6SIGMA的管理定義(-)課件

16綠帶介紹Introductionto6GreenBelt

2Content1.6QualitySystem---Whyneed2.6---Overview3.6---Methodology

3.1.6---Define 3.2.6---Measure 3.3.6---Analysis 3.4.6---Improve 3.5.6---Control4.Conclusion31.6QualitySystem---Whyneed1.1.從產(chǎn)品飽受競爭威脅的觀點(diǎn) 以美國為例，1975-1985年，日本挾其『反向技術(shù)』(ReversedTechnology)優(yōu)勢，將其高品質(zhì)的產(chǎn)品推向美洲大陸，使得美國一向以經(jīng)濟(jì)與技術(shù)領(lǐng)先的盟主地位發(fā)生動(dòng)搖。4

在1970-1989年間美國的市場佔(zhàn)有率：＊電視機(jī)從50%降至2%

＊收音機(jī)從50%降至2%

＊汽車從78%降至28%

＊影印機(jī)從90%降至20%

＊照相機(jī)從90%降至5%＊鋼鐵從40%降至30%※其結(jié)果造成美國貿(mào)易赤字每月高達(dá)80-100億美元5美國與日本製程能力之比較年代 美國 日本 製程能力品質(zhì)水準(zhǔn)製程能力品質(zhì)水準(zhǔn) 19700.67 2

1.00 3

1980初 4

1980中 4~5

1980末~1990初 Motorola6方法：不合格率3.4PPM

相當(dāng)於6

6美國企業(yè)競爭力衰退的原因美國管理文化中含有不信任的氣氛，這種表現(xiàn)在嚴(yán)格的審核、管制、檢查的管理制度上，無形造成過度的管理成本上漲?！哼@種管理監(jiān)督的作風(fēng)，大體受到泰勒式科學(xué)管理影響的結(jié)果』。7日本經(jīng)營之神松下幸之助在一次對美國企業(yè)界人士發(fā)表演說，提到：『你們的公司經(jīng)營是以泰勒法則為基礎(chǔ)，更糟的是頭腦皆已泰勒化，因此堅(jiān)信正確的管理，應(yīng)是管理者在一邊，工人在另一邊，一邊的人只管思考，另一邊的只管工作。給你們一句忠告：「管理是執(zhí)行者將觀念轉(zhuǎn)移到員工身上的一種藝術(shù)」』。因此美國開始檢討其品質(zhì)，各種品質(zhì)系統(tǒng)亦相繼提出，其中包含6品質(zhì)系統(tǒng)。81.2.由需求的觀點(diǎn)在70年代，產(chǎn)品達(dá)到2便達(dá)到標(biāo)準(zhǔn)。在80年代，品質(zhì)要求已提升至3

