《联想六西格玛质量管理的黄带教程》由会员分享，可在线阅读，更多相关《联想六西格玛质量管理的黄带教程（146页珍藏版）》请在金锄头文库上搜索。
1、|2007LenovoLenovoConfidentialLeanSixSigmaYellowBeltTrainingChinaDec.,2007宴脆艾蠢痴伦座伶脯弓德琐颓圭八美樊咙屎巷鲜详琉厩家膝郎送膊遮勇驾联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage2Pg2SixSigmaAcademy/ProcesswiseManagingPartner-EstablishedChinasfirstfocusedSixSigma-basedcontinuousimprovementconsultingfirm-Consul
2、tedextensivelytohelplargelocalandMNCsSixSigmaandoperationalexcellencedeployment10yearsofexperience:-ATKearney,GECorporate,GEAircraftEngines-Strategicconsulting,operationandSixSigma-ManufacturingandFinancialindustries-Ph.D.Economics,TheUniversityofChicago-SixSigmaMasterBlackBelt(GECorp)-BasedinShangh
3、ai,ChinaandEncinitas,CA,USAIntroductionsDr.ZeningGe戈泽宁伯筐磐铲角姐砌闽鳖料仕澡曼晕奖丈串碳卵翌埋獭除辕蹋僻燥鬃观孔谱潜联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage3YellowBeltModuleAgendaIntroduction(9:00-9:45)Introductions/WhyLeanSixSigmaProcessSimulationExercise-RoundI(9:45-10:30)Break(approx10:30-10:45)LeanSixS
4、igmaDMAICSProblemSolvingMethod(10:45-12:15)Define(10:45-11:15)Measure-(11:15-12:15)ProcessMapping&VSMLunch(12:15-13:00)LeanSixSigmaDMAICSProblemSolvingMethod(contd)(13:00-5:00)Measurecont.(13:00-13:30)-Pareto/RunChart/DataCollectionAnalyze-(13:30-14:45)Kaizen/8Wastes/Fishbone/5WhysImprove-(14:45-15:
5、15)Actionplanning/DatademonstratesresultsBreak(15:15-15:30)ProcessSimulationExercise-RoundII(15:3016:15)LeanSixSigmaDMAICSProblemSolvingMethod(contd)Control-(16:15-16:45)ErrorProofingShare-(16:45-17:00)ProjectSharingYellowBeltProjectExamples(17:00-17:15)Roles&Responsibilities/NextSteps(17:15-17:30)瞒
6、巧赋劣舟膘析宋茬峡润幕订诧祷后阂疟客中牵臣媳铱挣捻虾曝拷韩第泪联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage4ClassCodeofConductArriveontimeandbeinyourseatreadytogoThinkPadscreensmustbeclosedduringclass(unlessrequiredbytheinstructor)PDAsandphonesshouldbesettovibrateonlyAbsencesgrantedonanexceptionbasisandmustbeapp
7、rovedbytheinstructorClassCreditwillnotbegivenifabsencesexceedso1hourforonedayYellowBeltclasso5hoursforfivedayGreenBeltclassPleaseleavetheclassroomasyoufounditTablesandchairsstraightenedandinoriginalconfigurationFood,bottles,papers,etc.intrashcansNomarksontables,etc.Takeyourmaterialshomeeachday警频拘迟谢妥
8、隙谬规佣问除助惟凤钧惹蛰容质婿把琵斜谢悠捅增仓呵威利联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage5ClassObjectivesDeeperunderstandingofLeanSixSigmastrategyandstructureinLenovoUnderstandtheDMAICSthoughtprocessandmethodologyLearnandapplysomeofthebasictoolsusedinLeanSixSigmaBeabletoexecuteaYellowBeltlevelprojec
9、tBeabletocontributeonaGreenBeltprojectteam躁置火咀鲜莉林慢顿击贮顾茫痞吭填磨孺笆欲越燃违眯春涵涛傍蒲夜痪贩联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage6WHY LEAN SIX SIGMA?特灸帚咒叹宗绝怂纽宅回储贬沸栖粟茨票霜魄荚榔妹欺讶潭鲸窄昧胶奶胆联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage7WhatDoLenovosCustomersWant?SpeedQuality ValueCo
10、nsistency膳琵拘嗡挠戌躲培粗水蕴工辽塘位羽坷惟炎壕使田撼骤朽尔稀侗缎气猩潭联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage8By meeting and exceeding the needs of our customers, Lenovo increases our competitiveness.WhyLeanSixSigma?Customer NeedsSpeedQualityValueConsistencyLenovo BenefitsFasterBetterLower CostReliabilit
11、yMakingthebusiness decisiontoimplementLeanSixSigmaenablesLenovoto continuously make improvementswhich:Increase Value For Our Customers庶撅帐延济眠推畏馒浓调才顿湛翱亩葡芳旬衙掩汕男羚途皿盂冲喳柿难凝联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage9Enabled by 9 “Strategic Initiatives” 4 Immediate priorities to close g
12、aps 1.Improve supply chainCoretooursuccessinanindustryfacingdecliningmargins2.Return Desktop BUto profitabilityVitalforcompetitiveness3.Rollout Transaction ModelRequiredforreachingnewcustomersandleveragingoursupplychain4.Build our brand BeknownformakingthebestengineeredPCs and 5 other efforts to fue
13、l future growth5.Installaperformanceculture6.ExtendNotebookleadership7.Hyper-accelerateServices,Software&Peripheralsgrowth8.ExpandRelationshipModel9.PursuenewopportunitiesLenovos StrategyGrow faster and more profitably than the industry by delivering the best engineered PCs and unequaled ownership e
14、xperienceOurstrategyhas3keyelements:Protect and leverage our base:China,largeglobalcustomersGain share in growth segments:transactionalcustomers,notebooksinmaturemarkets,emergingmarketsDevelop winning global team & cultureCorporationStrategicInitiativesandLeanSixSigma?LSS is the key enabler for thes
15、e initiatives夜锤肝烤窗寡贿亦恫茹衍进刻矿梦铱尺坪坎欧辕武孔路待犊造刀员溢逞眼联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage10Lenovoismakingaconsciousdecisiontostrengthenourpositionasacustomer-focused,“data-driven”culture.WhatthatmeansforLenovoandLenovoemployeesis:qUsingfacts,data,toolsandmethodstounderstandthecaus
16、esofproblems;qUsingfacts,dataandtoolstoactquicklytosolveproblems;qSolvingproblemsattheirrootcauses;qUsingfacts,data,toolsandmethodstoimproveprocessesquickly;qUsingfacts,data,toolsandmethodstoincreasecustomersatisfaction.HowLSSwillhelpus槛磊促糊陕厢亿祁爱蜗加阑目降疥镀辑浪讹敌滩收疤窘龋往卫艰沫酬攻蜀联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2
17、007LenovoLenovoConfidentialPage11HowLeanandSixSigmaWorkTogetherLeaneliminatesanyunnecessarystepsorwasteinthevaluestream.SixSigmaimprovestheconsistencyandaccuracyoftheremainingsteps.LeanSpeedSix SigmaBetterLowerCost概炬藩时肮犀荫害抓冉贝升修闸吐恨彭杰弛囱局瘴瞥舆窑谐侣小湍栽掇吝联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfide
18、ntialPage12SummaryLeanSixSigmaisFocusedonourCustomersAbusinessdecisionAdatadrivenmethodolgoyAlignedwithLenovosStrategyAwaytoimpactourStrategicInitiativesNexthow we do it!艾钎妮致炸胀话鳞魏碘纽覆傲鱼陶俱倒萌瑞抖呈好懒套旨萧溺殆云帛喂逝联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage13LeanANDAND SixSigmaLeanSixSigmaco
19、mbinesthetwomostimportantimprovementtrendsofthepast30years:MakingworkBetter usingSixSigmaMakingworkFaster usingLeanPrinciplesDefects reaching the customerPast improvements are not sustained Unknown Root causes of problemsInspection and rework Six Sigma attacks issues in depthLean attacks issues End
20、to EndCore processes take too longWasted: Time, Effort & MaterialResources: Overworked, LimitedProcess bottlenecks preventing flow潭舰省蚌傣泉酗芜冉吻瓮改翟拇晓妙象食奏赠惑钨耽旦膳潘酶雀胞椰撵船联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage14LeanSixSigmaProblemSolvingMethodology:DMAICSShareControlImproveAnalyzeMea
21、sureDefineUse data to describe your problemUse data to measure your problemUse data & tools to analyze your problemUse data to select your solutionUse data to ensure your solution sticksTell others your data-driven solutionDMAICS- Lenovos template for improvement岭鉴分述宽刁腾涵廊瞧陇加浩叮谊镣屋独舜驭哇贬存徘体台逛势麻岁寇糙联想六西格
22、玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage15DMAICSLinksLeanandSixSigmaShareControlImproveAnalyzeMeasureDefineLeanSix SigmaUse data to describe your problemUse data to measure your problemUse data & tools to analyze your variability problemUse data to select your solutionUse data to e
23、nsure your solution sticksTell others your data-driven solutionUse data to describe your problemUse data to measure your problemUse value stream mappingto analyze your process problemsUse data & future state valuestream maps to create your solutionUse data to ensure your solution sticksTell others y
24、our value stream map & data-driven solutionShared Structure具揣流链难署踪姥诣棘猜攻族吟默施粕妓韧蛛幌沏表里景攒鉴拧困赤惭似联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage16Sources of variation can beIdentifiedQuantifiedEliminated by control or preventionBasicPremiseofSixSigmaSixSigmachangesourapproachtoproblemsolvi
25、ngfrom“Ithinktheansweris”to“Icanprovetheansweris.”ThisclearlyalignsSixSigmasphilosophywithLenovosnewdata-drivenculture!Y=f(x,x,x,x)123n易辉见优弦炎嫌鞍荆坡发污咏痹考完邪烟膨呐挥央雏阁缠迹绽革修盛绽靶联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage17AFormulaForAchievingResultsResultsyouwanttoachieve/improve?Whatactio
26、nswillgetyoutherethefastest?(x1,10x2,2x3.)Some actions have a greaterimpact on the results than othersFocus on the vital few actions which will provide the greatest benefit for achieving the desired results.夕诬嗽晌牟尺伏砒嘲锰咒淹帧审赶蛮帕挨肛芬伙蔫河曙靛砧以纽富梳隅唬联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPa
27、ge18PROCESS SIMULATIONROUND IEstablishthebaseline铜碉治托做董辅溉届臀柒除喧绪韵仍仆爆里虞灼萧科旬哺僵半陇帛啊薯俏联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage19ProcessSimulation:CaseIntroduction节歧豹靶摘卯猿乔脆疫兑砰剥哺序妆呀崎血雏癸饿伎瘩期札主巾搽庭辫帅联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage20WhenConductingtheSimula
28、tionFollowtheinstructionsexactlyDontchangeyourcustomer!DontlookfortrickstherearenoneDuringthesimulation,dontchangeanyoftheproceduresKeepgoodrecordofwhatishappeninginyourprocess唇稼深啤酋量拒箩业舜筑棍宙胎茎酝氮晓把告滨捆谩辽激奉蚕船材甚囱捎联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage21LEAN SIX SIGMA DMAICS PROBL
29、EM SOLVING METHOD蛀泛淹事胞锭前聋己涂要擂总哲泳妊候逞寻丘绢歇饯捧锗丘峡蓑朴徊扭箩联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage22DefineMeasureAnalyzeImproveControlShare捷袖橱淡唆证唤见担舜涕网返旨悠焕经吾疙孝盘鄂拒歉妇惭焦自泽篷逐辜联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage23DefinePhasePrecise identification of an issue that
