新六西格瑪培訓(xùn)教材

新六西格瑪劉建勇博士Dr.JimLiu挑戰(zhàn)挑戰(zhàn)Challenge快!快!快！Bequick!變！變！變!持續(xù)進(jìn)步Change!ContinuousImprovement1.質(zhì)量2.Quality3.質(zhì)量和Quality

取勝法寶KeystoSuccess美國國家品質(zhì)獎(jiǎng)情，理，法法，理，情QSPersonalRationalLawandLawandRationalPersonal

不同的法則DifferentPhilosophiesThenandNow1986 SixSigmamethodologyintroducedatMotorola1987 SixSigmaby1992goalwasset1988MalcolmBaldrigeNationalQualityAward1991BlackBeltInitiativeintroduced199210Xdefectreductionevery2years,cycletimeevery5years1998CorporateRenewal1999

RulesofEngagement,Performance Excellence,BalancedScorecard2000

BlackBeltInitiativeAcceleratedMotorola’sPerspective2003

DigitalSixSigma2002

MalcolmBaldrigeNationalQualityAward1987 制定1992應(yīng)達(dá)到的西格瑪目標(biāo)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(jiǎng)1990在全公司開展“顧客完全滿意小組過程”和“黑帶計(jì)劃”1992每兩年減少缺陷十倍，每五年一個(gè)周期。1997五個(gè)“9”：系統(tǒng)可用性。1999公司革新 2000

行為準(zhǔn)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(jiǎng)2003

數(shù)字化的六西格碼淨(jìng)營收(十億美元)14%24%16%14%4%18%28%31%22%9%摩托羅拉年度營業(yè)額

AnnualrevenuesbyyearBUS$西格瑪(Sigma)我們從“六西格瑪”(SixSigma)作為一項(xiàng)衡量開始。西格瑪是一項(xiàng)利用統(tǒng)一衡量尺度對(duì)“完好度”的衡量。西格瑪提供一種衡量改進(jìn)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(jī)會(huì)的一切內(nèi)容。它衡量的對(duì)象其實(shí)就是在一百萬次機(jī)遇中，有多少次沒有達(dá)到顧客的要求（即缺陷）。值得慶幸的是，一百萬只是一個(gè)衡量系數(shù)，我們用不著等到生產(chǎn)出一百萬只咖啡杯才開始計(jì)算西格瑪水平。西格瑪級(jí)別(SigmaLevel)西格瑪水平與改進(jìn)后的完好度水平有關(guān)。要達(dá)到“三西格瑪”水平，我們?cè)谝话偃f次機(jī)會(huì)中只能允許66,811個(gè)缺陷。而在“五西格瑪”水平中，我們只允許233個(gè)缺陷。

不同西格瑪水平之間的差異并不是簡單地對(duì)半削減缺陷數(shù)量。西格瑪水平每升高一級(jí)，缺陷數(shù)量都指數(shù)級(jí)地減少。

MeasurementandMethodology“Sigma”

isameasurementscaleuponwhichimprovementscanbegauged.“SixSigma”

