SixSigmaBlackBeltTrainingSixSigmaBlackBeltTraining1IntroductiontoSixsigmaADataDrivenAnalysisandScientificApproachtoBusinessExcellence.

用6西格馬數(shù)據(jù)驅(qū)動(dòng)和科學(xué)方法來達(dá)致營(yíng)運(yùn)卓越。6SIGMA

IntroductiontoSixsigmaADat2Topicsofdiscussion討論課題IntroductoryToSixSigmaBreakthroughImprovementStrategy.6Sigma突破性改善戰(zhàn)略入門。Historyofsixsigma六西格馬的發(fā)展歷史－LinkedstockperformancetothedeploymentofSixsigma----GE

通用電氣－將六西格馬與公司的效益聯(lián)系在一起－wheredoesindustrynormallystand?各行業(yè)的西格馬值處于什么位置？HowSixSigmabeingcarriedoutanditsapplication!六西格馬的展開及其運(yùn)用?。璖ixSigmadeployedthroughprojects.通過做項(xiàng)目推行六西馬－Keyelementsofawell-definedSixSigmaproject一個(gè)定義完善的六西格馬項(xiàng)目是關(guān)鍵因素.Topicsofdiscussion討論課題Intr3Topicsofdiscussion討論課題HowSixSigmahelpedustoachieveourobjective?六西格馬怎樣幫助我們實(shí)現(xiàn)既定目標(biāo)?－WhySixSigma?為什么是六西格馬？－Vision,philosophyandStrategy目標(biāo)，理念和戰(zhàn)略－BreakthroughthinkingofSixSigmaistoreducevariation.六西格馬的突破性思維是減少變異．SixSigma’sdefinition六西格馬的定義－Is99%goodenough?99%的合格率足夠好嗎？－SixSigma’sPerformanceTarget六西格馬水平的績(jī)效目標(biāo)－3sigmavs6sigma’sprocess---Throughputyield3西格馬vs6西格馬過程---直通率－Sigma’sdefinition---PracticalmeaningvsMathdefinition西格馬的定義---實(shí)際意義和數(shù)學(xué)意－ThefocusofSixSigma六西格馬的焦點(diǎn)

Topicsofdiscussion討論課題How4Topicsofdiscussion討論課題SomeSixSigmaTerminology六西格馬術(shù)語Sixsigmaprocess----DMAICapproach六西格馬過程-----DMAIC進(jìn)階改善策略和方法－DMAICimprovementstrategyistofindthevitalfewleverageKPIVs.DMAIC改善戰(zhàn)略是為了找出少量的輸入變量－Datadrivenanalysis完全建立在數(shù)據(jù)之上的分析－Theroleofmeasurements測(cè)量發(fā)揮著重要的作用DMAICphrasesandstatisticalToolskitDMAIC和統(tǒng)計(jì)工具－define－Measure定義－測(cè)量階段－Analysis分析階段－Improve改善階段－Control控制階段Topicsofdiscussion討論課題Some5Topicsofdiscussion討論課題SixSigmaSystemandDeployment

六西格馬系統(tǒng)和推廣－I.Deployment推廣Sixsigmadeploymentprocess六西格馬導(dǎo)入過程Someimportantdeploymentobservations導(dǎo)入過程中的重要發(fā)現(xiàn)－II.RolesandResponsibilities六西格馬的角色扮演Crossfunctionalrole跨功能角色Sixsigmarole六西格馬角色Criticalmass關(guān)鍵群體（人數(shù)）－IIISixsigmaDMAICtraining六西格馬DMAIC培訓(xùn)PTARlearningprocessPTAR學(xué)習(xí)過程DMAICtrainingforBBandGBDMAIC黑帶和綠帶培訓(xùn)Training’scommitment培訓(xùn)的承諾Topicsofdiscussion討論課題Six6Topicsofdiscussion討論課題－ⅣProjectselection項(xiàng)目選擇Projectselection’sapproaches---FlowDown/UpApproach項(xiàng)目選擇方法----由下至上／由上至上HarvestingthefruitsofSixSigma收獲六西格馬的成果ProjectAuthorization項(xiàng)目授權(quán)ThefocusofSixSigmaproject六西格馬項(xiàng)目的焦點(diǎn)－DifferencebetweenSixSigmaBreakthroughImprovementandISO/QSCertification-----Customer’sexpectation六西格馬突破性改善同ISO/QS認(rèn)證之間的區(qū)別---客戶滿意度的區(qū)別－SixsigmaBenefits六西格馬的效益－SixSigmaingeneral六西格馬概要－SixSigmaQuizforexecutives六西格馬高層管理層的測(cè)驗(yàn)Topicsofdiscussion討論課題－Ⅳ7“Theproblemswefacetodaycannotbesolvedatthesamelevelofthinkingwewereatwhenwecreatedthem.”“如果我們的思維能力還是停留在之前的層次上，那么我們今天所面對(duì)的問題就無法得到解決?！盇lbertEinstein

阿爾伯特愛因斯坦

“Theproblemswefacetodayca8ThehistoryofSixSigma

六西格馬的發(fā)展歷史SixSigmafoundedby六西格馬源于

“摩托羅拉必須導(dǎo)入六西格馬，因?yàn)槲覀冊(cè)谑袌?chǎng)競(jìng)爭(zhēng)中不斷被外國(guó)公司擊敗，這些公司能夠以更低的成本生產(chǎn)出質(zhì)量更好的產(chǎn)品！”BobGalvinThehistoryofSixSigma

