福特六和采購處課件

福特六和采購處福特六和采購處SixSigma–是一種新思維程序是一種系統(tǒng)式的降低會對顧客滿意有重要影響的不良工具Qualitative,統(tǒng)計(jì)的以及andInstructionalDevicesfor“觀測”程序上的變數(shù)&它們的關(guān)係及“管理”它們的特性什麼是6sigmaSixSigma–是一種新思維什麼是6sigma顧客是.....任何接受產(chǎn)品,服務(wù),或資訊的人機(jī)會是.....任何會將一些事情做“對”或“錯”的可能性成功Vs.失敗.....任何機(jī)會的結(jié)果符合或不符合顧客的期望它是跟據(jù)什麼?顧客是.....它是跟據(jù)什麼?降低不良改善產(chǎn)出改善顧客滿意度更高的淨(jìng)營利6-Sigma的目標(biāo)降低不良6-Sigma的目標(biāo)利潤產(chǎn)品的製造及運(yùn)輸總成本利潤理論的成本低品質(zhì)成本PriceErosion利潤C(jī)OPQWhichFeelsBetter??為什麼要針對低品質(zhì)成本(COPQ)?利潤低品質(zhì)成本理論的成本理論的成本利潤產(chǎn)品的製造及運(yùn)輸總成本利潤理論的低品質(zhì)成本PriceELeadershipCommitment,Competence&Involvement方法&工具

由數(shù)據(jù)驅(qū)動

經(jīng)統(tǒng)計(jì)驗(yàn)證最好的人員100%致力於降低不良ProjectFocused6Sigma有什麼不一樣?LeadershipCommitment,CompeteFoundationoftheToolsDataisderivedfromobjects,situations,orphenomenonintheformofmeasurements.Dataisusedtoclassify,describe,improve,orcontrolobjects,situations,orphenomenon.1.Weonlyuseexperience,notdata.2.Wecollectdata,butjustlookatthenumbers.3.Wegroupthedatasoastoformchartsandgraphs.4.Weusecensusdatawithdescriptivestatistics.5.Weusesampledatawithdescriptivestatistics.6.Weusesampledatawithinferentialstatistics.LevelsofAnalysis:CostLikelihoodofimprovementDepthofUnderstandingQualityofKnowledgeFoundationoftheToolsDatais收集數(shù)據(jù)Communicateinanobjectivemanner針對問題或機(jī)會以收集計(jì)量化的事實(shí)建立問題或程序的基準(zhǔn)資料便利建議解決方案的成本利潤分析改善前後比較–將解決方案的影響計(jì)量化判斷解決方案的延伸施行數(shù)據(jù)形成知識相同數(shù)據(jù)語言的重要性

收集數(shù)據(jù)Communicateinanobjectiv改變中的品質(zhì)哲學(xué)最高品質(zhì)的產(chǎn)品和服務(wù)是最低成本的產(chǎn)品和服務(wù)改變中的品質(zhì)哲學(xué)最高品質(zhì)的產(chǎn)品和服務(wù)是VisionGoalPhilosophyMetricMethodToolSymbolBenchmarkValuesWhatisSixSigma?AlevelofperformancethatreflectssignificantlyreduceddefectsinourproductsAstatisticalmeasurementofourprocesscapability,aswellasabenchmarkforcomparisonAsetofstatistical“tools”tohelpusmeasure,analyze,improve,andcontrolourprocessesAcommitmenttoourcustomerstoachieveanacceptablelevelofperformance....AmeanstostretchourthinkingwithrespecttoqualitySigmaisaletterintheGreekAlphabetVisionsWhatisSixSigma?Ale6Sigma–目標(biāo)(DPMODistributionShifted±1.5s)sPPM製程能力每百萬個不良機(jī)會6Sigma–目標(biāo)(DPMODistributionsPPM2308,537366,80746,210523363.4(DistributionShifted±1.5s)GettingtoSixSigmaHowfarcan