isanoverallmethodologythatdrivesbusinessimprovement.六西格瑪瑪定義DefinitionofSixSigmaWhateverwedo,Themaximumerrornumberwhichisallowedtomakeshouldnotgobeyond3.4timesamong1,000,000opportunities.無論做什什么，在在1百萬萬次出錯(cuò)錯(cuò)機(jī)會(huì)中中，所允允許出現(xiàn)現(xiàn)的錯(cuò)誤誤為3.4次次六西格瑪瑪與每百百萬機(jī)遇遇3.4個(gè)缺陷(DPMO)相對(duì)應(yīng)。。六西格瑪瑪統(tǒng)計(jì)定定義正態(tài)分布布居中1.5Sigma偏移六西格瑪瑪:目目標(biāo)SixSigma:GoalSigmadpmoDefectRate缺陷率2s308,5381in33s66,0001in154s6,2101in1605s2331in4,3006s31in300,000dpmo:defectspermillionopportunities每百萬次次中的缺缺陷數(shù)10,000X一個(gè)術(shù)語語,兩兩種意義義什么是“六西格瑪”(SixSigma)?你可能在兩方面聽到人們使用這一術(shù)語——作為一項(xiàng)衡量內(nèi)容和作為一種方法。區(qū)分這兩者對(duì)于我們理解“六西格瑪”有著至關(guān)重要的意義。“六西格瑪”(SixSigma)衡量:以西格瑪為尺度的衡量水平，其中西格瑪是對(duì)完好度的一項(xiàng)衡量內(nèi)容。相當(dāng)于百萬之3.4的缺陷率。“六西格瑪”(SixSigma)方法:全面改進(jìn)業(yè)務(wù)的方法。通過降低缺陷、加工周期、對(duì)環(huán)境的影響和其他不必要的波動(dòng)來推業(yè)務(wù)過程的改進(jìn)。今天的六六西格瑪瑪SixSigmaTodayAcomprehensive,flexiblesystemforachieving&maximizingbusinesssuccessthroughthoroughlyunderstandingcustomerneeds,adisciplineduseoffacts&data,anddiligentattentiontoimprovingandre-inventingprocesses.CostreductionImprovedproductivityMarket-sharegrowthCustomerretentionCycle-timereductionDefectreduction/eliminationCulturechangeProduct/servicedevelopmentBusinessSuccessFactors成功因素素成本下降降生產(chǎn)率提提高市場占有有率增長長顧客維持持周期縮短短缺陷減少少/消除除文化變革革產(chǎn)品/服服務(wù)開拓拓是一個(gè)全全面的柔柔性系統(tǒng)統(tǒng)，通過過充分理理解客戶戶需求，，嚴(yán)謹(jǐn)?shù)氐厥褂檬率聦?shí)和數(shù)數(shù)據(jù)，勤勤奮地注注意改進(jìn)進(jìn)和重新新創(chuàng)造程程序，來來最大程程度的達(dá)達(dá)成生意意的成功功。六西格瑪瑪?shù)母镄滦翿enovationofSixsigma數(shù)碼六西西格瑪(DigitalSixSigma)是對(duì)摩托托羅拉經(jīng)經(jīng)典業(yè)務(wù)務(wù)改進(jìn)方方法的一一次重大大革新。。數(shù)碼六六西格瑪瑪是一次次巨大的的改進(jìn)，，因?yàn)樗梢砸灰粍谟酪菀莸囟沤^絕釀成缺缺陷的變變因。通通過實(shí)施施可重復(fù)復(fù)使用的的網(wǎng)絡(luò)化化改進(jìn)，，數(shù)碼六六西格瑪瑪徹底底消滅了了缺陷。。AkeyinnovationtoMotorola'sclassicbusinessimprovementmethodisDigitalSixSigma.DigitalSixSigmaisadramaticimprovement,becauseitpermanentlyeliminatestargetedsourcesofvariationthatcausedefects.Byimplementingreusableweb-enabledimprovements,DigitalSixSigmaeradicatesdefectsfromthefaceoftheearth.數(shù)字化Digitalization摩托羅拉拉的數(shù)字字化改進(jìn)進(jìn)工作帶帶來一整整套新的的更好方方法、工工具和技技巧。這這方面的的工作包包括：由于有了了上述改改進(jìn)，今今天“六六西格瑪瑪”(SixSigma)比比以往任任何時(shí)間間都更加加功能強(qiáng)強(qiáng)大，更更加適用用于當(dāng)今今動(dòng)蕩的的業(yè)界環(huán)環(huán)境。e-Training：在短短短幾個(gè)個(gè)月而不不是幾年年時(shí)間里里，培訓(xùn)訓(xùn)和測試試數(shù)以千千計(jì)員工工的能力力。e-Processes:隨隨時(shí)處處于掌控控之中的的數(shù)字化化改進(jìn)措措施。e-Tools:網(wǎng)網(wǎng)上調(diào)查查、模擬擬程序及及各種歸歸納工具具可以對(duì)對(duì)“六西西格瑪””過程的的眾多階階段進(jìn)行行改進(jìn)。。e-Tracking:監(jiān)監(jiān)督所有有重要業(yè)業(yè)務(wù)度量量及其附附屬改進(jìn)進(jìn)項(xiàng)目的的能力。。e-Visibility/Control:監(jiān)監(jiān)督所所有重要要業(yè)務(wù)度度量及促促成如此此結(jié)果之之部門和和職能的的能力，，其中包包括正反反兩個(gè)方方面。Cp0.671.01.331.672.0Cpk0.170.50.831.171.5)DPMO(DefectsPerMillionErrorOpportunities業(yè)界標(biāo)桿桿一般公司司baggagehandling:3.5sigma行李傳送送國內(nèi)航班班為什么要要推行六六西格瑪瑪WhySixSigma?持續(xù)進(jìn)步步及競爭爭的需要要TherequirementofCIandcompletion建立共同同語言Setupcommandlanguage數(shù)據(jù)驅(qū)動(dòng)動(dòng)進(jìn)步Datadriven為什么要要推行六六西格瑪瑪WhySixSigma?解決問題題的方法法與思路路Themethodologyofproblemsolving掌握通用用工具40多個(gè)Commandthetools客戶導(dǎo)向向CustomerfocusTheCurrentSituation目前狀況況CycleTime運(yùn)轉(zhuǎn)周期期CustomerSatisfaction顧客滿意意(PhoneRingsAgain)ContinuousImprovement持續(xù)改進(jìn)進(jìn)GambaKaizen5sTPMCOQTCM為什么要要推行六六西格瑪瑪WhySixSigma?SkyToweronTomorrow明天的大大廈CustomerSatisfaction顧客滿意意(PhoneRingsAgain)Cost費(fèi)用Service服務(wù)System系統(tǒng)Management管理Delivery交付Quality質(zhì)量ContinuousImprovement持續(xù)改進(jìn)進(jìn)CycleTime運(yùn)轉(zhuǎn)周周期6Sigma6西格瑪Managementteam’’sCommitment&consensus管理層的的承諾與與一致全體管理理團(tuán)隊(duì)的的共識(shí)訂貨鈴不不斷響起為什么要要推行六六西格瑪瑪WhySixSigma?持續(xù)進(jìn)步步的路標(biāo)標(biāo)RoadmapofCIControlSystemISO9002ISO9001QS9000ISO140005SEHSTPMGK/LeanSPCTCMTQM1997199819992000200120026-SigmaCOQMRP-IIOrERP控制系統(tǒng)Digital6Sigma我們的經(jīng)經(jīng)驗(yàn)教訓(xùn)訓(xùn)WhatWe’veLearned……It’sallaboutdeliveringbusinessresults!Achievingsustainablebusinessimprovementrequiresintegratedteameffortslinkedtobusinesspriorities.通過團(tuán)隊(duì)隊(duì)對(duì)重大大的問題題進(jìn)行快快速的解解決,得得到持續(xù)續(xù)的財(cái)務(wù)務(wù)結(jié)果!六西格瑪瑪領(lǐng)導(dǎo)方方針“六西格格瑪領(lǐng)導(dǎo)導(dǎo)方針””包括以以下內(nèi)容容：TheSixSigmaLeadershipPrinciplesincludethefollowing:Align(結(jié)合)Mobilize(動(dòng)員)Accelerate(催化)Govern(治理)THESIXSIGMALEADERSHIPPRINCIPLESThePeopleWhoMakeitHappen:HandsonChampionsMasterBlackBeltsBlackBeltsSixSigmaProjectVPGreenBeltsAllEmployeesCEOSixSigmaExecutiveSponsor六西格瑪瑪項(xiàng)目參參與人員員大師級(jí)黑帶MasterBlackBelt-黑帶和高級(jí)管理層顧問BlackBeltandSeniorManagementConsultant綠帶

