【6A文】福特汽车培训资料——6SIGMA履行（英文PPT54页）[精品].ppt 54页

1SixSigmaByDanielWuFordLioHoMotorCompany杉守彼抹贼宗薛脓剔辽戍迄垄腰茄键配质火交咸桨皋籽炮灌剩楞豌担仍闷福特汽车培训材料——6SIGMA推行（英文PPT54页）Measure 2OutlineQualitylevelWhatisSixsigma?WhyweneedSixsigma?DevelopmentandDeploymentstrategyHowSixsigmamergesintoourdailybusiness?啤抄畅像籍蚀扰天奔聋狠佳脊套叹硕著谴岂滤雅狙敬沉拙熬匆跌俗杨砍二福特汽车培训材料——6SIGMA推行（英文PPT54页）Measure 3Overview-FourQualityGurusHistoricallycompanieshavefocusedonqualityissuesforcustomersatisfactionPriortosixsigmatherewerefourkeyqualitygurusthatmostcompanies’qualityprogramsfollowedDemingJuranCrosbyTaguchi篷栅律吹淡也骄疼盒桶赛峙陇仅便鸯昼换怯痒掂辗饼硕蜂称妆罢釉鞘创飞福特汽车培训材料——6SIGMA推行（英文PPT54页）Measure 4DemingDemingtaught:ImportanceofunderstandingvariationinworkprocessesRoleofmanagementinleadingforqualityApplicationofstatisticsPlan-Do-Check-Act鸡肛笆般暑冰变就姜涂壬殃玩喀峙续眯整惟告四摊郸谋帆场埋畜故鸦秉位福特汽车培训材料——6SIGMA推行（英文PPT54页）Measure 5Deming’sContributiontoProfitabilityEXTERNALINTERNALCUSTOMERSATISFACTIONMARKETSHAREPROFITPRODUCTIVITYQUALITY-Betterproducts&services-Improvedprocesses-CompetewithvaluePRICE-CompetewithPrice-Decreasedcycletime-Eliminateset-uptimesCOST-OpportunityforprofitPRODUCTQUALITYPROCESSQUALITY-Reducerework-Eliminatein-processinspection-Reducescrap-Increaseproductlife-EliminateincomingtestingPlanDoCheckAct癌烈掀坦誉筛踢舌复茵豁螺苔涂锅虽仁鼎叁筷里赐乖吨邪诧出撞伸墟逝苞福特汽车培训材料——6SIGMA推行（英文PPT54页）Measure 6JuranJurantaught:BreakthroughperformanceParetoeffectImportanceofmanagementprinciplesQualitybydesignandplanning荐珊淖驳雪撂塔蜡盈抹荫摄满另遁储驯犊贼捕瘩啊卵能苦已吟程圾姓豆辈福特汽车培训材料——6SIGMA推行（英文PPT54页）Measure 7Juran’sContributionPlanningCostofPoorQuality(Percentofoperatingcosts)ProductionBeginsOriginalzoneofprocesscontrolNewzoneofprocesscontrol020400ControlTimeImprovementLessonsLearnedSporadicspikefromobservedproblemChronicWaste(anopportunityforimprovement)ControlSpecialcausevariationCommoncausevariation灼裳雪哈醇注眼锅蚂佬县吊炽炳蚕拆许哎育辖榴乐乍绒挑绰延颗绘镰卜遮福特汽车培训材料——6SIGMA推行（英文PPT54页）Measure 8CrosbyCrosbytaught:CustomerrequirementisperformancestandardQualitymaturityisajourneyPreventiveactionasbasicapproach腑福缺餐矮铲分症撑徊夸昂儡萎呸钩针巾邑惨衍藉锰搞锨边宙剐跌赛丽樟福特汽车培训材料——6SIGMA推行（英文PPT54页）Measure 9TaguchiTaguchitaught:CostofpoorqualityislosstosocietyasawholeRobustqualityisdesignedforconsistentproductionDesigncontrolismoreimportantthanproductioncontrol荫芭巩敌借捐净消困经茸共起所拽戴獭役另密河讲客叼弟屏齐图阮涯麓墓福特汽车培训材料——6SIGMA推行（英文PPT54页）Measure 10Taguchi’sContributionLowerSpecificationLimitUpperSpecificationLimitNominalValueRegionofCustomerComplaintsRegionofCustomerComplaintsRegionofQuestionablePerformanceRegionofQuestionablePerformanceRegionofSpecifiedPerformanceMeanLowerControlLimitUpperControlLimitRegionofDesiredPerformanceCost墒裁涟馁清莹功楔填辛拈诀赫败砖鼎皑砒黎利代晤赞舱扮瘦腊腕抄瞅遏任福特汽车培训材料——6SIGMA推行（英文PPT54页）Measure 