6S标准培训教材PPT课件

6 Overview Six Sigma:Six Sigma:-A Definition-A Definition-Applied to GE-Applied to GE-GE Quality Initiative-GE Quality Initiative-Why This Approach?-Why This Approach?-Origin of Six Sigma-Origin of Six Sigma-The“Breakthrough Strategy”-The“Breakthrough Strategy”-Arriving at Sigma-Arriving at Sigma Six Sigma Structure Six Sigma Structure Key Concepts&Tools Key Concepts&Tools A Practical Example A Practical ExampleAn Overview.Not a lot of Details!An Overview.Not a lot of Details!6 Overview Six Sigma:An Over6 Overview“Six Sigma”Six Sigma”If we cant express what we know in the form of numbers,If we cant express what we know in the form of numbers,we really dont know much about it.we really dont know much about it.If we dont know much about it,we cant control it.If we dont know much about it,we cant control it.If we cant control it,we are at the mercy of chance.If we cant control it,we are at the mercy of chance.Mikel J.HarryMikel J.HarryPresident&CEOPresident&CEOSix Sigma Academy,Inc.Six Sigma Academy,Inc.A Rigorous Method for Measuring&Controlling Our QualityA Rigorous Method for Measuring&Controlling Our Quality“.“.will bring GE to a whole new level of quality in a fraction of the will bring GE to a whole new level of quality in a fraction of the time it would have taken to climb the learning curve on our own.”time it would have taken to climb the learning curve on our own.”John F.Welch,Jr.John F.Welch,Jr.1995 GE Annual Report1995 GE Annual Report6 Overview“Six Sigma”6 OverviewWhat Does“Sigma”Mean?What Does“Sigma”Mean?Sigma is a Measure of the Consistency of a ProcessSigma is a Measure of the Consistency of a ProcessIt(It(is Also the 18th Letter in the Greek Alphabet!is Also the 18th Letter in the Greek Alphabet!6 OverviewWhat Does“Why Does GE Need A Quality Initiative?Why Does GE Need A Quality Initiative?GE Raising The BarGE Raising The Bar New Goal to be“Best in the World”vs.#1 or#2New Goal to be“Best in the World”vs.#1 or#2 Customers are Expecting More,we Must DeliverCustomers are Expecting More,we Must Deliver“Ship-and-fix”Approach no Longer Tolerated in the Market“Ship-and-fix”Approach no Longer Tolerated in the Market Aim to Speed Past Traditional Competitors in 5 YearsAim to Speed Past Traditional Competitors in 5 Years Goal Consistent with Reduced Total CostsGoal Consistent with Reduced Total CostsWe Must Acknowledge Our VulnerabilitiesWe Must Acknowledge Our Vulnerabilities Poor Quality That Impacts CustomersPoor Quality That Impacts Customers Problems with NPIProblems with NPI Too High Internal CostsToo High Internal Costs6 OverviewWe Need a Major Initiative to Move FromWe Need a Major Initiative to Move From Where we Are to Where we Want to be Where we Are to Where we Want to beWhy Does GE Need A Quality Ini6 OverviewWhy Does GE Need A Quality Initiative?Why Does GE Need A Quality Initiative?40%35%30%25%20%10%15%5%Cost of Failure(%of Sales)Cost of Failure(%of Sales)Defects per MillionDefects per Million3.4233621066,807308,537500,000SigmaSigma6 65 54 43 32 21 1 Estimated Cost of Failure in US Industry is 15%of Sales;Taking Estimated Cost of Failure in US Industry is 15%of Sales;Taking GE From a 3GE From a 3 to a 6 to a 6 Company Will Save$10.5 Billion per Year!Company Will Save$10.5 Billion per Year!6 OverviewWhy Does GEWhy“Six Sigma”?Why“Six Sigma”?Proven