6西格玛管理（英文PPT 72页） 72页

WelcometoapresentationonSixSigmaTM2002年1月12日 WhatareyourExpectations?Iwouldliketocaptureyourexpectationsfortheday? AgendaIntroduction&overviewDemystifyingSixSigmaCreatingtheSixSigmaCultureManagingthesixsigmacultureTotalcycleTimeReductionSuccessExamplesAroundtheworldHowtoImplementSixSigmainyourbusinessQ&AClosingcomments AlliancePartnershipsMASET,LLC.andMotorola MasetareasofexpertiseQuality(SixSigma)CycletimeeductionLeadershipCulturalchangeProjectManagementSupplychainManagementFacilitationTraining DemystifyingSixSigma WhatdoesSixSigmameantoyou?Manydifferentdefinitionsexist.Iwilltrytoaddressthreethismorning Sixsigmaasastatisticalterm NormalDistributionMean Standarddeviationmean68.27%15.865%15.865% SixsigamasastatisticaltermValuesofastandarddeviationonesigma=68.27%317,311ppmtwosigma=95.45%45,500ppmthreesigma=99.73%27,000ppmsixsigma=99.999999%1.96ppb SixsigmaasaqualitytermInventedbymotorolainthemid80’sServicemarkedandregisteredbyMotorolaAcceptedbyallcountriesAcceptedbyallorganization -1.5Mean+1.5Virtuallynodefects(3.4ppm)LowerSpecifacationlimitupperSpecifacationlimit-6-5-4-3-2-10+1+2+3+4+5+6Allowsforvariationinmeasurement1.5Sigmashift+-Virtuallynodefects(3.4ppm) SixsigmaasaqualitytermSixSigma=3.4ppmdefective SixsigmaisawaytochangeanorganizationscultureProvidesameansofdeliveringTotalcustomersatisfactionFocuseseveryoneintheorganizationonthesameobjective DefinitionofdefectAnythingthatdissatisfiesyour Defectaregood!“Associatesneedtofeelcomfortableinidentifyingandreportingdefects.” TheeffectsofdefectsEveryoccurrenceofadefectwithintheprocessrequirestimetoinspect,fix,andre-inspect.Averagecycletimeisdirectlyproportionaltothetotalnumberofdefectsintheprocess. WelcometoMotorola’sQualityStory CultureCultureguidestheenterprise’sDay-To-Daybehavior ThenatureofcultureCultureprovidesitsmemberswithguidelinesfordealingwithjustabouteverythingMuchofeverycultureiscvertandimplicitlargelysubmergedlikeanicebergCulturesareconstantlychangingandevolving.Whencultureandstrategyclash,invariablyculturewinsout.Iftheorganizationalculturedoesnotembracinitiativesrelatedtochange,overallchangeeffortswillfail Thereisnosuchthingas“We’redifferent”WE’REDIFFERENT FunctionsinatypicalorganizationAccountingAdvertisingDistributionEnergymanagementEnvironmentalaffairsExternalaffairsFacilitiesFinanceHealth&safetyHumanresourceslegalManufacturingMarketingProfuct/servicedevelopmentPayrollPurchasingSalesSchedulingTrainingTransportationTravel Theevolutionofmotorola’squalityculuture1979“Ourqualitystinks”1980corporatequalityofficernamed1981motorolatraining&educationcenter(Mtec)establishedcommunicationssectorbeginstotaldefectsperunitmeasurement(TDU)-julymanufacturedproducts-novembersalesorderschairmanchangesagendaofcustomervisitscreated“thecard” Evolutioncontinues!Corporationadiptssixsigma2year-10x;4year-100xualityimprovementSixsigmaby1992goalisset1988MalcolmbaldrigenationqualityawardMappedISO9001intoqualitysystemreview(QSR)199210xredustionindefecteveery2yearscustomersatisfactionmetrics10xtimesimprovementincycletimein5yearsChangedmeasurementbasetopartsperbillion 