GreenBelt黑帶BlackBelt

-團(tuán)隊(duì)成員與實(shí)施者

TeamMemberandPractitioner

-團(tuán)隊(duì)領(lǐng)導(dǎo)與統(tǒng)計(jì)顧問TeamLeaderandStatisticalConsultant綠/黑帶帶的作用用與等級(jí)級(jí)RoleandlevelofGB/BB領(lǐng)導(dǎo)層所所面臨的的挑戰(zhàn)–將重重點(diǎn)聚焦焦在巨大大的“Y”上Y關(guān)鍵性的成果哪些活動(dòng)使你可以實(shí)現(xiàn)這些成果？=

f

(x1,x2,x3...)持續(xù)的支持與評(píng)審六西格瑪項(xiàng)目選擇“Linkactionsto

criticalresults!”Simplifythegame!Whatdoyouwanttoimprove?Whatactionswillgetyoutherethefastest?Y=f(x1,x2,x3...)CoreSixSigmaBusinessImprovementCampaignPrinciple平衡記分分卡是SixSigma業(yè)務(wù)改進(jìn)進(jìn)運(yùn)動(dòng)的的基石戰(zhàn)略與目目標(biāo)本年度創(chuàng)創(chuàng)意戰(zhàn)略方向向願(yuàn)景:我們的首要目目的———我們?nèi)绾蜗蝾櫩吞峁﹥r(jià)值。使命:我們?yōu)檎l服務(wù)，我們提供哪些些服務(wù)，我們?nèi)绾螌?shí)現(xiàn)競爭爭優(yōu)勢(shì)。戰(zhàn)略目標(biāo):為實(shí)現(xiàn)願(yuàn)願(yuàn)景我們必須完成的目目標(biāo)。提出或突突破創(chuàng)意為在今天獲得成功，，我們需要採取哪些行行動(dòng)。超越創(chuàng)意:為在未來取得成功功我們需要採取哪些行行動(dòng)?？冃Ш饬苛繕I(yè)務(wù)過程程業(yè)務(wù)成果顧客與市場培訓(xùn)與發(fā)展展內(nèi)部業(yè)務(wù)財(cái)務(wù)為建立實(shí)現(xiàn)我們戰(zhàn)略目標(biāo)所需的能能力，我我們需要採取哪些行行動(dòng)目標(biāo)：實(shí)際：度量目標(biāo)：實(shí)際：度量目標(biāo)：實(shí)際：度量目標(biāo)：實(shí)際：度量TheCornerstoneofaSixSigmaBusinessImprovementCampaignisaBalancedScorecardStrategies&ObjectivesCurrentYearInitiativesSTRATEGICDIRECTIONVision:Ouroverridingpurpose–howwewilldelivervaluetocustomers.Mission:Whoweserve,whatservicesweprovideandhowweachievecompetitiveadvantageStrategicObjectives:Goalswemustaccomplishtoachieveourvision.MakeorBreakInitiatives:Whatweneedtodotobesuccessfultoday.BreakawayInitiatives:WhatweneedtodotobesuccessfulinthefuturePERFORMANCEMEASUREMENTBusinessProcessesBusinessResultsCustomer&MarketLearning&GrowthInternalBusinessFinancialWhatweneedtodotobuildthecapabilitytoachieveourstrategicobjectives.Goal:Actual:MetricGoal:Actual:MetricGoal:Actual:MetricGoal:Actual:MetricBethemarketleaderinprovidingsuperiorwirelessproductsandsolutions……LeadInternettowireless.Drivesuccessbyexceedingtheexpectationsofcustomers,consumers,shareholdersandco-workersCustomer,consumer&shareholderdrivenemployeeswinningthroughthe4Es+1;Recognizing&celebratingsuccesses.OneMotorola/OnePCSCULTURE:FullylinktheFrontEndexperienceandplanningprocessDevelopameasurementandensuredifferentialinvestmentforMostEffectiveTalentEnsureMostEffectiveTalentoccupyMostLeveragedPositionsPERFORMANCEMEASUREMENTBusinessProcessesBusinessResults2002PERFORMANCEEXCELLENCESCORECARDPCSRev2.7StrategicObjectivesCurrentYearInitiativesSTRATEGICDIRECTIONVISION:MISSION:FINANCIALDeliverstrongfinancialresultsCUSTOMER&MARKETDelightcustomersandbecomethecovetedsupplierbyalltop25customersOPERATIONAL&PEOPLETransformtheorganizationtoPerformanceExcellenceMotivateemployeesandcreateapositiveworkenvironmentBuildactivecommunityinvolvementFINANCIALImproveTotalCostCompetitivenessofproductsImproveoverallabilitytodeliverEnd-to-Endsolutions,contentandapplicationsCUSTOMER/CONSUMER&MARKETDefineanddevelopCompellingProductsandSignatureExperiencesImprovecustomerrelationshipsthroughoperatorpartneringandcustomizationDriveandsustainconsumerdemandandpull-throughprogramsandincreasetheeffectivenessofco-marketingwithoperatorsanddistributorsSubstantiallyenhancethevalueandimpactoftheMotorolaBrandInvestininnovationtoleveragetechnologyadvancementsandarchitecturetoimprovemarket/customerresponsivenessOPERATIONAL&PEOPLEMakethematrixorganizationworkMakeSixSigma““TheWayWeWork”ineverythingwedoDramaticallyimprovesoftwarecapability&qualitySTRATEGICPLANNINGCUSTOMER&MKTFOCUSHUMANRESOURCEFOCUSPROCESSMGMTLEADERSHIPINFORMATION/ANALYSISImproveEnd-to-EndsellingcapabilitiesonAccountTeamsImproveS&OPProcessDrivedevelopmentanddifferentialinvestmentsinhumanassets,byimplementingtheOrganizationVitalityProcessInstitutionalizeM-GatesacrossallprojectsImplementYEAR1NextGenerationSupplyChainprojectsDeployTimeTrackingSystem(Primavera)acrossPCSFINANCIALMakeTheNumbersPBTSales:Device&Non-deviceCashFlowCUSTOMER/CONSUMER&MARKETIncreaseMarketShare20%movementinCustomerSatisfaction-Top2BoxesImproveconsumer&POSequityby11.5%intop11countriesOPERATIONAL30%complexityreductionbyYE&all2003NPI'sachievecomplexityindexof<1.00%slippageonnewproductintroductionlaunches90%On-timeDeliveryPerformance(CRSD)AchieveSEIlevel-3&75%improvementinsoftwaredefects25%ReductioninCostofPoorQualityAchievetop1or2suppliersatisfactionstatusPEOPLE15%movementinemployeesatisfaction-Top2boxesscoreCommunityService––100,000hoursImplementkeyITtoolsandsystemstosupportthebusinessPEASSESSMENT20%Improvementover2000PerformanceFebruary18,2002LANAPCSAsiaEMEATPRGWWSCCSSPLMOtherSupportFunctionsMotorolaInternalUseOnlyFINAL樣本聯(lián)系目目標(biāo)及及業(yè)績績?cè)u(píng)估估標(biāo)準(zhǔn)準(zhǔn)公司計(jì)計(jì)分卡卡業(yè)務(wù)部部計(jì)計(jì)分卡卡第2列列項(xiàng)目目(當(dāng)前主主要業(yè)業(yè)務(wù))第3列列項(xiàng)目目(建立能能力)ScorecardSTRATEGICDIRECTIONPERFORMANCEMEASUREMENTStrategies&ObjectivesCurrent-YearInitiativesBusinessProcessesBusinessResultsScorecardScorecardScorecardProjectCharterProjectCharterProjectCharterProjectCharterProjectCharterProjectCharterProjectCharterProjectCharter完整的考察流程作用顯顯著的的項(xiàng)目目主要?jiǎng)?chuàng)意SWOT分析戰(zhàn)略目標(biāo)質(zhì)量規(guī)劃顧客需求形勢(shì)分析項(xiàng)目選選擇方方法團(tuán)隊(duì)名名稱TEAMNAMES摩托羅羅拉公公司六六西格格瑪方方法法的獨(dú)獨(dú)道之之處之之一是是針對(duì)對(duì)性團(tuán)團(tuán)隊(duì)策策略。。摩托托羅拉拉對(duì)業(yè)業(yè)務(wù)改改進(jìn)機(jī)機(jī)遇的的類型型進(jìn)行行分析析，同同時(shí)指指定一一個(gè)相相應(yīng)的的團(tuán)隊(duì)隊(duì)。根根據(jù)項(xiàng)項(xiàng)目的的類型型，摩摩托羅羅拉使使用以以下某某種團(tuán)團(tuán)隊(duì)：：OneoftheuniqueaspectsofMotorola'sSixSigmamethodologyisthe"appropriateteam"approach.Motorolalooksatthetypeofbusinessimprovementopportunityandassignsanappropriateteam.Dependingonthetypeofproject,Motorolaemploysoneofthefollowingteams:BlackBelt(黑帶)GreenBelt(黑帶)Breakthrough(突破)Blitz(突擊)BlackBelt:BlackBeltteamsareledbyaBlackBelt,andmayhaveGreenBeltsandfunctionalexpertsassignedtocomplex,high-impactprocessimprovementprojectsordesigningnewproducts,services,orcomplexprocesses.GreenBelt:ComprisedoffunctionalprocessexpertsandtypicallyledbyaGreenBelt,GreenBeltteamstacklelesscomplex,high-impactprocessimprovementprojects.Breakthrough:Breakthroughteamsaretypicallyusedtodefinelow-complexity,newprocesses.Blitz:Blitzteamsareputinplacetoquicklyexecuteimprovementsproducedbyotherprojects.TheseteamscanalsoimplementDMADDDasrequired.MatchingTeams,ProjectsandTeamProcessesTeamsmustorganizetheirworkaroundthemosteffectivemethodologyforthetask.Difficulty/ComplexityImpactBreakthroughWorkoutTeamsSixSigma?ImprovementTeamsActionWorkout?