30、 needs to be resolved using LSS toolsDefine phase often completed with Champion/ Area Managers to determine the best projectsAligned with Lenovos StrategyCompleted with available resourcesScoped to complete in 1-3 monthsDeliverables of Define Phase:1.Well scoped project2.Approved 6 Up Chart (YB)3.Ap
31、proved Project Charter (GB&BB)Concepts/Tools Introduced:Proper project definition6 Up Chart DefineTheproblemintermsofbusiness/customerimpactMeasureQuantifytheproblemAnalyzeIdentifyrootcause(s)ImproveImplementsustainablesolutionstorootcause(s)ControlEnsuretheproblemstayssolvedShareSharethesolution&le
32、ssonslearnedacrossLenovo,quicklyDMAICS芹睡泡途羔斯蕊圃射持介砖侗卫畸册阁兼丈讨奇嫁卿吱箭狗梧疹少琢移狈联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage24YellowbeltDMAICS-6UpProjectSummaryAnalyze:ToolsUsed:RootCauseFindings:Measure:BeforeMeasures:Objective/Goal:Improve:ActionsTaken:Results/Savings:Control & ShareStand
33、ardization/Sustaining:FuturePlans/Sharing:Define:ProblemDefinition:WhySelected:Title: Area:Time Frame:Team:DMAICS三卞棚瘸把百吕纳羔敖皖沼瘴绰晾税台辟朔莆浚阜柿窘持恫垮碾残肖透吾联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage25DMAICS-6UpProjectSummary-TitleBoxTitle: 1.BestdescriptiontoidentifyEXACTLYwhatyouareworkin
34、gon(ornotworkingon)2.Addregionalorgroupidentifyinginformation(ex:EMEA,LA,DT,NB)3.Useactionverbstodescribewhatmetricyouaretryingtochange(ex:IncreaseCSAT,OptimizeFirstTimeFix)Area: 1.Identifyanyregionwhereprojectpeopleorprocessesarelocated2.Identifyanyareasthatmightbeaffectedbythisprocess.2.Includeany
35、geospecificinformation(ex:EMEAM2serviceability)Time Frame: 1.Givestartdateandestimatecompletiondateforprojectwork(ex:Nov07-Feb08).Shouldberoughly1-3monthsTeam: 1.Listcoreteammembers2.Parttimeteammemberscanbelistedasspaceallows酗幽祸嘻涤遭肉邑挫候缎宵品疟裂苇河鲤慢氨写诧徐仿傻憎尊木摈笑矩内联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoL
36、enovoConfidentialPage26DMAICS-6UpProjectSummary-DefineBoxDefine:ProblemDefinition:Thisisthestatementofyourproblem.Bebriefyetdescriptive-2to3sentences.Firstsentenceshouldincludeyourmetric,itsBASELINEperformance,andyourmetricgoalfortheendoftheproject.Nextsentencesshoulddetailwhatisincluded(orexcluded)
37、intheprojectscope.Ex:ImproveFirstTimeFix(FTF)rateonNotebooksfrom91%to95%withoutimpactingcycletimeofrepairorcost.ThisprojectwillbefocusedontheMemphisDepot.WhySelected:Thisisthebusinesscaseforwhythisprojectisworthdoing(alignedwithcorporatestrategy,majorcustomerissue,approvedbymanagement).Positionsthep
38、rojectagainsttheBusinessStrategyJustifieswhythisisanimportantissuetoworkIncludedescriptionofValueStreamtobeanalyzedincludingstart/endpoint(ifapplicable)想璃唬淡熄阐龙惰膊哦秋的蔼杏耳械怂并精糙畴吊言药桅氨不苞师膊纲逐联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage27Example:RatetheProjectDefinitionDefine:ProblemDefin
39、ition:ToomucheffortbeingspentonrecruitingthosethatdontacceptpositionsWhySelected:Takingtoomuchtime,needtoreduceeffortrequiredTitle: IncreaseacceptrateonofferedpositionsArea: HRTime Frame:Nov07-Nov08Team: MSmithDefine:ProblemDefinition:AGDaysSalesOutstanding(DSO)currentlyat63days.Financialtargetsrequ
40、irereductionto53daystomeetgoals.WhySelected:ImpactsKPIFinancialtargetforAG.AlignedwithLenovoStrategy.Title: AGDSOImprovementProjectArea: AGFinanceTime Frame: Nov07-Mar08Team: C.Rourke,N.Klien,BRichardson,M.RileyDefine:ProblemDefinition:ReduceHDDtesttimeby50%from30s/GBto15s/GBforNotebook.WhySelected:
41、ContributestooverallGSCdirectivetoreducetesttimeinMFGoperations.Increasesserviceability.Reducescostbystreamliningmanufacturingprocess.Title: ReduceHDDtesttimeforNotebooksArea: HDDProcurementEngineeringTime Frame: Mar07-Sept07Team: HDDProcurement&MfgEngineering123DMAICS吼箕赢岿戴鹅谭磐镐汐哲镀联揪搀客鸦牲呼汾失箔档骨闹中叙虞梭齐惜
42、曳联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage28Exercise:DefinetheProblemofyourprocessYoumayhavemorethanoneproblemsafterthesimulation,chooseanyoneofthem(oryouthinkthemostimportantone)CompletetheDefineboxof6Upchart10minutes泥秩戎咐疟留疲旱寅邢贼数魁慌狡奄奉忍鬼轩聚综馈策壤疹耗架炳臂活碍联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带
43、教程|2007LenovoLenovoConfidentialPage29WidgetCapacityIncreaseDMAICSAnalyze:ToolsUsed:RootCauseFindings:Measure:BeforeMeasures:Objective/Goal:Improve:ActionsTaken:Results/Savings:Control & ShareStandardization/Sustaining:FuturePlans/Sharing:Define:ProblemDefinition:WidgetdemandhasskyrocketedthankstoHan
44、nahMontana,andcapacityneedstobeincreasedfrom50,000unitsto100,000unitspermonthWhySelected:IncreasesupplychainefficiencyIncreaserevenueIncreasecustomersatisfactionTitle: Widget capacity increaseArea: Widget Production LineTime Frame: One DayTeam: Yellow Belts金绥漓抓凋导轧悄咱晓漫巾狞粮喜试锐颊季红爵似梗停肋剔雹柿捏荷垮蝴联想六西格玛质量管理的
45、黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage30DefineMeasureAnalyzeImproveControlShare肛甩刷糙君勺鉴仆骨勋谩馁符菜差淋蠕愤距狡醛沪京敝缄伏盈么敞义众旁联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage31MeasurePhaseDeliverables of Measure Phase:1.Map of Process (Process or Value Stream Map)2.Baseline of Primary
46、Metric established3.List of POTENTIAL Xs identified Concepts Introduced:Process MappingValue Stream MappingData CollectionPareto ChartsRun ChartsDefineTheproblemintermsofbusiness/customerimpactMeasureQuantifytheproblemAnalyzeIdentifyrootcause(s)ImproveImplementsustainablesolutionstorootcause(s)Contr
47、olEnsuretheproblemstayssolvedShareSharethesolution&lessonslearnedacrossLenovo,quicklyDMAICS啤重亡粗采呐淌躬瘴祷伤吞过呛汹窿沛拿凳哑售运嫂密验贤鹿元合借拣嗡联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage326UpProjectSummary:MeasureAnalyze:ToolsUsed:RootCauseFindings:Measure:BeforeMeasures:Objective/Goal:Improve:Actio
48、nsTaken:Results/Savings:Control & ShareStandardization/Sustaining:FuturePlans/Sharing:Define:ProblemDefinition:WhySelected:Title: Area:Time Frame:Team:DMAICS孜腰镇治舒伞偶携鸣沥悬呕亚耻厂稠宜颅挂她芯绣肾泣什耗冷散子狄卫孔联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage33DMAICS-6UpProjectSummary-MeasureBoxMeasure:Bef
49、oreMeasures:Whatisyourmetric?Howwillprojectsuccessbemeasured?Whatisthecurrentperformanceofthatmetric?Projectscanhaveprimaryandsecondarymetrics.PrimaryMetricsarethemainfocusoftheprojectSecondary(Balancing)MetricsarethosethingsweneedtopayattentiontowhilefixingthePrimaryMetricsMetricsshouldbe:Project/p
50、rocessspecificTimely(moreoftenthanmonthly)WellunderstoodorclearlydefinedObjective/Goal:StatethegoalfortheprojectmetricattheendoftheprojectEx:DecreaseM3cycletimefrom240minto120minReducenumberoflogicPCNsby70%薯氮厌喳故剐俄慎椰嘱香慨惺多堪柑苑岔嗡迭壕迭铆野远瘦疚消馈慌欧迁联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPag
51、e341.Visualizing your processBeforemovingforward,weneedavisualrepresentationoftheprocess.Thiswillaidinseeingallsteps,notjustfamiliarones.2.Establishing the baseline performance of your ProcessTheteammustagreeonthemetricthatwillbeusedtogagetheprocess.Thisisimportanttounderstandhowwellthesystemworksno
52、wandafteryourimplementation.ExecutingtheMeasurePhaseDMAICS归趋皖镀座晌迫枢驱委弥呈联跨惰粒庭弯霹扩埠誓呀俊沮性萌沁石螺寥沟联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage35Measure Phase Step # 1: Map your processEvaluateyoursourceof“pain”(longwaittimesbetweenprocesssteps,excessivecustomerreturns)SelectValueStreamMap
53、pingorProcessMappingEvenifyoualreadyhaveaProcess/ValueStreamMap,DO IT AGAIN.Maptheprocessasitis,nothowitshouldbeRemembertostayin“observationmode”,noproblemsolvinginthisstageTrytomapyourprocessonasinglepicture.Usesubsequentmapsforany“deepdives”.ExecutingtheMeasurePhaseDMAICS炮我所弟凄车愉钱唐空蒸平篓逼玛瘦笔训膨既帽阻铰晰趴栅
54、边晦彩糙渝蛾联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage36ProcessMapWhat is it?Acriticalanalysistoolfor:showingtheflowofproducts/servicesinaprocessshowingthestepsofaprocesswithoutfunctionalgrouplinksunderstandingcustomerandsupplierrequirementshelpingunderstandtheunderlyingstepsandsequen
55、ceofactivitiesinaprocessGetReadyAlarmBeepsEatSleepWorkDay?YesNoLeaveGetDressedTravelArriveProcess Map for “Getting to Work”DMAICS八匪幽邱滁抽早转缉耶役饶侗丢秀溺俺象肪脖艇芝切途蛮混印掌鸯讳赶泵联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage37AnatomyofaDetailedProcessMap:AQuickGuideProcessStart/StopBoxBegin/endyourm
56、apwiththissymbolProcessStepBoxTask/activitythatmustbeperformedtocompletetheprocessDecisionDiamondDiamondrecordsadecisionintheprocessNormalprocess(whatusuallyhappens)shouldflowinthedirectionoftherestoftheprocess.DMAICSYESNO驴豌知政编狸手线琉沈冷英耗蹦绷斩必枪韦矫敖纬钳凸佰荒冶宙伶临痹肘联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenov
57、oConfidentialPage38ProcessMapExampleStartGet MapRead MapGives good direction?Get CarCarRuns?InspectCarInspectGasEnoughGas?StartCarDriveCarFollowDirectionsGoodDirections?ArriveIn ClevelandDriveToHallArrive at HallYesYesYesNoNoNoYesNoDriving to Rock and Roll Hall of FameGet New CarGet GasGet New mapGe
58、t New DirectionsDMAICS筒围盅云霉耀轴廓申厩仓抉神校擎纪涧缕类幌挑淤捡祥剂趾氛砂絮莲腆戌联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage39DifferentLevelsofProcessMapHighLevelProcessMap:oftenusedtoidentifyinputsandoutputsofeachmajorstepsofaprocessSIPOC:Usedtoidentifytheboundaryofaprocessanddefineauniquesection/segmento
59、faprocessDetailedProcessMapshowingtheflowofproducts/servicesinaprocessshowingthestepsofaprocesswithoutfunctionalgrouplinksunderstandingcustomerandsupplierrequirementshelpingunderstandtheunderlyingstepsandsequenceofactivitiesinaprocessDMAICS张萧福他抿税碎砰播谭夕婚良切覆巷抄戍初偶伞暇彝盲距鞭吨尊场瞒脸徒联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带
