6綠帶介紹Introductionto6GreenBelt

Content1.6QualitySystem---Whyneed2.6---Overview3.6---Methodology

3.1.6---Define 3.2.6---Measure 3.3.6---Analysis 3.4.6---Improve 3.5.6---Control4.Conclusion1.6QualitySystem---Whyneed1.1.從產(chǎn)品飽受競(jìng)爭(zhēng)威脅的觀點(diǎn) 以美國(guó)為例，1975-1985年，日本挾其『反向技術(shù)』(ReversedTechnology)優(yōu)勢(shì)，將其高品質(zhì)的產(chǎn)品推向美洲大陸，使得美國(guó)一向以經(jīng)濟(jì)與技術(shù)領(lǐng)先的盟主地位發(fā)生動(dòng)搖。

在1970-1989年間美國(guó)的市場(chǎng)佔(zhàn)有率：＊電視機(jī)從50%降至2%＊收音機(jī)從50%降至2%＊汽車從78%降至28%＊影印機(jī)從90%降至20%＊照相機(jī)從90%降至5%＊鋼鐵從40%降至30%※其結(jié)果造成美國(guó)貿(mào)易赤字每月高達(dá)80-100億美元美國(guó)與日本製程能力之比較年代 美國(guó) 日本 製程能力品質(zhì)水準(zhǔn)製程能力品質(zhì)水準(zhǔn) 19700.67 2

1.00 3

1980初 4

1980中 4~5

1980末~1990初 Motorola6方法：不合格率3.4PPM相當(dāng)於6

美國(guó)企業(yè)競(jìng)爭(zhēng)力衰退的原因美國(guó)管理文化中含有不信任的氣氛，這種表現(xiàn)在嚴(yán)格的審核、管制、檢查的管理制度上，無形造成過度的管理成本上漲?！哼@種管理監(jiān)督的作風(fēng)，大體受到泰勒式科學(xué)管理影響的結(jié)果』。日本經(jīng)營(yíng)之神松下幸之助在一次對(duì)美國(guó)企業(yè)界人士發(fā)表演說，提到：『你們的公司經(jīng)營(yíng)是以泰勒法則為基礎(chǔ)，更糟的是頭腦皆已泰勒化，因此堅(jiān)信正確的管理，應(yīng)是管理者在一邊，工人在另一邊，一邊的人只管思考，另一邊的只管工作。給你們一句忠告：「管理是執(zhí)行者將觀念轉(zhuǎn)移到員工身上的一種藝術(shù)」』。因此美國(guó)開始檢討其品質(zhì)，各種品質(zhì)系統(tǒng)亦相繼提出，其中包含6品質(zhì)系統(tǒng)。1.2.由需求的觀點(diǎn)在70年代，產(chǎn)品達(dá)到2便達(dá)到標(biāo)準(zhǔn)。在80年代，品質(zhì)要求已提升至3

，但此標(biāo)準(zhǔn)美國(guó)會(huì)發(fā)生以下事件：※每年有20,000次配錯(cuò)藥事件※每年有超過15,000個(gè)嬰兒出生時(shí)會(huì)被拋落地上※每年平均有9小時(shí)沒有水、電、暖氣供應(yīng)※每星期有500宗做錯(cuò)手術(shù)事件雖然3合格率已達(dá)到99.73%的水平，但相信各位對(duì)以上品質(zhì)要求並不滿意。所以有很多公司已要求「6」的品質(zhì)管理，其合格品率為99.99966%。在3水準(zhǔn)，由1000個(gè)零件組成的產(chǎn)品中，每15個(gè)產(chǎn)品中只有1個(gè)產(chǎn)品是好的。在6水準(zhǔn)則1000個(gè)產(chǎn)品卻有996.6好的。傳統(tǒng)以『百分率』水準(zhǔn)作為設(shè)計(jì)品質(zhì)水準(zhǔn)，如今變更為以『百萬分率(ppm)』作為衡量品質(zhì)的水準(zhǔn)。1.3.從成本的觀點(diǎn)1.4.從時(shí)代趨勢(shì)的觀點(diǎn)(1)時(shí)間經(jīng)濟(jì)附加價(jià)值開端成長(zhǎng)成熟衰退典型的產(chǎn)品生命週期1.4.從時(shí)代趨勢(shì)的觀點(diǎn)(2)經(jīng)濟(jì)附加價(jià)值大型電腦主機(jī)迷你電腦與微電腦個(gè)人電腦掌上型電腦、電子書網(wǎng)路電視、GPS、行動(dòng)電話電腦晶片的生命週期19471985199020001.4.從時(shí)代趨勢(shì)的觀點(diǎn)(3)全球化與經(jīng)濟(jì)附加價(jià)值農(nóng)業(yè)時(shí)代工業(yè)時(shí)代資訊時(shí)代?時(shí)代時(shí)間與主要的技術(shù)時(shí)代6000BC1760195020001.5.從品管大師的觀點(diǎn)J.M.Juran,1994年在美國(guó)品質(zhì)管理學(xué)會(huì)年會(huì)會(huì)上說,“20世紀(jì)以生產(chǎn)力的世紀(jì)載入史冊(cè),未來21世紀(jì)是品質(zhì)的世紀(jì)”1.6.從策點(diǎn)管理的觀點(diǎn)欲建立及維持組織競(jìng)爭(zhēng)優(yōu)勢(shì)，效率、創(chuàng)新、品質(zhì)及顧客回應(yīng)扮演著主要角色。較佳的效率競(jìng)爭(zhēng)優(yōu)勢(shì)低成本差異化較佳的創(chuàng)新較佳的品質(zhì)較佳的顧客回應(yīng)1.7.從近代品質(zhì)系統(tǒng)的觀點(diǎn)※ISO-9000Effectiveness:5※QS-9000Effectiveness:10※MalcolmBaldrigeGuidelineEffectiveness:25※EuropeanQualityAwardEffectiveness:30※TQMEffectiveness：35※6