，但此標(biāo)準(zhǔn)美國會(huì)發(fā)生以下事件：※每年有20,000次配錯(cuò)藥事件※每年有超過15,000個(gè)嬰兒出生時(shí)會(huì)被拋落地上※每年平均有9小時(shí)沒有水、電、暖氣供應(yīng)※每星期有500宗做錯(cuò)手術(shù)事件9雖然3合格率已達(dá)到99.73%的水平，但相信各位對以上品質(zhì)要求並不滿意。所以有很多公司已要求「6」的品質(zhì)管理，其合格品率為99.99966%。在3水準(zhǔn)，由1000個(gè)零件組成的產(chǎn)品中，每15個(gè)產(chǎn)品中只有1個(gè)產(chǎn)品是好的。在6水準(zhǔn)則1000個(gè)產(chǎn)品卻有996.6好的。傳統(tǒng)以『百分率』水準(zhǔn)作為設(shè)計(jì)品質(zhì)水準(zhǔn)，如今變更為以『百萬分率(ppm)』作為衡量品質(zhì)的水準(zhǔn)。101.3.從成本的觀點(diǎn)111.4.從時(shí)代趨勢的觀點(diǎn)(1)時(shí)間經(jīng)濟(jì)附加價(jià)值開端成長成熟衰退典型的產(chǎn)品生命週期121.4.從時(shí)代趨勢的觀點(diǎn)(2)經(jīng)濟(jì)附加價(jià)值大型電腦主機(jī)迷你電腦與微電腦個(gè)人電腦掌上型電腦、電子書網(wǎng)路電視、GPS、行動(dòng)電話電腦晶片的生命週期1947198519902000131.4.從時(shí)代趨勢的觀點(diǎn)(3)全球化與經(jīng)濟(jì)附加價(jià)值農(nóng)業(yè)時(shí)代工業(yè)時(shí)代資訊時(shí)代?時(shí)代時(shí)間與主要的技術(shù)時(shí)代6000BC176019502000141.5.從品管大師的觀點(diǎn)J.M.Juran,1994年在美國品質(zhì)管理學(xué)會(huì)年會(huì)會(huì)上說,“20世紀(jì)以生產(chǎn)力的世紀(jì)載入史冊,未來21世紀(jì)是品質(zhì)的世紀(jì)”151.6.從策點(diǎn)管理的觀點(diǎn)欲建立及維持組織競爭優(yōu)勢，效率、創(chuàng)新、品質(zhì)及顧客回應(yīng)扮演著主要角色。較佳的效率競爭優(yōu)勢低成本差異化較佳的創(chuàng)新較佳的品質(zhì)較佳的顧客回應(yīng)161.7.從近代品質(zhì)系統(tǒng)的觀點(diǎn)※ISO-9000Effectiveness:5※QS-9000Effectiveness:10※MalcolmBaldrigeGuidelineEffectiveness:25※EuropeanQualityAwardEffectiveness:3017※TQMEffectiveness：35※6

---TheLittleQEffectiveness:50※TheUltimate6

---TheBigQEffectiveness:90(上述品質(zhì)系統(tǒng)均於80年代末期開展出)

※6&TheUltimate6將是一趨勢182.6Overview6,thewaytocreateprofit.SigmaImproveCustomerSatisfaction&ProfitsincreaseDefectsDecreasecostsDecrease19

6History(1)Somethingmustbewrong1975MotorolaTVbusinessfailedduetopoorprofitandsoldtoaJapaneseCompanyAssigncorporatequalityoffices1980Corporatemovement“GreatQualityAwakening”program1981FocusonQualityandTotalCustomerSatisfaction(TCS)20

6History(2)EstablishMotorolaTraining&EducationCenter1981LaunchQualitySystemReview(QSR)program19825years,10×Qualityimprovementgoalset6theoryandconceptinitialized1986BillSmith&MikelHarrypresentedtheideatoCEOGalvin21

6History(3)QuantitativeOperationQualityInitiative1987MotorolaTexasInstrumentBusiness-wideStrategicManagement1995Nokia,GE,AlliedSignal,Hitachi,Panasonic,Sony,Whirlpool,Honeywell,Boeing,Dupont226InnovationModeling(3c-customer,competitor,company)(3e-excitation,employment,entertainment)(3p-product,process,person)InnovationBoxChangeofBusinessSituation(3C)Object(3P)Method(3E)Purpose.Profit.Skill-Up23TheManyAspectsof6

ToolSymbolMetricMethodValueGoalVisionBenchmarkPhilosophy246asaMetric---Thehighlevelofsigma,thelowertheprobabilityofproducingadefect.Spec.LimitTargetLimitSomeChanceofDefect3Spec.LimitTargetLimitMuchLessChanceofDefect6256asaMetric

1 691,500 2 308,537 3 66,807 4 6,210 5 233 6 3.4(Shifted1.5) From3processto6process:about20,000 timesimprovement6DPMO26如何6導(dǎo)入一般來說，從3

到4

階段，是企業(yè)可以自行改善的範(fàn)圍，但這樣的品質(zhì)標(biāo)準(zhǔn)並沒有辦法讓企業(yè)變得很有競爭力；從4

到5

階段，就必須找尋可以學(xué)習(xí)的標(biāo)竿企業(yè)(Benchmarking)，當(dāng)成比較與學(xué)習(xí)的對象；而5

到6

階段時(shí)，品質(zhì)就已經(jīng)不是製造出來的，而是設(shè)計(jì)出來的(DFSS---DesignforSixSigma)。276Activity6activityistofindoutcriticalfactorstoquality(CTQ)atcustomer’spointofviewandtoreducethedefectslessthan3.4DPMO(PPM).LSLUSL？

