六西格玛管理介绍(英文版).pptx
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六西格玛管理介绍(英文版).pptx
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WelcometoapresentationonSixSigmaTM,2002年1月12日,WhatareyourExpectations?
Iwouldliketocaptureyourexpectationsfortheday?
Agenda,Introduction&overviewDemystifyingSixSigmaCreatingtheSixSigmaCultureManagingthesixsigmacultureTotalcycleTimeReductionSuccessExamplesAroundtheworldHowtoImplementSixSigmainyourbusinessQ&AClosingcomments,AlliancePartnerships,MASET,LLC.andMotorola,Masetareasofexpertise,Quality(SixSigma)CycletimeeductionLeadershipCulturalchangeProjectManagementSupplychainManagementFacilitationTraining,DemystifyingSixSigma,WhatdoesSixSigmameantoyou?
Manydifferentdefinitionsexist.Iwilltrytoaddressthreethismorning,Sixsigmaasastatisticalterm,NormalDistribution,Mean,Standarddeviation,mean,68.27%,15.865%,15.865%,Sixsigamasastatisticalterm,Valuesofastandarddeviationonesigma=68.27%317,311ppmtwosigma=95.45%45,500ppmthreesigma=99.73%27,000ppmsixsigma=99.999999%1.96ppb,Sixsigmaasaqualityterm,Inventedbymotorolainthemid80sServicemarkedandregisteredbyMotorolaAcceptedbyallcountriesAcceptedbyallorganization,-1.5Mean+1.5,Virtuallynodefects(3.4ppm),LowerSpecifacationlimit,upperSpecifacationlimit,-6,-5,-4,-3,-2,-1,0,+1,+2,+3,+4,+5,+6,Allowsforvariationinmeasurement1.5Sigmashift,+-,Virtuallynodefects(3.4ppm),Sixsigmaasaqualityterm,SixSigma=3.4ppmdefective,Sixsigmaisawaytochangeanorganizationsculture,ProvidesameansofdeliveringTotalcustomersatisfactionFocuseseveryoneintheorganizationonthesameobjective,Definitionofdefect,Anythingthatdissatisfiesyour,Defectaregood!
“Associatesneedtofeelcomfortableinidentifyingandreportingdefects.”,Theeffectsofdefects,Everyoccurrenceofadefectwithintheprocessrequirestimetoinspect,fix,andre-inspect.Averagecycletimeisdirectlyproportionaltothetotalnumberofdefectsintheprocess.,WelcometoMotorolasQualityStory,Culture,CultureguidestheenterprisesDay-To-Daybehavior,Thenatureofculture,CultureprovidesitsmemberswithguidelinesfordealingwithjustabouteverythingMuchofeverycultureiscvertandimplicitlargelysubmergedlikeanicebergCulturesareconstantlychangingandevolving.Whencultureandstrategyclash,invariablyculturewinsout.Iftheorganizationalculturedoesnotembracinitiativesrelatedtochange,overallchangeeffortswillfail,Thereisnosuchthingas“Weredifferent”,WEREDIFFERENT,Functionsinatypicalorganization,AccountingAdvertisingDistributionEnergymanagementEnvironmentalaffairsExternalaffairsFacilitiesFinanceHealth&safetyHumanresourceslegal,ManufacturingMarketingProfuct/servicedevelopmentPayrollPurchasingSalesSchedulingTrainingTransportationTravel,Theevolutionofmotorolasqualityculuture,1979“Ourqualitystinks”,1980corporatequalityofficernamed,1981motorolatraining&educationcenter(Mtec)established,communicationssectorbeginstotaldefectsperunitmeasurement(TDU)-julymanufacturedproducts-novembersalesorders,chairmanchangesagendaofcustomervisitscreated“thecard”,Evolutioncontinues!
Corporationadiptssixsigma2year-10x;4year-100xualityimprovementSixsigmaby1992goalisset,1988MalcolmbaldrigenationqualityawardMappedISO9001intoqualitysystemreview(QSR),199210xredustionindefecteveery2yearscustomersatisfactionmetrics10xtimesimprovementincycletimein5yearsChangedmeasurementbasetopartsperbillion,Evolutioncontinues!
Howmanyobjectivesarethereinyourorganization?
KeybeliefshowwewillalwaysactConstantrespectforpeopleUncompromisingintegrityKEYGOALSwhatwemustaccomplishBestinclassPeopleMarktingTechnologyProducts:
softwarehardwareandsystemsManufactionServiceIncreasedglobalmarketshareSuperiorfinacicalresultsKEYINITATIVEShowwewilldoitSixsigmaqualitytotalcycletimereductionproductmanufactionandenvironmentalleadershipPrfitimprovementEmpowermentforallinaparticipativeCooperativeandcreaticeworkplace,Ourfundamentalobjective(Everyonesoverridingresponsibility)Totalcustomersatifaction,Ourfundamentalobjective,TotalcustomersatisfactionKeybeilfesHowwewillalwaysactKeygoalsWhatwemustaccomplishKeyinitiativesHowwewilldoit,Everyonesoverridingresponsibility,KEYINITATIVEShowwewilldoit,SixsigmaqualitytotalcycletimereductionproductmanufactionandenvironmentalleadershipPrfitimprovementEmpowermentforallinaparticipativeCooperativeandcreaticeworkplace,Consistentfocus,Cardcreated&adopted1986Fiveminorchangesin1992NosignificantchangesduringfivedifferentchairmanBobGalvinGeorgeFisherBillWieseGaryTookerChrisGalvin,CreatingandmanagingtheSixSigmaqualityculture,Sissigmaquality,OneofthetwokeydriversofincreasedTotalcustomersatisfationandreducedcost,Product/Serviceisdeliveredwhenpromised,Everyoccurrenceofadefectwithintheprocessrequirestimetoinspect,fix,andre-inspectAveragecycletimeisdirectlyproportionaltothetotalnumberofdefectsintheprocess.,Product/serviceisdeliveredwithnodefects,Notest/inspectionis100%effectiveinfindingdefects.Delovereddefectsescapetest/inspectionwithintheprocess.Delivereddefectsaredirectlyproportionaltothetotalnumberofdefectsintheentireprocess,Sixsigmaqualityimpovescustomersatisfaction,Reducingthetotaldefectsintheenireprocessreduces:
Deliverydelinquencies;Deliverydefects;Earlylifefailurerate;andthereforeIncreasescustomersatisfactionandDecreaseswarrantycost!
