{六西格玛管理}六西格玛管理绿带介绍

此处是大标题样稿字样十五字以内•Content1. 6 σ Quality System ---Why need2. 6 σ --- Overview3. 6 σ --- Methodology3.1. 6 σ --- Define3.2. 6 σ --- Measure3.3. 6 σ --- Analysis3.4. 6 σ --- Improve3.5. 6 σ --- Control4. Conclusion•1. 6 Quality System ---Why need•1.1. 從產品飽受競爭威脅的觀點以美國為例， 1975-1985年，日本挾其『反向技術』(Reversed Technology)優勢，將其高品質的產品推向美洲大陸，使得美國一向以經濟與技在1970-1989年間美國的市場佔有率：＊電視機從50%降至2%＊收音機從50%降至2%＊汽車從78%降至28%＊影印機從90%降至20%＊照相機從90%降至5%＊鋼鐵從40%降至30%美國與日本製程能力之比較•年代美國日本•製程能力品質水準製程能力品質水準•1970 0.67 2σ• 1.00 3σ•1980初4σ•1980中 4 ~ 5σ•1980末•~ 1990初 Motorola• 6σ方法：•不合格率3.4PPM•相當於 6σ•美國企業競爭力衰退的原因•美國管理文化中含有不信任的氣氛，這種表現在嚴格的審核、管制、檢查的管理制度上，無形造成過度的管理成本上漲。

『這種管理監督的作風，大體受到泰勒式科學管理影響的結果』。

•日本經營之神松下幸之助在一次對美國企業界人士發表演說，提到：『你們的公司經營是以泰勒法則為基礎，更糟的是頭腦皆已泰勒化，因此堅信正確的管理，應是管理者在一邊，工人在另一邊，一邊的人只管思考，另一邊的只管工作。

給你們一句忠告：「管理是執行•1.2. 由需求的觀點•在70年代，產品達到2σ便達到標準。

在80年代，品質要求已提升至3σ，但此標準美國會發生以下事件：•※每年有20,000次配錯藥事件•※每年有超過15,000個嬰兒出生時會被拋落地上•雖然3σ合格率已達到99.73%的水平，但相信各位對以上品質要求並不滿意。

所以有很多公司已要求「6σ」的品質管理，其合格品率為99.99966%。

•在3σ水準，由1000個零件組成的產品中，每15個產品中只有1個產品是好的。

在6σ水準則1000個產品卻有996.6好的。

•1.3. 從成本的觀點•1.4. 從時代趨勢的觀點(1)時間經濟附加價值開端成長成熟衰退典型的產品生命週期•1.4. 從時代趨勢的觀點(2)經濟附加價值大型電腦主機迷你電腦與微電腦個人電腦掌上型電腦、電子書網路電視、GPS、行動電話電腦晶片的生命週期1947 1985 1990 2000•1.4. 從時代趨勢的觀點(3)全球化與經濟附加價值農業時代工業時代資訊時代?時代6000BC 1760 1950 2000時間與主要的技術時代•1.5. 從品管大師的觀點•J. M. Juran, 1994年在美國品質管理學會年會會上說,“20世紀以生產力的世紀載入史冊, 未來21世紀是品質的世紀”•1.6. 從策點管理的觀點•欲建立及維持組織競爭優勢，效率、創新、品質及顧客回應扮演著主要角色。

