【正文】 them on the TMAP.2 對(duì)于陳述目標(biāo)有什么問題 ?在 TMAP上記錄 .3 How would you prioritize those questions? Which ones should be answered first? Begin with those “l(fā)egs” of the TMAP.3 你會(huì)優(yōu)先考慮哪些問題 ?應(yīng)該回答哪些問題 ?4 How do you plan to answer the questions? What tools? Document them on the TMAP.4 你計(jì)劃怎樣回答那些問題 ?用什么工具 ?在 TMAP上記錄 .5 What information was learned from applying the tools to answer the questions? Were the questions answered? Document them! 5 從應(yīng)用工具回答問題時(shí)可以了解到什么信息 ?問題解決了嗎 ?在 TMAP上記錄6 Where new questions raised? Document those and start the next level of your problem solving methodology (., go back to step one!)6 新問題出現(xiàn)在哪里 ?記錄他們并開始在下一層次問題解決方法 (比如 .,返回第一步 )7 Document any assumptions you and your team make7 記錄你和你們小組所定的任何責(zé)任Define64Thought Process Mapsu A Key to …..Keeping a team on track保持小組可跟蹤Getting objectives out in the open公開取得的目標(biāo)Head off possible barriers before they occur在其障礙發(fā)生前阻止可能Address all solutions公布所有解決方案Address all possible root causes公布所有可能的根本原因Define65Process mapping is the graphic display of steps, events and operations that constitute a process. 流程圖是以圖解的方式展示各個(gè)步驟 、 事件及相互之間的運(yùn)作來展示一個(gè)流程 .A SIPOC is a top level process map. It stands for: SIPOC是一個(gè)高層的流程圖 ,它包括 : Suppliers 供應(yīng)商 Inputs 輸入Process 流程 Outputs 輸出 Customers 客戶 You start with Customer and work backwardsSIPOC Top Level Process MapDefine66MeasuresPS I O CSuppliers Inputs Process Outputs CustomersCTQs CTQsMeasuresSlide Intentionally Left Blank ProcessMapSIPOC Top Level Process MappingDefine67Supplier: Whoever provides the inputs to your process 誰(shuí)為你的流程圖提供輸入Input: Materials, resources and data required to execute your process 你的流程圖運(yùn)行所需的物件 ,資源和數(shù)據(jù) Process: A collection of activities that takes one or more kinds of input and creates output that is 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 Output: The tangible products or services that result from the process。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)伍白帶（參與者）6 Sigma領(lǐng)導(dǎo)者公司最高層Champions倡導(dǎo)者M(jìn)aster Black Belts黑帶大師 (全職 )專職改進(jìn)專家，選擇項(xiàng)目成員制定和管理項(xiàng)目計(jì)劃，有效使用 6σ工具進(jìn)行改進(jìn)，督導(dǎo)數(shù)據(jù)收集合分析，向高層管理者匯報(bào)項(xiàng)目進(jìn)展與發(fā)表成果等運(yùn)用 6σ工具在當(dāng)前工作崗位上開展項(xiàng)目，領(lǐng)導(dǎo)項(xiàng)目的計(jì)劃和具體執(zhí)行，在黑帶和團(tuán)隊(duì)的幫助下完成項(xiàng)目中興公司 6σ 團(tuán)隊(duì)Introduction33形成無邊界團(tuán)隊(duì)，提高 6σ 的能力BB黑帶選擇并指導(dǎo)團(tuán)隊(duì)成員培訓(xùn)團(tuán)隊(duì)成員 6 ?的使用工具M(jìn)BB黑帶大師教授黑帶關(guān)于 6 ?的策略、技巧和工具檢查黑帶及其團(tuán)隊(duì)的活動(dòng)進(jìn)展為團(tuán)隊(duì)制定方案目標(biāo)培訓(xùn)黑帶 6σ 組織 機(jī)構(gòu)Introduction34成為綠帶的步驟綠帶會(huì)用 6?工具在當(dāng)前工作崗位上開展項(xiàng)目，選擇對(duì)當(dāng)前工作有直接影響的項(xiàng)目 .職能部門中具體六西格瑪項(xiàng)目的領(lǐng)導(dǎo)人，在工作中發(fā)現(xiàn)改進(jìn)機(jī)會(huì)，并領(lǐng) 導(dǎo)項(xiàng)目的計(jì)劃和具體執(zhí)行，在黑帶和團(tuán)隊(duì)成員的幫助下完成項(xiàng)目。 we don’t have one 6Sigma只在你有流程時(shí)適用 。任何事物存在變異even a 6 SIGMA process has Variation6SIGMA流程也有變異8Who’s The Better Marksman?