Six_Sigma_Concepts[1]
Six sigma basics(6 斯伽马)
Six Sigma BasicsNAVIN SHAMJI DEDHIASan Jose,California,USAA BSTRACT Six sigma concentrates on measuring product /service quality,reducing variation,driving improvements and saving the cost.The original application was to eliminate assembly-line defects,but since then it has expanded into almost every corporate operation.Six sigma is described as a philosophy,methodology and breakthrough strategy to solve problems.K EY W ORDS :Six sigma,variation,improvement,TQM,strategyIntroductionDuring the past half of the century,more than 69quality related initiatives have come into existence.Statistical Process Control (SPC),Quality Circles (QC),Total Quality Manage-ment (TQM),Bench Marking,Quality Management Systems (QMS),ISO 9000Quality Management System (QMS)Standard and other such initiatives have created a visible impact in the business world.Quality professionals have perpetuated the ‘Keep it Simple’formula for performance measurement over the past 70years in an effort to have the greatest impact on businesses.The classic tools and metrics have been applied differently in a competitive environment.It has been a common misconception that when the previous initiative does not work or fails to provide desired results,a new initiative is created.There has been a lot of talk and many articles have been published on the failures of TQM and QMS.And Six sigma is not far away from such critiques.The previous focus on methodologies using Quality Circles,Kaizen,TQM,ISO 9000QMS System,Quality Award models failed because of flawed applications and expectations.Bill Smith at Motorola,during the late 1970s,developed the six sigma approach to drive quality forward with an objective to control at parts per million (PPM)level.The Japanese were already controlling quality at the PPM level during late 1970s.Mikel Harry is considered as the father of six sigma.Motorola coined the word.Bill Galvin,CEO of Motorola,committed to the concept during the mid-1980s and stressed the need to cover every kind of activity in the company,which resulted to its success and expansion.Bob Galvin reset the agendas for all business unit meetings and he decreed quality always to Total Quality ManagementVol.16,No.5,567–574,July2005Correspondence Address:N.S.Dedhia,5080Bougainvillea Drive,San Jose,California 95111,USA.Email:NavinDedhia@1478-3363Print =1478-3371Online =05=050567–08#2005Taylor &Francis Group Ltd DOI:10.1080=14783360500077468568N.S.Dedhiabefirst.Galvin’s message was,if quality objectives were met,everything else would follow satisfactorily.Galvin would not permit the quality manager to present the quality report. That report had to be provided by the top business unit manager.As a result,the business manager had to understand the qualityfigures to be able to defend the report if it was challenged.Allied Signal was one of thefirst to apply six sigma in its operation.Bob Galvin of Motorola and Jack Welch of General Electric(GE)are good examples of executives,who took a leadership approach in the six sigma methodologies and appli-cations.Six sigma at GE became a company policy in October1995.Six Sigma quality level equates to a3.4Parts Per Million(PPM)defect rate or3.4 defects occurring per million opportunities(DPMO).Six Sigma quality level is like parking a small car in a relatively large space.Quality ToolsDifferent quality tools have a different emphasis.Total Quality Management,Malcolm Baldrige National Quality Award(MBNQA)Criteria for Performance Excellence,ISO 9000Standard and Six Sigma all aim at reducing cost and enhancing customer satisfac-tion.In principle,all these tools can be defined succinctly:Total Quality Management(TQM)The TQM approach creates an awareness in the organization.It is a cost effective system for integrating the continuous improvement efforts of people at all levels in an organi-zation to deliver products,services and solutions,which ensure customer satisfaction. Baldrige Criteria for Performance ExcellenceThe Baldrige Criteria for Performance Excellence focuses on performance excellence for the entire organization in an overall management framework.It identifies and tracks all important organizational results and effectiveness.It helps to determine‘Where the organ-ization is’.Essentially,performance excellence criteria involve the regular and systematic review of an organization’s activities and results.The process allows an organization to clearly discern its strengths and areas for improvement.Baldrige criteria are a holistic integrated set of criteria that addresses best business practices.ISO9000QMS StandardThe ISO9000QMS Standard installs a system in the organization using a process approach.It concentrates onfixing quality system defects and product/service non-conformities.It also helps to document‘What the organization is doing’.It is an organized approach to managing elements of a business in such a way that it fosters continual improvement and customer satisfaction.ISO9000requires fundamental concepts and a framework of process approach to be effective.Six SigmaSix sigma concentrates on measuring product/service quality,reducing variation and driving process improvements and reducing cost.It uses a set of statistical and management tools that can make leaps in improvement.The Six sigma process has a failure rate of3.4Six Sigma Basics569 parts per million(PPM)or99.99966%defect-free product.It uses a complicated approach to problem solving called DMAIC(Define,Measure,Analyse,Improve and Control).Six sigma is the foundation for driving breakthrough improvements.Six Sigma MethodologiesPoor quality costs amount to20to30%of a company’s revenues.Six sigma improvement activities should be carried out in a project form.The prioritization and selection of projects to be worked is vital to the success.A well thought-out introduction plan should be developed.Six sigma should occur in the early life cycle(research and design stage) of a product.Strategic process improvements are needed to compete in the market place. Six sigma in organizations is built around the customer’s needs.A six sigma project recognizes a performance gap,and goes through DMAIC steps before attempting a solution.It is more about reducing variation.Six Sigma is primarily a methodology for improving the capability of business pro-cesses by using statistical