福特汽车培训材料——6sigma.ppt

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1、1,Six Sigma By Daniel WuFord Lio Ho Motor Company,2,Outline,Quality levelWhat is Six sigma?Why we need Six sigma?Development and Deployment strategyHow Six sigma merges into our daily business?,3,Overview-Four Quality Gurus,Historically companies have focused on quality issues for customer satisfact

2、ion Prior to six sigma there were four key quality gurus that most companies quality programs followedDemingJuranCrosbyTaguchi,4,Deming,Deming taught:Importance of understanding variation in work processesRole of management in leading for qualityApplication of statistics Plan-Do-Check-Act,5,Demings

3、Contribution to Profitability,EXTERNAL,INTERNAL,CUSTOMERSATISFACTION,MARKETSHARE,PROFIT,PRODUCTIVITY,QUALITY,-Better products&services-Improved processes,-Compete with value,PRICE,-Compete with Price,-Decreased cycle time-Eliminate set-up times,COST,-Opportunity for profit,PRODUCT QUALITY,PROCESS QU

4、ALITY,-Reduce rework-Eliminate in-process inspection,-Reduce scrap-Increase product life-Eliminate incoming testing,Plan,Do,Check,Act,6,Juran,Juran taught:Breakthrough performancePareto effectImportance of management principlesQuality by design and planning,7,Jurans Contribution,Planning,Cost of Poo

5、r Quality(Percent of operating costs),Production Begins,Original zone of process control,New zone of process control,0,20,40,0,Control,Time,Improvement,Lessons Learned,Sporadicspike fromobservedproblem,Chronic Waste(an opportunityfor improvement),Control,Special cause variationCommon cause variation

6、,8,Crosby,Crosby taught:Customer requirement is performance standardQuality maturity is a journeyPreventive action as basic approach,9,Taguchi,Taguchi taught:Cost of poor quality is loss to society as a wholeRobust quality is designed for consistent productionDesign control is more important than pr

7、oduction control,10,Taguchis Contribution,Lower Specification Limit,Upper Specification Limit,Nominal Value,Region ofCustomerComplaints,Region ofCustomerComplaints,RegionofQuestionablePerformance,RegionofQuestionablePerformance,Region ofSpecifiedPerformance,Mean,LowerControlLimit,UpperControlLimit,R

8、egion ofDesiredPerformance,Cost,11,What Are the Limits to Improvement?,2 Sigma,3 Sigma,4 Sigma,5 Sigma,6 Sigma,Basic Quality Tools,Statistical Tools,Design for Six Sigma(DFSS),Clean Sheet,12,Challenge in the millennium,Question confronting business leaders and managers:It is not:“How do we succeed?”

9、Its:“How do we stay successfully?”,13,Change,“It is not the strongest that survive,nor the fittest,but thosemost able to adapt to change.”Charles DarwinThe Origin of Species,“People do not resist change,people resist being changed.”Beckhard,14,Challenge,Resistance-the universal reaction to change.Te

10、chnical resistancePolitical resistanceOrganizational resistanceIndividual resistance,15,Six Sigma?,Six Sigma is not a business fad tied to a single method or strategy,but rather a flexible system for improved business leadership and performance.It is not about theory,its about action.,Passion+Execut

11、ion=Fast and Lasting Results,Six Sigma Focus,Delighting the customer through flawless executionRapid breakthrough improvementAdvanced breakthrough tools that workPositive and deep culture changeReal financial results that impact the bottom line,Sigma is a statistical unit of measure that reflects pr

12、ocess capability.The sigma scale of measure is perfectly correlated to such characteristics as defects-per-unit,parts-per million defective,and the probability of a failure/error,(Distribution Shifted 1.5s),2,308,537,3,66,807,4,6,210,5,233,6,3.4,s,PPM,ProcessCapability,Defects per Million Opp.,Six S

13、igma corresponds to parts per billion if process is centered,Six Sigma-Goal,3 Sigma,6 Sigma,5 Sigma,4 Sigma,93.32%,99.379%,99.9767%,99.99966%,Historical,Current,Intermediate,Long-term,Sigma,Long-Term Yield,Standard,Six Sigma-Performance Target,.To Produce,Improved Rolled Throughput Yield,Defects Per

14、 Unit,&Defects Per Million OpportunityReduced Cost of Poor Quality(COPQ)Improved Capacity and Productivity,Reduced Variation In Our Processes/Products,$s,A Problem Solving Methodology,CharacterizeOptimizeBreakthrough,T,USL,LSL,USL,LSL,The Strategy,Customer Focused-Both Internally&Externally,Which Bu

