SixSigma(推荐PPT57)

,按一下以編輯母片標題樣式,按一下以編輯母片,第二層,第三層,第四層,第五層,Chao-Ton Su,Six Sigma,Chao-Ton Su,Department of Industrial Engineering & Management,National Chiao Tung University,1,名詞,Example,假設品質特性符合,Normal distribution,製程標準差：,製程平均值：,T=100,U=112,L=88,若,則稱此製程具有,6-,sigma quality level。,若,，,則稱此製程具有4-,sigma quality level。,Six Sigma quality,首先由,Motorola,（1987）提出,Motorola,於 1988年獲美國國家品質獎,GE,公司把 發揚光大,Six-sigma process concept,Normal distribution centered,99.73%,Spec. Limit Percent Defective PPM,68.27 317300,95.45 45500,99.73 2700,99.9937 63,99.999943 0.57,99.9999998 0.002,Six-sigma process concept,Normal distribution shifted,Spec. Limit Percent Defective PPM,30.23 697700,69.13 308700,93.32 66810,99.3790 6210,99.97670 233,99.999660 3.4,The business process model,Y = f(X),Organization/Process,X,Inputs,X,X,X,$,Y,Products,Y,Y,The business process model,Y,Strategic goal,Customer requirement,Profits,Customer satisfaction,Overall business efficiency,The business process model,X,Essential actions to achieve strategic goals,Quality of the work done by the business,Key influences on customer satisfaction,Process variables such as staffing, cycle time, amount of technology, etc.,Quality of the inputs to the process (from customers to suppliers),A simple example,Evaluate your “process” for getting to the class,On time: 06:30 p.m.,Leave your place at 06:10 p.m.,The target commute time: 20 minutes,Why Six Sigma?,Customer expectations,Technological change,Global competition,Market fragmentation,Workforce changes,Six Sigma quality,製造業,服務業,飛機失事0.5,ppm?,維護時間、服務時間,收帳的時間,Black Belt Training,Session One,Understanding Six Sigma,Developing the language of Six Sigma and statistics,How to compute and apply basic statistics,How to establish and benchmark process capability,Black Belt Training,Session Two,Understanding the theory of sampling and hypothesis testing,How to apply the key statistical tools for testing hypotheses,Understanding the elements of successful applications planning,How to apply and manage the breakthrough strategy,How to identify and leverage dominant sources of variation,How to establish realistic performance tolerances,Black Belt Training,Session Three,Understanding the basic principle of experimentation,How to design and execute multivariable experiments,How to interpret and communicate the results of an experiment,How to plan and execute a variable search study,Black Belt Training,Session Four,Understanding the basic concepts of process control,How to construct, use, and maintain charts for variables data,How to construct, use, and maintain charts for attribute data,How to implement and maintain,Precontrol,and,Positrol,Plans,How to plan and implement process control systems,Black Belt Certification,To become a Six Sigma Academy Breakthrough Strategy Certified Black Belt, each candidate must provide the Senior Master Black Belt Instructor and his or her management leader with a completed project and final report, and demonstrate the use of Six Sigma tools and techniques and the dollar savings and benefits achieved.,Six Sigma vision,GE Nuclear Energy,We want to make our quality so special, so valuable to our customers, so important to their success that our products become their only real vale choice.,John. F. Welch, Jr.,Six Sigma projects,GE Nuclear Energy,Six Sigma projects completed/year,600,400,200,0,1996 1997 1998 1999,Philosophy,GE Nuclear Energy,Everyone will always have an active 6 project.,Objective:,Projects link to:,Customer satisfaction and GE/supplier,Quality improvement,Six Sigma:,Changing the game with quality,Case study,General Electric Company,20,Competitive realities of the 90s,Fierce, global competition,Accelerating pace of change,Quality:,increasing expectations,Cost:,only