1、.：.；THE“SIX SIGMA “六西格瑪PHENOMENA- OLD OR NEW 新老景象- - - - - -PERCEPTION OF QUALITY ? 感知的質(zhì)量呢?Overview 概述Even if using Total Quality Management (TQM) as the main quality program represents a prevalent fact in nowadays industry, many companies are extending this kind of initiatives to incorporate strate

2、gic and financial issues .Among these initiatives, one such methodology is known as SIX Sigma, which originated from the Motorola Corporation .即使運用全面質(zhì)量管理(TQM)為主要質(zhì)量方案代表了在當今行業(yè)普遍存在的現(xiàn)實,許多公司都在擴展的舉措將這種戰(zhàn)略和財務問題。在這些行動,這樣一個方法被稱為6,源自于摩托羅拉公司。The concept was created by Motorola Inc .in the 1980s and was initiate

3、d by the engineersconclusion , which stated that new products , often failing to meet customer expectations , could be produced error-free from the very beginning .When it was presented , this represented a radical idea during the activities of manufacturing in the organization : measuring customer

4、requirements and performance against these targets during production , rather than after a products completion .這個概念是由摩托羅拉公司。在1980年代,工程師conclusion發(fā)起的,這表示,新產(chǎn)品,往往未能滿足顧客期望,能產(chǎn)生無從頭開場。當提出,這代表一個過激的想法,在制造業(yè)的活動組織:丈量客戶要求和性能對這些目的,在消費中而不是在一個產(chǎn)品的完成According to Tom McCarty , director of SIX Sigma business improveme

5、nts at Motorola University in Schaumburg ., SIX Sigma differs substantially from quality initiatives that were prominent in the70s and80s , such as continuous improvement and total quality management .據(jù)湯姆雍琦、主任摩托羅拉六西格瑪業(yè)務改良大學聲明。,六西格瑪與措施,明顯與質(zhì)量很突出在70年代和80年代,如繼續(xù)改良和全面質(zhì)量管理。The new approach involves control

6、ling , measuring and improving the capability of processes in order to“buildproducts or services free of any kind of defects .Although technically SIX Sigma means a product defect rate of 3 .4parts per million ( Sigma is a Greek term for variation) , the introduction of a SIX Sigma quality program m

7、eans much more than just measuring failure rates .The implementation of SIX Sigma includes introducing and incorporating a wide range of tools and methodologies into an organization in order to improve performance and, as an ultimate purpose , significantly improve profits . In the last years, the s

8、uccesses attributed to SIX Sigma were facilitated by the recent and increasing availability of electronic technologies such as automatic process monitoring, accessibility to large databases and rapid transfer of information .這種新方法涉及控制、丈量和提高才干的過程以“營造的產(chǎn)品或效力免費的任何的缺陷。雖然嚴厲產(chǎn)品缺陷的六西格瑪是指率3種。四分之(西格瑪是希臘的一個術(shù)語,變

9、異),引進了六西格瑪質(zhì)量程序遠遠超越僅僅丈量的失敗率。實施六西格瑪包括引進并包含廣泛的工具和方法成為一個組織為了改善性能,作為一個終極目的,大大提升利潤。近幾年來,勝利歸因于六西格瑪是得益于最近日益盛行的電子技術(shù),如自動過程監(jiān)控、可用性和快速傳送大型數(shù)據(jù)庫的信息。Introduction 引見For many years , the Greek letter Sigma () has been the universally accepted symbol for standard deviation ( ISO3534 ( 1977 ) , BS5532 ( 1978 ) ) .Standa

10、rd deviation is a measure of dispersion , variation or spread . But , leaving the mathematical field , to employees of Motorola, General Electric , Honeywell, Bombardier , Black and Decker , ABB , Polaroid and many other companies , SIX Sigma is a company-wide transformation that has helped them and

