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1、Welcome to a presentationon Six SigmaTM 2002年1月12日What are your Expectations?I would like to capture your expectations for the day?AgendaClosing commentsAlliance PartnershipsMASET, LLC. and MotorolaMaset areas of expertiseQuality(Six Sigma)Cycle time eductionLeadershipCultural changeProject Manageme
2、ntSupply chain ManagementFacilitationTrainingDemystifying Six SigmaWhat does Six Sigma mean to you ?Many different definitions exist.I will try to address three this morningSix sigma as a statistical termNormal DistributionStandard deviation68.27 %15.865%15.865%Six sigam as a statistical term Values
3、 of a standard deviation one sigma = 68.27 %317,311 ppm two sigma =95.45 %45,500 ppmthree sigma=99.73 %27,000 ppm six sigma=99.999999 % 1.96 ppbSix sigma as a quality term Invented by motorola in the mid 80s Service marked and registered by Motorola Accepted by all countries Accepted by all organiza
4、tion-1.5 Mean +1.5 Virtually no defects(3.4 ppm) LowerSpecifacationlimitupperSpecifacationlimit-6 -5 -4 -3 -2 -1 0+1 +2 +3 +4 +5 +6 Allow s for variation in measurement1.5 Sigma shift+-Virtually no defects (3.4 ppm) Six sigma as a quality termSix Sigma= 3.4 ppm defectiveSix sigma is a way to change
5、an organizations cultureProvides a means of delivering Total customer satisfaction Focuses everyone in the organization on the same objectiveDefinition of defectDefect are good!“Associates need to feel comfortable in identifying and reporting defects.”The effects of defectsEvery occurrence of a defe
6、ct within the process requires time to inspect,fix,and re-inspect.Average cycle time is directly proportional to the total number of defects in the process.Welcome toMotorolasQuality StoryCultureCulture guides the enterprises Day-To-Day behaviorThe nature of culturechange,overall change efforts will
7、 failThere is no such thing as “Were different”WEREDIFFERENTFunctions in a typical organizationThe evolution of motorolas quality culuture1979 “Our quality stinks”1980 corporate quality officer named1981 motorola training & education center(Mtec) established 1985communications sector begins total de
8、fects per unit measurement(TDU)1986 - july manufactured products1987 - november sales orders1986chairman changes agenda of customer visits1987 created “the card”Evolution continues!1987 Corporation adipts six sigma 2 year- 10 x; 4 year- 100 x uality improvement1988 Six sigma by 1992 goal is set1988M
9、alcolm baldrige nation quality awardMapped ISO 9001 into quality system review(QSR)199210 x redustion in defect eveery 2 yearscustomer satisfaction metrics 10 x timesimprovement in cycle time in 5 yearsChanged measurement base to parts per billion1994 Enterprise ISO registtation launched1998 Corpora
10、te renewal1999 Rules of Engagement balanced score card Performance Excellence Personal CommitmentEvolution continues!How many objectives are there in your organization?Key beliefsKey beliefs h howow we will always act we will always actConstant respect for Constant respect for peoplepeopleUncompromi
11、sing integrityUncompromising integrityKEY GOALSKEY GOALS what we must accomplishwhat we must accomplishBest in classBest in classPeoplePeopleMarktingMarktingTechnologyTechnologyProducts:softwarehardware andProducts:softwarehardware and systemssystemsM ManufactionanufactionS ServiceerviceI Increasedn
12、creased global market global market shareshareS Superior finacicaluperior finacical resultsresultsKEY INITATIVESKEY INITATIVES h howow we will do it we will do itSix sigma qualitySix sigma qualityt totalotal cycle time cycle time reductionreductionp product manufactionroduct manufaction and and envi
13、ronmental leadership environmental leadershipP Prfitrfit improvement improvementE Empowermentmpowerment for all in a for all in a participativeparticipative Cooperative and Cooperative and creatice creatice workplace workplaceOur fundamental objectiveOur fundamental objective( (EveryonesEveryones ov
14、erriding responsibility overriding responsibility) )Total customerTotal customer satifaction satifactionOur fundamental objectiveEveryonesEveryones overriding responsibility overriding responsibilityKEY INITATIVES how we will do it Consistent focus Card created & adopted 1986 Five minor changes in19
15、92 No significant changes during five different chairman Bob Galvin George Fisher Bill Wiese Gary Tooker Chris GalvinCreating and managing the Six Sigma quality cultureSis sigma qualityOne of the two key drivers of increased Total customer satisfation and reduced costProduct/Service is delivered whe
16、n promisedEvery occurrence of a defect within the process requires time to inspect,fix,and re-inspectAverage cycle time is directly proportional to the total number of defects in the process.Product/service is delivered with no defects No test/inspection is 100% effective in finding defects. Delover
17、ed defects escape test/inspection within the process. Delivered defects are directly proportional to the total number of defects in the entire processSix sigma quality impoves customer satisfactionReducing the total defects in the enire process reduces:Delivery delinquencies;Delivery defects;Early l
18、ife failure rate;and thereforeIncreases customer satisfactionandDecreases warranty cost!Process cost and defectsReducing the total defects in the entire process:Reduces the cycle time per unit Reducing WIP(Work in process) Reducing inventory carrying costsResuces defect inspection,analysis,and repai
19、r cost;thereforeDecreases “Manufacturing” costCost/QualitySix sigma has shown that The highest quality producer isThe lowest Cost producer TDU is the best measure of the over all quality of the process TDU is the independent variableProcess yields are dependent upon TDUThe common metric: Total defec
20、ts per unit(TDU)Defining a unitA “unit” may be as diverse as a: Piece of equipment Line of software Order Technical manual Medical claim Wire transfer Hour of labor Customer contactAnything that is measurable & understandable by the person who is trying to reduce defectsSigma,a figure of merit TDUco
21、uld be expected to be proportional to the complexity of the unit Complexity is directly proporttional to the number of opportunities to creat a defect To normalize processes of different complexity, we use:Total defectsOpportunitiesFrom which we can calculate sigmaDPMO =x 1,000,000ImprovementSigma(6
22、6810 ppm)(6210 ppm) (233 ppm)(3.4 ppm)6 5 3 4 Defects per Million opportunitiesBenchmarking1101001K10K100K234567Best in classinternal + externalRepair costs 10%Average company 99.7% of in proces defects (5.60) COPQ (cost of poor quality) - reduced 84% on a per unit basis Manufacturing cost saving -
23、cumulative saving over $18.0 billion Product reliability - MTBF . . . increased 5-10 foldFinancial Sales up 2.9x，$37.6 billion - anaverage compounded growth rate of 13.2% per year Employee productivity -increased 408% Motorola Universityyears81 82 83 84 85 86 87 88 89 90 91 92 93 94 95 9605010015020025097 98 9930000Sales per employeeSales per employee( (thousandsthousands) )salesQuestion & answers