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1、Copyright 2002 Motorola.All rights reserved.新六西格玛六西格玛刘建勇博士刘建勇博士刘建勇博士刘建勇博士Dr.JimLiuDr.JimLiuCopyright 2002 Motorola.All rights reserved.挑战挑战挑战挑战Challenge快!快!快！Bequick!Copyright 2002 Motorola.All rights reserved.取胜法宝取胜法宝KeystoSuccess美国国家品质奖美国国家品质奖Copyright 2002 Motorola.All rights reserved.QS不同的法则不同的法
2、则DifferentPhilosophiesCopyright 2002 Motorola.All rights reserved.Then and Now1986Six Sigma methodology introduced at Motorola 1987Six Sigma by 1992 goal was set1988 Malcolm Baldrige National Quality Award1991 Black Belt Initiative introduced1992 10X defect reduction every 2 years,cycle time every 5
3、 years1998 Corporate Renewal1999 Rules of Engagement,Performance Excellence,Balanced Scorecard2000 Black Belt Initiative AcceleratedMotorolasPerspective2003 Digital Six Sigma2002 Malcolm Baldrige National Quality AwardCopyright 2002 Motorola.All rights reserved.1987制定制定1992 应达到的西格玛目标应达到的西格玛目标摩托罗拉公司与
4、六西格码摩托罗拉公司与六西格码以往与现在1988 马称科姆马称科姆鲍德里奇全美质量大奖鲍德里奇全美质量大奖1990 在全公司开展在全公司开展“顾客完全满意小组过程顾客完全满意小组过程”和和“黑带计划黑带计划”1992 每两年减少缺陷十倍，每五年一个周期。每两年减少缺陷十倍，每五年一个周期。1997 五个五个“9”：系统可用性。：系统可用性。1999 公司革新公司革新 2000 行为准则，优秀业绩和平衡的记分牌行为准则，优秀业绩和平衡的记分牌2001“黑带黑带”创意加速创意加速2002 第二次鲍德里奇全美质量大奖第二次鲍德里奇全美质量大奖2003 数字化的六西格码数字化的六西格码Copyrigh
5、t 2002 Motorola.All rights reserved.淨營收(十億美元)14%24%16%14%4%18%28%31%22%9%摩托罗拉摩托罗拉年度年度营业额营业额AnnualrevenuesbyyearB US$Copyright 2002 Motorola.All rights reserved.西格玛西格玛(Sigma)我们从“六西格玛”(SixSigma)作为一项衡量开始。西格玛是一项利用统一衡量尺度对“完好度”的衡量。西格玛提供一种衡量改进情况的相关方法。西格玛的衡量单位是百万分之缺陷率(DPMO)。例如，某一水平的西格玛可以说明生产一百万只咖啡杯的过程中有多少残次
6、品。所谓统一是指可以用西格玛来衡量从咖啡杯缺陷到失去销售机会的一切内容。它衡量的对象其实就是在一百万次机遇中，有多少次没有达到顾客的要求（即缺陷）。值得庆幸的是，一百万只是一个衡量系数，我们用不着等到生产出一百万只咖啡杯才开始计算西格玛水平。Copyright 2002 Motorola.All rights reserved.西格玛级别西格玛级别(SigmaLevel)西格玛水平与改进后的完好度水平有关。要达到“三西格玛”水平，我们在一百万次机会中只能允许66,811个缺陷。而在“五西格玛”水平中，我们只允许233个缺陷。不同西格玛水平之间的差异并不是简单地对半削减缺陷数量。西格玛水平每升高
7、一级，缺陷数量都指数级地减少。Copyright 2002 Motorola.All rights reserved.MeasurementandMethodology“Sigma”is a measurement scale upon which improvements can be gauged.“Six Sigma”is an overall methodology that drives business improvement.Copyright 2002 Motorola.All rights reserved.六西格玛定义六西格玛定义DefinitionofSixSigma W
8、hatever we do,The maximum errornumber which is allowed to make should not go beyond 3.4 times among 1,000,000 opportunities.无论做什么，在无论做什么，在1 1百万次出错机会中，所允百万次出错机会中，所允许出现的错误为许出现的错误为3.4 3.4 次次Copyright 2002 Motorola.All rights reserved.六西格玛与每百万机遇六西格玛与每百万机遇3.4个缺陷个缺陷(DPMO)相对应。相对应。正态分布居中1.5Sigma偏移Copyright
9、2002 Motorola.All rights reserved.六西格玛六西格玛:目标目标SixSigma:GoalSigmadpmoDefectRate缺陷率缺陷率2s 308,538 1 in 33s 66,000 1 in 154s 6,210 1 in 1605s 233 1 in 4,3006s 3 1 in 300,000dpmo:defects per million opportunities每百万次中的缺陷数10,000XCopyright 2002 Motorola.All rights reserved.一个术语一个术语,两种意义两种意义什么是“六西格玛”(SixSi
10、gma)?你可能在两方面听到人们使用这一术语作为一项衡量内容和作为一种方法。区分这两者对于我们理解“六西格玛”有着至关重要的意义。“六西格玛”(SixSigma)衡量:以西格玛为尺度的衡量水平，其中西格玛是对完好度的一项衡量内容。相当于百万之3.4的缺陷率。“六西格玛”(SixSigma)方法:全面改进业务的方法。通过降低缺陷、加工周期、对环境的影响和其他不必要的波动来推业务过程的改进。Copyright 2002 Motorola.All rights reserved.今天的六西格玛今天的六西格玛SixSigmaTodayA comprehensive,flexible system fo