TeamsAVOIDEmpoweredProblemSolvingTeamsBreakthroughWorkoutTeams難度/復(fù)雜性BreakthroughWorkoutTeams六西格瑪黑帶小組實(shí)施團(tuán)隊(duì)避免授權(quán)的攻關(guān)小組綠帶小組團(tuán)隊(duì)、項(xiàng)項(xiàng)目和團(tuán)團(tuán)隊(duì)過程程的匹配配團(tuán)隊(duì)必須須圍繞完完成該任任務(wù)最為為有效的的方法來來安排自自己的工工作。影響團(tuán)隊(duì)作用用TEAMROLES"六西格瑪瑪"(6Sigma)中內(nèi)含許許多角色色。"BlackBelt(黑帶)"是內(nèi)部的的六西格格瑪從業(yè)業(yè)者，具具備應(yīng)用用于多種種統(tǒng)計(jì)學(xué)學(xué)方法的的技能。。"GreenBelt(綠帶)"擔(dān)負(fù)著許許多與"BlackBelt(黑帶)"相同的作作用，但但是他們們的工作作不需要要那么復(fù)復(fù)雜的分分析。WithinSixSigma,manyrolesexist.BlackBeltsareinternalSixSigmapractitioners,skilledintheapplicationofrigorousstatisticalmethodologies.GreenBeltsperformmanyofthesamefunctionsasBlackBelts,buttheirworkrequireslesscomplexanalysis.GreenBeltsandBlackBeltsworktogether,alongwithadditionalsupport,onSixSigmaimprovementprojects.WithinthetypicalSixSigmaproject,fourrolesexist:Sponsor(發(fā)起人)Champion(負(fù)責(zé)人)TeamLeader(團(tuán)隊(duì)領(lǐng)隊(duì)隊(duì))TeamMember(團(tuán)隊(duì)成員員)全面業(yè)務(wù)務(wù)評(píng)審中中的職責(zé)責(zé)重點(diǎn)在于于影響大大的變革革目標(biāo)。。進(jìn)行持續(xù)續(xù)不懈的的嚴(yán)謹(jǐn)評(píng)評(píng)審。努力按期期執(zhí)行。。每月項(xiàng)目評(píng)評(píng)審摩托羅拉拉記分牌牌戰(zhàn)略與目目標(biāo)本年度創(chuàng)創(chuàng)意業(yè)務(wù)過程程業(yè)務(wù)成果果戰(zhàn)略方向向業(yè)績衡量量目標(biāo):實(shí)際度量目標(biāo):實(shí)際度量目標(biāo):實(shí)際度量目標(biāo):實(shí)際度量DMAIC記分牌度度量度量目標(biāo):實(shí)際:本周成績:主要發(fā)現(xiàn):問題與障礙:下一步:冠軍評(píng)論:西格瑪目標(biāo)(CCR)單純信息采集集分析系系統(tǒng)Information(Data)CollectionSystem測量設(shè)備備的精準(zhǔn)準(zhǔn)性Measurementsystemaccuracyandprecision統(tǒng)計(jì)過程程控制StatisticalProcessControl全面預(yù)防防維護(hù)TotalPreventionMaintenance六西格瑪瑪推進(jìn)策策略SixSigmaImplementationStrategy制造過程程特征化化ProcessCharacterization制造過程程優(yōu)化ProcessOptimization供應(yīng)鏈管管理SupplierManagementbythesixSigmamethodologyMeasureEverythingThatResultsInCustomerSatisfaction“METRICS”“指標(biāo)”數(shù)據(jù)驅(qū)動(dòng)動(dòng)進(jìn)步DataDriven測量影響響客戶滿滿意的所所有因素素描述記數(shù)型計(jì)量型“突破””工具具箱‘Breakthrough’’Toolbox每個(gè)項(xiàng)目目用同樣樣的工具具EveryProject:samemethod&tools六西格瑪瑪培訓(xùn)Six-SigmaTrainingTeamingProjectManagementSoftwareLeanStatisticsDOESPC建立團(tuán)隊(duì)隊(duì)項(xiàng)目管理理軟件統(tǒng)計(jì)試驗(yàn)設(shè)計(jì)計(jì)統(tǒng)計(jì)過程程控制纖細(xì)化化化六西格瑪瑪培訓(xùn)核心心內(nèi)容KeyContentsofSixSigmaTraining統(tǒng)計(jì)知識(shí)識(shí)的層次次(針針對(duì)一制制程)LevelofStatisticalKnowledge僅有經(jīng)驗(yàn)驗(yàn)-沒有有數(shù)據(jù)ExperienceOnly-NoDate數(shù)據(jù)采集-看看看數(shù)據(jù)CollectData-ReadData整合數(shù)據(jù)-圖,表表AnalyzeData-Chart,Graph描述統(tǒng)計(jì)計(jì)-平均均值,方方差StatisticalDescription-Mean,Variation特征統(tǒng)計(jì)計(jì)-Cp/Cpk,曲曲/直線線擬合StatisticalCharacteristic--Cp/Cpk控制統(tǒng)計(jì)計(jì)-SPC控控制圖StatisticalControl--SPCControlChart預(yù)示統(tǒng)計(jì)計(jì)-變量分析析,實(shí)驗(yàn)驗(yàn)設(shè)計(jì)線線性或多多元回歸歸StatisticalPrevention–VariationAnalysis,DOE成套分析析工具ANALYTICTOOLSETS由于改進(jìn)機(jī)遇和團(tuán)隊(duì)千差萬別，所以各團(tuán)隊(duì)采用的策略也各不相同。Sinceimprovementopportunitiesandteamsdiffer,itstandstoreasonthattheapproachemployedbythoseteamsdiffersaswell.特定類型的問題需要特定類型的分析工具。下圖對(duì)這些成套的工具進(jìn)行總結(jié)。Certaintypesofproblemsrequirecertaintypesofanalytictools.Thesetoolsetsaresummarizedonthischart.分析工具常見用途FordGlobal8D用于將績效恢復(fù)到以前的水平。DMADV用于新的過程、產(chǎn)品或服務(wù)

主動(dòng)而不是被動(dòng)

亦稱之為DFSS(為六西格瑪而設(shè)計(jì))DMAIC用于達(dá)到前所未有的績效水平。

GreenBelt(綠帶)使用的成套工具DMADDD用于促進(jìn)某一過程的節(jié)約增效。AnalyticToolSetCommonUseFordGlobal8DNeedtobringperformancebacktoalevelatwhichithadpreviouslybeenDMADVNeedanewprocess,product,orservice

Proactive,notreactive

AlsocalledDFSS(DesignforSixSigma)DMAICNeedtoreachlevelsofperformanceneverbeforeseen

