品質(zhì)管理制度1

SkyToweronTomorrow明天的大廈CustomerSatisfaction顧客滿意(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)CycleTime運(yùn)轉(zhuǎn)周期6Sigma6西格瑪Managementteam’sCommitment&consensus管理層的承諾與一致全體管理團(tuán)隊(duì)的共識(shí)訂貨鈴不斷響起為什么要推行六西格瑪WhySixSigma?持續(xù)進(jìn)步的路標(biāo)RoadmapofCIControlSystemISO9002ISO9001QS9000ISO140005SEHSTPMGK/LeanSPCTCMTQM1997199819992000200120026-SigmaCOQMRP-IIOrERP控制系統(tǒng)Digital6Sigma我們的經(jīng)驗(yàn)教訓(xùn)

WhatWe’veLearned…It’sallaboutdeliveringbusinessresults!Achievingsustainablebusinessimprovementrequiresintegratedteameffortslinkedtobusinesspriorities.通過(guò)團(tuán)隊(duì)對(duì)重大的問(wèn)題進(jìn)行快速的解決,得到持續(xù)的財(cái)務(wù)結(jié)果!

六西格瑪領(lǐng)導(dǎo)方針“六西格瑪領(lǐng)導(dǎo)方針”包括以下內(nèi)容：TheSixSigmaLeadershipPrinciplesincludethefollowing:

Align(結(jié)合)

Mobilize(動(dòng)員)

Accelerate(催化)

Govern(治理)

THESIXSIGMALEADERSHIPPRINCIPLESThePeopleWhoMakeitHappen:HandsonChampionsMasterBlackBeltsBlackBeltsSixSigmaProjectVPGreenBeltsAllEmployeesCEOSixSigmaExecutiveSponsor六西格瑪項(xiàng)目參與人員大師級(jí)黑帶MasterBlackBelt-黑帶和高級(jí)管理層顧問(wèn)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(wèn)TeamLeaderandStatisticalConsultant綠/黑帶的作用與等級(jí)RoleandlevelofGB/BB領(lǐng)導(dǎo)層所面臨的挑戰(zhàn)–將重點(diǎn)聚焦在巨大的“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?Whatactionswillget

youtherethefastest?Y=f

(x1,x2,x3...)CoreSixSigmaBusinessImprovementCampaignPrinciple平衡記分卡是SixSigma業(yè)務(wù)改進(jìn)運(yùn)動(dòng)的基石戰(zhàn)略與目標(biāo)本年度創(chuàng)意戰(zhàn)略方向願(yuàn)景:我們的首要目的——我們?nèi)绾蜗蝾櫩吞峁﹥r(jià)值。使命:我們?yōu)檎l(shuí)服務(wù)，我們提供哪些服務(wù)，我們?nèi)绾螌?shí)現(xiàn)競(jìng)爭(zhēng)優(yōu)勢(shì)。戰(zhàn)略目標(biāo):為實(shí)現(xiàn)願(yuàn)景我們必須完成的目標(biāo)。提出或突破創(chuàng)意為在今天獲得成功，我們需要採(cǎi)取哪些行動(dòng)。超越創(chuàng)意:為在未來(lái)取得成功我們需要採(cǎi)取哪些行動(dòng)。績(jī)效衡量業(yè)務(wù)過(guò)程業(yè)務(wù)成果顧客與市場(chǎng)培訓(xùn)與發(fā)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)所需的能力，我們需要採(cǎi)取哪些行動(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&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(biāo)及業(yè)績(jī)?cè)u(píng)估標(biāo)準(zhǔn)公司計(jì)分卡業(yè)務(wù)部計(jì)分卡第2列項(xiàng)目(當(dāng)前主要業(yè)務(wù))第3列項(xiàng)目(建立能力)ScorecardSTRATEGICDIRECTIONPERFORMANCEMEASUREMENTStrategies&ObjectivesCurrent-YearInitiativesBusinessProcessesBusinessResultsScorecardScorecardScorecardProjectCharterProjectCharterProjectCharterProjectCharterProjectCharterProjectCharterProjectCharterProjectCharter完整的考察流程作用顯著的項(xiàng)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)目選擇方法團(tuán)隊(duì)名稱

