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WelcometoapresentationonSixSigmaTM2002年1月12日
WhatareyourExpectations?Iwouldliketocaptureyourexpectationsfortheday?
AgendaIntroduction&overviewDemystifyingSixSigmaCreatingtheSixSigmaCultureManagingthesixsigmacultureTotalcycleTimeReductionSuccessExamplesAroundtheworldHowtoImplementSixSigmainyourbusinessQ&AClosingcomments
AlliancePartnershipsMASET,LLC.andMotorola
MasetareasofexpertiseQuality(SixSigma)CycletimeeductionLeadershipCulturalchangeProjectManagementSupplychainManagementFacilitationTraining
DemystifyingSixSigma
WhatdoesSixSigmameantoyou?Manydifferentdefinitionsexist.Iwilltrytoaddressthreethismorning
Sixsigmaasastatisticalterm
NormalDistributionMean
Standarddeviationmean68.27%15.865%15.865%
SixsigamasastatisticaltermValuesofastandarddeviationonesigma=68.27%317,311ppmtwosigma=95.45%45,500ppmthreesigma=99.73%27,000ppmsixsigma=99.999999%1.96ppb
SixsigmaasaqualitytermInventedbymotorolainthemid80’sServicemarkedandregisteredbyMotorolaAcceptedbyallcountriesAcceptedbyallorganization
-1.5Mean+1.5Virtuallynodefects(3.4ppm)LowerSpecifacationlimitupperSpecifacationlimit-6-5-4-3-2-10+1+2+3+4+5+6Allowsforvariationinmeasurement1.5Sigmashift+-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)30xImprovement10xImprovement70xImprovement6534DefectsperMillionopportunities
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=188556
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
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