6西格玛管理(英文PPT 72页).pptx
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6西格玛管理(英文PPT 72页).pptx
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WelcometoapresentationonSixSigmaTM2002年1月12日WhatareyourExpectations?
Iwouldliketocaptureyourexpectationsfortheday?
AgendaIntroduction&overviewDemystifyingSixSigmaCreatingtheSixSigmaCultureManagingthesixsigmacultureTotalcycleTimeReductionSuccessExamplesAroundtheworldHowtoImplementSixSigmainyourbusinessQ&AClosingcommentsAlliancePartnershipsMASET,LLC.andMotorolaMasetareasofexpertiseQuality(SixSigma)CycletimeeductionLeadershipCulturalchangeProjectManagementSupplychainManagementFacilitationTrainingDemystifyingSixSigmaWhatdoesSixSigmameantoyou?
Manydifferentdefinitionsexist.IwilltrytoaddressthreethismorningSixsigmaasastatisticaltermNormalDistributionMeanStandarddeviationmean68.27%15.865%15.865%SixsigamasastatisticaltermValuesofastandarddeviationonesigma=68.27%317,311ppmtwosigma=95.45%45,500ppmthreesigma=99.73%27,000ppmsixsigma=99.999999%1.96ppbSixsigmaasaqualitytermInventedbymotorolainthemid80sServicemarkedandregisteredbyMotorolaAcceptedbyallcountriesAcceptedbyallorganization-1.5Mean+1.5Virtuallynodefects(3.4ppm)LowerSpecifacationlimitupperSpecifacationlimit-6-5-4-3-2-10+1+2+3+4+5+6Allowsforvariationinmeasurement1.5Sigmashift+-Virtuallynodefects(3.4ppm)SixsigmaasaqualitytermSixSigma=3.4ppmdefectiveSixsigmaisawaytochangeanorganizationscultureProvidesameansofdeliveringTotalcustomersatisfactionFocuseseveryoneintheorganizationonthesameobjectiveDefinitionofdefectAnythingthatdissatisfiesyourDefectaregood!
“Associatesneedtofeelcomfortableinidentifyingandreportingdefects.”TheeffectsofdefectsEveryoccurrenceofadefectwithintheprocessrequirestimetoinspect,fix,andre-inspect.Averagecycletimeisdirectlyproportionaltothetotalnumberofdefectsintheprocess.WelcometoMotorolasQualityStoryCultureCultureguidestheenterprisesDay-To-DaybehaviorThenatureofcultureCultureprovidesitsmemberswithguidelinesfordealingwithjustabouteverythingMuchofeverycultureiscvertandimplicitlargelysubmergedlikeanicebergCulturesareconstantlychangingandevolving.Whencultureandstrategyclash,invariablyculturewinsout.Iftheorganizationalculturedoesnotembracinitiativesrelatedtochange,overallchangeeffortswillfailThereisnosuchthingas“Weredifferent”WEREDIFFERENTFunctionsinatypicalorganizationAccountingAdvertisingDistributionEnergymanagementEnvironmentalaffairsExternalaffairsFacilitiesFinanceHealth&safetyHumanresourceslegalManufacturingMarketingProfuct/servicedevelopmentPayrollPurchasingSalesSchedulingTrainingTransportationTravelTheevolutionofmotorolasqualityculuture1979“Ourqualitystinks”1980corporatequalityofficernamed1981motorolatraining&educationcenter(Mtec)established1985communicationssectorbeginstotaldefectsperunitmeasurement(TDU)1986-julymanufacturedproducts1987-novembersalesorders1986chairmanchangesagendaofcustomervisits1987created“thecard”Evolutioncontinues!
1987Corporationadiptssixsigma2year-10x;4year-100xualityimprovement1988Sixsigmaby1992goalisset1988MalcolmbaldrigenationqualityawardMappedISO9001intoqualitysystemreview(QSR)199210xredustionindefecteveery2yearscustomersatisfactionmetrics10xtimesimprovementincycletimein5yearsChangedmeasurementbasetopartsperbillion1994EnterpriseISOregisttationlaunched1998Corporaterenewal1999RulesofEngagementbalancedscorecardPerformanceExcellencePersonalCommitmentEvolutioncontinues!
Howmanyobjectivesarethereinyourorganization?
