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“精實六標準差”概念導引2006/11/21Version0.98-1PreparedbyLSSteamConfidentialConfidentialObjectivesOfTrainingknowthebasicconceptsofLSS(LeanSixSigma)methodologyLearntheterminologyintheAsuswayKnowwhyQuality,Lean,SpeedinAsusretransformationandwhychangenowUnderstandOPP,4E/1P,CAF,work-out,DMAIC,LeanpracticesandAsusValuesKnowwherearemoreresourcesforfurtherstudyonLSSASUSVision(2006–2008)CDMSBACERFOXCONNG.E./TOYOTA3years3yearsDoubleRevenueDoubleRevenueDoubleProfitDoubleProfitRev.5000Rev.5000億億in2006in2006是該覺悟的時候了!1111--0202--20052005華碩還只是二流企業華碩還只是二流企業((商業週刊商業週刊961961期期44--2424--06)06)不暢不暢不順不順不準不準不穩不穩不精不精不速不速二流企業救火被動學習UI一流企業崇本務實主動學習UI&NUI品品質質政政策策以持續創新改善的以持續創新改善的精實六標準差精神精實六標準差精神，追求世界一，追求世界一流的品質、精確快速的研發和製造、即時達交的產流的品質、精確快速的研發和製造、即時達交的產品和服務、不斷精進的流程及人才培育，來贏得顧品和服務、不斷精進的流程及人才培育，來贏得顧客的滿意和信賴客的滿意和信賴..QualityPolicyQualityPolicyBycontinuouslyinnovatingthroughLeanSixSigmacoreBycontinuouslyinnovatingthroughLeanSixSigmacoreideals,ideals,ASUSiscommittedASUSiscommittedtoworldtoworld--classquality,preciseclassquality,preciseandefficientproductdevelopmentandmanufacturing,andefficientproductdevelopmentandmanufacturing,promptserviceanddelivery,relentlessprocesspromptserviceanddelivery,relentlessprocessimprovement,andnurturingindustrytalents,instrivingimprovement,andnurturingindustrytalents,instrivingforthehighestcustomerconfidenceandsatisfaction.forthehighestcustomerconfidenceandsatisfaction.準穩精速準穩精速再造華碩再造華碩22--0808--20062006電梯談話(零)–最終成敗精實六標準差之最終KPI:“革心指數”(常山蛇指數)-ODTQLS(Ownership&DIRFT&Team_Spirit&(Ownership&DIRFT&Team_Spirit&準穩精速準穩精速))水滸好漢綠林軍官兵正規軍少林十八羅漢陣AS-ISSSLSS二流人治,本位,功能導向的唾唾蛇一流嚴謹,團隊,流程導向‘準穩精速’的常山蛇電梯談話(一)–LSS三大目標1.新產品開發越準.越省.越快2.供應製造鏈越準.越省.越快3.培養領導人電梯談話(二)–LSS是什麼?精實六標準差(LSS)是一種全員品質(Q)革心計畫,最終在改善顧客價值體驗,降低成本,提升速度並同時培養出更多優秀的領導人LSSLSS––TheAsusWayTheAsusWayÆÆ華碩模式華碩模式人的智慧人的智慧崇本務實崇本務實(Focusonfundamentals&results)(Focusonfundamentals&results)華碩常山蛇管理哲學華碩常山蛇管理哲學SixSigmaSixSigmaGEWayGEWay測量分析測量分析QualityQualityLeanLeanSpeedSpeedLeanLeanQualityQualitySpeedSpeed準穩精速準穩精速贏的新標竿贏的新標竿精實六標準差精實六標準差ToyotaToyotaWayWay做中學做中學精實哲學VCiiiii精實企業價值觀精實價值流程觀精實管理學“價值流程觀”是精實哲學的核心觀念精實企業價值觀最精實的人員,最精實的流程,最精實的策略客戶最大價值與滿意度員工最大價值與滿意度股東最大價值與滿意度F-LSS精實價值流程觀D-LSSS-LSSSS-LSS(四大價值流)Partner(Vendor)Partner(Customer)準穩精速準穩精速再造華碩再造華碩精實管理學領導,教導,Z理論(尊重人性,挑戰心性)學習型組織深植精實DNA價值流程觀績效評鑑精實策略學FROM“AS-IS”to“TO-BE”謀勢(Momentum)--藉勢(Leverage),造勢(Build),佈局(Develop)先(Time)與巨(Volume)都能成勢務精(Focus)--局時優勢(Localtimeadvantage),局地優勢(Localplaceadvantage),局品優勢(Localproductadvantage)上士對中士找洞找弱點銀豹電梯談話(三)-LSS四部曲1.變異有害:50%2.除害(準穩):70%3.除贅(精):85%4.