新六西格瑪——摩托羅拉大學(xué)

1、Copyright 2002 Motorola. All rights reserved.新六西格瑪六西格瑪Copyright 2002 Motorola. All rights reserved.挑戰(zhàn)挑戰(zhàn) 挑戰(zhàn)挑戰(zhàn)Challenge快!快!快！Be quick!Copyright 2002 Motorola. All rights reserved.Copyright 2002 Motorola. All rights reserved.QSCopyright 2002 Motorola. All rights reserved.Then and Now1986Six Sigma metho

2、dology introduced at Motorola 1987Six Sigma by 1992 goal was set1988 Malcolm Baldrige National Quality Award1991 Black Belt Initiative introduced1992 10X defect reduction every 2 years, cycle time every 5 years1998 Corporate Renewal1999 Rules of Engagement, Performance Excellence, Balanced Scorecard

3、2000 Black Belt Initiative Accelerated2003 Digital Six Sigma2002 Malcolm Baldrige National Quality AwardCopyright 2002 Motorola. All rights reserved.1987制定制定1992 應(yīng)達(dá)到的西格瑪目標(biāo)應(yīng)達(dá)到的西格瑪目標(biāo)以往與現(xiàn)在1988 馬稱科姆馬稱科姆鮑德里奇全美質(zhì)量大獎(jiǎng)鮑德里奇全美質(zhì)量大獎(jiǎng)1990 在全公司開展在全公司開展“顧客完全滿意小組過(guò)程顧客完全滿意小組過(guò)程”和和“黑帶計(jì)劃黑帶計(jì)劃”1992 每?jī)赡隃p少缺陷十倍，每五年一個(gè)周期。每?jī)赡隃p少缺陷十

4、倍，每五年一個(gè)周期。1997 五個(gè)五個(gè)“9”：系統(tǒng)可用性。：系統(tǒng)可用性。1999 公司革新公司革新 2000 行為準(zhǔn)則，優(yōu)秀業(yè)績(jī)和平衡的記分牌行為準(zhǔn)則，優(yōu)秀業(yè)績(jī)和平衡的記分牌2001 “黑帶黑帶”創(chuàng)意加速創(chuàng)意加速2002 第二次鮑德里奇全美質(zhì)量大獎(jiǎng)第二次鮑德里奇全美質(zhì)量大獎(jiǎng)2003 數(shù)字化的六西格碼數(shù)字化的六西格碼Copyright 2002 Motorola. All rights reserved.10.911.313.31722.2272829.829.433.137.605101520253035401981198219831984

5、1985198619871988198919901991199219931994199519961997199819992000淨(jìng)營(yíng)收 (十億美元)14%24%16%14%4%18%28%31%22%9%B US$Copyright 2002 Motorola. All rights reserved.我們從“六西格瑪” (Six Sigma) 作為一項(xiàng)衡量開始。西格瑪是一項(xiàng)利用統(tǒng)一衡量尺度對(duì)“完好度”的衡量。西格瑪提供一種衡量改進(jìn)情況的相關(guān)方法。西格瑪?shù)暮饬繂挝皇前偃f(wàn)分之缺陷率 (DPMO) 。例如，某一水平的西格瑪可以說(shuō)明生產(chǎn)一百萬(wàn)只咖啡杯的過(guò)程中有多少殘次品。 所謂統(tǒng)一是指可以用西格瑪來(lái)

6、衡量從咖啡杯缺陷到失去銷售機(jī)會(huì)的一切內(nèi)容。它衡量的對(duì)象其實(shí)就是在一百萬(wàn)次機(jī)遇中，有多少次沒有達(dá)到顧客的要求（即缺陷）。值得慶幸的是，一百萬(wàn)只是一個(gè)衡量系數(shù)，我們用不著等到生產(chǎn)出一百萬(wàn)只咖啡杯才開始計(jì)算西格瑪水平。Copyright 2002 Motorola. All rights reserved.西格瑪水平與改進(jìn)后的完好度水平有關(guān)。要達(dá)到“三西格瑪”水平，我們?cè)谝话偃f(wàn)次機(jī)會(huì)中只能允許 66,811 個(gè)缺陷。而在“五西格瑪”水平中，我們只允許 233 個(gè)缺陷。 不同西格瑪水平之間的差異并不是簡(jiǎn)單地對(duì)半削減缺陷數(shù)量。西格瑪水平每升高一級(jí)，缺陷數(shù)量都指數(shù)級(jí)地減少。 Copyright 2002

