An Introduction to Six Sigma

单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,An Introduction to Six Sigma,ZHongHong Liu,TolearnthesystematicapproachtoSixSigmaproblemsolving,MbeforeAbeforeIbeforeC,Tounderstand someM.A,.,.I.C.tool kit,Tounderstand howyouwillbeaffectedbySixSigmamethodology,TrainingObjective,DefineMeasure,Analyze,ImproveandControl,DefineKPIVandKPOV,Explain howprocess outputsare afunctionofthe inputs,Explain thevalueofmeasurement,TrainingObjective,WhyImplement SixSigmaNow,?,?,“Nothing New”,Most of thetoolshave beenaround fordecades,Neglecteddue to difficultyand discipline,BUT,Worldwidecompetition,Makesneglect dangerous,Computingresources,Makesapplicationpossible,99%GoodisNotGoodEnough,5,000incorrectsurgicalprocedureseach week,20,000lostarticlesofmail eachhour,Noelectricityforalmost 7hourseachmonth,Unsafedrinkingwaterfor almost15minutes eachday,WhereDoes Industry Stand?,7,SigmaScaleofMeasure,1,000,000,100,000,10,000,1,000,100,10,1,PPM,Restaurant Bills,DoctorPrescription Writing,Payroll Processing,OrderWrite-up,Journal Vouchers,Wire Transfers,Airline BaggageHandling,PurchasedMaterial,LotReject Rate,DomesticAirline Flight,FatalityRate,(0.43PPM,),),Best-in-Class,Average,Company,3,4,5,6,2,1,IRS,-,-TaxAdvice,(phone,-,-in,),),(140,000PPM,),),HowDoesSixSigmaMaketheDifference?,Vision,Philosophy,Vehicle for:,Customerfocus,Breakthroughimprovement,Continuous improvement,Peopleinvolvement,Aggressive goal,Metric,(,(standard of measurement),Method,SixSigmaVision,TheVision of SixSigma,isto,delight,customersbydeliveringworld-classquality products throughthe achievement of SixSigmalevelsofperformanceineverythingwedo.,SixSigmaPhilosophy,ThePhilosophyofSixSigma,istoapplya structured,systematicapproachtoachievebreakthroughimprovementacross allareasof,ourbusiness,.,.,Whatsthe Strategy?,Know what,simportanttothe,Customer,(,(CTQs,),),Reducedefects,Centeraround target,ReduceVariation,SixSigmaGoal,ReduceDefectRate,Improve ProductYield,Improve Customer Satisfaction,IncreaseProduct Profit,What problemweshould focus on?,High DefectRate,LowProductYield,Long Cycle time,High Downtime,High Maintenance Cost,Bottleneck Step,Poor ProcessCapability,Unsatisfactory,BreakthroughStrategy,Quality Breakthrough,Time,RejectRate,Special Variation,Historical Level(0),Optimum Level(1),Natural Variationunder0,Natural Variationunder,1,(30),(31),Sigmaisa statistical unitofmeasurethat reflects processcapability.Thesigmascaleofmeasure is perfectlycorrelated to suchcharacteristics as defects,-,-per-unit,parts-per-million defective,and theprobabilityofa failure,/,/error,.,.,PPM,Process,Capability,Defects per,MillionOpp.,SixSigma,-,-Aggressive Goal,3 Sigma,6Sigma,5Sigma,4Sigma,93.32,%,%,99.379,%,%,99.9767%,99.99966,%,%,Historical,Current,Intermediate,Long-Run,Sigma,Long-TermYield,Standard,SixSigma,-,-PerformanceTarget,What doesa6 sigma processlookslike,?,?,m,Average Deviationfrom Mean,1,s,T,USL,p(d,),),p(d,),),123456,s,This is aSix Sigma Process,99.99966%Good,(,(6Sigma),20,000lostarticlesofmail perhour,Unsafedrinkingwaterfor almost15minutes eachday,5,000incorrectsurgicaloperationsperweek,Twoshortorlonglandingsatmost major airports eachday,200,000 wrong drugprescriptionseach year,Noelectricityforalmost seven hours eachmonth,Sevenarticleslost perhour,Oneunsafe minuteeverysevenmonths,1.7incorrect operationsper week,Oneshortorlonglanding every fiveyears,68wrongprescriptions peryear,Onehourwithout electricity every 34 years,99%Good,(,(3.8 Sigma),SixSigma,-,-Practical Meaning,CustomerFocus:AModelFor Success,Technology,Capability,Organization,People,Processes,Businesssurvivalisdependentuponhowwellwesatisfy ourcustomers,Customersatisfactionisafunctionofquality,price,and delivery,Quality,cost,andprompt delivery aredependentuponcapability,Managementisresponsibletohelp drive thetotalemployeepopulation to ahigher level of problemsolvingproficiency,Identifies their bestcandidatesforBlackBeltappointment,Demonstrateshighenthusiasm to keepSix Sigma movingforward,Providestheleadatgetting Green Belts(includingthemselves)identifiedandthroughtraining,Asks therightquestionstoall employeestoassurethe disciplineofSix Sigma anditstoolkitare properly andfullyexploited,Drivesthe broad useofSixSigmamethodsandtools,includingFMEA,DOE,SPC,etc,Owns daytoday,&,&careermanagementoftheBlackBelt,including appropriate placementwhen Black Belt,sassignment concludes,SixSigmaSystem-Management,4.Control,3.Improve,2.Analyze,1.Measure,SixSigmaBasicPrinciple,OptimizeProcess,Data Study,Promote SystemControl,Data Collection,TheImprovementStrategy,(,(MAIC,),),Focus_,_,_,VitalFew,x,i,Y,Y,Y,Y,Y,x,1,x,2,.,.,.,x,n,x,1,x,2,.,.,.,x,n,VitalFew,x,i,VitalFew,x,i,VitalFew,x,i,VitalFew,x,i,Phase_,M,easure,A,nalyze,I,mprove,C,ontrol,678,678,678,678,Select Product or Process Key Characteristic(s);e.g.,Customer,Y,Define Performance Standards For,Y,Validate Measurement System for,Y,Establish Process Capability of Creating,Y,Define Improvement Objectives For,Y,Identify Variation Sources In,Y,Screen Potential Causes For Change In,Y,&Identify Vital