introduction to six sigma (hs yam - rev a)1
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6SIGMA_黑带培训教材
Albert Einstein 阿尔伯特 爱因斯坦
The history of Six Sigma 六西格马的发展历史
Six Sigma founded by 六西格马源于 "摩托罗拉必须导入六西格马因为我们在市场竞争 中不断被外国公司击败,这些公司能够以更低的成 本生产出质量更好的产品！" Bob Galvin
"The problems we face today cannot be solved at the same level of thinking we were at when we created them." "如果我们的思维能力还是停留在之前的层次上,那么我们今天所面对的问题就无法得到解决."
"Six Sigma is the most important initiative GE has ever taken … it’s part of the genetic code of out future leadership" "六西格马是通用电气所有大型推广项目中最具重要意义的…..它将成为公司现在和将来的管理模式,同样运用于公司未来的发展中．" Jack Welch , Ex-CEO for GE
Topics of discussion 讨论课题
－Ⅳ Project selection 项目选择 Project selection’s approaches --- Flow Down / Up Approach 项目选择方法----由下至上／由上至上 Harvesting the fruits of Six Sigma 收获六西格马的成果 Project Authorization 项目授权 The focus of Six Sigma project 六西格马项目的焦点 －Difference between Six Sigma Breakthrough Improvement and ISO/ QS Certification ----- Customer’s expectation 六西格马突破性改善同ISO/QS认证之间的区别--- 客户满意度的区别 －Six sigma Benefits 六西格马的效益 －Six Sigma in general 六西格马概要 －Six Sigma Quiz for executives 六西格马 高层管理层的测验
SixsigmaintroductionGBtraining
六西格玛是什么?
消除变异的所有 来源
1) 一瞥 2) 目的 3) 哲学 4) 公式 5) 方法 6) 工具 7) 符号 8) 基准 9) 价值
8
是一种业绩水平
对过程能力的统计测量，也是进行比较的 基准
应用基本统计工具来帮助我们测量， 分析，改进和控制我们的流程
对客户的承诺，分享价值而获得和接受 的业绩水平
• Provide an understanding of how Six Sigma uses specific statistical tools through the DMAIC stages
• 提供对六西格玛怎样使用统计工具贯穿ＤＭＡＩＣ阶段的理解
• Introduce the role of a Black Belt and players in the Six Sigma system • 介绍黑带在六西格玛系统中的任务
Commitment” * Ishikawa – “7 Basic tools of Quality”, Fishbone Diagram * Taguchi – Taguchi Design, QFD * Shingo – JIT, Error Proofing, SMED (part of Toyota Production System)
• Explain the Certification Process • 解释认证过程
History of Quality Movement
1920 1924 1950’s
Statistical theory applied in quality control Shewhart Control Chart Japan quality moves started with help from Juran, Deming & Feigenbaum,
六西格玛简介
逃 脱 的 不 良 品 不良品数量总计 无论你的核对总和测试流程如何完善，制造出的不良品越 多，流到客户那里的不良品也就越多
13
Six Sigma的流程
组件跨功能的团队
由团队完成专案章程的定义和目标
并接受流程变异研究的培训 使用分析和统计方法
团队合作极为重要
14
流程改善
待解决或改善的问题（专案） 定义(D)
商业交易
Six Sigma 致力于寻找一种方法， 以减少流程及流程结果中的问题。
4
Six Sigma在日常生活中
商业
•生产产品 •快递 •服务
个人
•指纹打卡 •打球 •计算
5
Six Sigma水准和良率
6
Six Sigma衡量标准
σ
2
3 4 5 6
PPM
308537
66807 6210 233 3.4
流程能力
每百万不良品数
7
Six Sigma的概念
哲学：让数据说话，用数据来发掘问题的根本原因，籍以缩小变异来 达到经营目标 积极的目标：3.4DPPM，趋近完美的工业表现 专案管理系统：一套整合企业管理活动，涵盖策略、方针、目标、KPI、 行动、辅导、考核、奖惩、教育训练、知识管理等，以有效达成经营目 标的系统 手法：一套有纪律性的，数据导向的方法，透过 DMAIC 路径，来协助 决策与流程改善 工具库：是集合统计与品管手法与改善工程的工具库
