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1、 Six SigmaBy Daniel Wu Ford Lio Ho Motor Company1OutlineqQuality levelqWhat is Six sigma?qWhy we need Six sigma?qDevelopment and Deployment strategyqHow Six sigma merges into our daily business?2Overview-Four Quality GurusuHistorically companies have focused on quality issues for customer satisfacti
2、on uPrior to six sigma there were four key quality gurus that most companies quality programs followeduDeminguJuranuCrosbyuTaguchi3DemingDeming taught:Importance of understanding variation in work processesRole of management in leading for qualityApplication of statistics Plan-Do-Check-Act4Demings C
3、ontribution to ProfitabilityEXTERNALINTERNALCUSTOMER SATISFACTIONMARKET SHAREPROFITPRODUCTIVITYQUALITY-Better products & services -Improved processes-Compete with valuePRICE -Compete with Price-Decreased cycle time -Eliminate set-up timesCOST -Opportunity for profit PRODUCT QUALITYPROCESS QUALITY-Re
4、duce rework -Eliminate in-process inspection-Reduce scrap -Increase product life -Eliminate incoming testingPlanDoCheckAct5JuranJuran taught:Breakthrough performancePareto effectImportance of management principlesQuality by design and planning6Jurans ContributionPlanningCost of Poor Quality (Percent
5、 of operating costs)Production BeginsOriginal zone of process controlNew zone of process control020400ControlTimeImprovementLessons LearnedSporadic spike from observed problemChronic Waste (an opportunity for improvement)ControlSpecial cause variationCommon cause variation7CrosbyCrosby taught:Custom
6、er requirement is performance standardQuality maturity is a journeyPreventive action as basic approach8TaguchiTaguchi taught:Cost of poor quality is loss to society as a wholeRobust quality is designed for consistent productionDesign control is more important than production control9Taguchis Contrib
7、utionLower Specification LimitUpper Specification LimitNominal ValueRegion of Customer ComplaintsRegion of Customer ComplaintsRegion of Questionable PerformanceRegion of Questionable PerformanceRegion of Specified PerformanceMeanLower Control LimitUpper Control LimitRegion of Desired PerformanceCos
8、t10What Are the Limits to Improvement?2 Sigma3 Sigma4 Sigma5 Sigma6 SigmaBasic Quality ToolsStatistical ToolsDesign for Six Sigma (DFSS)Basic Tools WallDesign WallClean Sheet11Challenge in the millenniumQuestion confronting business leaders and managers:It is not: “How do we succeed?” Its: “How do w
9、e stay successfully?”12Change“It is not the strongest that survive, nor the fittest, but those most able to adapt to change.”Charles DarwinThe Origin of Species “People do not resist change, people resist being changed.”Beckhard13ChallengeuResistance-the universal reaction to change.uTechnical resis
10、tanceuPolitical resistanceuOrganizational resistanceuIndividual resistance14Six Sigma?uSix Sigma is not a business fad tied to a single method or strategy, but rather a flexible system for improved business leadership and performance.uIt is not about theory, its about action.15Passion + Execution =
11、Fast and Lasting ResultsSix Sigma FocusuDelighting the customer through flawless executionuRapid breakthrough improvementuAdvanced breakthrough tools that workuPositive and deep culture changeuReal financial results that impact the bottom lineSigma is a statistical unit of measure that reflects proc
12、ess 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)2308,537 366,807 46,210 5233 63.4sPPMProcess CapabilityDefects perMillion Opp.Six Sigma corres
13、ponds to parts per billion if process is centeredSix Sigma - Goal3 Sigma 6 Sigma5 Sigma4 Sigma 93.32 %99.379 %99.9767 %99.99966 %HistoricalCurrentIntermediateLong-termSigmaLong-Term YieldStandardSix Sigma - Performance TargetTo ProduceImproved Rolled Throughput Yield, Defects Per Unit, & Defects Per
14、 Million OpportunityReduced Cost of Poor Quality (COPQ)Improved Capacity and ProductivityReduced Variation In Our Processes / Products$sA Problem Solving MethodologyCharacterizeOptimizeBreakthroughUSLTLSLUSLTLSLTUSLLSLUSLLSLThe StrategyCustomer Focused - Both Internally & ExternallyWhich Business Fu
15、nction Needs It?As long as there is a process that produces an output whether it is a 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 SigmaMethodsMFGDESIGNSERVICEENGMAIN
16、T.ADMIN.QAPURCH.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 data so as to form charts and graphs.4. We use census data with descriptive statistics.5. We use sample data with descriptive statistics