11、 brought them, for a few years already , the success .多年來,希臘字母()曾經(jīng)被公以為規(guī)范偏向意味(ISO3534(1977),BS5532(1978)。規(guī)范差衡量色散、變異或分散。但是,分開數(shù)學領(lǐng)域,給員工為摩托羅拉、通用電氣、霍尼韋爾、龐巴迪、黑色和德克,ABB、寶麗萊和許多其他公司,六西格瑪是一個公司范圍的轉(zhuǎn)變,曾經(jīng)協(xié)助 了他們,把他們,由于幾年了,其勝利的關(guān)鍵所在。The companies listed above can be referred to as“the SIX Sigma companies.Many other o

12、rganizations have adopted a SIX Sigma approach, but these particular companies have publicized their success and have publicly emphasized the part played by SIX Sigma in the achievement of this success . None more so than General Electric, as its Annual Report for 1998 states very clearly:上面列出的公司可以稱

13、為“六西格瑪公司。許多其他組織采取了六西格瑪?shù)姆椒?但這些特定公司宣傳他們的勝利和已公開強調(diào)六西格碼中所起的作用,獲得這一勝利。沒人比得上通用電氣公司,為其1998年的年度報告州很清楚:“. . .we plunged into SIX Sigma with a company-consuming vengeance just over three years ago .We have invested more than a billion dollars in the effort, and the financial returns have now entered the expone

14、ntial phase-more than three quarters of a billion dollars saving beyond our investment in 1998 ,with a billion and a half in sight for 1999 .我們墮入了六西格瑪與復仇company-consuming超越三年前做出的。我們已投資超越十億美圓的努力,和財務報答指數(shù)phase-more邁入比三個季度儲蓄遠遠超出了我們的投資美圓在1998年,與十億零一個一半在眼前為1999。General Electric is perhaps best known for i

15、ts manufacturing divisions , but SIX Sigma has been very successfully applied in General Electric Capital, which yielded a substantial proportion of General Electric profit in 1998 .通用電氣最著名的大約就是它的制造部門,但六西格瑪不斷很勝利地運用于通用電氣資本,獲得了相當比例的通用電氣在1998年的盈利。Concluding , it can be mentioned that SIX Sigma can be i

16、mplemented in a non-manufacturing environment .Furthermore, it can be successful in many countries .Several of the SIX Sigma companies are truly global .They have implemented SIX Sigma throughout the company, not just in their home country, as Black and Decker clarify in their Annual Report for 1999

17、 :結(jié)論,它可以提到六西格瑪可以實如今一個非制造業(yè)的環(huán)境。此外,它可以勝利在許多國家運用。幾個六西格瑪公司真正的全球。他們曾經(jīng)實施了六西格瑪在全公司范圍內(nèi),而不只是在本人的國家,黑色與德克廓清在他們1999年的年度報告?！癏aving begun , in late 1998 , to coordinate SIX Sigma strategies and measurements on a worldwide basis , our experience clearly shows that the potential benefits are enormous in terms of pr

18、oductivity improvement, product quality, customer satisfaction , more efficient capital spending, and overall corporate profitability . . .Savings attributable to SIX Sigma were more than30 million in 1999, and we expect to generate twice that amount in 2000 as we intensify our efforts .“有開場,在1998年末

19、,六西格瑪戰(zhàn)略和協(xié)調(diào)在丈量一個世界性的,我們的閱歷清楚地顯示出其潛在的利益是宏大的從消費力的提高、產(chǎn)質(zhì)量量、顧客稱心度、更有效的資本支出,以及整體企業(yè)盈利。儲蓄歸因于六西格瑪曾經(jīng)超越了3000萬美圓,而在1999年,我們期望產(chǎn)出這個數(shù)字的兩倍于2000年,是我們加強我們的努力。SIX Sigma is reputed to have originated in Motorola in 1987 and been taken up by Allied Signal in 1991 .The merger of Allied Signal and Honeywell was described i

20、n the New York Times (8 June 1999) as“A merger made in heaven, for it brought together the SIX Sigma approach of the former and the Baldridge winning approach of the latter . The Honeywell Annual Report for1999 states:六西格瑪是被以為是在摩托羅拉在1987年和年信號遭到了盟軍在1991年。聯(lián)通訊號的合并和霍尼韋爾描畫了(1999年6月8日)為“合并天造地設的,由于它聚集了6西格瑪

