sixsigma培訓(xùn)講義-免費(fèi)閱讀
【正文】 While leadership articulates 6Sigma as a strategic initiative, does it show a mixed approach to strategic intent, wide variability167。Do we want to take steps to drive 6Sigma accountability deep into the anization through 6Sigma target setting and incentives for superior performance?254。Is 6Sigma a strategic process for your business or is it just one of several?254。 Rewards and incentives are tied directly to 6Sigma bottom line results 167。 6Sigma seen as primarily as a tool and not yet as a “way of doing business”O(jiān)bserved PracticeTop leadership needs clearly and openly confirm its strategic intent53謝謝觀看 /歡迎下載BY FAITH I MEAN A VISION OF GOOD ONE CHERISHES AND THE ENTHUSIASM THAT PUSHES ONE TO SEEK ITS FULFILLMENT REGARDLESS OF OBSTACLES. BY FAITH I BY FAITH。 Consistent view across management167。 Six Sigma By Daniel WuFord Lio Ho Motor Company1Outlineq Quality levelq What is Six sigma?q Why we need Six sigma?q Development and Deployment strategyq How Six sigma merges into our daily business?2OverviewFour Quality Gurusu Historically panies have focused on quality issues for customer satisfaction u Prior to six sigma there were four key quality gurus that most panies’ quality programs followedu Demingu Juranu Crosbyu Taguchi3DemingDeming taught:? Importance of understanding variation in work processes? Role of management in leading for quality? Application of statistics ? PlanDoCheckAct4Deming’s Contribution to ProfitabilityEXTERNALINTERNALCUSTOMERSATISFACTION MARKETSHAREPROFITPRODUCTIVITYQUALITYBetter products servicesImproved processesCompete with valuePRICECompete with PriceDecreased cycle timeEliminate setup timesCOSTOpportunity for profitPRODUCT QUALITYPROCESS QUALITYReduce reworkEliminate inprocess inspectionReduce scrapIncrease product lifeEliminate ining testingPlan DoCheckAct5Juran Juran taught:? Breakthrough performance? Pareto effect? Importance of management principles? Quality by design and planning6Juran’s ContributionPlanningCost of Poor Quality(Percent of operating costs)Production BeginsOriginal zone of process controlNew zone of process control020400ControlTimeImprovementLessons LearnedSporadicspike fromobservedproblemChronic Waste(an opportunityfor improvement)ControlSpecial cause variationCommon cause variation7CrosbyCrosby taught:? Customer requirement is performance standard? Quality maturity is a journey? Preventive action as basic approach8TaguchiTaguchi 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 control9Taguchi’s ContributionLower Specification Limit Upper Specification LimitNominal ValueRegion ofCustomerComplaintsRegion ofCustomerComplaintsRegionofQuestionablePerformanceRegionofQuestionablePerformanceRegion ofSpecifiedPerformanceMeanLowerControlLimitUpperControlLimitRegion ofDesiredPerformanceCost10What Are the Limits to Improvement?2 Sigma 3 Sigma 4 Sigma 5 Sigma 6 SigmaBasic Quality ToolsStatistical ToolsDesign for Six Sigma (DFSS)Basic Tools Wall Design WallClean Sheet11Challenge in the millenniumQuestion confronting business leaders and managers:It is n
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