6Sigma_Introduction_Training

1IntroductionSIXSIGMATraininginPantenePreparedByBenFokDate:20Dec.2005’Introduction2其他难于操作(低效率方法)实际结果(X%)错误的工具及方法沟通不畅误解(错误的指导)损失0%取得100%目标管理失误Introduction损失减少增加质量系统和质量工具基础业绩3PanteneProblemissuesBoschhandleprobelmIntroduction46Sigmaisalsoameasureofvariability.Itisanamegiventoindicatehowmuchofthedatafallswithinthecustomers’requirements.Thehighertheprocesssigma,themoreoftheprocessoutputs,productsandservices,meetcustomers’requirements–or,thefewerthedefects.它同時也是變异的一种評估.它的名字暗示了有多少數据是符合客戶的要求的.流程Sigma越高則表示流程的輸出,產品和服務越符合客戶的要求-或者表示缺陷越少.SigmaistheGreekletterthatisastatisticalunitofmeasurementusedtodefinethestandarddeviationofapopulation.Itmeasuresthevariabilityorspreadofthedata.Sigma是被用來定義人口標準差異的評估統計單位的希腊字母.它用來評估數据的變化或者散布.Whatissigma?Sigma是什麼?Introduction5WhatistheSigma六个西格玛是一项以数据为基础，追求几乎完美的质量管理方法。六个西格玛的管理法重点是将所有的工作作为一种流程，采用量化的方法分析流程中影响质量的因素，找出最关键的因素加以改进从而达到更高的客户满意度。Introduction6“thesnowballisgrowing,andbyyear2000thecumulativebottomlineimpactofsixsigmaqualitywillbemeasuredinthebillions”雪球越累越大,到2000年時,6-Sigma質量的累積改善效益將要用十億來衡量.J.Welch“thereismoretothisthananythingthathascomedowninalongtime”從長時期看來,6-Sigma比任何事所引起的改進都要快L.Bossidy‘85‘90‘952000MotorolaABBGEAlliedSignalSunbeamSixSigmaDeploymentinIndustry工業中6-Sigma的配量Introduction7Variation變异IntroductionVariationisinEverything;任何事物存在變异evena6SIGMAprocesshasVariation6-SIGMA流程也有變异8Who’sTheBetterMarksman?誰是更好的射手DougJimVariationisourBusinessEnemy!變異是我們經營的敵人AllProducts&Processeshavevariation!所有的產品和流程存在變异WhatisVariation?變异是什么?Introduction9Variation變异Whatdoyouknowaboutvariationfromonedatapoint?從一個數据點你能知道什么變异嗎?Shouldyoumakeanadjustmentifyouareofftarget?當你偏離目標時是否應該調整?Why?為什么?Whatdoyouknowaboutvariationfrom2datapoints?從2個數据里你能得知什么變异?Shouldyoumakeanadjustmentifyouareofftarget?當你偏離目標時是否應該調整?Why?為什么?Whatdoyouknowaboutvariationfrom30datapoints?從30個數据中你能得知什么變异?Shouldyoumakeanadjustmentifyouareofftarget?當你偏離目標時是否應該調整?Why?為什么?Introduction10ProductorServiceOutput產品或者服務輸出CriticalCustomerRequirement客戶的重點要求Mean目標Defects:缺陷Serviceunacceptabletocustomer客戶不能接受的服務Mean目標MovingtheMean移動目標Introduction11Variation變异ProductorServiceOutput產品或者服務輸CriticalCustomerRequirement客戶重點要求Defects:缺點Serviceunacceptabletocustomer客戶不能接受的服務Mean目標ReducingtheprocessoutputVariation減少流程的輸出變异ReduceVariationIntroduction1220,000lostarticlesofmailperhour每小時丟失20,000個郵遞物件Unsafedrinkingwateralmost15minuteseachday每天有15分鐘的不安全5,000incorrectsurgicaloperationsperweek每周有5,000個錯類外科手朮2shortorlonglandingsatmostmajorairportseachday每天在大多數主要机場2個短的或長的著落Noelectricityforalmost7hourseachmonth每個月几乎有7個小時沒電5loste-mailmessagespermonth每個月有丟失5個郵件信息Overnightcarrierslose15,000packagesperweek每周的通商郵遞丟失15,000個包裹25incorrectcarrentalreservationspercompanyperday每天每一個公司有25個錯誤的汽車出租預定4sPerformance4s績效Airlinedeathsperpassengermileare7s+…AGoodThing!TheClassicalViewofPerformance績效的古典看法Introduction136sQualityisnotonlyPOSSIBLE,6s品質不僅只是可能,CustomersDEMANDit!