DefectM6inR&D6inMFG.CompanyCustomerCustomerCTQVOCVOB63.4DPMONewStd.366800DPMOPastStd.28HowDoWeImproveProcessCapability?IncreasethetoleranceDecreasethespreadorvariationofthe processShifttheaverageby:Centeringtheaverageifthespec.has twolimitsDecreaseorincreasetheaveragefor spec.withonelimit29TheCostOpportunity1.523456051015202530About15%ofSales,CostOpportunityon3CompanyCostofFailure(%ofSales)30TheCostofPoorQuality(COPQ)LongCycleTimes,MoreSetups,ExpeditingCosts,LostSales,EngineeringChangeorder,Overtime,Latedelivery,LostOpportunity,LostCustomerLoyalty,ExcessInventoryRejects,Warranty,Inspection,Scrap,Rework31WhoisImplementing6Motorola 1987TexasInstrument 1988ABB(AseaBrownBoveri) 1993AlliedSignal 1995GeneralElectric 1995Kodak 1995Siemens,Nokia,Sony 1997

326Benefits(Case1)---Motorolaover12yrsIncreaseproductivityanaverageof12.3%peryearReducedthecostofpoorqualitybymorethan84%Eliminated99.7%ofinprocessdefectsSavemorethan$11billioninmanufacturingcostRealizedanaverageannualcompoundedgrowthrateof17%inearnings336Benefits(Case2)GeneralElectric(MillionDollars)CostProfit1996240,2001997400,7001998450,12001999520,25202000600,3000346Benefits(Case3)TexasInstruments

Before(1988) After(1993)COPQ 30% 7%DPMO 104000 9000Scrap $3M $0.3MYield 84.5% 98.9%CycleTime(Week) 11 4InventoryCost $3.9M $1.1M35TheFocusof6IfweareperfectlycontrolX,shouldweconstantlytestandinspectY?Y=f(X)YX1X2X3X4X1、X2、…XnIndependentInput-ProcessCauseProblemControlYDependentOutputEffectSymptomMonitor366isApplyingOverallBusinessSystemR&D6Trans-actionMfgDesignSSManufacturingSSTransactionalSS376MethodologyMeasureAnalyzeDesignVerifyMeasureAnalyzeImproveControlDefineTranslateYNNewProcess/Product?AchievableGoal?NY38Whatisdifferentwith6TraditionalQuality6CentralOrganizedNotFormalStructurefor ToolApplicationLackofSupportinusing ToolsLackofStructured TrainingInspectQualityin(Focus on“Y”)BlackBeltReportDirectlyIntoFunctionStructuredUseof StatisticalToolstoAidProblemSolvingData-BasedDecisionsStructuredTraininginAppliedStatisticsControlProcessInput(X’s)39

6Organization

6OrganizationExecutive

ProjectSelectionandSupport6TechnicalLead6CoachProject&BB6ProjectTeamLead6ProjectTeamMemberAllstaffs(6overview)