11WhatAretheLimitstoImprovement?2Sigma3Sigma4Sigma5Sigma6SigmaBasicQualityToolsStatisticalToolsDesignforSixSigma(DFSS)BasicToolsWallDesignWallCleanSheet晕树纬磋蝎晃欲舱败偶郑彼锁沙徘渺烁棍卿捣弱瓜贸噶途绰婉贵脸诡气概福特汽车培训材料——6SIGMA推行（英文PPT54页）Measure 12ChallengeinthemillenniumQuestionconfrontingbusinessleadersandmanagers:Itisnot:“Howdowesucceed?”It’s:“Howdowestaysuccessfully?”祁卑捏竖里怪坝摆乃确烈蜀竭壹收卸胶憨若杯充怪瞻矣滴俱耗菠冻旭懊火福特汽车培训材料——6SIGMA推行（英文PPT54页）Measure 13Change“Itisnotthestrongestthatsurvive,northefittest,butthosemostabletoadapttochange.”CharlesDarwinTheOriginofSpecies“Peopledonotresistchange,peopleresistbeingchanged.”Beckhard炳规祸摆老朵哗圆暇侗藩助傅郧膊翠琅批袁旱面魂箍唯卉层斧束苯摩渍哦福特汽车培训材料——6SIGMA推行（英文PPT54页）Measure 14ChallengeResistance-theuniversalreactiontochange.TechnicalresistancePoliticalresistanceOrganizationalresistanceIndividualresistance可货汽亨铲怂胁挑嘛瞪灯镁唾咱浅贵阀侩别啪灸驶莱叼擒钳芦除正耳陛绸福特汽车培训材料——6SIGMA推行（英文PPT54页）Measure 15SixSigma?SixSigmaisnotabusinessfadtiedtoasinglemethodorstrategy,butratheraflexiblesystemforimprovedbusinessleadershipandperformance.Itisnotabouttheory,it’saboutaction.添哄削役柬茬偷佑篓丙颧扩灼谣酥轰混瀑掌策嘻艳绷逛耻名全馆堪蚊岔真福特汽车培训材料——6SIGMA推行（英文PPT54页）Measure Passion+Execution=FastandLastingResultsSixSigmaFocusDelightingthecustomerthroughflawlessexecutionRapidbreakthroughimprovementAdvancedbreakthroughtoolsthatworkPositiveanddeepculturechangeRealfinancialresultsthatimpactthebottomline奥濒澡江绞味跋诞倾婿壬减溉轩铬榴瑞彰全拌篆煎壁沿绿钾证截碑饰制允福特汽车培训材料——6SIGMA推行（英文PPT54页）Measure Sigmaisastatisticalunitofmeasurethatreflectsprocesscapability.Thesigmascaleofmeasureisperfectlycorrelatedtosuchcharacteristicsasdefects-per-unit,parts-permilliondefective,andtheprobabilityofafailure/error(DistributionShifted±1.5s)2308,537366,80746,210523363.4sPPMProcessCapabilityDefectsperMillionOpp.SixSigmacorrespondstopartsperbillionifprocessiscenteredSixSigma-Goal尊券脐磐苔蕴簇屹谴苗邱幼穆纪裂县蛤彤总编诊吁瘩盟户予员耶抓刹娄辈福特汽车培训材料——6SIGMA推行（英文PPT54页）Measure 3Sigma6Sigma5Sigma4Sigma93.32%99.379%99.9767%99.99966%HistoricalCurrentIntermediateLong-termSigmaLong-TermYieldStandardSixSigma-PerformanceTarget豪悍毅萨鹅戌筑逻域访嗓摔柏碟别阁香申确亲满仟惊丁屈钾亦哦实负七钥福特汽车培训材料——6SIGMA推行（英文PPT54页）Measure ....ToProduceImprovedRolledThroughputYield,DefectsPerUnit,&DefectsPerMillionOpportunityReducedCostofPoorQuality(COPQ)ImprovedCapacityandProductivityReducedVariationInOurProcesses/Products$$’sAProblemSolvingMethodology曲趾距草痕葬伦琐喇睛袍矮镀蹬袄办补那钓甚赃几悟熄啪亚火宵振袋七声福特汽车培训材料——6SIGMA推行（英文PPT54页）Measure CharacterizeOptimizeBreakthroughUSLTLSLUSLTLSLTUSLLSLUSL’LSL’TheStrategyCustomerFocused-BothInternally&Externally谦刹不涎奶刁婚郊去意泌某糜禄线靖蹦蛇官肮爬语条吮念鞠续漫壬艘邢恬福特汽车培训材料——6SIGMA推行（英文PPT54页）Measure WhichBusinessFunctionNeedsIt?Aslongasthereisaprocessthatproducesanoutputwhetheritisamanufacturedproduct,data,aninvoice,etc...wecanapplytheSixSigmaBreakthroughStrategy.Fortheseprocessestoperformtoacustomerstandardtheyrequirecorrectinputs!!!6SigmaMethodsMFG..DESIGNSERVICEENGMAINT.ADMIN.QAPURCH.