六西9摩托羅拉的經(jīng)驗(yàn)1978，一日本企業(yè)收購了摩托羅拉的電視機(jī)制造業(yè)務(wù)1981年,摩托羅拉培訓(xùn)中心成立,定下了要在五年內(nèi)達(dá)成十倍品質(zhì)改善的目標(biāo),很可惜，各部門仍然保持各自衡量品質(zhì)的公制.1987年，公司決心全面推廣六西格馬,定下了四年品質(zhì)改善百倍的目標(biāo),統(tǒng)一了衡量公司品質(zhì)的公制,如DPPM,DPMO和Sigma,當(dāng)時(shí)現(xiàn)狀為4Sigma.1988年,摩托羅拉公司贏得了美國(guó)全面優(yōu)質(zhì)管理獎(jiǎng)(MalcolmBaldrige)后，6Sigma概念開始普及1992年，摩托羅拉，柯達(dá)，ABB,IBM和德州儀器開始了黑帶培訓(xùn)和角色扮演1993—1995年，摩托羅拉聘請(qǐng)了四萬新雇員，免去了面年40小時(shí)的品質(zhì)培訓(xùn)，當(dāng)時(shí)公司收入增長(zhǎng)幅度為27%,品質(zhì)水平為5.2Sigma,擁有60%的市場(chǎng)．GeorgeFisher去了柯達(dá)．1998年，摩托羅拉在移動(dòng)電話的市場(chǎng)占有率只剩下34%,而年增長(zhǎng)幅度只有5%.摩托羅拉的經(jīng)驗(yàn)10JapanvsUSAinworldmarketshares…

日本和美國(guó)的世界市場(chǎng)占有率USAJapan20%40%60%80%80%80%100%78798081828384858687888990919293SemiconductorsEquipmentsComputersJapanvsUSAinworldmarkets11SixSigmaExpansion六西格馬的發(fā)展1987–92Motorola1990SixsigmaResearchInstituteConsortium1990–93TexasInstruments,IBM,Polaroid…..1994AlliedSignal…….1995GeneralElectric1996Intel,Citibank…..1998–99NEC,Sony,Samsung,Fiat,Nokia…..

SixSigmaisallaboutmakingmoney!

六西格馬是利潤(rùn)至上，獲得高利潤(rùn)才是硬道理！SixSigmaExpansion六西格馬的發(fā)展1912SixSigma’sprovenTrackRecordAnnualizedSavings

AlliedSignal$800millionGeneralElectric$1billionPolaroid$100millionTexasInstruments$360millionSixSigma’sprovenTrackRecor13So,whatisasixsigmacompany?

六西格馬公司是怎樣的？Acompanydriventoachieveitsvisionbyfocusingoncustomers,peopleandprocesses.一家六西格馬公司會(huì)把焦點(diǎn)放在客戶，員工和過程上，持續(xù)朝著所定下的遠(yuǎn)景目標(biāo)邁進(jìn)．Thethreeprincipalmethodsare:三種采用的主要方法是：Customers,PeopleAndProcessesFocusedDMAICimprovementmethodology

DesignForSixSigmaBusinessProcessesManagementSo,whatisasixsigmacompan14SixSigmaPractitioners---GE

六西格馬的開拓者－通用電氣“SixSigmaisthemostimportantinitiativeGEhasevertaken…it’spartofthegeneticcodeofoutfutureleadership”“六西格馬是通用電氣所有大型推廣項(xiàng)目中最具重要意義的…..它將成為公司現(xiàn)在和將來的管理模式，同樣運(yùn)用于公司未來的發(fā)展中．”JackWelch,Ex-CEOforGESixSigmaPractitioners---GE15SixSigmaPractitioners---GE

六西格馬的開拓者－通用電氣SixSigmacompaniestendtodowellinmarketcapitalization.實(shí)施六西格馬的公司在市場(chǎng)資本化方面將會(huì)做的更好．AnalystmayraiseearningsexpectationifaSixSigmainitiativeismadepublic.公司對(duì)外宣布實(shí)施六西格馬后，市場(chǎng)分析家調(diào)高利潤(rùn)預(yù)測(cè)．GeneralElectric’sStockPerformance.通用電氣的股票表現(xiàn)SixSigmaPractitioners---GE16Wheredoesindustrynormallystand?

目前工業(yè)的正常水準(zhǔn)在何處？7西格馬程度1,000,000100,00010,0001,000100101PPM?RestaurantBillsDoctorPrescriptionWritingPayrollProcessingOrderWrite-upJournalVouchersWireTransfersAirlineBaggageHandlingPurchasedMaterialLotRejectRate國(guó)內(nèi)航線航空死亡率(0.43PPM)(with±1.5shift)

世界一流一般公司

345621IRS-TaxAdvice

(phone-in)(140,000PPM)Wheredoesindustrynormallys17So,whereareyou?那么，貴公司處于哪個(gè)水平呢？So,whereareyou?18WhatisSixSigma?

