【正文】 Motorola. All rights reserved. 淨(jìng)營收 (十億美元 ) 14% 24% 16% 14% 4% 18% 28% 31% 22% 9% 摩托羅拉 年度 營業(yè)額 Annual revenues by year B US$ Copyright 169。 2023 Motorola. All rights reserved. 1987 制定 1992 應(yīng)達(dá)到的西格瑪目標(biāo) 摩托羅拉公司與六西格碼 以往與現(xiàn)在 1988 馬稱科姆 2023 Motorola. All rights reserved. 挑戰(zhàn) 挑戰(zhàn) Challenge 快 !快 !快！ Be quick! Copyright 169。 2023 Motorola. All rights reserved. 新 六西格瑪 劉建勇博士 Dr. Jim Liu Copyright 169。 2023 Motorola. All rights reserved. Then and Now 1986 Six Sigma methodology introduced at Motorola 1987 Six Sigma by 1992 goal was set 1988 Malcolm Baldrige National Quality Award 1991 Black Belt Initiative introduced 1992 10X defect reduction every 2 years, cycle time every 5 years 1998 Corporate Renewal 1999 Rules of Engagement, Performance Excellence, Balanced Scorecard 2023 Black Belt Initiative Accelerated Motorola’s Perspective 2023 Digital Six Sigma 2023 Malcolm Baldrige National Quality Award Copyright 169。 1999 公司革新 2023 行為準(zhǔn)則，優(yōu)秀業(yè)績和平衡的記分牌 2023 “黑帶”創(chuàng)意加速 2023 第二次鮑德里奇全美質(zhì)量大獎(jiǎng) 2023 數(shù)字化的六西格碼 Copyright 169。西格瑪提供一種衡量改進(jìn)情況的相關(guān)方法。它衡量的對(duì)象其實(shí)就是在一百萬次機(jī)遇中，有多少次沒有達(dá)到顧客的要求（即缺陷）。要達(dá)到“三西格瑪”水平，我們?cè)谝话偃f次機(jī)會(huì)中只能允許 66,811 個(gè)缺陷。 Copyright 169。 正態(tài)分布 居中 Copyright 169。 “六西格瑪” (Six Sigma) 衡量 : ?以西格瑪為尺度的衡量水平，其中西格瑪是對(duì)完好度的一項(xiàng)衡量內(nèi)容。 Copyright 169。數(shù)碼六西格瑪是一次巨大的改進(jìn)，因?yàn)樗梢砸粍谟酪莸囟沤^釀成缺陷的變因。 2023 Motorola. All rights reserved. 數(shù)字化 Digitalization 摩托羅拉的數(shù)字化改進(jìn)工作帶來一整套新的更好方法、工具和技巧。 eTools: 網(wǎng)上調(diào)查、模擬程序及各種歸納工具可以對(duì)“六西格瑪”過程的眾多階段進(jìn)行改進(jìn)。 2023 Motorola. All rights reserved. Cp Cpk ) DPMO(Defects Per Million Error Opportunities 業(yè)界標(biāo)桿 一般公司 baggage handling: sigma 行李傳送 國內(nèi)航班 為什么要推行六西格瑪 Why Six Sigma? Copyright 169。 2023 Motorola. All rights reserved. 持續(xù)進(jìn)步的路標(biāo) Roadmap of CI Control System ISO9002 ISO9001 QS9000 ISO14000 5S EHS TPM GK/Lean SPC TCM TQM 1997 1998 1999 2023 2023 2023 6Sigma COQ MRPII Or ERP 控制 系統(tǒng) Digital 6 Sigma Copyright 169。 2023 Motorola. All rights reserved. 領(lǐng)導(dǎo)層所面臨的挑戰(zhàn) – 將重點(diǎn)聚焦在巨大的“ Y”上 Y 關(guān)鍵性的成果 哪些活動(dòng)使你可以 實(shí)現(xiàn)這些成果？ = f (x1 , x2 , x3 ... ) 持續(xù)的支持與 評(píng)審 六西格瑪 項(xiàng)目選擇 Copyright 169。 戰(zhàn) 略目 標(biāo) : 為實(shí)現(xiàn)願(yuàn)景 我 們 必須 完成的目 標(biāo) 。 2023 Motorola. All rights reserved. The Cornerstone of a Six Sigma Business Improvement Campaign is a Balanced Scorecard Strategies Objectives Current Year Initiatives STRATEGIC DIRECTION Vision: Our overriding purpose – how we will deliver value to customers. Mission: Who we serve, what services we provide and how we achieve petitive advantage Strategic Objectives: Goals we must acplish to achieve our vision. Make or Break