6西格玛2

Body Text,Second Level,Third Level,Fourth Level,Fifth Level,6,Overview,Six Sigma:,- A Definition,- Applied to GE,- GE Quality Initiative,- Why This Approach?,- Origin of Six Sigma,- The “Breakthrough Strategy”,- Arriving at Sigma,Six Sigma Structure,Key Concepts & Tools,A Practical Example,An Overview.Not a lot of Details!,6Overview,“SixSigma,”,”,Ifwecan,texpress whatweknowintheformofnumbers,wereallydontknowmuch about it.,Ifwedon,tknow muchaboutit, we cant controlit,.,.,Ifwecan,tcontrol it,weareatthe mercy of chance.,MikelJ.Harry,President,&,&CEO,SixSigmaAcademy,Inc.,A Rigorous MethodforMeasuring &ControllingOur Quality,“.,.,.will bring GE to awholenew level of qualityinafractionofthe,time it would havetakentoclimbthe learning curve on ourown,.,.”,John F,.,. Welch,Jr.,1995 GE AnnualReport,6Overview,What Does,“,“Sigma”Mean?,Sigmaisa Measureofthe Consistency of aProcess,It,(,(isAlso the18th LetterintheGreekAlphabet,!,!,WhyDoesGENeed AQualityInitiative?,GERaising TheBar,NewGoaltobe,“,“BestintheWorld,”,” vs.,#,#1or,#,#2,Customersare ExpectingMore,weMust Deliver,“Ship-and,-,-fix”ApproachnoLongerTolerated in theMarket,AimtoSpeedPastTraditionalCompetitorsin5 Years,Goal ConsistentwithReduced Total Costs,WeMust Acknowledge OurVulnerabilities,Poor QualityThatImpacts Customers,Problemswith NPI,TooHighInternalCosts,6Overview,WeNeed aMajorInitiativetoMove From,WhereweAretoWhereweWanttobe,6Overview,WhyDoesGENeed AQualityInitiative?,40%,35%,30%,25%,20%,10%,15%,5%,Cost of Failure,(,(%ofSales,),),Defects perMillion,3.4,233,6210,66,807,308,537,500,000,Sigma,6,5,4,3,2,1,EstimatedCostofFailure in US Industry is 15%ofSales;Taking,GEFrom a3toa 6Company WillSave, $10.5 Billionper Year,!,!,Why,“,“SixSigma”,?,?,ProvenSuccessfulin,“,“Quality-Demanding,”,” Industriese.g.,Motorola,TexasInstruments,(,(manyprocessstepsinseries,),),ProvenMethod to ReduceCosts,HighlyQuantitative Method, Scienceand Logic InsteadofGut Feel,IncludesManufacturing &Service,(,(closetocustomer,),) andProvidesBridgetoDesignfor QualityConcepts,HasSupportandCommitmentofTopManagement,ItWorks!,!,!,6Overview,Sigma,3,4,5,6,Spelling,Money,Time,1.5,Misspelled Words,per Page,in a Book,1,Misspelled Word,per 30 Pages,in a Book,1,Misspelled Word in,a,set of Encyclopedias,1,Misspelled Word in all,of the,Books in a Small,Library,$2.7,Million,Indebtedness,per $1 Billion in Assets,$570,Indebtedness,per $1 Billion in Assets,$63,000,Indebtedness,per $1 Billion in Assets,$2,Indebtedness,per $1 Billion in Assets,3 1/2,Months,per Century,2 1/2,Days,per Century,30,Minutes,per Century,6,Seconds,per Century,6isSeveral OrdersofMagnitudeBetter Than3!,Sigma:AMeasure of Quality,6Overview,WhereDoes “SixSigma,”,” ComeFrom?,MikelJ.Harryoneofthe Original Architects,Previously HeadedQuality Function at ABBandMotorola,NowPresident/CEOofSixSigmaAcademyinPhoenix,Arizona,HasConsulted forTexasInstruments,Allied Signal,(,(and others),CurrentlyRetainedbyGEtoTeachthe