1994EnterpriseISOregisttationlaunched1998Corporaterenewal1999RulesofEngagementbalancedscorecardPerformanceExcellencePersonalCommitmentEvolutioncontinues! Howmanyobjectivesarethereinyourorganization? Keybeliefs–howwewillalwaysact•Constantrespectforpeople•UncompromisingintegrityKEYGOALS–whatwemustaccomplish•Bestinclass—People—Markting—Technology—Products:softwarehardwareandsystems—Manufaction—Service•Increasedglobalmarketshare•SuperiorfinacicalresultsKEYINITATIVES–howwewilldoit•Sixsigmaquality•totalcycletimereduction•productmanufactionandenvironmentalleadership•Prfitimprovement•EmpowermentforallinaparticipativeCooperativeandcreaticeworkplaceOurfundamentalobjective(Everyonesoverridingresponsibility)Totalcustomersatifaction OurfundamentalobjectiveTotalcustomersatisfactionKeybeilfesHowwewillalwaysactKeygoalsWhatwemustaccomplishKeyinitiativesHowwewilldoitEveryonesoverridingresponsibility KEYINITATIVEShowwewilldoit•Sixsigmaquality•totalcycletimereduction•productmanufactionandenvironmentalleadership•Prfitimprovement•EmpowermentforallinaparticipativeCooperativeandcreaticeworkplace ConsistentfocusCardcreated&adopted1986Fiveminorchangesin1992NosignificantchangesduringfivedifferentchairmanBobGalvinGeorgeFisherBillWieseGaryTookerChrisGalvin CreatingandmanagingtheSixSigmaqualityculture SissigmaqualityOneofthetwokeydriversofincreasedTotalcustomersatisfationandreducedcost Product/ServiceisdeliveredwhenpromisedEveryoccurrenceofadefectwithintheprocessrequirestimetoinspect,fix,andre-inspectAveragecycletimeisdirectlyproportionaltothetotalnumberofdefectsintheprocess. Product/serviceisdeliveredwithnodefectsNotest/inspectionis100%effectiveinfindingdefects.Delovereddefectsescapetest/inspectionwithintheprocess.Delivereddefectsaredirectlyproportionaltothetotalnumberofdefectsintheentireprocess SixsigmaqualityimpovescustomersatisfactionReducingthetotaldefectsintheenireprocessreduces:Deliverydelinquencies;Deliverydefects;Earlylifefailurerate;andtherefore…IncreasescustomersatisfactionandDecreaseswarrantycost! ProcesscostanddefectsReducingthetotaldefectsintheentireprocess:Reducesthecycletimeperunit…ReducingWIP(Workinprocess)ReducinginventorycarryingcostsResucesdefectinspection,analysis,andrepaircost;therefore…Decreases“Manufacturing”cost Cost/QualitySixsigmahasshownthatThehighestqualityproducerisThelowestCostproducer TDUisthebestmeasureoftheoverallqualityoftheprocessTDUistheindependentvariableProcessyieldsaredependentuponTDUThecommonmetric:Totaldefectsperunit(TDU) DefiningaunitA“unit”maybeasdiverseasa:PieceofequipmentLineofsoftwareOrderTechnicalmanualMedicalclaimWiretransferHouroflaborCustomercontactAnythingthatismeasurable&understandablebythepersonwhoistryingtoreducedefects Sigma,afigureofmeritTDUcouldbeexpectedtobeproportionaltothecomplexityoftheunitComplexityisdirectlyproporttionaltothenumberofopportunitiestocreatadefectTonormalizeprocessesofdifferentcomplexity,weuse:TotaldefectsOpportunities…FromwhichwecancalculatesigmaDPMO=x1,000,000 Improvement7Sigma(+1.5sigmashift)1101001K10K100K23456(66810ppm)(6210ppm)(233ppm)(3.4ppm)30xImprovement10xImprovement70xImprovement6534DefectsperMillionopportunities Benchmarking1101001K10K100K234567Bestinclassinternal+externalRepaircosts>10%Averagecompany<1%DefectsperMillionopportunitiesSigma(+1.5sigmashift) 1101001K10K100K234567RestauantbillsDoctorprescriptionwritingPayrollprocessingOrderwrite-upJournalvouchersWiretransferAirlinebaggagehandingPurchasedmateriallotrejectrateBenchmarkingBestinclassAveragecompanySigma(+1.5sigmashift)DefectsperMillionopportunities