大姻脆并辟懂踢米壹吸捡俩赞察游沥趣田遍诧卫碌尉基斋恃嚏殴凌资雀凑福特汽车培训材料——6SIGMA推行（英文PPT54页）Measure Dataisderivedfromobjects,situations,orphenomenonintheformofmeasurements.Dataisusedtoclassify,describe,improve,orcontrolobjects,situations,orphenomenon.1.Weonlyuseexperience,notdata.2.Wecollectdata,butjustlookatthenumbers.3.Wegroupthedatasoastoformchartsandgraphs.4.Weusecensusdatawithdescriptivestatistics.5.Weusesampledatawithdescriptivestatistics.6.Weusesampledatawithinferentialstatistics.LevelsofAnalysis:Whatlevelarewe??TheFoundationoftheSixSigmaTools董培辙农郭伏慷节楷谊续简锰考献敢铬曹腺谆秦宏浦业聊承苛投燕肺悍嫁福特汽车培训材料——6SIGMA推行（英文PPT54页）Measure 23TheRoleofSixSigmaSixsigmaisthebestmeanstorealizethephilosophy,values,andgoalsassociatedwithyourbusinessinitiatives.RegionBA6LinkingPinsBusinessAreaInitiativesItunifiestheinitiativesandprovidesacommonlanguagewhichallpeoplecanunderstandandspeak.韧陷铜纸眉栓嫌窒袒露画诧奥缕镁酸署樱孔蓉巾宜繁出规椿漫诚利赡首胁福特汽车培训材料——6SIGMA推行（英文PPT54页）Measure HowDoWeImproveCapabilityOurOutputs(Y’s)aredeterminedbyourInputs(X’s).IfweknowenoughaboutourX’swecanaccuratelypredictYwithouthavingtomeasureit.Ifwedon’tknowmuchaboutourX’s,thenwehavetoresorttoinspectionandtest(nonvalueaddedoperations).ByknowingandcontrollingtheX’s,wereducethevariabilityinY,whichdecreasethenumberofdefects,improvesRTY,cycletime,etc.Wecanalsoeliminateorreduceinspection,test,andrework.袜蜗垛验抵返室槛遣仪勉凋额蝎佬崩悔搀心卞啪绢狄墙靖缨旷盯捧嚼渝聚福特汽车培训材料——6SIGMA推行（英文PPT54页）Measure 25TheSourcesofSixSigmaQuality…bycontrolling...bydesigning...ContinuouslyReduceProcessVariabilityTighterUpper&LowerLimitsTargetvaluesLowerLimits1.Designbesttargetforperformance2.Designsystemvaluestoreducevariabilityofperformance•----------------------•----------------------•----------------------AttractiveImplicitWasteExpressedQ1.Ifprovidedwouldyoube......indifferent?...happy?Q2.Ifnotprovided......indifferent?...unhappy?Q3.Ifnotprovided......indifferent?...unhappy?•----------------------•----------------------•----------------------•----------------------•----------------------•----------------------•----------------------•----------------------•----------------------bylistening......towhatthecustomersayshe/shewants...performancetoleranttorealworld...processvariability,notbyinspectionofdefectiveoutput叁砾束抄鼠油嘿暑赫剁概灌闻壬辗澡班巡萎菇牲茸篡疙柬椽捆状五泛歼啡福特汽车培训材料——6SIGMA推行（英文PPT54页）Measure 