誰(shuí)是更好的射手DougJimVariation is our Business Enemy! 變異是我們經(jīng)營(yíng)的敵人All Products Processes have variation! 所有的產(chǎn)品和流程存在變異What is Variation?變異是什么變異是什么 ?Introduction9Variation變異u What do you know about variation from one data point? 從一個(gè)數(shù)據(jù)點(diǎn)你能知道什么變異嗎 ? Should you make an adjustment if you are off target? 當(dāng)你偏離目標(biāo)時(shí)是否應(yīng)該調(diào)整 ? Why? 為什么 ?u What do you know about variation from 2 data points? 從 2個(gè)數(shù)據(jù)里你能得知什么變異 ? Should you make an adjustment if you are off target? 當(dāng)你偏離目標(biāo)時(shí)是否應(yīng)該調(diào)整 ? Why? 為什么 ?u What do you know about variation from 30 data points? 從 30個(gè)數(shù)據(jù)中你能得知什么變異 ? Should you make an adjustment if you are off target? 當(dāng)你偏離目標(biāo)時(shí)是否應(yīng)該調(diào)整 ? Why? 為什么 ?Introduction10Product or Service Output產(chǎn)品或者服務(wù)輸出Critical Customer Requirement客戶的重點(diǎn)要求Mean目標(biāo)Defects:缺陷 Service unacceptable to customer客戶不能接受的服務(wù)Mean目標(biāo)Moving the Mean移動(dòng)目標(biāo)Introduction11Variation變異Product or Service Output產(chǎn)品或者服務(wù)輸Critical Customer Requirement客戶重點(diǎn)要求Defects:缺點(diǎn) Service unacceptable to customer客戶不能接受的服務(wù)Mean目標(biāo)Reducing the process output Variation 減少流程的輸出變異Reduce VariationIntroduction12 * 20,000 lost articles of mail per hour 每小時(shí)丟失 20,000個(gè)郵遞物件* Unsafe drinking water almost 15 minutes each day 每天有 15分鐘的不安全* 5,000 incorrect surgical operations per week 每周有 5,000個(gè)錯(cuò)類外科手朮* 2 short or long landings at most major airports each day* 每天在大多數(shù)主要機(jī)場(chǎng) 2個(gè)短的或長(zhǎng)的著落* No electricity for almost 7 hours each month 每個(gè)月幾乎有 7個(gè)小時(shí)沒電* 5 lost messages per month 每個(gè)月有丟失 5個(gè)郵件信息* Overnight carriers lose 15,000 packages per week每周的通商郵遞丟失 15,000個(gè)包裹* 25 incorrect car rental reservations per pany per day * 每天每一個(gè)公司有 25個(gè)錯(cuò)誤的汽車出租預(yù)定4? Performance4?績(jī)效Airline deaths per passenger mile are 7s +… A Good Thing!The Classical View of Performance績(jī)效的古典看法Introduction136? Quality is not only POSSIBLE,6?品質(zhì)不僅只是可能 ,Customers DEMAND it!客戶要求如此6 Capability New Standard7 能力 長(zhǎng)期產(chǎn)出合格率 % 新標(biāo)準(zhǔn) %LongTerm Yield?3 Capability Historical Standard 能力 長(zhǎng)期產(chǎn)出合格率 % 歷史標(biāo)準(zhǔn)%LongTerm Yield?4 Capability Current Standard 5 能力 長(zhǎng)期產(chǎn)出合格率 % 當(dāng)前標(biāo)準(zhǔn)%LongTerm Yield?Evolution of Quality Performance質(zhì)量績(jī)效的進(jìn)展Introduction14Problem Resolution問題決定Behavior行動(dòng)Decision Making決策Process Adjustment流程調(diào)整Supplier Selection供應(yīng)商選擇 Planning計(jì)劃Design設(shè)計(jì)Employee Training雇員培訓(xùn)ChainofCommand命生令Direction指令Manpower 人力Organizational Issue公司Fixing (symptoms)確認(rèn) (癥狀 )Reactive反應(yīng)Experience Based經(jīng)驗(yàn)基礎(chǔ) TweakingCost (piece price成本 (單價(jià) )ShortTerm短期Performance業(yè)績(jī)If Time Permits如時(shí)間欠許 Hierarchy附層SeatofPantsCost 成本Traditional Approach傳統(tǒng)途徑Preventing (causes)預(yù)防 (原因 )Pr