ChampionMasterBlackBelt(MBB)BlackBelt

(BB)GreenBelt(GB)WhiteBelt(WB)403.6Methodology5StageofDMADVandNewTools ----DesignForSixSigma(DFSS) ----BlackBelt5StageofDMAICmethodology ----GreenBelt413.1.DMAICMethodology 5StagesDMAICMethodologyandStatisticalTools Phase:DefineSteps;WorkBreakdown&Tool D1ValidateBusinessOpportunity;3CAnalysis,IdentifyCustomer,Cost/EffectAnalysisD2DefineCustomerRequirement;VOC,VOB,QFDD3ProjectPlanning;ProjectTeam,ProjectCharter,COPQ42DefineSteps(1)VisionBusinessStrategyBigY(CTQ)Smally---Project(Goal,Scope,PerformanceIndex)43DefineSteps(2-1)Vision:最具競爭力的企業(yè)(GE)Strategy---TheThreeCircle(GE)核心事業(yè)照明大型家電馬達(dá)高科技事業(yè)醫(yī)療系統(tǒng)工業(yè)電子航太服務(wù)事業(yè)信用公司資訊服務(wù)核能服務(wù)44DefineSteps(2-2)---TheThreeCircle(GE)JackWelch(GE’SCEO)畫三個(gè)圓圈：核心、高科技與服務(wù)。GE公司未來都要在其中一個(gè)圓圈內(nèi)。公司任何人不再任一個(gè)圓圈內(nèi)者，未來將會(huì)被解雇。圓圈外的的事業(yè)將被整頓、關(guān)閉或出售。三個(gè)圓圈的策略讓GE公司找到焦點(diǎn)，不再是集團(tuán)(似乎什麼都做)。45DefineSteps(3)SelectTargetProduct/ServiceAnalysisBusinessProcessAnalysisCoreProcessIdentifyCustomerListentoVOCSpecifyCustomerRequirementSelectCTQ(BigY)SpecifyCTQ(SmallY)EvaluatePotentialProjectsSelectProject&BuildEffectiveTeam46DefineSteps(4)CTQ---CriticaltoQuality

只要是顧客要求的，就是關(guān)鍵品質(zhì)(CTQ)。亦稱為『重要成果』、『特殊限制』或流程的『Y變數(shù)』。CTQ係任何會(huì)直接影響顧客對產(chǎn)品/服務(wù)品質(zhì)觀感之因素。顧客『在乎』的事，就是企業(yè)或組織在乎的事。『新點(diǎn)子』要採納『外部觀點(diǎn)』(Outside-inPerspective)，即從顧客的眼光來看企業(yè)或組織的一切。473.2.DMAICMethodology 5StagesDMAICMethodologyandStatisticalTools Phase:Measure

Steps;WorkBreakdown&Tool M1SpecifyProject;CTQTree,ProcessMap,PerformanceIndexM2AssessMeasurementSystem;MeasurementSystemAnalysis,GageR&RM3IdentifySigmaLevel;GraphAnalysis,CapabilityAnalysis,ConfidenceInterval48M1SpecifyProjectM1stepcoversthefollowings:CTQBreakdownDefineScopeProcessMappingParetoAnalysisDefineperformanceindexandspecificationsThesuccessofany6activitiesreliesmostlyontheCTQdefinitionandselection49DefinePerformanceIndexCustomerRequirementsInternalProcessImprovedProcessCustomerSatisfactionIndexofcurrentlevelIndexofimprovedlevelPerformprojectforimprovementClearQuantifiableSimple50ExampleofPerformanceIndexYieldCycletimeDefectrateMachinefailurerateCustomerstand-byhoursNumberofinvoiceerrorsElapseTimefromloanapplicationtomoneytransfertothecustomeraccountHourstakenfromreceivingordertodeliverytothecustomer51M2MeasurementSystemAnalysisM2stepcoversthefollowings:StatisticfundamentalsSamplingplanDatacollectionplanVariationofmeasurementsystemGageR&RstudyImprovementofmeasurementsystemWithoutaccuratemeasure,can’tidentifyanysymptomofproblem526MetricsDataType Statisticmeasurementdata Comparisonto specification Z-valueDiscreteDataContinuousDataDefectunitopportunity(DPMO)Average,Standardvariation,ShapeSPECZ-valueSigmacalculation53DefinitionofDPMOterminologyDPU:DefectperUnit(Defect:Anythingthatresultsincustomer dissatisfaction; Anythingthatresultsin nonconformance)DPO:DefectperOpportunityDPMO:DefectperMillionOpportunities54ExampleofSigmacalculation:DiscreteDataCase(1):Overthelastseveralyears,youhavecollecteddataontripstotheairport.Ofthe100tripssampled,youhavemissedonly5flights.IfyouindicatethissituationasSigmalevel,whatwillitbe?Sol.DPU=DPO=5/100=0.05 1-0.05=0.95, Z=1.65

level=Z+1.5=1.65+1.5=3.1555Case(2).Anaccountingtermconductedaninternalauditforthefinancialreportofyear2001andtheyobserved25nonconformingrecord.Therewere2stepsofprobableincorrectentryidentifiedintheprocessandthetotalobservationwas25,000records.WhatisDPO?WhatisDPMO?WhatisSigmaleveloffinancialreportingprocess?Sol. DPU=25/25000, DPO=25/(2*25000) =0.002,DPMO=0.002*10^6=2000 1-0.002=0.998, Z=2.878

level=Z+1.5=2.878+1.5=4.37856ExampleofSigmacalculation:ContinuousData(1)1MeanMedianMode

