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1、 Six SigmaBy Daniel Wu Ford Lio Ho Motor Company天马行空官方博客：http:/ ；QQ:1318241189；QQ群：1755696321OutlineqQuality 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 focus
2、ed on quality issues for customer satisfaction 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 qualityApplicati
3、on of statistics Plan-Do-Check-Act4Demings Contribution to ProfitabilityEXTERNALINTERNALCUSTOMER SATISFACTIONMARKET SHAREPROFITPRODUCTIVITYQUALITY-Better products & services -Improved processes-Compete with valuePRICE -Compete with Price-Decreased cycle time -Eliminate set-up timesCOST -Opportunity
4、for profit PRODUCT QUALITYPROCESS QUALITY-Reduce rework -Eliminate in-process inspection-Reduce scrap -Increase product life -Eliminate incoming testingPlanDoCheckAct5JuranJuran taught:Breakthrough performancePareto effectImportance of management principlesQuality by design and planning6Jurans Contr
5、ibutionPlanningCost of Poor Quality (Percent 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 variationCommo
6、n cause variation7CrosbyCrosby taught:Customer 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 import
7、ant than production control9Taguchis ContributionLower Specification LimitUpper Specification LimitNominal ValueRegion of Customer ComplaintsRegion of Customer ComplaintsRegion of Questionable PerformanceRegion of Questionable PerformanceRegion of Specified PerformanceMeanLower Control LimitUpper Co
8、ntrol LimitRegion of Desired PerformanceCos 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
9、 is not: “How do we succeed?” Its: “How do we 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 u
10、niversal reaction to change.uTechnical resistanceuPolitical 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 theor
11、y, its about action.15Passion + Execution = 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 st
12、atistical unit of measure that reflects process 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 Capab
13、ilityDefects perMillion Opp.Six Sigma corresponds 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 Throu
14、ghput Yield, Defects Per Unit, & Defects Per Million OpportunityReduced Cost of Poor Quality (COPQ)Improved Capacity and ProductivityReduced Variation In Our Processes / Products$sA Problem Solving MethodologyCharacterizeOptimizeBreakthroughUSLTLSLUSLTLSLTUSLLSLUSLLSLThe StrategyCustomer Focused - B
15、oth Internally & ExternallyWhich Business Function 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
16、inputs!6 SigmaMethodsMFGDESIGNSERVICEENGMAINT.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 descript