Implementation,Deployment andApplicationofSixSigmaConcepts,&,&Tools,Learningfrom Those WhoHave hadSuccess,With 6Will Accelerateits Implementation at GE,6Overview,So.,.,.WhatisSixSigma,?,?,A Measurement System,A Problem-Solving Approach,A Disciplined Change Process,“THESIX SIGMA BREAKTHROUGHSTRATEGY”,M,easure,A,nalyze,I,mprove,C,ontrol,6Overview,HowDoWeArriveatSigma,?,?,Measuring,&,&EliminatingDefects is the,“,“Core”ofSix Sigma,MeasurementSystem,IdentifytheCTQs,Look forDefects,inProductsor,Services,“CriticaltoQuality”,Characteristicsor,theCustomer,Requirementsfor a,Product or Service,CountDefects,orfailuresto,meetCTQ,requirementsin,allprocesssteps,DefineDefect,Opportunities,Anystepinthe,process where a,Defectcouldoccur,inaCTQ,ArriveatDPMO,UsetheSIGMA,TABLE,ConvertDPMOto,Sigma,Defects PerMillion,Opportunities,2,3,4,5,6,308,537,66,807,6,210,233,3.4,PPM,Defects per,Million of,Opportunity,Sigma,Level,6Overview,MeasurementSystem,2,3,4,5,6,308,537,66,807,6,210,233,3.4,PPM,SIGMA,LEVEL,DEFECTS per,MILLION,OPPORTUNITY,IRSTax Advice,Best Companies,Airline Safety,Average Company,GE,Airline Baggage,Doctors Prescription,Restaurant Bills,Average Companyin3to4Range,Some Sigma “Benchmarks”,6Overview,MeasurementSystem,A Graphic,/,/Quantitative Perspective on Variation,Average Value,Many DataSetsHave aNormal or BellShape,Numberof,People,Arriving,atCRD,Time,7:00,7:15,7:30,7:45,8:00,8:15,8:30,8:45,9:00,9:15,6Overview,Problem SolvingApproach,Center,Process,Reduce,Spread,X,X,X,X,X,X,X,X,X,X,X,X,X,X,X,X,X,X,X,X,X,X,X,X,X,X,X,X,X,X,X,X,X,X,X,X,X,X,X,X,X,X,Off-Target,Unpredictable,On-Target,6HelpsusIdentifyandReduceVARIATIONdueto,:,:,- InsufficientProcess Capability,- Unstable Parts &Materials,- InadequateDesign Margin,Target,USL,LSL,Target,USL,LSL,Target,USL,LSL,Center,Process,Reduce,Spread,Off,-,-Target,Unpredictable,On-Target,Defects,6Overview,Problem SolvingApproach,“LowerSpecification Limit”,“UpperSpecification Limit”,Less VariationMeansFewerDefects&HigherProcessYields,6Overview,Problem SolvingApproach,KeyComponentsof“BREAKTHROUGH STRATEGY”,M,easure,A,nalyze,I,mprove,C,ontrol,IdentifyCTQ,&,&,CTP,(,(Critical to,Process)Variables,DoProcess,Mapping,Develop and,ValidateMeasurement,Systems,Benchmarkand,BaselineProcesses,CalculateYield,andSigma,TargetOpportunities,andEstablish,ImprovementGoals,UseofParetoChart,& Fishbone Diagrams,UseDesignof,Experiments,Isolate the,“VitalFew”from the,“TrivialMany”,Sources of Variation,Test forImprovement,inCentering,UseofBrainstorming,andActionWorkouts,SetupControl,Mechanisms,MonitorProcess,Variation,Maintain“InControl”,Processes,UseofControl,Chartsand,Procedures,A MixofConceptsandTools,Will AlsoIntegrate withNPI Process,6Overview,DisciplinedChangeProcess,A NewSetofQUALITY MEASURES,CustomerSatisfaction,Cost of PoorQuality,SupplierQuality,InternalPerformance,Designfor Manufacturability,Will Apply to Manufacturing,&,&Non,-,-Manufacturing,Processesand be