6SIGMA的部署和定义

PARTIS4/IEEDEPLOYMENTANDDEFINEPHASEFROMDMAICPartI(Chapters1and2)discussesthemeaningandbenefitsofawiselyimplementingSixSigma.BenefitsofanS4/IEEimplementationandexecutionstrategyarediscussed.S4/IEEimplementationandprojectexecutionroadmapispresented.Alsowithinthispartofthebook,theDMAICdefinesteps,whicharedescribedinSectionA.1(part1)oftheAppendix,arediscussed.Achecklistforthecompletionofthedefinephaseis:DefinePhaseChecklistDescriptionQuestionsYes/NoTool/MethodologyProjectSelectionMatrixDoestheprojectclearlymaptobusinessstrategicgoals/customerrequirements?Isthisthebestprojecttobeworkingonatthistimeandsupportedbybusinessleaders?COPQ/CODNDWasaroughestimateofCOPQ/CODNDusedtodeterminepotentialbenefits?Isthereagreementonhowhard/softfinancialbenefitswillbedetermined?ProjectDescriptionCompletedaproblemstatement,whichfocusesonsymptomsnotsolutions?Completedagapanalysisofwhatthecustomeroftheprocessneedsversuswhattheprocessisdelivering?2S4/IEEDEPLOYMENTANDDEFINEPHASEFROMDMAICDefinePhaseChecklist(continued)DescriptionQuestionsYes/NoProjectDescription(continued)Completedagoalstatementwithmeasurabletargets?CreatedanSIPOCwhichincludestheprimarycustomerandkeyrequirementsoftheprocess?Completedadrilldownfromahigh-levelprocessmaptothefocusareafortheproject?Completedavisualrepresentationofhowtheproject’s30,000-foot-levelmetricsalignwiththeorganizationssatellite-levelmetricsProjectCharterAretherolesandgoalsoftheteamcleartoallmembersanduppermanagement?Hastheteamreviewedandacceptedthecharter?Istheprojectscopedsufficiently?CommunicationPlanIsthereacommunicationplanforcommunicatingprojectstatusandresultstoappropriatelevelsoftheorganization?HastheprojectbeenrecordedinanS4/IEEprojectdatabase?TeamResourcesDoestheteamincludecross-functionalmembers/processexperts?Areallteammembersmotivatedandcommittedtotheproject?Istheprocessownersupportiveoftheproject?Hasakickoffteammeetingbeenheld?NextPhaseApprovaltoProceedDidtheteamadequatelycompletetheabovesteps?Whatisthedetailedplanforthemeasurephase?Arebarrierstosuccessidentifiedandplannedfor?31SIXSIGMAOVERVIEWANDS4/IEEIMPLEMENTATIONAsbusinesscompetitiongetstougher,thereismuchpressureonproductde-velopment,manufacturing,andserviceorganizationstobecomemorepro-ductiveandefficient.Developersneedtocreateinnovativeproductsinlesstime,eventhoughtheproductsmaybeverycomplex.Manufacturingorga-nizationsfeelgrowingpressuretoimprovequalitywhiledecreasingcostsandincreasingproductionvolumeswithfewerresources.Serviceorganizationsmustreducecycletimesandimprovecustomersatisfaction.ASixSigmaapproach,ifconductedwisely,candirectlyanswertheseneeds.OrganizationsneedtoadoptanS4/IEEimplementationapproachthatislinkeddirectlytobottom-linebenefitsandtheneedsofcustomers.Onemightsummarizethisas:S4/IEEisamethodologyforpursuingcontinuousimprovementincustomersat-isfactionandprofitthatgoesbeyonddefectreductionandemphasizesbusinessprocessimprovementingeneral.Oneshouldnotethatthewordqualitydoesnotappearinthisdefinition.Thisisbecausethewordqualityoftencarriesexcessbaggage.Forexample,oftenitisdifficulttogetbuy-inthroughoutanorganizationwhenSixSigmaisviewedasaqualityprogramthatisrunbythequalitydepartment.WewouldlikeS4/IEEtobeviewedasamethodologythatappliedtoallfunctionswithineveryorganization,eventhoughtheSixSigmatermorginatedasaqualityinitiativetoreducedefectsandmuchdiscussionaroundSixSigmanowincludesthequalityword.Thetermsigma(
),inthenameSixSigma,isaGreekletterusedtodescribevariability,inwhichaclassicalmeasurementunitconsiderationoftheinitiativeisdefectsperunit.Sigmaqualityleveloffersanindicatorofhowoftendefectsarelikelytooccur:ahighersigmaqualitylevelindicatesaprocessthatislesslikelytocreatedefects.ASixSigmaqualitylevelissaidtoequateto3.4defectspermillionopportunities(DPMO),asdescribedinSection1.5.4SIXSIGMAOVERVIEWANDS4/IEEIMPLEMENTATIONAnS4/IEEbusinessstrategyinvolvesthemeasurementofhowwellbusi-nessprocessesmeettheirorganizationalgoalandoffersstrategiestomakeneededimprovements.Theapplicationofthetechniquestoallfunctionsre-sultsinaveryhighlevelofqualityatreducedcostswithareductionincycletime,resultinginimprovedprofitabilityandacompetitiveadvantage.Orga-nizationsdonotnecessarilyneedtouseallthemeasurementunitsoftenpre-sentedwithinaSixSigma.Itismostimportanttochoosethebestsetofmeasurementsfortheirsituationandtofocusonthewiseintegrationofsta-tisticalandotherimprovementtoolsofferedbyanS4/IEEimplementation.SixSigmadirectlyattacksthecostofpoorquality(COPQ).Traditionally,thebroadcostingcategoriesofCOPQareinternalfailurecosts,externalfail-urecosts,appraisalcosts,andpreventioncosts(seeFigure1.21).WithinSixSigma,theinterpretationforCOPQhasalessrigidinterpretationandperhapsabroaderscope.COPQwithinSixSigmaaddressesthecostofnotperformingworkcorrectlythefirsttimeornotmeetingcustomerexpectations.TokeepS4/IEEfromappearingasaqualityinitiative,Iprefertoreferencethismetricasthecostofdoingnothingdifferent(CODND),whichhasevenbroadercostingimplicationsthanCOPQ.ItneedstobehighlightedthatwithinatraditionalSixSigmaimplementationadefectisdefined,whichimpactsCOPQcalculations.Defectde