methods to identify and decrease or eliminate process variation. Its goal is defect reduction,elimination and improvement.A structured project approach and effective execution of the project are the keys to the success of the Six Sigma process.Characteristics of Six Sigma include:.Expected bottom line results delivered..Senior management leadership..A disciplinedfive step approach using Define,Measure,Analyse,Improve and Control (DMAIC)concept..Rapid project completion..Clearly defined performance measurements..A sound statistical approach to focusing on critical areas of a process for improvement. Six sigma is an evolution of the TQM approach.Six Sigma has integrated other tools and methodologies such as Cause-and-Effect Diagram,Poka-Yoke device(mistake-proof mechanism to prevent obvious errors),Kaizen(continuous improvement),Kanban (pulling of a product instead of pushing through a production process),Lean Manufactur-ing(reducing and preventing wastes),ISO9000(process system approach)and House of Quality(Quality Function Deployment or Voice of the Customer).Fundamentally,.Six Sigma relies on total commitment from leadership team..Projects and initiatives are aligned with strategic objectives of the organizationSix Sigma emphasizes checking,inspection,audit and analysis..Empowered employees tackle issues proactively rather than reactively..Six Sigma is a problem solving methodology using systematic and organized project management tools.Initially,Motorola set a10times improvement during thefirst year,100times improvement during the third year and achieving six sigma during the fourth year.It meant reducing defects by10Âduring thefirst year of launching the program.Then within the next two years reducing defects by100Âto achieve six sigma level during the fourth year.Success requires committing to bold actions,continuous improvement and individual accountability.570N.S.DedhiaDMAIC steps involve:(1)Define:The problem has to be defined clearly and explicitly.It is a major step inselecting and prioritizing a project.A well-defined problem clearly sets ground rules for improvement.(2)Measure:Measurement points,sources,tools and equipment,and precision and accu-racy play a vital role in the project.Without measurement there is no control.Measurements are essential to collect data.(3)Analyse:The right approach in using analytical tools or methods will help tofind aclearly defined solution.Data are analysed into information to create a knowledge base and make decisions for actions.(4)Improve:Selecting the best alternative solution and implementing to remove the causeof a problem will bring the desired result.Improvements can be in the form of efficient equipment,new process,enhanced training to the employees,or new material.Impro-vements are actions,both corrective and preventive.(5)Control:After the implementation of improvement activities,monitoring becomesessential to control the processes.Six Sigma AppreciationCritics have already started labelling six sigma with such phrases as‘sick sigma,program of the month or an old wine in the new bottle’.Allfive senses are required to appreciate the wine.Thesefive senses are see,smell,touch,hear and taste.Six sigma application can only be appreciated when all thefive senses are applied.Thesefive senses play a key vital role in selling the six sigma programme to the management.(1)Seeing or observing with eyesEyes do the function of seeing and observing and thus providing evidence to support the claim.A criminal is innocent until proven guilty with evidence from witnesses.ISO9000standard requires supporting evidence for the observed non-conformity.Six sigma application is appreciated when noticing the benefits received from the six sigma project.These benefits come in the form of a cycle time reduction,cost reduction,savings in resources,yield increase,defect reduction,increase in the profits,space savings,etc.(2)Smelling with the noseA pleasant smell is always enjoyable and creates a thought-provoking environment.An event becomes memorable with a fragrance of a rose or an essence or an aroma of a wine.An organization’s environment remains happy and cheerful from the success of six sigma project and the resulting cost savings.(3)Touching with handsTouching gives a sense about the usefulness of an object and characterizes the surface as rough,smooth,hard or soft.Statistical,analytical and management tools are used to tackle a clearly defined problem.(4)Hearing with earsPeople like to hear sweet words and a sweet voice.Hearing excellent results from the six sigma project is as sweet as a song.Six Sigma Basics571 (5)Tasting with the tongueFood can only be tested when put in the mouth.When an application of six sigma tools and techniques bear the desired results,its value is known.Six Sigma SuccessSix sigma is not like a laser-guided smart bomb,but,rather,a statistically heavy regimen of analysing problems that has saved corporations billions of dollars.Numerous large and well-known corporations such as Motorola,General Electric,American Express,Ford Motor Company,and Allied Signal all have ambitiously applied the six sigma method-ologies in their operations.Impressive results have been obtained by the companies apply-ing a six sigma project in their organizations,as evidenced by:(1)Motorola Legal Department took two years for the patent application.Bob Galvinwanted the patent department tofigure out how to make the application time less ing six sigma tools,the patent department reduced time to somewhat less than that and the shortest time was17days.Motorola generated savings of$1.5 billion in a11year period.(2)A Japanese patent system’s application process cost was reduced from$48,000to$1200for eachfiling.(3)General Electric(GE)increased communication satellites’usage from63%to97%realizing a revenue increase of$1.3million/year.GE changed the original Motorola Six Sigma model to a project based approach that had executive buy-in.GE saved$2 billion during1999.(4)The Ames Rubber Corporation(1993recipient of the Malcolm Baldrige NationalQuality Award in Small Business Category)uses the Baldrige criteria,ISO9000Quality Management System and six sigma tools for continuous improvement activities. (5)The National Science Foundation achieved a reduction of sick people evacuationfrom Antarctica to22%with help from Raytheon Corporation on ways to pre-screening scientists prior to engaging them.