ToolsetusedbyGreenBeltsandBlackBeltsDMADDDNeedtodrivethecostoutofaprocessandimproveefficiencyDMAICDMAIC是一整套常被"GreenBelt(綠帶)"和"BlackBelt(黑帶)"使用的工具。DMAIC與其他工具集類似，由一個(gè)明確的、多階段的過程組成。DMAICisthetoolsetcommonlyusedbyGreenBeltsandBlackBelts.Liketheothertoolsets,DMAICiscomprisedofadefined,multi-phaseprocess.下圖列出模型的五大階段及各階段的基本目標(biāo)。針對(duì)該過程中的每一個(gè)階段，各自有一套具體的活動(dòng)、解決具體問題的工具與技巧，以及應(yīng)實(shí)現(xiàn)的主要內(nèi)容。

Andforeachphaseintheprocess,asetofspecificactivities,problem-specifictoolsandtechniques,andkeydeliverablesareinvolved.

ThefollowingchartliststhefivestagesoftheDMAICmodelandthefundamentalobjectivesforeachphase.階段基本目標(biāo)界定--什么是最重要的?定義項(xiàng)目目標(biāo)和應(yīng)向內(nèi)部及外部顧客提供的內(nèi)容。衡量--我們現(xiàn)在做得怎么樣?對(duì)過程進(jìn)行衡量，確定當(dāng)前分析--錯(cuò)在哪里?分析并確定缺陷的根本原因。改進(jìn)--需要采取哪些措施?通過永久性地消除缺陷來改進(jìn)本過程。控制

--我們?nèi)绻ＷC工藝水平?我們?nèi)绻ＷC工藝水平PhaseFundamentalObjectiveDefine--Whatisimportant?Definetheprojectgoalsandcustomerdeliverables(internalandexternal)Measure--Howarewedoing?MeasuretheprocesstodeterminecurrentperformanceAnalyze--Whatiswrong?Analyzeanddeterminetherootcause(s)ofthedefectsImprove--Whatneedstobedone?ImprovetheprocessbypermanentlyremovingthedefectsControl--Howdoweguaranteeperformance?Controltheimprovedprocess’sperformancetoensuresustainableresultsContinuousImprovementRoadmapProcessCharacterizationFlowchartPrioritizeOpportunitiesforimprovementSelectteamProcessMappingDefinethecriticalcharacteristicPerformGaugeR&RCapable?ImprovementmeasurementPerformaprocesscapabilitystudyStable&capableControlOptimizationImplementtotalprocesscontrolInstitutionalizationWhat?Why?ToworkoncriticalbusinessissuesToselectacrossfunctionteamTomaptheprocess(asis&shouldbe)Toidentify&definemajorproduct,processandmachineparametersToquantifythemeasurementerrorToassessprocessstability&estimateprocessmean&variationTocompareprocessperformancetocustomerrequirementsToidentifycause&effectrelationshipsToimplementpreventiveprocedures&stepstoassureastable&highperformanceprocessToimplementbestpractices&standardsToleverageresourcesToexpandknowledge&creativityTogetavisualpictureoftheprocessTouse80/20principle(80%oftheperformancewillbecontrolledby20%oftheparameters)Toverifythemeasurementvariationislessthan10%oftheprocessvariationorspec.ToverifytheprocessisstableToestimatetheprocessmean/variationTocomparetheprocessperformancetospec.TofindimportantinputvariablesToassureproactive&preventivethinkingisimplementedToassureestprocessmonitoringTolayoutC/AprocedureupfrontToimplementwhatwaslearnedacrossBU持續(xù)進(jìn)步步的路徑徑步驟流程為什么?對(duì)可能改進(jìn)的機(jī)會(huì)優(yōu)先排續(xù)組建團(tuán)隊(duì)流程梳理確定過程主要特征進(jìn)行測量系統(tǒng)的研究（GR&R）合格?改進(jìn)的測量系統(tǒng)進(jìn)行工藝能力研究穩(wěn)定&可靠?優(yōu)化控制實(shí)施完全流程控制標(biāo)準(zhǔn)化,制度化什么?關(guān)鍵性業(yè)務(wù)問題組建跨職能團(tuán)隊(duì)梳理流程(現(xiàn)狀及應(yīng)該的)確定主要產(chǎn)品,流程及機(jī)器參數(shù)量化測量錯(cuò)誤評(píng)估流程穩(wěn)定性并預(yù)測流程平均值及變異比較流程性能及客戶需求確定因果關(guān)系實(shí)施預(yù)防步驟以保證流程的穩(wěn)定與高效實(shí)施最佳的方案及標(biāo)準(zhǔn)資源平衡擴(kuò)展知識(shí)及創(chuàng)造力拿到看得見的流程圖使用80/20原則(80%的行為由20%的參數(shù)控制)核實(shí)測量的變異少于流程或規(guī)格變異的10%.核實(shí)流程是否穩(wěn)定預(yù)測流程的平均值/變量對(duì)比規(guī)格與實(shí)際運(yùn)作發(fā)現(xiàn)重要變量保證積極的可預(yù)防的思維得到實(shí)施保證流程的可監(jiān)控性從最開始就安排C/A步驟實(shí)施以學(xué)到的最佳方案如何實(shí)現(xiàn)現(xiàn)六西格格瑪HowtoAchieveSixSigma?USLTLSLTUSLLSLUSL’LSL’USLTLSLKnowingtherootcauseisthekey,Ifyouknowit,youwillcontrolit關(guān)鍵是了了解根因因(主主要因子子)Eliminateabnormalfailureduetospecialreason.By:Kaizen,TCM,TPM消除不正正常缺陷陷分布居中2. Hittothetarget.By:GR&R,Statistic,Cpk.減少變異3. ReduceVariaranceBy:DOE,ANOVA分散和趨趨中的影影響TheImpactfromSpreadandLocationLSLUSLTargetLSLUSLTargetLSLUSLTargetLSLUSLTargetCpk=2.0Cpk=1.5Cpk=1.0Cpk=0.5LSLUSLTargetLSLUSLTargetLSLUSLTargetLSLUSLTarget分析及改改進(jìn)AnalysisandImprovement制成的四種狀態(tài)

The4statusofProcessCpk>1.33Cpk<1.33Cp>2Cp<2.