售 价
总成本
生 存 的 机 会
利润 不良品质 成本
理想成本
品质是生命 Quality is Life
11
最终合格率
合格 输入 运营 评估 末站合格率
返工
“隐藏工厂”
13
Six Sigma的流程
组件跨功能的团队
由团队完成专案章程的定义和目标
并接受流程变异研究的培训 使用分析和统计方法
团队合作极为重要
14
流程改善
待解决或改善的问题（专案） 定义(D)
商业交易
Six Sigma 致力于寻找一种方法， 以减少流程及流程结果中的问题。
4
Six Sigma在日常生活中
商业
•生产产品 •快递 •服务
个人
•指纹打卡 •打球 •计算
5
Six Sigma水准和良率
6
Six Sigma衡量标准
σ
2
3 4 5 6
PPM
308537
66807 6210 233 3.4
流程能力
每百万不良品数
7
Six Sigma的概念
哲学：让数据说话，用数据来发掘问题的根本原因，籍以缩小变异来 达到经营目标 积极的目标：3.4DPPM，趋近完美的工业表现 专案管理系统：一套整合企业管理活动，涵盖策略、方针、目标、KPI、 行动、辅导、考核、奖惩、教育训练、知识管理等，以有效达成经营目 标的系统 手法：一套有纪律性的，数据导向的方法，透过 DMAIC 路径，来协助 决策与流程改善 工具库：是集合统计与品管手法与改善工程的工具库
售 价
总成本
生 存 的 机 会
利润 不良品质 成本
理想成本
品质是生命 Quality is Life
11
最终合格率
合格 输入 运营 评估 末站合格率
返工
“隐藏工厂”
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?4.1 6西格码质量管理对经营业绩的改善o 4.26西格码管理对企业文化建设的作用o 5 西格码质量管理方法的流程?实现西格码质量管理的模式6 ?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,引管理。
σ6导企业开展．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。
An Introduction to Six Sigma
Six Sigma System - Management
Management is responsible to help drive the total employee population to a higher level of problem solving proficiency
• To understand some M.A.I.C. tool kit
• To understand how you will be affected by Six Sigma methodology
Training Objective
• Define Measure, Analyze, Improve and Control • Define KPIV and KPOV
4
6,210
5
233
6
3.4
Defects per
Million Opp.
Sigma is a statistical unit of measure that reflects process capability. The sigma scale of measure is perfectly correlated to such characteristics as defects-per-unit, parts-per-million defective, and the probability of a failure/error.
Six Sigma - Performance Target
Sigma
3 Sigma
Long-Term Yield
93.32 %
Standard
Historical
精选6SigmaIntroductionT
Ground Fruit 地面上的果實Logic and Intuition 經驗和直覺What we used to beable to do withreasonablesuccess…過去我們常常能合理并成功的處理是些什麼事呢?
Introduction
Management won’t support it 管理層不支持
I already know all those tools 我已經知道所有的那些方法
A project will take forever, let’s just do it 有一個永遠也做不完的專案,我們一直在做!
It’s the flavor of the month 口頭上的好處-口惠
4s Performance4s績效
Airline deaths per passenger mile are 7s +…A Good Thing!
The Classical View of Performance
績效的古典看法
Introduction
6s Quality is not only POSSIBLE,6s品質不僅只是可能,
1. I’m busy trying to fix all the problems that we have. I don’t have time for that. 我正忙著處理現存在的問題,我沒有時間.
TOP 10 REASONS WHY SIX SIGMA IS RESISTED
What does 6 SIGMA look like….正态分布
Introduction
達到6s只是找到減少流程中變异的方法一种簡單事情,這樣最接近的規格至少是在6個標準偏差之內.