Successful in“Quality-Demanding”Industries e.g.,Proven Successful in“Quality-Demanding”Industries e.g.,Motorola,Texas Instruments(many process steps in series)Motorola,Texas Instruments(many process steps in series)Proven Method to Reduce CostsProven Method to Reduce Costs Highly Quantitative Method Science and Logic Instead of Gut FeelHighly Quantitative Method Science and Logic Instead of Gut Feel Includes Manufacturing&Service(close to customer)and Provides Bridge Includes Manufacturing&Service(close to customer)and Provides Bridge to to Design for QualityDesign for Quality Concepts Concepts Has Support and Commitment of Top ManagementHas Support and Commitment of Top ManagementIt Works!It Works!Why“Six Sigma”?Proven Success6 OverviewSigmaSigma3 3 4 4 5 5 6 6 SpellingSpellingMoneyMoneyTimeTime1.51.5 Misspelled WordsMisspelled Wordsper Pageper Page in a Book in a Book1 1 Misspelled WordMisspelled Wordper 30 Pagesper 30 Pages in a Book in a Book1 1 Misspelled Word inMisspelled Word ina a set of Encyclopediasset of Encyclopedias1 1 Misspelled Word in allMisspelled Word in allof the of the Books in a SmallBooks in a SmallLibraryLibrary$2.7$2.7 MillionMillion Indebtedness Indebtednessper$1 Billion in Assetsper$1 Billion in Assets$570$570 IndebtednessIndebtednessper$1 Billion in Assetsper$1 Billion in Assets$63,000$63,000 IndebtednessIndebtednessper$1 Billion in Assetsper$1 Billion in Assets$2$2 IndebtednessIndebtednessper$1 Billion in Assetsper$1 Billion in Assets3 1/2 3 1/2 MonthsMonthsper Centuryper Century2 1/2 2 1/2 DaysDaysper Centuryper Century30 30 MinutesMinutesper Centuryper Century6 6 SecondsSecondsper Centuryper Century6 6 is Several Orders of Magnitude Better Than 3is Several Orders of Magnitude Better Than 3 !Sigma:A Measure of QualitySigma:A Measure of Quality6 OverviewSigma3456 OverviewWhere Does“Six Sigma”Come From?Where Does“Six Sigma”Come From?Mikel J.Harry one of the Original ArchitectsMikel J.Harry one of the Original Architects Previously Headed Quality Function at ABB and Motorola Previously Headed Quality Function at ABB and Motorola Now President/CEO of Six Sigma Academy in Phoenix,Arizona Now President/CEO of Six Sigma Academy in Phoenix,Arizona Has Consulted for Texas Instruments,Allied Signal(and others)Has Consulted for Texas Instruments,Allied Signal(and others)Currently Retained by GE to Teach the Implementation,Currently Retained by GE to Teach the Implementation,Deployment and Application of Six Sigma Concepts&Tools Deployment and Application of Six Sigma Concepts&Tools Learning from Those Who Have had SuccessLearning from Those Who Have had SuccessWith 6With 6Will Accelerate its Implementation at GEWill Accelerate its Implementation at GE6 OverviewWhere Does 6 OverviewSo.So.WhatWhat is Six Sigma?is Six Sigma?A Measurement SystemA Measurement System A Problem-Solving ApproachA Problem-Solving Approach A Disciplined Change ProcessA Disciplined Change Process“THE SIX SIGMA BREAKTHROUGH STRATEGY”THE SIX SIGMA BREAKTHROUGH STRATEGY”MeasureeasureAnalyzenalyzeImprovemproveControlontrol6 OverviewSo.What i6 OverviewHowHow Do We Arrive at Sigma?Do We Arrive at Sigma?Measuring&Eliminating Defects is the“Core”of Six SigmaMeasuring&Eliminating Defects is the“Core”of Six SigmaMeasurement SystemMeasurement SystemIdentify the Identify the CTQsCTQsLook for Look