.

.

.Cp=Cpk(1-k)黑帶的發(fā)發(fā)展

PerformanceExcellenceBlackBeltProgramExceedingCustomerExpectationsSixStepstoSixSigmaProblemSolvingStrategiesandToolsContinuousImprovementCurriculum(CIC)圖表的探測地交互式的多項(xiàng)比較度量系統(tǒng)分析質(zhì)量控制實(shí)驗(yàn)設(shè)計(jì)和最優(yōu)化確認(rèn)問題收集數(shù)據(jù)分析數(shù)據(jù)解釋數(shù)據(jù)匯報(bào)分析提出建議實(shí)施行動(dòng)監(jiān)察和控制ProblemIdentificationCollectDataAnalyzeDataInterpretDataReportAnalysisMakeRecommendationImplementationofActionMonitoring&ControlGraphicalExploratoryInteractiveMultipleComparisonsMeasurementSystemsAnalysisQualityControlExperimentalDesignandOptimization持續(xù)進(jìn)步步的路徑徑(續(xù))ContinuousImprovementRoadmap（Cont’d））六西格瑪瑪持續(xù)改改進(jìn)課程程表SixsigmaCICurriculumStatisticalApproachtoSixSigma(CIC1141&1142)FoundationsofSixSigma&theDMAICModel(CIC1157)GreenBeltProgramBlackBeltProgramMasterBlackBeltBenchmarking(CIC540)Teaming(TBD)CycleTimeReduction&Map.Workshop(CIC850)QualityFunctionDeployment(CIC1070,1071)BusinessSkills(TBD)BuildingOrganization-WideCapability...tosupportaSixSigmaCampaignLeadershipJumpstartEvent(2days)-alignwithbusinessstrategy-securecommitment,prioritizeandresourceprojectsSeniorLeadershipTeamFoundationsTraining–OrganizationWideBlackBeltCandidatesChampionsSixSigmaBlackBeltTraining(20days)prepareBlackBeltstoleadSixSigmaimprovementteamsequipBlackBeltswithSPCtoolsandtechniquesSixSigmaManagementTraining(3days)equipresultsownerstomanageinSixSigmaenvironmentsensuretheadvancementoftheimprovementprojectsGreenBeltsSixSigmaGreenBeltTraining(5days)prepareteammemberstoexecuteprojectactivitiesprovidesolidfoundationofimprovementprocessesandtools提高整個(gè)個(gè)組織的的實(shí)力支持六西西格瑪運(yùn)運(yùn)動(dòng)領(lǐng)導(dǎo)人才助推活動(dòng)

(2天)-與業(yè)務(wù)戰(zhàn)略取得統(tǒng)一-為項(xiàng)目而保證承諾，安排重點(diǎn)，提供資源

高級(jí)領(lǐng)導(dǎo)團(tuán)隊(duì)基礎(chǔ)培訓(xùn)——全組織黑帶候選人帶頭人六西格瑪黑帶培訓(xùn)(20天)

教會(huì)“黑帶”如何領(lǐng)導(dǎo)六西格瑪改進(jìn)團(tuán)隊(duì)。

為“黑帶”提供SPC工具和技巧。

六西格瑪管理培訓(xùn)(2天)

為成果所有者在“六西格瑪”環(huán)境中進(jìn)行管理創(chuàng)造條件。

保證改進(jìn)項(xiàng)目的進(jìn)行。綠帶六西格瑪綠帶培訓(xùn)(6天)

