【正文】 接檢查σ 水平65432PPM2336,21066,807308,537工序能力缺陷的機(jī)會(huì)分布偏移 =177。Introduction6“the snowball is growing, and by year 2023 the cumulative bottom line impact of six sigma quality will be measured in the billions ” 雪球越累越大 ,到 2023年時(shí) , 6Sigma質(zhì)量的累積改善效益將要用十億來衡量 . J. Welch“there is more to this than anything that has e down in a long time”從長時(shí)期看來 , 6Sigma比任何事所引起的改進(jìn)都要快 L. Bossidy ‘85 ‘90 ‘95 2023Motorola ABB GEAllied SignalSunbeamSix Sigma Deployment in Industry工業(yè)中 6Sigma的配量Introduction7Variation變異IntroductionVariation is in Everything。Six Sigma Black Belts黑帶 (全職 )Six Sigma Green Belts綠帶 (兼職 )全員參與的推行隊(duì)伍全員參與的推行隊(duì)伍 6σ 組織 機(jī)構(gòu) Introduction32選擇項(xiàng)目和黑帶資源，將項(xiàng)目的重點(diǎn)和公司的業(yè)務(wù)需求緊密聯(lián)系在一起，打破各職能部門的界限以推動(dòng) 6 Sigma 使之滲透到公司的文化中去。6 sigma 各階段推進(jìn)內(nèi)容Introduction526 Sigma Driving Strategies6Sigma驅(qū)動(dòng)戰(zhàn)略u(píng) Achieve Business Results 獲得業(yè)務(wù)成果u Apply Formal, Project based DMAICu 應(yīng)用正式專案的 DMAICu Link ALL projects to Business Priorities Work on the right things, the right way, every time 總是做正確的事情 ,用正確的方式做u Resources 資源 Develop them 建立 Plan for their participation 計(jì)劃參與 Recognize and reward them 識(shí)別并獎(jiǎng)勵(lì)u Leadership There is no substitute 領(lǐng)導(dǎo)權(quán) 無法替代 !u Communicate, municate, municate 溝通 ,溝通 ,再溝通Introduction53BENEFIT vs. EFFORT The First Step to Prioritize Opportunities利潤對(duì)努力 優(yōu)化機(jī)會(huì)的第一步EffortBenefitMediumLowLow MediumHighHighHighly Desirable Opportunities高期望的機(jī)會(huì)Low effort and high return.低付出高回報(bào)The most desirable projects.最期望的專案Potentially Desirable Opportunities潛在期望的機(jī)會(huì)Usually require more analysis to ensure good decision making. “Tie breaking” variables such as strategic fit, resource types available and project type.通常需要更多分析以保証做出更好的決定Least Desirable Opportunities極少期望機(jī)會(huì)High effort and low return the leastDesirable.高付出低回報(bào) 極少期望Less Desirable Opportunities很少期望機(jī)會(huì)Generally less desirable for applying a Black Belt team. Smaller scope make these good Green Belt Projects “quick hit” opportunities.一般很少期望應(yīng)用黑帶和小組Benefit includes*: 利潤包括 :* Strategic Fit 戰(zhàn)略發(fā)展* Revenue Growth 收入增長?Cost Reduction 減少成本* Capital Avoidance 避免資本* Work Capital Reductio 工作資本減少 Effort includes: 努力包括 :* Resource Needs 所需資源* Length of Project 專案長度* Capital Cost 資本成本* Opportunity Costs 機(jī)會(huì)成本W(wǎng)hich Projects Do We Work On?我們致力于哪種專案 ?Introduction54Triangulate三角測量Quality質(zhì)量Delivery交貸Cost成本W(wǎng)hat is the largest Difference?最大的不同是什么 ?Adjust toresolvedifferences!調(diào)整以解決不同點(diǎn)Introduction55ControlImproveAnalyzeMeasureDefineUSLLSL?Measure56Contro 控制 lImprove 改善Analyze 分析Measure 衡量Define 定義Measure57Objectives目標(biāo)u Learn the three levels of Process Mapping Applicationsu 學(xué)習(xí)流程圖應(yīng)用的 3個(gè)層次u Correlate Process Mapping with Process Improvementu 將流程圖與流程改善連系起來u Learn the difference between Top Level Process and Detailed Process Mapsu 學(xué)習(xí)高層流程和具體流程圖的不同u Step by Step Process Map Developmentu 流程圖一步一步開發(fā)u Complete Example Process Mapsu 完成樣本流程圖Define58Definition Of A ProcessA流程的定義“The Business Process”業(yè)務(wù)流程Suppliers供應(yīng)商Customers客戶Inputs輸入Outputs輸出A collection of activities that takes one or more inputs and transforms them into outputs that are of value to the customer 活動(dòng)的匯集 ,此活動(dòng)融入一個(gè)或多個(gè)輸入并轉(zhuǎn)化成客戶價(jià)值相等的輸出 .Define59Define60Process Map Example 樣本流程圖Vaporizer ManufacturingAlignment ForceMotor AssemblyMotorScrewsTorque MaterialWeld timeWeld heat Clean Cord EndsWire NutsTorque Welded Assembly Cord AssemblyClean Cord InkHold Time Clear Date Code1Motor House Assembly2Press / Weld Impeller Bottom3Connect Elect. Cord4Date Code CordPress forceShaft Diameter 1ABlow Mold BucketClean Cord TimePressure Bucket2ACut Hole in BucketDrill Speed PatternStraight Load Bucket w/ Hole3AVacuum BucketVacuum Pressure ProcedureClean BucketInspect unitWIP Inventory3 ReworkCut Hole in BucketGrinder Speed Material mixResin PelletsInspect unit5Install impellerImpeller Impeller Unit231Define61Process Mapping流程圖l Should Describe: 應(yīng)該描述 : Actual Activities / Tasks 實(shí)際活動(dòng) /任務(wù) SubProcesses 下級(jí)流程 Process Boundaries 流程邊界 Input Variables (x’s) 輸入變異 Output Variables (Y’s) 輸出變異l Should be reviewed frequently and updatedl 應(yīng)該繁審閱并更新Define62Types of Process Maps流程圖類型Thought Process Map The TMAP is documentation of the logic behind a series of decisions made by a TEAM to solve a problem思考型流程圖 TMAP是一個(gè)團(tuán)隊(duì)為了解決某個(gè)問題而作的一系列的決定 ,並形成有邏輯的文件 .SIPOC/Top Level Process Map Overview of process. SIPOC\高階的流程圖 流程的概要Uses Management overview 使用 管理概要Locate critical features in a process 在流程中的標(biāo)準(zhǔn)圖形的確定Contains Process 包括 流程Comparison US Road Map 比較 US公路圖Detailed Process Map Focused in on an area.詳細(xì)流程圖 專注于一個(gè)范圍 .Uses Engineering / Process Owners 使用 工程 /流程所有者Focus in on a process (Detailed)專注在一個(gè)流程 (詳細(xì)的 )Contains Process Details (inputs, outputs…) 包含 流程細(xì)節(jié) (輸入 ,輸出 …)Comparison City Map 比較 城市地圖Define63How would you construct a TMAP你會(huì)怎樣構(gòu)造一個(gè) TMAPThe TMAP does not have any specific format. Use a format thatlogically expresses the questions and ideas that drive the project.TMAP沒有固定的格式 .使用一種邏輯上表達(dá)驅(qū)動(dòng)專案問題和觀點(diǎn)的格式 .One approach might be MultiGeneration Plan:途徑是一種多代計(jì)劃 :1 Identify goal of project.1 識(shí)別專案目標(biāo) .2 What questions do you have about the stated goal? Document