六西格玛管理培训教材(英文版)(ppt 53页)
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六西格玛管理培训教材(英文版)(ppt 53页)
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
Measuring & Eliminating Defects is the “Core” of Six Sigma
6 Overview
Measurement System
Some Sigma “Benchmarks”
SIGMA LEVEL
DEFECTS per MILLION
OPPORTUNITY
LSL
USL
“Upper Specification Limit”
Less Variation Means Fewer Defects & Higher Process Yields
Average Company in 3 to 4Range
6 Overview
Measurement System
A Graphic/Quantitative Perspective on Variation
Number of People Arriving at CRD
7:00 7:15 7:30 7:45 8:00 8:15 8:30 8:45 9:00 9:15
Sigma Level
2 3 4 5 6
Defects per Million of Opportunity
六西格玛管理英文PPT
Alliance Partnerships
MASET, LLC. and Motorola
Maset areas of expertise
Quality(Six Sigma)Cycle time eductionLeadershipCultural changeProject ManagementSupply chain ManagementFacilitationTraining
Key beliefs– how we will always act • Constant respect for people • Uncompromising integrityKEY GOALS– what we must accomplish • Best in class —People —Markting —Technology —Products:software\hardware and systems —Manufaction —Service • Increased global market share • Superior finacical resultsKEY 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
Welcome to
Motorola’s
Quality Story
Culture
MASET, LLC. and Motorola
Maset areas of expertise
Quality(Six Sigma)Cycle time eductionLeadershipCultural changeProject ManagementSupply chain ManagementFacilitationTraining
Key beliefs– how we will always act • Constant respect for people • Uncompromising integrityKEY GOALS– what we must accomplish • Best in class —People —Markting —Technology —Products:software\hardware and systems —Manufaction —Service • Increased global market share • Superior finacical resultsKEY 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
Welcome to
Motorola’s
Quality Story
Culture
六西格玛管理培训教材(英文版)(ppt 53页)
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
Time
Average Value
Many Data Sets Have a Normal or Bell Shape
6 Overview
Problem Solving Approach
Off-Target
XXXXXXXXXXXXXX
Center Process
On-Target
XXXXXXXXXXXXXX
• 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,
• Six Sigma: - A Definition - Applied to GE - GE Quality Initiative - Why This Approach? - Origin of Six Sigma - The “Breakthrough Strategy” - Arriving at Sigma
Time
Average Value
Many Data Sets Have a Normal or Bell Shape
6 Overview
Problem Solving Approach
Off-Target
XXXXXXXXXXXXXX
Center Process
On-Target
XXXXXXXXXXXXXX
• 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,
六西格玛管理(JimBossertBankofAmerica)
Strategy
• Know What’s Important to the Customer
• Reduce Defects • Center Around Target • Reduce Variation
Breakthrough Improvement Not Incremental!
Profit
Customer
Tools Qualitative, Statistical and Instructional
Devices for “Observing” Process Variables & Their Relationships as well as “Managing” their Character
STATISTICAL THINKING WILL ONE DAY BE AS NECESSARY FOR EFFICIENT CITIZENSHIP AS THE ABILITY TO READ AND WRITE. -H.G. Wells
DATA IS NOT KNOWLEDGE. IN ORDER TO GIVE UP ITS KNOWLEDGE, DATA MUST BE TORTURED. STATISTICS ARE THE IMPLEMENTS OF TORTURE. Mikel Harry
Knowledge is the Foundation
“When you can measure what you are speaking about, and express it in numbers, you know something about it; but when you cannot express it in numbers, your knowledge is of a meager and unsatisfactory kind. It may be the beginning of knowledge, but you have scarcely, in your thoughts, advanced to the state of science.”