Processqualitylevelsmayvarywidelywithinacompany(0.25PPM)••1101001K10K100K234567AirlinebaggagehandlingDomesticairlineflightfatalityraateBestinclassAveragecompanySigma(+1.5sigmashift)DefectsperMillionopportunities ImplementationofthesixsigmacultureTotalsustomersatisfactionSixstepstosixsigma&designformanufacturabilityCycletimereductionMotorola’sblackbeltProblem-solvingtoolsn驅動力來自評量指標以及合理且具挑戰性的目標 Thesix-stepsdesignprocessManufactuedproductIdentifyphysicalandfunctionalrequirementsofcustomerDeterminecharacteristicsofproductcriticaltoeachDetermineforeachcharacteristic,whethercontrolledbypart,process,orbothDeterminemaximumrangeofeachcharacteristicsIfCP<2redesignmaterial,profuct,andprocessasrequired.Administrative/officeIdentifytheworkyoudo(yourproduct)Identifywhoyourworkisfor(yourcustomer)Identifywhatyouneedtodoyourwork,andfromwhom(yoursupplier)Maptheprocess.Mistake-prooftheprocessandeliminatedelays.Estableishqualityandcycletimemeasurementandimprovementgoals. CycletimereductionWillbecoverdindetailaferlunch ProblemsolvingidentificationtoolAllmemberoftheorganizationshouldhavetrininginproblemsolvingindentificationtoolsFlowchartsBrainstormingParetochartsCause&effectdiagram BlackbelttoolsProcesscharacterizationProcessimprovementsGraphicaldataanalysisDistributionanalysis(graphicalandnumberical)Comparativemethods(graphicalandnumberical)ProcesssourcesofvariationMeasurementsystemanalysis Processcontrol(SPC)Processcapability(CpandCpk)ConfidenceintervalsDesignofexperimentsLinearregressionScreeningexperimentsOptimizationusingresponsesurfacemethodologyBlackbelttool(con’t) Maanagementofthequality/continuousimprovementprocessMethodologytocontinuoislyreducedefectsRegularreviewofDPMOperformanceQualitysystemreviewCorporatequalitycouncil InstitutionalizesolutionsProcessstep1Processstep2Processstep3suppliercustomerRecorddefectsTrendchart/GoalRecorddefectsRecorddefectsRecorddefectsRecorddefects Continuousimprovementmeyhodologyactionnamedatetime100Paretoanalysis/rootcauseindetificationmeasureResults&institutionalizeProblemsplveanalyzeDefectanalysisisdonebytheappropriateorganization:MarketingEngineeringManufacturingMaterialsserviceetc…Processstep1Processstep2Processstep3RecorddefectsTrendchart/GoalRecorddefectsRecorddefectsRecorddefectsRecorddefectssuppliercustomerInstitutionalizesolutions Continuousimprovementmeyhodologyactionnamedatetime100Paretoanalysis/rootcauseindetificationmeasureResults&institutionalizeProblemsplveanalyzeDefectanalysisisdonebytheappropriateorganization:MarketingEngineeringManufacturingMaterialsserviceetc…Processstep1Processstep2Processstep3RecorddefectsTrendchart/GoalRecorddefectsRecorddefectsRecorddefectsRecorddefectssuppliercustomerInstitutionalizesolutionsprocedure DPMOEnablesregularreviewofcontinuousimprovementperformanceCorporatelevelreviewBusinesslevelreviewGroupordivisionreviewProductlinereviewProductionlinereviewOperatorlevelreviewSamemeasurement–sameimprovementgoal SpectrumCVD1005020105210.50.20.1TotaldefectsperunitVisiononlyTDU198919901991199219931994Years目標實際4=188556 Guidelines1996年7月MOTOROLACORPORATE品質評鑑系統 