Tracked,&,&ReportedbyEach Business,6Overview,Structure,Quality Council,Members: Labs & Functions,“Pipeline” & BB Project Priorities,Training & Certification,Measurements & Rewards,Communications,Champions,Leadership: Overall Initiative,Project Funding,HR: Training & Rewards,Black Belts,Lead 6,Project Teams,“Measure/Analyze”,“Improve/Control”,Out with Businesses,Here at CRD,Master Black Belts,Teach 6,Mentor Black Belts,Monitor BB Projects,Work “Pipeline” Projects,A Resource Pool,Team Members,Learn/Use 6,Tools,Work on BB Projects,Part of The Job,Out with Businesses,6Projectswith theGEBusinesses,Tabulation of GE SixSigmaResults,Benefit Target,&,& Update,Current benefits level 10,.,.865 MM,QPID loading,:,:,Carryoverfrom1999 :4.059,CompletedProjects2000,:,:3,.,.313,ActiveProjects2000,:,:3.285,Total,:,:10.865MM,KeyConcepts,&,&Tools,6Overview,6Overview,ChangingFocusFrom OutputtoProcess,Y,Dependent,Output,Effect,Symptom,Monitor,X,1,. . . X,N,Independent,Input-Process,Cause,Problem,Control,IdentifyingandFixing RootCauses,Will HelpusObtain theDesired Output,f (X),Y =,Process Capability,6Overview,SustainedCapability,ofthe,Process,(longterm),USL,T,Time 1,Time 2,Time 3,Time 4,InherentCapability,ofthe,Process,(shortterm),LSL,T,arget,Over Time, a,“,“Typical,”,” ProcessWillShiftandDriftbyApproximately1.5,6Overview,“ShortTerm Centered”versus,“,“LongTermShifted”,SixSigmaCentered,LSL,USL,T,Process,Capability,SHORT,TERM,.001ppm,.001ppm,+6,LONG,TERM,LSL,USL,T,3.4ppm,SixSigmaShifted1.5,Process,Capability,HigherDefect Yield in LongTermProcess CapabilitythanShortTerm ProcessCapability,-6,4.5,1.5,6Overview,TyingitAllTogether,shift,C,D,A,B,0.5,1.0,1.5,2.0,2.5,123456,C,O,N,T,R,O,L,POOR,GOOD,TECHNOLOGY,POOR,GOOD,A,B,C,D,Good Control/,Poor Technology,Poor Control/Poor,Technology,Poor Control/,Good Technology,WORLD CLASS!,shortterm,Problem Could be Control, TechnologyorBoth,6Overview,ShortTerm Capability,ShortTerm CapabilityRatio,(Cp),Cp=,LSL,-,6,USL,Example,USL,LSL,3.0,=,=,-3.0,6,3.0,-,( -3.0,Cp=,Cp,=,=,1,LSL,USL,2.5,0.5,3.0,Process Mean,T,Target,A 3Process,ThePotential Performance of aProcess,ifitWereonTarget,6Overview,Long TermCapability(Cpk),Cp,Cpk,=,Long TermCapabilityRatio,Example,Cp,=,=,1,(previouschart),Target,=,-0.5,=,0,Cpk,1 -,(-0,.,.5,-,0,3,=,Cpk,=,0.83,-,Off,-,-Target Penalty,Target -,3,ThePotential Performance of aProcess,Corrected foranOff,-,-Target Mean,LSL,USL,2.5,0.5,3.0,Process Mean,T,Target,A 3Process,6Overview,Z- Scale of Measure,Z,=,A UnitofMeasureEquivalent,totheNumber ofStandard,Deviationsthat aValueisAway,from theTargetValue,-3.0,-0.5,3.0,Z -,Values,USL,LSL,2.5,0.5,3.0,=Process Mean,Z,T,Target,0,A 3Process,TheDefinitionsofYield,Final Test,Process,(,Process 4),Pass,Process 3,Process 1,Process 2,100,(,Units Tested),65,70,82,91,Yield 1,Yield 2,Yield 3,Loss 1,Loss 3,Rejects,Loss 2,9,9,12,5,FirstTime