某汽车汽車SixSigma推行.pptx
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某汽车汽車SixSigma推行.pptx
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SixSigmaByDanielWuFordLioHoMotorCompany1OutlineqQualitylevelqWhatisSixsigma?
qWhyweneedSixsigma?
qDevelopmentandDeploymentstrategyqHowSixsigmamergesintoourdailybusiness?
2Overview-FourQualityGurusuHistoricallycompanieshavefocusedonqualityissuesforcustomersatisfactionuPriortosixsigmatherewerefourkeyqualitygurusthatmostcompaniesqualityprogramsfolloweduDeminguJuranuCrosbyuTaguchi3DemingDemingtaught:
ImportanceofunderstandingvariationinworkprocessesRoleofmanagementinleadingforqualityApplicationofstatisticsPlan-Do-Check-Act4DemingsContributiontoProfitabilityEXTERNALINTERNALCUSTOMERSATISFACTIONMARKETSHAREPROFITPRODUCTIVITYQUALITY-Betterproducts&services-Improvedprocesses-CompetewithvaluePRICE-CompetewithPrice-Decreasedcycletime-Eliminateset-uptimesCOST-OpportunityforprofitPRODUCTQUALITYPROCESSQUALITY-Reducerework-Eliminatein-processinspection-Reducescrap-Increaseproductlife-EliminateincomingtestingPlanDoCheckAct5JuranJurantaught:
BreakthroughperformanceParetoeffectImportanceofmanagementprinciplesQualitybydesignandplanning6JuransContributionPlanningCostofPoorQuality(Percentofoperatingcosts)ProductionBeginsOriginalzoneofprocesscontrolNewzoneofprocesscontrol020400ControlTimeImprovementLessonsLearnedSporadicspikefromobservedproblemChronicWaste(anopportunityforimprovement)ControlSpecialcausevariationCommoncausevariation7CrosbyCrosbytaught:
CustomerrequirementisperformancestandardQualitymaturityisajourneyPreventiveactionasbasicapproach8TaguchiTaguchitaught:
CostofpoorqualityislosstosocietyasawholeRobustqualityisdesignedforconsistentproductionDesigncontrolismoreimportantthanproductioncontrol9TaguchisContributionLowerSpecificationLimitUpperSpecificationLimitNominalValueRegionofCustomerComplaintsRegionofCustomerComplaintsRegionofQuestionablePerformanceRegionofQuestionablePerformanceRegionofSpecifiedPerformanceMeanLowerControlLimitUpperControlLimitRegionofDesiredPerformanceCost10WhatAretheLimitstoImprovement?
2Sigma3Sigma4Sigma5Sigma6SigmaBasicQualityToolsStatisticalToolsDesignforSixSigma(DFSS)BasicToolsWallDesignWallCleanSheet11ChallengeinthemillenniumQuestionconfrontingbusinessleadersandmanagers:
Itisnot:
“Howdowesucceed?
”Its:
“Howdowestaysuccessfully?
”12Change“Itisnotthestrongestthatsurvive,northefittest,butthosemostabletoadapttochange.”CharlesDarwinTheOriginofSpecies“Peopledonotresistchange,peopleresistbeingchanged.”Beckhard13ChallengeuResistance-theuniversalreactiontochange.uTechnicalresistanceuPoliticalresistanceuOrganizationalresistanceuIndividualresistance14SixSigma?
