【正文】 and determine the root cause(s) of the defects Improve What needs to be done? Improve the process by permanently removing the defects Control How do we guarantee performance? Control the improved process’s performance to ensure sustainable results Copyright 169。 針對該過程中的每一個(gè)階段，各自有一套具體的活動(dòng)、解決具體問題的工具與技巧，以及應(yīng)實(shí)現(xiàn)的主要內(nèi)容。 Analytic Tool Set Common Use Ford Global 8D Need to bring performance back to a level at which it had previously been DMADV Need a new process, product, or service Proactive, not reactive Also called DFSS (Design for Six Sigma) DMAIC Need to reach levels of performance never before seen Tool set used by Green Belts and Black Belts DMADDD Need to drive the cost out of a process and improve efficiency Copyright 169。下圖對這些成套的工具進(jìn)行總結(jié)。 2023 Motorola. All rights reserved. 六西格瑪培訓(xùn) SixSigma Training Teaming Project Management Software Lean Statistics DOE SPC 建立團(tuán)隊(duì) 項(xiàng)目管理 軟件 統(tǒng)計(jì) 試驗(yàn)設(shè)計(jì) 統(tǒng)計(jì)過程控制 纖細(xì)化化 六西格瑪 培訓(xùn)核心內(nèi)容 Key Contents of Six Sigma Training Copyright 169。 每 月項(xiàng)目評審 摩托羅拉記分牌 戰(zhàn)略與目標(biāo) 本年度創(chuàng)意 業(yè)務(wù)過程 業(yè)務(wù)成果 戰(zhàn)略方向 業(yè)績衡量 目標(biāo) : 實(shí)際 度量 目標(biāo) : 實(shí)際 度量 目標(biāo) : 實(shí)際 度量 目標(biāo) : 實(shí)際 度量 D M A I C 記分牌 度量 度量 目標(biāo) : 實(shí)際 : 本周成績 : 主要發(fā)現(xiàn) : 問題與障礙 : 下一步 : 冠軍評論 : 西格瑪目標(biāo) (CCR) 單純 Copyright 169。 Within Six Sigma, many roles exist. Black Belts are internal Six Sigma practitioners, skilled in the application of rigorous statistical methodologies. Green Belts perform many of the same functions as Black Belts, but their work requires less plex analysis. Green Belts and Black Belts work together, along with additional support, on Six Sigma improvement projects. Within the typical Six Sigma project, four roles exist: ?Sponsor (發(fā)起人 ) ?Champion (負(fù)責(zé)人 ) ?Team Leader (團(tuán)隊(duì)領(lǐng)隊(duì) ) ?Team Member (團(tuán)隊(duì)成員 ) Copyright 169。 影 響 Copyright 169。s Six Sigma methodology is the appropriate team approach. Motorola looks at the type of business improvement opportunity and assigns an appropriate team. Depending on the type of project, Motorola employs one of the following teams: ?Black Belt (黑帶 ) ?Green Belt (黑帶 ) ?Breakthrough (突破 ) ?Blitz (突擊 ) Black Belt: Black Belt teams are led by a Black Belt, and may have Green Belts and functional experts assigned to plex, highimpact process improvement projects or designing new products, services, or plex processes. Green Belt: Comprised of functional process experts and typically led by a Green Belt, Green Belt teams tackle less plex, highimpact process improvement projects. Breakthrough: Breakthrough teams are typically used to define lowplexity, new processes. Blitz: Blitz teams are put in place to quickly execute improvements produced by other projects. These teams can also implement DMADDD as required. Copyright 169。 2023 Motorola. All rights reserved. 