7、Motorola. All rights reserved.“Sigma” is a measurement scale upon which improvements can be gauged.“Six Sigma” is an overall methodology that drives business improvement.Copyright 2002 Motorola. All rights reserved.六西格瑪定義六西格瑪定義Definition of Six Sigma Whatever we do, The maximum error number which is

8、 allowed to make should not go beyond 3.4 times among 1,000,000 opportunities. 無(wú)論做什么，在無(wú)論做什么，在1 1百萬(wàn)次出錯(cuò)機(jī)會(huì)中，所允百萬(wàn)次出錯(cuò)機(jī)會(huì)中，所允許出現(xiàn)的錯(cuò)誤為許出現(xiàn)的錯(cuò)誤為3.4 3.4 次次Copyright 2002 Motorola. All rights reserved.六西格瑪與每百萬(wàn)機(jī)遇六西格瑪與每百萬(wàn)機(jī)遇3.4個(gè)缺陷個(gè)缺陷(DPMO)相對(duì)應(yīng)。相對(duì)應(yīng)。正態(tài)分布居中1.5Sigma偏移Copyright 2002 Motorola. All rights reserved.Sigma dpm

9、o Defect Rate 缺陷率缺陷率2s 308,538 1 in 33s 66,000 1 in 154s 6,210 1 in 1605s 233 1 in 4,3006s 3 1 in 300,000dpmo: defects per million opportunities每百萬(wàn)次中的缺陷數(shù)10,000XCopyright 2002 Motorola. All rights reserved. 什么是“六西格瑪”(Six Sigma)? 你可能在兩方面聽到人們使用這一術(shù)語(yǔ)作為一項(xiàng)衡量?jī)?nèi)容和作為一種方法。區(qū)分這兩者對(duì)于我們理解“六西格瑪”有著至關(guān)重要的意義。 “六西格瑪”(Six

10、Sigma) 衡量: 以西格瑪為尺度的衡量水平，其中西格瑪是對(duì)完好度的一項(xiàng)衡量?jī)?nèi)容。 相當(dāng)于百萬(wàn)之 3.4 的缺陷率。 “六西格瑪”(Six Sigma) 方法: 全面改進(jìn)業(yè)務(wù)的方法。 通過(guò)降低缺陷、加工周期、對(duì)環(huán)境的影響和其他不必要的波動(dòng)來(lái)推業(yè)務(wù)過(guò)程的改進(jìn)。Copyright 2002 Motorola. All rights reserved.A comprehensive, flexible system for achieving & maximizing business success through thoroughly understanding customer ne

11、eds, a disciplined use of facts & data, and diligent attention to improving and re-inventing processes. Cost reduction Improved productivity Market-share growth Customer retention Cycle-time reduction Defect reduction/elimination Culture change Product/service developmentBusiness Success Factors

12、 成功因素成功因素成本下降生產(chǎn)率提高市場(chǎng)占有率增長(zhǎng)顧客維持周期縮短缺陷減少/消除文化變革產(chǎn)品/服務(wù)開拓是一個(gè)全面的柔性系統(tǒng)，通過(guò)充分理解客戶需求，嚴(yán)謹(jǐn)?shù)厥褂檬聦?shí)和數(shù)據(jù)，勤奮地注意改進(jìn)和重新創(chuàng)造程序，來(lái)最大程度的達(dá)成生意的成功。Copyright 2002 Motorola. All rights reserved.數(shù)碼六西格瑪 (Digital Six Sigma) 是對(duì)摩托羅拉經(jīng)典業(yè)務(wù)改進(jìn)方法的一次重大革新。數(shù)碼六西格瑪是一次巨大的改進(jìn)，因?yàn)樗梢砸粍谟酪莸囟沤^釀成缺陷的變因。通過(guò)實(shí)施可重復(fù)使用的網(wǎng)絡(luò)化改進(jìn)，數(shù)碼六西格瑪 徹底消滅了缺陷。A key innovation to Motorol

13、as classic business improvement method is Digital Six Sigma. Digital Six Sigma is a dramatic improvement, because it permanently eliminates targeted sources of variation that cause defects. By implementing reusable web-enabled improvements, Digital Six Sigma eradicates defects from the face of the e