Introduction
Management won’t support it 管理層不支持
I already know all those tools 我已經知道所有的那些方法
A project will take forever, let’s just do it 有一個永遠也做不完的專案,我們一直在做!
It’s the flavor of the month 口頭上的好處-口惠
4s Performance4s績效
Airline deaths per passenger mile are 7s +…A Good Thing!
The Classical View of Performance
績效的古典看法
Introduction
6s Quality is not only POSSIBLE,6s品質不僅只是可能,
1. I’m busy trying to fix all the problems that we have. I don’t have time for that. 我正忙著處理現存在的問題,我沒有時間.
TOP 10 REASONS WHY SIX SIGMA IS RESISTED
What does 6 SIGMA look like….正态分布
Introduction
達到6s只是找到減少流程中變异的方法一种簡單事情,這樣最接近的規格至少是在6個標準偏差之內.
6sigmaintroduction精编版
1970年：TQC使日本企业的竞争力极大地提高，其中，桥车、家用电器、手表、电子产品等占领了大批国际市场。因此促进了日本经济的极大发展。全面质量管理的理论在世界范围内产生巨大影响。日本质量管理学家对质量管理的理论和方法的发展作出了巨大贡献。这一时期生产了石川馨、田口玄一等世界著名质量管理专家。这一时期产生的管理方法和技术包括： JIT—准时化生产、Kamben —看板生产、Kaizen—质量改进、QFD—质量功能展开、田口方法、新七种工具 由于田口博士的努力和贡献，质量工程学开始形成并得到巨大发展。1979年：英国制定了国家质量管理标准BS5750——将军方合同环境下使用的质量保证方法引入市场环境。这标志着质量标准不仅对军用物资装备的生产，而且对整个工业界产生影响。
机会数不同
制造过程
客户或供应商
管理活动
关注成本
标准偏差（Sigma）
缺陷率（PPM）
品质成本
竞争力水平
世界级水平
工定平均水平
缺乏竞争力的水平
测量每个过程
评估机会
缺陷数统计
利用统计表将缺陷转化为 “Sigma”值
6 σ-3.4dpmo
六西格玛和持续改善
6σ=一种系统化的持续改善方法。 1-确定能提供的产品或服务 4 – 确定工作过程 2-确定客户及其需求 5 – 消除缺陷来源/过程优化 3-确定需求及供应商 6 – 持续改善西格玛水平
TQC
六西格玛
1
2
3
4
5
聚焦于产品品质
领导不重视
缺乏有效整合
项目与财务收益未联系
项目太大，未限制目标
必须在4~6个月内完成
每个项目首先确定清晰的财务收益
项目与公司、部门战略相结合
Introduction of Six Sigma
Benefit of Six Sigma
Cost reduction Productivity improvement Market-share growth Customer retention Cycle-time reduction Defect reduction Culture change Product/service development
Quality Breakthrough
Special Variation
Natural Variation under 0 (±30)
Historical Level (0)
Reject Rate
Optimum Level (1)
Belton Confidential: For training only
Belton Confidential: For training only
Customers’ Needs Internal Metrics
Supplier
Delivery Cycle Time
Customer
Price Need Do Cost
Belton Confidential: For training only
Belton Confidential: For training only
Six Sigma Process Point of Inflection
1
p(d)
12 3 45
6
T
USL
3
This is a 6 Sigma Process
Belton Confidential: For training only
Cost Of Poor Quality (COPQ)
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Williams Edward Deming
• ProSix Sigma Is Three Things
A statistical
measurement A business strategy
(3)
A philosophy
阿里巧巧
our pace in the race for total customer satisfaction.