Yield,(,(Yft),=,UnitsPassed,UnitsTested,=,65,70,=,0.93,RolledThruputYield,(,(Yrt),=,(Yield1),(Yield2),(Yield3),.,. .,.,.,.,.,=,91,82,65,70,(,(,(,(,),),),),=,0.65,100,91,70,82,Normalized Yield,(,(Ynm),=,=,1/,n,(Yrt),(0.65),1/4,=,0.89,(n:TotalNumber of Processes,),),6Overview,YieldExclusive,ofRework,Probabilityof,Zero Defects,Average Yield,ofAllProcesses,6Overview,The Impact of Complexity,The Impact of Complexity,Rolled,Rolled,Yield,Yield,Number of Operations,Number of Operations,1.00,1.00,0.90,0.90,0.80,0.80,0.70,0.70,0.60,0.60,0.50,0.50,0.40,0.40,0.30,0.30,0.20,0.20,0.10,0.10,0.00,0.00,1 10 100 1,000 10,000 100.000 1,000,000,1 10 100 1,000 10,000 100.000 1,000,000,Process Mean Centered on Each Operation,Process 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,Rolled,Rolled,Yield,Yield,Number of Operations,Number of Operations,1.00,1.00,0.90,0.90,0.80,0.80,0.70,0.70,0.60,0.60,0.50,0.50,0.40,0.40,0.30,0.30,0.20,0.20,0.10,0.10,0.00,0.00,AstheNumber of OperationsIncreases,a High,RolledYieldRequiresaHighforEachOperation,5,4,3,6,6,5,4,3,Process MeanShifted1.5atEach Operation,6Overview,Baselining& BenchmarkinganExistingProcess,p (x),Defects,Benchmark,Baseline,Entitlement,Benchmark,.A World-Class Performance,Entitlement,.Achievable Performance Given,the Investments Already Made,Baseline,.The Current Level of Performance,Baselining=Current Process/Benchmarking=UltimateGoal,Some Basic 6-RelatedTools,6Overview,Scatter Diagram,Over Slept,CarWould,NotStart,Weather,Family,Problems,Other,ParetoDiagram,Frequency,of,Occurence,Reasons forBeingLate forWork,Arrival,Time,atWork,Time Alarm WentOff,Materials,People,TheHistogram,Control Charts,-,6Overview,Some Basic 6-RelatedTools,The Fishbone Diagram,Measurements,Methods,Technology,Statement,Cause & Effect,Being,Late,for,Work,Plot of Daily ArrivalTime,9:15,7:00,7:15,7:30,7:45,8:00,8:15,8:30,8:45,9:00,Average Value,Number,of,People,Arriving,atCRD,Time,6Overview,LCL,UCL,RangeChart,R,Out of Control Condition,LCL,X,UCL,X Bar Chart,Some Basic 6-RelatedTools,LCL,= Lower Control Limit,UCL,= Upper Control Limit,X,= Mean,R,=,Average Range,MonitorsChanges in AverageorVariation OverTime,DesignofExperiments,6Overview,SCREENING,OPTIMIZATION,CHARACTERIZATION,ForExperiments,InvolvingaLarge,NumberofFactors,UsefulinIsolating,the“VitalFew “from,the“TrivialMany”,ForExperiments,InvolvingaRelatively,SmallNumberofFactors,UsefulWhenStudying,RelativelyUncomplicated,Effects &Interactions,ForExperiments,InvolvingOnly 2,or3 Factors,UsefulWhenStudying,HighlyComplicated,Effects &Relationships,DOEisMoreEffectiveThanTesting OneFactorataTime,6Overview,Usingthe,“,“OneFactorataTime”Approach,Reduce Commute to Work,to 15 Minutes (without,working an abnormal,work schedule),The Goal,The Variables,Time of Departure from,Home & Route Taken,to Work,The Approach,Try 3 Potential Routes at Current,Departure Time (7:45), Select,the Best & Vary the Departure,Time til we get to 15 Minutes,Time of Departure,3,2,1,7:15,7:30,7:45,8:00,8:15,Route,Combination,Selected,TheResult,UseRoute2and,Leaveat7:15 