21、方法前和Baldridge勝利的方式后者?；裟犴f爾的年度報告for1999形狀:“Were blending the best of each companys total quality approach by adding elements of the Malcolm Baldridge assessment process to our proven SIX Sigma tool kit .This refreshed approach to total quality is called SIX Sigma Plus .Were exited about the potential

22、for expanding the SIX Sigma Plus tools in the sales , marketing and service processes .Our experience shows that the average savings for a service project is about double that of a manufacturing project .我們將最好的每個公司的總質(zhì)量的方法經(jīng)過添加元素的評價過程Baldridge馬爾科姆證明六西格瑪?shù)墓ぞ呦洹＿@清新的方法,共6西格瑪質(zhì)量稱為優(yōu)先。我們退出關(guān)于能夠擴展六西格瑪加上工具,在銷售、營銷

23、和效力流程。我們的閱歷闡明,平均節(jié)省效力工程是一個制造工程的兩倍It can be concluded that SIX Sigma has delivered , in a small number of large companies , benefits that present high interest to managers and to share-holders .Thus , anybody should not be surprised to find that many other companies are showing interest in this approa

24、ch .They wish to know“what is SIX Sig-ma ?“What is a SIX Sigma black Belt ?“What is SIX Sigma culture ?and“Why is SIX Sigma so successful ?因此可以得出結(jié)論六西格瑪救了,在一個小數(shù)量的大公司,福利,目前,高利息的管理者和股東。因此,任何人都不應感到詫異地發(fā)現(xiàn)許多其他公司正在表現(xiàn)出興趣,這個方法。他們想知道的是六Sig-ma“嗎?“什么是六西格瑪黑帶嗎?“六西格瑪文化是什么?和“為什么六西格瑪獲得如此大的勝利的?What is SIX Sigma? 六西格瑪是

25、什么?“SIX Sigma is an information-driven methodology for reducing waste, in-creasing customer satisfaction and improving processes , with a focus on financially measurable results .“六西格瑪是一種應對方法,減少浪費,in-creasing客戶稱心度和改良過程,著重于財務可以度量的結(jié)果。This definition of SIX Sigma is taken from a sales brochure publishe

26、d by Minitab Inc, who produces and distributes the well known statistical analysis software that is used by many of the companies listed above.這個定義六希格瑪?shù)匿N售手冊是取自公布Minitab股份消費和銷售廣為人知的統(tǒng)計分析軟件,用于許多公司上列。An alternative definition , which was used in Motorola , offers a rather different perspective :另一種定義方式,

27、指的是經(jīng)過在摩托羅拉,提供一個截然不同的觀念:“SIX Sigma is a business philosophy of driving behavior by making an organizations values explicit in its compensation system and a business strategy of cutting costs and boosting customer satisfaction .“六西格瑪是一種運營理念的駕駛行為讓一個組織的價值觀顯示的補償系統(tǒng)和商業(yè)戰(zhàn)略的降低本錢,提高客戶稱心度。One of the founders of

28、 SIX Sigma , within Motorola ,was Mikel Harry .His opinions are widely sought .Also , the“SIX Sigma Breakthrough Strategyis de-fined as:一個六西格碼的開創(chuàng)人之一,在摩托羅拉,米克爾哈利。他的意見是普遍追求的目的。同時,“六西格瑪突破戰(zhàn)略為de-fined為:“. . .a disciplined method of using extremely rigorous data gathering and statistical analysis to pinpo

29、int sources of errors and ways of eliminating them .“。一個訓練有素的綜合利用方法非常嚴厲的數(shù)據(jù)采集、數(shù)據(jù)分析來找出錯誤的來源和方法消除他們。Each of the three definitions focuses on important aspects of SIX Sigma, but none of them is complete. Perhaps it is not possible to define SIX Sigma in one simple sentence and it would be easier to defi

30、ne SIX Sigma by describing the characteristics that are shared by the companies in which it has succeeded .One of these common characteristics is a widespread focus on processes and the existence of a company-wide language for describing the capability of processes.每三個定義著重六希格瑪?shù)闹匾矫?但是他們都不完好。也許是不能夠的在