11、r achieving&maximizing business success through thoroughly understanding customer needs,a disciplined use of facts&data,and diligent attention to improving and re-inventing processes.Cost reduction Improved productivity Market-share growth Customer retention Cycle-time reduction Defect reduction/eli
12、mination Culture change Product/service developmentBusiness Success Factors 成功因素成功因素成本下降生产率提高市场占有率增长顾客维持周期缩短缺陷减少/消除文化变革产品/服务开拓是一个全面的柔性系统，通过充分理解客户需求，严谨地使用事实和数据，勤奋地注意改进和重新创造程序，来最大程度的达成生意的成功。Copyright 2002 Motorola.All rights reserved.六西格玛的革新六西格玛的革新RenovationofSixsigma数码六西格玛(DigitalSixSigma)是对摩托罗拉经典业务改
13、进方法的一次重大革新。数码六西格玛是一次巨大的改进，因为它可以一劳永逸地杜绝酿成缺陷的变因。通过实施可重复使用的网络化改进，数码六西格玛彻底消灭了缺陷。AkeyinnovationtoMotorolasclassicbusinessimprovementmethodisDigitalSixSigma.DigitalSixSigmaisadramaticimprovement,becauseitpermanentlyeliminatestargetedsourcesofvariationthatcausedefects.Byimplementingreusableweb-enabledimpro
14、vements,DigitalSixSigmaeradicatesdefectsfromthefaceoftheearth.Copyright 2002 Motorola.All rights reserved.数字化数字化DigitalizationDigitalization摩托罗拉的数字化改进工作带来一整套新的更好方法、工具和技巧。这方面的工作包括：由于有了上述改进，今天“六西格玛”(SixSigma)比以往任何时间都更加功能强大，更加适用于当今动荡的业界环境。e-Training：在短短几个月而不是几年时间里，培训和测试数以千计员工的能力。e-Processes:随时处于掌控之中的数字
15、化改进措施。e-Tools:网上调查、模拟程序及各种归纳工具可以对“六西格玛”过程的众多阶段进行改进。e-Tracking:监督所有重要业务度量及其附属改进项目的能力。e-Visibility/Control:监督所有重要业务度量及促成如此结果之部门和职能的能力，其中包括正反两个方面。Copyright 2002 Motorola.All rights reserved.Cp0.671.01.331.672.0Cpk0.170.50.831.171.5)DPMO(DefectsPerMillionErrorOpportunities业界标杆一般公司baggage handling:3.5 si
16、gma行李传送行李传送国内航班为什么要推行六西格玛为什么要推行六西格玛WhySixSigma?Copyright 2002 Motorola.All rights reserved.持续进步及竞争的需要 The requirement of CI and completion 建立共同语言 Setup command language 数据驱动进步 Data driven为什么要推行六西格玛为什么要推行六西格玛WhySixSigma?解决问题的方法与思路 The methodology of problem solving 掌握通用工具掌握通用工具4040多个多个 Command the to
17、ols 客户导向客户导向 Customer focusCopyright 2002 Motorola.All rights reserved.TheCurrentSituation目前状况目前状况CycleTime运转周期运转周期CustomerSatisfaction顾客满意顾客满意(PhoneRingsAgain)ContinuousImprovement持续改进持续改进Gamba Kaizen5sTPMCOQTCM为什么要推行六西格玛为什么要推行六西格玛WhySixSigma?Copyright 2002 Motorola.All rights reserved.SkyToweronTo
18、morrow明天的大厦CustomerSatisfaction顾客满意顾客满意(PhoneRingsAgain)Cost费用费用Service服务服务System系统系统Management管理管理Delivery交付交付Quality质量质量Continuous Improvement持续改进CycleTime运转运转周期周期6Sigma6西西格玛格玛ManagementteamsCommitment&consensus管理层的承诺与一致管理层的承诺与一致全体管理团队的共识订货铃不断响起为什么要推行六西格玛为什么要推行六西格玛WhySixSigma?Copyright 2002 Motoro
19、la.All rights reserved.持续进步的路标持续进步的路标RoadmapofCIControlSystemISO9002ISO9001QS9000ISO140005SEHSTPMGK/LeanSPCTCMTQM1997 1998 1999 2000 2001 20026-SigmaCOQMRP-IIOr ERP控制系统Digital6 SigmaCopyright 2002 Motorola.All rights reserved.我们的经验教训我们的经验教训What Weve Learned What Weve Learned Its all aboutdelivering
20、business results!Achieving sustainable business improvement requires integrated team efforts linked to business priorities.通过团队对重大的问题进行快速的解决通过团队对重大的问题进行快速的解决,得到持续的财务结果得到持续的财务结果!Copyright 2002 Motorola.All rights reserved.六西格玛领导方针六西格玛领导方针“六西格玛领导方针”包括以下内容：TheSixSigmaLeadershipPrinciplesincludethefollo
