1、An Introduction to Six Sigma,ZHongHong Liu,To learn the systematic approach to Six Sigma problem solving M before A before I before C To understand some .C. tool kit To understand how you will be affected by Six Sigma methodology,Training Objective,Define Measure, Analyze, Improve and Control Define

2、 KPIV and KPOV Explain how process outputs are a function of the inputs Explain the value of measurement,Training Objective,Why Implement Six Sigma Now?,“Nothing New” Most of the tools have been around for decades Neglected due to difficulty and discipline BUT Worldwide competition Makes neglect dan

3、gerous Computing resources Makes application possible,99% Good is Not Good Enough,5,000 incorrect surgical procedures each week 20,000 lost articles of mail each hour No electricity for almost 7 hours each month Unsafe drinking water for almost 15 minutes each day,Where Does Industry Stand?,7,Sigma

4、Scale of Measure,Restaurant Bills,Doctor Prescription Writing,Payroll Processing,Order Write-up,Journal Vouchers,Wire Transfers,Airline Baggage Handling,Purchased Material,Lot Reject Rate,Domestic Airline Flight,Fatality Rate,(0.43 PPM),Best-in-Class,Average,Company,IRS - Tax Advice,(phone-in),(140,

5、000 PPM),How Does Six Sigma Make the Difference?,Vision Philosophy Vehicle for: Customer focus Breakthrough improvement Continuous improvement People involvement Aggressive goal Metric (standard of measurement) Method,Six Sigma Vision,The Vision of Six Sigma is to delight customers by delivering wor

6、ld-class quality products through the achievement of Six Sigma levels of performance in everything we do.,Six Sigma Philosophy,The Philosophy of Six Sigma is to apply a structured, systematic approach to achieve breakthrough improvement across all areas of our business.,Whats the Strategy?,Know what

7、s important to the Customer (CTQs) Reduce defects Center around target Reduce Variation,Six Sigma Goal,Reduce Defect Rate Improve Product Yield Improve Customer Satisfaction Increase Product Profit,What problem we should focus on?,High Defect Rate Low Product Yield Long Cycle time High Downtime High

8、 Maintenance Cost Bottleneck Step Poor Process Capability,Unsatisfactory,Breakthrough Strategy,Quality Breakthrough,Time,Reject Rate,Special Variation,Historical Level (0),Optimum Level (1),Natural Variation under 0,Natural Variation under 1,(30),(31),Sigma is a statistical unit of measure that refl

9、ects process capability. The sigma scale of measure is perfectly correlated to such characteristics as defects-per-unit, parts-per-million defective, and the probability of a failure/error.,PPM,Process Capability,Defects per Million Opp.,Six Sigma - Aggressive Goal,3 Sigma,6 Sigma,5 Sigma,4 Sigma,93

10、.32 %,99.379 %,99.9767 %,99.99966 %,Historical,Current,Intermediate,Long-Run,Sigma,Long-Term Yield,Standard,Six Sigma - Performance Target,What does a 6 sigma process looks like ?,m,Average Deviation from Mean,1s,T,USL,p(d),p(d),123456,s,This is a Six Sigma Process,99.99966% Good (6 Sigma),20,000 lo

11、st articles of mail per hour Unsafe drinking water for almost 15 minutes each day 5,000 incorrect surgical operations per week Two short or long landings at most major airports each day 200,000 wrong drug prescriptions each year No electricity for almost seven hours each month,Seven articles lost pe

12、r hour One unsafe minute every seven months 1.7 incorrect operations per week One short or long landing every five years 68 wrong prescriptions per year One hour without electricity every 34 years,99% Good (3.8 Sigma),Six Sigma - Practical Meaning,Customer Focus: A Model For Success,Technology,Capab

13、ility,Organization,People,Processes,Business survival is dependent upon how well we satisfy our customers Customer satisfaction is a function of quality, price, and delivery Quality, cost, and prompt delivery are dependent upon capability,Management is responsible to help drive the total employee po

14、pulation to a higher level of problem solving proficiency Identifies their best candidates for Black Belt appointment Demonstrates high enthusiasm to keep Six Sigma moving forward Provides the lead at getting Green Belts (including themselves) identified and through training Asks the right questions

15、 to all employees to assure the discipline of Six Sigma and its tool kit are properly and fully exploited Drives the broad use of Six Sigma methods and tools, including FMEA, DOE, SPC, etc Owns day to day OR A failure to meet an imposed requirement on a single quality characteristic or a single inst

16、ance of non-conformance to the specification 6.DPU Defects per Unit - the number of defects counted, divided by the number of products or characteristics (units) produced.,Six Sigma Terms and Definitions (contd),7. DPMO Defects per Million Opportunities - the number of defects counted, divided by th

17、e actual number of opportunities to generate that defect, multiplied by one million. 8. COPQ Cost of Poor Quality - the cost incurred from generating a defect OR Cost which would be avoided if, rather than a Defect, the Opportunity yielded a success. 9.KPIV Key Process INPUT Variable - an independen

18、t material or element, with descriptive characteristic(s), which is either an object (going into) or a parameter of a process (step) and which has a significant (Key) effect on the output of the process,Six Sigma Terms and Definitions (cont),10.KPOV Key Process OUTPUT Variable - a dependent material or element, with descriptive characteristic(s), which is the result of a process (step) which either is, or significantly affects the customers CTQ. 11. Rolled Throughput Yield The likelihood that any given unit of product, service or informa