(6)A hospital in Milwaukee,Wisconsin,used six sigma process to reduce prescriptionerrors.(7)Samsung Electronics Co.(SEC)of Seoul,Korea,uses six sigma tool for innovation,Efficiency and quality.SEC completed3,290six sigma projects during2000and2001.(8)Using six sigma techniques,American Express improved their plastic issuanceprocesses.(9)DuPont used six sigma methodologies to improve the cycle time to process appli-cations for long-term disability benefits.(10)Fort Wayne,Indiana,local governmentfilled98%of the potholes within24hoursusing six sigma project.(11)Military contractors were early implementers of six sigma(Ex:Northrop Grumman,etc.)(12)US Federal Government authorities are looking into six sigma application tofight the‘war on terrorism’(Homeland Security Project).Companies save an average of$100,000to$200,000per implemented improvement panies that have produced good results,have invested adequate resources, provided extensive training and involved many individuals.572N.S.DedhiaSix sigma success requires:.Strong proactive support with required resources provided by the top management. .Acceptance and implementation of six sigma’s basic disciplines by employees.The role of middle management has to be active and supportive for the success of a six sigma. Managers at all levels are required to be active..Linkage with all innovative and infrastructure activities..Accurate and fair evaluation of all successful six sigma projects with meaningful recognition and rewards for employees.General Electric made it clear that there will be no promotions without active participation in six sigma activities.Volvo refers to its Black Belts at future leaders.Lean Six SigmaThe lean manufacturing technique was developed by Toyota Motor Corporation in Japan. Lean tools are used to reduce waste and improve the efficiency of a process.Six sigma tools are used when the goal is to reduce variance and improve the performance. Keeping in mind the constraints,the lean manufacturing technique focuses on eliminating barriers to achieve a smooth continuous processflow.In six sigma,the focus is on elim-inating variation to reduce cost and cycle time and improve quality.Subject experts are trained differently and subjects are deployed differently in lean manufacturing and six sigma.Their approachesfit different types of problems.Lean and six sigma have a positivefinancial impact.Both need management’s active support and both can also be used in the non-manufacturing environment.Savings can be doubled,when lean and six sigma are used in a coordinated manner.Total Productive Maintenance(TPM)is used in the lean manufacturing technique to ensure equipment is operational and available when required.Single Minute Exchange of Dies(SMED)from the lean technique and Design of Experiment(DOE)from six sigma are used to achieve optimal results.The lean technique is aimed at creatingflow through the entire value stream.Six sigma works on reducing variation among the processes that operate on a product.Lean helps uncover the rocks in the value stream that can cause blockages or unnecessary variation in theflow.Six sigma helps tofind the rocks in the value stream.Lean goes beyond Just-In-Time(JIT)and TQM.Six sigma goes beyond TQM.Lean and six sigma both focus on increasing productivity,asset utilization and quality.Six Sigma BenefitsA number of benefits are realized when the six sigma process is applied in a systematic way.A hugefinancial payoff is realized within a short period of time.Some of these benefits are:.Decreased work-in-progressBottlenecks are removed and workflows smoothly in the line,thereby reducing in process inventory.Equipment and tools are utilized efficiently with decreased work-in-progress.There is no wait in line.Six Sigma Basics573 .Improved capacity and outputDue to decreased work-in-process,more can be produced and shipped..Improved customer satisfaction and processflowOn-time shipping and on-time delivery of goods will make customers happy..Improved inventory turnsWith decreased work-in-progress and improved output,product will move faster out the door.There will be less inventory of raw material andfinished product..Increased productivityProductivity increase is realized when equipment and tools are running at capacity and wastage is reduced..Reduced cycle timeFrom start tofinish,the job can be done within the prescribed time.Waiting is removed from the operation.Six Sigma EnvironmentThe success of a Six Sigma project depends on the role played by the team members,who are:(a)Executive(Involve in committing resources and sponsoring the project)(b)Master Black Belt(Training and coaching)(c)Black Belt(Lead improvement projects)(d)Green Belt(Support and run projects)(e)Champion(Involve in supporting the project)Master Black Belts(MBBs)provide training and support for both Black and Green Belts. Black Belts(BB)and Green Belt(GB)holders conduct the improvement projects.Master Black Belt and Black Belt holders are full-time improvement specialists having obtained four weeks’training over a four-month period.Green Belt holders are part-time improve-ment specialist and retain their previous job duties.They receive two weeks’training over a two-month period.Executive leaders establish the strategic focus of a Six Sigma programme.Champions take their company’s vision,missions,goals,and metrics and translate them for individual projects.The Executives and champions keep the programme moving in a planned direction.Executives attend a one-day Executive training session. Champions receive one week of training.Mikel Harry,one of Six Sigma’s creators and chief promoters,introduced the belt system for designating experience levels.Master Black Belts and Black Belts form the backbone of the Six Sigma program.Questions still arise at the validity of six sigma application infixing rare and random problems.Fewer than15%of the Fortune1000companies have embraced it in a significant way.Michael Dell,CEO of Dell Computers,says it is powerful stuff.Jack Welch,CEO of GE,says it requires obsessive and compulsive commitment to drive six sigma deep into a company’s culture.Success of six sigma demands on management com-mitment,full support,a trained workforce and cross-functional teams.The American Society for Quality(ASQ)offers the Six Sigma Black Belt(SSBB) Certification Examination twice a year.It is a150multiple-choice-question four-hour574N.S.Dedhiaexamination.The ASQ certification examination application requires two completed six sigma projects documented by signed affidavits or one project with a signed affidavit and three years of work experience related to six sigma activities.ASQ certification is not a licence or registration.It is peer recognition.ASQ launched a quarterly Six Sigma Forum Magazine in June2002.An annual six sigma conference is held by ASQ.ASQ started the Six Sigma Forum in May2001with an aim of connecting six sigma knowledge with experience for quality professionals.The ASQ Six Sigma Black Belt examination requires knowledge and understanding of:(1)Enterprise wide deployment(2)Business process management(3)Project management(4)Defining,measuring,analysing,improving and controlling six sigma improvementmethodology and tools(5)Lean enterprise(6)Design for six sigmaConclusionSix sigma,as developed by Motorola,was an extension of many existing quality tools and techniques,but with the addition of business accountability.This resulted in process improvement gains that increased productivity and profitability.Six sigma and Lean enter-prise methodologies are both systematic and both have evolved from separate paths.Lean was developed by Toyota.Lean is mainly focused on eliminating waste.In manufacturing, the lean principle includes zero waiting time,pull instead of push scheduling,smaller batch sizes,line balancing and shorter process times.Six Sigma organizations become forward moving organizations by adapting new tools and techniques and overcoming learning disabilities.Much can be achieved from programmes like six sigma with the active,consistent, innovative,continuous and widely apparent participation by top management.When implemented strategically,six sigma can help companies turn over working capital faster,reduce capital spending,make existing capacity available,produce better results from the design and R&D functions.Such outcomes also foster a working environ-ment that stimulates employee development,motivation,morale empowerment and commitment.The primary factor in the successful implementation of a six sigma project is to have the necessary resources,the support and leadership of top management,customer require-ments identified explicitly,and a comprehensive training programme.Six sigma’s DMAIC structure of problem solving is its ability to analyse,improve and control processes with an emphasis on the ability to measure the performance.Deploy-ment of six sigma is best achieved through the defined projects.Success of a six sigma project depends on buy-in by the entire organization,deployment of the process,effective training and key measurements.。
六西格玛培训教材-Six Sigma的源起与发展
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数字化的六西格玛
六西格玛在MOTOROLA
2பைடு நூலகம்01 2003
数玛化的 六西格玛
精益六西格玛
目前越来越多的公司在开展精益六西格玛
SIX SIGMA------
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减少变异，提升能力
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效率
LEAN------更加关注 信息流动，快速提高
现场绩效
精益生产与六西格玛相结合可以更快的获得成 效，比单纯做六西格玛或精益生产的收效都大， 且在项目前期能获得很大收益。
先深入分析客户流程的技术特点及状态，针对不同 的企业特点及流程特点，定制不同的六西格玛解决 方案，将极大的提高六西格玛的成效。
六西格玛设计
DMAIC方法的局限性
产品复杂性对 通过率的影响
Six Sigma的源起与发展
六西格玛的历史
80年代 初期
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Motorola 为了与日本竞争,开始引入全面质量管 理。 Bill Smith, Motorola 工程师发表文章解释流程差 异的累积性。 由乔治 •费雪 (George Fisher) 推出一套名 西格玛创新改进概念。
服务业六西格玛
服务业六西格玛管理与制造业有差异，其着眼点在： 1、流程再设计与流程附加值分析 2、量化的流程评估体系设计及绩效改善 3、服务设施可靠性、防护性、维修性的 评价与改善
服务业特点：文件化非常不足；工作人员缺乏 系统解决问题的方法；惧怕用统计工具
定制六西格玛
企业问题千差万别： 1、有些问题很简单-----把流程定义好即可 2、有些问题需要收集大量的数据----MSA、合理分 组、分析 3、有些只需少量数据-----逻辑分析，创造性解决方案
六西格玛的解释
六西格玛的解释六西格玛（Six Sigma）是一种质量管理方法，旨在通过减少过程的变异性，提高产品和服务的质量。
它是由美国公司摩托罗拉首次引入，并在通用电气（GE）公司得到广泛推广。
六西格玛的核心理念是通过测量、分析、改进和控制（DMAIC）的循环，使组织的过程达到极高的质量水平，减少缺陷和提高效率。
以下是六西格玛的一些关键要素和解释：1.DMAIC循环：•Define（定义）：确定项目的范围、目标和关键因素。
明确问题陈述和项目的业务目标。
•Measure（测量）：收集相关数据，量化当前过程的性能，明确测量指标。
•Analyze（分析）：分析数据，识别导致问题的根本原因，找出改进的机会。
•Improve（改进）：制定和实施改进方案，以解决问题和优化过程。
•Control（控制）：设立控制措施，确保过程持续稳定，防止问题再次发生。
2.关注缺陷和变异性：六西格玛强调通过减少缺陷和过程的变异性来提高质量。
通过测量和分析，可以识别并消除导致缺陷的根本原因。
3.数据驱动决策：六西格玛强调基于数据和事实做出决策。
通过数据的收集和分析，团队可以更好地理解问题，制定有效的解决方案。
4.六西格玛水平：概念上，六西格玛表示一种过程能够在一百万（百万）次机会中，产生不到3.4个缺陷。
这被表示为每百万机会的缺陷率为3.4。
5.培训与认证：有关六西格玛的培训和认证非常普遍，包括不同级别的认证，如“六西格玛绿带”和“六西格玛黑带”。
六西格玛方法的成功实施通常需要组织中的全体成员的积极参与，并且最适用于注重数据和度量的组织文化。
六西格玛管理培训教材(英文版)(ppt 53页)
• Six Sigma: - A Definition - Applied to GE - GE Quality Initiative - Why This Approach? - Origin of Six Sigma - The “Breakthrough Strategy” - Arriving at Sigma
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Many Data Sets Have a Normal or Bell Shape
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Problem Solving Approach
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• Proven Successful in “Quality-Demanding” Industries e.g., Motorola, Texas Instruments (many process steps in series)
• Proven Method to Reduce Costs • Highly Quantitative Method – Science and Logic Instead of Gut Feel • Includes Manufacturing & Service (close to customer) and Provides Bridge
• Mikel J. Harry one of the Original Architects • Previously Headed Quality Function at ABB and Motorola • Now President/CEO of Six Sigma Academy in Phoenix, Arizona • Has Consulted for Texas Instruments, Allied Signal (and others) • Currently Retained by GE to Teach the Implementation,
简述六西格玛管理理论
简述六西格玛管理理论1. 简介六西格玛管理理论（Six Sigma Management Theory）是一种由Motorola公司于1985年推出的管理理论和质量管理方法。
它的目标是通过减少变异和缺陷，提高工作过程的质量和效益，从而达到组织的持续改进和业务目标的实现。
六西格玛管理理论基于一系列的数据分析和问题解决方法，可以应用于各种组织和行业，获得了广泛的应用和认可。
2. 方法和原则六西格玛管理理论以数据和事实为基础，通过一系列的方法和原则来指导组织的持续改进。
2.1 DMAIC方法DMAIC方法是六西格玛管理理论最常用的问题解决方法，它包括以下五个步骤：1.Define（定义）：明确定义问题，确定目标和衡量标准。
2.Measure（测量）：收集数据，分析问题的规模和影响。
3.Analyze（分析）：通过数据分析和统计方法，找出问题的根本原因。
4.Improve（改进）：制定并执行改进计划，消除问题的根本原因。
5.Control（控制）：建立控制措施，确保问题不再出现，持续监控和改进。
通过DMAIC方法，组织可以系统地解决问题，减少变异和缺陷，提高工作过程的质量和效益。
2.2 六西格玛原则六西格玛管理理论还包括一些核心原则，以指导组织在实施六西格玛管理过程中的行为和决策：1.客户导向：将客户的需求和期望放在首位，确保产品和服务符合客户的要求。
2.数据驱动：以数据和事实为依据，通过数据分析和统计方法进行决策和问题解决。
3.过程优化：通过对工作过程的分析和改进，提高工作效率和质量。
4.全员参与：将六西格玛管理理论渗透到组织的各个层级和部门，实现全员参与和共同努力。
5.持续改进：持续的监控和改进是六西格玛管理理论的核心，通过不断的优化和改进，实现组织的持续增长和改进。
3. 优势与挑战六西格玛管理理论具有许多优势，但也面临一些挑战。
3.1 优势1.提高质量：通过减少变异和缺陷，提高工作过程的质量和效益。
六西格玛培训资料 六西格玛概论
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Si x Si gma Efforts Traditional Efforts
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What Does Six Sigma Mean in Daily Life?