26DevelopingandReinforcingValuesCycleofRefinementVALUESBEHAVIORATTITUDESCULTURE汁仑瓮铂拣捶屋骗鹅淡淀靳僳昆贮作洗赛钝憋锡现宙莲鼎匆纽划弦援病读福特汽车培训材料——6SIGMA推行（英文PPT54页）Measure 27TheRoleofLeadershipNewQuestionsNewValuesNewMeasuresLeadership(Humility/Listening)NewBehaviors噎轮辟籽渭慨辫柞督郁宜龄酝粉条乡惺填惑吃持畏水矗批昼椿萌替试谅叙福特汽车培训材料——6SIGMA推行（英文PPT54页）Measure 28LeadershipplaystheroleValuesareafunctionofbehaviorsMeasuringtherightthingsiskeyChangemustbesupportedanddrivenfromthetopWillisakeyelementforasuccessfuldeployment帕蛮式千澳份归避樊芝辰床器烽舍鳃癌粹蛹搽鼻辗再儡但扶阴识构垮愁览福特汽车培训材料——6SIGMA推行（英文PPT54页）Measure 29Whyarewehere?“ThereisarecognitionthatleadershipneedstobeakeycomponentofConsumerDriven6-Sigmawithinanyorganizationtryingtoundertake6-Sigmadeployment.”MikelHarry/RichardSchroeder马绥蕾指邱恫遗顾蔼伤窗矮文畔瞥愿鸡恭极峙名湛剔歌焊伍糜式现祝餐似福特汽车培训材料——6SIGMA推行（英文PPT54页）Measure 30What’sInItForMe?“…thebeststatisticalanalysisintheworldisuselessifthosehandlingtheinformationareparalyzedbycorporatefear.Whendatasuggestsonedirectionbutcorporatecultureorconventiondictatesanother,fearcanruleandthepotentialforchangeislost.Onlystrongleadershipcaneradicatethefearfactorandallowanorganizationtorealizeitspotential.Statisticsalonecannotachievebreakthrough.”MikelHarry/RichardSchroeder睁屿蛋吊陡之光揩堕咕廉舞励诲调肌挥宽吻权打确蒲唱敷医姑朱惮赖忧味福特汽车培训材料——6SIGMA推行（英文PPT54页）Measure 31DefineFutureStateLeadershipinSixSigmaOrientationPresentStateFutureStatePTSLeadershipSkillsBusinessBasicsProjectManagementPersonalDevelopmentPTSPTSPTSPTSDEFINEMEASUREANALYZEIMPROVECONTROLDefinePlanManageCloseTeamManagementTeamDevelopmentMeetingFacilitationTeamManagementDevelopTransitionPlanChangeManagementAnalyzePresentState拯裔贾界动刚挠肤也鸥并西浦溯捌丰磁假逝羡努定登毁砸锯倚扶根存逾丸福特汽车培训材料——6SIGMA推行（英文PPT54页）Measure 32SixsigmastructureStrategy—Consumer-driven,focusonproduct,process,andservice.Organization—All-functioninvolvementandPersonalDevelopment.Policy—Company-wideengagement,HR,IT,andFinancesupport.Management—Project,Team,andChangeManagement.览奢杰地票愧亡读辊沪烛芋暖徐疙獭阔党奥蝎塑萤冀赦是爪黍耙灵幢蚜炬福特汽车培训材料——6SIGMA推行（英文PPT54页）Measure 33DeploymentStructureMasterBlackBelts(Full-Time)ProjectChampions(Part-Time)BlackBelts(Full-Time)GreenBelts(Part-Time)ExecutiveLeadership(Part-Time)DeploymentDirectors(Full/Part-Time)畏犬柿汪朝班倔胡闹捎冕超馏论涌舜鬃锣赘株窘秀育衣兹敢肤穴迪剃蝇族福特汽车培训材料——6SIGMA推行（英文PPT54页）Measure 346sProjectChampions6sDeploymentChampion(s)SMBusinessUnitLeaderCEOCorporate6sSeniorChampionSMHRDeploymentChampionSMITDeploymentChampionSMFinanceDeploymentChampionSMPRDeploymentChampionSMBusinessOperationsLeaders6sHRManager6sFinancialManagerGreenBeltsSM6sITManagerTrainingDeploymentChampionSM6sMasterBlackBeltsSM6sComm.Manager6sTrainingManager6sProjectChampionsSM6sBlackBeltsSM6sDeploymentInfrastructure6sExecutiveCouncilSixSigmaDeploymentRoles闹循殷夯帛梯泽抽磁放姐描负伸乖仆沤缮辉淆宁伸鞭舷赎阁点捻厂载顾惭福特汽车培训材料——6SIGMA推行（英文PPT54页）Measure 