six sigma 简介14780

按一下以編輯母片標題樣式,按一下以編輯母片文字樣式,第二層,第三層,第四層,第五層,*,1,Six Sigma Basic Concept,六個標準差 基本概念,一.Preface,1.1980 USA face to Japans competition,-Japans weapon:quality,2.1985:Motorolas engineer,Bill Smith reported,”if a product was found,defective and corrected during,the production process,other defects were bound to be missed and found,later by the customer during early use of the product,However,when the,product was MFG error-free,it rarely failed during early use by the customer.”,3.1987 Motorola phase in 6 sigma,4.1989 Motorola win the Malcolm Baldrige National Quality Award.,5.1991 Allied Signal phase in 6 sigma,-Saving 0.6 BUSD/YR,-Productivity:6%up,-Profit:improved 13%,6.1996 GE phase in 6 sigma due to Allied Signals result.,Six Sigma,6 Sigma Concepts,二.Why,1.GE phase in:1996,1.1.1997 saving 7.5 E USD,1.2.1999 saving 15E,1.3.Profitability improvement:from10%upto 15%,2.Quality level of 4 sigma:6210 DPPM,3.Quality level of 6 sigma:3.4 DPPM,4.20%margin improvement,5.12%18%capacity increase,6.12%reduction of employee,7.10%30%capital reduction,希 格 瑪 規 格 界 限,規格界限 百分比 PPM缺點數,1 sigma 68.27 317300,2 sigma 95.45 45500,3 sigma 99.73 2700,4 sigma 99.9937 63,5 sigma 99.999943 0.57,6 sigma 99.9999998 0.002,圖2-1 常態分配值位居六個希格瑪界限的中央時,每十億次操作只有兩次失敗.,規格下限,常態分配,對準中央,規格上限,希 格 瑪,常 態 分 配,規格界限 百分比 PPM缺點數,1 sigma 30.23 697700,2 sigma 69.13 308700,3 sigma 93.32 66810,4 sigma 99.3790 6210,5 sigma 99.97670 233,6 sigma 99.999660 3.4,圖2-2 移動1.5,後,不合規格界限的機率為3.4ppm.,規格下限,常態分配,對準中央,規格上限,希 格 瑪 品 質 水 平,希格瑪水平(移動1.5,),希格瑪水平代表流程每百萬次操作的缺點機會.考慮平圴數移動1.5,後,六個希格瑪水平代表每百萬次操作只允許3.4ppm超出規格界限.,1 2 3 4 5 6 7,1000000,100000,10000,1000,100,10,1,0.1,0.01,缺,點,率(ppm),希格瑪水平 移動1.5,個希格瑪對準中央,缺點率(ppm)與希格瑪品質水平之關系,100000,10000,1000,100,10,1,0.1,0.01,0.001,2 3 4 5 6,10,改善,30,改善,70,改善,3.4 ppm,233 ppm,6210 ppm,66,810 ppm,缺,點,率(ppm),希 格 瑪 品 質 水 平,不 良 品 質 的 成 本,失去管理時間的成本,退回成本,保養成本,失去商機,商譽成本,失去信譽 的成本,重工成本,失去機會,失去資產的成本,預防成本,評估成本,鐵達尼號的管理,三.What is Six Sigma,1.It is a business process that allows companies to drastically,improve their bottom line,by designing and monitoring everyday,business activities in ways that minimize waste and resources,while,increasing customer satisfaction,.,2.Six sigma tell us:,We dont know what we dont know,We cant do what we dont know,We wont know until we measure,We dont measure what we dont value,We dont value what we dont measure,Six Sigma is a process of asking questions that lead to tangible,quantifiable answers that ultimately produce profitable results.,3.History of 6 Sigma,-1984 Mikel Harry,Senior staff engineer at Motorolas Government Electronics Groap(GEG),-Yellow Brick Road to 6 sigma;a road map for improving product,design&reducing production time and cost with in GEG.,-To experiment with problem solving through statistical analysis.,-Result:design faster,produced faster&more cheaply.,-“The strategic vision for accelerating 6 sigma within Motorola”,-1990 Robert Gabvin(president)asked Harry to set up Motorolas,6 sigma Research institute in schaumburg,=6 sigma breakthrough strategy,-1994 Dr.Harry opened“the 6 Sigma Academy”in scottdale,Arizona,GE&Allied Sigma as 1st clients,-Result between,Motorola Codex(19941990),ABB(1993),*cost of quality:-58%*defects:-68%,*errors:-40%*cost:-30%,*design time:-60%*898 M saving/YR over 2YRS,4.The cost of quality,Sigma level,DPPM,Cost of quality,Remark,2 308,537 Not applicable Non competition,3 66,807 25-40%of sales,4 6,210 15-25%of sales Industry average,5 233 5-15%of sales,6 3.4 10 projects,-Trained 16 black belt,Step 4:To train Green Belt,-1 week training with project,-1 or 2 days training per week perform its within,2.5 weeks.,-1000 Green Belt within 1600 employees.,12.Task of Black Belts,-Mentor:Cultivate a network of six sigma individuals at the,local organization or site.,-Teach :Provide formal training of local personnel in new,strategies and tools.,-Coach :Provide one-on-one support to local personnel,-Transfer:Pass on new strategies and tools in the form of,training workshop,case studies and local symposia.,-Discover:Final application opportunities for six sigma,strategies and tools,both internal&external,(ex.Suppliers,customers),-Identify:Highlight/surface business opportunities through,partnership with other organizations.,-Influence:Sell the organization on the use of 6 sigma,strategies&tools.,R Recognize the true states of your business,D Define what plans must be in place to,realize improvement of each state.,M Measure the business systems that support,the plans.,A Analyze the gaps in system performance,benchmarks.,I Improve system element to achieve,performance goal.,C Control system level characteristics that,are critical to value,S Standardize the systems that prove to the,best-in-class.,I Integrate best-in-class systems into the,strategic planning frame work.,Key:customer feedback(Q.C.D)&suppliers performance system.,Recognize operational issues that link to,key business systems,Define six sigma projects to resolve,operations issues,Measure performance of the six,sigma project.,Analyze project pe