Initiatives: What we need to do to be successful today. Breakaway Initiatives: What we need to do to be successful in the future PERFORMANCE MEASUREMENT Business Processes Business Results Customer Market Learning Growth Internal Business Financial What we need to do to build the capability to achieve our strategic objectives. Goal: Actual: Metric Goal: Actual: Metric Goal: Actual: Metric Goal: Actual: Metric Copyright 169。 2023 Motorola. All rights reserved. 聯(lián)系目標(biāo)及業(yè)績?cè)u(píng)估標(biāo)準(zhǔn) 公司 計(jì)分卡 業(yè)務(wù)部 計(jì)分卡 第 2列項(xiàng)目 (當(dāng)前主要業(yè)務(wù) ) 第 3列項(xiàng)目 (建立能力 ) Scorecard STRATEGIC DIRECTION PERFORMANCE MEASUREMENT Strategies Objectives CurrentYear Initiatives Business Processes Business Results Scorecard Scorecard Scorecard Project Charter Project Charter Project Charter Project Charter Project Charter Project Charter Project Charter Project Charter 完 整 的 考 察 流 程 Copyright 169。根據(jù)項(xiàng)目的類型，摩托羅拉使用以下某種團(tuán)隊(duì)： One of the unique aspects of Motorola39。 2023 Motorola. All rights reserved. 難度 /復(fù)雜性 Breakthrough Workout Teams 六西格瑪黑帶小組 實(shí)施團(tuán)隊(duì) 避免 授權(quán)的攻關(guān)小組 綠帶小組 團(tuán)隊(duì)、項(xiàng)目和團(tuán)隊(duì)過程的匹配 團(tuán)隊(duì)必須圍繞完成該任務(wù)最為有效的方法來安排自己的工作。 Green Belt (綠帶 ) 擔(dān)負(fù)著許多與 Black Belt (黑帶 ) 相同的作用，但是他們的工作不需要那么復(fù)雜的分析。 ?努力按期執(zhí)行。 2023 Motorola. All rights reserved. “突破” 工具箱 ‘ Breakthrough’ Toolbox 每個(gè)項(xiàng)目用同樣的工具 Every Project: same method tools Copyright 169。 Since improvement opportunities and teams differ, it stands to reason that the approach employed by those teams differs as well. 特定類型的問題需要特定類型的分析工具。 Green Belt (綠帶 ) 使用的成套工具 DMADDD 用于促進(jìn)某一過程的節(jié)約增效。 DMAIC is the tool set monly used by Green Belts and Black Belts. Like the other tool sets, DMAIC is prised of a defined, multiphase process. 標(biāo)。 改進(jìn) 需要采取哪些措施 ? 通過永久性地消除缺陷來改進(jìn)本過程。 2023 Motorola. All rights reserved. 如何實(shí)現(xiàn)六西格瑪 How to Achieve Six Sigma? USL T LSL T USL LSL USL’ LSL’ USL T LSL Knowing the root cause is the key, If you know it, you will control it 關(guān)鍵是了解根因 (主要因子 ) 1. Eliminate abnormal failure due to special reason. By: Kaizen, TCM, TPM消除不正常缺陷 分布居中 2. Hit to the target. By: GRR, Statistic, Cpk. 減少變異 3. Reduce Variarance By: DOE, ANOVA Copyright 169。 2023 Motorola. All rights reserved. 六西格瑪持續(xù)改進(jìn)課程表 Six sigma CI Curriculum Statistical Approach to Six Sigma (CIC1141 1142) Foundations of Six Sigma the DMAIC Model (CIC1157) Green Belt Program Black Belt Program Master Black Belt Benchmarking (CIC540) Teaming (TBD) Cycle Time Reduction Map. Workshop (CIC850) Quality Function Deployment (CIC1070, 1071) Business Skills (TBD) Copyright 169。 六西格瑪管理培訓(xùn) (2天 ) 為成果所有者在“六西格瑪”環(huán)境中進(jìn)行管理創(chuàng)造條件。 Copyright