Sigma Process Rating
Sigma Capability 2 3 4 5 6 Defect Rate 308,770 dpmo 66,811 dpmo 6,210 dpmo 233 dpmo 3.4 dpmo
To increase our rate of quality and productivity improvement faster than our competitors
Benefits of Six Sigma
• Cost reduction
• Productivity improvement • Market-share growth • Customer retention • Cycle-time reduction • Defect reduction • Culture change
Inspection Warranty Scrap Rework Rejects
Traditional Quality Costs (tangible)
More Setups Expediting Costs Lost sales Late Delivery Lost Customer Loyalty Excess Inventory Long Cycle-Times Engineering Change Orders
Cost Of Poor Quality (COPQ)
Profit Profit Cost of Poor Quality COPQ
Price Erosion
Cost of Poor Quality COPQ Profit
COPQ
Total Cost to Manufacture and Deliver Products
• Who’s Who in Six Sigma? • Six Sigma in Seagate
阿里巧巧
What Is Six Sigma?
• 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.
• CTX’s : Parameters (X’s) critical to customer satisfaction. Includes, but is not limited to the following:
CTQ CTD CTC : : : Critical To Quality Critical To Delivery Critical To Cost
阿里巧巧
•
• • •
The Need for Six Sigma
• To deal with a world of declining product prices • To compete successfully with the best companies in the world • To establish standard language and approaches across functions and across businesses • To develop the next generation of leaders
Introduction to Six Sigma
(Measure Phase)
阿里巧巧
Scope of Module
• What is Six Sigma?
• Why the Need for Six Sigma?
• How to Apply Six Sigma?
阿里巧巧
Six Sigma — A Statistical Measurement
• It provides a quantitative performance assessment of our products, services and processes.
Theoretical Costs
Theoretical Costs
Theoretical Costs
Deming’s Chain Reaction
• Improve quality • Cost decrease due to less rework, fewer mistakes, delays and snags, and better use of time and materials • Productivity increases • Capture the market with better quality and lower price • Stay in business
阿里巧巧
Customers’ Needs Internal Metrics
Delivery
Supplier
Do
Cycle Time
Customer
Need
Price Cost
Quality Defects
阿里巧巧
Customer Satisfaction Metrics
阿里巧巧
Quality Breakthrough
Special Variation
Natural Variation under 0
Historical Level (0)
Reject Rate
(±30)
Optimum Level (1)
Natural Variation under 1 (±31)
阿里巧巧
Seagate’s Key Objectives
• Improve time to market for all products • Lead the industry in key technologies • Create world-class manufacturing processes • Develop strategic supplier relationships • Provide best-in-class product and process quality projects must be aligned with one or more of Six Sigma the above strategic • Developobjectives. relationships with key customers
• Mikel Harry, Richard Schroeder • Six Sigma (Currency, © 2000)
阿里巧巧
What Is Six Sigma?
• Six Sigma is a comprehensive and flexible system for achieving, sustaining and maximizing business success. It is uniquely driven by close understanding of customer needs, disciplined use of facts, data and statistical analysis, with diligent attention to managing, improving and reinventing business processes.
• It allows for comparisons against other similar or dissimilar products, services and processes. to establish our course and to gauge Six Sigma helps • It provides feedback on how far ahead or behind we are.
• Peter S Pande, Robert P Neuman, Roland R Cavanagh •阿里巧巧 The Six Sigma Way (McGraw Hill, © 2000)
Six Sigma Is Three Things
A statistical
Time
阿里巧巧
Why the Need for Six Sigma?
• The goal of Six Sigma is not to achieve six sigma levels of quality (i.e. 3.4 dpmo).
Six Sigma is about improving profitability; improved quality and efficiency are immediate by-products.
阿里巧巧
Six Sigma — A Philosophy
• Six Sigma is about working smarter, not harder. • Discover and neutralize harmful sources of variation • Mistakes are reduced (or eliminated) • Improved process capability • Sigma rating goes up
• ProSix Sigma Is Three Things
A statistical
measurement A business strategy
(3)
A philosophy
阿里巧巧
our pace in the race for total customer satisfaction.