the low cost manufacturers will survive,Speed to market:,must cut new product introduction time by 50%,21,New initiatives,Quality,Speed,Cost,22,Quality & Sigma,“Quality” is the degree of excellence of a product, process or service from the customers viewpoint.,“Sigma” is a measure of the statistical variation about an ideal or target value.,23,Quality & Sigma,Acceptable window,or “Spec limits”,Quality,Target,Defects: 308,000 per million opportunities,24,Quality & Sigma,Acceptable window,or “Spec limits”,Quality,Target,Defects: 3.4 per million opportunities,25,Why is Six Sigma so much better?,20,000 lost articles of mail per hour,200,000 wrong drug prescriptions/year,No electricity for almost 7 hours/month,Seven articles lost per hour,68 wrong prescriptions/year,One hour without electricity every 34 years,99% Good (3.8 ),99.99966% Good (6 ),26,Why is Six Sigma so much better?,Capability 67,000 dpmo Historical standard,Capability 6,200 dpmo Current standard,Capability 3.4 dpmo New standard,27,GEs quality goal,GE 1996: 3.5,35,000,dpmo,96.5% good results,GE 2000: 6,3.4,dpmo,99.9997% good results,The challenge is enormous, but so is the opportunity,28,Why does GE need a quality initiative?,Cost,of,poor,quality,30%,25%,15%,10%,5%,0%,20%,% of sales,Defects per million,3.4 233 6,210 66,807 308,537,Sigma,6 5 4 3 2,Quality level,Ave. US company;,GE 96,World-class,company,29,How GE is doing Six Sigma,Decision to have a company-wide quality initiative made at the top,Set “stretch” goal: 6 by year 2000,Chose “Six Sigma” approach and toolset,Created Six Sigma organization in each business,30,Achieving GEs quality goal: The Six Sigma approach,Quantitative, data-driven methodology, based on statistics, process understanding and process control,Applicable to manufacturing, services and business transactions,Uses trained teams,Five phases for process improvement,Define,Measure,Analyze,Improve,Control,31,Achieving GEs quality goal: The Six Sigma approach,Uses trained teams,Champions:,business leaders, provide resources and support Six Sigma implementation,Master Black Belts:,experts, train and mentor Black Belts/Green Belts,Black Belts:,lead Six Sigma project teams,Green Belts:,carry out Six Sigma projects,32,GE Company,Champion,負責管理階層，不全面參與，但承擔成敗。,Master Black Belt,是全職指導者，有一身的技術、教學和領導能力。,Black Belt,負責領導團隊，是專職的品質主管，著重關鍵流程，必須向,Champion,呈報成果。,Green Belt,只是部分參與計劃，仍要從事本身的工作。,Optional structure,A,B,Oversee/Guide,Project(s),Improvement,Team,Improvement,Team,Black,Belt or,Green Belt,Green Belt,or Team,Leader,Master,Black Belt,Black Belt,Sponsor/,Champion,Master,Black Belt,Sponsor/,Champion,Coach/Support,Project Leader,Lead Project,to Success,Analyze and,Implement,Improvement,Six Sigma definitions,CTQ,“Critical-to-Quality”,characteristic: customer performance requirements for a product or service,Opportunity,Any measurable event that provides a,chance,of not meeting specification limits on a CTQ,35,Six Sigma definitions,Defect,Any measurable event which is performing outside specification limits of a CTQ,DPMO,Defects per million opportunities,36,The breakthrough strategy,For each product or process CTQ,Define, Measure, Analyze, Improve & Control,37,The breakthrough strategy,Define,What is the scope of the problem?,Measure,What is the frequency of defects?,Analyze,Where and why do defects occur?,Improve,How can we fix the process?,Control,How can we make the process stay fixed?,38,The focus of Six Sigma,Y = f(X),To get results, we should focus our efforts on the,X,s, instead of the,Y,s.,Y,Dependent,Output,Effect,Symptom,Monitor,X,1, X,2, ,X,n,Independent,Input-process,Cause,Problem,Control,39,The statistical objective of Six Sigma,Target,Center,process,Reduce,spread,LSL,USL,Target,Target,40,What