客戶要求如此6CapabilityNewStandard能力長期產出合格率99.99966%新標準99.99966%Long-TermYields3CapabilityHistoricalStandard能力長期產出合格率93.32%歷史標準93.32%Long-TermYields4CapabilityCurrentStandard能力長期產出合格率99.379%當前標準99.379%Long-TermYieldsEvolutionofQualityPerformance質量績效的進展Introduction14ProblemResolution問題決定Behavior行動DecisionMaking決策ProcessAdjustment流程調整SupplierSelection供應商選擇Planning計劃Design設計EmployeeTraining雇員培訓Chain-of-Command命生令Direction指令Manpower人力OrganizationalIssue公司Fixing(symptoms)確認(症狀)Reactive反應ExperienceBased經驗基礎TweakingCost(pieceprice成本(單价)Short-Term短期Performance業績IfTimePermits如時間欠許Hierarchy附層Seat-of-PantsCost成本TraditionalApproach傳統途徑Preventing(causes)預防(原因)Proactive主動DataBased數据基礎Controlling控制Capability能力Long-Term長期Producibility可生產Mandated已命令EmpoweredTeams授權的團體Benchmarking&Metrics基准和生產Asset資產SixSigmaApproach6-Sigma途徑ExamplesoftheSixSigmaApproach6-Sigma途徑舉例Introduction15Measurement衡量Introduction16QuantifyingQuality-ACommonSystemforMeasurement質量化-衡量的普通系統Best最好Better更好Good好WorldClass生產一流Great好极了Percent完美FromToPoor差Average平均Best最好PPM123456SigmaIntroduction17HarvestingtheFruitofSixSigma6-Sigma的成果收獲WHATLEVELAREWE?SweetFruit甜果AdvancedTools,DFSS,DFMA:GetsrootcausesoftoughestproblemsFAS先進的方法,DFSS,DFMA:快速地得到最棘手問題的根本原因BulkofFruit大量果實ProcessCharacterizationandOptimization-Alotofproblemswearefacingtoday!流程個性及最优化-我們今天面臨的許多問題SixSigmaToolsLowHangingFruit下部果實SevenBasicTools-Today’sproblemsrequiremoreformality七種基本工具-當前的問題要求更正規的(解決)GroundFruit地面上的果實LogicandIntuition經驗和直覺Whatweusedtobeabletodowithreasonablesuccess…過去我們常常能合理并成功的處理是些什麼事呢?--------------------------------------------------------------------Introduction1810.Managementwon’tsupportit管理層不支持9.Ialreadyknowallthosetools我已經知道所有的那些方法8.Aprojectwilltakeforever,let’sjustdoit有一個永遠也做不完的專案,我們一直在做!7.It’stheflavorofthemonth口頭上的好處-口惠6.It’sjustabunchofstatistics它只是一組統計表TOP10REASONSWHYSIXSIGMAISRESISTED6-Sigma不能推行的前10項原因Introduction195.Thatdoesn’tapplytome那不适合我4.It’sjustformanufacturing它只适用于制造3.SixSigmaappliesifyouhaveaprocess;wedon’thaveone6-Sigma只在你有流程時适用;而我們沒有2.Wetriedthatbeforeanditdidn’twork.Believeme,I’vebeenherefor30years我們以前試用過它并不管用.相信我,我已從事30年的工作1.I’mbusytryingtofixalltheproblems