品質管理制度1

SkyToweronTomorrow明天的大廈CustomerSatisfaction顧客滿意(PhoneRingsAgain)Cost費用Service服務System系統(tǒng)Management管理Delivery交付Quality質量ContinuousImprovement持續(xù)改進CycleTime運轉周期6Sigma6西格瑪Managementteam’sCommitment&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WhySixSigma?持續(xù)進步的路標RoadmapofCIControlSystemISO9002ISO9001QS9000ISO140005SEHSTPMGK/LeanSPCTCMTQM1997199819992000200120026-SigmaCOQMRP-IIOrERP控制系統(tǒng)Digital6Sigma我們的經(jīng)驗教訓

WhatWe’veLearned…It’sallaboutdeliveringbusinessresults!Achievingsustainablebusinessimprovementrequiresintegratedteameffortslinkedtobusinesspriorities.通過團隊對重大的問題進行快速的解決,得到持續(xù)的財務結果!

六西格瑪領導方針“六西格瑪領導方針”包括以下內容：TheSixSigmaLeadershipPrinciplesincludethefollowing:

Align(結合)

Mobilize(動員)

Accelerate(催化)

Govern(治理)

THESIXSIGMALEADERSHIPPRINCIPLESThePeopleWhoMakeitHappen:HandsonChampionsMasterBlackBeltsBlackBeltsSixSigmaProjectVPGreenBeltsAllEmployeesCEOSixSigmaExecutiveSponsor六西格瑪項目參與人員大師級黑帶MasterBlackBelt-黑帶和高級管理層顧問BlackBeltandSeniorManagementConsultant綠帶

GreenBelt黑帶BlackBelt

-團隊成員與實施者

TeamMemberandPractitioner

-團隊領導與統(tǒng)計顧問TeamLeaderandStatisticalConsultant綠/黑帶的作用與等級RoleandlevelofGB/BB領導層所面臨的挑戰(zhàn)–將重點聚焦在巨大的“Y”上Y關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“Linkactionsto

criticalresults!”Simplifythegame!Whatdoyouwanttoimprove?Whatactionswillget

youtherethefastest?Y=f

(x1,x2,x3...)CoreSixSigmaBusinessImprovementCampaignPrinciple平衡記分卡是SixSigma業(yè)務改進運動的基石戰(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——我們如何向顧客提供價值。使命:我們?yōu)檎l服務，我們提供哪些服務，我們如何實現(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)務過程業(yè)務成果顧客與市場培訓與發(fā)展內部業(yè)務財務為建立實現(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&OPProcess

Drivedevelopmentanddifferentialinvestmentsinhumanassets,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)系目標及業(yè)績評估標準公司計分卡業(yè)務部計分卡第2列項目(當前主要業(yè)務)第3列項目(建立能力)ScorecardSTRATEGICDIRECTIONPERFORMANCEMEASUREMENTStrategies&ObjectivesCurrent-YearInitiativesBusinessProcessesBusinessResultsScorecardScorecardScorecardProjectCharterProjectCharterProjectCharterProjectCharterProjectCharterProjectCharterProjectCharterProjectCharter完整的考察流程作用顯著的項目主要創(chuàng)意SWOT分析戰(zhàn)略目標質量規(guī)劃顧客需求形勢分析項目選擇方法團隊名稱

TEAMNAMES摩托羅拉公司六西格瑪方法的獨道之處之一是針對性團隊策略。摩托羅拉對業(yè)務改進機遇的類型進行分析，同時指定一個相應的團隊。根據(jù)項目的類型，摩托羅拉使用以下某種團隊：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/復雜性BreakthroughWorkoutTeams六西格瑪黑帶小組實施團隊避免授權的攻關小組綠帶小組團隊、項目和團隊過程的匹配團隊必須圍繞完成該任務最為有效的方法來安排自己的工作。影響團隊作用TEAMROLES"六西格瑪"(6Sigma)中內含許多角色。"BlackBelt(黑帶)"是內部的六西格瑪從業(yè)者，具備應用于多種統(tǒng)計學方法的技能。"GreenBelt(綠帶)"擔負著許多與"BlackBelt(黑帶)"相同的作用，但是他們的工作不需要那么復雜的分析。

WithinSixSigma,manyrolesexist.BlackBeltsareinternalSixSigmapractitioners,skilledintheapplicationofrigorousstatisticalmethodologies.GreenBeltsperformmanyofthesamefunctionsasBlackBelts,buttheirworkrequireslesscomplexanalysis.