TEAMNAMES摩托羅拉公司六西格瑪方法的獨(dú)道之處之一是針對(duì)性團(tuán)隊(duì)策略。摩托羅拉對(duì)業(yè)務(wù)改進(jìn)機(jī)遇的類型進(jìn)行分析，同時(shí)指定一個(gè)相應(yīng)的團(tuán)隊(duì)。根據(jù)項(xiàng)目的類型，摩托羅拉使用以下某種團(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)目和團(tuán)隊(duì)過(guò)程的匹配團(tuán)隊(duì)必須圍繞完成該任務(wù)最為有效的方法來(lái)安排自己的工作。影響團(tuán)隊(duì)作用TEAMROLES"六西格瑪"(6Sigma)中內(nèi)含許多角色。"BlackBelt(黑帶)"是內(nèi)部的六西格瑪從業(yè)者，具備應(yīng)用于多種統(tǒng)計(jì)學(xué)方法的技能。"GreenBelt(綠帶)"擔(dān)負(fù)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(fù)雜的分析。

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))

TeamMember(團(tuán)隊(duì)成員)

全面業(yè)務(wù)評(píng)審中的職責(zé)重點(diǎn)在于影響大的變革目標(biāo)。進(jìn)行持續(xù)不懈的嚴(yán)謹(jǐn)評(píng)審。努力按期執(zhí)行。每月項(xiàng)目評(píng)審摩托羅拉記分牌戰(zhàn)略與目標(biāo)本年度創(chuàng)意業(yè)務(wù)過(guò)程業(yè)務(wù)成果戰(zhàn)略方向業(yè)績(jī)衡量目標(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記分牌度量度量目標(biāo):實(shí)際:本周成績(jī):主要發(fā)現(xiàn):問(wèn)題與障礙:下一步:冠軍評(píng)論:西格瑪目標(biāo)(CCR)單純信息采集分析系統(tǒng)

Information(Data)CollectionSystem測(cè)量設(shè)備的精準(zhǔn)性

Measurementsystemaccuracyandprecision統(tǒng)計(jì)過(guò)程控制

StatisticalProcessControl全面預(yù)防維護(hù)

TotalPreventionMaintenance六西格瑪推進(jìn)策略SixSigmaImplementationStrategy制造過(guò)程特征化

ProcessCharacterization制造過(guò)程優(yōu)化

ProcessOptimization供應(yīng)鏈管理

SupplierManagementbythesixSigmamethodologyMeasure EverythingThatResults InCustomerSatisfaction“METRICS”“指標(biāo)”數(shù)據(jù)驅(qū)動(dòng)進(jìn)步DataDriven測(cè)量影響客戶滿意的所有因素描述記數(shù)型計(jì)量型“突破”工具箱

‘Breakthrough’Toolbox每個(gè)項(xiàng)目用同樣的工具EveryProject:samemethod&tools六西格瑪培訓(xùn)Six-SigmaTrainingTeamingProjectManagementSoftwareLeanStatisticsDOESPC建立團(tuán)隊(duì)項(xiàng)目管理軟件統(tǒng)計(jì)試驗(yàn)設(shè)計(jì)統(tǒng)計(jì)過(guò)程控制纖細(xì)化化六西格瑪培訓(xùn)核心內(nèi)容KeyContentsofSixSigmaTraining統(tǒng)計(jì)知識(shí)的層次(針對(duì)一制程)LevelofStatisticalKnowledge僅有經(jīng)驗(yàn)-沒(méi)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(jì)-平均值,方差

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

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

StatisticalControl--SPCControlChart預(yù)示統(tǒng)計(jì)-變量分析,實(shí)驗(yàn)設(shè)計(jì)線性或多元回歸

StatisticalPrevention–VariationAnalysis,DOE成套分析工具ANALYTICTOOLSETS由于改進(jìn)機(jī)遇和團(tuán)隊(duì)千差萬(wàn)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(wèn)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(jiàn)用途FordGlobal8D用于將績(jī)效恢復(fù)到以前的水平。DMADV用于新的過(guò)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(jī)效水平。

GreenBelt(綠帶)使用的成套工具DMADDD用于促進(jìn)某一過(guò)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(guò)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(guò)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(wèn)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(guò)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(guò)永久性地消除缺陷來(lái)改進(jìn)本過(guò)程?？刂?-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&s