for DefectsDefectsin in Products orProducts orServicesServices “Critical to Quality”Critical to Quality”Characteristics or Characteristics or the Customer the Customer Requirements for a Requirements for a Product or Service Product or Service Count Count DefectsDefects or failures to or failures to meet meet CTQCTQ requirements in requirements in all process steps all process steps Define Define DefectDefectOpportunitiesOpportunities Any step in theAny step in the process where a process where a Defect Defect could occurcould occur in a in a CTQCTQ Arrive at Arrive at DPMODPMO Use the Use the SIGMASIGMA TABLE TABLEConvert Convert DPMO DPMO totoSigmaSigma Defects Per MillionDefects Per Million Opportunities Opportunities2 23 34 45 56 6308,537308,537 66,807 66,807 6,210 6,210 233 233 3.4 3.4PPMPPM Defects perDefects per Million of Million of Opportunity Opportunity SigmaSigma Level Level6 OverviewHow Do We A6 OverviewMeasurement SystemMeasurement System2 23 34 45 56 6308,537308,537 66,807 66,807 6,210 6,210 233 233 3.4 3.4PPMPPM SIGMASIGMA LEVEL LEVEL DEFECTS perDEFECTS per MILLION MILLIONOPPORTUNITYOPPORTUNITY IRS Tax AdviceIRS Tax AdviceBest CompaniesBest CompaniesAirline SafetyAirline SafetyAverage CompanyAverage CompanyGEGEAirline BaggageAirline BaggageDoctors PrescriptionDoctors PrescriptionRestaurant BillsRestaurant Bills Average Company in 3Average Company in 3 to 4 to 4Range Range Some Sigma“Benchmarks”Some Sigma“Benchmarks”6 OverviewMeasurement6 OverviewMeasurement SystemMeasurement SystemA Graphic/Quantitative Perspective on VariationA Graphic/Quantitative Perspective on VariationAverage ValueAverage ValueMany Data Sets Have a Normal or Bell ShapeMany Data Sets Have a Normal or Bell ShapeNumber ofNumber ofPeoplePeopleArrivingArrivingat CRDat CRDTimeTime7:007:00 7:15 7:15 7:30 7:30 7:45 7:45 8:00 8:00 8:15 8:15 8:30 8:30 8:45 8:45 9:00 9:00 9:15 9:156 OverviewMeasurement6 OverviewProblem Solving ApproachProblem Solving ApproachCenterCenterProcessProcessReduceReduceSpreadSpreadXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXOff-TargetOff-TargetUnpredictableUnpredictableOn-TargetOn-Target 6 6 Helps us Identify and Reduce Helps us Identify and Reduce VARIATIONVARIATION due to:due to:-Insufficient Process Capability -Insufficient Process Capability -Unstable Parts&Materials -Unstable Parts&Materials -Inadequate Design Margin -Inadequate Design Margin6 OverviewProblem SolTargetUSLUSLLSLLSLTargetUSLUSLLSLLSLTargetUSLUSLLSLLSLCenterCenterProcessProcessReduceReduceSpreadSpreadOff-TargetOff-TargetUnpredictableUnpredictableOn-TargetOn-TargetDefectsDefects6 OverviewProblem Solving ApproachProblem Solving Approach“Lower Specification Limit”Lower Specification Limit”“Upper Specification Limit”Upper Specification Limit”Less Variation Means Less Variation Means Fewer DefectsFewer Defects&Higher Process YieldsHigher Process Yields TargetUSLLSLTargetUSLLSLTarget6 OverviewProblem Solving ApproachProblem Solving ApproachKey Components of Key Components of“BREAKTHROUGH STRATEGY”“BREAKTHROUGH STRATEGY”MeasureeasureAnalyzenalyzeImprovemproveControlontrol Identify Identify CTQ&CTQ&CTP(Critical to CTP(Critical to Process)Process)Variables Variables Do Do Process Process Mapping Mapping Develop and Develop and Validate Measurement Validate Measurement Systems Systems Benchmark andBenchmark