《[精选]26SigIntro(英文版).pptx》由会员分享,可在线阅读,更多相关《[精选]26SigIntro(英文版).pptx(64页珍藏版)》请在taowenge.com淘文阁网|工程机械CAD图纸|机械工程制图|CAD装配图下载|SolidWorks_CaTia_CAD_UG_PROE_设计图分享下载上搜索。
1、 Six Sigma FundamentalsChampion Training1Six Sigma Champion Training The Six Sigma Breakthrough Strategy has be e a petitive ToolA little bit of history.Six Sigma was developed by Bill Smith,QM at MotorolaIts implementation began at Motorola in 1987It allowed Motorola to win the first Baldrige Award
2、 in 1988Several of the major panies in the world have adopted Six Sigma since then.Texas Instruments,Asea Brown Boveri,AlliedSignal,General Electric,Bombardier,Nokia Mobile Phones,Lockheed Martin,Sony,Polaroid,Dupont,American Express,Ford Motor,.2Six Sigma Champion Training Frequently asked question
3、s.What is Six Sigma and how does it impact the bottom line?Where and how does Six Sigma fit into my business process?What kinds of gains can I expect to see if I adopt Six Sigma?How long does it take to see financial benefits from Six Sigma?What resources are required to implement Six Sigma?What kin
4、d of infrastructure is required to support Six Sigma?What are my first few steps to get Six Sigma going?3Six Sigma Champion Training What is Six SigmaVision-Develop and produce products&services to Six Sigma LevelsStrategy-Use a data driven structured process to drive out defects and improve the Sig
5、ma Level of products and services Breakthrough Strategy 4Six Sigma Champion Training What does doing Six Sigma look like?Project defined in Business TermsCross Functional Team InvolvementMeasure/Analyze/Improve/Control Problem Strategy usedQualitative Tools usedStatistical Tools usedSustained Busine
6、ss Results Achieved5Six Sigma Champion Training lKnow what is Important to the Customer and to the BusinesslReduce Defect Levels by:1.Reducing the Variation 2.Centering around the TargetLSLUSLLong TermSix Sigma Improvement Strategy6Six Sigma Champion Training Insufficient Process Capability-Scrap-Re
7、work-Warranty-Excess InventoryUnstable Parts&Materials-Shortages-Defectives-Excess InventoryInadequate Design Specifications-Manufacturing Processes-Supplier Processes-Assembly ProcessesPrinciple Causes of Variation7Six Sigma Champion Training You cannot refine a system unless the Defects are remove
8、d first The Breakthrough Strategy is the Core of Six SigmaCauses an organization to shift focus to:Eliminate Defects Cost&YieldEliminate Opportunities/Non Value Added StepsReduce plexityBreakthrough Thinking8Six Sigma Champion Training LowerSpec LimitUpperSpec LimitNominal TargetDefectsProcess MeanP
9、rocess variation is represented by Origin of Sigma9Six Sigma Champion Training The Classical View of PerformancePractical Meaning of“99%Good3 Capability Historical Standard Long Term Yield93.32%4 Capability Current Standard Long Term Yield99.38%6 CapabilityLong Term Yield99.99966%New Standard 20,000
10、 lost articles of mail per hour Unsafe drinking water almost 15 minutes each day 5,000 incorrect surgical operations per week 2 short or long landings at major airports each day 200,000 wrong drug prescriptions each year No electricity for almost 7 hours each month10Six Sigma Champion Training DPMOD
11、PMO2308,537 69.1%3 66,807 93.3%4 6,210 99.4%5 233 99.97%6 3.4 99.99966%Defects per Defects per MillionMillionOpportunitiesOpportunitiesProcess Process CapabilityCapabilityRTYRTYRolled Rolled Throughput Yield Throughput Yield(Long Term)(Long Term)Sigma is a statistical unit for measuring quality.It i
12、s correlated to the defect rate and the plexity of the process/productSix Sigma is a Standard of Excellence.It means no more than 3.4 Defects per Million OpportunitiesSigma as a Measure of Quality11Six Sigma Champion Training The long-term distribution is larger than the short-term as a result of dy