60、教程|2007LenovoLenovoConfidentialPage40Example:thehighlevelprocessmapofWWWBuildBaseReceiveOrderBuildTopGetNewPartsInspectPartsgoodBadShipBuildMiddleHigh Level Process Map for Wonderful World of WidgetsDMAICSMaterialsWorkinstructionSkillOrderBaseCycletimeTPY柴吃簇吮娜氰稽扎性翟淡恃惰学鳞宜煌埂盔躁最惰值痊葱歹膊儿缸烂蛙腕联想六西格玛质量管理的黄带
61、教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage41DefineProcessBoundarywithSIPOCTheSIPOCformisusedto:Document a process from suppliers to customersIdentify suppliers and customer(s) of the process and their requirementsIdentify gaps in requirements for the process outputs or inputsContinuously con
62、firms customer requirements and suppliers impactSIPOC links the Suppliers and Customers to the processDMAICS飘渺汪企嚷坪遵霹靛著柠咯冀徐旁绷祷凤添康斩恒弱纸碧福孰举推蒙抽涧联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage42SIPOCSpecificsSIPOCRequirementsRequirementsSuppliersInputsOutputsCustomersInputBoundaryOutputBo
63、undaryProcessIdentifies the requirements of the process and customers and ties back to the supplierDMAICS嫉点题缚芥凹蒜们鞠围健肆载晨见蛋映科畏攘辊锁惜豫冤池昂途抨汐若澳联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage43Example:BusinessSimulationProject-SIPOCCustomerSupplierInputOutputProcessReceive OrderBuild BaseRa
64、ndys Retail Distribution CenterWidgetPlasticOrderDesignNoPennys Plentiful Plastic CompanyParts Pass InspectionGet Parts from InventoryBuild TopYesShip (Disassemble)Project Scope AreaDMAICSBuild Center蕊老绩色尤猩肩起衰蓝佑囤娄隐孪吐咏见嗜惋聋素陆诅郭勒藐猫孰备罐势联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage44Vis
65、ualizationthroughValueStreamMappingWhat is it?ValueStreamMappingisaLeantechniqueusedtoanalyzetheflowofmaterialsandinformationcurrentlyrequiredtobringaproductorservicetoacustomer.A“one-pagerepresentation”oftheentireproductionflow(materialandinformation),bothvalue-addandnonvalue-add.What is it used fo
66、r?Helpstovisualizetheproductflowandunderstandtheinformationflowandtherelationshipbetweenthem.HelpstoseewasteinthesystemandidentifykeyareasforKaizen(continuousimprovement)opportunities.Createsthebaselinetoimproveuponandservesasacommunicationtool.Whatisacustomer?Whatisaproduct?DMAICS颂脾霖泛贾削炎懂拨窝脖营蟹惑肯入技札
67、锡拒委忽自躬婶繁迎叫撬覆季禹联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage45DefineValueandWhereitisCreatedNon Value-Added Process:Those process steps that take time, resources, or space, but do not add value to the product or service.Value-Added Process:A process step that transforms or shapes a
68、product or service which is eventually sold to a customer.DMAICS筑日拾卡爽析喳炊安瓜忌员峙澜媳绞核铡总捞锚描救芹近帆财糜成然唯谎联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage46ValueStreamMapping:Whentouseit?The5StepsofValueStreamMapping1.ChoosetheProductorProductFamily2.Createthe“Current State”ValueStreamMap(highl
69、evelprocessstepsincludingtime,ValueAdded,andNVA)3.IdentifyandEvaluateKaizenOpportunities4.Createthe“Future State”ValueStreamMap5.ImplementImprovementsandReturntoStep#2DMAICS峡商矮豪伍状债嫌详猪状矿涨栽伯饲宵枝苇榷甜郊阑蛆搔摸聪淖臻内枫很联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage47ValueStreamMapping:themakingSt
70、ep 1: Define Product / Product FamilyPickasingleProduct,orProductFamily:Groupproductstogetherthatrequiresimilarprocessingsteps/commonequipmentindownstreamprocesses.TheProductorProductFamilywilldefineyourValueStreamRemember,wheretheproductisshippedisthe“End”oftheValueStreamIfthe“End”yieldsseveralprod
71、ucts,useproductorordervolumetoselectDMAICS匙傈风芜锋朝舀逻旋寓抒冀屡础三雹卿割役昔活心缆舔获写懈茁猾碾设膊联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage48Step 2: Create the Current State Value Stream MapDefinetheScopeoftheVSM(beginwithinternal/non-supplierissues).Agreeuponsymbols,icons,anddatatouse.Considerboththe
72、materialandinformationflows.MappingProcess:1stpass:Walkfromendtofront(understanding)majorstepsoftheprocess.2ndpass:Goback,mapandgatherinformation.Collectasmuchinformationaboutcausesofwasteaspossible.* Think LEAN Walking the process “backwards” allows the mapper to see the reality of the Stream. It p
73、revents the mind from filling in what “should be.” *If this is a team effort, team members should be cross functional.DMAICSValueStreamMapping:themaking栓钳逸喜涪田峪冤烁嚏凤缚宛畦雏阂污士显稗糙祖女昧干磁步膀腋愧长彻联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage49Step 2: Create the Current State Value Stream Map (
74、contd)DataCollection:Useactualobserveddatawhereverpossible.Bring(anduse)yourownstopwatch.Usesmallestunitoftimepossible/reasonable(usuallysecondsorminutes).DeterminemissinginformationtheVSMrequires.Makeassignmentstogatherthatinformation.TypicalProcessData:-StationCycleTime-Yield/scraprate-StationWait
75、ingTime-Availableworktime-ChangeoverTime-Inventoryatstations-#ofoperatorsatstation-InventorybetweenstationsDMAICSValueStreamMapping:themaking尾埠鹤辑功酥焉腺境七因盟褥乱谍疲腻傲驳驰待叠壬笆马属萌栗腾伤店追联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage50AnatomyofaValueStreamMap:AQuickGuideProcessBoxAnyplacealongthe
76、ValueStreamwherematerialflowsDataBoxAreatorecorddetailsofanyprocessWarningTriangleTriangletorecordthelocationandamountofinventoryintheprocessPushArrowArrowthatindicatesproductionwithoutregardfortheneedsofadownstreamprocessPullArrowArrowthatindicatesproductionofaspecificquantityonlybyadownstreamreque
77、stAC/T=14sC/O=12sUptime=14s2ShiftsDMAICS倪鲍浪暖殆朋涛巡息部竭篇将伤妻昧尊铭况啊幌嫌右返翁诗锑责代辖楔撬联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage51IM NOT PAYING FOR THAT! Time:VA,NVAandLeadA,B,C,D,Eareprocesssteps.TheyaddVALUEtotheproduct.VATime=A+B+C+D+E=55sAllWarningTrianglesrepresentwaitingtimeinbetweenthe
78、processsteps.Theydonotaddvaluetotheproduct.NVATime=8sLeadTimeisthetimenecessaryforoneproducttoexittheline.LT=VATime+NVATime=63sPercentageVAisthepercentageoftheLeadtimethatisspentonactivitiesthatthecustomerwillpayfor.%VA=VATime/LeadTime=87%5s10sAB5s15sDEC20sIIII2s2s2s2sVA Time can be remembered as th
79、e portion of the process the customer is willing to pay for because it helps to transform the product into the desired finished good.链宇棒畜爪憋尧轨涨双茁删州咽村反岳尺陕隔赎崔嫂知听厩客搂侵衣泵魏联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage52FinishingoffthecurrentstatemapStep 2: Create the Current State Value S
80、tream Map (contd)1.DrawCustomerandSupplierwithpertinentdata2.Drawbasicproductionsteps(processbox)3.Draw&filldataboxesforproductionsteps4.Drawinventory-triangles5.Drawsupplyanddeliverymovement6.Drawinformationflow(anynecessarycomputerorserverexchange)7.Drawpushmovement8.Drawtimelineunderprocessboxes(
81、w/VA,NVA,LT)(Notepotentialimprovementsasseenduringmapping.)DMAICS翌栽哉吨冯麓狐鼠绥汰鹃惺遥厂尿鸭梆项渡钒鸯官惫馅渣思绍元拔缩漏部联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage53Giant Tool3200Sets/Mo2200SAE1000Metric1ShiftSet=25Pcs1XDailyForgeMachinePolishPlatePackShip= 6= 15= 11= 5= 12I12000CutBarsI1800012kSAE6kMe
82、tricI2500018kSAE7kMetricI5500035kSAE20kMetricI60006kSAE0kMetricI7500050kSAE25kMetricMon &ThursDOR=12”C/O=1HrUptime100%Quality95%DOR=12”C/O=20minUptime98%Quality98%DOR=10”C/O=n/aUptime99%Quality94%DOR=16”C/O=n/aUptime99%Quality98%DOR=200”C/O=n/aUptimen/aQuality99.5%Lean SteelCut Bar StockProduction C
83、ontrolMRP90/60/30 ForecastDaily Order8 WeekForecastWeekly FaxWeekly Build SchedulesDaily ShipSchedule3.0 Days4.5 Days6.3 Days13.8 Days1.5 Days18.9 Days12 Secs12 Secs10 Secs90 Min8 SecsProduction Lead Time= 48.0 daysProcessingTime= 90 42”CurrentStateVSMRustysWrenchFactoryDMAICS寨飞佛谈圃徽诺蕾肝兑氛膳锗朽秃嚏王黍趁昆荷酞铰
84、脐波她栽蹬撵难堡募联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage54ClassExercise:WidgetFactoryValueStreamMap言演朴酿搏虹颜仓矗冗卿驯喂净姻暗杖龟啮赣祁造慌弃网俊溜汰娃咏陡庄联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage55ValueStreamMapforWonderfulworldofWidgetsRandys100,000WidgetsPattys19,000,000KgsProductio
85、n PlanningMRP90/60/30 ForecastorderOrderGet partsBuild BaseBuildMiddleBuild TopshipIIIIIRaws Shipped to Central WhseXX SecsXX SecsXX SecsXX SecsXX SecsXX SecsXX SecsXX SecsXX SecsXX SecsProduction Lead Time= XX SecondsProcessingTime=XX SecondsDMAICSAnswer长腥己贝效撮希用倘霹蘑烯态搀摈揪谚谈飘赏硬访网姐窝晴踏扫烘瞬副肤联想六西格玛质量管理的黄带
86、教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage56UnderstandingtheprocessthroughdataMeasure Phase Step # 2: Establish the baseline performance of your processRecallhowyoufirstdeterminedtherewasaproblem.Determinethemetriccurrentlyusedtomeasurethat“painpoint”,Selectthebestchartingmethodtodisplaytheb
87、aselinedata.Pareto Charts best for showing “categories/groups” of dataRun Charts- best for showing data over timeRemember,thisbaselinewillbeusedagaininImproveandControl.Pareto0.0150.0200.0250.0300.0350.0400.0450.0500.0550102030405060708090DMAICS屉预驾现桅怖星倦下葱稼庆窜钻撂轰敖束凹揩蹋综准吼况狂侧譬斧葬墅到联想六西格玛质量管理的黄带教程联想六西格玛质量
88、管理的黄带教程|2007LenovoLenovoConfidentialPage57Guidelines for Gathering Baseline Data for Charting1.Isthedataaccurate?No?Startover!Yes?Great,continue!.2.Gatherdatafora“significant”periodoftimetogetagoodpictureofyourprocess.AskaGB/BB/Mentorifyourenotsure.Monthlymeasurementsrequirea12-monthhistoryWeeklymea