inspection

getus?sPPM2308,537366,80746,21052336(with±1.5sshift)美國國內(nèi)航線致命率(0.43PPM)IRS–財(cái)稅顧問(phone-in)(140,000PPM)7SigmaScaleofMeasure1,000,000100,00010,0001,000100101PPM?餐廳帳單醫(yī)生處方單薪資通知單填寫訂單旅行支票電話傳真飛機(jī)行李託運(yùn)購買原料退貨率產(chǎn)業(yè)最佳產(chǎn)業(yè)平均345621?1994Dr.MikelJ.Harry-V4.0市場的情況?1994SixSigmaAcademy(with±1.5sshift)美國國內(nèi)航線致命率BreakthroughStrategyCharacterizationPhase1:MeasurePhase2:AnalyzeOptimizationPhase3:ImprovePhase4Control:345671,000,000100,00010,0001,0001001012SigmaScaleofMeasurePPMAverageCompanyBest-in-ClassTheBreakthroughMethodologyDefinetheproblem...DMAICtotheRescue!TheBasicObjectiveBreakthroughStrategyCharacteri問題的本性SixSigma的方法可以辨識製程是偏離目標(biāo)和/或者是高度變異,以及訂正製程偏離目標(biāo)變異大正中目標(biāo)修訂製程降低變異XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX問題的本性SixSigma的方法可以辨識製程是偏離目標(biāo)偏另類觀點(diǎn)LSLUSLUSLLSLOn-Target從統(tǒng)計(jì)觀點(diǎn)來看問題USLLSLLSL=LowerspeclimitUSL=Upperspeclimit問題的本性-統(tǒng)計(jì)觀點(diǎn)偏離目標(biāo)變異大修訂製程降低變異另類觀點(diǎn)LSLUSLUSLLSLOn-Target從統(tǒng)計(jì)觀點(diǎn)VariationIstheEnemy不確定不知不相信冒險(xiǎn)不良率變異1_01_01_014VariationIstheEnemy不確定不知不相信確定+知+不相信+確信+不良率+不確定不知不相信冒險(xiǎn)不良率=100%=100%=100%=100%=100%1_01_01_015ConsequencesofVariation確定+知+不相信+確信+不良率+不確定不知不相信冒險(xiǎn)s衡量變異和品質(zhì)衡量製程能力我們?nèi)绾魏饬孔儺惡推焚|(zhì)?s衡量變異和品質(zhì)我們?nèi)绾魏饬孔儺惡推焚|(zhì)?標(biāo)準(zhǔn)差m轉(zhuǎn)折點(diǎn)1sTUSLp(d)規(guī)格上限(USL) 目標(biāo)規(guī)格(T)規(guī)格下限(LSL) 分佈值平均(m)分佈值的標(biāo)準(zhǔn)差(s)3s在轉(zhuǎn)折點(diǎn)和平均值的距離形成一個標(biāo)準(zhǔn)差.假如目標(biāo)值和規(guī)格上限之間可以放置三個標(biāo)準(zhǔn)差我們可以說這個製程有“3sigma的能力.”LSL標(biāo)準(zhǔn)差m轉(zhuǎn)折點(diǎn)1sTUSLp(d)規(guī)格上限(USL) 目標(biāo)m1sTUSLp(d)p(d)1 2 3 4 56s3sThisisa6SigmaProcess標(biāo)準(zhǔn)差轉(zhuǎn)折點(diǎn)m1sTUSLp(d)p(d)1 2 3 4 6Sigma有什麼不一樣?製程KPIVKPIVKPIVKPOV品質(zhì)的關(guān)鍵管理“Correct”(In-Spec.)免於不良!KPIV1.經(jīng)由統(tǒng)計(jì)證明輸入變數(shù)和產(chǎn)出的關(guān)係2.有系統(tǒng)化的控制,控制,再控制只要管理好輸入變數(shù)自然會有好的產(chǎn)出主要製程變數(shù)6Sigma有什麼不一樣?製程KPIVKPIVKPIVf(X)Y=X1...XNIndependentInput-ProcessCauseProblemControlYDependentOutputEffectSymptomMonitorTheFocusofSixSigmaTogetresults,shouldwefocusourbehaviorontheYorX?IfwearesogoodatX,whydoweconstantlytestandinspectY?FocusonXratherthanY,asdonehistoricallyf(X)Y=X1...XNYTheFocusoImprovementStrategy(DMAIC)

