【正文】 為改進(jìn)過程提供堅(jiān)實(shí)基礎(chǔ)和工具。 the DMAIC Model (CIC1157) Green Belt Program Black Belt Program Master Black Belt Benchmarking (CIC540) Teaming (TBD) Cycle Time Reduction amp。 2022 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: GRamp。 steps to assure a stable amp。 2022 Motorola. All rights reserved. Continuous Improvement Roadmap Process Characterization Flowchart Prioritize Opportunities for improvement Select team Process Mapping Define the critical characteristic Perform Gauge Ramp。 2022 Motorola. All rights reserved. DMAIC DMAIC是一整套常被 Green Belt (綠帶 ) 和 Black Belt (黑帶 ) 使用的工具。 2022 Motorola. All rights reserved. 統(tǒng)計(jì)知識的層次 (針對一制程 ) Level of Statistical Knowledge ? 僅有經(jīng)驗(yàn) 沒有數(shù) 據(jù) Experience Only No Date ? 數(shù) 據(jù) 采集 看看數(shù) 據(jù) Collect Data Read Data ? 整合數(shù) 據(jù) 圖 , 表 Analyze DataChart, Graph ? 描述統(tǒng)計(jì) 平均值 , 方差 Statistical Description Mean, Variation ? 特征統(tǒng)計(jì) Cp/Cpk, 曲 /直線擬合 Statistical Characteristic Cp/Cpk ? 控制統(tǒng)計(jì) SPC控制圖 Statistical Control SPC Control Chart ? 預(yù)示統(tǒng)計(jì) 變量分析 ,實(shí)驗(yàn)設(shè)計(jì)線性或多元回歸 Statistical Prevention – Variation Analysis, DOE Copyright 169。 ?進(jìn)行持續(xù)不懈的嚴(yán)謹(jǐn)評審。 Improvement Teams Action Workout? Teams AVOID Empowered Problem Solving Teams Breakthrough Workout Teams Copyright 169。 2022 Motorola. All rights reserved. 聯(lián)系目標(biāo)及業(yè)績評估標(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 amp。 MKT FOCUS HUMAN RESOURCE FOCUS PROCESS MGMT LEADERSHIP INFORMATION/ANALYSIS ? Improve EndtoEnd selling capabilities on Account Teams ? Improve Samp。 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 。 2022 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。 eVisibility/Control: 監(jiān)督所有重要業(yè)務(wù)度量及促成如此結(jié)果之部門和職能的能力，其中包括正反兩個方面。 A key innovation to Motorola39。 Copyright 169。 正態(tài)分布 居中 Copyright 169。要達(dá)到“三西格瑪”水平，我們在一百萬次機(jī)會中只能允許 66,811 個缺陷。西格瑪提供一種衡量改進(jìn)情況的相關(guān)方法。 2022 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 2022 Black Belt Initiative Accelerated Motorola’s Perspective 2022 Digital Six Sigma 2022 Malcolm Baldrige National Quality Award Copyright 169。 2022 Motorola. All rights reserved. 挑戰(zhàn) 挑戰(zhàn) Challenge 快 !快 !快！ Be quick! Copyright 169。 2022 Motorola. All rights reserved. 3 . 6 3 . 84 . 35 . 5 5 . 45 . 96 . 78 . 39 . 61 0 . 91 1 . 31 3 . 3172 2 . 227282 9 . 82 9 . 43 3 . 13 7 . 605101520253035401981 1982 1983 1984 1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2022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。值得慶幸的是，一百萬只是一個衡量系數(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。 2022 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。 ?相當(dāng)于百萬之 的缺陷率。 2022 Motorola. All rights reserved. 六西格瑪?shù)母镄翿enovation of Six sigma 數(shù)碼六西格瑪 (Digital Six Sigma) 是對摩托羅拉經(jīng)典業(yè)務(wù)改進(jìn)方法的一次重大革新。 eProcesses: 隨時(shí)處于掌控之中的數(shù)字化改進(jìn)措施。 2022 Motorola. All rights reserved. Sky Tower on Tomorrow 明天的大廈 Customer Satisfaction 顧客滿意 (Phone Rings Again) Cost 費(fèi)用 Service 服務(wù) System 系統(tǒng) Management 管理 Delivery 交付 Quality 質(zhì)量 Continuous Improvement 持續(xù)改進(jìn) Cycle Time 運(yùn)轉(zhuǎn) 周期 6 Sigma 6西 格瑪 Management team’s Commitment amp。 2022 Motorola. All rights reserved. 平衡記分卡 是 Six Sigma業(yè)務(wù)改進(jìn)運(yùn)動的基石 戰(zhàn)略與目標(biāo) 本年度創(chuàng)意 戰(zhàn)略方向 願景 : 我 們 的首要目的 ——我 們 如何向 顧 客提供 價(jià) 值 。 Market Learning amp。 MARKET ?Define and develop Compelling Products and Signature Experiences ?Improve customer relationships through operator partnering and customization ?Drive and sustain consumer demand and pullthrough programs and increase the effectiveness of comarketing with operators and distributors ?Substantially enhance the value and impact of the Motorola Brand ?Invest in innovation to leverage technology advancements and architecture to improve market/customer responsiveness OPERATIONAL amp。 all 2022 NPI39。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。 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。 2022 Motorola. All rights reserved. “ 突破 ” 工具箱 ‘ Breakthrough’ Toolbox 每個項(xiàng)目用同樣的工具 Every Project: same method amp。 DMADV 用于新的過程、產(chǎn)品或服務(wù) 主動而不是被動 亦稱之為 DFSS (為六西格瑪而設(shè)計(jì) ) DMAIC 用于達(dá)到前所未有的績效水平。 衡量 我們現(xiàn)在做得怎么樣 ? 對過程進(jìn)行衡量，確定當(dāng)前 分析 錯在哪里 ? 分析并確定缺陷的根本原因。 estimate process mean amp。 2022 Motorola. All rights reserved