14、arth.Copyright 2002 Motorola. All rights reserved.摩托羅拉的數(shù)字化改進(jìn)工作帶來(lái)一整套新的更好方法、工具和技巧。這方面的工作包括： 由于有了上述改進(jìn)，今天“六西格瑪” (Six Sigma) 比以往任何時(shí)間都更加功能強(qiáng)大，更加適用于當(dāng)今動(dòng)蕩的業(yè)界環(huán)境。 e-Training：在短短幾個(gè)月而不是幾年時(shí)間里，培訓(xùn)和測(cè)試數(shù)以千計(jì)員工的能力。e-Processes: 隨時(shí)處于掌控之中的數(shù)字化改進(jìn)措施。e-Tools: 網(wǎng)上調(diào)查、模擬程序及各種歸納工具可以對(duì)“六西格瑪”過(guò)程的眾多階段進(jìn)行改進(jìn)。e-Tracking: 監(jiān)督所有重要業(yè)務(wù)度量及其附屬改進(jìn)項(xiàng)目的能

15、力。e-Visibility/Control: 監(jiān)督所有重要業(yè)務(wù)度量及促成如此結(jié)果之部門和職能的能力，其中包括正反兩個(gè)方面。Copyright 2002 Motorola. All rights reserved.Cp 0.67 1.0 1.33 1.67 2.0Cpk 0.17 0.5 0.83 1.17 1.5)DPMO(Defects Per Million Error Opportunities業(yè)界標(biāo)桿一般公司baggage handling: 3.5 sigma國(guó)內(nèi)航班Copyright 2002 Motorola. All rights reserved. 持續(xù)進(jìn)步及競(jìng)爭(zhēng)的需要 T

16、he requirement of CI and completion建立共同語(yǔ)言 Setup command language數(shù)據(jù)驅(qū)動(dòng)進(jìn)步 Data driven解決問(wèn)題的方法與思路 The methodology of problem solving Command the tools Customer focusCopyright 2002 Motorola. All rights reserved.The Current Situation 目前狀況目前狀況Cycle Time運(yùn)轉(zhuǎn)周期運(yùn)轉(zhuǎn)周期Customer Satisfaction 顧客滿意顧客滿意(Phone Rings Agai

17、n)Continuous Improvement持續(xù)改進(jìn)持續(xù)改進(jìn)Gamba Kaizen5sTPMCOQTCMCopyright 2002 Motorola. All rights reserved.Sky Tower on Tomorrow明天的大廈Customer Satisfaction 顧客滿意顧客滿意(Phone Rings Again)Cost 費(fèi)用費(fèi)用Service 服務(wù)服務(wù)System 系統(tǒng)系統(tǒng)Management 管理管理Delivery 交付交付Quality 質(zhì)量質(zhì)量Continuous Improvement持續(xù)改進(jìn)Cycle Time 運(yùn)轉(zhuǎn)運(yùn)轉(zhuǎn) 周期周期 6 Sigm

18、a 6西西格瑪格瑪Management teams Commitment & consensus 管理層的承諾與一致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Copyright 2002 Motorola. All rights reserved.ControlSystemISO9002ISO9001QS9000ISO140005SEHSTPMGK/LeanSPCTCMTQM1997 1998 1999 2000 2001 20026-SigmaCOQMRP-IIOr ERP控制系統(tǒng)Digital6 SigmaCopyright 2002 Motorola. All right

19、s reserved.Its all aboutdelivering business results!Achieving sustainable business improvement requires integrated team efforts linked to business priorities.通過(guò)團(tuán)隊(duì)對(duì)重大的問(wèn)題進(jìn)行快速的解決通過(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)果得到持續(xù)的財(cái)務(wù)結(jié)果!Copyright 2002 Motorola. All rights reserved.“六西格瑪領(lǐng)導(dǎo)方針”包括以下內(nèi)容：The Six Sigma Leadership P

20、rinciples include the following: Align ( 結(jié)合) Mobilize (動(dòng)員) Accelerate (催化) Govern (治理) THE SIX SIGMA LEADERSHIP PRINCIPLESThe People Who Make it Happen:Copyright 2002 Motorola. All rights reserved.大師級(jí)黑帶大師級(jí)黑帶 Master Black Belt - 黑帶和高級(jí)管理層顧問(wèn)黑帶和高級(jí)管理層顧問(wèn) Black Belt and Senior Management Consultant 綠帶綠帶 Gr

21、een Belt黑帶黑帶 Black Belt - - 團(tuán)隊(duì)成員與實(shí)施者團(tuán)隊(duì)成員與實(shí)施者 Team Member and Practitioner - - 團(tuán)隊(duì)領(lǐng)導(dǎo)與統(tǒng)計(jì)顧問(wèn)團(tuán)隊(duì)領(lǐng)導(dǎo)與統(tǒng)計(jì)顧問(wèn) Team Leader and Statistical Consultant Copyright 2002 Motorola. All rights reserved.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)的支持與持續(xù)的支持與評(píng)審評(píng)審六西格瑪六西格瑪項(xiàng)目選擇項(xiàng)目選擇Copyright 2002 Motorola. All rights reserved