13、namic variations in the process mean over timeNominalShort TermPerformance(st)Long TermPerformance(lt)LSLUSLDynamic MeanLSLUSL(Sustained Capability)Long Term(Sustained Capability)Short TermProcess Centering and Capability12Six Sigma Champion Training 3 Sigma ProcessNo Mean ShiftCp=Pp=1.0 Cpk=Ppk=1.0
14、PPM=2,7503 Sigma ProcessMean Shift of 1.5 SigmaCp=Pp=1.0 Cpk=Ppk=0.5 PPM=66,36513Six Sigma Champion Training Six Sigma ProcessNo Mean ShiftCp=Pp=2.0 Cpk=Ppk=2.0 PPM=0.0Six Sigma ProcessMean Shift of 1.5 SigmaCp=Pp=2.0 Cpk=Ppk=1.5 PPM=4.014Six Sigma Champion Training USLTm mLSL2308,537366,80746,21052
15、3363.4 PPMPPM200004000060000800001000001200001400001600000200004000060000800001000001200001400001600003456,021.510.5SigmaShiftPPM1.5 Sigma ShiftDeeper Insight Into Shifts and Drifts15Six Sigma Champion Training 13Short Term-1.5 Long TermShort Term No ActionNo ActionNo ActionNo ActionTOFROM+1.5Long T
16、ermSix Sigma Conversion Table16Six Sigma Champion Training 345671,000,000100,00010,0001,0001001012SigmaPPMDomestic Airline FlightFatality Rate-0.43 PPM Restaurant BillsDoctor Prescription WritingPayroll ProcessingOrder TakingWire TransfersAirline Baggage HandlingPurchased MaterialReject Rate Average
17、CompanyWorld-ClassBenchmarking Chart17Six Sigma Champion Training 3 Sigma4 Sigma5 Sigma6 SigmaBARRIER Past success has bred arrogance Dependence on inspection and rework Reliance on trial and error Reward fire fighting behavior Little focus on quality measurements Functional departments inhibit coop
18、erationMost paniesWhy most panies are 3-4 Sigma18Six Sigma Champion Training 3 Sigma4 Sigma5 Sigma6 SigmaBARRIER Confidence in the opportunity Belief in the 6 Sigma methodology Ability to challenge the Status Quo Use of new skills,tools and information Use of new management behaviorsMost paniesWhat
19、is needed to reach 6 Sigma19Six Sigma Champion Training 3 Sigma4 Sigma5 Sigma6 SigmaBASICTOOLSWALLDESIGNWALLSeven BasicQuality ToolsGreen BeltsStatistical Toolsto ImproveProcessesOperationalBlack BeltsDesign forSix SigmaEngineering Black BeltsOver ing the Barriers20Six Sigma Champion Training Higher
20、 Quality,On Time Delivery&Lower Cost Increases Customer Satisfaction Reduce the Cycle Time per unit Reduce WIP inventory carrying costs Reduce Delivered Defects Reduce early Failure Rates Reduce Repair Cost per unit We need a Focus on Total Defects Per Unit21Six Sigma Champion Training=Final Test Yi
21、eld S=Number of units that passU=Number of units testedIs Final Yield Correlated to Profit Margin?The Classical Perspective of Yield 22Six Sigma Champion Training Is the Final Test Failure Rate Correlated to Profit Margin?Questioning the Basic Belief 23Six Sigma Champion Training Is the Final Test F
22、ailure Rate Correlated to Scrap Rate?Questioning the Basic Belief 24Six Sigma Champion Training What Does this Imply?Final Test Yield is Correlated to Process Capability 25Six Sigma Champion Training Verify90 Units PassedFinal Test YFT=90%OperationNot OKReworkScrapDPU=1.0100 Units Start 37Unitsd=063
23、Unitsd 110 Units Scraped53 Units RepairedDefect Type Count A 25 B 15 C 5 D 20 E 35 Total 100YTP=37%Throughput YieldUnits with Zero Defects Process Capability=37%not 90%Unlocking the Hidden Factory26Six Sigma Champion Training The Idea of Rolled Throughput YieldRTY or YRTInputStep 1YTP1Step 2YTP2Step
24、 3YTP3Step KYTPKOutputYRT=e-TDPUYRT=P P YTPJKJ=1YRT=Probability of a Unit going through all Process Steps with zero defectsYRT=YTP1 x YTP2 x YTP3 x.YTPKIf TDPU=.25,then YRT=e-0.25=77.9%27Six Sigma Champion Training This process has a 5%scrap rate at Inspection BUT,the Process RTY is only 61.6%.Where
25、 did theother 38.4%of yield go?Rework,waste,setup,etc.are the HIDDEN FACTORY.AProcess A-Mixing100#in-90#out90%First Pass YieldRTY=90%BProcess B-Making100#in-80#out80%First Pass YieldRTY=90%x 80%=72%CProcess C-Converting100#in-90#out90%First Pass YieldRTY =72%x 90%=64.8%DProcess D-Inspection100#in-95