GreenBeltsandBlackBeltsworktogether,alongwithadditionalsupport,onSixSigmaimprovementprojects.WithinthetypicalSixSigmaproject,fourrolesexist:

Sponsor(發(fā)起人)

Champion(負責人)

TeamLeader(團隊領隊)

TeamMember(團隊成員)

全面業(yè)務評審中的職責重點在于影響大的變革目標。進行持續(xù)不懈的嚴謹評審。努力按期執(zhí)行。每月項目評審摩托羅拉記分牌戰(zhàn)略與目標本年度創(chuàng)意業(yè)務過程業(yè)務成果戰(zhàn)略方向業(yè)績衡量目標:實際度量目標:實際度量目標:實際度量目標:實際度量DMAIC記分牌度量度量目標:實際:本周成績:主要發(fā)現(xiàn):問題與障礙:下一步:冠軍評論:西格瑪目標(CCR)單純信息采集分析系統(tǒng)

Information(Data)CollectionSystem測量設備的精準性

Measurementsystemaccuracyandprecision統(tǒng)計過程控制

StatisticalProcessControl全面預防維護

TotalPreventionMaintenance六西格瑪推進策略SixSigmaImplementationStrategy制造過程特征化

ProcessCharacterization制造過程優(yōu)化

ProcessOptimization供應鏈管理

SupplierManagementbythesixSigmamethodologyMeasure EverythingThatResults InCustomerSatisfaction“METRICS”“指標”數(shù)據(jù)驅動進步DataDriven測量影響客戶滿意的所有因素描述記數(shù)型計量型“突破”工具箱

‘Breakthrough’Toolbox每個項目用同樣的工具EveryProject:samemethod&tools六西格瑪培訓Six-SigmaTrainingTeamingProjectManagementSoftwareLeanStatisticsDOESPC建立團隊項目管理軟件統(tǒng)計試驗設計統(tǒng)計過程控制纖細化化六西格瑪培訓核心內容KeyContentsofSixSigmaTraining統(tǒng)計知識的層次(針對一制程)LevelofStatisticalKnowledge僅有經(jīng)驗-沒有數(shù)據(jù)ExperienceOnly-NoDate數(shù)據(jù)采集-看看數(shù)據(jù)

CollectData-ReadData整合數(shù)據(jù)-圖,表

AnalyzeData-Chart,Graph描述統(tǒng)計-平均值,方差

StatisticalDescription-Mean,Variation特征統(tǒng)計-Cp/Cpk,曲/直線擬合

StatisticalCharacteristic--Cp/Cpk控制統(tǒng)計-SPC控制圖

StatisticalControl--SPCControlChart預示統(tǒng)計-變量分析,實驗設計線性或多元回歸

StatisticalPrevention–VariationAnalysis,DOE成套分析工具ANALYTICTOOLSETS由于改進機遇和團隊千差萬別，所以各團隊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。下圖對這些成套的工具進行總結。Certaintypesofproblemsrequirecertaintypesofanalytictools.Thesetoolsetsaresummarizedonthischart.

分析工具常見用途FordGlobal8D用于將績效恢復到以前的水平。DMADV用于新的過程、產(chǎn)品或服務

主動而不是被動

亦稱之為DFSS(為六西格瑪而設計)DMAIC用于達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。針對該過程中的每一個階段，各自有一套具體的活動、解決具體問題的工具與技巧，以及應實現(xiàn)的主要內容。

Andforeachphaseintheprocess,asetofspecificactivities,problem-specifictoolsandtechniques,andkeydeliverablesareinvolved.

ThefollowingchartliststhefivestagesoftheDMAICmodelandthefundamentalobjectivesforeachphase.

階段基本目標界定--什么是最重要的?定義項目目標和應向內部及外部顧客提供的內容。衡量--我們現(xiàn)在做得怎么樣?對過程進行衡量，確定當前分析--錯在哪里?分析并確定缺陷的根本原因。改進--需要采取哪些措施?通過永久性地消除缺陷來改進本過程?？刂?-我們如果保證工藝水平?我們如果保證工藝水平

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&s