FocusVitalFewxiYYYYYx1,x2,...xnx1,x2,...xnVitalFewxiVitalFewxiVitalFewxiVitalFewxi步驟MeasureAnalyzeImproveControlSelectProductorProcessKeyCharacteristic(s);e.g...,CustomerYDefinePerformanceStandardsForYValidateMeasurementSystemforYEstablishProcessCapabilityofCreatingYDefineImprovementObjectivesForYIdentifyVariationSourcesInYScreenPotentialCausesForChangeInY&IdentifyVitalFewxiDiscoverVariableRelationshipsBetweenVitalFewxiEstablishOperatingTolerancesOnVitalFewxiValidateMeasurementSystemForxiDetermineAbilityToControlVitalFewxiImplementProcessControlSystemOnVitalFewxiSIXSIGMAMETHODSGENERATEDATA-BASEDDECISIONSImprovementStrategy(DMAIC)F------------------------------------HarvestingtheFruitofSixSigmaSweetFruit

DesignforManufacturabilityBulkofFruitProcessCharacterizationandOptimizationLowHangingFruitSevenBasicToolsGroundFruitLogicandIntuitionProcessEntitlement------------------------------------Wedon'tknowwhatwedon'tknowWecan'tactonwhatwedon'tknowWewon'tknowuntilwesearchWewon'tsearchforwhatwedon'tquestionWedon'tquestionwhatwedon'tmeasureHence,Wejustdon'tknow---------------IfQualityLeadershipistoconsistof… TheCompanymustembrace…SuperiorQualityofConformance SixSigmaProcessControl-DMAICSuperiorQualityofDesign DesignforSixSigmaAvailability DesignforReliabilityTheManyFacetsofSixSigmaIfQualityLeadershipistoco

ProjectDefinitionFunctionalTeamInvolvementMAICQualitativeToolsStatisticalToolsWhatDoesSixSigmaLookLike?WhatDoesSixSigmaLookLikeTheRoadmapImproveControlDefineMeasureAnalyzeModifyDesign?NoRedesignYesTheRoadmapImproveControlDefiWhatItIs&WhatItIsn’tItWill:

ReduceDefectsReduceVariation...fromexistingprocessesProcessDriven........NOTEventDriven

ItWon’t:CreateaNewMarketingStrategyRunaConferenceInventaNewProductFindaNewSupplierHireaNewEmployeeDMAICProblemSolving&FixingMethodWhatItIs&WhatItIsn’tItWProcessAblendingofInputstoachievesomeOutputInputsMaterialsControlsMachineryetc..OutputsThethingsyoumeasureasanindicationofthesuccessoftheprocessAPictureofaProcessProcessInputsOutputsAPictureTheRoadmapImproveControlDefineMeasureAnalyzeModifyDesign?NoRedesignYesQuestionstoAskQuestionstoAnswer...TheRoadmapImproveControlDefi

Whoismy

Customer?Whatmatters?(CTQ)?What’stheScope?WhatDefect

amItryingto

Reduce?Byhowmuch(Realistic/AppropriateGoal)?What’sthecurrentCostofdefects(PoorQuality)?(WhatBenefitswillwegetbyreducingdefects?)ProjectDefinitionWhoismyCustomer?Project

What’smyProcess?Howdoesitfunction?WhichOutputsaffectCTQ’smostWhich

Inputs

seemtoaffectOutputs(CTQ’s)most?IsmyabilitytoMeasure/Detect“GoodEnough?”How’smyprocessdoingtoday?

Howgoodcouldmy(current)processbewheneverythingisrunning“smoothly”?What’sthebestthatmyprocesswas“Designed”todo?