KeybeliefshowwewillalwaysactConstantrespectforpeopleUncompromisingintegrityKEYGOALSwhatwemustaccomplishBestinclassPeopleMarktingTechnologyProducts:
softwarehardwareandsystemsManufactionServiceIncreasedglobalmarketshareSuperiorfinacicalresultsKEYINITATIVEShowwewilldoitSixsigmaqualitytotalcycletimereductionproductmanufactionandenvironmentalleadershipPrfitimprovementEmpowermentforallinaparticipativeCooperativeandcreaticeworkplaceOurfundamentalobjective(Everyonesoverridingresponsibility)TotalcustomersatifactionOurfundamentalobjectiveTotalcustomersatisfactionKeybeilfesHowwewillalwaysactKeygoalsWhatwemustaccomplishKeyinitiativesHowwewilldoitEveryonesoverridingresponsibilityKEYINITATIVEShowwewilldoitSixsigmaqualitytotalcycletimereductionproductmanufactionandenvironmentalleadershipPrfitimprovementEmpowermentforallinaparticipativeCooperativeandcreaticeworkplaceConsistentfocusCardcreated&adopted1986Fiveminorchangesin1992NosignificantchangesduringfivedifferentchairmanBobGalvinGeorgeFisherBillWieseGaryTookerChrisGalvinCreatingandmanagingtheSixSigmaqualitycultureSissigmaqualityOneofthetwokeydriversofincreasedTotalcustomersatisfationandreducedcostProduct/ServiceisdeliveredwhenpromisedEveryoccurrenceofadefectwithintheprocessrequirestimetoinspect,fix,andre-inspectAveragecycletimeisdirectlyproportionaltothetotalnumberofdefectsintheprocess.Product/serviceisdeliveredwithnodefectsNotest/inspectionis100%effectiveinfindingdefects.Delovereddefectsescapetest/inspectionwithintheprocess.DelivereddefectsaredirectlyproportionaltothetotalnumberofdefectsintheentireprocessSixsigmaqualityimpovescustomersatisfactionReducingthetotaldefectsintheenireprocessreduces:
Deliverydelinquencies;Deliverydefects;Earlylifefailurerate;andthereforeIncreasescustomersatisfactionandDecreaseswarrantycost!
ProcesscostanddefectsReducingthetotaldefectsintheentireprocess:
ReducesthecycletimeperunitReducingWIP(Workinprocess)ReducinginventorycarryingcostsResucesdefectinspection,analysis,andrepaircost;thereforeDecreases“Manufacturing”costCost/QualitySixsigmahasshownthatThehighestqualityproducerisThelowestCostproducerTDUisthebestmeasureoftheoverallqualityoftheprocessTDUistheindependentvariableProcessyieldsaredependentuponTDUThecommonmetric:
Totaldefectsperunit(TDU)DefiningaunitA“unit”maybeasdiverseasa:
PieceofequipmentLineofsoftwareOrderTechnicalmanualMedicalclaimWiretransferHouroflaborCustomercontactAnythingthatismeasurable&understandablebythepersonwhoistryingtoreducedefectsSigma,afigureofmeritTDUcouldbeexpectedtobeproportionaltothecomplexityoftheunitComplexityisdirectlyproporttionaltothenumberofopportunitiestocreatadefectTonormalizeprocessesofdifferentcomplexity,weuse:
TotaldefectsOpportunitiesFromwhichwecancalculatesigmaDPMO=x1,000,000Improvement7Sigma(+1.5sigmashift)1101001K10K100K23456(66810ppm)(6210ppm)(233ppm)(3.4ppm)30xImprovement10xImprovement70xImprovement6534DefectsperMillionopportunitiesBenchmarking1101001K10K100K234567Bestinclassinternal+externalRepaircosts10%Averagecompany1%DefectsperMillionopportunitiesSigma(+1.5sigmashift)1101001K10K100K234567RestauantbillsDoctorprescriptionwritingPayrollprocessingOrderwrite-upJournalvouchersWiretransferAirlinebaggagehandingPurchasedmateriallotrejectrateBenchmarkingBestinclassAveragecompanySigma(+1.5sigmashift)DefectsperMillionopportunitiesProcessqualitylevelsmayvarywidelywithinacompany(0.25PPM)1101001K10K100K234567AirlinebaggagehandlingDomesticairlineflightfatalityraateBestinclassAveragecompanySigma(+1.5sigmashift)DefectsperMillionopportunitiesImplementationofthesixsigmacultureTotalsustomersatisfactionSixstepstosixsigma&designformanufacturabilityCycletimereductionMotorolasblackbeltProblem-solvingtoolsn驅動力來自評量指標以及合理且具挑戰性的目標Thesix-stepsdesignprocessManufactuedproductIdentifyphysicalandfunctionalrequirementsofcustomerDeterminecharacteristicsofproductcriticaltoeachDetermineforeachcharacteristic,whethercontrolledbypart,process,orbothDeterminemaximumrangeofeachcharacteristicsIfCP99.7%ofinprocesdefects(5.60)COPQ(costofpoorquality)-reduced84%onaperunitbasisManufacturingcostsaving-cumulativesavingover$18.0billionProductreliability-MTBF.increased5-10foldFinancialSalesup2.9x,$37.6billion-anaveragecompoundedgrowthrateof13.2%peryearEmployeeproductivity-increased408%MotorolaUniversityyears8182838485868788899091929394959605010015020025097989930000Salesperemployee(thousands)salesQuestion&answers
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