and Baseline Baseline Processes Processes Calculate Calculate YieldYield and Sigma and Sigma Target Target OpportunitiesOpportunities and Establish and Establish Improvement GoalsImprovement Goals Use of Use of Pareto ChartPareto Chart&Fishbone Diagrams&Fishbone Diagrams Use Use Design ofDesign of Experiments Experiments Isolate the Isolate the “Vital Few”“Vital Few”from the from the “Trivial Many”“Trivial Many”Sources of Variation Sources of Variation Test for Test for ImprovementImprovement in Centering in Centering Use of Use of BrainstormingBrainstorming and and Action WorkoutsAction Workouts Set up Set up ControlControl Mechanisms Mechanisms Monitor Monitor ProcessProcess Variation Variation Maintain Maintain“In Control”“In Control”Processes Processes Use of Use of ControlControl Charts Charts and and Procedures Procedures A Mix of Concepts and Tools A Mix of Concepts and Tools Will Also Integrate with NPI ProcessWill Also Integrate with NPI Process6 OverviewProblem Sol6 OverviewDisciplined Change ProcessDisciplined Change ProcessA New Set of A New Set of QUALITY MEASURESQUALITY MEASURES Customer SatisfactionCustomer Satisfaction Cost of Poor Quality Cost of Poor Quality Supplier Quality Supplier Quality Internal Performance Internal Performance Design for Manufacturability Design for Manufacturability Will Apply to Manufacturing&Non-Manufacturing Will Apply to Manufacturing&Non-Manufacturing Processes and be Tracked&Reported by Each BusinessProcesses and be Tracked&Reported by Each Business6 OverviewDisciplined6 OverviewStructureStructureQuality CouncilQuality Council Members:Labs&FunctionsMembers:Labs&Functions “Pipeline”&BB Project Priorities “Pipeline”&BB Project Priorities Training&Certification Training&Certification Measurements&Rewards Measurements&Rewards Communications CommunicationsChampionsChampions Leadership:Overall Initiative Leadership:Overall Initiative Project Funding Project Funding HR:Training&Rewards HR:Training&RewardsBlack BeltsBlack Belts Lead 6Lead 6 Project Teams Project Teams “Measure/Analyze”“Measure/Analyze”“Improve/Control”“Improve/Control”Out with Businesses Out with Businesses Here at CRD Here at CRDMaster Black BeltsMaster Black Belts Teach 6Teach 6 Mentor Black Belts Mentor Black Belts Monitor BB Projects Monitor BB Projects Work“Pipeline”Projects Work“Pipeline”Projects A Resource Pool A Resource PoolTeam MembersTeam Members Learn/Use 6Learn/Use 6 Tools Tools Work on BB Projects Work on BB Projects Part of The Job Part of The Job Out with Businesses Out with Businesses 6 6 Projects with the GE BusinessesProjects with the GE Businesses 6 OverviewStructureQu6S标准培训教材PPT课件6S标准培训教材PPT课件Tabulation of GE Six Sigma ResultsTabulation of GE Six Sigma ResBenefit Target&UpdateCurrent benefits level 10.865 MMQPID loading:Carryover from 1999:4.059Completed Projects 2000:3.313Active Projects 2000:3.285Total:10.865 MMBenefit Target&UpdateCurrent6S标准培训教材PPT课件 Key Concepts&Tools6 Overview Key Concepts&Tools6 Overv6 OverviewChanging Focus From Output to ProcessChanging Focus From Output to Process Y Y DependentDependent OutputOutput EffectEffect SymptomSymptom MonitorMonitor X X1 1.X.XN N IndependentIndependent Input-ProcessInput-Process CauseCause ProblemProblem ControlControl Identifying and Fixing Root Causes Identifying and Fixing Root Causes Will Help