31、一個定義六西格瑪簡單的句子,就更容易定義六西格碼的特點,描畫了專有權(quán)由公司在它勝利了。其中的一個共同特點是一種普遍的關(guān)注過程和存在一種全公司范圍內(nèi)的言語。它是用于描畫才干的過程。SIX Sigma is an important structured program for improving business processes and, as many voices pretend, it represents the latest“incarnationof the quality movement .The program, grounded in efforts to improve

32、 manufacturing quality during the 1980s , brings the methods and analytic tools of engineers to bear on the questions , what is really important for customers ? And where will changes to work processes must improve these points?六西格瑪是一種重要的構(gòu)造改良業(yè)務流程和程序,由于許多聲音偽裝,它代表了最新的“化身的質(zhì)量運動。程序、腳踏實地,努力提高消費質(zhì)量,在1980年代,

33、帶來的方法和分析工具的工程師來承當問題,什么是真正重要的客戶?在任務過程中必需改良改動這些點?The basic idea behind the SIX Sigma philosophy is to continuously reduce product and process variation.背后所反映的根本思想六西格瑪哲學是不斷減少產(chǎn)品和工藝的變化。Therefore an important part of SIX Sigma work is to define and measure variation with the intent of discovering its caus

34、es and to develop efficient operational means to control and reduce the variation .The expected outcomes of SIX Sigma efforts are:faster and more robust product development ,more efficient and capable manufacturing processes ,more confident overall business performance .因此,六西格瑪任務的重要組成部分是定義和丈量變化的意圖,發(fā)

35、現(xiàn)其成因和構(gòu)成有效的操作手段來控制和降低的變化。預期的六希格瑪?shù)呐κ?更快、更強的產(chǎn)品開展,更有效率和有才干制造過程中,更加自信的整體商業(yè)表現(xiàn)。In order to reduce the variation to a very low level, the first step is to“design for productibility.This means that designers configure a product in such a manner that its performance is“shielded against variation .By doing th

36、is , the organization can be sure that its products will consistently perform to the specified levels as so all of the product will be on target with minimum differences between units of product .為了降低到很低的程度變化,第一步就是要“設計為productibility。這意味著設計師配置產(chǎn)品,以這樣的方式,其性能是“屏蔽反對變化。經(jīng)過這樣做,組織可以確保其產(chǎn)品將一直如一地執(zhí)行指定的程度,所以一切的產(chǎn)

37、品將瞄準的單位與最低的區(qū)別產(chǎn)品。The next step is to find out, control and eventually eliminate all main causes of variation in the manufacturing processes involved in both the supplied parts and the final assembly. This is done using statistical process control and other tools including1 . computer simulation;2 . s

38、hort cycle manufacturing ;3 . part standardization and supplier qualification ;4 . supplier statistical process control ;5 . participative management practices;6 . design of experiments , measurement system analysis;7 . failure mode and effect analysis .下一步是找出、控制并最終消除一切的主要緣由的變異,都在制造過程和最終裝配零部件供應商。這是需

39、求運用統(tǒng)計過程控制及其他工具,包括1。計算機仿真;2。生命周期短的制造;3。部分規(guī)范化和供應商資歷;4。供應商統(tǒng)計過程控制;5。參與式管理的實際;6。實驗設計、丈量系統(tǒng)分析;7。缺點方式及影響分析。With this basement already built, it can be considered that SIX Sigma methodology breaks down into 12 steps:Measure1 . Select the characteristic Critical-To-Quality( CTQ)2 . Define performance standard

40、s3 . Validate measurement systemAnalyze4 . Establish product capability5 . Define performance objectives6 . Identify variation sourcesImprove7 . Screen potential causes8 . Discover variable relationship9 . Establish operating tolerancesControl10 . Validate measurement system11 . Determine process ca