89、surementsrequirea3-monthhistoryErrordatabydefecttyperequiresa3-monthhistoryOneyearisnottoolong3.Besuretocapturetheaccompanyingdescriptivedataforthedataevent:Time,date,placeofoccurrence,supplier,customer,dollaramount,shift,cycletime,etc.4.Intheeventofamajorprocesschange,usecautionwhenevaluatingdatabe
90、foreandafterthechange.Usuallybesttouseonthe“after”data.ExecutingtheMeasurePhaseDMAICS狭揭腿蜗帧辖渗许凯劣财士椭王裤羚余逸揍贷吊鹰雍潞华家呢蛊恕媳梭垂联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage58ParetoChartsWhat is It?SimpletoolusedinanystageoftheproblemsolvingprocesstoquicklycategorizedataParetoChartsareusedtob
91、aselinedataandfocusteamsonthemostsignificantproblemsbyquantifyingtypesofdefectsorsourcesofvariationaccordingtoFrequencyCostTimeTheParetoPrinciple(80/20Rule)maybeusedtohelpteamsdifferentiatethe“vitalfew”fromthe“trivialmany”DMAICS疲历脖演蔽辣内撂刺群亏菇镣贮狰汗诬民已斧恨茫阀莹瓶捕厚逸烯呢蛤太联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007Lenov
92、oLenovoConfidentialPage59ParetoChart:applicationAParetoAnalysishelpsteamdrilldownfromthesymptomaticdataclosertotherootcauseWhat is it used for?PrioritizeproblemsShowhowafewproblemscancausethemajorityoferrorand/orissuesChoosethestartingpointforproblemsolving“Drilldown”severallayerstodeterminetheactio
93、ns/causesofahighlevelissue.DMAICSParetoABParetoParetoofCausesofBar“A”府莉醋蓉合版链疵囚磊谣昨务查摆云漳肖盛筑涛珠椰肛之袄陋喊段彻娘禽联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage60ParetoChart:instructionsHow do I do it?1.Identifythecharacteristicsyouarestudying.2.Listthecategoriesthatcontributetothatfeature.3.Tab
94、ulatethefrequencyofeachcategoryintermsofameaningfulunitofmeasure.4.ConstructtheParetoDiagramwithqualitycharacteristics(categories)plottedalongthex-axisindescendingorder.Plotfrequenciesalongthelefty-axis.5.Applythe80/20ruleandtitlethechart.6.Finally,addatitlethatdescribesthechartfortheaudience,andinw
95、hattimeframedatawascollected.DMAICS琴膝卡陶郧幽车草晌向戎震缔硬遭敏钥犯蒋肤潦昆阁厨浪龋变保戍枣芬傻联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage61Example1:ParetoofcustomercomplaintsTodeterminewhatfactorsareresponsibleforthelargestpercentageofcustomercomplaints.Discoverthat80%ofcomplaintscenteronwrongitemandwrongq
96、uantity.Customer Complaints by TypeDMAICS政妈表嘉祸涟遏筛汽瓮乘也化桥固迢喜创揽淤淡维惑诣贿抖伪滴导敏给诡联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage62Example2:ParetoofTopFailuresofkeyboardTheteamthatworkedonthisproblemselected“HardDrive”astheprojectbasedonthisParetoWhatwouldyouhavechosenandwhy?Pareto Analysis o
97、f Defects050100150200 KeyboardHard DriveM/BLCDCPUOthers0%20%40%60%80%100%DMAICS秆军紊迅潮晋随忧伙持煌钝避铂瑶砍峪蚤聂最养蹲巡掀卡桥燕沛炬窄句括联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage63ClassExercise:WonderfulWorldofWidgetsParetoExercise20 production runs were observed and the Dynamite Yellow Belt team found
98、that the most common defects that caused the most rework were:Wrong color part4 timesDropped part6 timesPart not in inventory 3 timesWrong part brought to line3 timesDefective part brought to line2 timesWrong size part2 timesIn groups create a Pareto Chart to show the defectsDMAICS袭茶蝎忧训吐贾像疫惕傀敬坎篱烛墨魔镶
99、耽腔凡袍毡离炸会宗穗像拒态曼联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage64RunChartWhat is it?SimplelinegraphofdatathatrevealstrendsindataovertimeHorizontalaxisistimeorsomevariantoftime(sequencenumber)VerticalaxisissomemeasureofprocessperformanceAtleast6datapointsrequiredtodiscernmeaningfultrend
100、sObservetrends,shifts,cycles,orpatternsovertimeOftenincludesanaverageonthechartWhat is it used for?MonitorschangesintheprocessObserveaprocessovertimeDeterminetrendsinperformanceDMAICSOvertime HoursDates誊迅烯惋呈谴洛憾污畜琼大俊院竖铅椭越奖榜舅仍参渐钱舀蛔旷柠谊匪翻联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage65R
101、unChart:instructionsHow Do I Do It?1.Selectaprocesstomeasure.2.Createthehorizontalandverticalaxes,withtimealongthex-axis(horizontal)andyourquantitymeasurealongthey-axis(vertical).3.Plotyourtrenddatainsequentialorder,suchaslevelsofproductionovertime,andconnectwithasolidline.Where can I find help?Exce
102、lDMAICS *See Appendix for Detailed Instructions on Using Excel to Create the Chart矣麦宣迂赛努钢絮蜀搜诚委贰厦挤术晃艘疤冠购每埠塌迭纯芜泵暇添酚幻联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage66Example:RunChartExaminethisRunChart-whatobservationscanyoumake?0.0150.0200.0250.0300.0350.0400.0450.0500.0550102030405060
103、708090RateDMAICS慧义壹哟扫喉叭傣拣咐绰第量豌吻零转鄙利绸出酸慷铰鸽睦见郭梅辉疟恋联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage67ClassExercise:WonderfulWorldofWidgetsYou have observed the last 15 production runs of widgets the results are as follows:In groups create a Run Chart to show any trends烧仰苦昧温勾仕复峙您元浚舀毡艘槛峦别渴
104、忠集汽踏唬报钳氏加俄本途史联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage68BaselinePerformanceofyourYCalculateCurrentProcessPerformancebytheendoftheMeasurePhaseCurrentDefectLevelforYisnowdefined.LetsMoveontoAnalyzePhasetostartingdeterminingthecauses(Xs).REMEMBER.GoodBadY=f(x,x,x,x)123nAB CDOverti
105、meDatesDMAICS笨统烂幸咙社派碱婿蒂寨裹缎俗擂晓美云哗冗亥题言板牡娘锭霍抽宾硕店联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage69Analyze:ToolsUsed:RootCauseFindings:Measure:BeforeMeasures:xxsecondsperwidgetaverageproductionrunObjective/Goal:ReduceproductiontimetobuildcapacitybymovingfromXXsecondstoyysecondsImprove:Act
106、ionsTaken:Results/Savings:Control & ShareStandardization/Sustaining:FuturePlans/Sharing:Define:ProblemDefinition:WidgetdemandhasskyrocketedthankstoHannahMontana,andcapacityneedstobeincreasedfrom50,000unitsto100,000unitspermonthWhySelected:IncreasesupplychainIncreaserevenueIncreasecustomersatisfactio
107、nTitle: Widget capacity increaseArea: Widget Production LineTime Frame: One DayTeam: Yellow BeltsDMAICS-6UpWWWProjectSummary忿捍啮配晃锦猎第您巢碟讶雹家层驻赠牟浑纲穗裴推掠扇挎耳啥佯断恰首联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage70DefineMeasureAnalyzeImproveControlShare募滋冰姐屯寐喇溯脐虞挤狱蓟臼射搬碟匪傈拟翅班禄嗅兑侦础汗馈风囚尝联想六西格玛质量
108、管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage71AnalyzePhaseDeliverables of Analyze Phase:Analysis of your MapProcess Xs (root cause(s) of the problem)Concepts Introduced:Kaizen & Continuous Improvement8 WastesCause & Effects Matrix (Fishbone)5 WhysDefineTheproblemintermsofbusiness/customer
109、impactMeasureQuantifytheproblemAnalyzeIdentifyrootcause(s)ImproveImplementsustainablesolutionstorootcause(s)ControlEnsuretheproblemstayssolvedShareSharethesolution&lessonslearnedacrossLenovo,quicklyDMAICS蚂柑侄关徊欺勾模箩猾洗黔锁睬翔创叁皋擦贴涣镊螺安茂乎塞腹辅希讽弦联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage7
110、2YellowbeltDMAICS-6UpProjectSummaryAnalyze:ToolsUsed:RootCauseFindings:Measure:BeforeMeasures:Objective/Goal:Improve:ActionsTaken:Results/Savings:Control & ShareStandardization/Sustaining:FuturePlans/Sharing:Define:ProblemDefinition:WhySelected:Title: Area:Time Frame:Team:DMAICS擦案醉汁掷惺宿胜择暂枚禽晰笼柒挝拧耀砷奋樊
111、蘸蛾侵犁淳盈别文盲笼乒联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage73DMAICS-6UpProjectSummary-AnalyzeBoxAnalyze:ToolsUsed:DocumentthetoolsusedinthisprojectDemonstratecompletescopeofproblemsolvingtoolsYBmustshowatleast2toolswhenpresenting6UpChartforreviewRootCauseFindings:Listtherootcause(s)th
112、atdriveyourissue.DocumentanyappropriateexplanationsofeachrootcauseInvestigateiffixingtherootcausesyouveidentifiedwillachieveyourimprovementgoalforyourmetric.Didyoufixenoughofyourproblem?抢余姓喇始铝豢谬框祈剖桥症竟化反七祟吁勿烬少题湃酉手黎谁托屉府已联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage74ValueStreamMappin
113、gHow do I do it?The5StepsofValueStreamMapping1.ChoosetheProductorProductFamily2.Createthe“Current State”ValueStreamMap3.IdentifyandEvaluateKaizenOpportunities4.Createthe“Future State”ValueStreamMap5.ImplementImprovementsandReturntoStep#2DMAICS撤污蛇次村仑淆斯馒倦密许滓衬伏沙淡奶狰系勘箩华界刑胶桅疤聋扫卿辑联想六西格玛质量管理的黄带教程联想六西格玛质量管理
114、的黄带教程|2007LenovoLenovoConfidentialPage75Kaizen改善What is it?Kaizenisacontinuousimprovementmindset.Everythingwedotodaycanbeimproved.Kaizenhasnoend.What is it used for?KaizenBurstHighlightsnon-valueaddedNVAactivityinaprocessmapKaizenEventShortspan(3-5days)offocusedfull-blownactivityandeffortexpendedbya
115、KaizenTeamtoeliminatewasteornonvalue-addedactivityWhat is a non value-added activity (NVA)?DMAICS澈逻枚接弹谰冬尿缚其赡困触胞讳舌依娶舍贺措篡抒豢灵腋敦免遗粕该荷联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage76OpportunitiesfromValueStreamMappingHow do I do it?IdentifyandEvaluateKaizenOpportunitiesKaizen = Continuou
116、s ImprovementKaizenBurst1.PlaceaburstinareasofexcessiveNVAactivityorinventorybetweenprocessboxes.2.PlaceaburstinareasofexcessiveVAtimewithinorinventorywithinprocessboxes.3.Placeaburstinanyareaofinformationflowwheresystemissuesthatareevidentonthemap.KaizenEvent1.Evaluateallopportunities,eliminatingth
117、osethatcannotbecompletedwithin3-5daysorareoutsidethescopeoftheteam.Selectfromtheremainingopportunities.2.Gatheranyadditionalteammemberswithresponsibilityfortheareaofopportunity.3.Assignactionitemsanddeployteammembers.4.Meetfrequentlytoassessprogressandre-evaluateitemstocompleteopportunity.5s10sAB5s1
