【正文】 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。 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。 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。 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。 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。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. 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. 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。 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(guó)內(nèi)航班 為什么要推行六西格瑪 Why Six Sigma? Copyright 169。 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。 Copyright 169。 正態(tài)分布 居中 Copyright 169。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。西格瑪提供一種衡量改進(jìn)情況的相關(guān)方法。 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。 2023 Motorola. All rights reserved. 挑戰(zhàn) 挑戰(zhàn) Challenge 快 !快 !快！ Be quick! Copyright 169。 2023 Motorola. All rights reserved. 淨(jìng)營(yíng)收 (十億美元 ) 14% 24% 16% 14% 4% 18% 28% 31% 22% 9% 摩托羅拉 年度 營(yíng)業(yè)額 Annual revenues by year B US$ Copyright 169。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。 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。 ?相當(dāng)于百萬之 的缺陷率。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。 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。 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(duì)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。 提出或突破 創(chuàng) 意為 在今天 獲 得成功，我 們 需要 採(cǎi)取哪些行 動(dòng) 。 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(shì)分析 項(xiàng)目選擇方法 Copyright 169。 影 響 Copyright 169。 每 月項(xiàng)目評(píng)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(jī)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(jī) : 主要發(fā)現(xiàn) : 問題與障礙 : 下一步 : 冠軍評(píng)論 : 西格瑪目標(biāo) (CCR) 單純 Copyright 169。下圖對(duì)這些成套的工具進(jìn)行總結(jié)。 針對(duì)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。 2023 Motorola. All rights reserved. 分散和趨中的影響 The Impact from Spread and Location LSL USL Target LSL USL Target LSL USL Target LSL USL Target Cpk = Cpk = Cpk = Cpk = LSL USL Target LSL USL Target LSL USL Target LSL USL Target Copyright 169。 保證改進(jìn)項(xiàng)目的進(jìn)行 。 2023 Motorola. All rights reserved. Six Sigma Black Belt Action Learning Plan Week 1 Core Content ?DMAIC Methodology ?Identifying Business Opportunities ?Customer Requirements ?Mapping Processes ?Effective Teams ?Critical Measures ?Measurement Systems Analysis ?Process Performance ?MINITAB Software Week 2 Core Content ?Root Cause Analysis ?Process Stratification ?Validation of Root Causes ?Comparative Methods ?Sources of Variation ?Failure Mode Effects Analysis Week 4 Core Content ?Response Surface Methodology ?Remendations and Change Plans ?Statistical Process Control ?Process Capability ?Implementation Planning ?Process Integration Week 3 Key Deliverable。 為“黑帶”提供 SPC工具和技巧。 2023 Motorola. All rights reserved. 持續(xù)進(jìn)步的路徑 步驟流程 為什么 ? 對(duì)可能改進(jìn)的機(jī)會(huì)優(yōu)先排續(xù) 組建團(tuán)隊(duì) 流程梳理 確定過程主要特征 進(jìn)行測(cè)量系統(tǒng)的研究（ GRR） 合格 ? 改進(jìn)的測(cè)量系統(tǒng) 進(jìn)行工藝能力研究 穩(wěn)定 可靠 ? 優(yōu)化控制 實(shí)施完全流程控