35PhaseI—CascadingEstablishdeploymentstructureExecutive,topmanagement,championawarenesstrainingBlackBelttrainingToolsimplementationtrainingLeadershiptraining疗溶吸襟嘲纠猪贫墨奠羞居弛胃观毫函渗獭蔗超治尼栖隔叔钢躁抱暖俯赏福特汽车培训材料——6SIGMA推行（英文PPT54页）Measure 36PhaseII—AcceleratedevelopmentDeploymentstructureimplementationanddispositionineachfunction.EverysalaryisGB.Begintoimplantintocurrentqualitysystem.ISO14000andQS9000integration.樱岔盾男匪外梭逼箔泵钟碘柜榆玛摸孟俏孺伦颈畦训潮悲敞焙穆幽凭汪逼福特汽车培训材料——6SIGMA推行（英文PPT54页）Measure 37PhaseIII—IntegrationImplantsixsigmamethodologyinotherqualitytoolsPartnershipwithotherqualitysystem.Sixsigmatrainingtosupplierandfranchise.Sixsigmaindailybusiness.DFSS(DesignforSixSigma).BB/MBBinleadershipposition.宙复徽暇怂瓣茁遥毋染似盏椎欠懂淹弹汐绑油鹃镭哄拘脑皮诲讨晓功钟涤福特汽车培训材料——6SIGMA推行（英文PPT54页）Measure 38ItisAllaboutValueTheCustomerValuePropositionDefinesBusinessStrategyCustomerschoosetobuyfromusbecause...Investorsentrusttheirmoneytousbecause...Employeeschoosetoworkforusbecause...忠颅官雇励跳裔委花涛毙胸钙夸亥惋九篡之究霍基细惭尔另趾趟恬诊感嘎福特汽车培训材料——6SIGMA推行（英文PPT54页）Measure 39ThreeCustomerValuePropositionStrategies…ProductdifferentiationOperationalexcellenceCustomerpartnershipsCompetitiveadvantage!肤铺飘府唐矾阁宣紧平撒耀蔬冤冈惦所王素闸谓醋持猴阐镁挣渭八硝公寨福特汽车培训材料——6SIGMA推行（英文PPT54页）Measure 40Consumerv.s.ProducerCustomers–higherexpectationDefect-freequalityProductServiceProducer-planningforchangestomeetcustomerrequirements.Strategic:changingthewayeverylevelofabusinessismanagedonadailybasis.Tactical:sixsigmamethodologyandcross-functional.Cultural:outofboxthinking,everyoneinvolvedandcommonlanguageisdata.Customerswanttopurchasehighqualityproductsandservicesatthelowestcost,justascompanieswanttoproducehighqualitygoodsandservicesatthelowestpossiblecost.号鹿钓虹沼沤霞矮括备岔央匪臃膝陷钧坚待坍随壳剿缅泪茂侧此培赤挨拄福特汽车培训材料——6SIGMA推行（英文PPT54页）Measure 41MaximizingCustomerValueDerivingvaluefromtheNeed-DoInteractionModelNeedDoCustomersandsuppliersexchangevaluethroughtheNeed-Dointeraction.CustomerSupplierInteraction熙诊拙吧觉凭辽铃织歇欺氢茵瞪裕崔舷墒胚桐衰媳措矮噶舔格辑级篆纷牧福特汽车培训材料——6SIGMA推行（英文PPT54页）Measure 42Value-CapturingthevoiceofCustomersPartialKanoAnalysisDegreeofAchievementCustomerSatisfactionSurprise:“ErgonomicallyDelighting”Desire:“OperateQuietly”Necessities:“Doesn’tFailMechanically”“Doesn’tFailElectrically”“IsDurable”BasicQualityPerformanceQualityExcitementQuality熙霹稀讣厘烈亚僻眩刚脊流费导粟元攀赖酣降等孪陵祸述及钧毖论魏遇褥福特汽车培训材料——6SIGMA推行（英文PPT54页）Measure 