15、siness Function Needs It?,As long as there is a process that produces an output whether it isa manufactured product,data,an invoice,etc.we can apply the Six Sigma Breakthrough Strategy.For these processes to perform to a customer standard they require correct inputs!,6 SigmaMethods,MFG.,DESIGN,SERVI

16、CE,ENG,MAINT.,ADMIN.,QA,PURCH.,Data is derived from objects,situations,or phenomenon in the form of measurements.Data is used to classify,describe,improve,or control objects,situations,or phenomenon.,1.We only use experience,not data.,2.We collect data,but just look at the numbers.,3.We group the da

17、ta so as to form charts and graphs.,4.We use census data with descriptive statistics.,5.We use sample data with descriptive statistics.,6.We use sample data with inferential statistics.,Levels of Analysis:,What level are we?,The Foundation of the Six Sigma Tools,23,The Role of Six Sigma,Six sigma is

18、 the best means to realize the philosophy,values,and goals associated with your business initiatives.,Region,BA,6LinkingPins,Business Area Initiatives,It unifies the initiatives and provides a common language which all people can understand and speak.,How Do We Improve Capability,Our Outputs(Ys)are

19、determined by our Inputs(Xs).If we know enough about our Xs we can accurately predict Y without having to measure it.If we dont know much about our Xs,then we have to resort to inspection and test(non value added operations).,By knowing and controlling the Xs,we reduce the variability in Y,which dec

20、rease the number of defects,improves RTY,cycle time,etc.We can also eliminate or reduce inspection,test,and rework.,25,The Sources of Six Sigma Quality,by controlling.,by designing.,by listening.,.to what the customer says he/she wants,.performance tolerant to real world,.process variability,not by

21、inspection of defective output,26,Developing and Reinforcing Values,Cycle ofRefinement,VALUES,BEHAVIOR,ATTITUDES,CULTURE,27,The Role of Leadership,New,Questions,New,Values,New,Measures,Leadership,(Humility/Listening),New,Behaviors,28,Leadership plays the role,Values are a function of behaviorsMeasur

22、ing the right things is key Change must be supported and driven from the topWill is a key element for a successful deployment,29,Why are we here?,“There is a recognition that leadership needs to be a key component of Consumer Driven 6-Sigma within any organization trying to undertake 6-Sigma deploym

23、ent.”Mikel Harry/Richard Schroeder,30,Whats In It For Me?,“the best statistical analysis in the world is useless if those handling the information are paralyzed by corporate fear.When data suggests one direction but corporate culture or convention dictates another,fear can rule and the potential for

24、 change is lost.Only strong leadership can eradicate the fear factor and allow an organization to realize its potential.Statistics alone cannot achieve breakthrough.”Mikel Harry/Richard Schroeder,31,Define Future State,Leadership in Six Sigma,Orientation,Present State,Future State,PTS,Leadership Ski

25、lls,Business Basics,Project Management,Personal Development,PTS,PTS,PTS,PTS,DEFINE,MEASURE,ANALYZE,IMPROVE,CONTROL,Define,Plan,Manage,Close,Develop Transition Plan,Change Management,Analyze Present State,32,Six sigma structure,Strategy Consumer-driven,focus on product,process,and service.Organizatio

26、nAll-function involvement and Personal Development.PolicyCompany-wide engagement,HR,IT,and Finance support.ManagementProject,Team,and Change Management.,33,Deployment Structure,34,6s Project Champions,6s Deployment Champion(s)SM,Business Unit LeaderCEO,Corporate 6s Senior ChampionSM,HR DeploymentCha

27、mpionSM,IT DeploymentChampionSM,Finance DeploymentChampionSM,PRDeploymentChampionSM,Business OperationsLeaders,6sHR Manager,6s Financial Manager,Green BeltsSM,6sIT Manager,TrainingDeploymentChampionSM,6s MasterBlack BeltsSM,6s Comm.Manager,6s Training Manager,6s Project ChampionsSM,6s Black BeltsSM,

28、6s Deployment Infrastructure,6s Executive Council,Six Sigma Deployment Roles,35,Phase ICascading,Establish deployment structureExecutive,top management,champion awareness trainingBlack Belt trainingTools implementation trainingLeadership training,36,Phase IIAccelerate development,Deployment structur

29、e implementation and disposition in each function.Every salary is GB.Begin to implant into current quality system.ISO14000 and QS9000 integration.,37,Phase IIIIntegration,Implant six sigma methodology in other quality toolsPartnership with other quality system.Six sigma training to supplier and fran