to Reach Goal,6Overview,Using,“,“Design of Experiments”,(,(DOE),Time of Departure,DOE,(,(i,),) BetterAccountsforInteractiveVariables Missedby,“,“One Factorata Time,”,”,and,(,(ii)EfficientlySearchesfor,“,“Sweet Spot,”,” in ParameterSpace,TheVariables,Time of Departurefrom,Home &RouteTaken,toWork,The Approach,Vary time of Departure and,Route Simultaneously, in a,Systematic Fashion,TheResult,A BetterCombinationAllowing15More MinutesofSleep,!,!,ActualCommuting TimeAverages,(minutes),3,2,1,7:15,7:30,7:45,8:00,8:15,Route,1720232119,1518201916,1215212018,Original,Conclusion,Best,Combination,“SweetSpot”,Reduce Commute to Work,to 15 Minutes (without,working an abnormal,work schedule),The Goal,A PracticalExample,(The “Cookbook”,),),6Overview,6,.,.,.andBaking Bread,YEAST,FLOUR,Usinga 12 StepProcess,6Overview,The,“,BETTER BREAD”,Company,Step 1.Selecting “Critical to Quality”,(CTQs or Y),What is ImportanttotheCustomer,?,?,Rise,Texture,Smell,Freshness,Taste,Y= Taste!,6Overview,Measure,Step 2.Defining Performance Standards for,CTQs or Y,6Overview,HowCouldWeMeasureTaste,(,(Y),?,?,PanelofTasters,RatingSystem,of1 to 10,Target,:,: Average,Ratingat8,Desired:No,Individual Ratings,(“defects,”,”)Below7,Y= 12345678910,Target,Defects,Worst,Best,But,.,.,.,.Is thisthe Right System?,Measure,6Overview,Step 3.Validating the Measurement System for,Y,HowCouldWeApproachThis?,BlindfoldedPanelRates,Several LoafSamples,Put,“,“Repeat”Pieces,from SameLoafin,DifferentSamples,Consistent Ratings,*,* on,PiecesfromSame,Loaf =,“,“Repeatability,”,”,Consistent Ratings,*,* on,Samples Acrossthe,Panel,=,=,“,“Reproducibility,”,”,“Repeatability”,&,&“Reproducibility”SuggestValidMeasurementApproach,Panel,Member,Loaf 1Loaf 2Loaf 3,A589,B491,C492,D898,E482,F591,G892,*Within,OneTasteUnit,Measure,6Overview,Step 4.Establish Product Capability for,Y (Taste),This is a3Process!,7Defects (ratings below7),24Ratings (from ourpanel),=,.292,292,000Defects per,1,ooo,oooLoaves,OR,7,6,5,4,3,2,1,1 2 3 4 5 6 7 8 9 10,#,of,Ratings,Rating,6,4,3,2,1,1,4,3,Defects 7,Target = 8,Analyze,HowDoWeApproachThis?,Bake SeveralLoaves,Under,“,“Normal”,Conditions,Have TasterPanel,AgainDotheRating,Average Ratingis7.4,ButVariation is,tooGreatfor a6Process,3,x 10 + 4 x 9 + 6 x 8 + 4 x 7 + 3 x 6 + 2 x 5 + 1 x 4 + 1 x 3,1 + 1 + 2 + 3 + 4 + 6 + 4 + 3,6Overview,Step 5.Define Improvement Objectives for,Y (Taste),HowdoweDefine Improvement?,Benchmarkthe,Competition,FocusonDefects,( i,.,.e.tasterating 7),DetermineWhat,isan,“,“Acceptable,SigmaLevel”,SetImprovement,Objectives,Accordingly,Maybea 5Process