystem.ManagersMustKnowWhatActiontoTakeBasedontheVariationPatterns.52ThereareThreeKindsofVariation:CommonCauseVariationSpecialCauseVariationManagementVariation5354“CentralTendency”(“Clumping”Tendency)“Dispersion”(“Spreading”Tendency)ValuesFrequency“SKEWED”DISTRIBUTION“NORMAL”DISTRIBUTIONCharacteristicsofVariation55MeasuresofCentralTendencyMEAN=TOTALOFALLVALUES

NUMBEROFVALUESMEDIAN--MIDDLEMOSTVALUEMODE--MOSTFREQUENTVALUE56STANDARDDEVIATIONIS-AMEASUREOFDISPERSIONTHATUSESMOREVALUESTHANDOESTHERANGE.SIXSTANDARDDEVIATIONS,THREEINEITHERDIRECTIONFROMTHEPROCESSMEAN,WILLACCOUNTFOR99-100%OFMOSTSTABLEPROCESSES.MeasuresofDispersionRANGE--DISTANCEBETWEENMAXIMUMANDMINIMUMVALUEMAXMINMEAN57ProcessDispersion=6StandardDeviations=6sCapability--theDispersionofaProcess6s58ComparingDispersiontotheWidthofaSpecificationLowerSpecLimit(LSL)UpperSpecLimit(USL)ProcessDispersion=6StandardDeviations=6sSpecificationWidth=USL-LSLCR=CapabilityRatio=6s/USL-LSLCp=CapabilityIndex=USL-LSL/6sPR=PerformanceRatio=6s/USL-LSLPp=PerformanceIndex=USL-LSL/6sCapabilityRatioandIndexDescribeStableProcessesandMaybeUsedforPrediction;PerformanceRatioandIndexareUsedforHistoricalComparisons59ALimitationofRatiosandIndicesAccordingtoTheseMeasures,ProcessBisas“Good”asProcessA!

ProcessAProcessBLowerSpecLimit(LSL)UpperSpecLimit(USL)60MeasuresRelatingDispersionandCenteringtoSpecLimitsLowerSpecLimit(LSL)UpperSpecLimit(USL)X-ProcessDispersion=6StandardDeviations=6s=ProcessMeanCpk,Ppk

=LesservalueofUSL-XorX-LSL--3s3s61THESEVENTOOLSOFQUALITY“SEVENOLDTOOLS”Cause&EffectDiagramRelatescausesandeffectswithinaprocess.FlowchartDisplayshowaprocessworksHistogramGraphicallysummarizesvariationwithinasetofdataforonecharacteristic.ScatterDiagramDisplaysrelationshipbetweentwovariablesControlChartIdentifiesstability,capabilityandcentraltendencyofaprocessCheckSheetRecordsdataonaformthatreadilyallowsinterpretationofresultsfromtheformitselfParetoChartDisplaysfrequencyorcostofeventstoassistindeterminingimportanceXXXXXXXXXXXXXXXXXXXXDECISIONPROCESSSTEPSTOPSTART194305101520HOODROOFD/LFENDERDOOR44OperatorMachineNumberAB1234Month789AssemblynonconformityChangesintimetakenControlerrorOthers62SpecialCausevs.CommonCause(Assignable&NormalVariation)“SpecialCause””“Spill””NotPredictableSomeOneThingChanged(AlmostAlways)“CommonCause”NormalVariationVeryPredictableRangeofPerformanceUCLIPTVLCL~~}}63影響品品質(zhì)最最大的的敵人人是什麼麼?減少變變異，，向目目標(biāo)靠靠攏是是我們們努力力的方方向變異VARIATION64AerospaceIndustrialDevelopmentCorporation6研究究討論論的是什麼麼?如果有有效的的控制制變異異Xi何需不不斷地地檢測(cè)測(cè)YY=F(X1,X2,X3,………,Xn)X1,X2,X3,………,XnY隸屬的的，相相關(guān)的的輸出量量結(jié)果徵狀監(jiān)督獨(dú)立的的輸入過(guò)過(guò)程原因問(wèn)題控制65NormalDistributionNormalDistribution(expressedaspartspermillion)zZ+Z-ppm66Zppm(area)Zppm(area)Zppm(area)Zppm(area)Zppm(area)-6.251,000,000-3.75999,912-1.25894,3501.25105,6503.7588.4-6.201,000,000-3.70999,892-1.20884,9301.3096,8013.8072.4-6.151,000,000-3.65999,869-1.15874,9281.3588,5083.8559.1-6.101,000,000-3.60999,841-1.10864,3341.4080,7573.9048.1-6.051,000,000-3.55999,807-1.05853,1411.4573,5293.9539.1-6.001,000,000-3.50999,767-1.00841