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AchievingTotalCustomerSatisfactionThroughSixSigmaSixSigmaisaconceptfornowandwellintothenextcentury:focusingonthecustomer,nottheproductbyJaneErwin.Ifpracticemakesperfect,thenpracticingthepreceptsofSixSigmaleadstovirtualperfection.SixSigmaisaconceptfornowandwellintothenextcentury:Itfocusesonthecustomer,nottheproduct!Andwhilephilosophersdebateandcynicsdoubtwhetheranythingcanbetrulyflawless,theSixSigmaprogramdevelopedbyMotorolaCorp.iswinningconvertsbecauseitworks.Itbringsaboutaculturalchangeinacompany,aparadigmshifttowardexpectingthehighestquality,whichthendrivesapassionforcontinuousimprovementbyallplayers.TheSixSigmaconceptmaturedduring1985to1986,growingoutofvariousqualityinitiativesatMotorola.Thecompany'sLandMobileProductsSectorfirstestablishedasinglematrixforqualityknownastotaldefectsperunit,whichdramaticallychangedthewaymanagementmeasuredandcomparedqualityimprovementratesforalldivisions.Becausealloperationsusedthesamemeasurement,thegoalfordefectreductioncouldbeuniformlyappliedtoallactivities.Forthefirsttime,everyonespokethesamelanguage.Sigmaisastatisticalexpressionindicatinghowmuchvariationthereisinaproduct.AperformancelevelofSixSigmaequatesto3.4defectsper1millionopportunities--notperfect,butprettyclose.Adefectisdefinedasanythingthatcausescustomerdissatisfaction.Aunitisanyunitofwork--anhouroflabororacircuitboard,orevenakeystroke.RobertW.Galvin,chairmanoftheMotorolaManagementBoardexecutivecommittee,hassaidthatSixSigmasignifiesnearperfection.Thecompany,whoseeducationandtrainingarm,MotorolaUniversity,teachesSixSigmaconceptsandcourses,hassavedbillionsofdollarsforitsworldwidecorporationbypracticingwhatitpreaches.4/4/001:37AMQualityDigestArticlePage1of7:survival.Ifacompany'smanagersweretohavetheattitude,'Whybother,'IwouldaskthemwhattheywoulddoiftheywokeuptomorrowmorningandtheirNo.1competitorannouncedithadimprovedefficiency10times,improvedquality10timesandiscommittedtodeliveringabetterproductwithbetterserviceinhalfthetime--allatthesameprice,declaresHayes.Soundfamiliar?IthappenedtoMotorola,GeneralMotorsandothersinthe1970s,courtesyofJapan.Mission:qualityWiproCorp.isoneorganizationthatdecidedtochangeitstolerancelevel.AdiversifiedconglomerateheadquarteredinBangalore,India,thecompanyreportsthatusingtheSixSigmamethodologyduringthepast15monthseliminatedunnecessarystepsanddecreasedrework,leadingtoaneightfoldgainovertheinvestmentsmade.Itwasn'tadifficultdecisionfortheorganization,notesSubrotoBagchi,corporatevicepresidentofmissionquality.Ourinternationalsoftwareservices'customersdependonusformission-criticalapplications,whichwerunontheirbehalffromhalfwayacrosstheglobeviasatellitelinks,hesays.IntheIndianmarket,wemakesoaps,computers,hydrauliccylindersandcomputerizedtomographyscanners.Whichcustomeriswillingtolivewithadefect?There'snoquestionofdeliveringanythinglessthanperfect.WiproexecutiveshadheardaboutSixSigmaviathecompany'spartnershipswithGeneralElectricCo.,soBagchiattendedaqualitybriefingatComingtoTermswithSigmaSixSigmamaysoundarcaneandmystical,butinrealityit'samathematicalformula.Sigmaisastatisticaltermindicatingtowhatextentaprocessvariesfromperfection.Thenumberofunitsprocessedismultipliedbythenumberofpotentialdefectsperunit;theanswerisdividedintothenumberofdefectsactuallyoccurringandthenismultipliedby1million.Theresultisthenumberofdefectspermillionoperations.Aconversiontabletranslatesthatnumberintosigma:6sigma=3.4defectspermillion5sigma=230defectspermillion4sigma=6,210defectspermillion3sigma=66,800defectspermillion=2sigma308,000defectspermillion1sigma=690,000defectspermillionSixSigmaisachievedthroughaprocess,whichistrackedusingsimpletoolssuchastheParetochart.ThisbarchartiswidelyusedasadatadisplaytoolinSixSigmabecauseitidentifieswhichproblemsoccurwiththegreatestfrequencyorincurthehighestcost.Hence,itprovidesdirectevidenceaboutwhatshouldbecorrectedfirst.ItalianeconomistVilfredoPareto,forwhomthechartisnamed,theorizedthat20percentofpossiblecausesareresponsiblefor80percentofanyproblem.AnotherwaytotestvarianceisbyperformingtheChi2test.Withthisanalyticalprocess,atableisusedtotesttherelationshipbetweentwopossiblecausesofvariationtodeterminetherelationship'sstatisticalimportance.Designofexperimentsmethodicallyabilitytoaddresstheultimatebottomline:survival.Ifacompany'smanagersweretohavetheattitude,'Whybother,'IwouldaskthemwhattheywoulddoiftheywokeuptomorrowmorningandtheirNo.1competitorannouncedithadimprovedefficiency10times,improvedquality10timesandiscommittedtodeliveringabetterproductwithbetterserviceinhalfthetime--allatthesameprice,declaresHayes.Soundfamiliar?IthappenedtoMotorola,GeneralMotorsandothersinthe1970s,courtesyofMission:qualityWiproCorp.isoneorg
本文标题:Six_Sigma
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