Sigma Process Rating
Sigma Capability 2 3 4 5 6 Defect Rate 308,770 dpmo 66,811 dpmo 6,210 dpmo 233 dpmo 3.4 dpmo
To increase our rate of quality and productivity improvement faster than our competitors
Benefits of Six Sigma
• Cost reduction
• Productivity improvement • Market-share growth • Customer retention • Cycle-time reduction • Defect reduction • Culture change
Inspection Warranty Scrap Rework Rejects
Traditional Quality Costs (tangible)
More Setups Expediting Costs Lost sales Late Delivery Lost Customer Loyalty Excess Inventory Long Cycle-Times Engineering Change Orders
Cost Of Poor Quality (COPQ)
Profit Profit Cost of Poor Quality COPQ
Price Erosion
Cost of Poor Quality COPQ Profit
COPQ
Total Cost to Manufacture and Deliver Products
• Who’s Who in Six Sigma? • Six Sigma in Seagate
阿里巧巧
What Is Six Sigma?
• 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.
• CTX’s : Parameters (X’s) critical to customer satisfaction. Includes, but is not limited to the following:
CTQ CTD CTC : : : Critical To Quality Critical To Delivery Critical To Cost
阿里巧巧
•
• • •
The Need for Six Sigma
• To deal with a world of declining product prices • To compete successfully with the best companies in the world • To establish standard language and approaches across functions and across businesses • To develop the next generation of leaders
Introduction to Six Sigma
(Measure Phase)
阿里巧巧
Scope of Module
• What is Six Sigma?
• Why the Need for Six Sigma?
• How to Apply Six Sigma?
阿里巧巧
Six Sigma — A Statistical Measurement
• It provides a quantitative performance assessment of our products, services and processes.
Theoretical Costs
Theoretical Costs
Theoretical Costs
Deming’s Chain Reaction
• Improve quality • Cost decrease due to less rework, fewer mistakes, delays and snags, and better use of time and materials • Productivity increases • Capture the market with better quality and lower price • Stay in business
阿里巧巧
Customers’ Needs Internal Metrics
Delivery
Supplier
Do
Cycle Time
Customer
Need
Price Cost
Quality Defects
阿里巧巧
Customer Satisfaction Metrics
阿里巧巧
Quality Breakthrough
Special Variation
Natural Variation under 0
Historical Level (0)
Reject Rate
(±30)
Optimum Level (1)
Natural Variation under 1 (±31)
阿里巧巧
Seagate’s Key Objectives
• Improve time to market for all products • Lead the industry in key technologies • Create world-class manufacturing processes • Develop strategic supplier relationships • Provide best-in-class product and process quality projects must be aligned with one or more of Six Sigma the above strategic • Developobjectives. relationships with key customers
• Mikel Harry, Richard Schroeder • Six Sigma (Currency, © 2000)
阿里巧巧
What Is Six Sigma?
• Six Sigma is a comprehensive and flexible system for achieving, sustaining and maximizing business success. It is uniquely driven by close understanding of customer needs, disciplined use of facts, data and statistical analysis, with diligent attention to managing, improving and reinventing business processes.
• It allows for comparisons against other similar or dissimilar products, services and processes. to establish our course and to gauge Six Sigma helps • It provides feedback on how far ahead or behind we are.
• Peter S Pande, Robert P Neuman, Roland R Cavanagh •阿里巧巧 The Six Sigma Way (McGraw Hill, © 2000)
Six Sigma Is Three Things
A statistical
Time
阿里巧巧
Why the Need for Six Sigma?
• The goal of Six Sigma is not to achieve six sigma levels of quality (i.e. 3.4 dpmo).
Six Sigma is about improving profitability; improved quality and efficiency are immediate by-products.
阿里巧巧
Six Sigma — A Philosophy
• Six Sigma is about working smarter, not harder. • Discover and neutralize harmful sources of variation • Mistakes are reduced (or eliminated) • Improved process capability • Sigma rating goes up