26、#out95%First Pass YieldRTY =64.8%x 95%=61.6%RTY Calculation28Six Sigma Champion Training Rolled Throughput Yield is Correlated to Profit Margin29Six Sigma Champion Training Industry average is 20%COPQ&4 Sigma panySigma is Correlated to Cost of Poor Quality30Six Sigma Champion Training Internal Costs
27、 Scrap Rework/Repair Downtime Redesign Excess Inspection Excess InventoryExternal Costs Warranty Retrofits Service Calls Recalls Lost Sales Long Cycle TimesWhat is the Cost of Poor Quality31Six Sigma Champion Training People Indirect Labor Rework Inspection Material Handling Maintenance Setup Excess
28、 Overtime Labor Variance off standard Inventory Raw Material Holding Cost WIP Holding Cost Finished Goods Holding Costs Obsolescence Inventory Shrinkage Maintenance Maintenance Repairs RearrangementDefects Scrap Rework Defects Warranty&Recalls Returned Goods HandlingPremium Freight Air Freight Exped
29、ited Truck Freight ponents of Cost of Poor Quality32Six Sigma Champion Training Six Sigma has shown that the Highest Quality Produceris also the Lowest Cost ProducerCost of Poor Quality COPQ CorrelationProcess Control is pre-requisite for error free QualityCOPQ is a result of a poorly controlled pro
30、cess Process Control can be measured in PPM/YieldPPM/Yield measurements are correlated toCOPQ 33Six Sigma Champion Training COPQ Sigma PPM30-40%of Sales 2.0 308,537 Non petitive 20-30%of Sales 3.0 66,807 15-20%of Sales15-20%of Sales 4.0 4.0 6,210 Industry Average 6,210 Industry Average10-15%of Sales
31、 5.0 23310%of Sales 6.0 3.4 World ClassCost of Poor Quality COPQ Relationship Industry Averages34Six Sigma Champion Training COPQ Sigma Yield30-40%of Sales 2.0 5%Non petitive 20-30%of Sales 3.0 93%15-20%of Sales15-20%of Sales 4.0 99.4%Industry Average 4.0 99.4%Industry Average10-15%of Sales 5.0 99.9
32、76%10%of Sales 6.0 99.999655%World ClassCOPQ&Sigma/Yield RelationshipIndustry Averages35Six Sigma Champion Training What are your Business MetricsBusiness Metrics?Do your Business Metrics link to your Customers Metrics?What improvement goals are established for your Business Metrics?PPM-Parts per Mi
33、llion DPU-Defects per Unit RTY-Rolled Throughput Yield Cycle Time Sigma Level COPQ-Cost of Poor Quality Capacity Inventory CostBusiness Metrics36Six Sigma Champion Training Same Questions Same Answers New Behaviors New Values New Questions New MeasuresThe Role of Leadership on Metrics37Six Sigma Cha
34、mpion Training Strategic/BusinessTechnical/ProcessSix Sigma ActivitiesQOSLevel of Metrics38Six Sigma Champion Training StrategicStrategic1.Performance against CTQ standards2.Cost of Poor Quality Performance3.Overall Sigma LevelProcess QualityProcess Quality1.Process/Part Sigma Levels2.PPM,DPU,DPMO,R
35、TY,COPQ Monthly Improvement Rates3.Cycle Time&Inventory LevelSix SigmaSix Sigma 1.Project Savings$s Total&per BB 2.Number/Status of Projects 3.Number of MBBs,BBs&GBs Certif 4.MBB&BB Turn Over Ratio 5.Final Reports pletedIdeas for Performance Measures39Six Sigma Champion Training QUALITY SUMMARY All
36、ProductsPROBLEM IDENTIFICATION/DEFINITIONROOT CAUSES/SOLUTIONSIMPROVEMENT ACTIONSMetric Scoreboard40Six Sigma Champion Training Metric Goals Example-Results Tool41Six Sigma Champion Training Metric Goals Example-Results Tool42Six Sigma Champion Training Six Sigma as a Philosophy-PART I Customer/Supp
37、lierWe are in business to make moneyWe make money by satisfying needsWe are able to satisfy needs by using our processesThe aim of customer focus is to improve the need/do interactions of our processesImprovement of our business means improvement of our processesCustomers need products/services on-t