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Prescription Writing(
The key to being the best in your industry to improve faster than changes in cost and service demands.
Improvements must be in all areas, planning, design, and execution. Getting better, faster will provide a continuous advantage over the competition.
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• Process Mapping ( )
• Lean Tools (
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• Hypothesis Testing (
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• Control Plans (
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• Multiple Regression (
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• SPC
• Project Management (
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• And many more….( …. )
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• Highly Trained Workforce (
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• Common Language (
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• Organizational, Institutional Memory (
(英文版)六西格玛6个sigma黑带系列一：六西格玛概述(附有测试题) Six Sigma Overview
And… be excited about learning more of what Six Sigma has to offer!
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Module Contents
Part One:
Defining Six Sigma
Part Two:
Key Concepts
Part Three: Six Sigma Drives Business Results
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Six Sigma Overview
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Recognizing Improvement Opportunities
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Defining Opportunities
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Meet Minitab®
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Basic Data Collection and
Analysis
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Six Sigma Overview
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Six Sigma is a ▪ Customer-focused ▪ Data-driven ▪ Highly disciplined process
That helps us develop and deliver near-perfect products and services.
Enjoy your journey of discovery. It begins now!
6西格玛基本方法及工具应用
6西格玛基本方法及工具应用六西格玛（Six Sigma）是一种以质量管理和过程改进为核心的方法学。
Six Sigma的核心思想是通过减少缺陷率提高产品和服务的质量，从而降低成本并增加客户满意度。
虽然最初流行于制造业，但是现在已经应用于服务业、金融业、医疗业及其他各个行业。
在今天的市场上，Six Sigma被认为是企业获得竞争优势和持续发展的必备工具之一。
以下将会探讨Six Sigma的基本方法和工具应用。
1. DMAIC方法DMAIC方法是Six Sigma最常用的方法之一。
DMAIC是一个缩写，代表Define(定义), Measure(测量), Analyze(分析),Improve(改进), Control(控制)五个阶段。
首先，我们需要定义过程的目标，调查这个过程，了解它的输入与输出以及客户的需求。
然后，我们需要测量这个过程，以了解其当前状态。
在分析阶段，我们需要收集数据、建立模型和确定问题的根本原因。
接着，我们可以开始改进，设定目标和实施改进方案。
最后，我们需要建立控制措施以确保该过程的稳定性。
2. 五力分析工具五力分析是指对竞争环境中的五个方面进行分析，包括新进入者、现有竞争者、替代品、供应商和客户。
在分析这些因素时，我们需要考虑各种市场因素，如价格、产品质量、服务质量以及市场份额等。
通过进行五力分析，我们可以了解市场定位和竞争优势并提出相应的改进方案，从而提高我们的市场份额和效益。
3. 价值流图价值流图是用来描述整个价值流程的工具。
价值流程是从原材料到成品的整个生产流程和产品供应链的全过程。
通过绘制一个图表，我们可以了解生产过流程中每个步骤的耗时、内部和外部的供应商、客户和产品等信息。
通过分析价值流程，我们可以识别、消除或简化不必要的步骤，减少阻力并流畅整个流程。
这将使过程更加高效且更加精细，从而提高质量且减少生产成本。
4. 直方图直方图是一种最常用的数据可视化工具，用于显示一组数值数据的分布状况。
六西格玛的基本统计概念
六西格玛的基本统计概念1. 引言六西格玛（Six Sigma）是一种以统计学为基础的质量管理方法，旨在通过减少变异性和缺陷来提高组织的绩效。
在六西格玛中，基本统计概念是至关重要的，它们帮助我们理解和分析数据，从而作出准确的决策和改进。
2. 总体和样本在六西格玛中，我们经常关注两个重要的概念：总体（Population）和样本（Sample）。
总体是我们感兴趣的整个数据集，而样本是从总体中随机选择出来的一部分数据。
通过对样本进行统计分析，我们可以推断总体的特性。
中心趋势度量是衡量数据集中心位置的统计指标。
常见的中心趋势度量有均值（Mean）、中位数（Median）、众数（Mode）等。
•均值（Mean）：是一个数据集中所有观测值的总和除以观测数量。
均值能够反映数据集的总体分布情况。
•中位数（Median）：是将数据集按照大小排序后，处于中间位置的观测值。
中位数能够反映数据集的中心位置，相比于均值，中位数对异常值的影响较小。
•众数（Mode）：是数据集中出现频率最高的观测值。
众数常用于描述具有离散值的数据集。
选择合适的中心趋势度量，能够帮助我们更好地理解数据的集中程度和分布情况。
分散程度度量是衡量数据集中观测值的离散程度的统计指标。
常见的分散程度度量有方差（Variance）、标准差（Standard Deviation）和极差（Range）等。
•方差（Variance）：是数据集中每个观测值与均值之差的平方的平均值。
方差越大，数据集的观测值越分散。
•标准差（Standard Deviation）：是方差的正平方根。
标准差是最常用的分散程度度量，它能够告诉我们数据集观测值的平均偏离程度。
•极差（Range）：是数据集中最大观测值和最小观测值的差值。
极差能够提供数据集的范围大小。
通过分散程度度量，我们可以了解数据集观测值的离散程度，有助于判断数据的稳定性。
5. 正态分布和六西格玛原则正态分布（Normal Distribution）在六西格玛中起着重要的作用。
六西格玛介绍(Six Sigma Introduction)
B9818
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LCL=0
0.0504
__XULC=CL0L==.0005..0005350302741586
0.0496
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0.0512
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Operator * Part No. Interaction
Operator B1291 B2511 B9818
Average
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0.0496
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Part No.