,3451.5066,8074.0031.7-5.951,000,000-3.45999,720-0.95828,9441.5560,5714.0525.6-5.901,000,000-3.40999,663-0.90815,9401.6054,7994.1020.7-5.851,000,000-3.35999,596-0.85802,3381.6549,4714.1516.6-5.801,000,000-3.30999,517-0.80788,1451.7044,5654.2013.4-5.751,000,000-3.25999,423-0.75773,3731.7540,0594.2510.7-5.701,000,000-3.20999,313-0.70758,0361.8035,9304.308.5-5.651,000,000-3.15999,184-0.65742,1541.8532,1574.356.8-5.601,000,000-3.10999,032-0.60725,7471.9028,7164.405.4-5.551,000,000-3.05998,856-0.55708,8401.9525,5884.454.3-5.501,000,000-3.00998,650-0.50691,4622.0022,7504.503.4-5.451,000,000-2.95998,411-0.45673,6452.0520,1824.552.7-5.401,000,000-2.90998,134-0.40655,4222.1017,8644.602.1-5.351,000,000-2.85997,814-0.35636,8312.1515,7784.651.7-5.301,000,000-2.80997,445-0.30617,9112.2013,9034.701.3-5.251,000,000-2.75997,020-0.25598,7062.2512,2244.751.0-5.201,000,000-2.70996,533-0.20579,2602.3010,7244.800.8-5.151,000,000-2.65995,975-0.15559,6182.359,3874.850.6-5.101,000,000-2.60995,339-0.10539,8282.408,1984.900.5-5.051,000,000-2.55994,614-0.05519,9392.457,1434.950.4-5.001,000,000-2.50993,7900.00500,0002.506,2105.000.3-4.951,000,000-2.45992,8570.05480,0612.555,3865.050.2-4.901,000,000-2.40991,8020.10460,1722.604,6615.100.2-4.85999,999-2.35990,6130.15440,3822.654,0255.150.1-4.80999,999-2.30989,2760.20420,7402.703,4675.200.1-4.75999,999-2.25987,7760.25401,2942.752,9805.250.1-4.70999,999-2.20986,0970.30382,0892.802,5555.300.1-4.65999,998-2.15984,2220.35363,1692.852,1865.350.0-4.60999,998-2.10982,1360.40344,5782.901,8665.400.0-4.55999,997-2.05979,8180.45326,3552.951,5895.450.0-4.50999,997-2.00977,2500.50308,5383.001,3505.500.0-4.45999,996-1.95974,4120.55291,1603.051,1445.550.0-4.40999,995-1.90971,2840.60274,2533.109685.600.0-4.35999,993-1.85967,8430.65257,8463.158165.650.0-4.30999,991-1.80964,0700.70241,9643.206875.700.0-4.25999,989-1.75959,9410.75226,6273.255775.750.0-4.20999,987-1.70955,4350.80211,8553.304835.800.0-4.15999,983-1.65950,5290.85197,6623.354045.850.0-4.10999,979-1.60945,2010.90184,0603.403375.900.0-4.05999,974-1.55939,4290.95171,0563.452805.950.0-4.00999,968-1.50933,1931.00158,6553.502336.000.0-3.95999,961-1.45926,4711.05146,8593.551936.050.0-3.90999,952-1.40919,2431.10135,6663.601596.100.0-3.85999,941-1.35911,4921.15125,0723.651316.150.0-3.80999,928-1.30903,1991.20115,0703.701086.200.0InExcel:ppm=(1-normsdist(Z))*1,000,000Z=normsinv(1-ppm/1,000,000)67SixSigmaSuccessesatGEFromGEStockholderReport1998Estimate68SIXSIGMABREAKTHROUGHIMPROVEMENTTRADITIONALCONTINUOUSIMPROVEMENTTIMEIMPROVEMENTRATESIXSIGMAVERSUSCONTINUOUSIPROVEMENTS69KeyDriversBasicIssues1.BasicOrganizationalCapabilities2.ManufacturingProcessVariations3.BusinessProcessVariations4.Customerrequirements5.QualityofSpecifications6.SupplierCapabilitiesSkill-setsandtoolsrequiredtoimplementprocessimprovementsinbusinessesarelacking.LackofproductmanufacturingprocesscapabilitiesresultinhighCOPQ(i.e..Rework,scrap,fieldfailure).Transitionofmarketdemandstoengineeringispoor.Productcostestimationisoftenwrongresultinginpoorfinancialperformanceandincorrectmanufacturingdecisions.Front-endcustomerdefinitions/requirementsinadequate.Engineeringsystemsandprocessesfordesignanddocumentationareofteninadequateandwrong.Specificationssenttosuppliers/subcontractorsveryconsiderablyintheirquality,resultinginpoorqualityparts.Poorcaptureofdesignintent.Lackofmaturesupplybasemanagement(i.e..qualificationofsuppliers&certificationofparts)resultsinpoorqualityparts/services,latedeliveries,higherpart/servicecosts.70ProcessInput:BusinessGoalsandTargetsSelecttheRightProjectsSelectandTraintheRightPeoplePlanandImplement6σImprovementProgramManageforExcellenceSustaintheGains71營(yíng)收目標(biāo)為32億產(chǎn)品成本降低10%1.OnTimeDelivery2.InventoryReduction3.Quality4.Productivity5.CostDeliveryInventoryQualityProductivityCost交貨達(dá)成率>95%採(cǎi)購(gòu)成本降低5%報(bào)廢率降低5%製造費(fèi)降低10%實(shí)質(zhì)用人費(fèi)降低20%Project焦焦距距對(duì)對(duì)準(zhǔn)準(zhǔn)Y’’s72ProjectLeader管理理階階層層&BreakBeltProcessOwner6σσOffice主計(jì)計(jì)室室審核核估估算算SavingProjectApproval登錄錄到到6σσsystem自動(dòng)動(dòng)給給IDSaving計(jì)計(jì)算算及及進(jìn)進(jìn)度度控控管管提供資料提供供資資料料確認(rèn)認(rèn)saving金金額額及及彙彙整整報(bào)報(bào)告告審核核確認(rèn)認(rèn)project完完成成確認(rèn)認(rèn)無(wú)無(wú)其其他他成成本本績(jī)效效維維持持否否矯正正追蹤蹤NO差異異分分析析報(bào)報(bào)表表InitiateProjectClosure追蹤蹤一一年年(每每季季一一次次)ProjectProcessMap8-blocker估計(jì)計(jì)SavingProject彙整ProjectApproval73TeamCharterProblemStatementSpecificNumericGoalsTimetoCompletePotentialBarriersTeamMembers74Rule#1: Notwoobjectsarealike,therefore,variationexistseverywhere!ProductperformanceServicequalityProcessoutputs(y’s)ConceptofVariationThephilosophyofSixSigmaistoreducevariation.Rule#2:Variationexistsintwostatesofcontrol:Controlled:referredtoascommoncause,isastableorconsistentpatternofvariationovertime(predictable)Uncontrolled:referredtoasspecialcause,isapatternthatchangesovertime(unpredictable)Rule#3:Tocontrolandreducevariationyoumustfirstunderstand,quantify,ANDinterpretvariationinadataset.75StatisticstoUnderstandVariationHowdoweunderstandandquantifyvariation?Weusethescienceofstatistics.Whatisstatistics?Statisticsisthescienceofcollecting,analyzing,presenting,andinterpretingdata.Howstatisticshelpinunderstandingandquantifyingvariation?StatisticalmethodsandtoolsareusedtoeffectivelydetermineY=f(x):1)Transformdatafromastateofrandom&miscellaneousnaturetoorderlyandcumulativeknowledge.QuantifyY’s2)Quantifycause&effectrelationships.Quantifyx’sonY’s3)Inferentialmeasuringtool.Confidenceintheinfluenceofthex’’sovertime76ConceptsofDataDataareobservationsmadeuponourenvironment.Examples:individuals,customers,processes,products,services,times,events.(Note:Datadescribedintermsofnumberseliminatesambiguity.)Dataarerawmaterialusedtointerpretrealityandmustbeincontext.Containsatleast2values(alsoknownasvariables)DefinedandinterpretedequallybyallobserversAbletotakeactionondataDataisclassifiedintotwocategories:qualitativequantitativeWhataredata?Dataisakeysourceofinformation.77QualitativeDataQualitativedatacharacteristics:Aminimumof2variablevaluesorrepresentationof2variablesexist.Examples:Canassumeafinitenumberofvariablevalues.Usuallyexistsinintegerform.Representationofvariablescanberankedornon-ranked.Examples:Nomeaningfulinformationexistsbetweenvariables.Qualitativedataiscommonlyreferredtoasattributedata.1,0Pass/FailonproducttestsWin/LossonmarketingprocessAgree/DisagreeoncustomersurveyNumberofproductdefectsNumberofcustomerrequirementsNumerical(1to5,-1to1-,0to100)Ranked:Onproductperformance:excellent,verygood,good,fair,poorSalsatastetest:Mild,Hot,VeryHot,MMS(makesmesuffer)Customersurvey:strongagree,agree,disagree,stronglydisagreeNon-Ranked:Inacompany:DeptA,DeptB,DeptCInashop:Machine1,Machine2,Machine3Typesoftransportation:boat,train,plane78Data:QuantitativeQuantitativedatacharacteristics:Datacanpotentiallytakeonanyvalue.Examples:Numericvalueshaveequalunitsofmeasure.Examples:Meaningfulinformationexistsbetweenvariables.DimensionoftimeLengthoffeatureInterestrates0.1,1/4.20,100.001,1,000,000FahrenheitandCelsiusfortemperatureCalendaryearsProgramtaskcalendarLengthininchesMinutesfortimedurationFrequencycountlikedefectsperunitPercentagenumberasinmarketshareQuantitativedataiscommonlyreferredtoascontinuousdata.79DataSummaryDataQualitative(attribute)Quantitative(continuous)Minimumof2variablevaluesFinitenumberofvariablevaluesNoinformationbetweenvariablevaluesPotentiallyanyvalueValueshaveequalunitsInformationexistsbetweenvariablesQuantitative(continuous)datayieldthemostinformation.ProjectInformationContinuumLowHigh80DataImpactonProjectThelackofdataisafailuremodeinprojectcompletionsuccess.Withoutdata,decisionforactionstoimplementareatrisk:MakessituationworseIncursunnecessarycostDecreasescustomersatisfactionIfyoucannotcollectdata,andmoneycannotbespenttocollectdata,thevalueoftheprojectisinquestion.81DataSetEvaluationBeginbyaskingthreesimplequestions:Whatvariablevalueoccursmost?Whatvariableisthemidpoint?Whatisthespreadofthevariablevalues?Howdoyouextractknowledgefromadataset?Toanswerthequestions,lookatthefrequencydistribution,whichisacountofhowfrequentlyavariablevalueoccurswithinadataset.82FrequencyTableAfrequencytableisusedtocondenseandsummarizeasetofdata.Thetablecontainstheelementsofclassinterval,midpoint,frequency,andrelativefrequency.ClassIntervalisrangeofvariablevaluesusedtotallythecountorfrequencyofoccurrence.Thenumberandsizeoftheclassintervalsaredependenton:NumberofClasses-Generallybetween5and20classesareusedNote:Rulestocreateintervalclassesinclude:1)Easyforreadertointerpret2)Narrowenoughtorevealinterestingdetail3)Wideenoughtoshowdata““pileup””4)CoincidedatawithintervalmidpointBoundaryValues-where““no-overlappingoccurs””ofvariablevaluesWidthofEachClass-choosethesamewidthforeachclass.Thechoiceofnumberofclassesandthewidtharedependant.Approx.ClassWidth=Max.Data-MinDataNumberofclassesBrigadeFieldExerciseDataof50Shots(Inches)EXAMPLE12classeschosenDecimalvaluesfrom0.6to0.5topreventoverlapWidthofclasssetat1inch83FrequencyTable(cont.)Midpointisthemiddleoftheclassinterval.Frequencyisthecountofoccurrenceswithintheclassinterval.(Note:frequencyshouldsumtototaldataset)BrigadeFieldExerciseDataof50Shots(Inches)EXAMPLEMidpointsare102,103,etc……Thenumberoftimesvaluesfallwithinin