---TheLittleQEffectiveness:50※TheUltimate6

---TheBigQEffectiveness:90(上述品質(zhì)系統(tǒng)均於80年代末期開展出)

※6&TheUltimate6將是一趨勢(shì)2.6Overview6,thewaytocreateprofit.SigmaImproveCustomerSatisfaction&ProfitsincreaseDefectsDecreasecostsDecrease

6History(1)Somethingmustbewrong1975MotorolaTVbusinessfailedduetopoorprofitandsoldtoaJapaneseCompanyAssigncorporatequalityoffices1980Corporatemovement“GreatQualityAwakening”program1981FocusonQualityandTotalCustomerSatisfaction(TCS)

6History(2)EstablishMotorolaTraining&EducationCenter1981LaunchQualitySystemReview(QSR)program19825years,10×Qualityimprovementgoalset6theoryandconceptinitialized1986BillSmith&MikelHarrypresentedtheideatoCEOGalvin6Hist取ory江(3)QuantitativeOperationQualityInitiative1987MotorolaTexasInstrumentBusiness-wideStrategicManagement1995Nokia,GE,AlliedSignal,Hitachi,Panasonic,Sony,Whirlpool,Honeywell,Boeing,Dupont6In質(zhì)nova葛tion熔Mod礦elin識(shí)g(3c赴-cu但sto貿(mào)mer羽,c秩omp旺eti坡tor朗,c晴omp鴨any澤)(3e-陽exci妙tati思o(jì)n,神empl乘oyme紋nt,淋ente柱rtai托nmen云t)(3p-喜prod鮮uct,蔑pro騎cess說,pe沉rson與)InnovationBoxChangeofBusinessSituation(3C)Object(3P)Method(3E)Purpose.Profit.Skill-UpThe嚇Many借Asp豆ects蕩of去6ToolSymbolMetricMethodValueGoalVisionBenchmarkPhilosophy6as勵(lì)aM番etri誤c---T影heh銷igh宰leve握lof撥sig則ma,纖the偶lowe卷rth信epr舅obab聞ilit刑yof秘pro雞duci妖nga悔def獲ect.Spec.LimitTargetLimitSomeChanceofDefect3Spec.LimitTargetLimitMuchLessChanceofDefect66as呈aM卡etri陳c

1 691,500 2 308,537 3 66,807 4 6,210 5 233 6 3.4(Shifted1.5) From3processto6process:about20,000 timesimprovement6DPMO如何訓(xùn)6導(dǎo)入一般來說亮，從3到4階段，是企屢業(yè)可以自行味改善的袋範(fàn)圍，但這樣榮的品質(zhì)標(biāo)煎準(zhǔn)並沒有棋辦法讓企床業(yè)變得很抖有競(jìng)爭(zhēng)力機(jī)；從4到5階段，就必須環(huán)找尋可以學(xué)習(xí)的標(biāo)錄竿企業(yè)(扶Benc謝hmar呢king)，當(dāng)成比激較與學(xué)習(xí)址的對(duì)象；而5到6階段時(shí)，視品質(zhì)就已鞏經(jīng)不是製漠造出來的軟，而是設(shè)河計(jì)出來的賴(DFS絡(luò)S---訴Desi掛gnf獵orS戚ixS者igma)。6A穿cti蹄vit興y6acti則vity溪is接tof藥ind刺out撈crit檔ical煎fac緩tors際to露qual案ity碼(CTQ)a俱tc朋ust攜ome挑r’s燈po利int煩of栗vi欲ew疼and狀to惕re棍duc達(dá)et匠he敏def因ect拾sl沿ess泛th軍an昂3.4根DP打MO(竹PPM儲(chǔ)).LSLUSL？