制造業
檢查 保証 報廢 返工 不良品
過多的調整 加速交付成本 失去訂單 遲到交付 過多庫存 長的循環週期
傳統的質量成本 (易發現的)
錯失的机會 隱藏工厂
其他的質量成本 (無形的)
(難于測量)
COPQ 能映射出西格瑪能力
COPQ = Cost of Poor Quality
8
質量成本 (COPQ)
利潤
多變量分析 相關性
分析
T-Test, ANOM, ANOVA
篩選設計 DOE’s, RSM
品質系統 SPC, 控制計划
改善 控制
8 - 10 4-8 3-6
優化的工序
輸入因子 潛在的輸入因子
KPIVs
關鍵的 KPIVs 強勢影響的 KPIVs
21
六西格瑪架构
從上至下進行增殖
质量管理前沿领域SixSigma简介
实际问题
统计问题
统计解法
实际解法
X里都有什么?
f是什么模样？
如何决定X的最佳值和规格?
为了满足最佳值和规格，对X管理。(标准化，预防失误，SPC适用等)
科学的问题解决方法
Six Sigma特征
Y = f(X1, X2, …, XN)
过程图与测量系统
Define/Measure
Six Sigma 概要
水准? σ (Sigma)是统计学的用语，又叫「标准偏差」 。以总体的中心值位标准，其中个体值散布的程度, 即表示散布的大小。 什么叫 水准？品质特性值是正态分布时，从平均值到规格界限为止距离相当于标准偏差几倍的测度，Process散布越小，水准越大。
平均值
规格界限(USL)
哲学
Six Sigma 概要
经营战略
正确的特性
消除缺陷
顾客满足
最佳价格
市场占有率
短的CycleTime
低的保证费用
低的废弃率/ 再作业
更高的利润
更低的价格
这种结果 如何达成?
Six Sigma概要
Six Sigma Tree
达成Six Sigma，跟摘树顶端的水果是一样的。越接近最佳阶段难度越高。 因此 3 → 6σ ; 19,600倍改善
检查或试验后的数率
废弃
再作业
输入
隐患工厂
NOT
OK
作业
检查
最终产出率
OK
时间, 费用, 人员
90%
顾客品质
VA(Value Added)NVA(Non-Value Added)
VA
过程中心
NVA
Six Sigma的特征
六西格玛(Six-Sigma)
六西格玛(Six Sigma)目录• 1 六西格玛管理法简介• 2 6σ管理法的概念• 3 DPMO与六西格玛的关系• 4 6西格码质量管理方法对企业管理的作用o 4.1 6西格码质量管理对经营业绩的改善o 4.2 6西格码管理对企业文化建设的作用• 5 西格码质量管理方法的流程• 6 实现西格码质量管理的模式六西格玛管理法简介六西格玛(6σ)概念于1986年由摩托罗拉公司的比尔·史密斯提出,此概念属于品质管理范畴,西格玛(Σ,σ)是希腊字母,这是统计学里的一个单位,表示与平均值的标准偏差。
旨在生产过程中降低产品及流程的缺陷次数,防止产品变异,提升品质。
六西格玛的由来六西格玛（Six Sigma）是在九十年代中期开始被GE从一种全面质量管理方法演变成为一个高度有效的企业流程设计、改善和优化的技术，并提供了一系列同等地适用于设计、生产和服务的新产品开发工具。
继而与GE的全球化、服务化、电子商务等战略齐头并进，成为全世界上追求管理卓越性的企业最为重要的战略举措。
六西格玛逐步发展成为以顾客为主体来确定企业战略目标和产品开发设计的标尺，追求持续进步的一种管理哲学。
20世纪90年代发展起来的6σ(西格玛)管理是在总结了全面质量管理的成功经验,提炼了其中流程管理技巧的精华和最行之有效的方法,成为一种提高企业业绩与竞争力的管理模式。
该管理法在摩托罗拉、通用、戴尔、惠普、西门子、索尼、东芝行众多跨国企业的实践证明是卓有成效的。
为此,国内一些部门和机构在国内企业大力推6σ管理工作,引导企业开展6σ管理。
6σ管理法的概念6σ管理法是一种统计评估法,核心是追求零缺陷生产,防范产品责任风险,降低成本,提高生产率和市场占有率,提高顾客满意度和忠诚度。
6σ管理既着眼于产品、服务质量, 又关注过程的改进。
“σ”是希腊文的一个字母,在统计学上用来表示标准偏差值,用以描述总体中的个体离均值的偏离程度,测量出的σ表征着诸如单位缺陷、百万缺陷或错误的概率牲,σ值越大,缺陷或错误就越少。
SIX SIGMA定义汇总
(2)
SIGMA定义汇总 SIX SIGMA定义汇总
34 . 6σ =Zlt=4.5 CPK=1.5 35.CP=( USL-LSL )/6σ 6σ =Zst=6 CP=2 Zshift=Zst-Zlt Zst=Zlt+1.5 CPK=(1-K )CP K={U-(USL+LSL)/2}/{USL-LSL}/2 36.YFT:First Time Yield :无在作业修理的收益. YNA: Normalized Yield: 连续工程的平均收益 YRT: Rolled Throughput Yield: 一个产品在全工程中无一不良而合格的概率. 37.T-TEST: 两个以下某集团平均值的比较. F-TEST : 两个以上某集团散步的比较. ANOVA:两个以上某集团平均值的 比较 CHI-Square : 回数或频率数-离散性-计数性
SIGMA定义汇总 SIX SIGMA定义汇总
20.偶然原因(群内变动):1.是所有工程中存在的一般因素引起的变动 2.现有的技术条件下无法控制的原因 21. 异常原因 (群间变动):1.是工程中有外部影响中心值发生变化时可查明原因的变化因子引起的变动. 2.现工程中可控制的变动. 22. 反复性:同一测量者利用同一仪器短时间内,对同一部品,同一特性,进行反复测量时发生的测量值 变动. 23.再现性: 两名以上的测量者利用同一工具对同一部品进行测量时发生的个别测量者的平均值差异. 24. 线形性: 在测量范围内发生的正确度的差异. 25. 正确性: 标准值和实际测量值之间的差异. 26.安定性: 对同一部品间隔一段时间测量所得平均得差异. 27.FMEA:是为了明确产品设计中把可能出现的问题,决定优先顺序而使用,决定对故障MODE合适的 ACTION. 28.SPC(Statistical Process Control )统计性工程管理:对某种PROCESS调查质量规格和工程能力状态后, 通过统计资料和分析技巧的帮助,管理成希望状态的技巧. 29.为什么使用D.O.E: 1.决定什么的因子对反应值“Y”造成最大的影响. 2.对反应值“Y”造成影响的因子定量化. 3.认为重要的因子验证是否真的对PROCESS造成影响. 30.Zst:假设所有Subgroup的平均值和Targe一致时(无群内变动)的短期工程能力. *想改善短期工程能力,应把活动焦点放在减少散步上. 31.Zlt:反映所有Subgroup的平均值Shift的所有变动 (包括群内变动/群间变动 )定为长期工程能力. *想改善长期工程能力,应把活动的焦点放在平均值和散步的改善上. 32.PROCESS MAPPING (过程计划 ) : 为了调查情报流程和为了把PROCESS文字化而使用 作为明确改善机会的TOOL来使用. 33. PARETO分析: 为了找出对问题核心的ISSUE事项而使用,一般80%问题因20%ISSUE引起.
