1、1,Six SigmaBy Daniel Wu Ford Lio Ho Motor Company,2,Outline,Quality level What is Six sigma? Why we need Six sigma? Development and Deployment strategy How Six sigma merges into our daily business?,3,Overview-Four Quality Gurus,Historically companies have focused on quality issues for customer satis
2、faction Prior to six sigma there were four key quality gurus that most companies quality programs followed Deming Juran Crosby Taguchi,4,Deming,Deming taught:Importance of understanding variation in work processes Role of management in leading for quality Application of statistics Plan-Do-Check-Act,
3、5,Demings Contribution to Profitability,EXTERNAL,INTERNAL,CUSTOMER SATISFACTION,MARKET SHARE,PROFIT,PRODUCTIVITY,QUALITY,-Better products & services -Improved processes,-Compete with value,PRICE,-Compete with Price,-Decreased cycle time -Eliminate set-up times,COST,-Opportunity for profit,PRODUCT QU
4、ALITY,PROCESS QUALITY,-Reduce rework -Eliminate in-process inspection,-Reduce scrap -Increase product life -Eliminate incoming testing,Plan,Do,Check,Act,6,Juran,Juran taught:Breakthrough performance Pareto effect Importance of management principles Quality by design and planning,7,Jurans Contributio
5、n,Planning,Cost of Poor Quality (Percent of operating costs),Production Begins,Original zone of process control,New zone of process control,0,20,40,0,Control,Time,Improvement,Lessons Learned,Sporadic spike from observed problem,Chronic Waste (an opportunity for improvement),Control,Special cause var
6、iationCommon cause variation,8,Crosby,Crosby taught:Customer requirement is performance standard Quality maturity is a journey Preventive action as basic approach,9,Taguchi,Taguchi taught:Cost of poor quality is loss to society as a whole Robust quality is designed for consistent production Design c
7、ontrol is more important than production control,10,Taguchis Contribution,Lower Specification Limit,Upper Specification Limit,Nominal Value,Region of Customer Complaints,Region of Customer Complaints,Region of Questionable Performance,Region of Questionable Performance,Region of Specified Performanc
8、e,Mean,Lower Control Limit,Upper Control Limit,Region of Desired Performance,Cost,11,What Are the Limits to Improvement?,2 Sigma,3 Sigma,4 Sigma,5 Sigma,6 Sigma,Basic Quality Tools,Statistical Tools,Design for Six Sigma (DFSS),Clean Sheet,12,Challenge in the millennium,Question confronting business
9、leaders and managers:It is not: “How do we succeed?” Its: “How do we stay successfully?”,13,Change,“It is not the strongest that survive, nor the fittest, but those most able to adapt to change.”Charles DarwinThe Origin of Species,“People do not resist change, people resist being changed.”Beckhard,1
10、4,Challenge,Resistance-the universal reaction to change. Technical resistance Political resistance Organizational resistance Individual resistance,15,Six Sigma?,Six Sigma is not a business fad tied to a single method or strategy, but rather a flexible system for improved business leadership and perf
11、ormance. It is not about theory, its about action.,Passion + Execution = Fast and Lasting Results,Six Sigma Focus,Delighting the customer through flawless execution Rapid breakthrough improvement Advanced breakthrough tools that work Positive and deep culture change Real financial results that impac
12、t the bottom line,Sigma is a statistical unit of measure that reflects process capability. The sigma scale of measure is perfectly correlated to such characteristics as defects-per-unit, parts-per million defective, and the probability of a failure/error,(Distribution Shifted 1.5s),2,308,537,3,66,80
13、7,4,6,210,5,233,6,3.4,s,PPM,Process Capability,Defects perMillion Opp.,Six Sigma corresponds to parts per billion if process is centered,Six Sigma - Goal,3 Sigma,6 Sigma,5 Sigma,4 Sigma,93.32 %,99.379 %,99.9767 %,99.99966 %,Historical,Current,Intermediate,Long-term,Sigma,Long-Term Yield,Standard,Six
14、 Sigma - Performance Target, To Produce,Improved Rolled Throughput Yield, Defects Per Unit, & Defects Per Million Opportunity Reduced Cost of Poor Quality (COPQ) Improved Capacity and Productivity,Reduced Variation In Our Processes / Products,$s,A Problem Solving Methodology,Characterize Optimize Br
15、eakthrough,T,USL,LSL,USL,LSL,The Strategy,Customer Focused - Both Internally & Externally,Which Business Function Needs It?,As long as there is a process that produces an output whether it is a manufactured product, data, an invoice, etc. we can apply the Six Sigma Breakthrough Strategy. For these p
