【正文】 ay of life for our people. 9 Course 目標(biāo) ? Explain 和 motivate others in the 6西格瑪哲學(xué) ? Underst和 characterize the 6西格瑪組織支持結(jié)構(gòu) ? Describe 和 explain the role of 6西格瑪黑帶 , champion 和綠帶 . ? Certification 流程 in Asia 6西格瑪 deployment ? How does 6西格瑪 drive 產(chǎn)品 ivity 質(zhì)量 deployment ? Perkinelmer 6西格瑪 implementation strategy ? Underst和 the importance of motivating others to inculcate 6西格瑪culture 10 What is 6SIGMA?什么是六西格瑪 Vision 和哲學(xué) : Develop BETTER, FASTER, 和 LOWER COST 產(chǎn)品 和 services aggressively attack the cost of 質(zhì)量 (COQ), leading to higher customer satisfaction 和retention Primary Focus: Eliminates variation in all business 流程 es to reduce costs 和 increase customer satisfaction Definition: A 方法 to identify 和 minimize variation in a 流程 , resulting in PPM defective A Vision, A 哲學(xué) 一個(gè)方法 , 一個(gè)改進(jìn)工具 一個(gè)基準(zhǔn) 一個(gè)標(biāo)準(zhǔn) What is 6SIGMA 11 ? Ways to create business, operation 和 technology breakthrough in meeting goals associated with doing things better, faster , lower cost in all 產(chǎn)品和 services ? 6西格瑪 develop people towards 世界級(jí)別優(yōu)秀 culture in pany for petitive advantages ? Most powerful breakthrough management 工具 – Drastically improve bottom line – Minimize waste 和 increase resources while increasing customer satisfaction ? 6西格瑪 can result in increasing market share, reduce operation costs 和 profit growth. 為什么要使用 6西格瑪 ? 12 1970’ s Japanese firm took over Motorola TV factory in USA 和 reduced 缺陷 by 95%! 1981 Motorola CEO Bob Galvin challenged pany to a 10x 質(zhì)量改進(jìn) in 5 years 1985 Paper on “Defect 和 Correct vs. Error Free Assembly” by Smith from Motorola 1988 Won Malcolm Baldrige award for Total Customer Satisfaction 1988 6西格瑪 Research Institute formed: Implementation strategyGuidelinesAdvanced 工具 s 6西格瑪?shù)臍v史 13 Continuous 改進(jìn) 改進(jìn) Time 6西格瑪 Breakthrough 方法 Normal Continuous 改進(jìn) Breakthrough 改進(jìn) 改進(jìn) Time ? Incremental 改進(jìn)resulting from a consistent series of many, small 改進(jìn)activities ? Quantum Leap 改進(jìn)driven from a onetime, 10 times 改進(jìn) 使用六西格瑪?shù)木薮笸黄? 14 通過(guò) 6西格瑪獲利的實(shí)例 ? 交付世界級(jí)別優(yōu)秀質(zhì)量的產(chǎn)品 ? 降低業(yè)務(wù)活動(dòng)中的缺陷缺陷和 cycle time ? 主打產(chǎn)品和流程知識(shí) ? 提供系統(tǒng)的工具和技術(shù) ? Create opportunity for business growth 和 increase profitability ? Creating a learning 組織 by building teamwork , sharing of success ideas, best practice ? Improve munication 和 teamwork 15 ? 流程改進(jìn) ? 產(chǎn)品和服務(wù)改進(jìn) ? 投資商關(guān)系 ? 設(shè)計(jì)方法 ? 供應(yīng)商改進(jìn) ? 培訓(xùn)和招聘 ? 作出決定的流程 6西格瑪對(duì)公司產(chǎn)生的價(jià)值 Management Leadership in 6西格瑪 ? Communicating 6西格瑪 vision ? Take ownership to be a change agent ? 提供支持和 resources ? Remove barriers to success ? Visible 和 Top Down Commitment in 6西格瑪 Deployment ? Establish a 6西格瑪 Leadership teams 16 ?綠帶 A parttime person who undertakes projects of lesser scope than a 黑帶 project. ?黑帶 A fulltime person who leads critical projects. ?Master 黑帶 Mentor to Black/綠帶 s. ?Champion盟主 Sponsor of a project. Roles in 6 Sigma Deploy開(kāi)展六六西格瑪?shù)慕巧? 17 開(kāi)展六西格瑪?shù)姆椒ê土鞒? Apply Review Train 培訓(xùn) is Conducted by Master 黑帶 s Plan Project Selection 流程 is Managed by Champions Projects企化 MEASURE (M) IMPROVE (I) ANALYZE (A) CONTROL (C) Dollars Saved PROBLEM DEFINE (D) 18 ResponsibilityPeng YangPeng YangLim CSLawrence TanLawrence TanLawrence TanLawrence TanLawrence TanX C h i a XX C h i a X X X X X XX R i ckX R i ckX R i ckX X R i ckX X F o oX X Jo h n XX X R o d n e yX R o d n e yX R a jX X A n gX A n g e laA n g e laX X K la u sX X K la u sX Je n n i eX X T a y S WX X D e n n i sX A n g e laX A n g e laX Je n n i eSi n g a p o re Po l i cy D e p l o ym e n t M a t ri x 2 0 0 1R e d u ce C O Q f r o m 5 . 6 % t o 4 . 2 %Im p r o v e T o t a l C u st o m e r R e sp o n si v e n e ssP e n e t r a t e i n t o D i g i t a l C a m e r a M a r ke t f o r F TP e n e t r a t e i n t o H i g h V o lu m e S t r o b e B o a r d f o r T C amp。 T r a n sf o r m e rC r e a t e N e w M a r ke t / A p p li ca t i o n s f o r W a r n i n g B e a co n L a m p sB u i ld i n S i x S i g m a Q u a li t yP r o d u ct i v i t y t h r o u g h P r o ce ss D e v e lo p m e n tP r o d u ct i v i t y t h r o u g h L e a n amp。 S i x S i g m aD r i v e m a t e r i a l co st sa v i n gIm p r o v e D A P f r o m 4 5 t o 5 4 d a y sP e n e t r a t e i n t o S t r o b e P C B A m a r ke t f o r D i g i t a l C a m e r aD r i v e b u si n e ss e f f i ci e n cy t h r o u g h e B u si n e ss/ ITD r i v e D S O R e d u ct i o n ( H e i L i g h t )P r o d u ct i v i t y t h r o u g h E q u i p m e n t D e v e lo p m e n tA ch i e v e D C I o f 5 5 ? ? ? ?P r o d u ct i v i t y t h r o u g h F a ci li t i e s M a n a g e m e n tD r i v e D S O R e d u ct i o n ( H e i S e n so r s)A cce le r a t e A si a S h i f tB u i ld d e e p e r b e n ch st r e n g t h p i p e li n eIm p r o v e cu st o m e r D O T f r o m 8 8 % t o 9 4 %F i n a n ci a l F o r e ca st i n g M o d e lR e d u ce N o n B O M S p e n d i i n g 2 21 1 1 1Lead in Asian sites for innovation and technologyX XXAccelerate Growth RateDrive Operational Excellence Speed, Quality amp。 CostI n i ti a ti v e sImprove PFL yield from 85% to 90% (Saving US$1.2M)Reduce PFL Customer Return PPM from 9K to 5KReduce PFL Inop