6西格玛管理Six sigma management act.docx
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6西格玛管理Six sigma management act.docx
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6西格玛管理Sixsigmamanagementact
Sixsigmamanagementact
1.1,6SigmaManagementActintroduced
1.1.1,6conceptofSigmaManagementAct
"Σ"isastatisticalconcepts,referringtothestandarddeviationofthenormaldistribution,SixSigmaissixtimesthestandarddeviation,expressedintermsofqualityofproductspermillionnonconformingorappearpermilliondefectsappearonlychanceislessthan3.4times.ButSixSigmamanagementnotonlyreferstothequalityofproducts,butthebusinessmanagementtheoriesandpracticessetsystem.ThecoreconceptofSixSigmaisactuallynotonlyastandardofquality,itismorerepresentativeofanewmanagementphilosophythatcompaniescontinuetopursueanear-perfectqualityofproductsandservices.Qualityisthedegreeofdamagewithaproductorservicetotheusertomeasure,thisdefinitionappliesnotonlytothetraditionaltangibleproducts,butalsofortheserviceclassgoods.Thusthescopeoftheconceptofqualitythantheoriginalexpanded,thesizeoftheextentofthelosshasbecomeanimportantmeasureofquality,tomeasuretheloss,thefirststepshouldclearlydeterminetheneedsofcustomersintheSixSigmamanagementmethod,theserequirementsarecalled"Qualitykeypoints"(CriticaltoQuality);secondstepistocalculatethenumberofdefectsoccurred.SixSigmadefectmanagementmethodgivesacleardefinition:
meansanyeventdefectiveproductsorservicescannotmeetcustomerneedsSixSigmamanagementmethodtomeasureitfromthebeginningofthedefectsandquality.Acompany'sproductqualityistheresultofthecompany'sentireoperations,manyfactors,andcomplex.Motorola'sSixSigmaqualitymarkwithitsobjectives,sothatcomplexproblemsbecomeeasiertounderstand.Motorola,SixSigmaqualitystandardsofsignificanceasfollows:
3.4PPM(productdefectrateornumberofdefectsisthreemillionths2.4);provideabaselinecomparisonwithcompetitors;canunderstandhowfarfromflawlessSigma.6qualityfrompureliteralsense,referstothequalitylevelisreached3.4PPM,butinpracticeisunlikelytoreachthisgoal,themoreimportantpracticalsignificanceofthisconceptistoprovideareflectedtarget,sothatoperatorsfromlookatqualityissueswithinalargerrange,therebyimprovingthepreviousoutdatedworkmethodsandprocesses.6Sigmamanagementmethodisdefinedas:
aflexibleintegratedsystemapproachbywhichtoobtain,maintainandmaximizethecompany'ssuccess.Itrequiresunderstandingofcustomerneeds,thefacts,theuseofstandardizeddata,statisticalanalysis,andmanagement,improvedbusinessprocessre-inventionofcloseattention.Fromthisdefinitionisvisible,citingSixSigmamanagementisnotapurelytechnicalapproach,butforthenewissueofanewmanagementmodel,whichhasthefollowingcharacteristics:
(l)qualitythaneverbroaderperspective,concernedabouttheimpactofallaspectsofsatisfiedcustomers,includingnotonlytheproductofthestandardrequirements,moreimportantlyontheserviceprovidedmeetcustomerrequirementsonperformanceandreliability,deliveringenoughrequirements,toprovidemaximumvaluetocustomers.
(2)byimprovingtheabove-mentionedaspects,toimprovetheircorebusinesscapabilities,therebyenhancingthecompetitivenessofenterprises.
(3)Thisinnovativewaystoimprovetheprocessbytheprofessionalcore.FordifferentpurposesandapplicationsofthisspecializationprocessimprovementSixSigmamainlyreferstotheproduct/serviceprocessimprovementDMAICprocess.
(4)Intheimplementationofthe"WarriorsChampion","bigblackbeltMBB","BlackBeltBB","GreenBeltGB"fourtrainedpersonnelasaclearresponsibilitytoprotecttheorganization.
(5)Thisinnovativeapproachemphasizestheapplicationofquantitativemethods/tools,emphasizingtheneedforcustomersatisfactionanddetaileddefinitionandquantificationexpressions,eachstagehasacleargoalbythecorrespondingauxiliarytoolsormethodstoimplement.
(6)throughtheidentificationandimplementationofSixSigmaprojects,completedimprovementprojects.
(7)clearlydefinedcriteriaandmetricsforsuccess....
SixSigmaManagementActhassixthemes,therearealotoftoolsandmethodstosupportthethemebehindeach:
First,therealconcernforthecustomer
Intotalqualitymanagement,althoughthisclaimhastomeetcustomerdemand,butbecauseofrestrictionsandtheissueofstatisticalmethodsofdatacollectionatthetimeofthedegreeofimportanceofthecause,andnotmanycompaniesreallystrivetoenhancecustomerexpectationsandneedsofunderstand,evenifdone,collectcustomerdataisonlyaone-timeorshort-term,doesnotunderstandthedynamiccharacteristicsofcustomerdemandintheSixSigmamanagementprocess,focusonthecustomeristhemostimportantthing.example,SixSigmaAssessmentManagementActofperformancefromthecustomeronthefirststart.6Sigmamanagementmethodisusedtoimprovethedegreeofitsimpactoncustomersatisfactionandvaluetodefine,whileintotalqualitymanagement,andevaluationofthequalityofproducts,mainlyfromperformanceuptoconsider.