41、pability12 . Implement process controls這個地下室已建成,它不能以為六西格瑪方法論分解成12步驟:丈量1。選擇的特點Critical-To-Quality(概念不同)2。定義績效規(guī)范3。驗證丈量系統(tǒng)分析4。建立產(chǎn)品的才干5。定義績效目的6。識別變異來源提高7。屏幕潛在緣由8。發(fā)現(xiàn)變量關(guān)系9。建立操作公差控制10。驗證丈量系統(tǒng)11分。確定過程才干12。實施的過程控制The SIX Sigma companies are concerned with the reduction of variation and with the reduction of de

42、fective products and services .However , they often focus on“defects per million opportunitiesor DPMO as metric , and their performance standards are:1 . A 3 Sigma process produces less than 66 810 DPMO .2 . A 4 Sigma process produces less than 6 210 DPMO .3 . A 5 Sigma process produces less than 23

43、3 DPMO .4 . A 6 Sigma process produces less than 3 .4 DPMO .六西格瑪企業(yè)擔憂的降低,減少的變化和有缺陷的產(chǎn)品和效力。然而,他們經(jīng)常集中在“缺陷每百萬時機或DPMO公制、和他們的性能規(guī)范是:1。一個3過程產(chǎn)生不到66 DPMO。2。4過程可以產(chǎn)生210 DPMO少于6。3。5過程產(chǎn)生少于233 DPMO。4。6西格瑪過程產(chǎn)生小于3。4 DPMO。But, as a Polaroid executive pointed out , SIX Sigma practitioners do not simply focus on defects

44、 , they concentrate on improvement of the processes that produce the defects .This focus demonstrates the amount of change required and the kind of improvement in quality that has to be achieved by firms .但是,作為一個寶麗來執(zhí)行指出,六西格瑪從業(yè)者不僅僅專注于缺陷,他們只專注在改良過程產(chǎn)生的缺陷。這將改動了要求的數(shù)量和類型的提升質(zhì)量,到達公司。SIX SIGMA implementation

45、 strategiesThere are three general strategies of SIX Sigma deployment:1 .SIX Sigma organization ;2 .SIX Sigma engineering organization ;3 .Strategically selected projects and individuals .In Table 8-1 the main aspects of each of these strategies are outlined , and comparisons are made in the areas o

46、f the kind of personnel trained , typical course content as well as strengths and weaknesses of each strategy .六西格瑪實施戰(zhàn)略有三個普通部署六希格瑪?shù)膽?zhàn)略:1。六西格瑪組織;2。六西格瑪工程組織;3。選定的工程戰(zhàn)略和個人。在表8 - 1的重點概述了每一個這樣的戰(zhàn)略,并比較在該地域的那種人員培訓、教學內(nèi)容以及典型的優(yōu)點和弱點每種戰(zhàn)略。The first strategy ,“SIX Sigma organizationuses a methodology of training all

47、 individuals , in all areas , in the fundamental concepts and tools involved in the application of SIX Sigma .Using this method , a high level of awareness can be created throughout an organization , and a common language and problem-solving approach adopted .第一個戰(zhàn)略,“六西格瑪組織運用一個方法論訓練一切人,在各個領(lǐng)域,在根本概念和工具

48、所涉及六希格瑪?shù)倪\用。用這種方法,一個高程度的認識可以在整個組織中被發(fā)明,共同的言語和處理問題的方法采用。The“SIX Sigma engineering organizationstrategy focuses on training and development within the design and manufacturing engineering departments of the firm .In this case, resources are more focused and there is an emphasis on project applications .

49、“六西格瑪工程組織的戰(zhàn)略重點培訓和開展在設計與制造工程等相關(guān)部門的公司。在這種情況下,資源是更加集中,有重點放在工程的運用。The third category ,“Strategic selection, refers to the development of strategically-selected employees .“These individuals are assigned complex projects identified by needs and objectives critical to the site or organization.Here there i

50、s a great amount of flexibility in training in comparison to the previous two approaches .Training is provided as required by the very strong project focus .第三類、“戰(zhàn)略選擇,是指strategically-selected員工的開展?！斑@些人被指定的復雜工程的需求和目的的關(guān)鍵地點或組織。這里有大量的靈敏性訓練之前的兩種方法進展比較。提供培訓要求很強的工程領(lǐng)域關(guān)注的焦點。As with other quality programs suc