708090100110120130+-NormalDistributionwithmean=100andstd.=1057ContinuousData(2)(1)MathematicalModel；(2)Continuous；(3)Smooth；(4)Symmetrical;(5)TailasymptotictoX-axis；(6)Bellshaped；(7)Mean=Median=Mode(8)Totalareaundercurve=1(1)Thenormaldistributionhasthefollowingproperties.68.27%ofthedatafallwithin195.45%ofthedatafallwithin299.73%ofthedatafallwithin3(2)Inordertoassessthequalityoftheprocess,wemustcomparetheprocesscharacteristics(viathelocation,spreadandshape)tothespecificationlimitsandtargetedvalue.58ContinuousData(3)StandardizationofNormalDistributionTheSigmaofaProcessisthenumberofstandarddeviationbetweenthemeanandtheSpecificationLimits.1Z=(X-)/

No.ofstandarddeviationUSLSigmaoftheprocessZ=4.559MeasurementSystemandMeasurementError(1)Measurementsystemisviewingasaprocess.Sourcesofvariation:5M1EValidatepossiblesourcesofvariationinthemeasurementprocessVariationinmeasurementSystem60MeasurementSystemandMeasurementError(2)Averagem(Total)=m(Product)+m(Measurement)Variabilitys2(Total)=s2(Product)+s2(Measurement)Deflectionofmeasurementsystem(Tobedecidedbycalibration)Variationofmeasurementsystem(TobedecidedbyR&Rassessment)61ProcessVarianceObservedProcessVariationActualProcessVariationMeasurementVariationLongtermprocessvariationShorttermprocessvariationVariationwithinasampleVariationduetooperatorsVariationduetogageReproducibilityLinearityStabilityRepeatabilityAccuracy62GageR&RAnalysisTypesofGageR&RAnalysisMethodologyXbar-RMethodANOVATypesofVariationestimationbytheGageR&REquipmentVariation:EVAppraiser(Operator):AV63GR&RDecisionandImprovementDirectionGageR&RDecisionCriteria%GR&R10%(Goodmeasurementsystem)10%%GR&R30%(Maybeused)%GR&R30%(Cannotused)GageimprovementdirectionForrepeatabilityerrorreproducibilityerror(Needtotakenanactiontooperator)Forreproducibilityerrorrepeatabilityerror(Needtotakenanactiontogage)64M3IdentifySigmaLevelM3stepcoversthefollowings:DatastratificationGraphicalcauseeliminationUnderstandproductcapabilityandproductperformanceCalculatecurrentsigmalevel65GraphicalAnalysisRunChartScatterDiagramBoxPlotHistogramChangestotheprocessmaybemoreeasilyrecognizedgraphicallythantabularly.

66UnderstandingVariationWhatisVariation?◎DifferentoutcomeofaprocessorresultofaproductorserviceMeasurementindexscatteredfromcentervalueVariationwillbeappearedineveryprocessandthetargetofimprovementistoreduceit’svariationsWhyavariationmightbeoccurred?◎Byacommoncause◎Byaspecialcause◎5M1EWhatimpactswillbehappenedifavariationbecomebig?Cannotpredict/forecastoutcomesOccurre-inspectionand/orreworkDelayschedule◎Increasecustomerdissatisfaction67Short-Term/Long-TermRelationshipsInherentCapabilityoftheProcess---ShortTermCapabilitySustainedPerformanceoftheProcess---LongTermPerformanceOvertime,a“typical”processwillshiftanddriftbyapproximately1.568ProductCapability(Cp)Cp=|USL-LSL|/6st；