16、rocesses to perform to a customer standard they require correct inputs!,6 Sigma Methods,MFG,DESIGN,SERVICE,ENG,MAINT.,ADMIN.,QA,PURCH.,Data is derived from objects, situations, or phenomenon in the form of measurements. Data is used to classify, describe, improve, or control objects, situations, or
17、phenomenon.,1. We only use experience, not data.,2. We collect data, but just look at the numbers.,3. We group the data so as to form charts and graphs.,4. We use census data with descriptive statistics.,5. We use sample data with descriptive statistics.,6. We use sample data with inferential statis
18、tics.,Levels of Analysis:,What level are we?,The Foundation of the Six Sigma Tools,23,The Role of Six Sigma,Six sigma is the best means to realize the philosophy, values, and goals associated with your business initiatives.,Region,BA,6 Linking Pins,Business Area Initiatives,It unifies the initiative
19、s and provides a common language which all people can understand and speak.,How Do We Improve Capability,Our Outputs (Ys) are determined by our Inputs (Xs). If we know enough about our Xs we can accurately predict Y without having to measure it. If we dont know much about our Xs, then we have to res
20、ort to inspection and test (non value added operations).,By knowing and controlling the Xs, we reduce the variability in Y, which decrease the number of defects, improves RTY, cycle time, etc. We can also eliminate or reduce inspection, test, and rework.,25,The Sources of Six Sigma Quality,by contro
21、lling.,by designing.,by listening.,.to what the customer says he/ she wants,.performance tolerant to real world,.process variability, not by inspection of defective output,26,Developing and Reinforcing Values,Cycle of Refinement,VALUES,BEHAVIOR,ATTITUDES,CULTURE,27,The Role of Leadership,New,Questio
22、ns,New,Values,New,Measures,Leadership,(Humility/Listening),New,Behaviors,28,Leadership plays the role,Values are a function of behaviors Measuring the right things is key Change must be supported and driven from the top Will is a key element for a successful deployment,29,Why are we here?,“There is
23、a recognition that leadership needs to be a key component of Consumer Driven 6-Sigma within any organization trying to undertake 6-Sigma deployment.”Mikel Harry / Richard Schroeder,30,Whats In It For Me?,“ the best statistical analysis in the world is useless if those handling the information are pa
24、ralyzed by corporate fear. When data suggests one direction but corporate culture or convention dictates another, fear can rule and the potential for change is lost. Only strong leadership can eradicate the fear factor and allow an organization to realize its potential. Statistics alone cannot achie
25、ve breakthrough.” Mikel Harry / Richard Schroeder,31,Define Future State,Leadership in Six Sigma,Orientation,Present State,Future State,PTS,Leadership Skills,Business Basics,Project Management,Personal Development,PTS,PTS,PTS,PTS,DEFINE,MEASURE,ANALYZE,IMPROVE,CONTROL,Define,Plan,Manage,Close,Develo
26、p Transition Plan,Change Management,Analyze Present State,32,Six sigma structure,Strategy Consumer-driven, focus on product, process, and service. OrganizationAll-function involvement and Personal Development. PolicyCompany-wide engagement, HR,IT,and Finance support. ManagementProject, Team, and Cha
27、nge Management.,33,Deployment Structure,34,6s Project Champions,6s Deployment Champion(s) SM,Business Unit Leader CEO,Corporate 6s Senior ChampionSM,HR Deployment ChampionSM,IT Deployment ChampionSM,Finance Deployment ChampionSM,PR Deployment ChampionSM,Business Operations Leaders,6s HR Manager,6s F
28、inancial Manager,Green BeltsSM,6s IT Manager,Training Deployment ChampionSM,6s Master Black BeltsSM,6s Comm. Manager,6s Training Manager,6s Project ChampionsSM,6s Black BeltsSM,6s Deployment Infrastructure,6s Executive Council,Six Sigma Deployment Roles,35,Phase ICascading,Establish deployment struc
29、ture Executive, top management, champion awareness training Black Belt training Tools implementation training Leadership training,36,Phase IIAccelerate development,Deployment structure implementation and disposition in each function. Every salary is GB. Begin to implant into current quality system.
