6标准差教材.pptx
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6标准差教材.pptx
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6OverviewSixSigma:
-ADefinition-AppliedtoGE-GEQualityInitiative-WhyThisApproach?
-OriginofSixSigma-The“BreakthroughStrategy”-ArrivingatSigmaSixSigmaStructureKeyConcepts&ToolsAPracticalExampleAnOverview.NotalotofDetails!
6Overview“SixSigma”Ifwecantexpresswhatweknowintheformofnumbers,wereallydontknowmuchaboutit.Ifwedontknowmuchaboutit,wecantcontrolit.Ifwecantcontrolit,weareatthemercyofchance.MikelJ.HarryPresident&CEOSixSigmaAcademy,Inc.ARigorousMethodforMeasuring&ControllingOurQuality“.willbringGEtoawholenewlevelofqualityinafractionofthetimeitwouldhavetakentoclimbthelearningcurveonourown.”JohnF.Welch,Jr.1995GEAnnualReport6OverviewWhatDoes“Sigma”Mean?
SigmaisaMeasureoftheConsistencyofaProcessIt(isAlsothe18thLetterintheGreekAlphabet!
WhyDoesGENeedAQualityInitiative?
GERaisingTheBarNewGoaltobe“BestintheWorld”vs.#1or#2CustomersareExpectingMore,weMustDeliver“Ship-and-fix”ApproachnoLongerToleratedintheMarketAimtoSpeedPastTraditionalCompetitorsin5YearsGoalConsistentwithReducedTotalCostsWeMustAcknowledgeOurVulnerabilitiesPoorQualityThatImpactsCustomersProblemswithNPITooHighInternalCosts6OverviewWeNeedaMajorInitiativetoMoveFromWhereweAretoWhereweWanttobe6OverviewWhyDoesGENeedAQualityInitiative?
40%35%30%25%20%10%15%5%CostofFailure(%ofSales)DefectsperMillion3.4233621066,807308,537500,000Sigma654321EstimatedCostofFailureinUSIndustryis15%ofSales;TakingGEFroma3toa6CompanyWillSave$10.5BillionperYear!
Why“SixSigma”?
ProvenSuccessfulin“Quality-Demanding”Industriese.g.,Motorola,TexasInstruments(manyprocessstepsinseries)ProvenMethodtoReduceCostsHighlyQuantitativeMethodScienceandLogicInsteadofGutFeelIncludesManufacturing&Service(closetocustomer)andProvidesBridgetoDesignforQualityConceptsHasSupportandCommitmentofTopManagementItWorks!
6OverviewSigma3456SpellingMoneyTime1.5MisspelledWordsperPageinaBook1MisspelledWordper30PagesinaBook1MisspelledWordinasetofEncyclopedias1MisspelledWordinalloftheBooksinaSmallLibrary$2.7MillionIndebtednessper$1BillioninAssets$570Indebtednessper$1BillioninAssets$63,000Indebtednessper$1BillioninAssets$2Indebtednessper$1BillioninAssets31/2MonthsperCentury21/2DaysperCentury30MinutesperCentury6SecondsperCentury6isSeveralOrdersofMagnitudeBetterThan3!
Sigma:
AMeasureofQuality6OverviewWhereDoes“SixSigma”ComeFrom?
MikelJ.HarryoneoftheOriginalArchitectsPreviouslyHeadedQualityFunctionatABBandMotorolaNowPresident/CEOofSixSigmaAcademyinPhoenix,ArizonaHasConsultedforTexasInstruments,AlliedSignal(andothers)CurrentlyRetainedbyGEtoTeachtheImplementation,DeploymentandApplicationofSixSigmaConcepts&ToolsLearningfromThoseWhoHavehadSuccessWith6WillAccelerateitsImplementationatGE6OverviewSo.WhatisSixSigma?
AMeasurementSystemAProblem-SolvingApproachADisciplinedChangeProcess“THESIXSIGMABREAKTHROUGHSTRATEGY”MeasureAnalyzeImproveControl6OverviewHowDoWeArriveatSigma?