Processcostanddefects,Reducingthetotaldefectsintheentireprocess:
ReducesthecycletimeperunitReducingWIP(Workinprocess)ReducinginventorycarryingcostsResucesdefectinspection,analysis,andrepaircost;thereforeDecreases“Manufacturing”cost,Cost/Quality,SixsigmahasshownthatThehighestqualityproducerisThelowestCostproducer,TDUisthebestmeasureoftheoverallqualityoftheprocessTDUistheindependentvariableProcessyieldsaredependentuponTDU,Thecommonmetric:
Totaldefectsperunit(TDU),Definingaunit,A“unit”maybeasdiverseasa:
PieceofequipmentLineofsoftwareOrderTechnicalmanualMedicalclaimWiretransferHouroflaborCustomercontactAnythingthatismeasurable&understandablebythepersonwhoistryingtoreducedefects,Sigma,afigureofmerit,TDUcouldbeexpectedtobeproportionaltothecomplexityoftheunitComplexityisdirectlyproporttionaltothenumberofopportunitiestocreatadefectTonormalizeprocessesofdifferentcomplexity,weuse:
TotaldefectsOpportunitiesFromwhichwecancalculatesigma,DPMO=,x1,000,000,Improvement,7,Sigma(+1.5sigmashift),1,10,100,1K,10K,100K,2,3,4,5,6,(66810ppm),(6210ppm),(233ppm),(3.4ppm),30xImprovement,10xImprovement,70xImprovement,6,5,3,4,DefectsperMillionopportunities,Benchmarking,Bestinclass,internal+externalRepaircosts,10%,Averagecompany,1%,DefectsperMillionopportunities,Sigma(+1.5sigmashift),2,3,4,5,6,7,Restauantbills,Doctorprescriptionwriting,Payrollprocessing,Orderwrite-up,Journalvouchers,Wiretransfer,Airlinebaggagehanding,Purchasedmateriallotrejectrate,Benchmarking,Bestinclass,Averagecompany,Sigma(+1.5sigmashift),DefectsperMillionopportunities,Processqualitylevelsmayvarywidelywithinacompany,(0.25PPM),1,10,100,1K,10K,100K,2,3,4,5,6,7,Airlinebaggagehandling,Domesticairlineflightfatalityraate,Bestinclass,Averagecompany,Sigma(+1.5sigmashift),DefectsperMillionopportunities,Implementationofthesixsigmaculture,Totalsustomersatisfaction,Sixstepstosixsigma&designformanufacturability,Cycletimereduction,Motorolasblackbelt,Problem-solvingtools,n,驅動力來自評量指標以及合理且具挑戰性的目標,Thesix-stepsdesignprocess,ManufactuedproductIdentifyphysicalandfunctionalrequirementsofcustomerDeterminecharacteristicsofproductcriticaltoeachDetermineforeachcharacteristic,whethercontrolledbypart,process,orbothDeterminemaximumrangeofeachcharacteristicsIfCP2redesignmaterial,profuct,andprocessasrequired.,Administrative/officeIdentifytheworkyoudo(yourproduct)Identifywhoyourworkisfor(yourcustomer)Identifywhatyouneedtodoyourwork,andfromwhom(yoursupplier)Maptheprocess.Mistake-prooftheprocessandeliminatedelays.Estableishqualityandcycletimemeasurementandimprovementgoals.,Cycletimereduction,Willbecoverdindetailaferlunch,Problemsolvingidentificationtool,AllmemberoftheorganizationshouldhavetrininginproblemsolvingindentificationtoolsFlowchartsBrainstormingParetochartsCause&effectdiagram,Blackbelttools,ProcesscharacterizationProcessimprovementsGraphicaldataanalysisDistributionanalysis(graphicalandnumberical)Comparativemethods(graphicalandnumberical)ProcesssourcesofvariationMeasurementsystemanalysis,Processcontrol(SPC)Processcapability(CpandCpk)ConfidenceintervalsDesignofexperimentsLinearregressionScreeningexperimentsOptimizationusingresponsesurfacemethodology,Blackbelttool(cont),Maanagementofthequality/continuousimprovementprocess,MethodologytocontinuoislyreducedefectsRegularreviewofDPMOperformanceQualitysystemreviewCorporatequalitycouncil,Institutionalizesolutions,Processstep1,Processstep2,Processstep3,supplier,customer,Recorddefects,Trendchart/Goal,Recorddefects,Recorddefects,Recorddefects,Recorddefects,Continuousimprovementmeyhodology,actionnamedate,measure,Results&institutionalize,Problemsplve,analyze,Defectanalysisisdonebytheappropriateorganization:
MarketingEngineeringManufacturingMaterialsserviceetc,Processstep1,Processstep2,Processstep3,Recorddefects,Trendchart/Goal,Recorddefects,Recorddefects,Recorddefects,Recorddefects,supplier,customer,Institutionalizesolutions,Continuousimprovementmeyhodology,actionnamedate,measure,Results&institutionalize,Problemsplve,analyze,Defectanalysisisdonebytheappropriateorganization:
MarketingEngineeringManufactur
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