什么是六西格馬？SixSigmaisaCultureandLanguagecommonlyused…..六西格馬是一種文化和共同語言…….Strategyfailwhenculturedoesn’tadapt!企業(yè)的文化如果不改變，就會(huì)導(dǎo)致戰(zhàn)略的失?。hatisSixSigma?

什么是六西格馬？Six19六西格馬成敗的因素美國(guó)著名的管理學(xué)家，霍德蓋茨先生曾出：１.當(dāng)戰(zhàn)略和文化發(fā)生沖突時(shí),文化恒勝;2.當(dāng)企業(yè)文化與變革的精神不相容時(shí),變革的努力將遭到失敗.六西格馬成敗的因素美國(guó)著名的管理學(xué)家，霍德蓋茨先生曾出：20WhatisSixSigma?是么是六西馬？

突破性的方法Define定義Measure測(cè)量Analysis分析Improve改善Control控制BreakthroughApproach!WhatisSixSigma?是么是六西馬？21CompletepictureofSixSigmaDMAICApproach?

PDefineOpportunities(projectchart)

MeasureSymptom/effect(Wherearewe)AnalysisProblem/Cause)(ScreenandfindTherootcause)ImprovePerformance(Solutions)ControlKPIVs(Sustainthegain)Sixsigmaprojectstargetedatcriticalaspectsofthebusinesswithopportunityforimprovementassignedtofull-timeBlackBeltsQFDProjectplanning/managementToolsCOQProcessmappingSevenQCtoolsCauseandEffe.AnalysisBrainstormingFMEACapabilityanalysisMSACentrallimitMulti-vari.analyHypothesisNormalityTestTestforEqualVariancesANOVANon-parametricCorrelationTestRegressionSPCPre-control–MethodAlternative–ControlchartsErrorproofingVisualcontrolOrganization–LearningFullfactorialCenterpointFactional--FactorialDesignBlockingTagaguchiDesi.MultipleLinearResponsesurfaceEVOPTopmanagementsupport,sixsigmaInfrastructure,Financialengagement,Customer-focusedDatadrivenanalysis,Common6sigmametrics,CommitmentfromBB,Onesamelanguage,Completeculture/behavioralchange,MOCCompletepictureofSixSigma22六西格馬DMAIC戰(zhàn)略的概括圖?

P定義機(jī)會(huì)（項(xiàng)目章程)

測(cè)量癥狀／結(jié)果(目前狀況)分析問題／原因(根本原因）改善績(jī)效水平(解決方案)控制KPIVs(保持成果)六西格馬項(xiàng)目以關(guān)鍵營(yíng)運(yùn)過程的改善機(jī)會(huì)為目標(biāo)，由全職黑帶實(shí)施QFD項(xiàng)目策劃和管理工具COQ過程圖QC七大工具因果關(guān)系分析頭腦風(fēng)暴FMEA過程能力分析測(cè)量系統(tǒng)分析MSA中央極限定理多變量分析假設(shè)性試驗(yàn)正態(tài)檢驗(yàn)均方差分析ANOVA非參數(shù)檢驗(yàn)相關(guān)性分析回歸分析統(tǒng)計(jì)過程控制預(yù)先控制圖其他控制圖防錯(cuò)圖象控制組織學(xué)習(xí)系統(tǒng)思考全因子DOE中央點(diǎn)部分因子分析障礙田口設(shè)計(jì)線形分析反應(yīng)表面分析EVOP高層支持，６西格馬結(jié)構(gòu)；財(cái)務(wù)參與;客戶焦點(diǎn)數(shù)據(jù)驅(qū)動(dòng)分析;6sigma量度,黑帶承諾;獎(jiǎng)勵(lì)和承認(rèn);文化/行為改變共同語言;變革管理(MOC)六西格馬DMAIC戰(zhàn)略的概括圖?

P定義機(jī)會(huì)測(cè)量分析改善23ApplicationofSixSigma..六西格馬的運(yùn)用..Istoreduce“defects”and….六西格馬的運(yùn)用就是減少缺陷，SixSigmaDefectisanythingblockingorinhibitingaprocessorservice.六西格馬缺陷就是任何阻礙或抑制過程或服務(wù)圓滿完成的事物．Iforgotit(我忘記了）I’llcorrectit(我會(huì)改正）Ittakestoolong(耗時(shí)太長(zhǎng)）Ididn’tlikeit(我不愿意….)Weareoffschedule(我們延誤了進(jìn)度）Itwasawasteoftime(這是在浪費(fèi)時(shí)間）Idon’thavetheanswerforthat(我沒有答案）Wearesorry,weareusuallybetterthanthat（抱歉，我們通常不是這么差）ApplicationofSixSigma..六西24Sixsigmaasabusinessstrategy

六西格馬做為一個(gè)營(yíng)運(yùn)戰(zhàn)略ThegoaloftheSixSigmabusinessstrategyistomakefewermistakesineveryaspectofourbusiness．六西格馬營(yíng)運(yùn)戰(zhàn)略的目標(biāo)就是使?fàn)I運(yùn)過程的每一個(gè)環(huán)節(jié)所犯的失誤減至最小.－frommanufacturingtodelivery從制造到出貨－frompayingsupplierstoinvoicingcustomers從供應(yīng)商付款到與客戶結(jié)帳－fromhiringtoperformanceappraisals從員工招聘至其工作績(jī)效評(píng)定－fromtakingaphonecalltosettingatravelitinerary從電話預(yù)約到出差日程安排－BasicallyALL!所有的環(huán)節(jié)！Asabusinessstrategy,SixSigmacanhelpacompanysecureacompetitiveedge.做為一個(gè)營(yíng)運(yùn)戰(zhàn)略，六西格馬可以使一個(gè)企業(yè)保持競(jìng)爭(zhēng)優(yōu)勢(shì)！Sixsigmaasabusinessstrat25HowdoesSixSigmamakethedifference?