21、wing:Align(结合)Mobilize(动员)Accelerate(催化)Govern(治理)THESIXSIGMALEADERSHIPPRINCIPLESThe People Who Make it Happen:Hands onHands onChampionsChampionsMasterMasterBlack BeltsBlack BeltsBlack BeltsBlack BeltsSix Sigma Project Six Sigma Project VPVPGreen BeltsGreen BeltsAll All EmployeesEmployeesCEOCEOSix S
22、igma ExecutiveSix Sigma ExecutiveSponsorSponsor六西格玛项目参与人员六西格玛项目参与人员Copyright 2002 Motorola.All rights reserved.大师级黑带大师级黑带 MasterBlackBelt -黑带和高级管理层顾问黑带和高级管理层顾问 Black Belt and Senior Management Consultant 绿带绿带 GreenBelt黑带黑带 BlackBelt -团队成员与实施者团队成员与实施者 Team Member and Practitioner -团队领导与统计顾问团队领导与统计顾问
23、Team Leader and Statistical Consultant 绿绿/黑带的作用与等级黑带的作用与等级RoleandlevelofGB/BBRoleandlevelofGB/BBCopyright 2002 Motorola.All rights reserved.领导层所面临的挑战领导层所面临的挑战将重点聚焦在巨大的将重点聚焦在巨大的“Y”上上Y关键性的成果哪些活动使你可以实现这些成果？=f(x1,x2,x3.)持续的支持与持续的支持与评审评审六西格玛六西格玛项目选择项目选择Copyright 2002 Motorola.All rights reserved.“Link ac
24、tions to critical results!”Simplify the game!What do youwant to improve?What actions will getyou there the fastest?Y=f (x1,x2,x3.)CoreSixSigmaBusinessImprovementCampaignPrincipleCopyright 2002 Motorola.All rights reserved.平衡記分卡平衡記分卡是是SixSigma業務改進運動的基石業務改進運動的基石戰略與目標戰略與目標本年度創意本年度創意本年度創意本年度創意戰略方向戰略方向願景
25、願景:我我們們的首要目的的首要目的我我們們如何向如何向顧顧客客提供提供價價值值。使命使命:我我們為誰們為誰服服務務，我，我們們提供哪些服提供哪些服務務，我我們們如何如何實現競爭實現競爭優勢優勢。戰戰略目略目標標:為實現願景為實現願景我我們們必必須須完成的目完成的目標標。提出或突破提出或突破創創意意為為在今天在今天獲獲得成得成功，我功，我們們需要需要採採取哪些行取哪些行動動。超越超越創創意意:為為在未在未來來取得成取得成功我功我們們需要需要採採取取哪些行哪些行動動。績效衡量績效衡量業務過程業務過程業務成業務成果果顧顧客客與與市市場場培培訓與發展訓與發展内部内部業務業務財務財務為為建立建立實現實現
26、我我們們戰戰略目略目標標所需的所需的能力，我能力，我們們需要需要採採取哪些行取哪些行動動 目標：實際：度量目標：實際：度量目標：實際：度量目標：實際：度量Copyright 2002 Motorola.All rights reserved.TheCornerstoneofaSixSigmaBusinessTheCornerstoneofaSixSigmaBusinessImprovementCampaignisaBalancedScorecardImprovementCampaignisaBalancedScorecardStrategies&ObjectivesCurrent Year I
27、nitiativesSTRATEGIC DIRECTIONVision:Our overriding purpose how we will deliver value to customers.Mission:Who we serve,what services we provide and how we achieve competitive advantageStrategic Objectives:Goals we must accomplish to achieve our vision.Make or Break Initiatives:What we need to do to
28、be successful today.Breakaway Initiatives:What we need to do to be successful in the futurePERFORMANCE MEASUREMENTBusiness ProcessesBusiness ResultsCustomer&MarketLearning&GrowthInternal BusinessFinancialWhat we need to do to build the capability to achieve our strategic objectives.Goal:Actual:Metri
29、cGoal:Actual:MetricGoal:Actual:MetricGoal:Actual:MetricCopyright 2002 Motorola.All rights reserved.Be the market leader in providing superior wireless products and solutions Lead Internet to wireless.Drive success by exceeding the expectations of customers,consumers,shareholders and co-workersCustom
30、er,consumer&share holder driven employees winning through the 4Es+1;Recognizing&celebrating successes.One Motorola/One PCSCULTURE:Fully link the Front End experience and planning processDevelop a measurement and ensure differential investment for Most Effective TalentEnsure Most Effective Talent occ