6sigma黑带培训教材(英文).ppt
a) percentage (%) b) parts per million (ppm) c) parts per billion (ppb)
Process Capability
Process Capability studies can • indicate the consistency of the process output • indicate the degree to which the output meets specifications • be used for comparison with another process or competitor
Process Limits (LPL and UPL)
• measures the variation of a process • the natural 6 limits of the measured characteristic
Control Limits (LCL and UCL)
• measures the variation of a sample statistic (mean, variance, proportion, etc)
estimated via the following:
Fx Prx LSL Prx USL
LSL
USL
LSL
1
USL
ZLSL 1 ZUSL
For characteristics with only one specification limit:
Three Types of Limits
Process Capability
Process Capability studies can • indicate the consistency of the process output • indicate the degree to which the output meets specifications • be used for comparison with another process or competitor
Process Limits (LPL and UPL)
• measures the variation of a process • the natural 6 limits of the measured characteristic
Control Limits (LCL and UCL)
• measures the variation of a sample statistic (mean, variance, proportion, etc)
estimated via the following:
Fx Prx LSL Prx USL
LSL
USL
LSL
1
USL
ZLSL 1 ZUSL
For characteristics with only one specification limit:
Three Types of Limits
六西格玛项目模板(PPT53页)
表现比较知道的？还是与理论最佳值比较？） 它比其他问题严重吗? （可以考虑用Pareto图） 说明该问题造成的后果有多严重？或不做会有什么后果？ 该问题发生在何时？最近三个月或更长时间里该问题的表现如何？ （可以考虑使用时序图或柱状图表示过去的趋势，取每月的平均值
展示）。
精益六西格玛项目 3
D3 战略关联
X1:
X5:
X2:
X6:
X3:
X7:
X4:
X8:
3.通过FMEA共筛选出XXX个X
X1:
X4:
X2:
X5:
X3:
X6:
4.快赢改善了XXX个X
X1:
X4:
X2:
X5:
M10 测量阶段小结
经过过程图，因果矩阵，FMEA及快赢措施，筛选出的重要 X是：
A阶段将分别验证4个X对各自相关Y的影响，进一步识别根本原因。
精益六西格玛项目 19
M6 快赢措施2
主要的快赢措施：改善了哪个X,对哪个Y有改善？
精益六西格玛项目 20
M7 第2次潜在失效模式及后果分析
改善后的风险优先数与改善前相比大大降低了！！
精益六西格玛项目 21
M8 项目指标现况
针对X采取快赢措施后，通过对项目的持续关注，项目的指标近况如下：
精益六西格玛项目 22
输入变量从人，机，
料，法，环，测方面 查找原因 注意X每XX个XXXX必X须X 细化X，XX 具体
XXXXX XXXXXXXX
XXXXXXXX
X类X型X 填写X使X用XXXC或UX或XXNX代X表XXX
C: 可控
U:不可控
N:目前没有控制
XXXXXXXX XXX
XXX
展示）。
精益六西格玛项目 3
D3 战略关联
X1:
X5:
X2:
X6:
X3:
X7:
X4:
X8:
3.通过FMEA共筛选出XXX个X
X1:
X4:
X2:
X5:
X3:
X6:
4.快赢改善了XXX个X
X1:
X4:
X2:
X5:
M10 测量阶段小结
经过过程图，因果矩阵，FMEA及快赢措施，筛选出的重要 X是：
A阶段将分别验证4个X对各自相关Y的影响，进一步识别根本原因。
精益六西格玛项目 19
M6 快赢措施2
主要的快赢措施：改善了哪个X,对哪个Y有改善？
精益六西格玛项目 20
M7 第2次潜在失效模式及后果分析
改善后的风险优先数与改善前相比大大降低了！！
精益六西格玛项目 21