為團(tuán)隊(duì)成員執(zhí)行項(xiàng)目活動(dòng)創(chuàng)造條件。

為改進(jìn)過程提供堅(jiān)實(shí)基礎(chǔ)和工具。

六西格瑪瑪綠帶學(xué)學(xué)習(xí)班大大綱SixSigmaGreenBeltActionLearningPlan六西格瑪瑪基礎(chǔ)(FundamentaltoSixSigma)界定機(jī)遇遇(Define)1.1找出、排排序并選選擇改進(jìn)進(jìn)機(jī)遇。。1.2制定項(xiàng)目目團(tuán)隊(duì)?wèi)棏椪?.3組建有效效的團(tuán)隊(duì)隊(duì)1.4明確顧客客及顧客客需求1.5界定待改改進(jìn)的過過程并繪繪圖衡量業(yè)績績(Measure)2.1確定衡量量的內(nèi)容容2.2對(duì)衡量進(jìn)進(jìn)行管理理2.3認(rèn)識(shí)波動(dòng)動(dòng)2.4評(píng)估衡量量系統(tǒng)2.5確定過程程業(yè)績表表現(xiàn)分析機(jī)遇遇(Analyze)3.1找出潛在在的根本本原因3.2進(jìn)行失敗敗模式及及效果分分析(FMEA)3.3實(shí)施對(duì)比比法3.4進(jìn)行波動(dòng)源源（SOV）研究3.5進(jìn)行相關(guān)性性分析改進(jìn)業(yè)績(Improve)4.1提出解決方方案4.2解決方案的的排序與選選擇控制業(yè)績(Control)5.1制訂控制計(jì)計(jì)劃5.2實(shí)施過程控控制系統(tǒng)SixSigmaBlackBeltActionLearningPlanWeek1CoreContentDMAICMethodologyIdentifyingBusinessOpportunitiesCustomerRequirementsMappingProcessesEffectiveTeamsCriticalMeasuresMeasurementSystemsAnalysisProcessPerformanceMINITABSoftwareWeek2CoreContentRootCauseAnalysisProcessStratificationValidationofRootCausesComparativeMethodsSourcesofVariationFailureMode&EffectsAnalysisWeek4CoreContentResponseSurfaceMethodologyRecommendationsandChangePlansStatisticalProcessControlProcessCapabilityImplementationPlanningProcessIntegrationWeek3KeyDeliverablesDataAnalyses(Cont’’d)ValidatedRootCausesPotentialSolutionsSelectedSolutionsCommunicationPlanKeyDeliverablesProjectCharterActionPlansProcessMapsKeyProcessIndicatorsDataCollectionPlanMeasurementAnalysisBaselinePerformanceCoaching/ProjectWorkKeyDeliverablesCollectedDataDataAnalysesSourcesofVariationFMEAStudyCoreContentCorrelation&RegressionAnalysisDesignofExperimentsIdeaGenerationSolutionEvaluationandSelectionKeyDeliverablesPilotPlanControlPlanTrainingPlansImplementationPlansCoaching/ProjectWorkCoaching/ProjectWorkCoaching/ProjectWork六西西格格瑪瑪黑黑帶帶行行動(dòng)動(dòng)教教學(xué)學(xué)計(jì)計(jì)劃劃第1周周核心心內(nèi)內(nèi)容容DMAIC方法法找出出業(yè)業(yè)務(wù)務(wù)機(jī)機(jī)遇遇顧客客需需求求繪制制過過程程圖圖有效效的的團(tuán)團(tuán)隊(duì)隊(duì)主要要衡衡量量項(xiàng)項(xiàng)衡量量系系統(tǒng)統(tǒng)分分析析過程程業(yè)業(yè)績績MINITAB軟件件第2周周核心心內(nèi)內(nèi)容容根本本原原因因分分析析過程程整整理理根本本原原因因認(rèn)認(rèn)證證比較較法法波動(dòng)動(dòng)源源失敗敗模模式式與與效效果果分分析析第4周周核心心內(nèi)內(nèi)容容反應(yīng)應(yīng)表表面面法法建議議與與變變革革計(jì)計(jì)劃劃統(tǒng)計(jì)計(jì)過過程程控控制制過程程能能力力實(shí)施施規(guī)規(guī)劃劃過程程集集成成第3周周可實(shí)實(shí)現(xiàn)現(xiàn)的的主主要要內(nèi)內(nèi)容容數(shù)據(jù)據(jù)分分析析（（續(xù)續(xù)））經(jīng)認(rèn)認(rèn)證證的的根根本本原原因因可能能的的解解決決方方案案選中中的的解解決決方方案案交流流計(jì)計(jì)劃劃可實(shí)實(shí)現(xiàn)現(xiàn)的的主主要要內(nèi)內(nèi)容容項(xiàng)目目憲憲章章行動(dòng)動(dòng)計(jì)計(jì)劃劃過程程圖圖主要要過過程程指指標(biāo)標(biāo)數(shù)據(jù)據(jù)收收集集計(jì)計(jì)劃劃衡量量分分析析基準(zhǔn)準(zhǔn)業(yè)業(yè)績績輔導(dǎo)導(dǎo)/項(xiàng)項(xiàng)目目工工作作可實(shí)實(shí)現(xiàn)現(xiàn)的的主主要要內(nèi)內(nèi)容容收集集到到的的數(shù)數(shù)據(jù)據(jù)數(shù)據(jù)據(jù)分分析析波動(dòng)動(dòng)源源FMEA研究究核心心內(nèi)內(nèi)容容相關(guān)關(guān)分分析析與與回回歸歸分分析析實(shí)驗(yàn)驗(yàn)設(shè)設(shè)計(jì)計(jì)構(gòu)思思方案案評(píng)評(píng)估估與與選選擇擇可實(shí)實(shí)現(xiàn)現(xiàn)的的主主要要內(nèi)內(nèi)容容示范范計(jì)計(jì)劃劃控制制計(jì)計(jì)劃劃培訓(xùn)訓(xùn)計(jì)計(jì)劃劃實(shí)施施計(jì)計(jì)劃劃輔導(dǎo)/項(xiàng)目工工作輔導(dǎo)/項(xiàng)目工工作輔導(dǎo)/項(xiàng)目工工作KeytoSixSigmaSuccess成功的秘匙ThereisnomagicpillStrategiesfailwhenculturedoesn’tadapt.由于沒有文化化的支撐,才導(dǎo)致戰(zhàn)略的的失敗沒有魔術(shù)藥丸丸PersonalExperienceonSigmaImprovement從4西格瑪?shù)?西格瑪From4Sigmato6Sigma兩年行程（針對(duì)一個(gè)產(chǎn)品）TwoyearJourney:建立數(shù)據(jù)記錄及跟蹤系統(tǒng)Setupdatarecord&trackingsystem

格式，數(shù)據(jù)庫及條形碼跟蹤系統(tǒng)Format,databaseandbarcodetrackingsystem

無紙化信息LANPaperlessfloorinformationLANTPM和SPCTPMandSPC空余部分，固定設(shè)備PM以及Spareparts,fixturePMand機(jī)器零件庫存跟蹤數(shù)據(jù)庫Machinepiecepartsinventorytrackingdatabase工藝描述ProcessCharacterization(PC)通過設(shè)備，家族模式，缺陷模式Byequipment,bymodelfamily,bedefectmode工藝最優(yōu)化ProcessOptimization通過主要的機(jī)器Bycritical/majormachine通過少的CpK項(xiàng)目ByitemwithpoorCpk供應(yīng)商能力的提高Suppliercapabilityimp