22、.“Link actions to critical results!”Simplify the game!What do youwant to improve? What actions will getyou there the fastest?Y= f (x1 , x2 , x3 . )Copyright 2002 Motorola. All rights reserved.戰(zhàn)略與目標(biāo)戰(zhàn)略與目標(biāo)戰(zhàn)略方向戰(zhàn)略方向願(yuàn)景願(yuàn)景: :我我們們的首要目的的首要目的我我們們?nèi)绾蜗蛉绾蜗蝾欘櫩吞峥吞峁┕﹥r(jià)價(jià)值值。使命使命: :我我們?yōu)檎l(shuí)們?yōu)檎l(shuí)服服務(wù)務(wù)，我，我們們提供哪些服提供哪些服務(wù)務(wù)，我我們們?nèi)绾稳绾?/p>

23、實(shí)現(xiàn)競(jìng)爭(zhēng)實(shí)現(xiàn)競(jìng)爭(zhēng)優(yōu)勢(shì)優(yōu)勢(shì)。 戰(zhàn)戰(zhàn)略目略目標(biāo)標(biāo): :為實(shí)現(xiàn)願(yuàn)景為實(shí)現(xiàn)願(yuàn)景我我們們必必須須完成的目完成的目標(biāo)標(biāo)。 提出或突破提出或突破創(chuàng)創(chuàng)意意為為在今天在今天獲獲得成得成功，我功，我們們需要需要採(cǎi)採(cǎi)取哪些行取哪些行動(dòng)動(dòng)。 超越超越創(chuàng)創(chuàng)意意: :為為在未在未來(lái)來(lái)取得成取得成功我功我們們需要需要採(cǎi)採(cǎi)取取哪些行哪些行動(dòng)動(dòng)。 績(jī)效衡量績(jī)效衡量業(yè)務(wù)過(guò)程業(yè)務(wù)過(guò)程業(yè)務(wù)成業(yè)務(wù)成果果顧顧客客與與市市場(chǎng)場(chǎng)培培訓(xùn)與發(fā)展訓(xùn)與發(fā)展內(nèi)部?jī)?nèi)部業(yè)務(wù)業(yè)務(wù)財(cái)務(wù)財(cái)務(wù)為為建立建立實(shí)現(xiàn)實(shí)現(xiàn)我我們們戰(zhàn)戰(zhàn)略目略目標(biāo)標(biāo)所需的所需的能力，我能力，我們們需要需要採(cǎi)採(cǎi)取哪些行取哪些行動(dòng)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

24、量Copyright 2002 Motorola. All rights reserved.Strategies & ObjectivesCurrent Year InitiativesSTRATEGIC DIRECTIONVision:Our overriding purpose how we will deliver value to customers.Mission:Who we serve, what services we provide and how we achieve competitive advantageStrategic Objectives:Goals w

25、e must accomplish to achieve our vision.Make or Break Initiatives:What we need to do to be successful today.Breakaway Initiatives:What we need to do to be successful in the futurePERFORMANCE MEASUREMENTBusiness ProcessesBusiness ResultsCustomer & MarketLearning & GrowthInternal BusinessFinan

26、cialWhat we need to do to build the capability to achieve our strategic objectives.Goal:Actual:MetricGoal:Actual:MetricGoal:Actual:MetricGoal:Actual:MetricCopyright 2002 Motorola. All rights reserved.Be the market leader in providing superior wireless products and solutions Lead Internet to wireless

27、. Drive success by exceeding the expectations of customers, consumers, shareholders and co-workers Customer, consumer & share holder driven employees winning through the 4Es +1; Recognizing & celebrating successes. One Motorola / One PCSCULTURE: Fully link the Front End experience and planni

28、ng process Develop a measurement and ensure differential investment for Most Effective Talent Ensure Most Effective Talent occupy Most Leveraged Positions PERFORMANCE MEASUREMENTBusiness ProcessesBusiness Results2002 PERFORMANCE EXCELLENCE SCORECARDPCS Rev 2.7Strategic ObjectivesCurrent Year Initiat

29、ivesSTRATEGIC DIRECTIONVISION:MISSION:FINANCIAL Deliver strong financial resultsCUSTOMER & MARKET Delight customers and become the coveted supplier by all top 25 customersOPERATIONAL & PEOPLE Transform the organization to Performance Excellence Motivate employees and create a positive work e