M8 项目指标现况
针对X采取快赢措施后，通过对项目的持续关注，项目的指标近况如下：
精益六西格玛项目 22
输入变量从人，机，
料，法，环，测方面 查找原因 注意X每XX个XXXX必X须X 细化X，XX 具体
XXXXX XXXXXXXX
XXXXXXXX
X类X型X 填写X使X用XXXC或UX或XXNX代X表XXX
C: 可控
U:不可控
N:目前没有控制
XXXXXXXX XXX
XXX
6sigma培训教材(PPT 59页)
第十八页，共58页。
对一个3西格玛水平的企业来说，提高一个西 格玛水平可取得(qǔdé)下述收益：
利润率增长20% 产出才干提高12%—18% 添加休息力12% 资本投入添加10%—30%
第十九页，共58页。
那么为什么要追求六西格玛？停留在4或5西格 玛行不行？毕竟这已是逾越99%的〝好〞了。 用中国邮政的统计资料，假定信件的处置抵达 99%〔3.8西格玛〕的准确投递率，这说明约 每小时要投错或丧失邮件(yóujiàn)数逾越9500 件，六西格玛意味着这一数字将降到3.4。
第二十二页，共58页。
假定组织现有的任何一个竞争对手或新的竞争 对手，内行业内或组织的细分市场上抵达六西 格玛质量水平，组织获利的日子可以为数不多 了。六西格玛可以带来大幅度改良过去质量水 平的举动命令，并能从基本上改动组织的市场 位置。一旦行业内某个组织成功地实施并坚持 了六西格玛运营战略，成为(chéngwéi)并坚持 业界指点位置的方法那么是比竞争对手更明智 地实施六西格玛。
第二十一页，共58页。
◆什么都不做意味着什么
我们不得不说明这个效果：〝六西格玛真的值 得做吗？〞对应的另一个方面的效果是：〝假 定我们不做六西格玛会付出什么本钱？与什么 都不做的本钱有多大区别？〞
〝什么都不做〞这一选择关于某个组织而言， 可以是正确的择，但是(dànshì)组织需求在 比拟什么都不做的本钱与做一些的本钱之后再 做这个决策。
第十四页，共58页。
三、受益(shòuyì)于6sigma管理的企业和组织
摩托罗拉公司在1986年率先提出6sigma管理方式并在 企业中推行。自从采取6sigma管理后，该公司平均每 年提高消费率12.3%，因质量缺陷(quēxiàn)构成的损 失添加了84%，摩托罗拉公司因此取得了庞大的成功， 成为世界著名跨国公司，并于1998年取得美国鲍德里 奇国度质量管理奖。美国通用电气公司〔GE〕自 1995年推行6sigma管理方式以来，由此所发作的效益 每年呈减速度递增：每年节省的本钱为1997年3亿美 元、1998年7.5亿美元、1999年15亿美元；利润率从 1995年的13.6%提升到1998年的16.7%。
对一个3西格玛水平的企业来说，提高一个西 格玛水平可取得(qǔdé)下述收益：
利润率增长20% 产出才干提高12%—18% 添加休息力12% 资本投入添加10%—30%
第十九页，共58页。
那么为什么要追求六西格玛？停留在4或5西格 玛行不行？毕竟这已是逾越99%的〝好〞了。 用中国邮政的统计资料，假定信件的处置抵达 99%〔3.8西格玛〕的准确投递率，这说明约 每小时要投错或丧失邮件(yóujiàn)数逾越9500 件，六西格玛意味着这一数字将降到3.4。
第二十二页，共58页。
假定组织现有的任何一个竞争对手或新的竞争 对手，内行业内或组织的细分市场上抵达六西 格玛质量水平，组织获利的日子可以为数不多 了。六西格玛可以带来大幅度改良过去质量水 平的举动命令，并能从基本上改动组织的市场 位置。一旦行业内某个组织成功地实施并坚持 了六西格玛运营战略，成为(chéngwéi)并坚持 业界指点位置的方法那么是比竞争对手更明智 地实施六西格玛。
第二十一页，共58页。
◆什么都不做意味着什么
我们不得不说明这个效果：〝六西格玛真的值 得做吗？〞对应的另一个方面的效果是：〝假 定我们不做六西格玛会付出什么本钱？与什么 都不做的本钱有多大区别？〞
〝什么都不做〞这一选择关于某个组织而言， 可以是正确的择，但是(dànshì)组织需求在 比拟什么都不做的本钱与做一些的本钱之后再 做这个决策。
第十四页，共58页。
三、受益(shòuyì)于6sigma管理的企业和组织
摩托罗拉公司在1986年率先提出6sigma管理方式并在 企业中推行。自从采取6sigma管理后，该公司平均每 年提高消费率12.3%，因质量缺陷(quēxiàn)构成的损 失添加了84%，摩托罗拉公司因此取得了庞大的成功， 成为世界著名跨国公司，并于1998年取得美国鲍德里 奇国度质量管理奖。美国通用电气公司〔GE〕自 1995年推行6sigma管理方式以来，由此所发作的效益 每年呈减速度递增：每年节省的本钱为1997年3亿美 元、1998年7.5亿美元、1999年15亿美元；利润率从 1995年的13.6%提升到1998年的16.7%。
六西格玛管理培训教材英文版
4
1 Misspelled Word
per 30 Pages in a Book
Money
$2.7 Million Indebtedness per $1 Billion in Assets
Time
3 1/2 Months per Century
$63,000 Indebtedness per $1 Billion in Assets
6 Overview
What Does “Sigma” Mean?