較佳的效率競爭優勢低成本差異化較佳的創新較佳的品質較佳的顧客回應•1.7. 從近代品質系統的觀點•※ ISO-9000•Effectiveness: 5•※ QS-9000•Effectiveness: 10•※ Malcolm BaldrigeGuideline•Effectiveness: 25•※ TQM•Effectiveness：35•※ 6 σ---The Little Q•Effectiveness: 50•※ The Ultimate 6 σ---The Big Q•Effectiveness: 90(上述品質系統均於80年代末•2. 6 σ Overview•6 σ, the way to create profit.Sigma ImproveCustomerSatisfaction&Profitsincrease DefectsDecreasecostsDecrease• 6 History (1)Something must be wrong 1975 Motorola TV business failed due to poor profit and sold to a Japanese Company Assigncorporatequalityoffices1980Corporatemovement“Great QualityAwakening”program1981Focus on Qualityand TotalCustomerSatisfaction(TCS)• 6 σ History (2)Establish Motorola Training & Education Center1981Launch Quality System Review (QSR) program19825 years, 10×Quality improvement goal set6σ theory and concept initialized 1986Bill Smith & Mikel Harry presented the idea to CEO Galvin• 6 History (3)Quantitative Operation Quality Initiative 1987Motorola TexasInstrumentBusiness-wideStrategic Management1995Nokia, GE, Allied Signal, Hitachi, Panasonic, Sony,Whirlpool, Honeywell, Boeing, Dupont•6 Innovation Modeling•(3c-customer, competitor, company)•(3e-excitation, employment, entertainment)•(3p-product, process, person)Innovation BoxChange ofBusiness Situation (3C)Object (3P)Method (3E)Purpose . Profit . Skill-Up•The Many Aspects of 6Tool Symbol Metric MethodValueGoal VisionBenchmarkPhilosophy•6 σ as a Metric---The high level of sigma, the lower the probability of producing a defect.Spec. LimitTarget Limit Some Chance of Defectμ3 σSpec. LimitTarget LimitMuch Less Chanceof Defectμ6 σ•6 σ as a Metric6σDPMO1691,5002308,537366,80746,21052336 3.4 (Shifted 1.5σ)•如何 6 σ導入•一般來說，從3 σ到4 σ階段，是企業可以自行改善的範圍，但這樣的品質標準並沒有辦法讓企業變得很有競爭力；•從4 σ到5 σ階段，就必須找尋可以學習的標竿企業(Benchmarking)，當成比較與學習的對象；而5 σ到6 σ•6 σ Activity•6σ activity is to find out critical factors to quality (CTQ ) at customer’s point of view and to reduce the defects less than 3.4 DPMO(PPM).LSLUSLμ？σDefec tM 6σ in R&D6σ in MFG.Compan yCustomer Custome rCTQ VOC VOB6σ3.4 DPMO New Std.3σ66800 DPMO Past Std.•How Do We Improve Process Capability?•♦ Increase the tolerance•♦ Decrease the spread or variation of theprocess•♦ Shift the average by:•♦♦ Centering the average if the spec. has two limits•The Cost Opportunity1.5σ2σ3σ4σ5σ6σ0510********About 15% of Sales, Cost Opportunity on 3σ CompanyCost of Failure (% of Sales)•The Cost of Poor Quality (COPQ)Long Cycle Times , More Setups ,Expediting Costs , Lost Sales ,Engineering Change order , Overtime , Late delivery , Lost Opportunity ,Lost Customer Loyalty , Excess InventoryRejects, Warranty,Inspection, Scrap, Rework•Who is Implementing 6 •Motorola1987•Texas Instrument1988•ABB (Asea Brown Boveri) 1993•Allied Signal1995•6 Benefits(Case 1) ---Motorola over 12 yrs•Increase productivity an average of 12.3% per year •Reduced the cost of poor quality by more than 84%•Eliminated 99.7% of in process defects•Save more than $11billion in•6 Benefits(Case 2) General Electric(Million Dollars)CostProfit1996 240, 2001997400, 7001998450, 12001999520, 25202000600, 3000•6 Benefits( Case 3) Texas InstrumentsBefore (1988)After (1993)COPQ30%7%DPMO1040009000Scrap$3M$0.3MYield84.5%98.9%Cycle Time (Week)114•The Focus of 6 If we are perfectly control X, should we constantly test and inspectY?Y = f (X)YX1X2X3X4X1、X2、…Xn◎Independent ◎Input-Process ◎Cause ◎Problem ◎ControlY◎Dependent ◎Output ◎Effect ◎Symptom ◎Monitor•6 σ is Applying Overall Business SystemR&D6σTrans-actionMfgDesign SSManufacturingSSTransactionalSS•6 MethodologyMeasure Analyze Design VerifyMeasureAnalyzeImprove ControlDefineTranslateY N New Process/ Product ?Achievable Goal ?NY•What is different with 6 σTraditional Quality6σ◎Central Organized ◎Not Formal Structure for Tool Application ◎Lack of Support in using Tools ◎Lack of Structured Training ◎Inspect Quality in (Focus on “Y”)◎Black Belt Report Directly Into Function◎Structured Use ofStatistical Tools toAid Problem Solving◎Data-Based Decisions◎Structured Training inApplied Statistics◎Control Process Input(X’s)• 6 σ Organization•6 σ Organization◎ExecutiveProject Selection and Support◎6σTechnical Lead 6σ Coach Project &BB ◎6σ Project Team Lead ◎6σ Project Team Member ◎All staffs (6σ overview)Champion Master Black Belt(MBB)Black Belt (BB)Green Belt (GB)White Belt (WB)•3. 6 Methodology•5 Stage of DMADV and New Tools---- Design For Six Sigma (DFSS)---- Black Belt3.1. DMAIC Methodology5 Stages DMAIC Methodology and Statistical Tools •Phase: Define•Steps; Work Breakdown & Tool•D1 Validate Business Opportunity;•3C Analysis, Identify Customer, Cost/Effect Analysis•D2 Define Customer Requirement;•VOC, VOB, QFD•D3 Project Planning;•Project Team, Project Charter, COPQ•Define Steps (1)VisionBusiness StrategyBig Y (CTQ)Small y ---Project(Goal, Scope,Performance Index)•Define Steps (2-1)•Vision:最具競爭力的企業(GE)•Strategy---The Three Circle (GE)核心事業◎照明◎大型家電◎馬達高科技事業◎醫療系統◎工業電子◎航太服務事業◎信用公司◎資訊服務◎核能服務•Define Steps (2-2) ---The Three Circle (GE)•Jack Welch (GE’S CEO)畫三個圓圈：核心、高科技與服務。