作用顯著的項(xiàng)目 主要?jiǎng)?chuàng)意 SWOT 分析 戰(zhàn)略目標(biāo) 質(zhì)量規(guī)劃 顧客需求 形勢分析 項(xiàng)目選擇方法 Copyright 169。 2023 Motorola. All rights reserved. Be the market leader in providing superior wireless products and solutions … Lead Inter to wireless. Drive success by exceeding the expectations of customers, consumers, shareholders and coworkers ? Customer, consumer share holder driven employees winning through the 4Es +1。 提出或突破 創(chuàng) 意為 在今天 獲 得成功，我 們 需要 採取哪些行 動(dòng) 。 2023 Motorola. All rights reserved. “ Link actions to critical results!” Simplify the game! What do you want to improve? What actions will get you there the fastest? Y = f (x1 , x2 , x3 ... ) Core Six Sigma Business Improvement Campaign Principle Copyright 169。 2023 Motorola. All rights reserved. 我們的經(jīng)驗(yàn)教訓(xùn) What We’ve Learned … It’s all about delivering business results! Achieving sustainable business improvement requires integrated team efforts linked to business priorities. 通過團(tuán)隊(duì)對重大的問題進(jìn)行快速的解決 ,得到持續(xù)的財(cái)務(wù)結(jié)果 ! Copyright 169。 2023 Motorola. All rights reserved. ? 持續(xù)進(jìn)步及競爭的需要 The requirement of CI and pletion ? 建立共同語言 Setup mand language ? 數(shù)據(jù)驅(qū)動(dòng)進(jìn)步 Data driven 為什么要推行六西格瑪 Why Six Sigma? ? 解決問題的方法與思路 The methodology of problem solving ? 掌握通用工具 40多個(gè) Command the tools ? 客戶導(dǎo)向 Customer focus Copyright 169。 eTracking: 監(jiān)督所有重要業(yè)務(wù)度量及其附屬改進(jìn)項(xiàng)目的能力。這方面的工作包括： 由于有了上述改進(jìn)，今天“六西格瑪” (Six Sigma) 比以往任何時(shí)間都更加功能強(qiáng)大，更加適用于當(dāng)今動(dòng)蕩的業(yè)界環(huán)境。通過實(shí)施可重復(fù)使用的網(wǎng)絡(luò)化改進(jìn)，數(shù)碼六西格瑪 徹底消滅了缺陷。 2023 Motorola. All rights reserved. 今天的六西格瑪 Six Sigma Today A prehensive, flexible system for achieving maximizing business success through thoroughly understanding customer needs, a disciplined use of facts data, and diligent attention to improving and reinventing processes. ? Cost reduction ? Improved productivity ? Marketshare growth ? Customer retention ? Cycletime reduction ? Defect reduction/elimination ? Culture change ? Product/service development Business Success Factors 成功因素 成本下降 生產(chǎn)率提高 市場占有率增長 顧客維持 周期縮短 缺陷減少 /消除 文化變革 產(chǎn)品 /服務(wù)開拓 是一個(gè)全面的柔性系統(tǒng)，通過充分理解客戶需求，嚴(yán)謹(jǐn)?shù)厥褂檬聦?shí)和數(shù)據(jù)，勤奮地注意改進(jìn)和重新創(chuàng)造程序，來最大程度的達(dá)成生意的成功。 ?相當(dāng)于百萬之 的缺陷率。 2023 Motorola. All rights reserved. 六西格瑪 : 目標(biāo) Six Sigma: Goal Sigma dpmo Defect Rate 缺陷率 2s 308,538 1 in 3 3s 66,000 1 in 15 4s 6,210 1 in 160 5s 233 1 in 4,300 6s 3 1 in 300,000 dpmo: defects per million opportunities 每百萬次中的缺陷數(shù) 10,000X Copyright 169。 2023 Motorola. All rights reserved. Measurement and Methodology “ Sigma” is a measurement scale upon which improvements can be gauged. “Six Sigma” is an overall methodology that drives business improvement. Copyright 169。而在“五西格瑪”水平中，我們只允許 233 個(gè)缺陷。值得慶幸的是，一百萬只是一個(gè)衡量系數(shù)，我們用不著等到生產(chǎn)出一百萬只咖啡杯才開始計(jì)算西格瑪水平。 西格瑪?shù)暮饬繂挝皇前偃f分之缺陷率 (DPMO) 。 2023