30、nvironment Build active community involvementFINANCIALImprove Total Cost Competitiveness of productsImprove overall ability to deliver End-to-End solutions, content and applications CUSTOMER/CONSUMER & MARKETDefine and develop Compelling Products and Signature Experiences Improve customer relati

31、onships through operator partnering and customizationDrive and sustain consumer demand and pull-through programs and increase the effectiveness of co-marketing with operators and distributorsSubstantially enhance the value and impact of the Motorola BrandInvest in innovation to leverage technology a

32、dvancements and architecture to improve market/customer responsiveness OPERATIONAL & PEOPLEMake the matrix organization workMake Six Sigma “The Way We Work” in everything we do Dramatically improve software capability & qualitySTRATEGIC PLANNINGCUSTOMER & MKT FOCUSHUMAN RESOURCE FOCUSPRO

33、CESS MGMTLEADERSHIPINFORMATION/ANALYSIS Improve End-to-End selling capabilities on Account Teams Improve S&OP Process Drive development and differential investments in human assets, by implementing the Organization Vitality Process Institutionalize M-Gates across all projects Implement YEAR 1 Ne

34、xt Generation Supply Chain projects Deploy Time Tracking System (Primavera) across PCSFINANCIALMake The Numbers PBT Sales: Device & Non-device Cash Flow CUSTOMER/CONSUMER & MARKET Increase Market Share 20% movement in Customer Satisfaction - Top 2 Boxes Improve consumer & POS equity by 1

35、1.5% in top 11 countriesOPERATIONAL 30% complexity reduction by YE & all 2003 NPIs achieve complexity index of 1.33Cpk 2Cp 2J .L .L .L .Cp=Cpk(1-k)Copyright 2002 Motorola. All rights reserved. 黑帶的發(fā)展黑帶的發(fā)展 Exceeding CustomerExpectationsSix Steps toSix SigmaProblemSolvingStrategiesand ToolsContinuo

36、usImprovementCurriculum(CIC)Weight: REWORKED PARTS0100200300400500600CountBCGEDAFMLHIKNJOSOURCEPareto Chart-2-1012345Chipsize (mils)7213549637791Avg=0.82LCL=-1.51UCL=3.15Individual Measurement of Chipsize (mils)012345Chipsize (mils)7213549637791Avg=0.88LCLUCL=2.86Moving Range of Chipsize (mils)Contr

37、ol ChartThickness0.480.490.50.510.520.53405406Line No.All PairsTukey-Kramer 0.05Oneway Analysis of Thickness By Line No.RESPONSE5678910111213141 2 3 4 5 6 7 8 9 1011121314151617181920212223242526272829303132333435363738394041424344454647484950515253545556575859606162636465666768697071727374757677787

38、98081828384858687888990919293949596Part123412341234CassetteBobFrankJanetOperatorVariability Chart for RESPONSEWeight: REWORKED PARTS0100200300400500600CountBCGEDAFMLHIKNJOSOURCEPareto ChartScreening Fit2nd HarmonicSummary of FitRSquareRSquare AdjRoot Mean Square ErrorMean of ResponseObserv ations (o

39、r Sum Wgts)0.8113030.6697814.242256-30.7881 15Analy sis of VarianceLack of FitParameter EstimatesEf fect T estResponse Surf aceInsertion 360M hzSummary of FitRSquareRSquare AdjRoot Mean Square ErrorMean of ResponseObserv ations (or Sum Wgts)0.6714360.4250130.414974 -0.9236 15Analy sis of VarianceLac

40、k of FitParameter EstimatesEf fect T estResponse Surf aceReturn loss 360MhzSummary of FitRSquareRSquare AdjRoot Mean Square ErrorMean of ResponseObserv ations (or Sum Wgts)0.7859330.6253833.830314-13.8293 15Analy sis of VarianceLack of FitParameter EstimatesEf fect T estResponse Surf aceContour Prof

41、 ilerHorizVertFactorC709L660C710Current X 2.715.91632111.984906Grid Density10 x 10Update ModeImmediateResponse2nd HarmonicInsertion 360M hReturn loss 360Contour-36.38759-0.598651-19.93862Current Y-37.02109-0.704413 -22.0236Lo Limit ? ? ?Hi Limit -35 -0.15 -1515C7108.22nd HarmonicInsertion 360M hRetu

42、rn loss 3602.2C7092.70C709C7102nd Harmonic0C709C710Insertion 360M h0C709C710Return loss 360Thickness0.480.490.50.510.520.53405406Line No.All PairsTukey-Kramer 0.05Oneway Analysis of Thickness By Line No.Weight: REWORKED PARTS0100200300400500600CountBCGEDAFMLHIKNJOSOURCEPareto Chart圖表的圖表的探測(cè)地探測(cè)地交互式的交互