uSixSigmaisnotabusinessfadtiedtoasinglemethodorstrategy,butratheraflexiblesystemforimprovedbusinessleadershipandperformance.uItisnotabouttheory,itsaboutaction.15Passion+Execution=FastandLastingResultsSixSigmaFocusuDelightingthecustomerthroughflawlessexecutionuRapidbreakthroughimprovementuAdvancedbreakthroughtoolsthatworkuPositiveanddeepculturechangeuRealfinancialresultsthatimpactthebottomlineSigmaisastatisticalunitofmeasurethatreflectsprocesscapability.Thesigmascaleofmeasureisperfectlycorrelatedtosuchcharacteristicsasdefects-per-unit,parts-permilliondefective,andtheprobabilityofafailure/error(DistributionShifted1.5s)2308,537366,80746,210523363.4ssPPMProcessCapabilityDefectsperMillionOpp.SixSigmacorrespondstopartsperbillionifprocessiscenteredSixSigma-Goal3Sigma6Sigma5Sigma4Sigma93.32%99.379%99.9767%99.99966%HistoricalCurrentIntermediateLong-termSigmaLong-TermYieldStandardSixSigma-PerformanceTarget.ToProduceImprovedRolledThroughputYield,DefectsPerUnit,&DefectsPerMillionOpportunityReducedCostofPoorQuality(COPQ)ImprovedCapacityandProductivityReducedVariationInOurProcesses/Products$sAProblemSolvingMethodologyCharacterizeOptimizeBreakthroughUSLTLSLUSLTLSLTUSLLSLUSLLSLTheStrategyCustomerFocused-BothInternally&ExternallyWhichBusinessFunctionNeedsIt?
Aslongasthereisaprocessthatproducesanoutputwhetheritisamanufacturedproduct,data,aninvoice,etc.wecanapplytheSixSigmaBreakthroughStrategy.Fortheseprocessestoperformtoacustomerstandardtheyrequirecorrectinputs!
6SigmaMethodsMFG.DESIGNSERVICEENGMAINT.ADMIN.QAPURCH.Dataisderivedfromobjects,situations,orphenomenonintheformofmeasurements.Dataisusedtoclassify,describe,improve,orcontrolobjects,situations,orphenomenon.1.Weonlyuseexperience,notdata.2.Wecollectdata,butjustlookatthenumbers.3.Wegroupthedatasoastoformchartsandgraphs.4.Weusecensusdatawithdescriptivestatistics.5.Weusesampledatawithdescriptivestatistics.6.Weusesampledatawithinferentialstatistics.LevelsofAnalysis:
Whatlevelarewe?
TheFoundationoftheSixSigmaToolsTheRoleofSixSigmaSixsigmaisthebestmeanstorealizethephilosophy,values,andgoalsassociatedwithyourbusinessinitiatives.RegionBA6LinkingPinsBusinessAreaInitiativesItunifiestheinitiativesandprovidesacommonlanguagewhichallpeoplecanunderstandandspeak.23REGIONBAABCDE12345ExampleBusinessUnitInitiativesCostQualityTimeChampionsCommonMetricsBenchmarkingStretch-GoalsBreakthroughBlack-BeltsDiagnosticToolsExperimentDesignSPCDFMQualityPolicyQualityCouncilHowDoWeImproveCapabilityOurOutputs(Ys)aredeterminedbyourInputs(Xs).IfweknowenoughaboutourXswecanaccuratelypredictYwithouthavingtomeasureit.IfwedontknowmuchaboutourXs,thenwehavetoresorttoinspectionandtest(nonvalueaddedoperations).ByknowingandcontrollingtheXs,wereducethevariabilityinY,whichdecreasethenumberofdefects,improvesRTY,cycletime,etc.Wecanalsoeliminateorreduceinspection,test,andrework.)X,.,X,X,X(f=Yk321TheSourcesofSixSigmaQualitybycontrolling.bydesigning.ContinuouslyReduceProcessVariabilityTighterUpper&LowerLimitsTargetvaluesLowerLimits1.Designbesttargetforperformance2.Designsystemvaluestoreducevariabilityofperformance-AttractiveImplicitWasteExpressedQ1.Ifprovidedwouldyoube.indifferent?
.happy?
Q2.Ifnotprovided.indifferent?
.unhappy?
Q3.Ifnotprovided.indifferent?
.unhappy?