31、upy Most Leveraged Positions PERFORMANCE MEASUREMENTBusiness ProcessesBusiness Results2002 PERFORMANCE EXCELLENCE SCORECARDPCS Rev 2.7Strategic ObjectivesCurrent Year InitiativesSTRATEGIC DIRECTIONVISION:MISSION:FINANCIALDeliver strong financial resultsCUSTOMER&MARKETDelight customers and become the
32、 coveted supplier by all top 25 customersOPERATIONAL&PEOPLETransform the organization to Performance Excellence Motivate employees and create a positive work environmentBuild active community involvementFINANCIALImprove Total Cost Competitiveness of productsImprove overall ability to deliver End-to-
33、End solutions,content and applications CUSTOMER/CONSUMER&MARKETDefine and develop Compelling Products and Signature Experiences Improve customer relationships through operator partnering and customizationDriveandsustainconsumerdemandandpull-throughprogramsandincreasetheeffectivenessofco-marketingwit
34、hoperatorsanddistributorsSubstantiallyenhancethevalueandimpactoftheMotorolaBrandInvest in innovation to leverage technology advancements and architecture to improve market/customer responsiveness OPERATIONAL&PEOPLEMake the matrix organization workMake Six Sigma“The Way We Work”in everything we do Dr
35、amatically improve software capability&qualitySTRATEGIC PLANNINGCUSTOMER&MKT FOCUSHUMAN RESOURCE FOCUSPROCESS MGMTLEADERSHIPINFORMATION/ANALYSISImprove End-to-End selling capabilities on Account TeamsImprove S&OP Process Drive development and differential investments in human assets,by implementing
36、the Organization Vitality ProcessInstitutionalize M-Gates across all projectsImplement YEAR 1 Next Generation Supply Chain projects Deploy Time Tracking System(Primavera)across PCSFINANCIALMake The NumbersPBTSales:Device&Non-deviceCash Flow CUSTOMER/CONSUMER&MARKETIncrease Market Share20%movement in
37、 Customer Satisfaction-Top 2 Boxes Improve consumer&POS equity by 11.5%in top 11 countriesOPERATIONAL30%complexity reduction by YE&all 2003 NPIs achieve complexity index of 1.33Cpk 2Cp 2J.L.L.L.Cp=Cpk(1-k)Copyright 2002 Motorola.All rights reserved.黑带的发展黑带的发展 ExceedingCustomerExpectationsSixStepstoS
38、ixSigmaProblemSolvingStrategiesandToolsContinuousImprovementCurriculum(CIC)图表的图表的探测地探测地交互式的交互式的多项比较多项比较度量系统分析度量系统分析质量控制质量控制实验设计和实验设计和 最优化最优化确认问题收集数据分析数据解释数据汇报分析提出建议实施行动监察和控制Problem IdentificationCollect DataAnalyze DataInterpret DataReport AnalysisMake RecommendationImplementation of ActionMonitorin
39、g&ControlGraphicalExploratoryInteractiveMultipleComparisonsMeasurementSystemsAnalysisQualityControlExperimentalDesignandOptimization持续进步的路径持续进步的路径(续续)ContinuousImprovementRoadmapContinuousImprovementRoadmap（ContdContd）Copyright 2002 Motorola.All rights reserved.六西格玛持续改进课程表六西格玛持续改进课程表Six sigma CI Cur
40、riculumStatistical Approach to Six Sigma(CIC1141&1142)Foundations of Six Sigma&the DMAIC Model(CIC1157)Green Belt ProgramBlack Belt ProgramMaster Black BeltBenchmarking(CIC540)Teaming(TBD)Cycle Time Reduction&Map.Workshop(CIC850)Quality Function Deployment(CIC1070,1071)Business Skills(TBD)Copyright