30、chise.Six sigma in daily business.DFSS(Design for Six Sigma).BB/MBB in leadership position.,38,It is All about Value,The Customer Value PropositionDefinesBusiness Strategy,Customers choose to buy from us because.Investors entrust their money to us because.Employees choose to work for us because.,39,

31、Three Customer Value Proposition Strategies,Product differentiationOperational excellenceCustomer partnerships,40,Consumer v.s.Producer,Customers higher expectationDefect-free qualityProductServiceProducer-planning for changes to meet customer requirements.Strategic:changing the way every level of a

32、 business is managed on a daily basis.Tactical:six sigma methodology and cross-functional.Cultural:out of box thinking,everyone involved and common language is data.,Customers want to purchase high quality products and services at the lowest cost,just as companies want to produce high quality goods

33、and services at the lowest possible cost.,41,Maximizing Customer Value,Deriving value from the Need-DoInteraction Model,Need,Do,Customers and suppliers exchange valuethrough the Need-Do interaction.,Customer,Supplier,Interaction,42,Value-Capturing the voice of Customers,Partial Kano Analysis,Degree

34、of Achievement,Customer Satisfaction,Surprise:“Ergonomically Delighting”,Desire:“Operate Quietly”,Necessities:“Doesnt Fail Mechanically”“Doesnt Fail Electrically”“Is Durable”,BasicQuality,PerformanceQuality,ExcitementQuality,43,Business initiatives,Delivery,Cost,Quality,When we say something is a CT

35、Q,can we describe it fromCustomers perspective?Our perspective?Can we demonstrate the relationship?,PRODUCTQUALITY,SHIPMENTACCURACYCONDITION,FILL RATE/ON-TIME DELIVERY,ORDER SERVICE/INFORMATION,PROFITABLECUSTOMERGROWTH,44,Building the relationship,Internal,Others,External,Segment,Databases from VOC,

36、Data extraction&transformation,Departmental data mart,Intelligence reports for projects,Correlationanalysis,45,Data transformation,What should we do to make it easily accessible as information to managers and subordinates?What sort of analysis can we conduct?How does that analysis add value?How can

37、we further extend the value of our data analysis?,46,Opportunity and alternative,Focus on the best opportunitiesStratify to define target arenasDefine real optionsBuild a portfolio of opportunities to pursueMeet customer requirements by running the business as we do?Or need to change to get prodigio

38、us improvement?Six sigma?,47,Consumer-driven six sigma,Requires consumer strategy,product strategy,and infrastructure strategy and link them inextricably together.Conducts business through the consumers eyes and shares unfiltered insight within the enterprise.Creates a compelling consumer experience

39、 and innovates services as well as products.Adds value in the eyes of the consumer.Integrates the product and information.,48,Transforming Customer Feedback Into SAQ and then Six sigma Projects,Single Agenda for Quality and Customer Satisfaction,Top 25 issues,DevelopActionable Projects,Identify Gene

40、ricCritical Xs,High Mileage,DFSS,New Product Content,Measure and Monitor Critical Xs,Identify Critical Xs Out of Specification,Develop Action to Restore Critical Xs,MBB Action,VRT(Process owner),Black Belt Project Leader,FPS&Plant Operations,QOS,DMAIC,Green Belt Projects,49,Consumer Driven 6-Sigma o

41、ffers a structured problem solving methodology to achieve break-through improvements by systematically identifying root causes and eliminating them using an integrated set of statistical tools,problem solving techniques,data,and disciplines.,Six Sigma in process improvement,Improve,Control,Define,Me

42、asure,Analyze,ModifyDesign?,No,Yes,Redesign,50,Six Sigma Mindset,What does the customer want?What is the defect we want to reduce?,Are we sure we can trust the data?What does the data tell us?,What are the main influencing factors?Does the data confirm this?,What are we going to change?Is improvemen

43、t tangible and optimal?,How are we going to maintain the improvement forever?How to cascade feedback to system?,Jonathan Holbrook6 Sigma Deployment,51,Black belt project toimprove mfg.capability,Mfg.process cannot provide sufficient improvement.Need reduced product sensitivity to mfg.noise.,The Over

44、all Perspective:DMAIC and DCOV,52,Breakthrough Improvement,5 S workplace,Visual Factory,Standardized Work,DMAIC,Quality Tools,Six Sigma Methodology,Phase,World class quality,We cant sustain a visual factory without 5S,We cant sustain standardized work without visual factory,We cant sustain six sigma without standardized work,Quality tool is the engine,Six sigma is Turbo-charge,DFSS,We cant meet six sigma without six sigma discipline,53,Top leadership needs clearly and openly confirm its strategic intent,54,Ending.,Q&A,