除瓶頸(速):100%((時間陷阱時間陷阱))((痛恨變異痛恨變異))全民全民““LeanLean””動動6Sigma+W.O.6Sigma+W.O.LeanLeanLeanLeanQualityQualityWithoutWithoutwastewasteSpeedSpeedWithoutWithoutwastewaste準穩精速再造華碩CAFAsusDNA+AsusDNA+學習性組織學習性組織LSSLSS––theAsusWaytheAsusWay……華碩模式華碩模式AsAs--IsIsDD準穩準穩ToTo--BeBe精速精速Value&Value&WinningWinningCCDDCCWorkWork--OutOutMMAAIISixSigma:Statistic,BlackBox,TopSixSigma:Statistic,BlackBox,Top--down,opportunitydown,opportunityWorkout:Domainknowledge,whiteBox,bottomWorkout:Domainknowledge,whiteBox,bottom--up,issueup,issue團隊智慧團隊智慧全民全民LeanLean動動Vision&Vision&StrategyStrategy快槍快槍準槍準槍NUINUIUIUI策略規劃策略規劃產業分析產業分析發現問題發現問題尋找機會尋找機會勇於創新勇於創新持續改善持續改善DMAIC;DDMAIC;D--WOWO--C;C;全民全民LeanLean動動((三種改善手法三種改善手法))==F(X1,F(X1,X3)X3)X2,X2,YYYYSupplierSupplierInputInputProcessProcessOutputOutputCustomerCustomerVOCVOCCCRCCRCTQCTQAnalyzeAnalyzeImproveImproveX3X3SOVSOVVitalXVitalXCTPCTPCBRCBRVOBVOBControlControlSOSSOSSystematicproblemsolvingwithSystematicproblemsolvingwithDMAICDMAICDefineDefineOpportunityOpportunityMeasureMeasureData&FactsData&FactsDefineExplainwhy&howthatyourteamselectsthisproject?TeamCharterBusinessCaseOpportunityStatementGoalStatementProjectScopeProjectPlanTeamSelectionFreightRatesRoutingUsageLogisticsCosts@2%ofSalesDutyCostsTransportationCosts15%65%20%EffectiveTeamAssignedroleandresponsibilitytoeachteammember.Developchartertoincludebusinesscase,projectopportunity,goals,scope,scheduleandteam.CTP’s________________CTQ’s________________VOC_________________________________CustomerIssues_________________________________CCR’s_________________________________VOB________________________________CBR’s________________BusinessIssuesrt滿意+-不滿意不完整的服務完整的服務線性(OneDimensional)取悅(Delighters)必須(MustBe)KANOModelProcessMapVOCtoCTQGather/Displaydataverifyingcustomerneeds.Completedhigh-level,detailedmapandidentifyquickwinopportunities.IDOpportunitySurveyInterviewFocusGr.Sub-processesEntryOrderApproveCreditProcurementManufacturingRequestRoutingShippingBillingDepartmentSalesOfficeOrderDept.Credit/CollectInven.Cont.TrafficShpg./Rec.Mfg./QCPurchasingBillingAccts./Rec.A1A4A3A2A5A6A7A8A9D1D2A10A11A12A13A14A15A16A17A18D3A19A20A21A22StepsResponsibleClerkSupervisorMaterialsManagementSchedulerLog-inOrderPrioritizeOrderReviewforSpecificationsMaterialsExplosionScheduleFabricationInspectionDistributionNNYYAs-IsTo-BeVA/NVAGap/IssuesCDAMMulti-voting6SigmaMeasureMeasurePlanMSAToidentifythekeyIPOindicatorsthatrelatedtoprojectgoals.DetermineOperationDefinition,DataCollectionPlanProcessPerformanceVerifyourOperationalDefinitionandmeasurement