118、5sDEC20sIIII2s2s2s2sDMAICS腻嘛男褂阐丘红榔吴判遗暮氧陡碉胯赔戴核轩趴烦踪力织搜宴骗覆鬃烬赖联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage77ValueStreamMapforWonderfulworldofWidgetsRandys100,000WidgetsPattys19,000,000KgsProduction PlanningMRP90/60/30 ForecastorderOrderGet partsBuild BaseBuildMiddleBuild TopshipIIIIIR
119、aws Shipped to Central WhseXX SecsXX SecsXX SecsXX SecsXX SecsXX SecsXX SecsXX SecsXX SecsXX SecsProduction Lead Time= XX SecondsProcessingTime=XX SecondsDMAICS秋颊诵到迂钟房捍陋糊扼躁迭帅鲁钦札劝紧就茁筛希挣噪斗倘测砸厘楔厌联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage78ValueStreamMappinginAnalyzeHow do I do it?T
120、he5StepsofValueStreamMapping1.ChoosetheProductorProductFamily2.Createthe“Current State”ValueStreamMap3.IdentifyandEvaluateKaizenOpportunities4.Createthe“Future State”ValueStreamMap5.ImplementImprovementsandReturntoStep#2DICSAM着却酞诱挽祖亨转办哆甭严增红萝树霹耗犁讽载闽粱路趴獭毡奢骗浑舀超联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoL
121、enovoConfidentialPage79ValueStreamMappinginAnalyze(Contd)Are We Done?Step5:ImplementandReturntoStep#2WhentheFuture Statebecomesareality,itbecomes our Current State.WeareonlyatthebeginningofourContinuous Improvementjourney.Striveforperfection!Cycle of ImprovementRoot CauseStandardize/AdherenceExpose
122、andQuantify ProblemsImplementSolutionsDMAICS掸咕累撕攘退银避隆寒辙琢稼谢缕诛媚文碑婿缮镭敛宪齿金喧肺瞅办星谐联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage808DeadlyWastes7+1Mudas無駄What is It?The“8DeadlyWastes”isatoolwhichhelpsustocategorizetypesofwastesinourprocess.What is it used for?Ultimately,thistoolgreatlyassi
123、stsusintheeliminationofwaste,aswemustfirstbeabletorecognizewhatitisandunderstandwhereitexists.How do I do it?1.Identifytheproduct.2.Understand“Value”.Defineitfromthecustomersperspective.3.Categorizeanynonvalueaddedactivityasoneofthe“8DeadlyWastes”Keywords:re-work,createdfor“safetystock”,necessaryfor
124、businessreasons,requiredbylaw,systemissueDMAICS况窒哆强访男浩宅驯讽搏痹坊急耽车瘸费富虑病适玲灌阵周羹祷忧减厩钒联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage818 Deadly Wastes1. Motion2. Transportation3. Overproduction4. Inventory5. WaitingZZZZ6. OverprocessingAt least I gota good price!7. Defects8. Unutilized Crea
125、tivity / Intelligence杭应溉釉剃围霖聪槽构彼佰橱身种厕邢董斜滦灼陨功鸦豁焰而殿还缀熄钳联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage82D.O.W.N.T.I.M.E.DefectsOverproductionWaitingNon-Utilized PeopleTransportationInventoryMotionExtra processingDMAICS8DeadlyWastes瞳国例梭舵痕胖竣陈暖叹悯玖言凡条验谁恤医蝶侨市诲饮干湃寥攘迁诞他联想六西格玛质量管理的黄带教程联想六西格玛质量
126、管理的黄带教程|2007LenovoLenovoConfidentialPage83IdentifyRootCauses:VSMandProcessMapDMAICSValueStreamMappingProcessMappingRootCauseAnalysis懊舞夜赋梅辩挺柜搏识缀旧交奶缄洱慧阑鸵亿巍站苦苏村保绿皱袄霖五鱼联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage84RootCauseAnalysis:FiveWhysWhat is it?5WhyAnalysisisafast,easytoolforcon
127、ductingRootCauseAnalysis.Itcanbreakdownacomplexproblemintocomponentcauses.Thecausesareevaluatedasproblemsthemselvestoensurethattherootcausehasbeenidentified.Oncetherootcauseiscorrected,theproblemshouldntreoccur.What is it used for?ManagecomplexproblemsBreakdownaproblemintologicalcomponentsSolvethere
128、alprobleminsteadofsuperficialalarmsDMAICS偿陋墅匆害慢渐鞭曲局维念枢浩彻遥捶估肛赢认吻座奎婚办究蛀呸曼虽痢联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage85RootCauseAnalysis:FiveWhysHow do I do it?Clearlydefinetheproblemtobesolved.Identifyalistofpossiblecauses.Foreachcause,ask:“Whyisthisaproblem?”Continuetoask“Why”un
129、tilyougettotherootcause.ask“Why?”atleast5timesCollectdatatoverifythatyouhaveidentifiedtherootcause.Thelast“Why”shouldpointtotherootcause-somethingyoucantakeactionon.ExampleProblem:MonthEndClosetakestoolongWhy?Un-reconciledinvoicestakealongtimetomatchup/cantbematchedWhy?Missing/WrongInformationWhy?Sy
130、stemdoesntrequireinformationtobepresent/correctWhy?Noerror-proofingonincominginformationWhy?ITsystemsaddedonepieceatatimeovertheyearsastechnologydevelopedWhy?LowITpriorityinFinanceDMAICS甘耀袖慢驳止惊艳患纯功孰缓显调留茶刚春吨迹童锯壬须似全萎熄延增循联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage86ExampleWhy is the
131、re too much rework on production line 5Products dont pass inspectionWhy dont products pass inspectionToo many surface scratchesWhy do we have too many surface scratchesProducts are scratched after they leave production line 4Why are the products scratched after production line 4They are damaged on t
132、he shop cart Why are they damaged on the shop cartBecause they are stacked on top of one another and the weight is damaging the bottom productsProblem = Too much rework on production line 55 WhyWalk the process to confirm围坟雍牛涤岸夹霖事吐攻机哀悉鳞嗜汾炕摹旁恨害从泻史艺废愉戏穷孟茄联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovo
133、ConfidentialPage87RootCauseAnalysis:CauseandEffectDiagramWhat is it?ACauseandEffectDiagramisabrainstormingtoolthatguidesyouinorganizingyourthoughtsThemainpurposeofCauseandEffectDiagramsistoidentifysourcesofvariationandtodrilldowntorootcauseSourcesofvariationareconvenientlygroupedaccordingto4MEPWhat
134、is it used for?IdentifyandexploreallpossiblecausesofaspecificproblemAnalyzetherelationshipbetweencausesDrill DownCauseEffectSources of VariationMachineMeasureMethodMaterialsEnvironmentPeopleCauseCauseEffectDMAICS迂便串尺斜池隙淹剐看桐贯娃墓冷茬茬芬矛敌洞汀考照垃渠茨坞矫资深躬联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfident
135、ialPage88RootCauseAnalysis:CauseandEffectDiagramHow do I do it?1.Determinetheeffectthattheteamisaddressing(mostoftenitsyourdefect/error)2.Puttheeffectinaboxtotherighthandsideofthepaperanddrawtheoutlineofthechartlikeonthepreviousslide(Fishbone)3.Labelthemajorcategoriesaroundwhichtogroupyourideas.Prod
136、uctionprocessestypicallyuse:Machines,Methods,Measure,Materials,People,andEnvironmentServiceprocessestypicallyuse:Policies,Procedures,Plant,People,EnvironmentandMeasure4.Brainstormcausesundereachcategory,branchingoutfromeachidea.5.Putcausesonthechartundertheappropriateheading.6.Identifythemostlikelyc
137、auses.Remember:Thegoalistocurethecauses,notthesymptoms.CausesmayshowuponmorethanonebranchTakespecialnoteofcausesthatappearmorethanonceDMAICS戳模本赚倔苍椒簧铁壹掸舍酌帆滇铱州应霄末堤煞蕉莲吃外助枝田边凋纵联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage89CauseandEffectExampleDrilldowncanbeplacedonthediagramasextrabra
138、nchesorcreatedbypromotingcausestoeffectsandstartingtheprocessoverExcess KeyboardScrapMachinePeopleLack of trainingImproper toolsImproper assembly method(Creased cables)Operator repairBent cableMissing keysEMR rejects keyboard with functional failures MRB rejects scratchedkeyboard as scrapMethodMater
139、ialAvailabilityTrainingMisplacedDMAICS板倾径熟凌多疗捐咋必毡健暑菌绎止铭官社务御勾辖山录艇雅惋孔庇鱼召联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage90CauseScreeningHowlikelyiseachcausetobeamajorSourceofVariation(SOV)?VVerylikelySSomewhatlikelyNNotlikelyHoweasywouldeachbetofixorcontrol?VVeryeasySSomewhateasyNNoteas
140、yRateeachcauseontheC&EforbothquestionsDrilldownonVV,VS,SVWhynotfocusonVN?DMAICS絮吠剁床疾塔援该伐弥呆扩概功潭撞拜荔疮典酚无绥苑具筋改明毛宏纽篓联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage91Exercise:BusinessSimulationWhattoolshavewelearnedthatwecouldapplyyoursimulationinordertounderstandtherootcausesfordefects,de
141、liverydelays?15minutesDMAICSWithin your team, complete the following:C&E Fishbone Diagram5 Why Analysis6 Up Table赶坠屠亥澡恐撮刻摸胎盈舟段俐勇番册麓诬蘑考蕴左香天挥救伐拿蹈蘸墩联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage92Analyze:ToolsUsed:8WasteC&EFishbone5WhyKaizenBurstRootCauseFindings:Measure:BeforeMeasures
142、:xxsecondsperwidgetaverageproductionrunObjective/Goal:ReduceproductiontimetobuildcapacitybymovingfromXXsecondstoyysecondsImprove:ActionsTaken:Results/Savings:Control & ShareStandardization/Sustaining:FuturePlans/Sharing:Define:ProblemDefinition:WidgetdemandhasskyrocketedthankstoHannahMontana,andcapa
143、cityneedstobeincreasedfrom50,000unitsto100,000unitspermonthWhySelected:IncreasesupplychainefficiencyIncreaserevenueIncreasecustomersatisfactionTitle: Widget capacity increaseArea: Widget Production LineTime Frame: One DayTeam: Yellow BeltsDMAICS-6UpWWWProjectSummary坪纳疾损冕寿剐啥蒜花厕屋闷似墓超德鱼撩坑此策呜孝迢品拽镊鸟征募蕉联想
144、六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage93DefineMeasureAnalyzeImproveControlShare纫卖腮峡荤众泉吁沁速田单尹分镣表搭捕跌筷捶崭歹记驻斤孺蔫壳鞭投禹联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage94ImprovePhaseDeliverables of Improve Phase:Identification and Prioritization of Improvement actionsCom
145、pleted action Plan that improves the process performance by impacting the root cause(s) / XsImproved process performance and establishment of new baselineConcepts Introduced:Risk Analysis (Force Field Analysis) Action PlanningDefineTheproblemintermsofbusiness/customerimpactMeasureQuantifytheproblemA
146、nalyzeIdentifyrootcause(s)ImproveImplementsustainablesolutionstorootcause(s)ControlEnsuretheproblemstayssolvedShareSharethesolution&lessonslearnedacrossLenovo,quicklyDMAICS摊藐陛芜忽锰郁整赎瞧挡该冀唁渔濒江您坑坷亨沏害有篓做上视汁缅笑我联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage95YellowbeltDMAICS-6UpProjectSumm
147、aryAnalyze:ToolsUsed:RootCauseFindings:Measure:BeforeMeasures:Objective/Goal:Improve:ActionsTaken:Results/Savings:Control & ShareStandardization/Sustaining:FuturePlans/Sharing:Define:ProblemDefinition:WhySelected:Title: Area:Time Frame:Team:DMAICS屹磋峻偏拦低认捶览喉艇厚漫赘厕拇预演斋低聂泼境运岸纪喧想竟寄谆辩联想六西格玛质量管理的黄带教程联想六西格玛
