6西格玛基础知识

nullWelcome to a presentation on Six SigmaTMWelcome to a presentation on Six SigmaTM 2004年1月12日 What are your Expectations?What are your Expectations?I would like to capture your expectations for the day?AgendaAgenda Introduction & overview Demystifying Six Sigma Creating the Six Sigma Culture Managing the six sigma culture Total cycle Time Reduction Success Examples Around the world How to Implement Six Sigma in your business Q & A Closing commentsAlliance PartnershipsAlliance PartnershipsMASET, LLC. and Motorola Maset areas of expertiseMaset areas of expertiseQuality(Six Sigma) Cycle time eduction Leadership Cultural change Project Management Supply chain Management Facilitation TrainingDemystifying Six SigmaDemystifying Six SigmaWhat does Six Sigma mean to you ?What does Six Sigma mean to you ?Many different definitions exist.I will try to address three this morningSix sigma as a statistical termSix sigma as a statistical termNormal DistributionNormal DistributionMean Standard deviationStandard deviationmean68.27 %15.865%15.865%Six sigam as a statistical termSix sigam as a statistical termValues of a standard deviation one sigma = 68.27 % 317,311 ppm two sigma = 95.45 % 45,500 ppm three sigma = 99.73 % 27,000 ppm six sigma = 99.999999 % 1.96 ppb Six sigma as a quality termSix sigma as a quality termInvented by motorola in the mid 80’s Service marked and registered by Motorola Accepted by all countries Accepted by all organizationnull-1.5 Mean +1.5 Virtually no defects (3.4 ppm) Lower Specifacation limitupper Specifacation limit-6-5-4-3-2-10+1+2+3+4+5+6Allow s for variation in measurement 1.5 Sigma shift + -Virtually no defects (3.4 ppm) Six sigma as a quality termSix sigma as a quality term Six Sigma = 3.4 ppm defectiveSix sigma is a way to change an organizations cultureSix sigma is a way to change an organizations cultureProvides a means of delivering Total customer satisfaction Focuses everyone in the organization on the same objectiveDefinition of defectDefinition of defectDefect are good!Defect are good!“Associates need to feel comfortable in identifying and reporting defects.”The effects of defectsThe effects of defectsEvery occurrence of a defect within the process requires time to inspect,fix,and re-inspect. Average cycle time is directly proportional to the total number of defects in the process.Welcome to Motorola’s Quality StoryWelcome to Motorola’s Quality StoryCultureCultureCulture guides the enterprise’s Day-To-Day behaviorThe nature of cultureThe nature of cultureCulture provides its members with guidelines for dealing with just about everything Much of every culture is cvert and implicit largely submerged like an iceberg Cultures are constantly changing and evolving. When culture and strategy clash,invariably culture wins out. If the organizational culture does not embrac initiatives related to change,overall change efforts will failnullThere is no such thing as “We’re different”WE’RE DIFFERENTFunctions in a typical organizationFunctions in a typical organizationAccounting Advertising Distribution Energy management Environmental affairs External affairs Facilities Finance Health & safety Human resources legalManufacturing Marketing Profuct/service development Payroll Purchasing Sales Scheduling Training Transportation Travel The evolution of motorola’s quality culutureThe evolution of motorola’s quality culuture1979 “Our quality stinks”1980 corporate quality officer named1981 motorola training & education center(Mtec) established communications sector begins total defects per unit measurement(TDU) - july manufactured products - november sales orderschairman changes agenda of customer visits created “the card” Evolution continues!Evolution continues! Corporation adipts six sigma 2 year- 10x; 4 year- 100x uality improvement Six sigma by 1992 goal is set1988 Malcolm baldrige nation quality award Mapped ISO 9001 into quality system review(QSR)1992 10x redustion in defect eveery 2 years customer satisfaction metrics 10x times improvement in cycle time in 5 years Changed measurement base to parts per billionEvolution continues!Evolution continues!How many objectives are there in your organization?How many objectives are there in your organization?nullKey beliefs– how we will always act • Constant respect for people • Uncompromising integrity KEY GOALS– what we must accomplish • Best in class —People —Markting —Technology —Products:software\hardware and systems —Manufaction —Service • Increased global market share • Superior finacical results KEY INITATIVES– how we will do it • Six sigma quality • total cycle time reduction • product manufaction and environmental leadership • Prfit improvement •Empowerment for all in a participative Cooperative and creatice workplaceOur fundamental objective (Everyones overriding responsibility) Total customer satifactionOur fundamental objectiveOur fundamental objectiveTotal customer satisfaction Key beilfes How we will always act Key goals What we must accomplish Key initiatives How we will do itEveryones overriding responsibilityKEY INITATIVES how we will do itKEY INITATIVES how we will do it• Six sigma quality • total cycle time reduction • product manufaction and environmental leadership • Prfit improvement • Empowerment for all in a participative Cooperative and creatice workplace Consistent focusConsistent focusCard created & adopted 1986 Five minor changes in1992 No significant changes during five different chairman Bob Galvin George Fisher Bill Wiese Gary Tooker Chris GalvinnullCreating and managing the Six Sigma quality cultureSis sigma qualitySis sigma qualityOne of the two key drivers of increased Total customer satisfation and reduced costProduct/Service is delivered when promisedProduct/Service is delivered when promisedEvery occurrence of a defect within the process requires time to inspect,fix,and re-inspect Average cycle time is directly proportional to the total number of defects in the process.Product/service is delivered with no defectsProduct/service is delivered with no defectsNo test/inspection is 100% effective in finding defects. Delovered defects escape test/inspection within the process. Delivered defects are directly proportional to the total number of defects in the entire processSix sigma quality impoves customer satisfactionSix sigma quality impoves customer satisfactionReducing the total defects in the enire process reduces: Delivery delinquencies; Delivery defects; Early life failure rate;and therefore… Increases customer satisfaction and Decreases warranty cost!Process cost and defectsProcess cost and defectsReducing the total defects in the entire process: Reduces the cycle time per unit … Reducing WIP(Work in process) Reducing inventory carrying costs Resuces defect inspection,analysis,and repair cost;therefore… Decreases “Manufacturing” costCost/QualityCost/QualitySix sigma has shown that The highest quality producer is The lowest Cost producerThe common metric: Total defects per unit(TDU)The common metric: Total defects per unit(TDU)TDU is the best measure of the over all quality of the process TDU is the independent variable Process yields are dependent upon TDUDefining a unitDefining a unitA “unit” may be as diverse as a: Piece of equipment Line of software Order Technical manual Medical claim Wire transfer Hour of labor Customer contact Anything that is measurable & understandable by the person who is trying to reduce defectsSigma,a figure of meritSigma,a figure of meritTDUcould be expected to be proportional to the complexity of the unit Complexity is directly proporttional to the number of opportunities to creat a defect To normalize processes of different complexity, we use:Total defects Opportunities …From which we can calculate sigmaDPMO =x 1,000,000ImprovementImprovement7Sigma(+1.5 sigma shift)1101001K10K100K23456(66810 ppm)(6210 ppm) (233 ppm)(3.4 ppm)30x Improvement10x Improvement70x Improvement6534Defects per Million opportunitiesBenchmarkingBenchmarkingBest in classinternal + external Repair costs> 10%Average company< 1%Defects per Million opportunitiesSigma(+1.5 sigma shift)BenchmarkingBenchmarking234567Restauant billsDoctor prescription writingPayroll processingOrder write-upJournal vouchersWire transferAirline baggage handingPurchased material lot reject rateBest in classAverage companySigma(+1.5 sigma shift)Defects per Million opportunitiesProcess quality levels may vary widely within a companyProcess quality levels may vary widely within a company(0.25 PPM)••1101001K10K100K234567Airline baggage handlingDomestic airline flight fatality raateBest in classAverage companySigma(+1.5 sigma shift)Defects per Million opportunitiesImplementation of the six sigma cultureImplementation of the six sigma cultureTotal sustomer satisfactionSix steps to six sigma & design for manufacturabilityCycle time reduction Motorola’s black beltProblem-solving tools驅動力來自評量指標以及合理 且具挑戰性的目標The six-steps design processThe six-steps design processManufactued product Identify physical and functional requirements of customer Determine characteristics of product critical to each Determine for each characteristic,whether controlled by part,process,or both Determine maximum range of each characteristics If CP<2 redesign material,profuct,and process as required.Administrative/office Identify the work you do(your product) Identify who your work is for(your customer) Identify what you need to do your work,and from whom(your supplier) Map the process. Mistake-proof the process and eliminate delays. Estableish quality and cycle time measurement and improvement goals.Cycle time reductionCycle time reductionWill be coverd in detail afer lunchProblem solving identification toolProblem solving identification toolAll member of the organization should have trining in problem solving indentification tools Flow charts Brain storming Pareto charts Cause & effect diagram Black belt toolsBlack belt toolsProcess characterization Process improvements Graphical data analysis Distribution analysis(graphical and numberical) Comparative methods(graphical and numberical) Process sources of variation Measurement system analysisBlack belt tool(con’t)Black belt tool(con’t)Process control(SPC) Process capability(Cp and Cpk) Confidence intervals Design of experiments Linear regression Screening experiments Optimization using response surface methodologyMaanagement of the quality/continuous improvement processMaanagement of the quality/continuous improvement processMethodology to continuoisly reduce defects Regular review of DPMO performance Quality system review Corporate quality councilInstitutionalize solutionsInstitutionalize solutionsProcess step 1Process step 2Process step 3suppliercustomerRecord defectsTrend