6 Sigma 導言

116Sigma導言6s2ModuleObjectives課程目的TolearnthesystematicapproachtoSixSigmaproblemsolving系統的學習來接近6Sigma解決問題DbeforeMbeforeAbeforeIbeforeCSixSigma集中:BlackBelt,GreenBelt,管理TounderstandhowyouwillbeaffectedbytheincorporationofSixSigmamethodologyinyourorganization.來了解在您的團體中6Sigma的方法學的結合會給你您帶來怎樣的影響。3WhyImplementSixSigmaNow?為什么目前要貫徹6sigma？“無新事”»Mostofthetoolshavebeenaroundfordecades大多數的工具大約有10年左右的歷史»Neglectedduetodifficultyanddiscipline忽略的原因應歸于培訓的難度但是Worldwidecompetition世界競爭»Makesneglectdangerous忽略任何事情將會是很危險的Computingresources計算資源»Makesapplicationpossible應用的可能性4WhereDoesIndustryStand?工業基地的位置7SigmaScaleofMeasure1,000,000100,00010,0001,000100101PPM••RestaurantBillsDoctorPrescriptionWritingPayrollProcessingOrderWrite-upJournalVouchersWireTransfersAirlineBaggageHandlingPurchasedMaterialLotRejectRate國內航線Best-in-ClassAverageCompany345621IRS-TaxAdvice(phone-in)(140,000PPM)5AchievingourObjectives達成我們的目標6SevenObjectives7個目標Products產品1.Improvetimetomarketforallproducts改進所有產品銷售的節拍2.Leadtheindustryinkeytechnologies工業引入關鍵技朮Operations實施3.Createworld-classmanufacturingprocesses創造國際水平的生產程序4.Developstrategicvendorrelationships發展戰略上的供應商的關系Customer顧客5.Providebest-in-classproductandprocessquality提供最優級別的產品及程序品質6.Developstrategicrelationshipswithkeycustomers與關鍵顧客發展戰略關系Management管理7.Becomeanemployerofchoice成為一個上級的老板7HowDoesSixSigmaMaketheDifference?6Sigma怎樣產生差異？Vision:Todelightcustomersbydeliveringworld-classqualityproductsthroughtheachievementofSixSigmalevelsofperformanceineverythingwedo目擊:通過我們覆行的6Sigma標准所得的成就，國級水准品質的產品給予消費者欣喜Philosophy:Toapplyastructured,systematicapproachtoachievebreakthroughimprovementacrossallareasofourbusiness特點：為應用結構，系統的步驟以達成突破改進跨越我們業務的所有領域Aggressivegoal:Toachieveanewlevelofperformance.奮斗目標：為達成一個新的標准的成績Metric:Standardsofmeasurement測量標准Method:PrinciplesofDMAIC方法：DMAIC原則8DefineSixSigma詳細說明6Sigma9WhatisSixSigma?什么是6Sigma?Anapproachtosustainablecontinuousimprovementthat:接近持續進步的途徑»Movesustowardourgoalofbeingaworld-classcompany向著我們成為國際級別公司的目標前進»Fostersacommonlanguageandcooperation促進培養共同語言及合作»Usesstatisticaltoolsforsignificantprocesscapabilityimprovement使用統計設備于重要的工序能力改進»輔助•Developexpertpersonnelandfutureleaders培養專業人員及儲干•Increaserevenuegrowth增長收入•Increasecapacitywithminimalcapital增長最小資金的生產量•Meetproductivitygoals符合生產力目標•Improvecashflow改進現金流轉•Improvecustomersatisfaction改進滿足顧客10What’stheStrategy?Knowwhat’simportanttotheCustomer(CTQ’s)了解對顧客來說最重要的是什么（CTQ）Reducedefects減少缺陷Centeraroundtarget以目標為中心ReduceVariation降低偏差11SixSigma-Summary6Sigma-概要Aninitiativethatextendsandstrengthenscontinuousimprovementefforts主動延伸及鞏固持續的性改進的成果Anapproachthatworkstobringrequiredskillsin-house工作的方法能夠給予內部所需的技能Aprovenbreakthroughcontributortothebottomline証明貢獻者突迫最終效益Adetailedroadmaptoprocessimprovementsuccess詳細的路標處理改進的終止Amethodologythatourpersonnelcanandshouldbeusingtodotheirjobs我們的職員的方法能夠并且應實施于他們的工作當中12SixSigmaperformancefocus6Sigma性能焦點13DecisionMakingGrowthPath判定增長途徑TypesofProblemsYouWillNormallySolve您應該正常的解決問題的類型1.Intuition,gutfeel,Ithink…..直覺，內部拭探，我認為…...2.WehaveRawDataandlookatit我們有原始數據著手于此3.Wemakegraphs/chartsofthedata我們做了婁據曲線圖/圖表4.Weuseadvancedstatisticaltoolstoevaluatethedata我們應用了先進的統計設備來評估數據Simple簡單Complex復雜Howmanytimeshaveyourheard,“Ithinktheproblemis…”?ChangingtheDecision-MakingProcess轉換決議-發展過程Time時間性能BreakthroughsinProcessPerformance突迫進行中的性能優不良3Sigma(CpK=1)6Sigma(Cpk=2)15QualityBreakthrough品質突破TimeRejectRate拒絕率SpecialVariation特殊差異HistoricalLevel(0)歷史級別OptimumLevel(1)最適標准NaturalVariationunder0正常差異NaturalVariationunder1正常差異(±3s0)(±3s1)16Sigmaisastatisticalunitofmeasurethatreflectsprocesscapability.Thesigmascaleofmeasureisperfectlycorrelatedtosuchcharacteristicsasdefects-per-unit,parts-per-milliondefective,andtheprobabilityofafailure/error.Sigma為一個統計測量的整機反映了工序能力。測量Sigma的標准與此特征完全有著相互關系，如defects-per-unit，parts-per-milliondefective，及失敗/錯誤的可能性。2308,537366,80746,210523363.4sPPMProcessCapability工序能力DefectsperMillionOpp.缺陷依據百萬Opp.SixSigma-AggressiveGoal6Sigma-積極目標17Whatdoesa6sigmaprocesslooklike?AverageDeviationfromMean中間處平均偏差1sTUSLp(d)p(d)123456s3sThisisa6SigmaProcess此為6Sigma程序18SixSigmaProcessBreakthrough6Sigma程序突破19PremiseforBreakthroughMethodology突破方法的前提Excessivevariationcausesdefects額外的偏差導致不良同Sourcesofvariationcanbe偏差的根源可為»Identified,識別»Quantified,and量化»Eliminatedorreducedbycontrolorprevention控制或預防消除或降低20TheNatureofVariation自然差異Variation(inconsistency)degradesperformance降低差異(矛盾)Variationbuffers:差異緩沖：»Inventory總量»Time時間»Capacity容量SixSigmafocuseson:6Sigma集中在：»Variationduetoprocess歸于程序的差異»Variationduetoflow歸于流程的差異21PreventionCosts預防成本–Educationandtraining教育培訓–Qualityplanning品質計划編制–Performingpilotruns履行量試–Supplierqualification供應商資格–Customerinterface用戶接口–Controllingprocesses控制程序AppraisalCosts鑒定費用–Incominginspection輸入檢驗–Maintenanceandcalibrationofequipment維護及校准設備–Fieldtesting實地檢驗–Processaudits程序審核InternalFailure內部失敗–Scrap報廢–Suppliercausedlosses供應商造成的損失–Rework返工–Retest/Re-inspection重測/重檢–Unplanneddowntime未籌化故障時間–Troubleshooting答疑–Product/Processchanges產品/程序變更ExternalFailures外部失敗–Processingcustomerinquiries處理顧客調查–Maintainingcustomerfieldservice保持顧客現場維修–In