1、1,Six SigmaBy Daniel Wu Ford Lio Ho Motor Company, 精品资料网,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?, 精品资料网,3,Overview-Four Quality Gurus,Historically companies have focused on quality issues for
2、customer satisfaction Prior to six sigma there were four key quality gurus that most companies quality programs followed Deming Juran Crosby Taguchi, 精品资料网,4,Deming,Deming taught:Importance of understanding variation in work processes Role of management in leading for quality Application of statisti
3、cs Plan-Do-Check-Act, 精品资料网,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,-Oppor
4、tunity for profit,PRODUCT QUALITY,PROCESS QUALITY,-Reduce rework -Eliminate in-process inspection,-Reduce scrap -Increase product life -Eliminate incoming testing,Plan,Do,Check,Act, 精品资料网,6,Juran,Juran taught:Breakthrough performance Pareto effect Importance of management principles Quality by desig
5、n and planning, 精品资料网,7,Jurans Contribution,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
6、for improvement),Control,Special cause variationCommon cause variation, 精品资料网,8,Crosby,Crosby taught:Customer requirement is performance standard Quality maturity is a journey Preventive action as basic approach, 精品资料网,9,Taguchi,Taguchi taught:Cost of poor quality is loss to society as a whole Robus
7、t quality is designed for consistent production Design control is more important than production control, 精品资料网,10,Taguchis Contribution,Lower Specification Limit,Upper Specification Limit,Nominal Value,Region of Customer Complaints,Region of Customer Complaints,Region of Questionable Performance,Re
8、gion of Questionable Performance,Region of Specified Performance,Mean,Lower Control Limit,Upper Control Limit,Region of Desired Performance,Cost, 精品资料网,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),Cle
9、an Sheet, 精品资料网,12,Challenge in the millennium,Question confronting business leaders and managers:It is not: “How do we succeed?” Its: “How do we stay successfully?”, 精品资料网,13,Change,“It is not the strongest that survive, nor the fittest, but those most able to adapt to change.”Charles DarwinThe Ori
10、gin of Species,“People do not resist change, people resist being changed.”Beckhard, 精品资料网,14,Challenge,Resistance-the universal reaction to change. Technical resistance Political resistance Organizational resistance Individual resistance, 精品资料网,15,Six Sigma?,Six Sigma is not a business fad tied to a
11、 single method or strategy, but rather a flexible system for improved business leadership and performance. It is not about theory, its about action., 精品资料网,Passion + Execution = Fast and Lasting Results,Six Sigma Focus,Delighting the customer through flawless execution Rapid breakthrough improvement
12、 Advanced breakthrough tools that work Positive and deep culture change Real financial results that impact the bottom line, 精品资料网,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, p
13、arts-per million defective, and the probability of a failure/error,(Distribution Shifted 1.5s),2,308,537,3,66,807,4,6,210,5,233,6,3.4,s,PPM,Process Capability,Defects perMillion Opp.,Six Sigma corresponds to parts per billion if process is centered,Six Sigma - Goal, 精品资料网,3 Sigma,6 Sigma,5 Sigma,4 S
14、igma,93.32 %,99.379 %,99.9767 %,99.99966 %,Historical,Current,Intermediate,Long-term,Sigma,Long-Term Yield,Standard,Six Sigma - Performance Target, 精品资料网, To Produce,Improved Rolled Throughput Yield, Defects Per Unit, & Defects Per Million Opportunity Reduced Cost of Poor Quality (COPQ) Improved Cap
15、acity and Productivity,Reduced Variation In Our Processes / Products,$s,A Problem Solving Methodology, 精品资料网,Characterize Optimize Breakthrough,T,USL,LSL,USL,LSL,The Strategy,Customer Focused - Both Internally & Externally, 精品资料网,Which Business Function Needs It?,As long as there is a process that p
16、roduces an output whether it is a manufactured product, data, an invoice, etc. we can apply the Six Sigma Breakthrough Strategy. For these processes to perform to a customer standard they require correct inputs!,6 Sigma Methods,MFG,DESIGN,SERVICE,ENG,MAINT.,ADMIN.,QA,PURCH., 精品资料网,Data is derived fr
17、om objects, situations, or phenomenon in the form of measurements. Data is used to classify, describe, improve, or control objects, situations, or 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.,
18、4. We use census data with descriptive statistics.,5. We use sample data with descriptive statistics.,6. We use sample data with inferential statistics.,Levels of Analysis:,What level are we?,The Foundation of the Six Sigma Tools, 精品资料网,23,The Role of Six Sigma,Six sigma is the best means to realize
19、 the philosophy, values, and goals associated with your business initiatives.,Region,BA,6 Linking Pins,Business Area Initiatives,It unifies the initiatives and provides a common language which all people can understand and speak., 精品资料网,How Do We Improve Capability,Our Outputs (Ys) are determined by
20、 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 resort to inspection and test (non value added operations).,By knowing and controlling the Xs, we reduce the variability in Y, which decrease