六西格馬如何制造這些差別？whySixSigma?為什么是六西格馬，而不是其他工具？Vision遠(yuǎn)景Philosophy理念Vehiclefor．．．的工具－customerfocus關(guān)注客戶－breakthroughimprovement突破性改善－continuousimprovement持續(xù)改善－peopleinvolvement全民參與Aggressivegoal進(jìn)取的目標(biāo)Metrics(standardmeasurement)公制（測(cè)量標(biāo)準(zhǔn)）Method方法HowdoesSixSigmamakethedi26Askyourself

..

arethisthekeyobjectivesofyourcompany?

這些是貴公司的主要目標(biāo)嗎？Improvetimetomarketforallproducts提高所有產(chǎn)品占領(lǐng)時(shí)常的時(shí)間Leadtheindustryinkeytechnology行業(yè)領(lǐng)先，技術(shù)領(lǐng)先Createworld-classmanufacturingprocesses世界級(jí)的制造過程Developstrategicsupplierrelationships與供應(yīng)商發(fā)展戰(zhàn)略合作伙伴關(guān)系Providebest-in-classproductsandprocessquality制造質(zhì)量一流的產(chǎn)品Becomeanemployerofchoice成為員工首選的公司Askyourself..

arethisthek27Whatarewedoingtoachievethoseobjectives?

如何實(shí)現(xiàn)這些目標(biāo)？SixSigma(DMAICandDFSS)LeanManufacturing精益制造SupplyChainManagement供應(yīng)鏈管理CustomerRelationshipManagement發(fā)展客戶戰(zhàn)略伙伴關(guān)系BalanceScorecard平衡積分卡

Manyothers其他Whatarewedoingtoachievet28WhyarewepursuingSixSigma?

為什么追求六西格馬？Werecognizetheneedforanimprovedqualitymanagementsystemand….我們迫切需要一個(gè)最好的品質(zhì)管理系統(tǒng)….Therearevariousbut…..SixSigmaisthebest!(updated,complete,comprehensive,structured,systematic,quantifiableandscientificapproach)我們有很多選擇，但六西格馬可算是最先進(jìn)，完整，完善，組織化，系統(tǒng)化，量化的科學(xué)方法．WhyarewepursuingSixSigma296SigmaVision六西格馬遠(yuǎn)景ThevisionofSixSigmaistodelightcustomersbydeliveringworld-classqualityproductsthroughtheachievementofsixsigmalevelsofperformanceineverythingwedo.六西格馬遠(yuǎn)景就是在每一件事中，在每一層次都達(dá)到六西何馬水準(zhǔn)，為客戶提供世界級(jí)品質(zhì)水平的產(chǎn)品，從而最大限度地滿足客戶的要求．vision6SigmaVision六西格馬遠(yuǎn)景Thevisi30MeasureEverythingThatResultsInCustomerSatisfaction對(duì)所有影響客戶滿意度的因素進(jìn)行測(cè)量Measure31Thecustomersupplierinteraction

客戶與供應(yīng)商的相互關(guān)系A(chǔ)boveinteractionisthefamous“NeedDoInteraction”!上面的關(guān)系就稱為“需要和做的關(guān)系”！CustomerQualityDeliveryPriceDefectsCycletimeCostSupplierThecustomersupplierinteract32Askingthecustomer:KanoModel

客戶需求：Kano模式IthelpsemployeessetprioritiesDon’tworkonDelightersuntilMustBe’sareinplaceIthelpsyouavoidthetrapofthinkingthat“nocomplaintsmeanscustomersatisfaction!”Delight

Delight

NeutralDissatisfiedMustbeMustbeMoreisbetterDelightersAbsentFulfilled-Dr.NoritakiKanoAskingthecustomer:KanoMod33ExampleofKanoModel:buyingacarWhathappensifthe“mustbe’s”areabsentbutyouhavethe“delighters”andthe“more”isbetter?Delight

Delight

NeutralDissatisfiedMustbeMoreisbetterDelightersAbsent

Fulfilled

GasMileageLuggagespace4wheelsWorkingengineLeatherseatsAlloywheelsMetallicpaintExampleofKanoModel:buying34Aloyalcustomer忠實(shí)的客戶ＡLoyalCustomerIsonewhoratesa5inAllthreeareas….CustomerwillRepurchasefromYourorganization

CustomerperceivesValuerelativetothecompetitionCustomerwillRecommended

Theproduct

Aloyalcustomer忠實(shí)的客戶ＡLoyal35SixSigmaPhilosophy六西格馬理念ThePhilosophyofSixSigmaistoapplyastructured,systematicapproachtoachievebreakthroughimprovementacrossallareasofourbusiness.

