S標(biāo)準(zhǔn)培訓(xùn)教材英文

6

Overview

SixSigma:-ADefinition-AppliedtoGE-GEQualityInitiative-WhyThisApproach?-OriginofSixSigma-The“BreakthroughStrategy”-ArrivingatSigmaSixSigmaStructureKeyConcepts&ToolsAPracticalExampleAnOverviewNotalotofDetails!!6

Overview

“SixSigma”

Ifwecan’texpresswhatweknowintheformofnumbers,wereallydon’tknowmuchaboutit.Ifwedon’tknowmuchaboutit,wecan’tcontrolit.Ifwecan’tcontrolit,weareatthemercyofchance.MikelJ.HarryPresident&CEOSixSigmaAcademy,Inc.ARigorousMethodforMeasuring&ControllingOurQuality“...willbringGEtoawholenewlevelofqualityinafractionofthe

timeitwouldhavetakentoclimbthelearningcurveonourown.”JohnF.Welch,Jr.1995GEAnnualReport6

Overview

WhatDoes“Sigma”Mean?

SigmaisaMeasureoftheConsistencyofaProcessIt(isAlsothe18thLetterintheGreekAlphabet!WhyDoesGENeedAQualityInitiative?GERaisingTheBarNewGoaltobe“BestintheWorld”vs.#1or#2CustomersareExpectingMore,weMustDeliver“Ship-and-fix”ApproachnoLongerToleratedintheMarketAimtoSpeedPastTraditionalCompetitorsin5YearsGoalConsistentwithReducedTotalCostsWeMustAcknowledgeOurVulnerabilitiesPoorQualityThatImpactsCustomersProblemswithNPITooHighInternalCosts6

Overview

WeNeedaMajorInitiativetoMoveFromWhereweAretoWhereweWanttobe6

Overview

WhyDoesGENeedAQualityInitiative?40%35%30%25%20%10%15%5%CostofFailure(%ofSales)DefectsperMillion3.4233621066,807308,537500,000Sigma654321

EstimatedCostofFailureinUSIndustryis15%ofSales;TakingGEFroma3toa6CompanyWillSave~$10.5BillionperYear!Why“SixSigma”?ProvenSuccessfulin“Quality-Demanding”Industriese.g.,Motorola,TexasInstruments(manyprocessstepsinseries)ProvenMethodtoReduceCostsHighlyQuantitativeMethod–ScienceandLogicInsteadofGutFeelIncludesManufacturing&Service(closetocustomer)andProvidesBridgetoDesignforQualityConceptsHasSupportandCommitmentofTopManagementItWorks!!!6

Overview

Sigma3456SpellingMoneyTime1.5

MisspelledWordsperPageinaBook1

MisspelledWordper30PagesinaBook1

MisspelledWordinasetofEncyclopedias1

MisspelledWordinalloftheBooksinaSmallLibrary$2.7MillionIndebtednessper$1BillioninAssets$570

Indebtednessper$1BillioninAssets$63,000

Indebtednessper$1BillioninAssets$2

Indebtednessper$1BillioninAssets31/2MonthsperCentury21/2DaysperCentury30MinutesperCentury6SecondsperCentury6

isSeveralOrdersofMagnitudeBetterThan3!!!Sigma:AMeasureofQuality6

Overview

WhereDoes“SixSigma”ComeFrom?

MikelJ.HarryoneoftheOriginalArchitectsPreviouslyHeadedQualityFunctionatABBandMotorola

NowPresident/CEOofSixSigmaAcademyinPhoenix,ArizonaHasConsultedforTexasInstruments,AlliedSignal(andothers)CurrentlyRetainedbyGEtoTeachtheImplementation,DeploymentandApplicationofSixSigmaConcepts&Tools

LearningfromThoseWhoHavehadSuccessWith6WillAccelerateitsImplementationatGE6

Overview

So...WhatisSixSigma?

AMeasurementSystem

AProblem-SolvingApproach

ADisciplinedChangeProcess“THESIXSIGMABREAKTHROUGHSTRATEGY”MeasureAnalyzeImproveControl6

Overview

How

DoWeArriveatSigma?Measuring&EliminatingDefectsisthe“Core”ofSixSigmaMeasurementSystemIdentifytheCTQsLookforDefectsinProductsorServices

“CriticaltoQuality”CharacteristicsortheCustomerRequirementsforaProductorService

CountDefectsorfailurestomeetCTQ

requirementsinallprocessstepsDefineDefectOpportunities

AnystepintheprocesswhereaDefectcouldoccurinaCTQ

ArriveatDPMO

UsetheSIGMATABLEConvertDPMOtoSigma

DefectsPerMillionOpportunities23456308,53766,8076,2102333.4PPM

DefectsperMillionofOpportunity

SigmaLevel6

Overview

MeasurementSystem23456308,53766,8076,2102333.4PPM

SIGMALEVEL

DEFECTSperMILLIONOPPORTUNITYIRSTaxAdviceBestCompaniesAirlineSafetyAverageCompanyGEAirlineBaggageDoctor’sPrescriptionRestaurantBills

AverageCompanyin3to4RangeSomeSigma“Benchmarks”6

Overview

MeasurementSystemAGraphic/QuantitativePerspectiveonVariationAverageValueManyDataSetsHaveaNormalorBellShapeNumberofPeopleArrivingatCRDTime7:007:157:307:458:008:158:308:459:009:156

