【正文】 Six Sigma By Daniel Wu Ford Lio Ho Motor Company 1 Outline ? Quality level ? What is Six sigma? ? Why we need Six sigma? ? Development and Deployment strategy ? How Six sigma merges into our daily business? 2 OverviewFour Quality Gurus ? Historically panies have focused on quality issues for customer satisfaction ? Prior to six sigma there were four key quality gurus that most panies’ quality programs followed ? Deming ? Juran ? Crosby ? Taguchi 3 Deming Deming taught: ? Importance of understanding variation in work processes ? Role of management in leading for quality ? Application of statistics ? PlanDoCheckAct 4 Deming’s Contribution to Profitability EXTERNAL INTERNAL CUSTOMER SATISFACTION MARKET SHARE PROFIT PRODUCTIVITY QUALITY Better products services Improved processes Compete with value PRICE Compete with Price Decreased cycle time Eliminate setup times COST Opportunity for profit PRODUCT QUALITY PROCESS QUALITY Reduce rework Eliminate inprocess inspection Reduce scrap Increase product life Eliminate ining testing Plan Do Check Act 5 Juran Juran taught: ? Breakthrough performance ? Pareto effect ? Importance of management principles ? Quality by design and planning 6 Juran’s Contribution Planning Cost of Poor Quality (Percent of operating costs) Production Begins Original zone of process control New zone of process control 0 20 40 0 Control Time Improvement Lessons Learned Sporadic spike from observed problem Chronic Waste (an opportunity for improvement) Control Special cause variation Common cause variation 7 Crosby Crosby taught: ? Customer requirement is performance standard ? Quality maturity is a journey ? Preventive action as basic approach 8 Taguchi Taguchi taught: ? Cost of poor quality is loss to society as a whole ? Robust quality is designed for consistent production ? Design control is more important than production control 9 Taguchi’s Contribution Lower Specification Limit Upper Specification Limit Nominal Value Region of Customer Complaints Region of Customer Complaints Region of Questionable Performance Region of Questionable Performance Region of Specified Performance Mean Lower Control Limit Upper Control Limit Region of Desired Performance Cos t 10 What Are the Limits to Improvement? 2 Sigma 3 Sigma 4 Sigma 5 Sigma 6 Sigma Basic Quality Tools Statistical Tools Design for Six Sigma (DFSS) Basic Tools Wall Design Wall Clean Sheet 11 Challenge in the millennium Question confronting business leaders and managers: It is not: ―How do we succeed?‖ It’s: ―How do we stay successfully?‖ 12 Change “ It is not the strongest that survive, nor the fittest, but those most able to adapt to change.” Charles Darwin The Origin of Species “ People do not resist change, people resist being changed.” Beckhard 13 Challenge ? Resistancethe universal reaction to change. ? Technical resistance ? Political resistance ? Organizational resistance ? Individual resistance 14 Six Sigma? ? Six Sigma is not a business fad tied to a single method or strategy, but rather a flexible system for improved business leadership and performance. ? It is not about theory, it’s about action. 15 Passion + Execution = Fast and Lasting Results Six Sigma Focus ? Delighting the customer through flawless execution ? Rapid breakthrough improvement ? Advanced breakthrough tools that work ? Positive and deep culture change ? Real financial results that impact the bottom line Sigma is a statistical unit of measure that reflects process capability. The sigma scale of measure is perfectly correlated to such characteristics as defectsperunit, partsper million defect