43、式的多項(xiàng)比較多項(xiàng)比較度量系統(tǒng)分析度量系統(tǒng)分析質(zhì)量控制質(zhì)量控制實(shí)驗(yàn)設(shè)計(jì)和實(shí)驗(yàn)設(shè)計(jì)和 最優(yōu)化最優(yōu)化確認(rèn)問(wèn)題收集數(shù)據(jù)分析數(shù)據(jù)解釋數(shù)據(jù)匯報(bào)分析提出建議實(shí)施行動(dòng)監(jiān)察和控制Problem IdentificationCollect DataAnalyze DataInterpret DataReport AnalysisMake RecommendationImplementation of ActionMonitoring & ControlGraphicalExploratoryInteractiveMultiple ComparisonsMeasurement Systems Analysi

44、sQuality ControlExperimental Design and OptimizationCopyright 2002 Motorola. All rights reserved.六西格瑪持續(xù)改進(jìn)課程表六西格瑪持續(xù)改進(jìn)課程表Six sigma CI CurriculumStatistical Approach to Six Sigma (CIC1141 & 1142)Foundations of Six Sigma & the DMAIC Model (CIC1157)Green Belt ProgramBlack Belt ProgramMaster Black

45、 BeltBenchmarking (CIC540)Teaming (TBD)Cycle Time Reduction & Map. Workshop (CIC850)Quality Function Deployment (CIC1070, 1071)Business Skills (TBD)Copyright 2002 Motorola. All rights reserved. . . to support a Six Sigma CampaignLeadership Jumpstart Event (2 days)- align with business strategy-

46、secure commitment, prioritize and resource projectsSeniorLeadershipTeamFoundations Training Organization WideBlack BeltCandidatesChampionsSix Sigma Black Belt Training (20 days)- prepare Black Belts to lead Six Sigma improvement teams- equip Black Belts with SPC tools and techniquesSix Sigma Managem

47、ent Training (3 days)- equip results owners to manage in Six Sigma environments- ensure the advancement of the improvement projectsGreen BeltsSix Sigma Green Belt Training (5 days)- prepare team members to execute project activities- provide solid foundation of improvement processes and toolsCopyrig

48、ht 2002 Motorola. All rights reserved.提高整個(gè)組織的實(shí)力提高整個(gè)組織的實(shí)力支持六西格瑪運(yùn)動(dòng)支持六西格瑪運(yùn)動(dòng)領(lǐng)導(dǎo)人才助推活動(dòng)領(lǐng)導(dǎo)人才助推活動(dòng) (2天天)- 與業(yè)務(wù)戰(zhàn)略取得統(tǒng)一- 為項(xiàng)目而保證承諾，安排重點(diǎn)，提供資源 高級(jí)領(lǐng)導(dǎo)團(tuán)隊(duì)高級(jí)領(lǐng)導(dǎo)團(tuán)隊(duì)基礎(chǔ)培訓(xùn)基礎(chǔ)培訓(xùn)全組織全組織黑帶候選人黑帶候選人帶頭人帶頭人六西格瑪黑帶培訓(xùn)六西格瑪黑帶培訓(xùn)(20天天)- 教會(huì)“黑帶”如何領(lǐng)導(dǎo)六西格瑪改進(jìn)團(tuán)隊(duì)。- 為“黑帶”提供SPC工具和技巧。 六西格瑪管理培訓(xùn)六西格瑪管理培訓(xùn)(2天天)- 為成果所有者在“六西格瑪”環(huán)境中進(jìn)行管理創(chuàng)造條件。 - 保證改進(jìn)項(xiàng)目的進(jìn)行。綠帶綠帶六西格瑪綠

49、帶培訓(xùn)六西格瑪綠帶培訓(xùn)(6天天)- 為團(tuán)隊(duì)成員執(zhí)行項(xiàng)目活動(dòng)創(chuàng)造條件。- 為改進(jìn)過(guò)程提供堅(jiān)實(shí)基礎(chǔ)和工具。 Copyright 2002 Motorola. All rights reserved.六西格瑪綠帶學(xué)習(xí)班大綱 六西格瑪基礎(chǔ)六西格瑪基礎(chǔ) (Fundamental to Six Sigma) 界定機(jī)遇界定機(jī)遇(Define)1.1 找出、排序并選擇改進(jìn)機(jī)遇。 1.2 制定項(xiàng)目團(tuán)隊(duì)?wèi)椪?.3 組建有效的團(tuán)隊(duì)1.4 明確顧客及顧客需求 1.5 界定待改進(jìn)的過(guò)程并繪圖 衡量業(yè)績(jī)衡量業(yè)績(jī)(Measure)2.1 確定衡量的內(nèi)容 2.2 對(duì)衡量進(jìn)行管理2.3 認(rèn)識(shí)波動(dòng) 2.4 評(píng)估衡量系統(tǒng)2.5 確