Measuring&EliminatingDefectsisthe“Core”ofSixSigmaMeasurementSystemIdentifytheCTQsLookforDefectsinProductsorServices“CriticaltoQuality”CharacteristicsortheCustomerRequirementsforaProductorServiceCountDefectsorfailurestomeetCTQrequirementsinallprocessstepsDefineDefectOpportunitiesAnystepintheprocesswhereaDefectcouldoccurinaCTQArriveatDPMOUsetheSIGMATABLEConvertDPMOtoSigmaDefectsPerMillionOpportunities23456308,53766,8076,2102333.4PPMDefectsperMillionofOpportunitySigmaLevel6OverviewMeasurementSystem23456308,53766,8076,2102333.4PPMSIGMALEVELDEFECTSperMILLIONOPPORTUNITYIRSTaxAdviceBestCompaniesAirlineSafetyAverageCompanyGEAirlineBaggageDoctorsPrescriptionRestaurantBillsAverageCompanyin3to4RangeSomeSigma“Benchmarks”6OverviewMeasurementSystemAGraphic/QuantitativePerspectiveonVariationAverageValueManyDataSetsHaveaNormalorBellShapeNumberofPeopleArrivingatCRDTime7:
007:
157:
307:
458:
008:
158:
308:
459:
009:
156OverviewProblemSolvingApproachCenterProcessReduceSpreadXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXOff-TargetUnpredictableOn-Target6HelpsusIdentifyandReduceVARIATIONdueto:
-InsufficientProcessCapability-UnstableParts&Materials-InadequateDesignMarginTargetUSLLSLTargetUSLLSLTargetUSLLSLCenterProcessReduceSpreadOff-TargetUnpredictableOn-TargetDefects6OverviewProblemSolvingApproach“LowerSpecificationLimit”“UpperSpecificationLimit”LessVariationMeansFewerDefects&HigherProcessYields6OverviewProblemSolvingApproachKeyComponentsof“BREAKTHROUGHSTRATEGY”MeasureAnalyzeImproveControlIdentifyCTQ&CTP(CriticaltoProcess)VariablesDoProcessMappingDevelopandValidateMeasurementSystemsBenchmarkandBaselineProcessesCalculateYieldandSigmaTargetOpportunitiesandEstablishImprovementGoalsUseofParetoChart&FishboneDiagramsUseDesignofExperimentsIsolatethe“VitalFew”fromthe“TrivialMany”SourcesofVariationTestforImprovementinCenteringUseofBrainstormingandActionWorkoutsSetupControlMechanismsMonitorProcessVariationMaintain“InControl”ProcessesUseofControlChartsandProceduresAMixofConceptsandToolsWillAlsoIntegratewithNPIProcess6OverviewDisciplinedChangeProcessANewSetofQUALITYMEASURESCustomerSatisfactionCostofPoorQualitySupplierQualityInternalPerformanceDesignforManufacturabilityWillApplytoManufacturing&Non-ManufacturingProcessesandbeTracked&ReportedbyEachBusiness6OverviewStructureQualityCouncilMembers:
Labs&Functions“Pipeline”&BBProjectPrioritiesTraining&CertificationMeasurements&RewardsCommunicationsChampionsLeadership:
OverallInitiativeProjectFundingHR:
Training&RewardsBlackBeltsLead6ProjectTeams“Measure/Analyze”“Improve/Control”OutwithBusinessesHereatCRDMasterBlackBeltsTeach6MentorBlackBeltsMonitorBBProjectsWork“Pipeline”ProjectsAResourcePoolTeamMembersLearn/Use6ToolsWorkonBBProjectsPartofTheJobOutwithBusinesses6ProjectswiththeGEBusinessesgSixSigmaPacificOrganizationChartRachelDuanQualityLeaderRachelDuanQualityLeaderSteveDowdleServiceMBBYonkeThioPSIMBBJackieLimeBusinessBBHiroshiMorokumaTCOMBB(Open)GrowthMBBDavidChanGEPGCMBBJinBongChoiGEPKMBBNNLowGEPSMBBMilindAwalgaonkarGEPAMBBKiyoshiMoriokaGEPJMBBGEPPProcessMBBsRegionalMBBsgSixSigmaProjectSupport/TrainingFunctionalCommitmentWithAction44222415DavidChan(MBB)ForniaFungSixSigmaAdministratorAlanLeung(Sales)EddyWu(Marketing)FLsGBsProcessBBsGeorgeHuang(HK/Taiwan)AdamShen(NorthPRC)1/2AdamJin(SouthPRC)GrowthMimiYing(HK)Open(Nansha)Open(Shanghai)GaryWongPeterChanSupplyChainPolymerlandKevinLiuMichaelYang(TCO)NanshaTCOStoneShiDundyChenMichaelYang(StableOp/Service)NanshaStableOp/ServiceGeorgeShi(ShanghaiProject)ShanghaiProjectDavidChanAdamShen1/2E-CommJasonCheungNormanYau(E-Com)EHS1Finance13HR4IMO4GBs22G.C-OrganizationChartTabulationofGESixSigmaResults199619971998199920002001Cost$200$380$450$500$600$700GEBenefits$170$700$1,200$2,450$2,500$3,500CustomerImpact$50$500$1,500SixSigmaResults$2,500$3,000$5,000ProjectedGE&ShareholderBenefitContinues.$2B+in1999FutureBenefitsIncludeEmphasisonCustomerImpactBenefitTarget&UpdateCurrentbenefitslevel10.865MMQPIDloading:
Carryoverfrom1999:
4.059CompletedProjects2000:
3.313ActiveProjects2000:
3.285Total:
10.865MMc/ofromCompletedActiveBenefitTypeTarget99projects00projects00projectsTotal200000Q100Q200Q300Q4DirectSavings20003219014841706394468433411IncrementalRevenue400022451423240060681293149817381539IncrementalCapacity1000552278109939288202225224CostAvoidance2000114971129221525466234914929000426733133285108652521279128872666GEPlastics-GreaterChinaGEPlastics-GreaterChinag2000TrainingScheduleSixSigmaTrainingin200016hrs.SixSigmaTrainingNanshaMarch8-9May16-17June15-16(Shanghaiplantemployees)August15-16(Shanghaiplantemployees)August30-31November1-2MAIC(Nansha)WaveIXImprovePhaseJanuary10-13ControlPhaseFebruary16-18WaveXMeasure&AnalyzePhaseMarch27-31ImprovePhaseApril25-28ControlPhaseMay30,31&June1WaveXIMeasure&AnalyzePhaseJuly3-7ImprovePhaseAugust7-10ControlPhaseSeptember19-21WaveXIIMeasure&AnalyzePhaseDecember4-8ImprovePhaseJanuary8-11ControlPhaseFebruary20-22RevisedonJune21,2000KeyConcepts&Tools6Overview6OverviewChangingFocusFromOutputtoProcessYDependentOutputEffectSymptomMonitorX1.XNIndependentInput-ProcessCauseProblemControlIdentifyingandFixingRootCausesWillHelpusObtaintheDesiredOutputf(X)Y=ProcessCapability6OverviewSustainedCapabilityoftheProcess(longterm)USLTTime1Time2Time3Time4InherentCapabilityoftheProcess(shortterm)LSLTargetOverTime,a“Typical”ProcessWillShiftandDriftbyApproximately1.56Overview“ShortTermCentered”versus“LongTermShifted”SixSigmaCenteredLSLUSLTProcessCapabilitySHORTTERM.001ppm.001ppm+6LONGTERMLSLUSLT3.4ppmSixSigmaShifted1.5ProcessCapabilityHigherDefectYieldinLongTermProcessCapabilitythanShortTermProcessCapability-64.51.56OverviewTyingitAllTogethershiftCDAB0.51.01.52.02.5123456CONTROLPOORGOODTECHNOLOGYPOORGOODABCDGoodControl/PoorTechnologyPoorControl/PoorTechnologyPoorControl/GoodTechnologyWORLDCLASS!
shorttermProblemCouldbeControl,TechnologyorBoth6OverviewShortTermCapabilityShortTermCapabilityRatio(Cp)Cp=LSL-6USLExampleUSLLSL3.0=-3.063.0-(-3.0Cp=Cp=1LSLUSL2.50.53.0ProcessMeanTTargetA3ProcessThePotentialPerformanceofaProcess,ifitWereonTarget6OverviewLongTermCapability(Cpk)CpCpk=LongTermCapabilityRatioExampleCp=1(previouschart)Target=-0.5=0Cpk1-(-0.5-03=Cpk=0.83-Off-Target
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