-bylistening.towhatthecustomersayshe/shewants.performancetoleranttorealworld.processvariability,notbyinspectionofdefectiveoutput25DevelopingandReinforcingValuesCycleofRefinementVALUESBEHAVIORATTITUDESCULTURE26TheRoleofLeadershipNewQuestionsNewValuesNewMeasuresLeadership(Humility/Listening)NewBehaviors27LeadershipplaystheroleuValuesareafunctionofbehaviorsuMeasuringtherightthingsiskeyuChangemustbesupportedanddrivenfromthetopuWillisakeyelementforasuccessfuldeployment28Whyarewehere?
“ThereisarecognitionthatleadershipneedstobeakeycomponentofConsumerDriven6-Sigmawithinanyorganizationtryingtoundertake6-Sigmadeployment.”MikelHarry/RichardSchroeder29WhatsInItForMe?
“thebeststatisticalanalysisintheworldisuselessifthosehandlingtheinformationareparalyzedbycorporatefear.Whendatasuggestsonedirectionbutcorporatecultureorconventiondictatesanother,fearcanruleandthepotentialforchangeislost.Onlystrongleadershipcaneradicatethefearfactorandallowanorganizationtorealizeitspotential.Statisticsalonecannotachievebreakthrough.”MikelHarry/RichardSchroeder30DefineFutureStateLeadershipinSixSigmaOrientationPresentStateFutureStatePTSLeadershipSkillsBusinessBasicsProjectManagementPersonalDevelopmentPTSPTSPTSPTSDEFINEMEASUREANALYZEIMPROVECONTROLDefinePlanManageCloseTeamManagementTeamDevelopmentMeetingFacilitationTeamManagementDevelopTransitionPlanChangeManagementAnalyzePresentState31SixsigmastructureuStrategyConsumer-driven,focusonproduct,process,andservice.uOrganizationAll-functioninvolvementandPersonalDevelopment.uPolicyCompany-wideengagement,HR,IT,andFinancesupport.uManagementProject,Team,andChangeManagement.32DeploymentStructureMasterBlackBelts(Full-Time)ProjectChampions(Part-Time)BlackBelts(Full-Time)GreenBelts(Part-Time)ExecutiveLeadership(Part-Time)DeploymentDirectors(Full/Part-Time)336ssProjectChampions6ssDeploymentChampion(s)SMBusinessUnitLeaderCEOCorporate6ssSeniorChampionSMHRDeploymentChampionSMITDeploymentChampionSMFinanceDeploymentChampionSMPRDeploymentChampionSMBusinessOperationsLeaders6ssHRManager6ssFinancialManagerGreenBeltsSM6ssITManagerTrainingDeploymentChampionSM6ssMasterBlackBeltsSM6ssComm.Manager6ssTrainingManager6ssProjectChampionsSM6ssBlackBeltsSM6ssDeploymentInfrastructure6ssExecutiveCouncilSixSigmaDeploymentRoles34PhaseICascadinguEstablishdeploymentstructureuExecutive,topmanagement,championawarenesstraininguBlackBelttraininguToolsimplementationtraininguLeadershiptraining35PhaseIIAcceleratedevelopmentuDeploymentstructureimplementationanddispositionineachfunction.uEverysalaryisGB.uBegintoimplantintocurrentqualitysystem.uISO14000andQS9000integration.36PhaseIIIIntegrationuImplantsixsigmamethodologyinotherqualitytoolsuPartnershipwithotherqualitysystem.uSixsigmatrainingtosupplierandfranchise.uSixsigmaindailybusiness.uDFSS(DesignforSixSigma).uBB/MBBinleadershipposition.37ItisAllaboutValueTheCustomerValuePropositionDefinesBusinessStrategyuCustomerschoosetobuyfromusbecause.uInvestorsentrusttheirmoneytousbecause.uEmployeeschoosetoworkforusbecause.38ThreeCustomerValuePropositionStrategiesuProductdifferentiationuOperationalexcellenceuCustomerpartnershipsCompetitiveadvantage!
39Consumerv.s.ProduceruCustomershigherexpectationuDefect-freequalityuProductuServiceuProducer-planningforchangestomeetcustomerrequirements.uStrategic:
changingthewayeverylevelofabusinessismanagedonadailybasi
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