50、定過(guò)程業(yè)績(jī)表現(xiàn) 分析機(jī)遇分析機(jī)遇(Analyze)3.1 找出潛在的根本原因 3.2 進(jìn)行失敗模式及效果分析 (FMEA)3.3 實(shí)施對(duì)比法 3.4 進(jìn)行波動(dòng)源（SOV）研究3.5 進(jìn)行相關(guān)性分析 改進(jìn)業(yè)績(jī)改進(jìn)業(yè)績(jī)(Improve)4.1 提出解決方案 4.2 解決方案的排序與選擇 控制業(yè)績(jī)控制業(yè)績(jī)(Control)5.1 制訂控制計(jì)劃5.2 實(shí)施過(guò)程控制系統(tǒng)Copyright 2002 Motorola. All rights reserved.Week 1Core ContentDMAIC MethodologyIdentifying Business OpportunitiesCusto

51、mer RequirementsMapping ProcessesEffective TeamsCritical MeasuresMeasurement Systems AnalysisProcess PerformanceMINITAB SoftwareWeek 2Core ContentRoot Cause AnalysisProcess StratificationValidation of Root CausesComparative MethodsSources of VariationFailure Mode & Effects AnalysisWeek 4Core Con

52、tentResponse Surface MethodologyRecommendations and Change PlansStatistical Process ControlProcess CapabilityImplementation Planning Process IntegrationWeek 3Key DeliverablesData Analyses (Contd)Validated Root CausesPotential SolutionsSelected SolutionsCommunication PlanKey DeliverablesProject Chart

53、erAction PlansProcess MapsKey Process IndicatorsData Collection PlanMeasurement AnalysisBaseline PerformanceCoaching /Project WorkKey DeliverablesCollected DataData AnalysesSources of VariationFMEA StudyCore ContentCorrelation & Regression AnalysisDesign of ExperimentsIdea GenerationSolution Eva

54、luation and SelectionKey DeliverablesPilot PlanControl PlanTraining PlansImplementation PlansCoaching /Project WorkCoaching /Project WorkCoaching /Project WorkCopyright 2002 Motorola. All rights reserved.六西格瑪黑帶行動(dòng)教學(xué)計(jì)劃六西格瑪黑帶行動(dòng)教學(xué)計(jì)劃 第第1周周核心內(nèi)容核心內(nèi)容DMAIC方法方法找出業(yè)務(wù)機(jī)遇找出業(yè)務(wù)機(jī)遇顧客需求顧客需求繪制過(guò)程圖繪制過(guò)程圖有效的團(tuán)隊(duì)有效的團(tuán)隊(duì)主要衡量項(xiàng)主要衡量

55、項(xiàng) 衡量系統(tǒng)分析衡量系統(tǒng)分析過(guò)程業(yè)績(jī)過(guò)程業(yè)績(jī)MINITAB 軟件軟件第第2周周核心內(nèi)容核心內(nèi)容根本原因分析根本原因分析過(guò)程整理過(guò)程整理根本原因認(rèn)證根本原因認(rèn)證比較法比較法波動(dòng)源波動(dòng)源失敗模式與效果分析失敗模式與效果分析 第第4周周核心內(nèi)容核心內(nèi)容反應(yīng)表面法反應(yīng)表面法建議與變革計(jì)劃建議與變革計(jì)劃統(tǒng)計(jì)過(guò)程控制統(tǒng)計(jì)過(guò)程控制過(guò)程能力過(guò)程能力實(shí)施規(guī)劃實(shí)施規(guī)劃過(guò)程集成過(guò)程集成 第第3周周可實(shí)現(xiàn)的主要內(nèi)容可實(shí)現(xiàn)的主要內(nèi)容數(shù)據(jù)分析（續(xù)）數(shù)據(jù)分析（續(xù)）經(jīng)認(rèn)證的根本原因經(jīng)認(rèn)證的根本原因可能的解決方案可能的解決方案選中的解決方案選中的解決方案交流計(jì)劃交流計(jì)劃可實(shí)現(xiàn)的主要內(nèi)容可實(shí)現(xiàn)的主要內(nèi)容項(xiàng)目憲章項(xiàng)目憲章行動(dòng)計(jì)劃行