做质量必读的书
做质量必读的书做质量必读的书质量是产品或服务的关键要素之一，许多企业和专业人士都在不断努力提高质量。
为了帮助他们更好地理解和应用质量管理原理和实践，存在许多经典的书籍。
以下是一些被广泛认可且被视为质量必读的书籍。
1. 《质量控制手册》(Quality Control Handbook) - J.M. Juran 这本书是质量控制的经典之作，由质量管理领域的先驱之一J.M. Juran所著。
它详细介绍了质量控制的基本原则、工具和技术，帮助读者理解质量管理的核心概念。
2. 《质量管理与改进》(Quality Management and Improvement) - Dale H. Besterfield这本书涵盖了全面的质量管理主题，包括质量规划、质量控制、质量改进和质量保证等方面。
它提供了实用的工具和技术，帮助读者有效地管理和改进质量。
3. 《品质管理》(Quality Management: Concepts and Techniques) - Samuel Kho这本书提供了质量管理的详细概念和技术，以及实用的案例研究。
它介绍了质量管理体系、品质控制工具和技术，以及持续改进的方法，为读者提供了一个全面的质量管理框架。
4. 《品质工程》(Quality Engineering) - Genichi Taguchi这本书由日本质量工程师田口玄一所著，讨论了如何通过设计和控制来提高产品和服务的质量。
它介绍了田口方法和实验设计技术，帮助读者在产品开发过程中优化质量。
5. 《六西格玛》(Six Sigma) - Mikel J Harry, Richard Schroeder 这本书介绍了六西格玛方法论，这是一种基于数据驱动和过程改进的质量管理方法。
它解释了六西格玛的核心原则、工具和技术，以及如何应用它们来减少质量变异和改进业务绩效。
这些书籍涵盖了质量管理的各个方面，从基础知识到先进技术，适用于不同行业和组织。
六西格玛简介(中英版)
產品變異的來源
設計 製程 材料元件
不適當的設計允差 製程管制不當 零件材料不穩定
參與式管理
....
6s 品質方案的架構
• Total Customer Satisfaction
標竿研究
....
縮短作業週期
Deployment and Application of Six Sigma Concepts & Tools
Learning from Those Who Have had Success With 6sWill Accelerate its Implementation at GE
What Does “Sigma” Mean?
wasted effort Ensure continuous improvement
Design to standard parts/materials Design to standard processes Design for assembly Part standardization Supplier SPC Process standardization Statistical process control ......and more
何謂 6-Sigma ?
Motorola : • 1979 年 ，當時 Motorola一位資深業
務主管 Arthur Sundry 在高階主管會 議上說："Our quality levels really stink !"
• Six Sigma Quality Program 此名稱 乃為 Motorola工程師 Bill Smith所建 議，為Robert Galvin所採納。
Six Sigma是一种经营管理理念(ppt 181)
好的產品
有缺點的 產品
Environment 環境
来自 中国最大的资料库下载CTI Collaborative Technology mgt & Innovation
CTI
現實環境下的流程模式
M
M
M
M
M
M
i.e.
可歸因的 外在變異 (Assignable
cause)
i.e.
一般內在 因素變異 & KCC etc.
i.e. CTQ Spec. KPC, & etc.
i.e. VOC, CTC
来自 中国最大的资料库下载CTI Collaborative Technology mgt & Innovation
CTI
Six Sigma Strategies for Excellence
Marketing Leadership R&D Self-Supports Process Independently Variation Reduction Wastes Reduction
Presented by:
Eden H.C. Chen Six Sigma Academy CTI Group, USA
X Input
来自 中国最大的资料库下载CTI Collaborative Technology mgt & Innovation
CTI
Man 人
Noises噪音
Machine機 Material料 Method法
Input 流程/製程 Output
Control Control
6西格玛(英文PPT 53页)
• Key Concepts & Tools
• A Practical Example
An Overview....Not a lot of Details!!
6 Overview
“Six Sigma”
• If we can’t express what we know in the form of numbers, we really don’t know much about it.
6 Overview
Measurement System How Do We Arrive at Sigma?
Identify the CTQs
• “Critical to Quality” Characteristics or the Customer Requirements for a Product or Service
Define Defect Opportunities
• Any step in the process where a Defect could occur in a CTQ
Look for Defects in Products or Services
• Count Defects or failures to meet CTQ requirements in all process steps
5
4
3
2
1
Estimated Cost of Failure in US Industry is 15% of Sales; Taking GE From a 3 to a 6 Company Will Save ~ $10.5 Billion per Year!