41、2002 Motorola.All rights reserved.Building Organization-Wide CapabilityBuilding Organization-Wide Capability.to support a Six Sigma CampaignLeadership Jumpstart Event(2 days)-align with business strategy-secure commitment,prioritize and resource projectsSeniorLeadershipTeamFoundations Training Organ
42、ization WideBlack BeltCandidatesChampionsSix Sigma Black Belt Training(20 days)-prepare Black Belts to lead Six Sigma improvement teams-equip Black Belts with SPC tools and techniquesSix Sigma Management Training(3 days)-equip results owners to manage in Six Sigma environments-ensure the advancement
43、 of the improvement projectsGreen BeltsSix Sigma Green Belt Training(5 days)-prepare team members to execute project activities-provide solid foundation of improvement processes and toolsCopyright 2002 Motorola.All rights reserved.提高整个组织的实力提高整个组织的实力支持六西格玛运动支持六西格玛运动领导人才助推活动领导人才助推活动(2天天)-与业务战略取得统一-为项目
44、而保证承诺，安排重点，提供资源 高级领导团队高级领导团队基础培训基础培训全组织全组织黑带候选人黑带候选人带头人带头人六西格玛黑带培训六西格玛黑带培训(20天天)-教会“黑带”如何领导六西格玛改进团队。-为“黑带”提供SPC工具和技巧。六西格玛管理培训六西格玛管理培训(2天天)-为成果所有者在“六西格玛”环境中进行管理创造条件。-保证改进项目的进行。绿带绿带六西格玛绿带培训六西格玛绿带培训(6天天)-为团队成员执行项目活动创造条件。-为改进过程提供坚实基础和工具。Copyright 2002 Motorola.All rights reserved.六西格玛绿带学习班大纲 Six Sigma G
45、reen Belt Action Learning Plan Six Sigma Green Belt Action Learning Plan 六西格玛基础六西格玛基础(Fundamental to Six Sigma)界定机遇界定机遇(Define)1.1 找出、排序并选择改进机遇。1.2 制定项目团队宪章1.3 组建有效的团队1.4 明确顾客及顾客需求 1.5 界定待改进的过程并绘图衡量业绩衡量业绩(Measure)2.1 确定衡量的内容 2.2 对衡量进行管理2.3 认识波动 2.4 评估衡量系统2.5 确定过程业绩表现 分析机遇分析机遇(Analyze)3.1 找出潜在的根本原因 3
46、.2 进行失败模式及效果分析(FMEA)3.3 实施对比法 3.4 进行波动源（SOV）研究3.5 进行相关性分析 改进业绩改进业绩(Improve)4.1 提出解决方案 4.2 解决方案的排序与选择 控制业绩控制业绩(Control)5.1 制订控制计划5.2 实施过程控制系统Copyright 2002 Motorola.All rights reserved.Six Sigma Black Belt Action Learning Plan Six Sigma Black Belt Action Learning Plan Week 1Core ContentDMAIC Methodol
47、ogyIdentifying Business OpportunitiesCustomer RequirementsMapping ProcessesEffective TeamsCritical MeasuresMeasurement Systems AnalysisProcess PerformanceMINITAB SoftwareWeek 2Core ContentRoot Cause AnalysisProcess StratificationValidation of Root CausesComparative MethodsSources of VariationFailure
48、 Mode&Effects AnalysisWeek 4Core ContentResponse Surface MethodologyRecommendations and Change PlansStatistical Process ControlProcess CapabilityImplementation Planning Process IntegrationWeek 3Key DeliverablesData Analyses(Contd)Validated Root CausesPotential SolutionsSelected SolutionsCommunicatio
49、n PlanKey DeliverablesProject CharterAction PlansProcess MapsKey Process IndicatorsData Collection PlanMeasurement AnalysisBaseline PerformanceCoaching/Project WorkKey DeliverablesCollected DataData AnalysesSources of VariationFMEA StudyCore ContentCorrelation&Regression AnalysisDesign of Experiment
50、sIdea GenerationSolution Evaluation and SelectionKey DeliverablesPilot PlanControl PlanTraining PlansImplementation PlansCoaching/Project WorkCoaching/Project WorkCoaching/Project WorkCopyright 2002 Motorola.All rights reserved.六西格玛黑带行动教学计划六西格玛黑带行动教学计划 第第1周周核心内容核心内容DMAIC方法方法找出业务机遇找出业务机遇顾客需求顾客需求绘制过程图