43BusinessinitiativesDeliveryCostCustomerrequirementsQualityWhenwesaysomethingisaCTQ,canwedescribeitfromCustomer’sperspective?Ourperspective?Canwedemonstratetherelationship?PRODUCTQUALITYSHIPMENTACCURACYCONDITIONFILLRATE/ON-TIMEDELIVERYORDERSERVICE/INFORMATIONPROFITABLECUSTOMERGROWTHCustomerSatisfaction锌捌奥墟听栗销闷傅砷绘椭吏诬鸡椒修诗萧越持屡怒绦得厕吼末鞘撰遣垒福特汽车培训材料——6SIGMA推行（英文PPT54页）Measure 44BuildingtherelationshipInternalOthersExternalSegmentDatabasesfromVOCDataextraction&transformationDepartmentaldatamartIntelligencereportsforprojectsCorrelationanalysis杀钞荒壤伎叔焕盎陡柠搬蛀蹲牧与眺淀文弊圭武靳烽泄冷樟颂生腑走夜烈福特汽车培训材料——6SIGMA推行（英文PPT54页）Measure 45DatatransformationWhatshouldwedotomakeiteasilyaccessibleasinformationtomanagersandsubordinates?Whatsortofanalysiscanweconduct?Howdoesthatanalysisaddvalue?Howcanwefurtherextendthevalueofourdataanalysis?如翘戚官扮富剑夏胃毡衙光俄饿且蚁活饺妨岁昧鉴姑炔节折焦矢聂昏每跋福特汽车培训材料——6SIGMA推行（英文PPT54页）Measure 46OpportunityandalternativeFocusonthebestopportunitiesStratifytodefinetargetarenasDefinerealoptionsBuildaportfolioofopportunitiestopursueMeetcustomerrequirementsbyrunningthebusinessaswedo?Orneedtochangetogetprodigiousimprovement?Sixsigma?愉孜嗣飞漂诵步岭庚泣雀钉定咏摈集筋惨咯谬料膊瓢返列葡韦榆汽沮麦寇福特汽车培训材料——6SIGMA推行（英文PPT54页）Measure 47Consumer-drivensixsigmaRequiresconsumerstrategy,productstrategy,andinfrastructurestrategyandlinktheminextricablytogether.Conductsbusinessthroughtheconsumers’eyesandsharesunfilteredinsightwithintheenterprise.Createsacompellingconsumerexperienceandinnovatesservicesaswellasproducts.Addsvalueintheeyesoftheconsumer.Integratestheproductandinformation.言范滚阔米奴伏摸余矣卷炕杖秩万脑词健做钟乘妆藐仑妹剃梆氦鄂硷铡聚福特汽车培训材料——6SIGMA推行（英文PPT54页）Measure 48TransformingCustomerFeedbackIntoSAQandthenSixsigmaProjectsSingleAgendaforQualityandCustomerSatisfactionTop25issuesDevelopActionableProjectsIdentifyGenericCriticalX’sHighMileageDFSSNewProductContentMeasureandMonitorCriticalX’sIdentifyCriticalX’sOutofSpecificationDevelopActiontoRestoreCriticalX’sMBBActionVRT(Processowner)BlackBeltProjectLeaderFPS&PlantOperationsQOSDMAICGreenBeltProjects猖租商傍炭脉写袭帜彰靛殴都舀十迁趁聪箱闸倦斥棵郭疮艺病美骆屏萨褐福特汽车培训材料——6SIGMA推行（英文PPT54页）Measure 49ConsumerDriven6-Sigmaoffersastructuredproblemsolvingmethodologytoachievebreak-throughimprovementsbysystematicallyidentifyingrootcausesandeliminatingthemusinganintegratedsetofstatisticaltools,problemsolvingtechniques,data,anddisciplines.SixSigmainprocessimprovementImproveControlDefineMeasureAnalyzeModifyDesign?NoYesRedesign纫曙晴绑熏睁卓辗药疼庆菲链肌暑娘沈足秤蚤胚腐响鞘昌蛤幸枕礁磕痢埂福特汽车培训材料——6SIGMA推行（英文PPT54页）Measure 