30、ISO14000 and QS9000 integration.,37,Phase IIIIntegration,Implant six sigma methodology in other quality tools Partnership with other quality system. Six sigma training to supplier and franchise. Six sigma in daily business. DFSS(Design for Six Sigma). BB/MBB in leadership position.,38,It is All abou
31、t Value,The Customer Value Proposition Defines Business Strategy,Customers choose to buy from us because. Investors entrust their money to us because. Employees choose to work for us because.,39,Three Customer Value Proposition Strategies,Product differentiationOperational excellenceCustomer partner
32、ships,40,Consumer v.s. Producer,Customers higher expectation Defect-free quality Product Service Producer -planning for changes to meet customer requirements. Strategic: changing the way every level of a business is managed on a daily basis. Tactical: six sigma methodology and cross-functional. Cult
33、ural: out of box thinking, everyone involved and common language is data.,Customers want to purchase high quality products and services at the lowest cost, just as companies want to produce high quality goods and services at the lowest possible cost.,41,Maximizing Customer Value,Deriving value from
34、the Need - Do Interaction Model,Need,Do,Customers and suppliers exchange value through the Need-Do interaction.,Customer,Supplier,Interaction,42,Value-Capturing the voice of Customers,Partial Kano Analysis,Degree of Achievement,Customer Satisfaction,Surprise: “Ergonomically Delighting”,Desire: “Oper
35、ate Quietly”,Necessities: “Doesnt Fail Mechanically” “Doesnt Fail Electrically” “Is Durable”,Basic Quality,Performance Quality,Excitement Quality,43,Business initiatives,Delivery,Cost,Quality,When we say something is a CTQ, can we describe it from Customers perspective? Our perspective? Can we demon
36、strate the relationship?,PRODUCT QUALITY,SHIPMENT ACCURACY CONDITION,FILL RATE/ ON-TIME DELIVERY,ORDER SERVICE/ INFORMATION,PROFITABLE CUSTOMER GROWTH,44,Building the relationship,Internal,Others,External,Segment,Databases from VOC,Data extraction & transformation,Departmental data mart,Intelligence
37、 reports for projects,Correlation analysis,45,Data transformation,What should we do to make it easily accessible as information to managers and subordinates? What sort of analysis can we conduct? How does that analysis add value? How can we further extend the value of our data analysis?,46,Opportuni
38、ty and alternative,Focus on the best opportunities Stratify to define target arenas Define real options Build a portfolio of opportunities to pursue Meet customer requirements by running the business as we do? Or need to change to get prodigious improvement? Six sigma?,47,Consumer-driven six sigma,R
39、equires consumer strategy, product strategy, and infrastructure strategy and link them inextricably together. Conducts business through the consumers eyes and shares unfiltered insight within the enterprise. Creates a compelling consumer experience and innovates services as well as products. Adds va
40、lue in the eyes of the consumer. Integrates the product and information.,48,Transforming Customer Feedback Into SAQ and then Six sigma Projects,Single Agenda for Quality and Customer Satisfaction,Top 25 issues,Develop Actionable Projects,Identify Generic Critical Xs,High Mileage,DFSS,New Product Con
41、tent,Measure and Monitor Critical Xs,Identify Critical Xs Out of Specification,Develop Action to Restore Critical Xs,MBB Action,VRT (Process owner),Black Belt Project Leader,FPS & Plant Operations,QOS,DMAIC,Green Belt Projects,49,Consumer Driven 6-Sigma offers a structured problem solving methodolog
42、y to achieve break-through improvements by systematically identifying root causes and eliminating them using an integrated set of statistical tools, problem solving techniques, data, and disciplines.,Six Sigma in process improvement,Improve,Control,Define,Measure,Analyze,Modify Design?,No,Yes,Redesi
43、gn,50,Six Sigma Mindset,What does the customer want? What is the defect we want to reduce?,Are we sure we can trust the data? What does the data tell us?,What are the main influencing factors? Does the data confirm this?,What are we going to change? Is improvement tangible and optimal?,How are we go
44、ing to maintain the improvement forever? How to cascade feedback to system?,Jonathan Holbrook 6 Sigma Deployment,51,Black belt project to improve mfg. capability,Mfg. process cannot provide sufficient improvement. Need reduced product sensitivity to mfg. noise.,The Overall Perspective: DMAIC and DCO
45、V,52,Breakthrough Improvement,5 S workplace,Visual Factory,Standardized Work,DMAIC,Quality Tools,Six Sigma Methodology,Phase,World class quality,We cant sustain a visual factory without 5S,We cant sustain standardized work without visual factory,We cant sustain six sigma without standardized work,Quality tool is the engine, Six sigma is Turbo-charge,DFSS,We cant meet six sigma without six sigma discipline,53,Top leadership needs clearly and openly confirm its strategic intent,54,Ending,Q&A,