38、ime,with zero defects,at the lowest cost43Six Sigma Champion Training Six Sigma as a Philosophy-PART I Customer/SupplierThe attributes of customer satisfaction must be measured if they are to be improvedTo improve means we must be able to predict and prevent,not detect and reactSuppliers create proc
39、esses to generate needed productsAs process capability improves,the product quality increases As quality increases,costs and cycle-time go down44Six Sigma Champion Training Six Sigma as a Philosophy-PART 2 StatisticsMaximization of certainty is dependent upon the process capability and stabilityProc
40、ess capability is best understood and reported using statistics which is dependent on dataData must be collected in the process according to a planStatistics are used to convert raw data into meaningful summary informationStatistical information is used to report on,improve,and control the process45
41、Six Sigma Champion Training Six Sigma as a Philosophy-PART 2 StatisticsThe basis of statistics is the mean and standard deviationThe mean reports on process centeringThe standard deviation reports the extent of variation or scatter about the meanThe sigma of a process tells us how capable the proces
42、s isThe stability of a process allows us to make valid predictions46Six Sigma Champion Training Six Sigma as a Philosophy-PART 3 ImprovementThe process sigma can be used to pare similar or dissimilar processesSuch parison of processes is called benchmarkingBenchmarking is a petitive tool used to unc
43、over what we do well and not so wellOnce basic petencies and deficiencies are known,corrective action can be takenCorrective action leads to the reduction of defects,cycle-time,and cost47Six Sigma Champion Training Six Sigma as a Philosophy-PART 3 ImprovementThe reduction of defects,cycle-time,and c
44、ost leads to improved customer satisfactionAs customer satisfaction improves,the likelihood of doing business increasesAs business increases,we as individuals grow and prosper48Six Sigma Champion Training Highly visible top-down management mitment to the initiatives.People must perceive active leade
45、rship versus management-ship during the course of implementation.A measurement system metrics to track the progress.This weaves accountability into the initiatives and provides a tangible picture of the organizations efforts.Question:How can a business unit,regardless of size,product,service,product
46、ion volume,or product mix,leapfrog its way to the Six Sigma goal in a relatively short period of time?Answer:Experience has shown that successful implementation depends on an interaction between the following principles:The Implementation Principles49Six Sigma Champion Training Internal and external
47、 benchmarking of the organizations products,services,and processes.This information inevitably leads to a significant emotional event in that the organization can see and municate its relative position.When this happens,the organization begins to gravitate toward a break-through philosophy.Stretch g
48、oal setting 10 x,100 x,etc.Such goals focuses people on changing the process by which the work gets done rather than tweaking the existing process.This leads to leap-frog rates of improvement.Provision of education to all levels of the organization.Without the necessary mind-tools,people can not mak
49、e break-through improvement happen.The Implementation Principles Cont.50Six Sigma Champion Training Success stories which demonstrate how the tools of improvement can be applied and the results which can be achieved.Champions,Master Black Belts and Black-Belts to promote the initiatives and provide
50、the necessary planning,teaching,coaching,and consulting at all levels of the organization.The Implementation Principles Cont.51Six Sigma Champion Training 6 The Six Sigma Success FactorsVisible Top-Down LeadershipBusiness Metrics mon Process MetricsBenchmarkingStretch-GoalsBreakthrough StrategySix S