MeasureMeasureDefineandMeasureProcessKPIVKPIVKPIVKPOVCTQManage“Correct”(In-Spec.)Defect-Free!KPIVDefine:

ClearlyStatetheProblemintermsof“Defects”or“Variation”whichUpsettheCustomerMeasure:

DescribethePerformanceoftheProcessQuantitatively

MeasuredUnits

CountedUnitsthen, IdentifyKeyInputsDefineandMeasureProcessKPIVK

WhichInputs

actually(ForSure)affectmyCTQ’smost?Byhowmuch?Docombinationsofvariablesaffectoutputs?IfIchangeaninput,doIreallychangetheoutput?IfIobserveresults(outputs)fromthesameprocess,differentlocations,andresultsappeartobedifferent.....aretheyreally?How

manyobservationsdoIneedtodrawconclusions?Whatlevelof

confidencedoIhaveregardingmyconclusions?

AnalyzeWhichInputsactually(ForSAnalyzeProcessKPIVKPIVKPIVKPOVCTQManage“Correct”(In-Spec.)Defect-Free!KPIVStatistically

DescribetheRelationshipBetween

InputsandtheOutput...toFindtheInputswiththeBiggestImpactontheOutputAnalyzeProcessKPIVKPIVKPIVKPOV

OnceIknow“forsure”whichinputsmostaffectmyoutputs,howdoI“set”(properlyimplement)them?

HowmanytrialsdoIneedtoruntofindandconfirmtheoptimalsetting/procedureofthesekeyinputs?ImproveImproveImproveProcessKPIVKPIVKPIVKPOVCTQManage“Correct”(In-Spec.)Defect-Free!KPIVHighLowMediumHigh????????Systematically

ExperimentwiththeInputstoFindtheCombinationWhichDeliverstheOptimal

OutputImproveProcessKPIVKPIVKPIVKPOVOnceI’vereducedtheDefects,howdothefunctionalteam

andIkeepthemthere?Howdoesthefunctionalteamkeepitgoing(routinely)?WhatdoIsetuptokeepitgoingevenwhenthingschange......People,Technology,andCustomersControlControlControl

ControlControl

ProcessKPIVKPIVKPIVKPOVCTQManage“Correct”(In-Spec.)Defect-Free!KPIVHighLowMediumHighLockIntheInputstoRoutinelyGenerate theOptimal

Output!ControlControlControlControlPWhatisimportanttotheCustomer?Howdoweknow?WhatisimportanttotheCustoImagineyouaretheGeneralManagerofaverysuccessfulMovieTheatreChainwithmanyemployees.YouwillbeoutofthecountryforthreemonthsandhaveaskedyourstafftofaxyouaweeklyreportonMondaymorning.Whatinformationwouldyouliketoseeinthatfax?HollywoodInc.WeeklyReportExerciseImagineyouaretheGeneralMaExerciseCont.Youareheadedtothemovieswithsomefriends…Themovieyouwouldliketoseeisplayingasseveralmovietheatresinthearea.Allareaboutequidistantfromyourhome.Whatcriteriadoyouusetodecidewhichtheatretopatron?ExerciseCont.YouareheadedtSupplierPerspective(TheatreManagement)GoodPopcornNoStickyFloorsCleanHighCapacityRestroomsComfortableSeatsBigScreens,goodsoundsCustomerPerspective(MovieGoers)...Sowhydosuchdifferencesinperspectiveexist?CriticaltoSatisfactionTicketSalesConcessionSalesLabor/WorkForceDataProfitReportsOther...SupplierPerspectiveGoodPopcoWhatMakesaGoodCoffeeService?SupplierPerspective(Hotel)GoodHotCoffeeFastLine,EspeciallyforRefillsClosetoHigh-CapacityRestroomsClosetoTelephonesRoomtoChatCustomerPerspective(ConferenceAttendees)...Sowhydosuchdifferencesinperspectiveexist?BarryBebb&Associates-WorldClassbyDesignConferenceNovember1993-Buffalo,NewYorkGoodHotCoffeeCleanChinaCleanLinenAttractiveDisplayExtras-SnacksIdentifyingCTQ’sWhatMakesaGoodCoffeeServiContrastingViews-CustomersandSuppliers