六西格馬理念是透過應(yīng)用有結(jié)構(gòu)，系統(tǒng)的方法，使?fàn)I運(yùn)過程中所有的環(huán)節(jié)都達(dá)到突破性的改善．PhilosophySixSigmaPhilosophy六西格馬理念Th36what’sthestrategy:戰(zhàn)略含義knowwhat’simportanttothecustomer了解客戶重視的地方（CTx’s)Reducedefects減少缺陷Centeraroundthetarget以目標(biāo)為中心Reducevariation減少變異strategywhat’sthestrategy:戰(zhàn)略含義know37

variationisevil!變異是魔鬼Traditionalview:“Goalpost”

Taguchiview:VariationistheMentalityenemyLSLLSLUSLUSL任何落在規(guī)格尺寸之外的產(chǎn)品，意味著質(zhì)量的損失任何偏差均對(duì)社會(huì)造成損失variationisevil!變異是魔鬼Trad38QualityConcept品質(zhì)概念Qualitymeansconformancetorequirements.品質(zhì)意味著符合要求。Qualityimprovementmeansminimumvariabilityfromthetarget.品質(zhì)改善意味著把目標(biāo)的變異減至最低。SoattainingcertificationlikeISO/QSvssixsigmacanbeunderstoodasmaintainingqualityconformancevsachievingbreakthroughimprovement.

Goal:Processcenteringandvariationreduction目標(biāo)：過程置中和減少變異QualityConcept品質(zhì)概念Quali39TheSigmaStrategy西格馬戰(zhàn)略Characterize(define,measurephase)特征描述（定義，測(cè)量階段）Optimize(analysis,improvementphase)優(yōu)化（分析，改善階段）Sustainandbreakthrough(controlphase,what’snext?DFSSM,Leanor…..)保持和突破（控制階段，下一步，6西格馬設(shè)計(jì)，精益生產(chǎn)或…..)TheSigmaStrategy西格馬戰(zhàn)略Chara40BreakthroughStrategy突破性戰(zhàn)略BreakthroughStrategy突破性戰(zhàn)略41改善的速度是最大的區(qū)別！Speedisthedifference!改善的速度是最大的區(qū)別！Speedisthediffe42WhyImplementSixSigmanow?

為什么現(xiàn)在是實(shí)施六西格馬的最佳時(shí)機(jī)？“Nothingnew”“無新東西”－Mostofthetoolshavebeenaroundfordecades大部分工具已出現(xiàn)了幾十年－Neglectedduetodifficultyanddiscipline由于難度大和條文多而被忽視But但是World-widecompetitionandglobalization世界范圍內(nèi)的競(jìng)爭(zhēng)和全球化－Makeneglectdangeroustousandlostofopportunities…使忽略變得危險(xiǎn)并失去了很多機(jī)會(huì)Computingresources電腦資源－Makesapplicationpossible是應(yīng)用變成可能WhyImplementSixSigmanow?

43ＷhatisSigma?什么是西格馬（δ）例如：假設(shè)生產(chǎn)過程中其中一個(gè)工序是將金屬卻割成每個(gè)長(zhǎng)度為10mm的產(chǎn)品．當(dāng)我們完成100個(gè)產(chǎn)品后，測(cè)量每個(gè)產(chǎn)品的長(zhǎng)度，并將測(cè)量結(jié)果用直方圖的形式表達(dá)，我們將會(huì)得到下列結(jié)果：μ平均值μ９1011μ=∑xN=9.8ＷhatisSigma?什么是西格馬（δ）例如：假44ＷhatisSigma?什么是西格馬（δ）δ標(biāo)準(zhǔn)差值μ９1011μ=∑(μ

–x)N-1=0.3272ＷhatisSigma?什么是西格馬（δ）δ標(biāo)準(zhǔn)差45BeforecalculatingSigmaqualitylevel,youneedtounderstand…Probabilityforthewholeareaunderthecure=1ie.Yield+DefectlowerthanLSL+DefectivehigherthanUSL=1.DefectiverateYieldDefectiverateZLSLTargetMeanZUSLBeforecalculatingSigmaquali46e-Application:Z–Transform(usingExcelfunctionReturnsaZ(normalized)fromadistributioncharacterizedbymeanandstandarddeviation.Standardize(x,mean,standard_dev)=>ZExample:STANDIZE(42,40,15)=1.333333Returnsthestandardnormalcumulativedistributionfunction.NORMASDIST(z)=>ProbabilityExample:NORMSDIS(1.333333)=>0.908789ReturnstheinverseofthestandardnormalcumulativedistributionNORMSINV(probability)=>ZExample:NORMSINV(0.908789)=>1.3333e-Application:Z–Transform(47WhatisSixSigma?什么是六西格馬?標(biāo)準(zhǔn)差(δ)----曲線形狀數(shù)量長(zhǎng)度δ＝0.32將標(biāo)準(zhǔn)差降至最低，最好是0δ＝0.43相對(duì)來講，將平均值（μ）調(diào)整至接近目標(biāo)值較為容易，我們最大的挑戰(zhàn)是降低標(biāo)準(zhǔn)差（δ）．WhatisSixSigma?什么是六西格馬?標(biāo)準(zhǔn)48WhatisSixSigma?什么是六西格馬?如果產(chǎn)品規(guī)格是：10±0.5mm,劃線部分便是不合格產(chǎn)品．如果過程平均值是9.8mm,偏離了目標(biāo)值10.0mm),不符合規(guī)格的產(chǎn)品就會(huì)增加．Ｔ＝10.0LSLUSL不合格產(chǎn)品不合格產(chǎn)品Ｔ＝10.0LSLUSL不合格產(chǎn)品不合格產(chǎn)品Ｔ＝10.0μ＝9.8WhatisSixSigma?什么是六西格馬?49WhatisSixSigma?什么是六西格馬?如果標(biāo)準(zhǔn)偏差值增加，不符合規(guī)格產(chǎn)品數(shù)量就會(huì)增加．如果標(biāo)準(zhǔn)偏差值減少，不符合規(guī)格產(chǎn)品數(shù)量便會(huì)減少．μ＝10.0LSLUSL不合格產(chǎn)品不合格產(chǎn)品μ＝10.0LSLUSL不合格產(chǎn)品不合格產(chǎn)品μ＝10.0WhatisSixSigma?什么是六西格馬?如50SixSigmaConcept六西格馬概念A(yù)3Sigmaprocessbecause3standarddeviationsfitbetweentargetandSpec.TargetCustomerSpec.Before3δAfter6δCustomerSpec.Target1δ2δ3δNodefect6.6%Defects1δ2δ3δ4δ5δ6δSixSigmaConcept六西格馬概念A(yù)351Whatdoesa6sigmaprocesslooklike?

