福特汽車(chē)培訓(xùn)材料-SIGMA推行英文

SixSigma

ByDanielWuFordLioHoMotorCompany1OutlineQualitylevelWhatisSixsigma?WhyweneedSixsigma?DevelopmentandDeploymentstrategyHowSixsigmamergesintoourdailybusiness?2Overview-FourQualityGurusHistoricallycompanieshavefocusedonqualityissuesforcustomersatisfactionPriortosixsigmatherewerefourkeyqualitygurusthatmostcompanies’qualityprogramsfollowedDemingJuranCrosbyTaguchi3DemingDemingtaught:ImportanceofunderstandingvariationinworkprocessesRoleofmanagementinleadingforqualityApplicationofstatisticsPlan-Do-Check-Act4Deming’sContributiontoProfitabilityEXTERNALINTERNALCUSTOMERSATISFACTIONMARKETSHAREPROFITPRODUCTIVITYQUALITY-Betterproducts&services-Improvedprocesses-CompetewithvaluePRICE-CompetewithPrice-Decreasedcycletime-Eliminateset-uptimesCOST-OpportunityforprofitPRODUCTQUALITYPROCESSQUALITY-Reducerework-Eliminatein-processinspection-Reducescrap-Increaseproductlife-EliminateincomingtestingPlanDoCheckAct5Juran

Jurantaught:BreakthroughperformanceParetoeffectImportanceofmanagementprinciplesQualitybydesignandplanning6Juran’sContributionPlanningCostofPoorQuality(Percentofoperatingcosts)ProductionBeginsOriginalzoneofprocesscontrolNewzoneofprocesscontrol020400ControlTimeImprovementLessonsLearnedSporadicspikefromobservedproblemChronicWaste(anopportunityforimprovement)ControlSpecialcausevariationCommoncausevariation7CrosbyCrosbytaught:CustomerrequirementisperformancestandardQualitymaturityisajourneyPreventiveactionasbasicapproach8TaguchiTaguchitaught:CostofpoorqualityislosstosocietyasawholeRobustqualityisdesignedforconsistentproductionDesigncontrolismoreimportantthanproductioncontrol9Taguchi’sContributionLowerSpecificationLimitUpperSpecificationLimitNominalValueRegionofCustomerComplaintsRegionofCustomerComplaintsRegionofQuestionablePerformanceRegionofQuestionablePerformanceRegionofSpecifiedPerformanceMeanLowerControlLimitUpperControlLimitRegionofDesiredPerformanceCost10WhatAretheLimitstoImprovement?2Sigma3Sigma4Sigma5Sigma6SigmaBasicQualityToolsStatisticalToolsDesignforSixSigma(DFSS)BasicToolsWallDesignWallCleanSheet11ChallengeinthemillenniumQuestionconfrontingbusinessleadersandmanagers:Itisnot:““Howdowesucceed?””It’’s:““Howdowestaysuccessfully?”12Change“Itisnotthestrongestthatsurvive,northefittest,butthosemostabletoadapttochange.”CharlesDarwinTheOriginofSpecies“Peopledonotresistchange,peopleresistbeingchanged.”Beckhard13ChallengeResistance-theuniversalreactiontochange.TechnicalresistancePoliticalresistanceOrganizationalresistanceIndividualresistance14SixSigma?SixSigmaisnotabusinessfadtiedtoasinglemethodorstrategy,butratheraflexiblesystemforimprovedbusinessleadershipandperformance.Itisnotabouttheory,it’’saboutaction.15Passion+Execution=FastandLastingResultsSixSigmaFocusDelightingthecustomerthroughflawlessexecutionRapidbreakthroughimprovementAdvancedbreakthroughtoolsthatworkPositiveanddeepculturechangeRealfinancialresultsthatimpactthebottomlineSigmaisastatisticalunitofmeasurethatreflectsprocesscapability.Thesigmascaleofmeasureisperfectlycorrelatedtosuchcharacteristicsasdefects-per-unit,parts-permilliondefective,andtheprobabilityofafailure/error(DistributionShifted±±1.5s)2308,537366,80746,210523363.4sPPMProcessCapabilityDefectsperMillionOpp.SixSigmacorrespondstopartsperbillionifprocessiscenteredSixSigma-Goal3Sigma6Sigma5Sigma4Sigma93.32%99.379%99.9767%99.99966%HistoricalCurrentIntermediateLong-termSigmaLong-TermYieldStandardSixSigma-PerformanceTarget....ToProduceImprovedRolledThroughputYield,DefectsPerUnit,&DefectsPerMillionOpportunityReducedCostofPoorQuality(COPQ)ImprovedCapacityandProductivityReducedVariationInOurProcesses/Products$$’sAProblemSolvingMethodologyCharacterizeOptimizeBreakthroughUSLTLSLUSLTLSLTUSLLSLUSL’’LSL’’TheStrategyCustomerFocused-BothInternally&ExternallyWhichBusinessFunctionNeedsIt?Aslongasthereisaprocessthatproducesanoutputwhetheritisamanufacturedproduct,data,aninvoice,etc...wecanapplytheSixSigmaBreakthroughStrategy.Fortheseprocessestoperformtoacustomerstandardtheyrequirecorrectinputs!!!6SigmaMethodsMFG..DESIGNSERVICEENGMAINT.ADMIN.QAPURCH.Dataisderivedfromobjects,situations,orphenomenonintheformofmeasurements.Dataisusedtoclassify,describe,improve,orcontrolobjects,situations,orphenomenon.1.Weonlyuseexperience,notdata.2.Wecollectdata,butjustlookatthenumbers.3.Wegroupthedatasoastoformchartsandgraphs.4.Weusecensusdatawithdescriptivestatistics.5.Weusesampledatawithdescriptivestatistics.6.Weusesampledatawithinferentialstatistics.LevelsofAnalysis:Whatlevelarewe??TheFoundationoftheSixSigmaToolsTheRoleofSixSigmaSixsigmaisthebestmeanstorealizethephilosophy,values,andgoalsassociatedwithyourbusinessinitiatives.RegionBA6LinkingPinsBusinessAreaInitiativesItunifiestheinitiativesandprovidesacommonlanguagewhichallpeoplecanunderstandandspeak.23HowDoWeImproveCapabilityOurOutputs(Y’s)aredeterminedbyourInputs(X’s).IfweknowenoughaboutourX’’swecanaccuratelypredictYwithouthavingtomeasureit.Ifwedon’tknowmuchaboutourX’s,thenwehavetoresorttoinspectionandtest(nonvalueaddedoperations).ByknowingandcontrollingtheX’’s,wereducethevariabilityinY,whichdecreasethenumberofdefects,improvesRTY,cycletime,etc.Wecanalsoeliminateorreduceinspection,test,andrework.TheSourcesofSixSigmaQuality…bycontrolling...bydesigning...ContinuouslyReduceProcessVariabilityTighterUpper&LowerLimitsTargetvaluesLowerLimits1.Designbesttargetforperformance2.Designsystemvaluestoreducevariabilityofperformance?----------------------?----------------------?----------------------AttractiveImplicitWasteExpressedQ1.Ifprovidedwouldyoube......indifferent?...happy?Q2.Ifnotprovided......indifferent?...unhappy?Q3.Ifnotprovided......indifferent?...unhappy??----------------------?----------------------?----------------------?----------------------?----------------------?----------------------?----------------------?----------------------?