Second,thedataandfactsdrivenmanagement
SixSigmaManagementActtostrengthenthemanagementofdataandthefactthattheconceptof.6fromSigmamanagementmethodfirstclarifywhatisthekeymeansofstandardizedbusinessperformancestarted,thenusestatisticaldataandanalyticalmethodstoconstructoptimaltargetsforkeyvariablesandunderstanding.SixSigmamanagementhighlightedandsolvetwoproblems:
1)Whatisthedatadecisionsreallyneed?
2)howtoanalyzetheuseofthesedatatomaximizerevenue?
Third,focusontheprocess,manageandimprove
ThekeytoSixSigmaManagementAct,abusinessprocessistotakelocalaction.Whetherdesigningproductsandservices,evaluateperformance,ortoimproveefficiencyandcustomersatisfaction,andevenentirebusinessoperations,SixSigmaBusinessProcessManagementActregardedasasuccessplace.
Fourth,activemanagement
Activemanagementmeansbeforethedefectsoccur.Attentiontothoseoperationsisoftenoverlooked,suchastheestablishmentofpriorities;emphasisonprevention;constantlythinkingprocessimprovementsandsoon.
Fifth,nobordercooperation
NobordercooperationismanagementWelch,presidentofGeneralElectricCompanyraised.Byhavingeachdepartment,eachemployeerecognizesthecommongoalhasalwaysbeentoprovidecustomerswiththevalueofthecompany'sefforts,recognizingtheinterdependencebetweentheworkoftheprocess,therebyeliminatingbarrierstointernalcompanyorenterprisebetweentheupperandlowerlevels,andpromoteinternalorganizationhorizontalandverticalcooperationbyimprovingcooperationwithinthecompany,thecompanyreceivedmanyopportunitiestobenefitandimprovetheefficiencyofhandlingtheproblem,whileseekingtomanycustomers.
Sixth,thepursuitofperfection,toleratefailure
TheSixSigmamanagementofanycompanylawasagoaltobecontinuingeffortstowardabetterdirection,butalsowillingtoAcceptandcontrolaccidentalsetbacks,learnfromyourmistakesifyouusetheformulaY=f(x)torepresentacorporatemodel,whereYrepresentstheamountofbusinessperformanceassessmentcanbe:
productqualitystandards;specificneedsofcustomers;customersatisfaction;profit;overallefficiencyofthebusinessandthecompany'sstrategicgoals.AndXistheinputtothesystem,Yrepresentstheeffectoftheaboverelatedvariablessuchasthequalityofthekeypoints;qualityoftheprocessinput,suchasthequalityoftheproductcomponentsandthelike;qualityofservicework,thenecessarymeanstoachievetheobjectivestaken.Andfreferstotheorganizationofproductionorserviceprocesses.Intheconventionalqualitycontrol,thismodelx,Yisthemainproductofspecificphysicalqualityindicators,themiddlepartofthemainprocessistheuseofstatisticalqualitycontrolmethods,suchasoldandnewseventools,DoE,sPcqualityetc.controlandmanagementofthesixsigmamethod,x,Yrangeisincreased,howstatisticalmethodstosolveandimprovethequalityofserviceproblems,6Sigmamethodbecomesanewproblem.
1.1.2、6sigmamanagementpersonaltopromote
Someonesaid:
GECEOWelchisanexpertinmanufacturingtalent.ItwashistraininginGE'sSixSigmamanagementforenterprisestocreatewealththousandspeoplewhoisknownastheWarriors,alargeblackbelt,blackbeltsandgreenbeltswhothesepeoplefromthevariouspositionsofenterprisesAftersixsigmaspecializedtraining,toprovideprotectionfortheSixSigmaorganizationalmanagement.Thefull-timeinBigSixSigmaBlackBeltandBlackBeltprojects,havebecomecorporatewealth,manyBlackBeltstaffattheendofatwo-yeartermSixSigmaproject,embarkedonacorporateleadershippositions.SixSigmaQualityisbuiltuparoundthecustomer.Everythingstartswiththecustomer,andfinallythecustomer.Qualityisdefinedbythecustomerandsetstandards.CustomersofthecompanytoimplementSixSigmamanagementrealreason.ButcustomersdonotjustwanttohearsomecompaniesareimplementingSixSigmamanagementofthispropaganda,theycanseeandfeeljusttheproductorservice.Theonlywaycompaniesbyimprovingtheirprocessesandmeetcustomerneedsistrainingitsemployees.
SixSigmaimplementationofenterpriseprojectmanagementstaffshouldhave:
warrior,bigblackbelt,blackbeltsandgreenbelts.
Supremeleader'svisionandvaluejudgmentsareimportantdriversofacompany'ssuccess.Highestleadershipofanenterprisemustbedescribedinaclearunderstandingofallmembersofthevision,anditmustbefirmlyrootedimp
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- 6西格玛管理Six sigma management act 西格玛 管理 Six