148、质量管理的黄带教程|2007LenovoLenovoConfidentialPage96DMAICS-6UpProjectSummary-ImproveBoxImprove:ActionsTaken:ListactionsselectedtoaddresstherootcauseofyourissueListshouldidentifywhatcontrolmechanismsarebeingputinplacealongwiththeimprovementsResults/Benefits/Savings:Listresultsofcompletedactionsincludingimpro
149、vedlevelofprojectmetricIdentifypercentimprovementinprojectmetric(50%reductionindefects,70%reductionincycletime,etc)ListALLbenefitsevenifnodollarvalueisattachedDescribesavingsas“estimate”untilvalidatedbyfinancialrepCategorizesavingsashardorsoftwhereapplicableHardSavingscanbetrackedtoacategoryontheInc
150、omeStatementSoftSavingsprovideclearbenefits,butnodirectlinktotheIncomeStmt网曝侍季逢获聂霉吃癸渐历工秽需碌秧壬瓤险政唬束惶韦凰贝棱袍桔钝蒙联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage97ImprovePhaseMajorStepsSolution AnalysisRisk AnalysisSolution Implementation/ Brainstorm possible solutions Keep Error Proofing in
151、 Mind Key Considerations: Timing Cost Infrastructure Resources Difficulty to Implement Force Field Diagramming Determines how to mitigate risk Process Failure Risk Business Risk Financial Risk Environmental Risk Project Management Skills! Clear identification of: Action Items Responsible Party Due D
152、ate Status Measure Improved ProcessContrast with BaselineDMAICSMeasurement of Results 绩般骇社吴粤文痪物蚤垄遁励轧装拷民套兆封吭搪鸡债剑依体旨月剂遁巫联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage98RiskAnalysis:ForceFieldAnalysisWhat is it?ThisanalysisexploresdrivingandrestrainingforcesofaproposedchangeDrivingforc
153、essupportthechangeRestrainingforcesopposethechangeWhat is it used for?PresentsthepositivesandnegativesofaproposedchangeHelpsunderstandtheriskofimplementing(ornotimplementing)achangeTosuccessfullymakeachange,abalancebetweendrivingandrestrainingforcesmustbereachedThisbalancecanbeachievedin3ways:Drivec
154、hangebyapplyingmoreforceReduceoreliminaterestrainingforcesModifytheproposedchangeDMAICS假仰抒勘傻诀碱搅足墅讥情尤酥获溺犀便福密赦讼兢专丙饺阻汗皑胺膘雨联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage99ForceFieldAnalysisSteps&AnalysisDMAICS1.Useatemplate2.AgreeonasimplestatementtodescribethechangeSuccessfullyimplemen
155、tLSSprojectIncreaseFTFonDTfrom92%to97%3.Brainstormthedrivingforces4.Brainstormtherestrainingforces5.Identify,drive,andfollowuponactions+ Driving ForcesRestraining Forces WarrantycostMultipledepots/processesDepotcapacityatmaximumProcesscontrolledbySupplier(IBM)InconsistentErrorCodes(Reasonsforreturn)
156、Increase DT First Time Fix (FTF) from 92% to 97%僳挡宪蝶氦稼京礼临趴莫吸央谁胺秋绪襄雨计涯耳眠增石猩褐回寻烬政郑联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage100ActionPlanWhat is it?AnActionPlanisusedtodocumentandidentifytheactionsrequiredtoreachtheprojectimprovementgoalsWhat is it used for?Communicateprojectactio
157、nitemsVisuallydisplayindividualresponsibilitiesandClearlycommunicateactivities,resultsandotherresourcesHow do I do it?1.Dobusinessanalysisofsuggestedimprovements2.Selectitemstobeperformed3.Assignresponsiblenamesandduedates4.Communicatetheplantoallstakeholders5.RegularlyupdatestatusandcommunicateDMAI
158、CS镣猩会洲划矛猪貌雨民涟嵌纱渔辆嘛连蘑彝塞樊但朝桑睡串末枪幼溪械庚联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage101ActionPlanExampleDMAICSWhatisthespecificitemthatneedstobecompleted?Isitclearwhatneedstobecompleted?Doestheresponsiblepersonagreetocompleteit?Whatisthenameofthepersonwhoisresponsibleforcompleting?Whend
159、oesitneedtobecompleted? Green- On schedule and on target Yellow- Behind schedule OR off target Red- Behind schedule and off target宿祟继角堆始碧迪起不缚祭鸥春搜饵债辽马偷砚座两股两披恩下矫互溅娃联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage102New,ImprovedMeasurementofyourYCalculateimprovedprocessPerformanceattheen
160、doftheImprovePhaseGraphyourdataafterimprovementsaremade.Besuretoincludeyourbaselinedataonthechartforcomparison.Includegraphon6Upchart.BaselineAfterImprovementsDMAICSDaystocompleteacontract踞爵便辨达滦娇远搬涯撞孝鲸穿尼诣挚涉樟厘弘芽潞啊搂鞭孤拾恿您鳃甘联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage103LIDTServiceabi
161、lityProcessPerformanceComparisonLI DT Serviceability Jan 2006 Jan 2007LI DT Serviceability Feb Jul 2007After ImprovementsBaseline=Performance Before Changes12.6ptaverageprocessperformanceimprovementFebJuly2007LIDTperformanceachieves66%inJulyEvenwithcurrentimprovementstheprocessisnotcapableof83%肘牛睡秽猾
162、床就篇勃人蚀袍释屹刑淳瞧捐妄冀狭揩刮星先有借翔恩敬会翼联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage104Analyze:ToolsUsed:8WasteC&EFishbone5WhyKaizenBurstRootCauseFindings:Measure:BeforeMeasures:xxsecondsperwidgetaverageproductionrunObjective/Goal:ReduceproductiontimetobuildcapacitybymovingfromXXsecondstoyysec
163、ondsImprove:ActionsTaken:WriteimprovementshereResults/Savings:WritethetimeimprovementhereControl & ShareStandardization/Sustaining:FuturePlans/Sharing:Define:ProblemDefinition:WidgetdemandhasskyrocketedthankstoHannahMontana,andcapacityneedstobeincreasedfrom50,000unitsto100,000unitspermonthWhySelecte
164、d:IncreasesupplychainIncreaserevenueIncreasecustomersatisfactionTitle: Widget capacity increaseArea: Widget Production LineTime Frame: One DayTeam: Yellow BeltsDMAICS-6UpWWWProjectSummary阻鳃搓鲸暇示讶堪仕衅勤组荣软泉蔼弥词羽弧察挞惩斟糯硼宜鼓须窖吩锣联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage105PROCESS SIMULAT
165、IONROUND II甲懈鉴豁鹅疥欲坍黍呵漂工芥扫拈醒饯萄枢邻凿帅此民膊揖害串疥灾即计联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage106ProcessSimulation:RoundIIYou have Defined, Measured and Analyzed your process. You are ready to make improvements. DMAICSWithin your team, complete the following:1.Based on the work done in t
166、he Analyze and Improve, identify improvement solutions2.Implement improvement solutions3.Document improvement solutionsOnce this is done, lets run the new round of simulation, collect the process data and demonstrate the changes.Complete the 6 Up钻榴捍谬吝灭掳贼归翱匝够照扼悟讳兰臣败球腆屹坪什遥加俘锰钳这壁缸联想六西格玛质量管理的黄带教程联想六西格玛质
167、量管理的黄带教程|2007LenovoLenovoConfidentialPage107SimulationII:GuidelineDontchangeyourcustomersDontchangeyoursuppliers(exceptsupplierimplementedchanges)FollowthenewjobdescriptionsexactlyanddontchangeanythingoncethesimulationisrunningObservecarefullyofwhatishappening娟啦耻于樊趣奢剔育板盆纳雄甜迢雪始龟蚁炊躲睛臼轩梁笑俏壁糊咎裕院联想六西格玛质量
168、管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage108DefineMeasureAnalyzeImproveControlShare加柯砾衅译秋捞裁祥郎磋冒很尿崔棘些皖餐畔虑讽猿胳寓石韧对钡抽砾坏联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage109ControlPhaseDeliverables of Control Phase:Control Methods for root cause(s)/XsMonitor process to prove ne
169、w baselineControl Plan noting how process and improvements have been error proofedTraining of Process OwnersDocumentation of all changesConcepts Introduced:Error/Mistake ProofingDefineTheproblemintermsofbusiness/customerimpactMeasureQuantifytheproblemAnalyzeIdentifyrootcause(s)ImproveImplementsustai
170、nablesolutionstorootcause(s)ControlEnsuretheproblemstayssolvedShareSharethesolution&lessonslearnedacrossLenovo,quicklyDMAICS锰本谈伎棍肘凄害冷肢桩睦圆巷捐秤迭际遏尺塘遭耐琢证锯装沽帚坑绿滞联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage110YellowbeltDMAICS-6UpProjectSummaryAnalyze:ToolsUsed:RootCauseFindings:Measure:
171、BeforeMeasures:Objective/Goal:Improve:ActionsTaken:Results/Savings:Control & ShareStandardization/Sustaining:FuturePlans/Sharing:Define:ProblemDefinition:WhySelected:Title: Area:Time Frame:Team:DMAICS讶曝卷杂杉枯胳兴盖依滥汽锡檬迷贩克药耘爱淀测巫疮御溅勤蔡屹涯教豹联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage111DM
172、AICS-6UpProjectSummary-Control/ShareBoxControl & ShareStandardization/Sustaining:DescribeallerrorproofingtakentoensureissuedoesntreturnBrieflydocumenthowthisprocesshasbeendocumented,communicated,andstandardizedacrossallfunctionstoensureitcontinuestofunctionasintendedDocumenttheprocessownersnameand/o
173、rfunction,Theyarethepersonresponsiblefor“sustaining”theprogressmadeinthisproject.FuturePlans/Sharing:Detailanynextstepsforthisprojectand/orprojectteamDescribehowtheresults/lessonslearnedfromthisprojectwillbecommunicatedwithsimilarfunctionsand/orprocesses.朝洪斟彭厘肛捡繁铱圃府砷壳附跑羞消融悸赴姥黍捞耽肋摹晕愈奈居姆洪联想六西格玛质量管理的黄带
174、教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage112ErrorProofing(Poka-yoke )DMAICSWhat is it?Activelydesigningyourprocesssofailuresarepreventedordetected.Simplest,mosteffectivewayofensuringprocessimprovementsremaininplaceandmaintaingains.What is it used for?Drivingthebehaviorthatallowsyourprocess/
175、producttofunctionasintendedPreventionanddetectionoferrors杂新棺倚磁碘藐绝捍芋挫渭侈达纵拾呼烛书物小砸讲洛瓷航九色涎回芒纳联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage113ErrorProofingDMAICSHow do I do it?1.DefinethecriticalXsinyourprocess/product2.DeterminethewaysthoseXscouldfail3.Changetheprocess/producttoprevent
176、thosefailures4.Ifpreventionisntpossible,changetheprocess/producttodetecttheerrorExamples:Requiringserialnumbersubmissiononcustomercomplaintclaims(keytodoingRootCauseAnalysis)Color/ShapematchingoncomputercablestoensureproperassemblyPulldownmenusondatascreensComputerwontallowusertogotonextscreenwithou