6西格馬水準(zhǔn)的過程是什么樣的？VariationisEnemy變異是我們的敵人Defectreductionisourfocus降低產(chǎn)品缺陷是我們的目標(biāo)AveragedeviationfromMean1δμTUSL123456Whatdoesa6sigmaprocesslo52WhatisSixSigma?什么是六西格馬?Standarddeviationisameasureofspreadoftheprocessoutput;measureddistanceordeviationofeachvaluefromtheaverage.

標(biāo)準(zhǔn)差是量度過程輸出的分布寬度；量度每個(gè)數(shù)值與平均數(shù)之間的距離或偏差A(yù)sageneralrule,itmakesalittleDifferenceifNorn-1isusedWhenevern>/=30.

一般而言,若N或n-1在n>/=30的情況下,這只有很少的分別.WhatisSixSigma?什么是六西格馬?St53WhatisSixSigma?什么是六西格馬?

computationof%defectivesusingaverageandstandardDeviation.

運(yùn)用平均數(shù)及標(biāo)準(zhǔn)差計(jì)算次品的%。Zvalue

andareaunderthenormalcurveＺ值及正態(tài)曲線以下的面積必須知道：平均值(xbar)標(biāo)準(zhǔn)差(s)USL及LSLWhatisSixSigma?什么是六西格馬?c54Sigmaisastatisticalunitofmeasurethatreflectsprocesscapability.Thesigmascaleoffmeasureisperfectlycorrelatedtosuchcharacteristicsasdefects-per-unit,parts-per-milliondefective,andtheprobabilityoffailure/error.西格馬是一個(gè)用于度量影響過程能力的統(tǒng)計(jì)學(xué)單位。Sigma的量度制與單位次品，PPM次品及失敗的機(jī)會(huì)率有相互關(guān)系．PPM過程能力百萬分之缺陷率6SigmaAggressiveGoal–戰(zhàn)略目標(biāo)Sigmaisastatisticalunitof553Sigma6Sigma5Sigma4Sigma93.32%99.379%99.9767%99.99966%歷史記錄目前水準(zhǔn)中間水準(zhǔn)長(zhǎng)期目標(biāo)西格馬標(biāo)準(zhǔn)長(zhǎng)期目標(biāo)六西格馬–性能目標(biāo)3Sigma6Sigma5Sigma4S563SigmaProcessVs6SigmaProcess

３西格馬和６西格馬過程93.32%93.32%93.32%最終產(chǎn)量

FinalYield=8.9%.932x.932x.932x….Xxx.932=0.089Fora35-stepprocess,93.32%capabilityina3-sigmaqualitysystemwith1.5sigmameanshiftfromthetargethasafinalyieldof8.9%.一個(gè)有35個(gè)步驟的過程，93.32％能力在3-Sigma品質(zhì)系統(tǒng)內(nèi),其中1.5Sigma平均值[偏離目標(biāo)值,并有著8.9%的最終產(chǎn)量.步驟１步驟１步驟１步驟１3SigmaProcessVs6SigmaPro573SigmaProcessVs6SigmaProcess