Overview

ProblemSolvingApproachCenterProcessReduceSpreadXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXOff-TargetUnpredictableOn-Target

6HelpsusIdentifyandReduceVARIATIONdueto:-InsufficientProcessCapability-UnstableParts&Materials-InadequateDesignMarginTargetUSLLSLTargetUSLLSLTargetUSLLSLCenterProcessReduceSpreadOff-TargetUnpredictableOn-TargetDefects6

Overview

ProblemSolvingApproach“LowerSpecificationLimit”“UpperSpecificationLimit”LessVariationMeansFewerDefects&HigherProcessYields

6

Overview

ProblemSolvingApproachKeyComponentsof“BREAKTHROUGHSTRATEGY”MeasureAnalyzeImproveControl

IdentifyCTQ&CTP(CriticaltoProcess)VariablesDoProcessMappingDevelopandValidateMeasurementSystems

BenchmarkandBaselineProcessesCalculateYieldandSigmaTargetOpportunitiesandEstablish

ImprovementGoalsUseofParetoChart&FishboneDiagrams

UseDesignofExperimentsIsolatethe“VitalFew”fromthe“TrivialMany”SourcesofVariationTestforImprovementinCenteringUseofBrainstorming

andActionWorkouts

SetupControlMechanismsMonitorProcessVariationMaintain“InControl”ProcessesUseofControlChartsand

ProceduresAMixofConceptsandToolsWillAlsoIntegratewithNPIProcess6

Overview

DisciplinedChangeProcessANewSetofQUALITYMEASURES

CustomerSatisfactionCostofPoorQualitySupplierQualityInternalPerformanceDesignforManufacturability

WillApplytoManufacturing&Non-ManufacturingProcessesandbeTracked&ReportedbyEachBusiness6

Overview

StructureQualityCouncil

Members:Labs&Functions“Pipeline”&BBProjectPrioritiesTraining&CertificationMeasurements&RewardsCommunicationsChampions

Leadership:OverallInitiativeProjectFundingHR:Training&RewardsBlackBelts

Lead6ProjectTeams“Measure/Analyze”“Improve/Control”O(jiān)utwithBusinessesHereatCRDMasterBlackBelts

Teach6

MentorBlackBeltsMonitorBBProjectsWork“Pipeline”ProjectsAResourcePoolTeamMembers

Learn/Use6ToolsWorkonBBProjectsPartofTheJobOutwithBusinesses6

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Cause

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GoodControl/PoorTechnologyPoorControl/PoorTechnologyPoorControl/GoodTechnology

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Target-3

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Loss1

Loss3Rejects

Loss299125Fir班st挺Tim屬eY漂iel粘d縣(Y支ft)=Unit產(chǎn)sPa鴨ssedUnit甩sTe回sted=6570=0.93Roll登edT符hrup爬utY反ield蒼(凳Yrt)=(Yiel藥d1)(Yiel排d2)(Yiel鑒d3)膀..誘..=91826570(((())))=0.6徑5100917082Nor嶼mal航ize喬dY誦iel探d限(Y虎nm)==1/n(Yrt保)(0.6偉5)1/4=0.89(n:信Tota欲lNu獸mber撓of婦Proc宗esse起s)6Ove殿rvi匠ewYiel憐dEx燈clus泡iveofR蜻ewor諸kPro膨bab把ili愁ty變ofZero耗Def循ectsAve索rag許eY掘iel競dofA顏llP核roce周sses6Over臂viewTheImpactofComplexityTheImpactofComplexityRolledRolled

Yield

YieldNumberofOperationsNumberofOperations1.001.000.900.900.800.800.700.700.600.600.500.500.400.400.300.3000.100.000.001101001,00010,000100.0001,000,0001101001,00010,000100.0001,000,000ProcessMeanCenteredonEachOperationProcessMeanCenteredonEachOperation1101001,00010,000100.0001,000,0001101001,00010,000100.0001,000,000RolledRolled

Yield

YieldNumberofOperationsNumberofOperations1.001.000.900.900.800.800.700.700.600.600.500.500.400.400.300.3000.100.000.00As沃the紀(jì)Nu旱mbe金ro晨fO天per悠ati振ons房誠In寸cre清ase喚s,哥aH匯ighRol畢led旅Yi跟eld隸Re趟qui蹲res突a拜Hig央hfor巴Each線Ope援rati耳on54366543Proc汽ess個(gè)Mean身Shi獻(xiàn)fted掠1.5at易Eac情hO撫per飼ati算on6Ove保rvi俯ewBas幅eli悅nin脂g&驗(yàn)Be州nch娛mar闊kin忌ga案nE相xis判tin偶gP廉roc忍essp(飄x)Def鴉ect紛sBenc阻hmar酒kBase狡lineEnti朵tlem創(chuàng)ent

BenchmarkAWorld-ClassPerformance

EntitlementAchievablePerformanceGiventheInvestmentsAlreadyMade

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ReduceCommutetoWorkto15Minutes(withoutworkinganabnormalworkschedule)

TheGoalTheVariables

TimeofDeparturefromHome&RouteTakentoWorkTheApproach

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“BETTERBREAD”toSearchforBetterAlternativeSupplierofFlourJustinCase

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