六西格玛设计方法论字母
六西格玛设计方法论字母六西格玛（Six Sigma）是一种以数据为基础的管理方法，旨在通过减少变异、提高过程质量和效率，从而实现持续的质量改进。
六西格玛方法论起源于20世纪80年代的美国，最初由摩托罗拉公司引入，并在后来被通用电气公司广泛采用。
六西格玛的核心思想是通过统计分析和数据驱动的方法，将业务过程的缺陷率控制在每百万次操作中不超过3.4次，从而实现业务质量的显著提升。
六西格玛的名称来源于统计学中的标准差符号σ，它代表了一个过程的变异性。
而“六西格玛”一词则表示了一个极高的质量水平，相当于每个过程在正常分布曲线中位于6个标准差之内。
根据统计学的原理，当一个过程能够达到六西格玛的水平时，其缺陷率已经非常低，几乎可以忽略不计。
六西格玛方法论的实施需要按照一定的步骤进行。
首先，确定关键的业务过程，并建立适当的指标来衡量其性能。
其次，收集和分析大量的数据，以了解过程的当前状态和存在的问题。
然后，通过应用各种统计工具和技术，找出造成问题的根本原因，并制定改进策略。
最后，跟踪和监控改进效果，确保所采取的措施能够持续产生积极的影响。
在六西格玛方法论中，有一些常用的工具和技术被广泛采用。
例如，流程图可以帮助识别和分析业务流程中的关键环节和瓶颈，帮助确定改进的重点。
而直方图和散点图则可以用来分析数据的分布和相关性，找出异常值和异常规律。
此外，假设检验和方差分析等统计方法可以用来验证改进效果的显著性和可靠性。
六西格玛方法论的应用范围非常广泛，几乎适用于任何类型的组织和业务过程。
许多公司和组织都将六西格玛作为其质量管理体系的核心方法，以实现业务的持续改进和优化。
六西格玛不仅可以用于制造业的质量管理，还可以应用于服务行业和软件开发等领域。
六西格玛的实施可以带来许多益处。
首先，通过减少缺陷和变异性，可以提高产品和服务的一致性和可靠性，从而增强顾客满意度。
其次，六西格玛还可以帮助组织降低成本和提高效率，通过优化业务流程和资源利用率来实现。
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USL Cpu 3s LSL Cpl 3s T LSL Cpkl 3s USL T Cpku 3s
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Visual Interpretation of Cp/Cpk
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Cp
Cpk
VARIATION RELATIVE TO SPECS
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Six Steps to 6s: Relevant Tools
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PRODUCT SERVICE
Internal Reports, Metrics QFD, Req’s Matrix, Surveys Benchmark, Research
Introduction to 6s
0011 0010 1010 1101 0001 0100 1011
BB Program
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Goal of 6s
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“Six Sigma focuses all work on those aspects which lead to customer satisfaction and then improve the way work is done so that waste is eliminated and defects or mistakes are not produced.”
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Six Steps to 6s
1. Identify the Product you Create or Service you Provide 0011 0010 1010 1101 0001 0100 1011 2. Identify the Customer(s) for Your Product or Service, and Determine What They Consider Important 3. Identify Your Needs (to provide product/service so that it satisfies the Customer). 4. Define the Process for Doing the Work 5. Mistake-Proof the Process and Eliminate Wasted Effort 6. Ensure Continuous Improvement by Measuring, Analyzing, and Controlling the Improved Process
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6s History
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• • • •
Introduced in 1987 One of few Key Initiatives Used as a Quality Metric Developed by Mikel Harry for Motorola
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Compensate for Natural Variation (1.5s
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SPEC LIMITS: ± 3s
ppm LSL 3200 ppm USL 2550
ppm LSL ppm USL
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20 77,950
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Example 2
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References
• The Nature of Six Sigma Quality, Mikel Harry, 0011 0010 1010 1101 0001 0100 1011 1988, ISBN 1-56946-009-4 • Six Sigma Process Control, SPS, 1993, BR1436S/D • Measuring Six Sigma and Beyond Continuous vs. Attribute Data, Lawson, R. & B. Stuart, ISBN: 156946023X • Six Sigma Mechanical Design Tolerancing, Harry, M. & R. Stewart , ISBN: 1569460167 • Six Sigma Producibility Analysis and Process Characterization, Harry, M. & J. Lawson, ISBN: 1569490515
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CUSTOMER NEEDS
DEFINE
MISTAKE PROOF
6 Steps to Problem Solving
6
CONTINUOUS IMPROVEMENT
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6 Steps to Problem Solving
1. Identifying and Selecting the Problem – A general problem area is identified and a clear problem definition is achieved. 0011 0010 1010 1101 0001 0100 1011 2. Understanding the Problem/Identifying Root Causes – Possible causes are identified and evaluated. 3. Developing Alternative Solutions – A variety of solutions is identified. 4. Selecting a Solution/Action Planning – The solutions are evaluated against certain criteria. An action plan is developed, including desired outcome and performance measures. 5. Implementing the Solution – The solution is implemented following the action plan. 6. Evaluating and Standardizing the Solution – Performance of the solution is monitored to confirm that the problem was corrected and the desired result achieved. Standardize the results across the organization and monitor to ensure progress
0011 0010 1010 1101 0001 0100 1011
s
s
s
s
s
s 99.9999998%
s
s
s
SPEC LIMITS: ± 6s
AREA UNDER CURVE: 0.999999998
ppm: 0.002
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s s s
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Compensate for Natural Variation (1.5s
ppm = [1 - PERCENTAGE] * 1,000,000
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Example 1
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s
s
s
s
s
s 99.73%
s
s
s
SPEC LIMITS: ± 3s
AREA UNDER CURVE: 0.9973
ppm: 2700
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s s s
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6s Defined
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• Sigma is a statistical measure • Helps to measure, analyze, and control improvement • It‟s a measure of “goodness”
At Motorola, the quality target is Six Sigma. This simply means that there will be extremely few defects given the complexity of the product or service.
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Normal Distribution
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s
s
s
s
s
s
n 1
x x
2
x x n
MEAN
STANDARD DEVIATION
STANDARD DEVIATION IS ALSO REFERRED TO AS “SIGMA”
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Capability Indices
BILATERAL
0011 0010 1010 1101 0001 0100 1011
UNILATERAL
USL LSL Cp 6s
Cpk Cp(1 k )
k
N 1 USL LSL 2
USL: UPPER SPEC LIMIT LSL: LOWER SPEC LIMIT N: NOMINAL OR ACTUAL MEAN T: TARGET SPEC