6西格玛管理（英文PPT 72页）

6西格玛管理（英文西格玛管理（英文PPT 72页页）What are your ExpectationsWhat are your Expectations?I would like to capture your I would like to capture your expectations for the day?expectations for the day?AgendaAlliance PartnershipsMASET,LLC.and MotorolaMaset areas of expertiseQuality(Six Sigma)Quality(Six Sigma)Cycle time eductionCycle time eductionLeadershipLeadershipCultural changeCultural changeProject ManagementProject ManagementSupply chain ManagementSupply chain ManagementFacilitationFacilitationTrainingTrainingDemystifying Six SigmaWhat does Six Sigma mean to you?Many different definitions exist.I will try to address three this morningSix sigma as a statistical termNormal DistributionStandard deviation68.27%15.865%15.865%Six sigam as a statistical term Values of a standard deviation one sigma=68.27%317,311 ppm two sigma=95.45%45,500 ppmthree sigma=99.73%27,000 ppm six sigma=99.999999%1.96 ppbSix sigma as a quality term Invented by motorola in the mid 80s Service marked and registered by Motorola Accepted by all countries Accepted by all organization-1.5 Mean +1.5 Virtually no defects(3.4 ppm)LowerSpecifacationlimitupperSpecifacationlimit-6-5-4-3-2-1 0+1 +2+3 +4 +5+6 Allow s for variation in measurement1.5 Sigma shift+-Virtually no defects(3.4 ppm)Six sigma as a quality termSix Sigma=3.4 ppm defectiveSix sigma is a way to change an organizations cultureProvides a means of deliveringProvides a means of delivering Total customer satisfaction Total customer satisfaction Focuses everyone in the organization on the Focuses everyone in the organization on the same objectivesame objectiveDefinition of defectDefect are goodDefect are good!“Associates need to feel comfortable in identifying and reporting defects.”The effects of defectsE Every occurrence of a defect within very occurrence of a defect within the process requires time to the process requires time to inspect,fix,and re-inspect.inspect,fix,and re-inspect.Average cycle time is directly Average cycle time is directly proportional to the total number of proportional to the total number of defects in the process.defects in the process.Welcome toMotorolasQuality StoryCultureCulture guides the enterprises Day-To-Day behaviorThe nature of cultureThere is no such thing as“Were different”WEREDIFFERENTFunctions in a typical organizationThe evolution of motorolas quality culuture1979“Our quality stinks”1980 corporate quality officer named1981 motorola training&education center(Mtec)established communications sector begins total defects per unit measurement(TDU)-july manufactured products -november sales orderschairman changes agenda of customer visits created“the card”Evolution continuesEvolution continues!Corporation adipts six sigma 2 year-10 x;4 year-100 x uality improvement Six sigma by 1992 goal is set1988Malcolm baldrige nation quality awardMapped ISO 9001 into quality system review(QSR)199210 x redustion in defect eveery 2 yearscustomer satisfaction metrics 10 x timesimprovement in cycle time in 5 yearsChanged measurement base to parts per billion1994 Enterprise ISO registtation launched1998 Corporate renewal1999 Rules of Engagement balanced score card Performance Excellence Personal CommitmentEvolution continuesEvolution continues!How many objectives are there How many objectives are there in your organization?in your organization?Key beliefsKey beliefs h how we will always actow we will always actConstant respect for peopleConstant respect for peopleUncompromising integrityUncompromising integrityKEY GOALSKEY GOALS what we must accomplishwhat we must accomplishBest in classBest in classPeoplePeopleMarktingMarktingTechnologyTechnologyProducts:softwarehardware andProducts:softwarehardware and systemssystemsM ManufactionanufactionS ServiceerviceI Increased global market sharencreased global market shareS Superior finacical resultsuperior finacical resultsKEY INITATIVESKEY INITATIVES h how we will do itow we will do itSix sigma qualitySix sigma qualityt total cycle time reductionotal cycle time reductionp product manufaction and roduct manufaction and environmental leadership environmental leadershipP Prfit improvementrfit improvementE Empowerment for all in a mpowerment for all in a participativeparticipative Cooperative and creatice workplace Cooperative and creatice workplaceOur fundamental objectiveOur fundamental objective(Everyones overriding responsibilityEveryones overriding responsibility)Total customer satifactionTotal customer satifactionOur fundamental objectiveEveryones overriding responsibilityEveryones overriding responsibilityKEY INITATIVES h how we will do itow we will do it Consistent focus Card created&adopted 1986 Five minor changes in1992 No significant changes during five different chairman Bob Galvin George Fisher Bill Wiese Gary Tooker Chris GalvinCreating and managing the Six Sigma quality cultureSis sigma qualityOne of the two key drivers of increased Total customer satisfation and reduced costProduct/Service is delivered when promisedProduct/Service is delivered when promisedEvery occurrence of a defect within Every occurrence of a defect within the process requires time to the process requires time to inspect,fix,and re-inspectinspect,fix,and re-inspectAverage cycle time is directly Average cycle time is directly proportional to the total number of proportional to the total number of defects in the process.defects in the process.Product/service is delivered with no defectsProduct/service is delivered with no defects No test/inspection is 100%effective in finding defects.Delovered defects escape test/inspection within the process.Delivered defects are directly proportional to the total number of defects in the entire processSix sigma quality impoves customer satisfactionReducing the total defects in the enire Reducing the total defects in the enire process reducesprocess reduces:D Delivery delinquencieselivery delinquencies;D Delivery defectselivery defects;Early life failure rate;and thereforeEarly life failure rate;and thereforeIncreases customer satisfactionIncreases customer satisfactionandandDecreases warranty cost!Decreases warranty cost!Process cost and defectsReducing the total defects in the entire process:Reduces the cycle time per unit Reducing WIP(Work in process)Reducing inventory carrying costs Resuces defect inspection,analysis,and repair cost;thereforeDecreases“Manufacturing”costCost/QualityCost/QualitySix sigma has shown that The highest quality producer isThe lowest Cost producer TDU is the best measure of the over all quality of the process TDU is the independent variable Process yields are dependent upon TDUThe common metric:Total defects per unit(TDU)Defining a unitDefining a unitA A“unitunit”may be as diverse as a may be as diverse as a:Piece of equipmentPiece of equipment Line of softwareLine of software OrderOrder Technical manualTechnical manual Medical claimMedical claim Wire transferWire transfer Hour of laborHour of labor Customer contactCustomer contactAnything that is measurable&Anything that is measurable&understandable by the person who understandable by the person who is trying to reduce defectsis trying to reduce defectsSigma,a figure of merit TDUcould be expected to be proportional to the complexity of the unit Complexity is directly proporttional to the number of opportunities to creat a defect To normalize processes of different complexity,we use:Total defectsOpportunitiesFrom which we can calculate sigmaDPMO=x 1,000,000ImprovementSigma(66810 ppm)(6210 ppm)(233 ppm)(3.4 ppm)6 5 3 4 Defects per Million opportunitiesBenchmarking1101001K10K100K234567Best in classinternal+externalRepair costs 10%Average company 99.7%of in proces defects (5.60)COPQ(cost of poor quality)-reduced 84%on a per unit basisManufacturing cost saving -cumulative saving over$18.0 billionProduct reliability -MTBF.increased 5-10 foldFinancial Sales up 2.9x，$37.6 billion -anaverage compounded growth rate of 13.2%per yearEmployee productivity -increased 408%Motorola Universityyears81 82 83 84 85 86 87 88 89 90 91 92 93 94 95 9605010015020025097 98 9930000Sales per employeeSales per employee(thousandsthousands)sales