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1、An Overview.Not a lot of Details!,6 Overview,“Six Sigma”,If we cant express what we know in the form of numbers, we really dont know much about it. If we dont know much about it, we cant control it. If we cant control it, we are at the mercy of chance.,Mikel J. Harry President Taking GE From a 3 to
2、a 6 Company Will Save $10.5 Billion per Year!,Why “Six Sigma”?,Proven Successful in “Quality-Demanding” Industries e.g., Motorola, Texas Instruments (many process steps in series) Proven Method to Reduce Costs Highly Quantitative Method Science and Logic Instead of Gut Feel Includes Manufacturing &
3、Service (close to customer) and Provides Bridge to Design for Quality Concepts Has Support and Commitment of Top Management,It Works!,6 Overview,6 is Several Orders of Magnitude Better Than 3!,Sigma: A Measure of Quality,6 Overview,Where Does “Six Sigma” Come From?,Mikel J. Harry one of the Original
4、 Architects Previously Headed Quality Function at ABB and Motorola Now President/CEO of Six Sigma Academy in Phoenix, Arizona Has Consulted for Texas Instruments, Allied Signal (and others) Currently Retained by GE to Teach the Implementation, Deployment and Application of Six Sigma Concepts & Tools
5、,Learning from Those Who Have had Success With 6Will Accelerate its Implementation at GE,6 Overview,So.What is Six Sigma?,“THE SIX SIGMA BREAKTHROUGH STRATEGY”,6 Overview,How Do We Arrive at Sigma?,Measuring & Eliminating Defects is the “Core” of Six Sigma,Measurement System,Identify the CTQs,Look f
6、or Defects in Products or Services,“Critical to Quality” Characteristics or the Customer Requirements for a Product or Service,Count Defects or failures to meet CTQ requirements in all process steps,Define Defect Opportunities,Any step in the process where a Defect could occur in a CTQ,Arrive at DPM
7、O,Use the SIGMA TABLE,Convert DPMO to Sigma,Defects Per Million Opportunities,2 3 4 5 6,308,537 66,807 6,210 233 3.4,PPM,Defects per Million of Opportunity,Sigma Level,6 Overview,Measurement System,2 3 4 5 6,308,537 66,807 6,210 233 3.4,PPM,SIGMA LEVEL,DEFECTS per MILLION OPPORTUNITY,IRS Tax Advice,
8、Best Companies,Airline Safety,Average Company,GE,Average Company in 3 to 4Range,Some Sigma “Benchmarks”,6 Overview,Measurement System,A Graphic/Quantitative Perspective on Variation,Average Value,Many Data Sets Have a Normal or Bell Shape,Number of People Arriving at CRD,Time,7:00,7:15,7:30,7:45,8:0
9、0,8:15,8:30,8:45,9:00,9:15,6 Overview,Problem Solving Approach,6Helps us Identify and Reduce VARIATION due to: - Insufficient Process Capability - Unstable Parts & Materials - Inadequate Design Margin,Target,USL,LSL,Target,USL,LSL,Target,USL,LSL,Center Process,Reduce Spread,Off-Target,Unpredictable,
10、On-Target,6 Overview,Problem Solving Approach,“Lower Specification Limit”,“Upper Specification Limit”,Less Variation Means Fewer Defects & Higher Process Yields,6 Overview,Problem Solving Approach,Key Components of “BREAKTHROUGH STRATEGY”,Identify CTQ & CTP (Critical to Process) Variables Do Process
11、 Mapping Develop and Validate Measurement Systems,Benchmark and Baseline Processes Calculate Yield and Sigma Target Opportunities and Establish Improvement Goals Use of Pareto Chart & Fishbone Diagrams,Use Design of Experiments Isolate the “Vital Few” from the “Trivial Many” Sources of Variation Tes
12、t for Improvement in Centering Use of Brainstorming and Action Workouts,Set up Control Mechanisms Monitor Process Variation Maintain “In Control” Processes Use of Control Charts and Procedures,A Mix of Concepts and Tools,Will Also Integrate with NPI Process,6 Overview,Disciplined Change Process,A Ne
13、w Set of QUALITY MEASURES,Customer Satisfaction Cost of Poor Quality Supplier Quality Internal Performance Design for Manufacturability,Will Apply to Manufacturing & Non-Manufacturing Processes and be Tracked & Reported by Each Business,6 Overview,Structure,6 Projects with the GE Businesses,Tabulati
14、on of GE Six Sigma Results,Benefit Target & Update,Current benefits level 10.865 MM,QPID loading : Carryover from 1999 : 4.059 Completed Projects 2000 :3.313 Active Projects 2000 :3.285 Total : 10.865 MM,Key Concepts & Tools,6 Overview,6 Overview,Changing Focus From Output to Process,Identifying and
15、 Fixing Root Causes Will Help us Obtain the Desired Output,f (X),Y =,Process Capability,6 Overview,Sustained Capability of the Process (long term),USL,T,Inherent Capability of the Process (short term),LSL,Target,Over Time, a “Typical” Process Will Shift and Drift by Approximately 1.5,6 Overview,“Sho
16、rt Term Centered” versus “Long Term Shifted”,Six Sigma Centered,LSL,T,Process Capability,.001 ppm,.001 ppm,+6,LSL,USL,T,3.4 ppm,Six Sigma Shifted 1.5,Process Capability,Higher Defect Yield in Long Term Process Capability than Short Term Process Capability,-6,6 Overview,Tying it All Together,shift,C,D,A,B,0.5 1.0 1