QSR：assessmentvehicleforthetotalorganizationSetsacommongoalofperfectionDrivesprogresstoworldclassstandardsProvidesanawardrenessofqualityprocessrequirmentsCross-fertilizationofideas(knowledgesharing)Teachingtool(auditorsandauditees)Informationsourceforregistrars Thisidthe“enngine”ofaselfsustainingcontibuousimprovementprocess…Withoutit“virtually”allwell-meaningqualityinitiativesFAILThisisimportant…UnfortunatelythisiswhereManyorganizationstartandEnd-inFAILURE.BestpracticesDocumentationConformanceComplianceAuditMotorola“QSR”QualitysystemreviewInstitutionalizeSolutionsProcessStep1ProcessStep2ProcessStep3SUPPLIERCUSTOMERRecordDefectsRecordDefectsRecordDefectsRecordDefectsRecordDefectsContinuousImprovementMethodologyProcedureActionNameDateTimeGoalTrendChart100ParetoAnalysis/RootCauseIdentificationMeasureResults&InstitutionalizeProblemSolveAnalyzeDefectAnalysisisdonebytheAppropriateOrganization:MarketingEngineeringManufacturingMaterialsServiceEtc... CorporatequalitycouncilQualitymanagersofallmajoroperationsCorporate-wideprogramsQualitysystemreviewsofallmajoroperations QualitycouncilCQOBussinessunitsManagementboardQSRprocesscusomerssuppliersMotorolaUniversitycoursewareassessQualityreviewsShort-termresults教育RecommendationsonvisionanddirectionTheroleofqualitymanagementatmotorolaInternalcustomeradvocateLeadTeachaudit Culturechangeisdrivenbymeasurements&rewardsMeasurementsandrewardsmustbeconsistentwithchangeobjectives;whatyoumeasureiswhatyougetProcessesmustbechangedtoachievethemeasuredoperationalgoals Sixsigmaprovides...AmethodtodrivequalityimprovementAcommonlanguage-defects,continuousimprovement,sixsigmaAmethodofmeasurementAmethodofcomparisonAmethodofprovidingcommonreachoutgoals ParadigmshiftsStartcountingdefects.27%badvs.99.73%goodChangeunitofmeasure2,700PPMvs..27%bad WhatissixsigmaItisaculturechangeforacompleteorganizationThat’s:IndividuallydrivenbutinvolveseveryoneContinuousprocessConsistentthroughouttheorganizationMeasurementdrivenBasedonthepremise“Everyonewantstodothebestjobtheycan"Itisnotanumbersgame Wasthemeetingnecessary?Wastheranobjectivecommunicatedinadvance?Wastimeusedeffectively?Wasthereadequateadvanceinformationtohelpmeunderstandandcontributetotheobjective?DidIcontributentotheobjective?Wastheobjectiveaccomplished?meeting:__________________Date:__________________yesno Wasthemeetingnecessary?Wastheranobjectivecommunicatedinadvance?Wastimeusedeffectively?Wasthereadequateadvanceinformationtohelpmeunderstandandcontributetotheobjective?DidIcontributentotheobjective?Wastheobjectiveaccomplished?meeting:__________________Date:__________________yesno RequirementsforculturechangeTop-downcommitmentandinvolvementSettheexample,beactiveintheauditprocessMeasurementsystemtotrackprogressAtbothmacroandmicrolevelCommonwell-understoodsetofmetricsToughgoalsetting(reachout!!!)ProvidetherequirededucationSpreadthesuccessstorySharedtherewardswiththosethatthatcontributed 10yearjourney••1990through2000QualityThroughdefectelimination-wehaveeliminated>99.7%ofinprocesdefects(5.60)COPQ(costofpoorquality)-reduced>84%onaperunitbasisManufacturingcostsaving-cumulativesavingover$18.0billionProductreliability-MTBF...increased5-10foldFinancialSalesup2.9x，$37.6billion-anaveragecompoundedgrowthrateof13.2%peryearEmployeeproductivity-increased408%©MotorolaUniversity years8182838485868788899091929394959605010015020025097989930000Salesperemployee(thousands)sales Question&answers