S活動標(biāo)準(zhǔn)培訓(xùn)教程英文

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

ProjectswiththeGEBusinesses

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Loss1

Loss3Rejects

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Yield

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Yield

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BenchmarkAWorld-ClassPerformance

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ReduceCommutetoWorkto15Minutes(withoutworkinganabnormalworkschedule)

TheGoalTheVariables

TimeofDeparturefromHome&RouteTakentoWorkTheApproach

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ReduceCommutetoWorkto15Minutes(withoutworkinganabnormalworkschedule)

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Step6IdentifySourcesofVariationinY(Taste)How奇dow列eDe派term書ine映the院Pote險ntia凳lSo變urce位sof糧Var標(biāo)iati憂on(凝Xs)?Hav腿et落he貼Che餐fs太Bra擋ins侮tor緣瑞mSome讀Lik助ely陽Ones完Mig散htb助e:-A猾moun甩tof余Sal彎tUs帽ed-南Bra芝nd蛇of考Flo拆ur-飽Bak以ing洲Ti吃me-廈Bak認(rèn)ing蕉Te僅mpe樣rat扭ure-女Bra想nd癥of紡Yea加stYEAST

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Step7ScreenPotentialCausesofVariation(Xs)How贈do虹we順Sc嶺ree露nf濫or捏Cau褲ses雜of壞Va策ria蠅tio斯n(石Xs)扭?Des懶ign照an沙Ex困per透ime坦ntUse刊Diff佩eren報tSo通urce稅sofP傷oten密tial默Var澡iati矩onHave滅Pan繁elR膊atethe袋Brea熔dUs伍edi種nthe摧Expe剝rime油ntResu渠lts緩Lead兼to挨the“Vit鉤alF復(fù)ew”晃Caus丑esYEAST

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FLOUR

FLOUR

FLOURBrandABrandBBrandCImpr作oveResults:350&BrandAisBestCombinationofTemperature&Flour

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BrandAFlourtobeUsedExceptinCaseofEmergency

“BETTERBREAD”toSearchforBetterAlternativeSupplierofFlourJustinCase

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