51、h as TQM, defining SIX Sigma varies between organizations .For some firms , implementing SIX Sigma means solely using the specific problem-solving stages involved ; others use one or more of the strategies out-lined in Table 8-1 , while other companies may have different ways of deploying SIX Sigma

52、concepts and tools .就像其他的是高質(zhì)量的程序如全面質(zhì)量管理的制程,確定了六西格瑪也不同的組織。對一些公司、實施六西格瑪方法的詳細處理問題僅選用階段有關(guān);另一些人用一個或多個戰(zhàn)略在out-lined表8 - 1,而其他公司能夠會有不同的方式,部署六希格瑪?shù)母拍詈凸ぞ?。Following the examination of how different companies approach SIX Sigma implementation it will attempt to categorize the companies in one or other of the abo

53、ve categories .In order to set the discussions of the companies in context it will be first examined what is meant in general by “SIX Sigma Black Belt東莞市考試方法如何不同的公司六西格瑪實施它將嘗試在一個公司進展分類或其他類別。為了把討論的公司就會先檢查語境含義是什么在普通由“六西格瑪黑帶Black Belts (Master Black Belts and Green Belts)Perhaps the most striking featur

54、e of the SIX Sigma companies is that they have among their employees a high profile group known as Black Belts(Most of the companies also have Master Black Belts and Green Belts ) .The term SIX Sigma Black Belt was first introduced by the Motorola Corporation to describe employees who are trained an

55、d experienced in applying statistical techniques to business processes and procedures so that they can make major positive contributions to the bottom line .黑色皮帶(主的黑色皮帶和綠地)也許最顯著的特點是,他們6公司之中有很高的知名度集團員工被稱為黑色帶(大多數(shù)公司也有主人的黑色皮帶和綠地)。譯文:六西格瑪黑帶這個術(shù)語首先引見了描畫由摩托羅拉公司員工的培訓閱歷,運用統(tǒng)計方法運用于業(yè)務流程和程序,以便他們能做出主要的積極奉獻的底線。A Bl

56、ack Belt devotes much , if not all, of his her time to the important task of leading process improvement projects .Black Belts are high potential employees who have received extensive training in statistics , interpersonal skills , problem solving, project management, etc .大部分時間都努力于一個黑色皮帶,假設不是全部,他的時

57、間的重要義務的過程改良工程指點。黑腰帶是高潛力得到了廣泛的培訓的人員統(tǒng)計中,人際交往才干、處理問題的才干、工程管理等。Black Belt trained employees are used to assist in measuring how well their present business strategies are meeting company objectives , as well as developing strategies to reduce costs , cycle times and defects while increasing profitabilit

58、y and competitive advantage .黑帶訓練員工是用于輔助丈量其商業(yè)戰(zhàn)略是目前到達公司的目的,并制定戰(zhàn)略來降低本錢,周期時間和缺陷,提高盈利才干和競爭優(yōu)勢。Typically , the Black Belt training has duration of four weeks: it may consist of 2 two-week courses , or 4 one-week courses , or a succession of shorter courses .In many cases , the Black Belt does not become q

59、ualified until he she has completed the training and also led one or two projects to a successful conclusion .典型地,黑帶訓練繼續(xù)4周:它可以由2為期兩周的課程,或者4為期一周的課程或一個接一個較短的課程。在許多情況下,黑帶不成為合格,直到他她曾經(jīng)完成了訓練和也引發(fā)了一個或兩個工程,一個勝利的結(jié)論。Training to become a Black Belt includes a rigorous learning schedule of different statistical

60、techniques , as well as the practice of applying these tools in real-life business situations .訓練成為一個黑色皮帶包括一個嚴謹?shù)膶W術(shù)方案不同的統(tǒng)計技術(shù),以及實際在現(xiàn)實生活中運用這些工具商業(yè)管理碩士學位。Allied to these criteria , before being awarded Black Belt status , the per-son must demonstrate problem-solving, project management and team leadershi