chart / GoalRecord defectsRecord defectsRecord defectsRecord defectsInstitutionalize solutionsContinuous improvement meyhodologyResults & institutionalizeProblem splveDefect analysis is done by the appropriate organization: Marketing Engineering Manufacturing Materials service etc…Process step 1Process step 2Process step 3Record defectsTrend chart/GoalRecord defectsRecord defectsRecord defectsRecord defectssuppliercustomerInstitutionalize solutionsInstitutionalize solutionsContinuous improvement meyhodologyResults & institutionalizeProblem splveDefect analysis is done by the appropriate organization: Marketing Engineering Manufacturing Materials service etc…Process step 1Process step 2Process step 3Record defectsTrend chart/GoalRecord defectsRecord defectsRecord defectsRecord defectssuppliercustomerInstitutionalize solutionsprocedureDPMO Enables regular review of continuous improvement performanceDPMO Enables regular review of continuous improvement performanceCorporate level review Business level review Group or division review Product line review Production line review Operator level review Same measurement – same improvement goalSpectrum CVDSpectrum CVD1005020105210.50.20.1Total defects per unitVision onlyTDU198919901991199219931994Years4 = 188556nullGuidelines1996年7月品質評鑑系統QSR：assessment vehicle for the total organizationQSR：assessment vehicle for the total organizationSets a common goal of perfection Drives progress to world class standards Provides an awardreness of quality process requirments Cross-fertilization of ideas(knowledge sharing) Teaching tool(auditors and auditees) Information source for registrarsInstitutionalize SolutionsInstitutionalize SolutionsThis id the “enngine” of a self sustaining contibuous improvement process… Without it “virtually” all well-meaning quality initiatives FAILThis is important … Unfortunately this is where Many organization start and End-in FAILURE.Best practices Documentation Conformance Compliance AuditMotorola “QSR” Quality system reviewProcess Step 1Process Step 2Process Step 3SUPPLIERRecord DefectsRecord DefectsRecord DefectsRecord DefectsRecord DefectsContinuous Improvement MethodologyResults & InstitutionalizeProblem SolveDefect Analysis is done by the Appropriate Organization: Marketing Engineering Manufacturing Materials Service Etc... Corporate quality councilCorporate quality councilQuality managers of all major operations Corporate-wide programs Quality system reviews of all major operationsnullQuality councilCQOBussiness unitsManagement board QSR processcusomerssuppliersMotorola University coursewareassessQuality reviews Short-term results教育Recommendations on vision and directionThe role of quality management at motorola Internal customer advocate Lead Teach auditCulture change is driven by measurements & rewardsCulture change is driven by measurements & rewardsMeasurements and rewards must be consistent with change objectives;what you measure is what you get Processes must be changed to achieve the measured operational goalsSix sigma provides...Six sigma provides...A method to drive quality improvement A common language-defects,continuous improvement,six sigma A method of measurement A method of comparison A method of providing common reach out goalsParadigm shiftsParadigm shiftsStart counting defects .27% bad vs. 99.73% good Change unit of measure 2,700 PPM vs. .27% badWhat is six sigmaWhat is six sigmaIt is a culture change for a complete organization   That’s: Individually driven but involves everyone Continuous process Consistent throughout the organization Measurement driven Based on the premise “Everyone wants to do the best job they can"   It is not a numbers gamemeeting: __________________ Date: __________________meeting: __________________ Date: __________________Was the meeting necessary? Was ther an objective communicated in advance? Was time used effectively? Was there adequate advance information to help me understand and contribute to the objective? Did I contributen to the objective? Was the objective accomplished? yesnonullWas the meeting necessary? Was ther an objective communicated in advance? Was time used effectively? Was there adequate advance information to help me understand and contribute to the objective? Did I contributen to the objective? Was the objective accomplished? meeting: __________________ Date: __________________yesnonullRequirements for culture changeTop-down commitment and involvement Set the example,be active in the audit process Measurement system to track progress At both macro and micro level Common well-understood set of metrics Tough goal setting(reach out!!!) Provide the required education Spread the success story Shared the rewards with those that that contributed10 year journey •• 1990 through 200010 year journey •• 1990 through 2000Quality Through defect elimination -we have eliminated > 99.7% of in proces defects (5.60) COPQ (cost of poor quality) - reduced > 84% on a per unit basis Manufacturing cost saving - cumulative saving over $18.0 billion Product reliability - MTBF . . . increased 5-10 foldFinancial Sales up 2.9x，$37.6 billion - anaverage compounded growth rate of 13.2% per year Employee productivity -increased 408% © Motorola Universitynullyears8182838485868788899091929394959605010015020025097989930000Sales per employee (thousands)salesQuestion & answersQuestion & answers