Zst=3CpCapabilityIndex(Cpk)Cpu=min(Cpu,Cpl)，

WhereCpu=(USL-)/3st；

Cpl=(-LSL)/3st；

Zst=3CpkPerformanceIndex(Cpk)Cpk=min(Cpu,Cpl)，

Where Cpu=(USL-)/3lt；

Cpl=(-LSL)/3lt；

Zst=3Cpk693.3.DMAICMethodology 5StagesDMAICMethodologyandStatisticalTools Phase:Analysis

Steps;WorkBreakdown&Tool A1SetupImprovementGoal;Benchmarking,Entitlement,KANOA2IdentifyPotentialCauses;Pareto,Brainstorming,Cause&EffectDiagram,LogicTreeA3VerifyPotentialCauses;Regression,HypothesisTest,ANVOA,Multi-VariAnalysis70A1SetUpImprovementGoalInM3thecurrentproductcapabilitiesweredefined.StepA1providesthetoolstodefineperformanceobjectives.Thepurposeistosetobjectivetoestablishabalancebetweenimprovingcustomersatisfactionandavailableresources.71A1stepcoversfollowingtopics:EstablishperformancegoalsAssessshort-termandlong-termsigmaintermsofmeasurementbenefits(decreaseinCOPQ,increaseinrevenue)Determineimprovementdirectionbythegapanalysisbetweengoalandcurrentlevel72PathstoPerformanceGoalsPerformanceGoalsProcessImprovement(Entitlement)ProcessChange(Breakthrough)BaselineProcessMeasurement73Benchmarking---WhyBenchmark(1)?InnovationContinuousImprovementBreakthroughImprovementContinuousImprovementTimePerformance74Benchmarking---WhyBenchmark(2)?DevelopandImprovementStrategicGoalsEstablishactionableobjectivesProvidesenseofurgencyEncouragebreakthroughthinkingCreateabetterunderstandingofyourindustry75A2IdentifyPotentialCausesFindingmainindependentvariables,andmakingthelist Y=f(X)Object Makelistofpotentialindependentvariablesforchanging&improvingYvaluemethodsBrainstorming◎Cause&EffectDiagramMulti-voting ◎LogicTree76Cause&EffectDiagramVariationinmeasurementSystem77A3VerifyPotentialCausesOverviewInstepA3,settingapossiblepriorityastotheirimportancetothepotentialvariables(X’s)identifiedinstepA2PurposeGeneralalistofimportantfactors(vitalfew)fromthepotentialvariables. Y=f[(x1,x2,x3)(x4,x5,….,xn)]VitalFewTrivialMany78ParetoAnalysis79CorrelationAnalysisAstatisticalanalysistoinvestigate/measurementofassociationbetweentwovariables(X,Y)iscalledanalysis.CorrelationtellsyouthetrendofYwhenXvalueincrease/decrease.CorrelationAnalysisusingScatterDiagramAnalysis.CorrelationcoefficientindicatesclosenessofarelationshipbetweenXandY.80RegressionAnalysis(1)

