六西格玛管理(JimBossertBankofAmerica)

WhatisSixSigma?JimBossertBankofAmericaTheproblemusedtobe:“Howdowegetmanagementinterestedenoughinqualitytodosomethingaboutit?”Nowtheproblemis:“Howdowegetthepeopletobelievethatwearereallygoingtodosomethingandstickwithit?”PhilipB.Crosby“Nothingflourishesuntilisisclearinthemindofthethoughtleaders”“Realcomprehensionhastoexistifthedeterminationistobeobvious”PhilipB.CrosbyWhatisSixSigma?SixSigma-TheInitiativeProcessSystematicApproachtoReducingDefectswhichAffectWhatisImportanttotheCustomerToolsQualitative,StatisticalandInstructionalDevicesfor“Observing”ProcessVariables&TheirRelationshipsaswellas“Managing”theirCharacterVisionGoalPhilosophyMetricMethodToolSymbolBenchmarkValuesWhatisSixSigma?AlevelofperformancethatreflectssignificantlyreduceddefectsinourproductsAstatisticalmeasurementofourprocesscapability,aswellasabenchmarkforcomparisonAsetofstatistical“tools”tohelpusmeasure,analyze,improve,andcontrolourprocessesAcommitmenttoourcustomerstoachieveanacceptablelevelofperformance....AmeanstostretchourthinkingwithrespecttoqualitySigmaisaletterintheGreekAlphabetSixSigma-Goal(DPMODistributionShifted±1.5s)2308,537366,80746,210523363.4sPPMProcessCapabilityDefectsperMillionOpp.THEGOALSOFSIXSIGMA:DefectReductionYieldImprovementImprovedCustomerSatisfactionHigherNetIncomeIRS-TaxAdvice(phone-in)(140,000PPM)7SigmaScaleofMeasure1,000,000100,00010,0001,000100101PPM•RestaurantBillsDoctorPrescriptionWritingPayrollProcessingOrderWrite-upJournalVouchersWireTransfersAirlineBaggageHandlingPurchasedMaterialLotRejectRateDomesticAirlineFlightFatalityRate(0.43PPM)(with±1.5sshift)Best-in-ClassAverageCompany345621©1994Dr.MikelJ.Harry-V4.0Wheredoesindustrystand?©1994SixSigmaAcademyWhat’sitBasedOn?Customer.....AnyoneWhoReceivesProduct,Service,orInformationOpportunity.....EveryChancetoDoSomethingEither“Right”or“Wrong”SuccessesVs.Defects.....EveryResultofanOpportunityEitherMeetstheCustomerSpecificationoritDoesn’tStrategy•KnowWhat’sImportanttotheCustomer•ReduceDefects•CenterAroundTarget•ReduceVariationBreakthroughImprovementNotIncremental!ProfitTotalCosttomanufactureanddeliverproductsProfitTheoreticalCostsCostofPoorQualityCOPQWhyFocusonCOPQ?PriceErosionTheoreticalCostsCostofPoorQualityCOPQProfitTheoreticalCostsCOPQWhichFeelsBetter??TheCostofPoorQuality(COPQ)“Iceberg”EngineeringchangeordersTraditionalQualityCostsLostOpportunityHiddenFactoryLostsalesLatedeliveryLongcycletimesExpeditingcostsExcessinventoryAdditionalCostsofPoorQuality(intangible)(tangible)(Difficultorimpossibletomeasure)LostCustomerLoyaltyMoreSetupsScrapReworkInspectionWarrantyRejectsAdministration/DispositionConcessionsAverageCOPQapproximately15%ofSalesRiskofLossExtentofKnowledge(DerivedfromObservation&Measurement)“Whenyoucanmeasurewhatyouarespeakingabout,andexpressitinnumbers,youknowsomethingaboutit;butwhenyoucannotexpressitinnumbers,yourknowledgeisofameagerandunsatisfactorykind.Itmaybethebeginningofknowledge,butyouhavescarcely,inyourthoughts,advancedtothestateofscience.”LordKelvinKnowledgeistheFoundationScienceArtDisciplineChaosKnowledgeWhereAreYourProcessesToday?DirectionsofKnowledgeGoodDecisionsFireFightingWaste•LeadershipCommitment,Competence&Involvement•Methodology&Tools•DataDriven•StatisticallyValidated•BestPeople100%DedicatedtoDefectReduction•ProjectFocusedWhatMakesSixSigmaDifferent?CollectingData•Communicateinanobjectivemanner•Tocollectquantifiablefactsaboutaproblemoropportunity•Toestablishbaselineinformationaboutaproblemorprocess•Tofacilitatecostbenefitanalysisofproposedsolutions•Tocomparebeforeandafter-quantifytheimpactofasolution•TojustifyextensionofthesolutionDataBuildsKnowledgeTheImportanceoftheCommonLanguageofDataWhatdoIneedtoknowtomakeDecisions?HowdoIneedtoseetheinformation?Whattoolwillbeused?Whatdatadoweneed?Whereisthedatalocated?PlanningExecutionQuestionstobeAnsweredDriveDataCollectionSTATISTICSISCOMMUNICATINGINFORMATIONFROMDATA-SchillingSTATISTICSISNOTASUBSTITUTEFORENGINEERINGJUDGMENT-DodgeSTATISTICALTHINKINGWILLONEDAYBEASNECESSARYFOREFFICIENTCITIZENSHIPASTHEABILITYTOREADANDWRITE.-H.G.WellsDATAISNOTKNOWLEDGE.INORDERTOGIVEUPITSKNOWLEDGE,DATAMUSTBETORTURED.STATISTICSARETHEIMPLEMENTSOFTORTURE.MikelHarryOldPhilosophyofQualityNewPhilosophyofQualityLSLUSLLSLUSLAreaoutsidethespecificationlimitsrepresentqualitylosses.ConformancetoSpecifications“GoalPostMentality”Deviationfromthetargetrepresentsqualitylosses.Taguchi’sLossFunctionAverageLoss=k[s2+(y-T)2]“VariationisEvil”-SomeProductionGuyNoLosses@theTargetTheChangingQualityPhilosophyAppraisalandPreventionQualityQualityInternalandExternalFailureOldBelief44ssAppraisalandPreventionInternalandExternalFailure44ss55ss66ssNewBeliefQualityQualityTheChangingQualityPhilosophyThehighestqualityproductsandservicesarethelowestcostproductsandservicesBreakthroughStrategyCharacterizationPhase1:MeasurePhase2:AnalyzeOptimizationPhase3:ImprovePhase4:Control1101001000100001000001000000345671,000,000100,00010,0001,0001001012SigmaScaleofMeasurePPMAverageCompanyBest-in-ClassTheBasicObjectiveTheBreakthroughMethodologyDefinetheproblem...DMAICto