西格玛管理(1)

WelcometoapresentationonSixSigmaTM2002年1月12日WhatareyourExpectations?Iwouldliketocaptureyourexpectationsfortheday?AgendaIntroduction&overviewDemystifyingSixSigmaCreatingtheSixSigmaCultureManagingthesixsigmacultureTotalcycleTimeReductionSuccessExamplesAroundtheworldHowtoImplementSixSigmainyourbusinessQ&AClosingcommentsAlliancePartnershipsMASET,LLC.andMotorolaMasetareasofexpertise•Quality(SixSigma)•Cycletimeeduction•Leadership•Culturalchange•ProjectManagement•SupplychainManagement•Facilitation•TrainingDemystifyingSixSigmaWhatdoesSixSigmameantoyou?Manydifferentdefinitionsexist.IwilltrytoaddressthreethismorningSixsigmaasastatisticaltermNormalDistributionMeanStandarddeviationmean68.27%15.865%15.865%Sixsigamasastatisticalterm•Valuesofastandarddeviationonesigma=68.27%317,311ppmtwosigma=95.45%45,500ppmthreesigma=99.73%27,000ppmsixsigma=99.999999%1.96ppbSixsigmaasaqualityterm•Inventedbymotorolainthemid80’s•ServicemarkedandregisteredbyMotorola•Acceptedbyallcountries•Acceptedbyallorganization-1.5Mean+1.5Virtuallynodefects(3.4ppm)LowerSpecifacationlimitupperSpecifacationlimit-6-5-4-3-2-10+1+2+3+4+5+6Allowsforvariationinmeasurement1.5Sigmashift+-Virtuallynodefects(3.4ppm)SixsigmaasaqualitytermSixSigma=3.4ppmdefectiveSixsigmaisawaytochangeanorganizationsculture•ProvidesameansofdeliveringTotalcustomersatisfaction•FocuseseveryoneintheorganizationonthesameobjectiveDefinitionofdefectDefectaregood!“Associatesneedtofeelcomfortableinidentifyingandreportingdefects.”Theeffectsofdefects•Everyoccurrenceofadefectwithintheprocessrequirestimetoinspect,fix,andre-inspect.•Averagecycletimeisdirectlyproportionaltothetotalnumberofdefectsintheprocess.WelcometoMotorola’sQualityStoryCultureCultureguidestheenterprise’sDay-To-DaybehaviorThenatureofculture•Cultureprovidesitsmemberswithguidelinesfordealingwithjustabouteverything•Muchofeverycultureiscvertandimplicitlargelysubmergedlikeaniceberg•Culturesareconstantlychangingandevolving.•Whencultureandstrategyclash,invariablyculturewinsout.•Iftheorganizationalculturedoesnotembracinitiativesrelatedtochange,overallchangeeffortswillfailThereisnosuchthingas“We’redifferent”WE’REDIFFERENTFunctionsinatypicalorganization•Accounting•Advertising•Distribution•Energymanagement•Environmentalaffairs•Externalaffairs•Facilities•Finance•Health&safety•Humanresources•legal•Manufacturing•Marketing•Profuct/servicedevelopment•Payroll•Purchasing•Sales•Scheduling•Training•Transportation•TravelTheevolutionofmotorola’squalityculuture1979“Ourqualitystinks”1980corporatequalityofficernamed1981motorolatraining&educationcenter(Mtec)established1985communicationssectorbeginstotaldefectsperunitmeasurement(TDU)-julymanufacturedproducts-novembersalesorders1986chairmanchangesagendaofcustomervisitscreated“thecard”Evolutioncontinues!1987Corporationadiptssixsigma2year-10x;4year-100xualityimprovementSixsigmaby1992goalisset1988MalcolmbaldrigenationqualityawardMappedISO9001intoqualitysystemreview(QSR)199210xredustionindefecteveery2yearscustomersatisfactionmetrics10xtimesimprovementincycletimein5yearsChangedmeasurementbasetopartsperbillion1994EnterpriseISOregisttationlaunched1998Corporaterenewal1999RulesofEngagementbalancedscorecardPerformanceExcellencePersonalCommitmentEvolutioncontinues!Howmanyobjectivesarethereinyourorganization?Keybeliefs–howwewillalwaysact•Constantrespectforpeople•UncompromisingintegrityKEYGOALS–whatwemustaccomplish•Bestinclass—People—Markting—Technology—Products:software\hardwareandsystems—Manufaction—Service•Increasedglobalmarketshare•SuperiorfinacicalresultsKEYINITATIVES–howwewilldoit•Sixsigmaquality•totalcycletimereduction•productmanufactionandenvironmentalleadership•Prfitimprovement•EmpowermentforallinaparticipativeCooperativeandcreaticeworkplaceOurfundamentalobjective(Everyonesoverridingresponsibility)TotalcustomersatifactionOurfundamentalobjectiveTotalcustomersatisfaction•KeybeilfesHowwewillalwaysact•KeygoalsWhatwemustaccomplish•KeyinitiativesHowwewilldoitEveryonesoverridingresponsibilityKEYINITATIVEShowwewilldoit•Sixsigmaquality•totalcycletimereduction•productmanufactionandenvironmentalleadership•Prfitimprovement•EmpowermentforallinaparticipativeCooperativeandcreaticeworkplaceConsistentfocus•Cardcreated&adopted1986•Fiveminorchangesin1992•Nosignificantchangesduringfivedifferentchairman–BobGalvin–GeorgeFisher–BillWiese–GaryTooker–ChrisGalvinCreatingandmanagingtheSixSigmaqualitycultureSissigmaqualityOneofthetwokeydriversofincreasedTotalcustomersatisfationandreducedcostProduct/Serviceisdeliveredwhenpromised•Everyoccurrenceofadefectwithintheprocessrequirestimetoinspect,fix,andre-inspect•Averagecycletimeisdirectlyproportionaltothetotalnumberofdefectsintheprocess.Product/serviceisdeliveredwithnodefects•Notest/inspectionis100%effectiveinfindingdefects.•Delovereddefectsescapetest/inspectionwithintheprocess.•DelivereddefectsaredirectlyproportionaltothetotalnumberofdefectsintheentireprocessSixsigmaqualityimpovescustomersatisfactionReducingthetotaldefectsintheenireprocessred