us Obtain the Desired OutputWill Help us Obtain the Desired Outputf(X)Y=6 OverviewChanging FoProcess CapabilityProcess Capability6 OverviewSustained CapabilitySustained Capability of the of the Process Process (long term)(long term)USLUSLT TTime 1Time 1Time 2Time 2Time 3Time 3Time 4Time 4Inherent CapabilityInherent Capability of the of the Process Process (short term)(short term)LSLLSLT TargetargetOver Time,a“Typical”Process Will Shift and Drift by Approximately 1.5Over Time,a“Typical”Process Will Shift and Drift by Approximately 1.5 Process Capability6 Overview6 Overview“Short Term Centered”versus“Long Term Shifted”Short Term Centered”versus“Long Term Shifted”Six Sigma CenteredSix Sigma CenteredLSLLSLUSLUSLT T Process Process CapabilityCapabilitySHORTSHORT TERM TERM.001.001 ppmppm.001.001 ppmppm+6+6 LONGLONG TERM TERMLSLLSLUSLUSLT T3.4 3.4 ppmppmSix Sigma Shifted 1.5Six Sigma Shifted 1.5 Process Process CapabilityCapabilityHigher Defect Yield in Long Term Process Capability than Short Term Process Capability Higher Defect Yield in Long Term Process Capability than Short Term Process Capability-6-6 4.5 4.5 1.5 1.5 6 Overview“Short Term6 OverviewTying it All TogetherTying it All TogethershiftshiftCDAB0.50.51.01.01.51.52.02.02.52.51 2 3 4 5 61 2 3 4 5 6C COON NT TR ROOL LPOORPOORGOODGOODTECHNOLOGYTECHNOLOGYPOORPOORGOODGOODABCD Good Control/Good Control/Poor Technology Poor TechnologyPoor Control/PoorPoor Control/PoorTechnologyTechnologyPoor Control/Poor Control/Good TechnologyGood Technology WORLD CLASS!WORLD CLASS!short termshort term Problem Could be Control,Technology or BothProblem Could be Control,Technology or Both6 OverviewTying it Al6 OverviewShort Term CapabilityShort Term CapabilityShort Term Capability RatioShort Term Capability Ratio(Cp)Cp=LSL-6 USL ExampleExampleUSLUSLLSLLSL 3.0 3.0 =-3.0-3.0 6 6 3.03.0 -(-3.0(-3.0CpCp =Cp =Cp =1 1LSLLSLUSLUSL2.52.5 0.5 0.5 3.03.0 Process MeanProcess Mean T TTargetTargetA 3A 3 Process Process The Potential Performance of a Process,if it Were on TargetThe Potential Performance of a Process,if it Were on Target6 OverviewShort Term 6 OverviewLong Term CapabilityLong Term Capability (Cpk)(Cpk)CpCpCpkCpk=Long Term Capability RatioLong Term Capability RatioExampleExampleCp =Cp =1 1(previous chart)previous chart)TargetTarget=-0.5-0.5 =0 0 CpkCpk1-1-(-0.5(-0.5-0 0 3 3 =CpkCpk=0.830.83-Off-Target PenaltyOff-Target Penalty Target -Target -3 3 The Potential Performance of a Process,Corrected for an Off-Target MeanThe Potential Performance of a Process,Corrected for an Off-Target MeanLSLLSLUSLUSL2.52.5 0.5 0.5 3.03.0 Process MeanProcess Mean T TTargetTargetA 3A 3 Process Process6 OverviewLong Term C6 OverviewZ Z-Scale of Measure-Scale of MeasureZ=A Unit of Measure Equivalent A Unit of Measure Equivalent to the Number of to the Number of StandardStandardDeviationsDeviations that a Value is Away that a Value is Awayfrom the from the Target ValueTarget Value-3.0-3.0-0.5-0.53.03.0Z-ValuesValues USLUSLLSLLSL2.52.5 0.50.5 3.03.0 =Process MeanProcess Mean Z Z T TTargetTarget 0 0A 3A 3 Process Process6 OverviewZ-Scale oThe Definitions of YieldThe Definitions of YieldFinal Test Final Test Process Process(Process 4)Process 4)PassPassProcess 3Process 3Process 1Process 1Process 2Process 2100100(Units Tested)Units Tested)65 65 70 70 82 829191Yield 1Yield 1Yield 2Yield 2Yield 3Yield 3 Loss 1Loss 1 Loss 3Loss 3RejectsRejects Loss 2Loss 2 9 9 9 9 12 125 5 First Time Yield (Yft)First Time Yield (Yft)=Units PassedUnits PassedUnits TestedUnits Tested=65 65 70 70=0.930.93 Rolled Thruput Yield (Yrt)Rolled Thruput Yield (Yrt)=(Yield 1)Yield 1)(Yield 2)Yield 2)(Yield 3).Yield 3).