six sigma 简介

1SixSigmaBasicConcept六個標準差基本概念2一.Preface1.1980USAfacetoJapan’scompetition--Japan’sweapon:quality2.1985:Motorola’sengineerBillSmithreported,”ifaproductwasfound,defectiveandcorrectedduringtheproductionprocess,otherdefectswereboundtobemissedandfoundlaterbythecustomerduringearlyuseoftheproduct,However,whentheproductwasMFGerror-free,itrarelyfailedduringearlyusebythecustomer.”3.1987Motorolaphasein6sigma4.1989MotorolawintheMalcolmBaldrigeNationalQualityAward.5.1991AlliedSignalphasein6sigma,---Saving0.6BUSD/YR---Productivity:6%up---Profit:improved13%6.1996GEphasein6sigmaduetoAlliedSignal’sresult.SixSigma36SigmaConcepts二..Why1.GEphasein:19961.1.1997saving7.5EUSD,1.2.1999saving15E,1.3.Profitabilityimprovement:from10%upto15%2.Qualitylevelof4sigma:6210DPPM3.Qualitylevelof6sigma:3.4DPPM4.20%marginimprovement5.12%~18%capacityincrease6.12%reductionofemployee7.10%~30%capitalreduction4希格瑪規格界限規格界限百分比PPM缺點數±1sigma68.27317300±2sigma95.4545500±3sigma99.732700±4sigma99.993763±5sigma99.9999430.57±6sigma99.99999980.002圖2-1常態分配值位居六個希格瑪界限的中央時,每十億次操作只有兩次失敗.-6-4-5-3X-2-123456規格下限常態分配對準中央規格上限5希格瑪常態分配規格界限百分比PPM缺點數±1sigma30.23697700±2sigma69.13308700±3sigma93.3266810±4sigma99.37906210±5sigma99.97670233±6sigma99.9996603.4圖2-2移動±1.5後,不合規格界限的機率為3.4ppm.65432-1-2-3-6-5-4X規格下限常態分配對準中央規格上限6希格瑪品質水平希格瑪水平(移動±1.5)希格瑪水平代表流程每百萬次操作的缺點機會.考慮平圴數移動±1.5後,六個希格瑪水平代表每百萬次操作只允許3.4ppm超出規格界限.一般水平公司世界一流企業國內航空班機失事率(0.43ppm)123456710000001000001000010001001010.10.01缺點率(ppm)7希格瑪水平移動1.5個希格瑪對準中央缺點率(ppm)與希格瑪品質水平之關系1000001000010001001010.10.010.0012345610改善30改善70改善3.4ppm233ppm6210ppm66,810ppm缺點率(ppm)希格瑪品質水平8不良品質的成本失去管理時間的成本退回成本保養成本失去商機,商譽成本失去信譽的成本重工成本失去機會失去資產的成本預防成本評估成本鐵達尼號的管理9三.WhatisSixSigma1.Itisabusinessprocessthatallowscompaniestodrasticallyimprovetheirbottomlinebydesigningandmonitoringeverydaybusinessactivitiesinwaysthatminimizewasteandresourceswhileincreasingcustomersatisfaction.2.Sixsigmatellus:Wedon’tknowwhatwedon’tknowWecan’tdowhatwedon’tknowWewon’tknowuntilwemeasureWedon’tmeasurewhatwedon’tvalueWedon’tvaluewhatwedon’tmeasureSixSigmaisaprocessofaskingquestionsthatleadtotangible,quantifiableanswersthatultimatelyproduceprofitableresults.103.Historyof6Sigma--1984MikelHarrySeniorstaffengineeratMotorola’sGovernmentElectronicsGroap(GEG)--YellowBrickRoadto6sigma;aroadmapforimprovingproductdesign&reducingproductiontimeandcostwithinGEG.--Toexperimentwithproblemsolvingthroughstatisticalanalysis.--Result:designfaster,producedfaster&morecheaply.--“Thestrategicvisionforaccelerating6sigmawithinMotorola”--1990RobertGabvin(president)askedHarrytosetupMotorola’s6sigmaResearchinstituteinschaumburg==6sigmabreakthroughstrategy--1994Dr.Harryopened“the6SigmaAcademy”inscottdale,Arizona,GE&AlliedSigmaas1stclients--ResultbetweenMotorolaCodex(1994~1990)ABB(1993)*costofquality:-58%*defects:-68%*errors:-40%*cost:-30%*designtime:-60%*898Msaving/YRover2YRS114.ThecostofqualitySigmalevelDPPMCostofqualityRemark2308,537NotapplicableNoncompetition366,80725-40%ofsales46,21015-25%ofsalesIndustryaverage52335-15%ofsales63.410%ofsalesWorldclassEachsigmashiftprovidesa10%netincomeimprovement.(1).6sigma&breakthroughstrategy6SigmaBreakthroughStrategy*Philosophy&goal(3.4DPPM)*Meanstoachievethegoalthroughahighlyfocusedsystemofproblemsolving.*thelandofQZ*YellowBrickRoadthattakesusthere.*problem-salvingventure*directtofindsolution&improvebottom-line12(2).6sigmafocuson1).Asystematicroadmaptoreducevariabilityinaprocessthoughassimilation&organizationofinformationthatincreasebottomlinedollarsavings.2).Theprocessthatcreatesoreliminatesthedefectsratherthenthedefectsthemselves.3).Process:ProcessaddvaluetoitInputOutput135.TheprocessofsixsigmaMeasure1.SelectCriticalToQualitycharacteristic2.Defineperformancestandard3.ValidatemeasurementsystemAnalyze4.Establishproductcapability5.Defineperformanceobjectives6.IdentifyvariationsourcesImprove7.Screenpotentialcauses8.Discovervariablerelationship9.EstablishoperatingtolerancesControl10.Validatemeasurementsystem11.Determineprocesscapability12.Implementprocesscontrols14StageBreakthroughstrategyphaseIdentification(Questioninputvsinspecting)RecognizeDefineCharacterization(C.T.Qaremeasured&described)MeasureAnalyzeUnderstandcurrentperformancelevelsOptimization(maximize&maintaintheenhancedprocesscapability)ImproveControlAchievebreakthroughimprovementInstitutionalization(theresultsapplied,culture)StandardIntegrateBreakthroughSystemBlackbeltprojectsObjectiveIdentifykeybusinessissuesTransferhowdaytodaybusinessisconducted6.TheSixSigmaRoadmap157.Why8StepsofSixSigmaToensure1).Applythebreakthroughstrategyinamethodicalanddisciplinedway2).Sixsigmaprojectsarecorrectlydefinedandexecuted.3).Theresultsoftheseprojectsareincorporatedintorunningthedaytodaybusiness.168.3levelsoforganization1).Thehighestlevel:businesslevel(Deploymentchampion;3-5YRS)2).Therecordlevel:operationslevel(projectchampion;12~18M)3).Thethirdlevel:processlevel(blackbelt;6~8wks)Thesuccessofsixsigmaisdefinedastheextendtowhichittransformseachlevelofanorganizationtoimprovetheorganizationsoverallqualityandprofitability.