DefectM6inR&D6inMFG.CompanyCustomerCustomerCTQVOCVOB63.4DPMONewStd.366800DPMOPastStd.How倒Do酬We浮Im守pro君ve警Pro尼ces渴sC院apa研bil險(xiǎn)ity旅?In辱crea英set捷he犁tole晌ranc沾eD斑ecr未eas腦et棄he半spr洲ead屯or舊va敲ria乓tio鐵no剛ft借he厲pro炕ces董sS盡hif急tt盲he叛a(bǔ)ve禮rag帶eb確y:規(guī)Ce肚nte刷rin士gt倒he容ave慣rag根ei坡ft貍he情spe真c.跳has愈tw金ol愛imi猛ts奸Decr昨ease盛or形incr險(xiǎn)ease臣the銳ave囑rage石for襯spe左c.w省ith吵one成limi興tThe任Cost話Opp堅(jiān)ortu茂nity1.523456051015202530About15%ofSales,CostOpportunityon3CompanyCostofFailure(%ofSales)The嬸Cost失of我Poor駐Qua劑lity些(CO化PQ)LongCycleTimes,MoreSetups,ExpeditingCosts,LostSales,EngineeringChangeorder,Overtime,Latedelivery,LostOpportunity,LostCustomerLoyalty,ExcessInventoryRejects,Warranty,Inspection,Scrap,ReworkWho腥isI胃mple冠ment離ing6Mot猴oro噴la漫198醬7Tex菌as艘Ins直tru微men掃t常19炎88ABB印(A渾sea燭Br怖own監(jiān)Bo扭ver棟i)交199量3All碌ied某Si亞gna渾l傅1遺995Gen奶era幼lE露lec豬tri嗓c蜜19參95Kod遇ak幫19絮95Siem丸ens,躬Nok津ia,瞇Sony曬19真976Be充nefi材ts(C妨ase紋1)-邊--Moto狐rola啊ove彩r12集yrsIncr啞easepro借duc甲tiv追ityan逐ave蘆rag瓜eo停f1毯2.3君%p改er摔yea炕rRedu逆cedthe璃co喊st球of召poo棋rq主ual巴itybym的ore傲than衰84%Eli剪min狐ate矛d9船9.7晴%o再fi索nproc滿ess閉defe喚ctsSave光mor現(xiàn)eth迫an$插11bi予llio疑ninmanu卸fact世urin恩gco爺stRea牧liz組ed丟an忽ave疼rag強(qiáng)ea始nnu凳al庫com許pou遍nde后dgrow筋thr牌ateof1冠7%i殖near搞nin向gs6B挺ene跡fit外s(C薦ase鏡2)GeneralElectric(MillionDollars)CostProfit1996240,2001997400,7001998450,12001999520,25202000600,30006B嫂ene激fit立s(如Cas常e3主)Tex奏as販Ins竿tru選men汗tsBefo襯re(狐1988導(dǎo)) A盆fter爭(zhēng)(19黑93)COP個(gè)Q30%繁7%DPM宅O1040如00搬900貨0Scra免p$3M閉$0輛.3MYiel際d84.眠5%俗9稿8.9硬%Cyc敗le婚Tim鴉e(嫂Wee真k)11住4Inv警ent奴ory遺Co冠st$3.9您M冰$1.1榴MThe蝦Focu區(qū)sof變6IfweareperfectlycontrolX,shouldweconstantlytestandinspectY?Y=f(X)YX1X2X3X4X1、X2、…XnIndependentInput-ProcessCauseProblemControlYDependentOutputEffectSymptomMonitor6is奸App正lyin窮gOv銹eral四lBu紐奉sine夕ssS兼yste奴mR&D6Trans-actionMfgDesignSSManufacturingSSTransactionalSS6M嘉eth往odo諒log寨yMeasureAnalyzeDesignVerifyMeasureAnalyzeImproveControlDefineTranslateYNNewProcess/Product?AchievableGoal?NYWhat就is降diff秘eren六twi簡(jiǎn)th6TraditionalQuality6CentralOrganizedNotFormalStructurefor ToolApplicationLackofSupportinusing ToolsLackofStructured TrainingInspectQualityin(Focus on“Y”)BlackBeltReportDirectlyIntoFunctionStructuredUseof StatisticalToolstoAidProblemSolvingData-BasedDecisionsStructuredTraininginAppliedStatisticsControlProcessInput(X’s)6Org砍ani暑zat毛ion6OrganizationExecutive

ProjectSelectionandSupport6TechnicalLead6CoachProject&BB6ProjectTeamLead6ProjectTeamMemberAllstaffs(6overview)

ChampionMasterBlackBelt(MBB)BlackBelt

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