=91 91 82 82 65 65 70 70()=0.650.65100100 91 91 70 70 82 82 Normalized Yield (Ynm)Normalized Yield (Ynm)=1/1/n n(Yrt)Yrt)(0.65)(0.65)1/41/4=0.890.89(n:Total Number of Processes)n:Total Number of Processes)6 OverviewYield ExclusiveYield Exclusiveof Reworkof ReworkProbability ofProbability ofZero DefectsZero DefectsAverage Yield Average Yield of All Processesof All ProcessesThe Definitions of YieldFinal 6 OverviewThe Impact of ComplexityThe Impact of ComplexityRolledRolledRolledRolled YieldYield YieldYieldNumber of OperationsNumber of OperationsNumber of OperationsNumber of Operations1.001.001.001.000.900.900.900.900.800.800.800.800.700.700.700.700.600.600.600.600.500.500.500.500.400.400.400.400.300.300.300.300.200.200.200.200.100.100.100.100.000.000.000.00 1 10 100 1,000 10,000 100.000 1,000,000 1 10 100 1,000 10,000 100.000 1,000,000 1 10 100 1,000 10,000 100.000 1,000,000 1 10 100 1,000 10,000 100.000 1,000,000Process Mean Centered on Each OperationProcess Mean Centered on Each OperationProcess Mean Centered on Each OperationProcess Mean Centered on Each Operation 1 10 100 1,000 10,000 100.000 1,000,000 1 10 100 1,000 10,000 100.000 1,000,000 1 10 100 1,000 10,000 100.000 1,000,000 1 10 100 1,000 10,000 100.000 1,000,000RolledRolledRolledRolled YieldYield YieldYieldNumber of OperationsNumber of OperationsNumber of OperationsNumber of Operations1.001.001.001.000.900.900.900.900.800.800.800.800.700.700.700.700.600.600.600.600.500.500.500.500.400.400.400.400.300.300.300.300.200.200.200.200.100.100.100.100.000.000.000.00 As the Number of Operations Increases,a HighAs the Number of Operations Increases,a HighRolled Yield Requires a High Rolled Yield Requires a High for Each Operation for Each Operation 5 5 4 4 3 3 6 6 6 6 5 5 4 4 3 3 Process Mean Shifted 1.5Process Mean Shifted 1.5at Each Operationat Each Operation6 OverviewThe Impact 6 OverviewBaselining&Benchmarking an Existing ProcessBaselining&Benchmarking an Existing Processp(x)p(x)DefectsDefectsBenchmarkBenchmarkBaselineBaseline EntitlementEntitlement BenchmarkBenchmark.A World-Class Performance.A World-Class Performance EntitlementEntitlement.Achievable Performance Given.Achievable Performance Given the Investments Already Made the Investments Already Made BaselineBaseline.The Current Level of Performance.The Current Level of PerformanceBaseliningBaselining=Current ProcessCurrent Process/BenchmarkingBenchmarking=Ultimate GoalUltimate Goal6 OverviewBaselining Some Basic 6Some Basic 6 -Related Tools-Related Tools6 OverviewScatter DiagramScatter Diagram Over SleptOver Slept Car WouldCar Would Not Start Not StartWeatherWeather FamilyFamily Problems ProblemsOtherOtherPareto Diagram Pareto Diagram FrequencyFrequency of ofOccurenceOccurenceReasons for Being Late for WorkReasons for Being Late for WorkArrival Arrival Time Timeat Workat WorkTime Alarm Went OffTime Alarm Went OffSome Basic 6-Related Tools6 MaterialsMaterialsPeoplePeopleThe HistogramThe HistogramControl ChartsControl Charts-6 OverviewSome Basic 6Some Basi