Y=f(x1,x2,x3,…)StatusandcharacteristicsofaprocessModelingMathematicalequationXY81RegressionAnalysis(2)TypesofRegressionModelSimplelinearregressionMultiplelinearregressionNon-linearregressionY=f(X)Y:dependentvariableX:independentvariable82TypesofHypothesisTestTypesofDataDiscreteDataContinuousDataMeanTestt–TestANOVAVarianceTestF–TestChi-Square833.4.DMAICMethodology 5StagesDMAICMethodologyandStatisticalTools Phase:ImproveSteps;WorkBreakdown&Tool I1IdentifyVitalFew;ScreeningDOE,Streamlining,ForceFieldAnalysisI2FormulateOptimumModel;OptimizingDOE(RSM),SolutionSelectionMatrixI3SetUpOperatingWindow;OperatingWindow,ResponsibilityMatrix84I1IdentifyVitalFewInanalysisstep,potentialX’swereidentifiedwithapossibleprioritizationastotheirimportanceincontrollingY.ImprovestepprovidestoolstoexploreanduncoverthevitalX’sandhowmuchimpacteachXhasontheresponseY.OneofthemajortoolsusedforbothexplorationandconfirmationoftheeffectofX’sontheY’sisexperimentaldesign(DOE).Byexperimentallymanipulatingtheindependentvariables,DOEprovidesanefficientandeconomicalmeansforreachingvalidandrelevantconclusionsaboutaprocess.85TypesofExperimentalDesignScreening ◎Fullfactorial ◎2Kfactorial ◎FractionalfactorialOptimization ◎Multi-levelexperiments ◎Compositedesign ◎Responsesurfacemethod86I2FormulateOptimumModelThevitalfewimportantX’swereidentifiedandcharacterizedinI1.ThetoolsinI2followamethodologyforestablishinglevelsoftheseX’sthatwillprovideimprovedperformancefortheY.873.5.DMAICMethodology 5StagesDMAICMethodologyandStatisticalTools Phase:ControlSteps;WorkBreakdown&Tool C1IdentifyControlCapability;GageR&R,CapabilityStudy,GapAnalysisC2EstablishControlPlan;ControlPlan,ControlChartC3LinktoManagementSystem;ControlSystem,SixSigmaAudit884.結(jié)語(1)6是一以統(tǒng)計(jì)為基礎(chǔ)之品質(zhì)系統(tǒng),目的在使企業(yè)或組織的產(chǎn)品/服務(wù)品質(zhì)達(dá)到近於完美的境界.盡量減少?zèng)Q策過程中的“人為因素”(HumanElement).成功取決於一致性(Consistency)---Vision,BusinessStrategy,SpecifyProject,andany6Activities.6品質(zhì)系統(tǒng)猶“舊酒裝新瓶”,但有較強(qiáng)的結(jié)構(gòu)性.其中,更強(qiáng)化IE&M的角色與重要性,非其他品質(zhì)系統(tǒng)所能比擬.894.結(jié)語(2)學(xué)習(xí)(Learning)、價(jià)值觀(Value)與創(chuàng)新(Innovation)為企業(yè)思想的核心,其凌駕階級與傳統(tǒng)之上.以學(xué)習(xí)建立自信,有勇氣嘗試,有勇氣追求與動(dòng)手做以前認(rèn)為不可能的事.一旦達(dá)成自我實(shí)現(xiàn)後,學(xué)習(xí)這個(gè)重要觀念就站上價(jià)值觀的中央舞臺上.『持續(xù)學(xué)習(xí),並將其轉(zhuǎn)化為行動(dòng)的欲望與能力』.904.結(jié)語(3)外部觀點(diǎn)(Outside-inPerspective)

,『由外向內(nèi)看是一個(gè)很重要的想法,強(qiáng)迫自己每件事都由外向內(nèi)看』.以過程為導(dǎo)向,持續(xù)不斷改進(jìn),滿足顧客的需求與期望,『顧客把一切看在眼底.我們無法將任何事隱藏著不讓顧客看到』,『必須讓每一員工都關(guān)心顧客』.91報(bào)告完畢敬請指教萬分謝謝（第14講）考場作文開拓文路能力?分解層次(網(wǎng)友來稿)江蘇省鎮(zhèn)江中學(xué)陳乃香說明：本系列稿共24講，20XX年1月6日開始在資源上連載【要義解說】文章主旨確立以后，就應(yīng)該恰當(dāng)?shù)胤纸鈱哟?，使幾個(gè)層次構(gòu)成一個(gè)有機(jī)的整體，形成一篇完整的文章。如何分解層次主要取決于表現(xiàn)主旨的需要?！静呗越庾x】一般說來，記人敘事的文章常按時(shí)間順序分解層次，寫景狀物的文章常按時(shí)間順序、空間順序分解層次；說明文根據(jù)說明對象的特點(diǎn)，可按時(shí)間順序、空間順序或邏輯順序分解層次；議論文主要根據(jù)“提出問題－—分析問題——解決問題”順序來分解層次。當(dāng)然，分解層次不是一層不變的固定模式，而應(yīng)該富于變化。文章的層次，也常常有些外在的形式：1．小標(biāo)題式。即圍繞話題把一篇文章劃分為幾個(gè)相對獨(dú)立的部分，再給它們加上一個(gè)簡潔、恰當(dāng)?shù)男?biāo)題。如《世界改變了模樣》四個(gè)小