----------------------bylistening......towhatthecustomersayshe/cessvariability,notbyinspectionofdefectiveoutput25DevelopingandReinforcingValuesCycleofRefinementVALUESBEHAVIORATTITUDESCULTURE26TheRoleofLeadershipNewQuestionsNewValuesNewMeasuresLeadership(Humility/Listening)NewBehaviors27LeadershipplaystheroleValuesareafunctionofbehaviorsMeasuringtherightthingsiskeyChangemustbesupportedanddrivenfromthetopWillisakeyelementforasuccessfuldeployment28Whyarewehere?“ThereisarecognitionthatleadershipneedstobeakeycomponentofConsumerDriven6-Sigmawithinanyorganizationtryingtoundertake6-Sigmadeployment.”MikelHarry/RichardSchroeder29What’sInItForMe?“…thebeststatisticalanalysisintheworldisuselessifthosehandlingtheinformationareparalyzedbycorporatefear.Whendatasuggestsonedirectionbutcorporatecultureorconventiondictatesanother,fearcanruleandthepotentialforchangeislost.Onlystrongleadershipcaneradicatethefearfactorandallowanorganizationtorealizeitspotential.Statisticsalonecannotachievebreakthrough.”MikelHarry/RichardSchroeder30DefineFutureStateLeadershipinSixSigmaOrientationPresentStateFutureStatePTSLeadershipSkillsBusinessBasicsProjectManagementPersonalDevelopmentPTSPTSPTSPTSDEFINEMEASUREANALYZEIMPROVECONTROLDefinePlanManageCloseTeamManagementTeamDevelopmentMeetingFacilitationTeamManagementDevelopTransitionPlanChangeManagementAnalyzePresentState31SixsigmastructureStrategy——Consumer-driven,focusonproduct,process,andservice.Organization——All-functioninvolvementandPersonalDevelopment.Policy——Company-wideengagement,HR,IT,andFinancesupport.Management——Project,Team,andChangeManagement.32DeploymentStructureMasterBlackBelts(Full-Time)ProjectChampions(Part-Time)BlackBelts(Full-Time)GreenBelts(Part-Time)ExecutiveLeadership(Part-Time)DeploymentDirectors(Full/Part-Time)336sProjectChampions6sDeploymentChampion(s)SMBusinessUnitLeaderCEOCorporate6sSeniorChampionSMHRDeploymentChampionSMITDeploymentChampionSMFinanceDeploymentChampionSMPRDeploymentChampionSMBusinessOperationsLeaders6sHRManager6sFinancialManagerGreenBeltsSM6sITManagerTrainingDeploymentChampionSM6sMasterBlackBeltsSM6sComm.Manager6sTrainingManager6sProjectChampionsSM6sBlackBeltsSM6sDeploymentInfrastructure6sExecutiveCouncilSixSigmaDeploymentRoles34PhaseI—CascadingEstablishdeploymentstructureExecutive,topmanagement,championawarenesstrainingBlackBelttrainingToolsimplementationtrainingLeadershiptraining35PhaseII——AcceleratedevelopmentDeploymentstructureimplementationanddispositionineachfunction.EverysalaryisGB.Begintoimplantintocurrentqualitysystem.ISO14000andQS9000integration.36PhaseIII——IntegrationImplantsixsigmamethodologyinotherqualitytoolsPartnershipwithotherqualitysystem.Sixsigmatrainingtosupplierandfranchise.Sixsigmaindailybusiness.DFSS(DesignforSixSigma).BB/MBBinleadershipposition.37ItisAllaboutValueTheCustomerValuePropositionDefinesBusinessStrategyCustomerschoosetobuyfromusbecause...Investorsentrusttheirmoneytousbecause...Employeeschoosetoworkforusbecause...38ThreeCustomerValuePropositionStrategies…ProductdifferentiationOperationalexcellenceCustomerpartnershipsCompetitiveadvantage!39Consumerv.s.ProducerCustomers––higherexpectationDefect-freequalityProductServiceProducer-planningforchangestomeetcustomerrequirements.Strategic:changingthewayeverylevelofabusinessismanagedonadailybasis.Tactical:sixsigmamethodologyandcross-functional.Cultural:outofboxthinking,everyoneinvolvedandcommonlanguageisdata.Customerswanttopurchasehighqualityproductsandservicesatthelowestcost,justascompanieswanttoproducehighqualitygoodsandservicesatthelowestpossiblecost.40MaximizingCustomerValueDerivingvaluefromtheNeed-DoInteractionModelNeedDoCustomersandsuppliersexchangevaluethroughtheNeed-Dointeraction.CustomerSupplierInteraction41Value-CapturingthevoiceofCustomersPartialKanoAnalysisDegreeofAchievementCustomerSatisfactionSurprise:“ErgonomicallyDelighting”Desire:““OperateQuietly”Necessities:“Doesn’’tFailMechanically”“Doesn’’tFailElectrically”“IsDurable”BasicQualityPerformanceQualityExcitementQuality42BusinessinitiativesDeliveryCostCustomerrequirementsQualityWhenwesaysomethingisaCTQ,canwedescribeitfromCustomer’sperspective?Ourperspective?Canwedemonstratetherelationship?PRODUCTQUALITYSHIPMENTACCURACYCONDITIONFILLRATE/ON-TIMEDELIVERYORDERSERVICE/INFORMATIONPROFITABLECUSTOMERGROWTHCustomerSatisfaction43BuildingtherelationshipInternalOthersExternalSegmentDatabasesfromVOCDataextraction&transformationDepartmentaldatamartIntelligencereportsforprojectsCorrelationanalysis44DatatransformationWhatshouldwedotomakeiteasilyaccessibleasinformationtomanagersandsubordinates?Whatsortofanalysiscanweconduct?Howdoesthatanalysisaddvalue?Howcanwefurtherextendthevalueofourdataanalysis?45OpportunityandalternativeFocusonthebestopportunitiesStratifytodefinetargetarenasDefinerealoptionsBuildaportfolioofopportunitiestopursueMeetcustomerrequirementsbyrunningthebusinessaswedo?Orneedtochangetogetprodigiousimprovement?Sixsigma?46Consumer-drivensixsigmaRequiresconsumerstrategy,productstrategy,andinfrastructurestrategyandlinktheminextricablytogether.Conductsbusinessthroughtheconsumers’’eyesandsharesunfilteredinsightwithintheenterprise.Createsacompellingconsumerexperienceandinnovatesservicesaswellasproducts.Addsvalueintheeyesoftheconsumer.Integratestheproductandinformation.47TransformingCustomerFeedbackIntoSAQandthenSixsigmaProjectsSingleAgendaforQualityandCustomerSatisfactionTop25issuesDevelopActionableProjectsIdentifyGenericCriticalX’sHighMileageDFSSNewProductContentMeasureandMonitorCriticalX’’sIdentifyCriticalX’sOutofSpecificationDevelopActiontoRestoreCriticalX’’sMBBActionVRT(Processowner)BlackBeltProjectLeaderFPS&PlantOperationsQOSDMAICGreenBeltProjects48ConsumerDriven6-Sigmaoffersastructuredproblemsolvingmethodologytoachievebreak-throughimprovementsbysystematicallyidentifyingrootcausesandeliminatingthemusinganintegratedsetofstatisticaltools,problemsolvingtechniques,data,anddisciplines.SixSigmainprocessimprovementImproveControlDefineMeasureAnalyzeModifyDesign?NoYesRedesign49SixSigmaMindsetDefineMeasureAnalyzeImproveControlWhatdoesthecustomerwant?Whatisthedefectwewanttoreduce?Arewesurewecantrustthedata?Whatdoesthedatatellus?Whatarethemaininfluencingfactors?Doesthedataconfirmthis?Whatarewegoingtochange?Isimprovementtangibleandoptimal?Howarewegoingtomaintaintheimprovementforever?Howtocascadefeedbacktosystem?JonathanHolbrook6SigmaDeployment50DEFINEPROBLEM/ISSUEStrategyPreventdefect(s)Eliminatedefect(s)CHARACTERIZEDEFINEOPTIMIZEVERIFYMEASUREANALYZEIMPROVECONTROLBlackbeltprojecttoimprovemfg.capabilityMcesscannotprovidesufficientiTheOverallPerspective:DMAICandDCOV51BreakthroughImprovement5SworkplaceVisualFactoryStandardizedWorkDMAICQualityToolsSixSigmaMethodologyPhaseWorldclassqualityWecan’tsustainavisualfactorywithout5SWecan’tsustainstandardizedworkwithoutvisualfactoryWecan’tsustainsixsigmawithoutstandardizedworkQualitytoolistheengine,SixsigmaisTurbo-chargeDFSSWecan’tmeetsixsigmawithoutsixsigmadiscipline52Is6-Sigmaastrategicprocessforyourbusinessorisitjustoneofseveral?Is6-Sigmaameanstotransformingourcultureorjusttool?Dowewanttouse6-Sigmainthesamedisciplinedmannerasweuseourfinancialoperatingsystem?Dowewanttotakestepstodrive6-Sigmaaccountabilitydeepintotheorganizationthrough6-Sigmatargetsettingandincentivesforsuperiorperformance?Doesthedatadrivenstep-by-stepprocessshowupinthewayweaddressmostissuesanddiscussions?RequiredMgt.Confirmation6-Sigmaviewedasastrategicinitiative,drivingmajorculturalchangesConsistentviewacrossmanagementAccountabilityforresultsisenforcedbybreakingdown6-SigmatargetsforeachlineorganizationRewardsandincentivesaretieddirectlyto6-SigmabottomlineresultsAdoptedbyallorganizationsandfunctionsasthe“waywedobusiness”andconsistentlyapplied–notanoptionStandardproblemsolvingapproachesandfact/datadrivenbusinessdecisions–likeadisciplinedfinancialoperatingsystemBestPracticeWhileleadershiparticulates6-Sigmaasastrategicinitiative,doesitshowamixedapproachtostrategicintent,widevariabilityAdoptionbasedoninterestofindividuallinemanagers–impliesthereisachoicetodoitornotAccountabilityfor6-Sigmaresultsisnotforcedeitherthroughbreakingdowntospecifictargetsforlineorganizationsorthroughincentivesforsuperior6-Sigmaperformance6-Sigmaseenasprimarilyasatoolandnotyetasa“wayofdoingbusiness”O(jiān)bservedPracticeTopleadershipneedsclearlyandopenlyconfirmitsstrategicintent53Ending…..Q&A549、靜夜四無(wú)鄰鄰，荒居舊業(yè)業(yè)貧。。12月-2212月-22Thursday,December29,202210、雨中黃葉葉樹(shù)，燈下下白頭人。。。18:45:1418:45:1418:4512/29/20226:45:14PM11、以我獨(dú)沈久久，愧君相見(jiàn)見(jiàn)頻。。12月-2218:45:1418:45Dec-2229-Dec-2212、故人人江海海別，，幾度度隔山山川。。。18:45:1418:45:1418:45Thursday,December29,202213、乍見(jiàn)翻翻疑夢(mèng)，，相悲各各問(wèn)年。。。12月-2212月-2218:45:1418:45:14December29,202214、他鄉(xiāng)生白發(fā)發(fā)，舊國(guó)見(jiàn)青青山。。29十二月月20226:45:14下午18:45:1412月-2215、比不了了得就不不比，得得不到的的就不要要。。。十二月226:45下午午12月-2218:45December29,202216、行動(dòng)出出成果，，工作出出財(cái)富。。。2022/12/2918:45:1418:45:1429December202217、做前前，能能夠環(huán)環(huán)視四四周；；做時(shí)時(shí)，你你只能能或者者最好好沿著著以腳腳為起起點(diǎn)的的射線線向前前。。。6:45:14下下午6:45下下午午18:45:1412月月-229、沒(méi)有失敗敗，只有暫暫時(shí)停止成成功！。1