Sigma is a Measure of the Consistency of a Process
It (is Also the 18th Letter in the Greek Alphabet!
6 Overview
Why Does GE Need A Quality Initiative?
We Must Acknowledge Our Vulnerabilities • Poor Quality That Impacts Customers • Problems with NPI • Too High Internal Costs
We Need a Major Initiative to Move From Where we Are to Where we Want to be
time it would have taken to climb the learning curve on our own.”
John F. Welch, Jr. 1995 GE Annual Report
A Rigorous Method for Measuring & Controlling Our Quality
6西格玛质量管理培训课程(共52张PPT)
测量
Measure
改善
Improve
分析
Analysis
什么是 6-Sigma
DMAIC
定义： 确定需要改进的产品和/或工序，决定项目需要
什么资源。
测量： 定义缺陷、收集有关产品或工序现状的(底线)数
据，确立改进的目标。
分析：分析在测量阶段所收集的数据，以确定一组按重
要程度排列的影响质量的变量。
?以客户为中心?领导作用?全员参与?过程方法?管理的系统方法?持续改进?基于事实的决策方法?互利的供方关系人才培养发展机制质量成本质量信息质量监控政府关系危机处理企业文化人员意识知识共享质量保证体系研发采购生产营销交付组织架构质量规划战略规划执行流程支持保障客户需求标标准服务联想质量管理体系持续改善机制持续改善机制?质量管理体系框架内容提要?对对sixsigma的认识?持续改善机制的建设日常工作包含两项最主要的内容
绿带 (GB，Green Belt)：半专职的六西格玛项目组成员，所做的工作与黑带类似，已接受过DMAIC程序的培训，但可兼任其他 业务。
黑带 (BB，Black Belt)：专门从事六西格玛项目的骨干力量，来自企业各个部门，经过6西格玛改进过程和工具的全面培训，熟悉 6西格玛改进过程，具有较强的组织与协调能力，指导或领导6西格玛改进项目的进行。
改进： 优化解决方案，并确认该方案能够满足或超过
项目质量改进目标。
控制：确保对工序的改进一经实施就能够持之以恒，并
确保工序不会返回到以前的状态。
什么是6-Sigma
DMADV
审核
Verify
定义
Define
测量
Measure
设计
六西格玛管理(JimBossertBankofAmerica)
Now the problem is:
“How do we get the people to believe that we are really going to do something and stick with it?”
Philip B. Crosby
“Nothing flourishes until is is clear in the mind of the thought leaders”
What is Six Sigma? Jim Bossert Bank of America
The problem used to be:
“How do we get management interested enough in quality to do something about it?”
Data Builds Knowledge
Planning
Execution
Questions to be Answered Drive Data Collection
What do I need to know to make Decisions? How do I need to see the information?
s
Sigma is a letter in the Greek Alphabet
Vision Goal Philosophy Metric Method Tool Symbol Benchmark Value
What is Six Sigma ?
A level of performance that reflects significantly reduced defects in our products
“How do we get the people to believe that we are really going to do something and stick with it?”
Philip B. Crosby
“Nothing flourishes until is is clear in the mind of the thought leaders”
What is Six Sigma? Jim Bossert Bank of America
The problem used to be:
“How do we get management interested enough in quality to do something about it?”