is Design for Six Sigma?,GE definition:,DFSS is a process for creating products which are “6 ” in:,Performance to customer,CTQs,Reliability,Manufacturability,Cost,41,The vision of DFSS,Predictive,Design Quality,DFSS,Reactive,Design Quality,From,Evolving design requirements,Extensive design rework,Product performance assessed by “build and test”,Performance and,producibility,problem fixed,after,product in use,Functionally serial product development,Quality “tested in”,To,Disciplined CTQ,flowdown,Controlled design parameters,Product performance modeled and simulated,Designed,for robust performance and,producibility,Functionally integrated product development,Quality “designed in”,Goals,6 products everywhere,Revolutionize engineering in GE,42,GEs DFSS design process,Validate,Optimize,For,Design,Identify,CTQs,Capture the voice of the customer,Design for robust performance,Test & validate,System design,Transfer functions,Design for producibility,DFSS scorecard,Predictive, statistical design, to achieve 6 during product development,Perform,tradeoffs,OK,OK,Not OK,Not OK,43,Building a Six Sigma culture,Involving everyone,Getting Six Sigma into the fabric of GE,Maintaining commitment,Six Sigma is a top item at business reviews, staffing reviews, shareholder and public communications, ,44,Building a Six Sigma culture,Involving everyone,Begin in manufacturing, but quickly spread to business transactions, sales, engineering, field service, ,Currently 5000 full-time,MBBs/BBs,and 60,000,GBs,By 99, all professionals must be GB trained,By 00, all employees will be Six Sigma trained, the majority as “belts”,45,Building a Six Sigma culture,Getting Six Sigma into the fabric of GE,Since 96, 40% of officers bonuses linked to Six Sigma performance,Since 98, GB training required for promotion to executive positions and is a criterion for receiving stock options,Only top performers become,MBBs/BBs,; many promoted to key operating positions after their assignments, 750 in 98,46,Some Six Sigma “lessons learned”,Commitment of top management is crucial,Quality improvement should be driven by measurable, “stretch” goals,Quality improvements can happen everywhere: engineering, R&D, sales, customer service, business transactions, as well as manufacturing,Dont leave quality to “professionals;” involve everyone,47,Having common Six Sigma vocabularies, processes, metrics, tools and goals across a large company enables rapid spread of Six Sigma best practices,Six Sigma should be regarded as a cultural change, not just a technical methodology,Six Sigma is an energizing activity, unleashing the creativity to improve every aspect of a business,Some Six Sigma “lessons learned”,48,GEs Six Sigma focus,96 97: Internal manufacturing quality,productivity, cost, capacity,97 00: DFSS: new product design,performance, reliability,98 99: Transactions quality,delivery, service,98 99: Supplier quality,cost,99 00: Customer delight: make customers feel the benefits,market share, volume, price,49,Six Sigma financial impact,$ Million,50,What does Six Sigma mean for GE?,Value to our customers,Source of competitive strength,Key element for continued growth,Strategy for running a business,Tool to eliminate variation,Vision of product and service excellence,Metric of world-class companies,51,Example,德州儀器,1991年與,Motorola,簽訂合作協議,由德儀成立一支,QIT,種子部隊,，,前往,Motorola,接受一系列的訓練課程。,德儀版本的6 教材製作完成,（1992,年5月）,全球各地德儀員工（挑選15000名）進行訓練課程（1992年底前完成）,Example,台灣德州儀器,受到日本德儀獲得戴明獎(1986)之影響,1986，TQC Awareness,成立專責訓練機構,1990年，鑽石哲學,1991年，獲中華民國國家品質獎,Example,台灣德州儀器,M,：強迫的（必須的），,R,：推薦要用，,O,：選擇性的,Example,55,Example,金寶電子,1994年起開始實施,1994: 1995:,1999: 2000:,派人赴美受訓,教育訓練：, TQM, QFD, TM, SPC, FMEA, ISO,可靠度工程，品質成本，基本統計，。,董事長強力堅持與支持,（親自稽核、診斷）,實施之後，品質成本大幅降低,Example,金寶電子,