21、the number of defects, improves RTY, cycle time, etc. We can also eliminate or reduce inspection, test, and rework., 精品资料网,25,The Sources of Six Sigma Quality,by controlling.,by designing.,by listening.,.to what the customer says he/ she wants,.performance tolerant to real world,.process variability
22、, not by inspection of defective output, 精品资料网,26,Developing and Reinforcing Values,Cycle of Refinement,VALUES,BEHAVIOR,ATTITUDES,CULTURE, 精品资料网,27,The Role of Leadership,New,Questions,New,Values,New,Measures,Leadership,(Humility/Listening),New,Behaviors, 精品资料网,28,Leadership plays the role,Values ar
23、e 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, 精品资料网,29,Why are we here?,“There is a recognition that leadership needs to be a key component of Consumer Driven 6-Sigma within any organiza
24、tion trying to undertake 6-Sigma deployment.”Mikel Harry / Richard Schroeder, 精品资料网,30,Whats In It For Me?,“ the best statistical analysis in the world is useless if those handling the information are paralyzed by corporate fear. When data suggests one direction but corporate culture or convention d
25、ictates 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 achieve breakthrough.” Mikel Harry / Richard Schroeder, 精品资料网,31,Define Future State,Leadership in Six
26、 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,Develop Transition Plan,Change Management,Analyze Present State, 精品资料网,32,Six sigma structure,St
27、rategy 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 Change Management., 精品资料网,33,Deployment Structure, 精品资料网,34,6s Project Champions,6s De
28、ployment 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 Financial Manager,Green BeltsSM,6s IT Manager,Training Deployment Cham
29、pionSM,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, 精品资料网,35,Phase ICascading,Establish deployment structure Executive, top management, champion awareness training Bl
30、ack Belt training Tools implementation training Leadership training, 精品资料网,36,Phase IIAccelerate development,Deployment structure implementation and disposition in each function. Every salary is GB. Begin to implant into current quality system. ISO14000 and QS9000 integration., 精品资料网,37,Phase IIIInt
31、egration,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., 精品资料网,38,It is All about Value,The Customer Value Proposition De
32、fines Business Strategy,Customers choose to buy from us because. Investors entrust their money to us because. Employees choose to work for us because., 精品资料网,39,Three Customer Value Proposition Strategies,Product differentiationOperational excellenceCustomer partnerships, 精品资料网,40,Consumer v.s. Prod
33、ucer,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. Cultural: out of box thinking,
34、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., 精品资料网,41,Maximizing Customer Value,Deriving value from the Need - Do Intera
35、ction Model,Need,Do,Customers and suppliers exchange value through the Need-Do interaction.,Customer,Supplier,Interaction, 精品资料网,42,Value-Capturing the voice of Customers,Partial Kano Analysis,Degree of Achievement,Customer Satisfaction,Surprise: “Ergonomically Delighting”,Desire: “Operate Quietly”,
36、Necessities: “Doesnt Fail Mechanically” “Doesnt Fail Electrically” “Is Durable”,Basic Quality,Performance Quality,Excitement Quality, 精品资料网,43,Business initiatives,Delivery,Cost,Quality,When we say something is a CTQ, can we describe it from Customers perspective? Our perspective? Can we demonstrate
37、 the relationship?,PRODUCT QUALITY,SHIPMENT ACCURACY CONDITION,FILL RATE/ ON-TIME DELIVERY,ORDER SERVICE/ INFORMATION,PROFITABLE CUSTOMER GROWTH, 精品资料网,44,Building the relationship,Internal,Others,External,Segment,Databases from VOC,Data extraction & transformation,Departmental data mart,Intelligenc
38、e reports for projects,Correlation analysis, 精品资料网,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?, 精品资
39、料网,46,Opportunity 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?, 精品资料网,47,Consu
40、mer-driven six sigma,Requires 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 wel
41、l as products. Adds value in the eyes of the consumer. Integrates the product and information., 精品资料网,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
42、 Mileage,DFSS,New Product Content,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, 精品资料网,49,Consumer Driven 6-Sigma offers a s
43、tructured problem solving methodology 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,
44、Analyze,Modify Design?,No,Yes,Redesign, 精品资料网,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 impr
45、ovement tangible and optimal?,How are we going to maintain the improvement forever? How to cascade feedback to system?,Jonathan Holbrook 6 Sigma Deployment, 精品资料网,51,Black belt project to improve mfg. capability,Mfg. process cannot provide sufficient improvement. Need reduced product sensitivity to
46、mfg. noise.,The Overall Perspective: DMAIC and DCOV, 精品资料网,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, 精品资料网,53,Top leadership needs clearly and openly confirm its strategic intent,
