福特汽车-Six Sigma推行

1公司地址：深圳市罗湖区笋岗东路华通大厦907室邮政编码:518008HTTP：//：[e-mail]:0755–255856892593626325936264FAX:[phone]东莞德信诚相关培训课程：Q05TS16949五大工具实战训练(五大工具培训)Q06APQP&CP先期质量策划及控制计划培训Q07DFMEA设计潜在失效模式分析培训(DFMEA培训)Q08PFMEA过程潜在失效模式及效应分析训练营Q09MSA测量系统分析与仪器校验实务Q10SPC统计过程控制培训课程(SPC训练)Q11CPK制程能力分析与SPC统计制程管制应用训练Q12QC七大手法与SPC实战训练班(QC7&SPC培训)Q03品质工程师(QE质量工程师)实务培训班Q02品质主管训练营(品质经理人训练)Q01杰出品质检验员QC培训班Q13品管常用工具QC七大手法培训(旧QC7培训)Q14新QC七大手法实战培训(新QC7培训)Q04QCC品管圈活动训练课程(QCC培训)3SixSigmaByDanielWuFordLioHoMotorCompany4OutlineQualitylevelWhatisSixsigma?WhyweneedSixsigma?DevelopmentandDeploymentstrategyHowSixsigmamergesintoourdailybusiness?5Overview-FourQualityGurusHistoricallycompanieshavefocusedonqualityissuesforcustomersatisfactionPriortosixsigmatherewerefourkeyqualitygurusthatmostcompanies’qualityprogramsfollowedDemingJuranCrosbyTaguchi6DemingDemingtaught:•Importanceofunderstandingvariationinworkprocesses•Roleofmanagementinleadingforquality•Applicationofstatistics•Plan-Do-Check-Act7Deming’sContributiontoProfitabilityEXTERNALINTERNALCUSTOMERSATISFACTIONMARKETSHAREPROFITPRODUCTIVITYQUALITY-Betterproducts&services-Improvedprocesses-CompetewithvaluePRICE-CompetewithPrice-Decreasedcycletime-Eliminateset-uptimesCOST-OpportunityforprofitPRODUCTQUALITYPROCESSQUALITY-Reducerework-Eliminatein-processinspection-Reducescrap-Increaseproductlife-EliminateincomingtestingPlanDoCheckAct8JuranJurantaught:•Breakthroughperformance•Paretoeffect•Importanceofmanagementprinciples•Qualitybydesignandplanning9Juran’sContributionPlanningCostofPoorQuality(Percentofoperatingcosts)ProductionBeginsOriginalzoneofprocesscontrolNewzoneofprocesscontrol020400ControlTimeImprovementLessonsLearnedSporadicspikefromobservedproblemChronicWaste(anopportunityforimprovement)ControlSpecialcausevariationCommoncausevariation10CrosbyCrosbytaught:•Customerrequirementisperformancestandard•Qualitymaturityisajourney•Preventiveactionasbasicapproach11TaguchiTaguchitaught:•Costofpoorqualityislosstosocietyasawhole•Robustqualityisdesignedforconsistentproduction•Designcontrolismoreimportantthanproductioncontrol12Taguchi’sContributionLowerSpecificationLimitUpperSpecificationLimitNominalValueRegionofCustomerComplaintsRegionofCustomerComplaintsRegionofQuestionablePerformanceRegionofQuestionablePerformanceRegionofSpecifiedPerformanceMeanLowerControlLimitUpperControlLimitRegionofDesiredPerformanceCost13WhatAretheLimitstoImprovement?2Sigma3Sigma4Sigma5Sigma6SigmaBasicQualityToolsStatisticalToolsDesignforSixSigma(DFSS)BasicToolsWallDesignWallCleanSheet14ChallengeinthemillenniumQuestionconfrontingbusinessleadersandmanagers:Itisnot:“Howdowesucceed?”It’s:“Howdowestaysuccessfully?”15Change“Itisnotthestrongestthatsurvive,northefittest,butthosemostabletoadapttochange.”CharlesDarwinTheOriginofSpecies“Peopledonotresistchange,peopleresistbeingchanged.”Beckhard16ChallengeResistance-theuniversalreactiontochange.TechnicalresistancePoliticalresistanceOrganizationalresistanceIndividualresistance17SixSigma?SixSigmaisnotabusinessfadtiedtoasinglemethodorstrategy,butratheraflexiblesystemforimprovedbusinessleadershipandperformance.Itisnotabouttheory,it’saboutaction.Passion+Execution=FastandLastingResultsSixSigmaFocusDelightingthecustomerthroughflawlessexecutionRapidbreakthroughimprovementAdvancedbreakthroughtoolsthatworkPositiveanddeepculturechangeRealfinancialresultsthatimpactthebottomlineSigmaisastatisticalunitofmeasurethatreflectsprocesscapability.Thesigmascaleofmeasureisperfectlycorrelatedtosuchcharacteristicsasdefects-per-unit,parts-permilliondefective,andtheprobabilityofafailure/error(DistributionShifted±1.5s)2308,537366,80746,210523363.4sPPMProcessCapabilityDefectsperMillionOpp.SixSigmacorrespondstopartsperbillionifprocessiscenteredSixSigma-Goal3Sigma6Sigma5Sigma4Sigma93.32%99.379%99.9767%99.99966%HistoricalCurrentIntermediateLong-termSigmaLong-TermYieldStandardSixSigma-PerformanceTarget....ToProduceImprovedRolledThroughputYield,DefectsPerUnit,&DefectsPerMillionOpportunityReducedCostofPoorQuality(COPQ)ImprovedCapacityandProductivityReducedVariationInOurProcesses/Products$$’sAProblemSolvingMethodology•Characterize•Optimize•BreakthroughUSLTLSLUSLTLSLTUSLLSLUSL’LSL’TheStrategyCustomerFocused-BothInternally&ExternallyWhichBusinessFunctionNeedsIt?Aslongasthereisaprocessthatproducesanoutputwhetheritisamanufacturedproduct,data,aninvoice,etc...wecanapplytheSixSigmaBreakthroughStrategy.Fortheseprocessestoperformtoacustomerstandardtheyrequirecorrectinputs!!!6SigmaMethodsMFG..DESIGNSERVICEENGMAINT.ADMIN.QAPURCH.Dataisderivedfromobjects,situations,orphenomenonintheformofmeasurements.Dataisusedtoclassify,describe,improve,orcontrolobjects,situations,orphenomenon.1.Weonlyuseexperience,notdata.2.Wecollectdata,butjustlookatthenumbers.3.Wegroupthedatasoastoformchartsandgraphs.4.Weusecensusdatawithdescriptivestatistics.5.Weusesampledatawithdescriptivestatistics.6.Weusesampledatawithinferentialstatistics.LevelsofAnalysis:Whatlevelarewe??TheFoundationoftheSixSigmaTools25TheRoleofSixSigmaREGIONBAABCD