SixSigma[1].pptx
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SixSigma[1].pptx
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SixSigmaByCathyHiattBoiseStateUniversityOctober9,2001Overview:
SixSigmaDefinedTheStatisticalToolsofSixSigmaTheComponentsofSixSigmaCorporationspracticingSixSigmaandaspecificsuccessstoryAnexerciseopportunitySummarySixSigmaDefined:
1.QualitymanagementprogramdevelopedbyMotorolainthe1980s.2.Managementphilosophyfocusedonbusinessprocessimprovementsto:
1.Eliminatewaste,rework,andmistakes2.Increasecustomersatisfaction3.Increaseprofitabilityandcompetitiveness3.Statisticalmeasuretoobjectivelyevaluateprocesses.vGOAL:
ReachSixSigmaQualitySixSigmaListsomewaysthisprogramcanbeusedinyourorganization.TheStatisticalToolsofSixSigma:
TheStatisticalToolsofSixSigma:
TheStatisticalToolsofSixSigmaAnotherwaytolookatit:
1.Clearlydefinethecustomersexplicitrequirements-CTQ2.Countthenumberofdefectsthatoccur.3.Determinetheyield-percentageofitemswithoutdefects.4.UsetheconversioncharttodetermineDPMOandSigma.SigmaConversionTable:
Ifyouryieldis:
YourDPMOis:
YourSigmais:
30.9%690,0001.062.9%308,0002.093.366,8003.099.46,2104.099.983205.099.99973.46.0TheComponentsofSixSigma:
PeoplePowerProcessPowerPeoplePower:
ExecutiveLeaderChampion/SponsorMasterBlackBeltBlackBeltGreenBeltGreenBeltGreenBeltExecutiveLeaderRoles:
HighLevelExecutivecommittedtoSixSigmaSuccessKnowledgeableinSixSigmaProcessAssignkeyindividualstotheChampion/SponsorPosition.Champion/SponsorRoles:
HighLevelExecutiveOverseetheBlackBeltpositionsProvideresourcestocompletethejobAssistBlackBeltstoselectprojectsBenchmarkwithotherorganizationsMasterBlackBeltRoles:
ResourcefortheBlackBelts-expertsonthemathematicaltheoryofstatisticalmethodsExpertsontheSixSigmaprocessWorkswiththeChampion/Sponsortoselectprojects.BlackBeltRoles:
LeadersoftheSixSigmaprocessManagementandtechnicalskillsBringtheprojectvisiontorealitySolelydedicatedtoSixSigmaProgramOverseeGreenBeltsGreenBeltRoles:
ProjectLeadersSupporttheBlackBelttocompletetheprojectProcessPower:
DMAICFiveStepProcessDefineMeasureAnalyzeImproveControlDefine:
ClearlyidentifytheproblemUtilizenumericaldefinitionFocusonprocessthatcreatestheproblemnotontheoutcomeMeasure:
BenchmarkCapabilityofagivenprocessFocusonCTQAnalyze:
CurrentprocessresultsWhatispossiblecomparedtowhatthecompetitionisdoingImprove:
ImplementchangesBecreativetofindnewwaystodothingsbetter,cheaper,orfasterControl:
LockinsuccessesImplementmeasurestokeepvariableswithinthenewoperatinglimitsCorporationsPracticingSixSigma:
GeneralElectricMotorolaAlliedSignalSonyPolaroidSpecificSuccessStory:
GE1995Operatingmargin13.5%1998Operatingmargin16.7%Result:
$600millionbonus“ThemostimportantinitiativeGEhaseverundertaken”-JackWelch,CEOGeneralElectricExerciseYouhavejustcompletedallyourtrainingsessionsforthevaluedBlackBeltrole.Currentlyyourorganizationisoperatingata2sigmalevelandyourChampionwantsthistoimproveusingtheSixSigmaprocess.Itseemsthatalthoughproductionishigh,thedefectlevelsaretoohighfortheproductionofyourleadinglineofproducts,StickyBuns.Thishassignificantlycutintoprofitsalmosttothepointofdroppingtheline.CustomersurveysindicatethereisademandforStickyBunssoyouarehandedthechallengingtaskofimprovingthisprocessusingtheSixSigmaDMAICapproach.Summary:
ManagementphilosophyofqualityStatisticaltargetofsixsigmaor3.4defectsinonemillionopportunitiesComponentsofSixSigmaarepeoplepowerandprocesspowerExecutiveLeader,Champion,MasterBlackBelt,BlackBelt,andGreenBeltDefine,Measure,Analyze,Improve,ControlCustomerfocusBibliography
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