WillSuffice!,1,000,000,-,-,100,000,-,-,.,.,.,.,.,. .,.,.,.,. .,.,.,.,. .,.,.,.,. .,.,.,.,. .,.,.,.,. .,.,.,.,. .,.,.,.,. .,.,.,.,. .,.,.,10,000,-,-,.,.,.,. .,.,.,.,. .,.,.,.,. .,.,.,.,. .,.,.,.,. .,.,.,.,. .,.,.,.,. .,.,.,.,. .,.,.,.,. .,.,.,.,.,1,000,-,-,.,. .,.,.,.,. .,.,.,.,. .,.,.,.,. .,.,.,.,. .,.,.,.,. .,.,.,.,. .,.,.,.,. .,.,.,.,. .,.,.,.,. .,100,-,-,.,.,.,. .,.,.,.,. .,.,.,.,. .,.,.,.,. .,.,.,.,. .,.,.,.,. .,.,.,.,. .,.,.,.,. .,.,.,.,. .,.,.,.,.,10,-,-,.,. .,.,.,.,. .,.,.,.,. .,.,.,.,. .,.,.,.,. .,.,.,.,. .,.,.,.,. .,.,.,.,. .,.,.,.,. .,.,.,.,. .,1,-,-,234567,“BETTERBREAD,”,”,BakingProcess,Best,Competitor,Rangefor,Improvement,Defects,PerMillion,SigmaScale,Freihofer,W,O,N,D,E,R,Pepperidge Farm,Sunbeam,Analyze,6Overview,Step 6.Identify Sources of Variation in,Y (Taste),HowdoweDetermine thePotentialSourcesofVariation,(,(Xs)?,Have theChefsBrainstorm,Some LikelyOnes Might be:,-AmountofSaltUsed,-BrandofFlour,-BakingTime,-BakingTemperature,-BrandofYeast,YEAST,FLOUR,MultipleSources:Chefs,Suppliers,Controls,Analyze,6Overview,Step 7.Screen Potential Causes of Variation,(Xs),HowdoweScreen forCausesofVariation (Xs),?,?,DesignanExperiment,UseDifferent Sources,ofPotentialVariation,Have Panel Rate,theBreadUsedin,theExperiment,Results Leadtothe,“VitalFew”Causes,YEAST,FLOUR,Source,Conclusion,Negligible,MajorCause,Negligible,MajorCause,Negligible,FocusonThe,“,“Vital Few”,Improve,6Overview,Step 8.Discover Variable Relationships Between “Vital Few”,(Xs) and Y,HowdoweFindtheRelationship Betweenthe “VitalFew,”,” (Xs)and Taste (Y)?,Conduct aMoreDetailedExperiment,Focus:OvenTemperaturefrom 325,to375and3BrandsofFlour,RUN,#,#TEMPBRAND,1325A,2325B,3325C,4350A,5350B,6350C,7375A,8375B,9375C,FLOUR,FLOUR,FLOUR,Brand A,Brand B,Brand C,Improve,Results:,350 & Brand A,is Best Combination of Temperature & Flour,Note:Time is aFactor,Only if Temperature,Changes Significantly,Step 9.Establish Tolerances on “Vital Few”,(Xs),How do we Ensure Oven Temperature is Controlled?,Data Suggests 350 ( 5 ),is best Temperature to,Reduce Taste Variation,Brand A,Flour to be,Used Except in Case,of Emergency,“,BETTER BREAD”,to Search for Better,Alternative Supplier,of Flour Just in Case,FLOUR,Brand A,But,.,.,.,.Is OurMeasurementSystemCorrect?,Improve,6Overview,Step 10.Validate the Measurement System for,Xs,HowCouldWeApproachThis?,Need to Verifythe,AccuracyofOur,TemperatureGauges,Need for,“,“Benchmark”,Instrumentationfor,Comparison,Rent SomeOther,“HighEnd,”,” Gauges,Compare theResults,VerifythatourInstrumentsare Accurate,Control,6Overview,Step 11.Determine Ability to Control Vital Few,Xs,HowCouldWeApproachThis?,CheckA Number,ofOvens,Monitor Temperatures,Over Time,Focusonthe,Process Capability,Look forDegreeof,Variation,VariationOKBut.,.,.AverageisHigh (andthe algorithmshouldbechecked),30,345,#,of,Ovens,Temperature,346,357,347,348,349,350,351,352,353,354,355,356,25,20,15,10,5,Control,6Overview,Step 12.Implement Process Control System on,Xs,What do we do Going Forward,?,?,CheckOvensDaily,forTemperatureLevels,AuditUsageFrequency,ofAlternativeFlour,Supplier,(,(e,.,.g., Brand C,),),PeriodicallyReassemble,thePaneltoTestTaste,CharttheResults,And,.,.,.,.Plotthe DataOverTime,FLOUR,“,Brand C”,354,353,352,351,350,349,348,135791113151719212325,Control,