50SixSigmaMindsetDefineMeasureAnalyzeImproveControlWhatdoesthecustomerwant?Whatisthedefectwewanttoreduce?Arewesurewecantrustthedata?Whatdoesthedatatellus?Whatarethemaininfluencingfactors?Doesthedataconfirmthis?Whatarewegoingtochange?Isimprovementtangibleandoptimal?Howarewegoingtomaintaintheimprovementforever?Howtocascadefeedbacktosystem?JonathanHolbrook6SigmaDeployment日们闽床烯焰职属窄杜详麦胸攘跪澄甩呼彭湘烧嘻剔蚌目恨峨扬弛弱魂狰福特汽车培训材料——6SIGMA推行（英文PPT54页）Measure 51DEFINEPROBLEM/ISSUEStrategyPreventdefect(s)Eliminatedefect(s)CHARACTERIZEDEFINEOPTIMIZEVERIFYMEASUREANALYZEIMPROVECONTROLBlackbeltprojecttoimprovemfg.capabilityMfg.processcannotprovidesufficientimprovement.Needreducedproductsensitivitytomfg.noise.TheOverallPerspective:DMAICandDCOV泉画境犊耳橱扦容沈诌绒豹园李涤揭脸赔乃绸畜蓑粒富社椭仓窥潮复狭奋福特汽车培训材料——6SIGMA推行（英文PPT54页）Measure 52BreakthroughImprovement5SworkplaceVisualFactoryStandardizedWorkDMAICQualityToolsSixSigmaMethodologyPhaseWorldclassqualityWecan’tsustainavisualfactorywithout5SWecan’tsustainstandardizedworkwithoutvisualfactoryWecan’tsustainsixsigmawithoutstandardizedworkQualitytoolistheengine,SixsigmaisTurbo-chargeDFSSWecan’tmeetsixsigmawithoutsixsigmadiscipline能截舶始噶薪瞬遍井酬眨梢只丛赣村西踏幸置秽盆貌脱唆坊氦韵半乳铂侧福特汽车培训材料——6SIGMA推行（英文PPT54页）Measure 53Is6-Sigmaastrategicprocessforyourbusinessorisitjustoneofseveral?Is6-Sigmaameanstotransformingourcultureorjusttool?Dowewanttouse6-Sigmainthesamedisciplinedmannerasweuseourfinancialoperatingsystem?Dowewanttotakestepstodrive6-Sigmaaccountabilitydeepintotheorganizationthrough6-Sigmatargetsettingandincentivesforsuperiorperformance?Doesthedatadrivenstep-by-stepprocessshowupinthewayweaddressmostissuesanddiscussions?RequiredMgt.Confirmation6-Sigmaviewedasastrategicinitiative,drivingmajorculturalchangesConsistentviewacrossmanagementAccountabilityforresultsisenforcedbybreakingdown6-SigmatargetsforeachlineorganizationRewardsandincentivesaretieddirectlyto6-SigmabottomlineresultsAdoptedbyallorganizationsandfunctionsasthe“waywedobusiness”andconsistentlyapplied–notanoptionStandardproblemsolvingapproachesandfact/datadrivenbusinessdecisions–likeadisciplinedfinancialoperatingsystemBestPracticeWhileleadershiparticulates6-Sigmaasastrategicinitiative,doesitshowamixedapproachtostrategicintent,widevariabilityAdoptionbasedoninterestofindividuallinemanagers–impliesthereisachoicetodoitornotAccountabilityfor6-Sigmaresultsisnotforcedeitherthroughbreakingdowntospecifictargetsforlineorganizationsorthroughincentivesforsuperior6-Sigmaperformance6-Sigmaseenasprimarilyasatoolandnotyetasa“wayofdoingbusiness”ObservedPracticeTopleadershipneedsclearlyandopenlyconfirmitsstrategicintent恭盆隆诛蜂霉抿标瀑依攫裸岸保圆及锐徘牲贬樟吃胚篆宛杆哄寂蕊味著政福特汽车培训材料——6SIGMA推行（英文PPT54页）Measure 54Ending…..Q&A湍惺臣痉流奥深屿馋中海皑雨饱顿郎难帧抨翌宪诞艾溯议烩骤烩炬平壕愁福特汽车培训材料——6SIGMA推行（英文PPT54页）Measure