Data Builds Knowledge
Planning
Execution
Questions to be Answered Drive Data Collection
What do I need to know to make Decisions? How do I need to see the information?
s
Sigma is a letter in the Greek Alphabet
Vision Goal Philosophy Metric Method Tool Symbol Benchmark Value
What is Six Sigma ?
A level of performance that reflects significantly reduced defects in our products
酒店六西格玛培训讲座(英文版)(ppt 66页)
• How well we are meeting the Customers requirements
• Critical to Quality Measures
- Measure:
- Goal:
-System of management:
•Define the capability of a process
Six Sigma: Process Focused
Process is Series of Activities that: • Take Inputs, • Adds Value, • Produces Output
Customer is any person or organization that receives a product or service (Output) from our work activities (Process)
Major opportunity Major risk
•No common method for sustaining, leveraging and transferring innovation across Starwood
•Lack of robust processes to sustain above average EBITDA growth rates:
Global GSI Composite
Dissatis.
9% Highly
Satisfied
Satisfied
41%
50%
Opportunity
“Highly Satisfied” =3-6x
more stays vs. “satisfied”
六西玛格管理培训资料英文版
Purpose
The purpose of FMEA is to identify the potential failures, their causes, and effects, and prioritize their corrective actions to prevent failures from occurring
The core concepts of Six Sigma include six aspects, namely Define, Measure, Analyze, Improve, Control, and Deploy. These six steps constitute a complete Six Sigma project cycle.
Definition: Experimental design is a method used to plan and conduct experiments to optimize a process or system
Purpose: The objective of experimental design is to minimize the number of experiments required to achieve the desired results while ensuring that all variables are controlled and measured accurately
Identify root cause
Analyze the root cause of the problem, rather than surface phenomena, to develop effective solutions.
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A Rigorous Method for Measuring & Controlling Our Quality
6 Overview
What Does “Sigma” Mean?
Sigma is a Measure of the Consistency of a Process
It (is Also the 18th Letter in the Greek Alphabet!
2 1/2 Days per Century
5
1 Misspelled Word in
a set of Encyclopedias
$570 Indebtedness per $1 Billion in Assets
4
1 Misspelled Word
per 30 Pages in a Book
Money
$2.7 Million Indebtedness per $1 Billion in Assets
Time
3 1/2 Months per Century
$63,000 Indebtedness per $1 Billion in Assets
to Design for Quality Concepts • Has Support and Commitment of Top Management
It Works!!!
6 Overview
Sigma: A Measure of Quality
Sigma 3
Spelling
1.5 Misspelled Words per Page in a Book
“...will bring GE to a whole new level of quality in a fraction of the
time it would have taken to climb the learning curve on our own.”
John F. Welch, Jr. 1995 GE Annual Report
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
We Must Acknowledge Our Vulnerabilities • Poor Quality That Impacts Customers • Problems with NPI • Too High Internal Costs
We Need a Major Initiative to Move From Where we Are to Where we Want to be
• Six Sigma Structure
• 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.
• If we don’t know much about it, we can’t control it.
• If we can’t control it, we are at the mercy of chance.
Mikel J. Harry Presidenc.
• Proven Method to Reduce Costs • Highly Quantitative Method – Science and Logic Instead of Gut Feel • Includes Manufacturing & Service (close to customer) and Provides Bridge
6 Overview
Why Does GE Need A Quality Initiative?
GE Raising The Bar • New Goal to be “Best in the World” vs. #1 or #2 • Customers are Expecting More, we Must Deliver • “Ship-and-fix” Approach no Longer Tolerated in the Market • Aim to Speed Past Traditional Competitors in 5 Years • Goal Consistent with Reduced Total Costs
6 Overview
Why Does GE Need A Quality Initiative?
Cost of Failure (% of Sales)
40% 35% 30% 25% 20% 15% 10%
5%
Defects per Million 3.4 Sigma 6
233 6210 66,807 308,537 500,000
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!
Why “Six Sigma”?
• Proven Successful in “Quality-Demanding” Industries e.g., Motorola, Texas Instruments (many process steps in series)