３西格馬和６西格馬過程最終產(chǎn)量

FinalYield99.988%99.99966%99.99966%99.99966%Fora35-stepprocess,99.99966%capabilityina6-sigmaqualitysystemwith1.5sigmameanshiftfromthetargethasafinalyieldof99.988%.一個(gè)有35個(gè)步驟的過程，99.99966％能力在6-Sigma品質(zhì)系統(tǒng)內(nèi),其中1.5Sigma平均值[偏離目標(biāo)值,并有著99.988%的最終產(chǎn)量.步驟１步驟１步驟１步驟１3SigmaProcessVs6SigmaPro58SixSigma---PracticalMeaning實(shí)踐意義99%Good(3.8Sigma)99.99966%Good(6Sigma)20,000lostofarticleofmailperhourSevenarticlelostperhour每小時(shí)遺失的郵件數(shù)量20,000起每小時(shí)遺失的郵件數(shù)量7起Unsafedrinkingwaterforalmost15minutesoneunsafeminuteeverysevenmothsEachday每天15分鐘不安全飲用水每7個(gè)月1分鐘不安全飲用水5,000incorrectsurgicaloperationperweek1.7incorrectoperationperweek每周5,000例不正確的外科手術(shù)每周1.7例不正確的外科手術(shù)TwoshortorlonglandingsatmostmajorOneshortorlonglandingeveryfiveAirportseachday每天兩起不正確的飛機(jī)降落每5年中一起不正確的飛機(jī)降落200,000wrongdrugprescriptionseachyear68wrongprescriptionperyear每年200,000起錯(cuò)誤的處方每年68起錯(cuò)誤的處方66666SixSigma---PracticalMeanin59UnderstandingSixSigmaAsaWhole

將６西格馬看作一個(gè)整體….threetofoursigmacompaniescanproducesixsigmaproductsthroughenormousamountofrework….3到4個(gè)Sigma水平的公司想要生產(chǎn)出6Sigma水平的的產(chǎn)品其實(shí)可以通過大量的返修就可以做到.SixSigmaisaperformancetargetthatappliestoindividualCTx,nottothetotalproduct…..六西個(gè)馬是每個(gè)影響客戶滿意度變量的績(jī)效目標(biāo)，而不是整個(gè)產(chǎn)品的績(jī)效目標(biāo)．Airlinesafety:>6sigmaBaggagehandling:3.5sigmaJetengine:>10,000DPPMUnderstandingSixSigmaAsaW60Togetresults,shouldwefocusourbehaviorontheYorX?為獲得結(jié)果,我們應(yīng)關(guān)注Y或者X?YDependent附屬Output輸出Effect結(jié)果Symptom現(xiàn)象Monitor監(jiān)測(cè)X1...XNIndependent獨(dú)立Input-Process輸入-過程Cause原因Problem問題Control控制

IfwearesogoodatX,whydoweconstantlytestandinspectY?如果我們很好地控制了X，為什么我們要持續(xù)測(cè)試和檢查Y.f(X)Y=FocusonXratherthanY,asdonehistorically關(guān)注X而不是Y,象以往一般TheFocusontheProcess６西格馬焦點(diǎn)KPIVKPOVTogetresults,shouldwefocu61WhatToDoWiththeVitalFew?

如何利用關(guān)鍵輸入變量?ProcessKPIVKPIVKPIVKPOVCTQVitalFew“Correct”(In-Spec.)Defect-Free!KPIV

ControlControlControl-InputsStatistically

provenrelationshipsdeterminedbetweenLeveragekeyProcessInputsandKeyprocessOutputsVariable從統(tǒng)計(jì)上驗(yàn)證輸入與輸出的關(guān)系．ManagetheINPUTSandgoodOUTPUTwillfollow!管理好輸入自然就會(huì)獲得良好的輸出!WhatToDoWiththeVitalFew?62Question?問題δ:標(biāo)準(zhǔn)偏差Μ：均值COPQ：不良質(zhì)量成本D-M-A-I-CProcessY=f(x)etcandetc(weshouldfocusonXs!)Question?問題δ:標(biāo)準(zhǔn)偏差63SixSigma關(guān)鍵術(shù)語和概念1基本關(guān)系式Ｙ＝f(x)2對(duì)….重要CTs(Quality,Cost,Delivery)=satisfaction3關(guān)鍵輸入/輸出變量KPIVs&KPOVs4長(zhǎng)期/短期績(jī)效

long-/shorttermperformance(shift,drift)5潛在最佳值Entitlement6單元缺陷率DPU7機(jī)會(huì)opportunities(SuccessVsDefect)8百萬機(jī)會(huì)缺陷DPPM9隱蔽工廠Hiddenfactory10直通合格率RolledThroughputYieldSixSigma關(guān)鍵術(shù)語和概念1基本關(guān)系式641.基本關(guān)系：Ｙ=f(x)

Y=

f(x)

YDependent附屬Output輸出Effect結(jié)果Symptom現(xiàn)象Monitor監(jiān)測(cè)X1...XNIndependent獨(dú)立Input-Process輸入-過程Cause原因Problem問題Control控制ManagetheINPUTSandgoodOUTPUTwillfollow!管理好輸入自然就會(huì)獲得良好的輸出!1.基本關(guān)系：Ｙ=f(x)Y652.CTx對(duì)．．．重要

我們過程的輸出或努力的付出可用主要影響的領(lǐng)域來分類：－它們通常是從用戶的觀點(diǎn)歸納出來，但是總是有一個(gè)對(duì)應(yīng)的內(nèi)在必然結(jié)果．InternalViewCustomerView缺陷利潤(rùn)周期時(shí)間質(zhì)量成本交貨期2.CTx對(duì)．．．重要我們過程的輸出或努力的付出可663.關(guān)鍵過程輸入和輸出KPIVs&KPOVs