Customers

SuppliersDefinitionofQuality

Fitnessforuseduring Conformancetospec lifeoftheproduct onfinaltestCost Costofuseincluding: Costofmanufacture Purchaseprice Operatingcosts Maintenancecosts Downtime DepreciationResponsibilityfor Overtheentireuseful Duringthewarranty

keepinginservice lifeperiodSpareParts Anecessaryevil Aprofitablebusiness Juran’sQualityHandbook ContrastingViews-CustomersWhenwesaysomethingisaCTQcanwedescribeitfromthecustomer’sperspective? fromourperspective?Andcanwedemonstratethelinkage?CustomersSpeakaDifferentLanguageCustomerssay…LonglifeReliablePowerfulcomputer...Companiessay…20,000hrslife3000hrMTBF266MHz...WhatCustomersCanandCan’tTellYou Customersknowwhattheywant! WantsandNeeds,notexactFeaturesandSolutions Customersarenotengineersandusuallydonotsettechnicalspecs ListeningtothecustomermeansunderstandingtheNEEDSWhenwesaysomethingisaCTQMaximizingtheCustomerSupplierRelationshipDerivingvaluefromtheNeed-DointeractionINTERACTIONNeedDoCustomersandSuppliersExchangeValueThroughNeed-DoInteractionCustomerSupplier1_01_01_008MaximizingtheCustomerSuppliDeliveryPriceQualityNeedDoCycleTimeCostDefects1_01_01_009MaximizingtheInteractionSupplierstrivesforperformanceonCycleTime,CostandDefectstomeetCustomers’increasingexpectationsonDelivery,PriceandQuality.DeliveryPriceQualityNeedDoCyclLinkingCustomerNeeds

andWhatWeDoNeedDoCriticaltoSatisfactionCriticaltoQualityCustomerSupplierHowthecustomermeasuresqualityTheresultourprocessesmustconsistentlyproduceCTQCTS1_01_01_010LinkingCustomerNeeds

andWhaDefiningVariablesDefiningVariablesCTConceptCustomerSatisfactionDeliveryQualityPrice/valueCycletimeDefect-freeCost/functionCTQ1-CriticaltoQualityCTQ2CTQ3CTD-CriticaltoDeliveryProcessesCTP1-CriticaltoProcess

CTP2NeedDo1_02_01_002CTC-CriticaltoCostCTConceptCustomerSatisfactioCTQandCTPCharacteristicsCTQ1-CriticaltoQualityCTQ2CTQ3ProcessesCTP1-CriticaltoProcessCTP2OutputInputY=f(x)1_02_01_003CTQandCTPCharacteristicsCTQCUSTOMERSATISFACTIONPRODUCTQUALITYSHIPMENTACCURACY/CONDITIONFILLRATE/ON-TIMEDELIVERY ORDERSERVICE/INFORMATIONPROFITABLECUSTOMERGROWTH5Y’SBUSINESSOBJECTIVEEVERYLAMP=SPECACCURATEENTRY/BILLING

ANDUPDATESRIGHTQUANTITYRIGHTTIMERIGHTPRODUCTUNDAMAGEDCUSTOMERGROWTHEXCEEDSINDUSTRYAVERAGEFOCUSEDRESOURCESDRIVING$OMANDCUSTOMERSATISFACTIONQualityDeliveryPriceCUSTOMERSATISFACTIONPRODUCTSHPRODUCTQUALITYBIGYLIFELUMENSCOLOREFFICIENCYLITTLEYX’sPRODUCT

CONFORMANCECOMPONENT

CAPACITYLIFEAUTOMOTIVEHIRQUALITY

HALOGEN ENDDISCOLOR./LIFEINOPERATIVESFLUORESCENTCAPACITYWARRANTYCOSTLIFELUMEN

MAINTENANCEVOLTAGERISE

HID LWBXCAPACITYCOMPONENT

REPLACEMENTLUMEN

IMPROVEMENT

CFL A-LINECAPACITYINCANDESCENTQualityPRODUCTBIGYLITTLEYX’sPRODUCTORDERSERVICE/INFORMATIONBIGYKEEPINGCUSTOMERSINFORMEDACCESSIBILITY

OFINFOAVAILABILITY

OFINFOACCURACYOF

INFOORDER

CONFIRMATIONBILLINGCFSPROCESSCLAIMS/DISPUTESX’sORDERENTRYACCURACYORDERENTRYFLEXIBI