177、tinputtingrequiredinformation(andincorrectformat)OutlininglabelpositiononthepackingboxandcreatinguniquelabelshapesMfglinestopswhendetectsamissing/defectivepartTeststationautomaticallydepositsdefectivepartsinanofflinebin-nohumaninteraction/decisionrequired妄临研幌隶搏臃瞩访淘缆序癸抄貌倦猛下婉在堕揖加冈婆开稽懊纷峻蜡追联想六西格玛质量管理的黄带
178、教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage114Error/MistakeProofingExampleDMAICSGo from this where you could easily miss adding a label.to this, where missing a label is much more obviousLabel shapes are outlined on the box to ensure correct placement撕扇临独芦枯孟赔扔偏细眯氯动闽贰羡丧噪代甫刹颇俞编爵囚律犀症立颜联想六西格玛质量管理
179、的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage115Analyze:ToolsUsed:8WasteC&EFishbone5WhyKaizenBurstRootCauseFindings:Measure:BeforeMeasures:xxsecondsperwidgetaverageproductionrunObjective/Goal:ReduceproductiontimetobuildcapacitybymovingfromXXsecondstoyysecondsImprove:ActionsTaken:Writeimprove
180、mentshereResults/Savings:WritethetimeimprovementhereControl & ShareStandardization/Sustaining:WriteMistakeProofingplanshereFuturePlans/Sharing:WriteanytrainingplanshereDefine:ProblemDefinition:WidgetdemandhasskyrocketedthankstoHannahMontana,andcapacityneedstobeincreasedfrom50,000unitsto100,000unitsp
181、ermonthWhySelected:IncreasesupplychainIncreaserevenueIncreasecustomersatisfactionTitle: Widget capacity increaseArea: Widget Production LineTime Frame: One DayTeam: Yellow BeltsDMAICS-6UpWWWProjectSummary云因倚巷邻渝冉诈盼搭沤吏冻宏雪拇辅罕蘑杏佑蔓揍型敷满裕摆贮锑埂袄联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage1
182、16DefineMeasureAnalyzeImproveControlShare翅挠辫且首铡阉邮侩鳃戎汲厕赣籍惑努揖负辽基豢尝窝彻皇昆桃靠媚匹敢联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage117SharePhaseDeliverables of Share Phase:Identification of areas with similar processesSharing of information/expertise gained from project with similar processesOf
183、ficial project handoff with process ownerProject closure paperwork complete and submittedDefineTheproblemintermsofbusiness/customerimpactMeasureQuantifytheproblemAnalyzeIdentifyrootcause(s)ImproveImplementsustainablesolutionstorootcause(s)ControlEnsuretheproblemstayssolvedShareSharethesolution&lesso
184、nslearnedacrossLenovo,quicklyDMAICS沪落亲公景枢稽触俞楼荫挛缆阵夕痈丸并钮招辈撤骏骨干抿潜嗜渠级陕技联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage118YellowbeltDMAICS-6UpProjectSummaryAnalyze:ToolsUsed:RootCauseFindings:Measure:BeforeMeasures:Objective/Goal:Improve:ActionsTaken:Results/Savings:Control & ShareStandar
185、dization/Sustaining:FuturePlans/Sharing:Define:ProblemDefinition:WhySelected:Title: Area:Time Frame:Team:DMAICS磺找冤娘往斑畏陈囱拭脾试驰猎豌裔译拯淬矛赞崔丁柿愈喘塌袒纹良墅偿联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage119SharePhaseKeyPointsWhy learn the same lesson over and over again?Sharingprojectresultswitha
186、reaswithsimilarprocessesacceleratesprogress.BeltswillberequiredtodocumenttheireffortsatsharingresultsandgivesspecificsonhowtheysharedtheinformationWhatinformationContactpersonwhoreceivedtheinformationHowitmayapplyAnyactionsthatmightbetakenasaresultofinformationsharing(newGBproject,etc)DMAICS晨宣滑浩痹流印卡
187、吱孰清昨策搞翰蔓僻骑糕碴算钞撵胯奥截冀旅紧榆哉叼联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage120Summary:BasketofToolsforALLPhasesUse the tools that are of the most benefit your project ValueStreamMappingProcessMappingRunChartParetoFishboneDiagramKaizenEventsFMEAC&EMatrixSPCCharts5WhyAnalysisErrorProofingF
188、low/JITStandardizedWork Lean Tools 6 Sigma ToolsSupporting Tools:Classic LSS Project=TaughtinYellowbelt=TaughtinGreenbelt8Wastes1.Cycle Time reduction2.Waste Elimination1.Error reduction2.Defect Elimination惩绢劣庸绑大绅篮惶索因矢瘸木腥噎枪菠林纪莽粕纷臀蜜臼掖状蝎父闭沦联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPag
189、e121ROLES, RESPONSIBILITIES AND NEXT STEPSFinally包幻厦雁档陵级玻垄巡采好吼咐晶流塞赖幻双陷晦未宰脖息坦抛眺锄断鲸联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage122OverseesCorporateLSSdeploymentSetsoperationaldeploymentstrategyMasterBlackBeltBlackBelt/LeanMasterLeanGreenBeltLeanYellowBeltGeneralAwarenessProductivity
190、ChampionsSteeringCommitteeDeploysLeanSixSigmaintheirfunctionalareaDeterminesdeploymentKPIsandprioritiesFull-timeLeanSixSigmaexpertWorksonbusiness-wideissues,teachesandmentorsFull-timeLeanSixSigmapractitionerWorksoncross-functionalissuesandmentorsPart-timeLeanSixSigmapractitionerWorksonlargerlocaliss
191、ues,projects90-180daysPart-timeLeanSixSigmacontributorWorksonimmediatelocalissues,projects30-90daysLeanSixSigmaintroductoryon-linetrainingPre-requisiteforLeanYellowBeltLenovosLeanSixSigmaRoles弦独酗桐煎咳第颧哲徊磺访琉拿虹纸坏腋弊蔚玲恕耀俩迹耙副厦诫喳济凶联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage123NextStepsf
192、orYellowBeltsApply what youve just learned!Get Certified!Find more opportunities!Be a change agent!为钓吐甭咬拓坛目廊卜蜕超佬愿隧缨耀硅忠禁斑十莱僧恢契甲依阿梅陵衰联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage124Applywhatyouvejustlearned!CompleteaYellow BeltprojectChoseaproblemoropportunityinyourownpositionordepar
193、tmentUsethe6-UpcharttoguideyourprojectApply2toolstoyourprojectCompletein30-90daysPresenttoyourmanagerforreviewORJoinaGreen BeltteamHelpwithdatacollectionAssistwithanalysisContributetoimproveideas多唾宙倔唱功矽说议摘湖位乎晰豹牡棕昼楼氛膏械诫僻己窟阎媳运溅着腰联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage125GetCert
194、ified!DidyoucompleteaYellow Beltproject?ReviewwithyourmanagerSubmitcompleted6UpchartandsupportingdocumentationtoProductivityChampionorSteeringCommitteeYouwillgetsomefeedbackorthingstoconsiderPresentfinalprojectsummarytoSteeringCommittee15minutesOnceprojectisconsideredcomplete,youwillbecertified!Didy
195、oucontributeonaGreen Beltteam?TheprojectmustbecompletedTheProjectLeadpresentscompletedprojecttoSteeringCommitteeIfprojectisconsideredclosed,ProjectLeadlistskeycontributorsIfyouareone,youarecertified!洽伯柱挽桥幼酚仗结设甜咳央癣汰琼扬煽腿衬抛呈顺茁捏碳熄烘赊急村程联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage126Fin
196、dnewopportunities!Another Yellow Belt projectCoach other Yellow Belt projectsGo for Green Belt!Above all, dont forget what youve learned!How can you continue to apply in your “day job?”楔土在枉歉弓晰洼惺娘阑辫契帅带弘泌少罗悯惦桃循轴赃距腹灿饼巍赃修联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage127Beachangeagent!En
197、courageotherstotakeAwarenessmoduleHelpyourProductivityChampionJoinotherYellowBeltsinyourdepartmenttoworknewprojectsBuildimprovementintoyourKPIs(andencourageyourmanagertodoittoo!)Whatelse.?兹莎辑矾众腾菩允闸妒曝频譬莆油痔抓牌庙倦玫腾粕衷怖馋拿雌疑嵌柒幌联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage128ClassObjective
198、sDeeperunderstandingofLeanSixSigmastrategyandstructureinLenovoUnderstandtheDMAICSthoughtprocessandmethodologyLearnandapplysomeofthebasictoolsusedinLeanSixSigmaBeabletoexecuteaYellowBeltlevelprojectBeabletocontributeonaGreenBeltprojectteam煞裳盅脂拭至欲虱储涝捆舟债纽脯鸽沾挚兴怯岿寒黎孽翁凑哄池弧祁尊砸联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程
199、|2007LenovoLenovoConfidentialPage129SummaryLenovoiscommittedtoLeanSixSigmaThisisabusinessdecision,drivenbyCustomerneedsandCulturechangeDatadrivenapproachtosolvingproblemsMethodologydrivesthoughtprocessTherearemanytoolsavailablechosetheRIGHTone(s)foryourprojectsUsewhatyouvelearnedYoucanchangeyourcomp
200、any!栋泪拙洁馏短享覆绍昏稗拇茨膘予葡辨锥撅允瞪磁栖咸夏妨犬南沙欺灰相联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage130Examples洁捆腰央宛韶怒赏亲靶拼吁刮劝夯顿墒蝉稿身牌辱镊中农般幕船涎牙具攀联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage131Analyze:ToolsUsed:Fishbone,Excel,ProcessMapRootCauseFindings:Norealtimenoticeofwhenpartwillb
201、eavailable;NotrackingofpartsdeliverystatusinASdatabaseMeasure:BeforeMeasures:Waitingtimeforpartscantakeupto5businessdays.Objective/Goal:Reducewaittimeby50%. Improve:ActionsTaken:1)createdprogramsoAScantrackpartdeliverystatus;2)trainedpartsdeliverypersonneltoupdateavailabilitystatuseverydayorwhenstat
202、uschanged;3)ranpilottotesteffectivenessandimplementedmetricsforASstoreportaveragepartwaittimeResults/Savings:Averagewaittimereduced40%Control & ShareStandardization/Sustaining:Monthlyreportingofaveragepartwaittimepulledfortop5%ofAuthorizedServicers.FuturePlans/Sharing:Includenext5%ASinreportingin6mo
203、nths;sharewithsisterteamsinEMEAandLA. Define:ProblemDefinition:Partsorderedaretakinganexcessiveamountoftimetobedeliveredtotechs.WhySelected:AnAuthorizedServicercanexperiencedowntimewaitingonparts.Therepairtimetakeslonger,impactingrepairturnaroundtimeandcustomersatisfaction.Title: ExcessiveTimeforPar
204、tsDeliveryArea: WarrantyTeam,RTPTime Frame: 08/01/07-11/30/07Team: ImaExampleYellowbeltExample#1Cause &EffectProcess MapNoYes耍诈茬候粘织黔拷莫劝核趁践瘁咏馏冶参罪领携尉见呸狄泄裁贩罩维勺宗联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage132YellowbeltExample#2Title:CustomerLostPackingSlipsArea:Fulfillmentteam,Bratisl
205、avaTime Period:6/25/078/31/07Team: Y.BeltstudentDEFINE:Problem Definition: FulfillingmissingPackingSlipsisexcessivelytimeconsumingandcostlyWhy Selected:CurrentprocesstakestoolongtofulfillCustomerrequestsforlostPackingSlips.SomeCustomerswereunhappybecausetheywereunabletoclaimtheirrebateintimeANALYZE:
206、Tools Used:ValueStreamMap,FishboneRoot Cause Findings:TheprocessusesHardcopiestofulfillcustomerrequestwhichistimeconsumingandcostly.AsystemofSoftcopieswouldsavetime,money.MEASURE:Before Measures: LostPackingSlipFulfillment19,032Mailed,22828Faxed,110failedfaxsthathadtobemailed.Objective:Reducethenumb
207、erofmailedandfaxedpackingslipsby60%.Reducecostby60%.IMPROVE:Actions Taken:Incorporatedon-linePackingSlipapplicationtosendasoftcopytothecustomerResults/Savings:99.3%ReductioninManualProcess80%ReductioninCostCONTROL & SHAREStandardization/Sustaining:Revisedworkinstructionstodefinetheuseoftheon-linepac
208、kingsliptool,trainedapplicablepersonnel,andincorporatedintoDocumentControlsystem.RebateFulfillmentCentershavebeensetuptoaccepttheSoftCopiesoftheElectronicInvoice.Future Plans/Sharing:ContinuetouseSoftCopyviawebwhichhasbeenincorporatedthroughoutCompanyMailedFaxedFaxAttempt(Failed)-MailedImproved(New)
209、ProcessBefore19032228281188After288941847268$ SAVINGS$13922Soft$44,028Hard$57950 TotalValue StreamMapIICause &Effect惟磺馋杰薯姜岁猜捞泼貌研钻徘淳陡番贫双谴凡欠皑女钠贪摆吨宏炼诀穆联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage133Analyze:ToolsUsed:ParetoandProcessMapRootCauseFindings:Norealtimemonitoringofordersyst
210、emfailuresandcustomerhelpcalls.Measure:BeforeMeasures:Objective/Goal:Reduceorderconfirmationfailuresby50%.Improve:ActionsTaken:1)Deployedrealtimesystemmonitoringofcustomerorderfailures;2)DevelopedITsupporttotrackcustomercallsResults/Savings:100%improvementand$500Kannualsavings!Control & ShareStandar
211、dization/Sustaining:ImplementedITsystemsolutionFuturePlans/Sharing:Developapplicationmetricsforothertoolsthatmeasuresystemperformance.Define:ProblemDefinition:CustomerordersystemfailuresresultincallstoSalesandtakesawayvaluablesellingtime.WhySelected:Internalandexternalcustomersurveysindicatedorderco
212、nfirmationfailuresastheprimarysourceofcallgeneration.Title: Parts Delivery: CustomerOrderInfrastructureImprovementsArea: AmericasTeaminRTP/BrazilTime Frame: 1/15/07-9/1/07Team: AliceAnalysisandSamSolutionYellowbeltExample#3Process MapNoYesPareto嫂罩诡私衣都秦闽黄愉取怪铸拄寺鸦矢萨饵遭糖贿硫纵佳蛀膘蛙衣雀译妊联想六西格玛质量管理的黄带教程联想六西格玛质量
213、管理的黄带教程|2007LenovoLenovoConfidentialPage134Analyze:ToolsUsed:Fishbone,Pareto,BrainstormingRootCauseFindings:1)Noestablishedmetrictomeasurecompletenessanddataquality;2)NodefinedprocessinAP/J;3)lackofdefinedroles/responsibilitiesinAG;4)RequiredknowledgenottransferredordocumentedMeasure:BeforeMeasures:
214、Completenessofrequiredfieldsvariedfrom20-100%.Statuswasinconsistentlyreported5-60%oftimeacrossfunctions.Objective/Goal:Maintain100%completenessonDefinedrequiredfields.HavenoIncrementalresourcehitstodoit. Improve:ActionsTaken:1)Reviewto-beinventoryadd/changeanddecommission,andongoingrevieww/stakehold
215、erstoclarifyr/rs;2)ApplystandardstoallexistingITsupportedbusinessapps;3)ReportmetricsatSVPopscallsResults/Savings:Allappsinscopehavemetrequiredcompleteness;futureappsapplyreqsbeforeapprovalandrelease Control & ShareStandardization/Sustaining:MonthlyreportingbecamestandardpartofOps9/15/07;distributed
216、baselineandreportingtoallSVPs9/30.FuturePlans/Sharing:Publishrequirementsonintranetsite11/30/07;distributerequirementstoITfocalpointsinallgeos Define:ProblemDefinition:35%oftheglobalapplicationinventoryhavecompletedinfoonall17requiredattributes;90%ofinventorydirectlyaffectscriticalLenovobusinessproc
217、essesWhySelected:ToenablerapidDisasterRecovery,ITSecurityCompliance,andBTITstrategy.Title: Parts Delivery: GlobalApplicationInventoryProcessArea: BTITTeam,SingaporeTime Frame: 06/01/07-10/15/07Team: M.OverwhelmedYellowbeltExample#4Cause &EffectBar ChartHistogramPareto聂衫籽谓貌俺讨穿凹潜吏跪狞搽距痒详墩馆髓屋灭显曰挂怪甘篡砷选名枕
218、联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage135YellowbeltExample#5Title:DuplicateInvoiceArea:AccountsPayable,RTPTime Period:6/01/078/15/07Team: BillPayerDEFINE:Problem Definition: DuplicateinvoicessubmittedtoLenovoforpayment.Internalcontrolscatchbeforepaymentbutsignificanttime/cos
219、tdraintocorrect.Why Selected:Currentcurrentprocesscostsapprx.$450kannuallyandimpactsAPresources.ANALYZE:Tools Used:ValueStreamMapping,Fishbone,ParetoRoot Cause Findings:1)Morethanoneshiptagprintedforsamepartsshipment;2)ARclerkentersdatamorethanonceforsameshipment;2)PrinterdoubleprintssameinvoiceMEAS
220、URE:Before Measures: Last12months,1764duplicateinvoicesweresent.Objective:From10/07forward,0duplicateinvoicessent. IMPROVE:Actions Taken:1)Addsystemcontrolstopreventdoubleentryanddoubleprinting;2)AddduplicateinvoicestobothLenovoARandSupplierdashboards;3)WorkwithallSupplierstoensureconsistentpractice
221、sResults/Savings: From8/16-9/30/07,noduplicateinvoiceshavebeenreceivedcontinuingtovalidate.CONTROL & SHAREStandardization/Sustaining:DashboardreviewsshowtargettoactualFuture Plans/Sharing:SharewithsisterAPdepartmentsinLenovo;ongoingbestpracticereviewswithProcurement/suppliersValue StreamMapIICause &
222、EffectRun ChartPareto鲸励勒衣琼黎榔阐碴骑凉搪室蕴嗅混诉勉叠裔属啄绷父梭肘阔开骏呼膳捧联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage136Final ThoughtDothedifficultthingswhiletheyareeasyanddothegreatthingswhiletheyaresmall.Ajourneyofathousandmilesmustbeginwithasinglestep.LaoTzu炮茬月笑则队唤娇歼矽妥孔号僵忘被鲸胰惶搅蝉显竹楔跳讫荣耳肝醚卞践联想六西格玛质量
223、管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage137New World. New Thinking.TM畜反瘤瘪缴语叙汕聘卷捆淑增胳组伎丘台粟身愉食炭睹姚贞拘砰溉灰谭已联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage138ExtraTools凑胡涤望日蔗捞弊勿著乙支贱腋棘摧耶朝渤咕箭缝起剧夸悟圾勺浅杀饰赏联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage139CreatingaP
224、aretoChartinExcel录压矿恼容若警锰乾屹痉诀南企匹娠解净矮拘赋狠借故吮钦去吹挣误驾罢联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage140CreatingaRunChartinExcel拌泡系廖吐堪走晴韩纺篓讣钱将鞠氛封芍缸晌瞳泄甥苟肌却萝戴鸥厕依蹈联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage141OpportunitiesMatrixWhat is it?AnOpportunitiesMatrixprovidesarat
225、ionalapproachtoteamdecisionmakingbycategorizingimprovementoptionsbyeaseofimplementation,potentialimpact,andcosttoimplement.Thisoftenhelpstheteamtoquantify,prioritize,andnarrowthefieldofpotentialdecisionoptions.What is it used for?TeamproblemsolvingHow do I do it?1.Identifydecisionoptionsandlist.2.Ra
226、teeachcriteriononascaleof1-10(1-low,10-high)foreaseofimplementation.3.Weigheachdecisionoptiononascaleof1-10(1-low,10-high)forpositiveimpactonmetric.4.Identifythecostofimplementingeachimprovementoptions5.CreateanXYchart.Plot“EaseofImplementationonXaxis,andPositiveImpactonMetriconYaxis.6.Ploteachimpro
227、vementactiononXYaxiswithacircle.Sizeofthecircleisdeterminedbycosttoimplement.7.Makethebest-balancedchoice.(HigheaseofImplementation,HighImpact,LowCost)DMAICS讹旨玻裴骡柿蝴邵袁辛育粗清丙宁绕滓稠佐痘馒丸卒芍仁玩抨静推丝自锻联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage142OpportunitiesMatrixDMAICSEaseofImplementation
228、1=Low10=HighPositiveImpactonMetric10=High1=Low1.Opportunity1=Cost=$25k2.Opportunity2=Cost=$100k3.Opportunity3=Cost=$5k4.Opportunity4=Cost=$0kThe Golden Zone1243掣句语甥盅愈估秋乘鲸贵页孵池癸霍喂隋励碎嘘稀郧掌序褂供勾堪凝违态联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage143LeanSixSigmaGreenBeltMethodandTools1. Vali
229、date improvementsSummaryStatisticsProblem statementwith metricProjectSelectionProjectTitleandScopeProblemStatementsValueStreamMapProcessMap/SIPOCDocumentationStatisticalProcessControlCost-BenefitAnalysisMistakeProofingBrainstormingBenchmarkingAffinityDiagramsForceFieldAnalysisCriteriaRatingFormsFMEA
230、ProjectManagementCriticaltoXMSASummaryStatisticsParetoHistogramRunChartCauseandEffect5WhysScatterDiagramNormalDistributionProcessCapabilityProcessMapAnalysis3. AnalyzeIdentify the real problemand root cause.1. DefineDescribe and quantify the problem.4. ImproveIdentify solutions andimprove the proces
231、s!5. ControlDid we improve, move the metrics, save money?2. MeasureExplain theproblem with data.Bar ChartHistogramRun ChartParetoManageImprovementsSPCUCLLCLCL Normal3. Project Handoff2. Establish sustainability & benefitsCTx TreeMSASolution AnalysisCause &EffectRisk AnalysisProjectDefinition6. Share
232、Tell others!Process MapNoYesValue StreamMapIIDMAICS过俘黍涟呜惶绸婚轴文晴枢蓖椒冷扮策削跟旺哩陷嘘匆溢哀涣耐佳植牟违联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage144WhatdoMean&StandardDeviationLookLike? Hypothetical Example: New government report requires that we report the age of everyone employed at this building
233、 How might this data might look? Do we expect there to be wide variation or a tightly knit group of numbers?0100Lets see what the data tells usME且咳趁脾枕找郑腋巾巨所裸毒茹滓粮煎布裤列贰堤俐募摄雁蝎杰贬洪勿澳联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage145ResultsofDataCollection0100CONCLUSIONS: Data tends to clu
234、ster around a central value (MEAN) There are almost equal amounts of data on either side of that center value The width of the age group (standard deviation) is fairly broad, but different than for the whole population酷阜肿逸掘骡小化薪不体脸咳光拎土足冲瞎涧殉靳兽靴揩痔襄兽埂矣奖丰联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程|2007LenovoLenovoConfidentialPage146InterpretingMeanandStandardDeviationDMAICSAre the Mean and Standard Deviation the same for Data set A & B?Example1Example2DataSetADataSetB氮胎灾居筑乱肯佩浅祭毯聘成藐离踢拜性贞错腿秒画虹颅寨因竹盘窒池当联想六西格玛质量管理的黄带教程联想六西格玛质量管理的黄带教程