KPOV=KeyProcessOutputVariable一些對(duì)過程成功或用戶滿意最為重要的的輸出變量KPIV=KeyProcessInputVariable一些對(duì)過程重要的輸出有顯著影響的輸入變量InputsOutputs材料控制設(shè)備要求……衡量的結(jié)果顯示了過程是否成功過程：一組輸入的組合，可獲得一期望的輸出－結(jié)果3.關(guān)鍵過程輸入和輸出KPIVs&KPOVsKPO674.長(zhǎng)期和短期績(jī)效Drift:這種變化是由短期過程中心開始逐漸偏移，這種變化可能是由溫度的改變，模具的磨損，污染的堆積，反應(yīng)物的衰減等因素引起的．Shift:這種變化在某個(gè)時(shí)間點(diǎn)上突然由一側(cè)變化到另一側(cè)，工業(yè)企業(yè)中，這種變化通常是由原材料批號(hào)變化，設(shè)備的切換，或輸入?yún)?shù)有意識(shí)地變化等引起的．4.長(zhǎng)期和短期績(jī)效Drift:這種變化是由短期過程中心開始685.潛在最佳值潛在最佳值Entitlement:過程運(yùn)行時(shí)間周期內(nèi)，過程處于最佳性態(tài)時(shí)的能力，換言之，在現(xiàn)有條件下過程所具有的最佳運(yùn)性能力．5.潛在最佳值潛在最佳值Entitlement:過程運(yùn)行69ScrapReworkHiddenFactoryNOT

OKOperationInputsInspectFinalYieldOK９．HiddenFactory隱蔽工廠隱蔽工廠ScrapReworkHiddenFactoryNOT

O7010.傳統(tǒng)合格率1.在檢查點(diǎn)s2發(fā)現(xiàn)2個(gè)缺陷（不合格品）2.在檢查點(diǎn)S5發(fā)現(xiàn)1個(gè)缺陷（返工）3.在檢查點(diǎn)S7發(fā)現(xiàn)5個(gè)缺陷（清潔）S1

S2

S3

S4

S6

S5

S7

S8

CTQCTQCTQ10095缺陷：不合格品2個(gè)缺陷：返工1個(gè)缺陷：清潔5個(gè)缺陷5個(gè)這些都被隱蔽工廠消化掉了在過程結(jié)束出檢查發(fā)現(xiàn)5個(gè)產(chǎn)品不合格，因此傳統(tǒng)合格率為95/100=95%10.傳統(tǒng)合格率1.在檢查點(diǎn)s2發(fā)現(xiàn)2個(gè)缺陷（不合格品）S71DMAICRoadmapDMAIC流程ProcessImprovementProcessRedesign過程改善過程再設(shè)計(jì)IdentifytheproblemIdentifyspecificorbroadproblem確定問題識(shí)別特殊的或常見的問題點(diǎn)DefinerequirementsDefinegoal/changevision確定要求定立目標(biāo)/改變觀點(diǎn)SetgoalClarifyscopeandcustomerrequirementValidateproblem/processMeasureperformancetorequirements確認(rèn)問題/過程針對(duì)要求測(cè)量績(jī)效Refineproblem/goalGatherprocessefficiencydata細(xì)化問題/目標(biāo)收集過程效率數(shù)據(jù)DevelopcausalhypothesisIdentifybestpractice確定最優(yōu)方法作出對(duì)原因的假設(shè)Assessprocessdesign評(píng)定過程設(shè)計(jì)Validatehypothesis>value/nonvalueadding增值/非驗(yàn)證假設(shè)>bottlenecks,disconnects瓶頸中斷>alternativepaths其他路徑Define定義Measure測(cè)量Analysis分析DMAICRoadmapDMAIC流程72DMAICRoadmapDMAIC流程ProcessImprovementProcessRedesign過程改善過程再設(shè)計(jì)DevelopideastoremoverootDesignnewprocesses設(shè)計(jì)新的過程cause開發(fā)消除根本原因的方法>challengeassumptions挑戰(zhàn)假設(shè)Testsolutions檢驗(yàn)解決方案>bottlenecks,disconnectionStandardizesolutions,measure瓶頸，中斷使解決方案標(biāo)準(zhǔn)化>workflowprinciples工作流程原Implementnewprocess,structure,system實(shí)行新的過程，結(jié)構(gòu)，系統(tǒng)EstablishstandardmeasurementsEstablishmeasuresandreviewstotomaintainingperformancemaintainingperformance建立標(biāo)準(zhǔn)方法以維持績(jī)效制定措施并評(píng)審以維持績(jī)效CorrectproblemsasneededCorrectproblemsasneeded必要時(shí)糾正問題必要是糾正問題Improve改善Control控制DMAICRoadmapDMAIC流程73Focus__VitalFewxiYYYYYx1,x2,...xnx1,x2,...xnVitalFewxiVitalFewxiVitalFewxiVitalFewxi階段_MeasureAnalyzeImproveControlSelectprocessorproductcharacteristics(s);e.g..,Customer

YDefinePerformanceStandardsFor

YValidateMeasurementSystemfor

YEstablishProcessCapabilityofCreatingYDefineImprovementObjectivesFor

YIdentifyVariationSourcesIn

YScreenPotentialCausesForChangeIn

Y&IdentifyVitalFew

xiDiscoverVariableRelationshipsBetweenVitalFew

xiEstablishOperatingTolerancesOnVitalFewxiValidateMeasurementSystemFor

xiDetermineAbilityToControlVitalFew

x