56、動(dòng)計(jì)劃過(guò)程圖過(guò)程圖主要過(guò)程指標(biāo)主要過(guò)程指標(biāo)數(shù)據(jù)收集計(jì)劃數(shù)據(jù)收集計(jì)劃衡量分析衡量分析 基準(zhǔn)業(yè)績(jī)基準(zhǔn)業(yè)績(jī)輔導(dǎo)輔導(dǎo)/項(xiàng)目工作項(xiàng)目工作可實(shí)現(xiàn)的主要內(nèi)容可實(shí)現(xiàn)的主要內(nèi)容收集到的數(shù)據(jù)收集到的數(shù)據(jù)數(shù)據(jù)分析數(shù)據(jù)分析波動(dòng)源波動(dòng)源FMEA研究研究核心內(nèi)容核心內(nèi)容相關(guān)分析與回歸分析相關(guān)分析與回歸分析實(shí)驗(yàn)設(shè)計(jì)實(shí)驗(yàn)設(shè)計(jì)構(gòu)思構(gòu)思方案評(píng)估與選擇方案評(píng)估與選擇 可實(shí)現(xiàn)的主要內(nèi)容可實(shí)現(xiàn)的主要內(nèi)容示范計(jì)劃示范計(jì)劃控制計(jì)劃控制計(jì)劃培訓(xùn)計(jì)劃培訓(xùn)計(jì)劃實(shí)施計(jì)劃實(shí)施計(jì)劃輔導(dǎo)輔導(dǎo)/項(xiàng)目工作項(xiàng)目工作輔導(dǎo)輔導(dǎo)/項(xiàng)目工作項(xiàng)目工作輔導(dǎo)輔導(dǎo)/項(xiàng)目工作項(xiàng)目工作Copyright 2002 Motorola. All rights reserved.Co

57、pyright 2002 Motorola. All rights reserved. Strategies fail when culture doesnt adapt.由于沒有文化的支撐由于沒有文化的支撐, 才導(dǎo)致戰(zhàn)略的失敗才導(dǎo)致戰(zhàn)略的失敗Copyright 2002 Motorola. All rights reserved.從從4西格瑪?shù)轿鞲瘳數(shù)?西格瑪西格瑪From 4 Sigma to 6 Sigma兩年行程（針對(duì)一個(gè)產(chǎn)品）兩年行程（針對(duì)一個(gè)產(chǎn)品）Two year Journey:建立數(shù)據(jù)記錄及跟蹤系統(tǒng)建立數(shù)據(jù)記錄及跟蹤系統(tǒng) Setup data record & trac

58、king system 格式，數(shù)據(jù)庫(kù)及條形碼跟蹤系統(tǒng) Format, data base and bar code tracking system 無(wú)紙化信息LAN Paperless floor information LANTPM 和和 SPC TPM and SPC 空余部分，固定設(shè)備 PM 以及 Spare parts, fixture PM and 機(jī)器零件庫(kù)存跟蹤數(shù)據(jù)庫(kù) Machine piece parts inventory tracking data base工藝描述工藝描述 Process Characterization (PC) 通過(guò)設(shè)備，家族模式，缺陷模式 By eq

59、uipment, by model family, be defect mode工藝最優(yōu)化工藝最優(yōu)化 Process Optimization 通過(guò)主要的機(jī)器 By critical/major machine 通過(guò)少的CpK 項(xiàng)目 By item with poor Cpk供應(yīng)商能力的提高供應(yīng)商能力的提高 Supplier capability improvement 對(duì)于關(guān)鍵供應(yīng)商的PC工作站 PC workshop for key suppliers 去掉一些低能力的供應(yīng)商 Remove some suppliers with low capability(0.6 sigma )(0.3

60、 sigma )(0.5 sigma )(0.4 sigma )(0.2 sigma )Copyright 2002 Motorola. All rights reserved.Goal of Objective Performance Indexwhich is measured by the dataprovided by other departmentsSpecificMeasurableAchievableRelevantTraceable具體的具體的可測(cè)量的可測(cè)量的能實(shí)現(xiàn)的能實(shí)現(xiàn)的與業(yè)務(wù)與業(yè)務(wù)相關(guān)的相關(guān)的可追蹤的可追蹤的Copyright 2002 Motorola. All rights reserved.Commitment Bottom-up由下至上逐級(jí)承諾目標(biāo)由下至上逐級(jí)承諾目標(biāo)Business Entitlement/GoalDivision Entitlemen