【正文】 hts reserved. 六西格瑪 : 目標(biāo) Six Sigma: Goal Sigma dpmo Defect Rate 缺陷率 2s 308,538 1 in 3 3s 66,000 1 in 15 4s 6,210 1 in 160 5s 233 1 in 4,300 6s 3 1 in 300,000 dpmo: defects per million opportunities 每百萬(wàn)次中的缺陷數(shù) 10,000X Copyright 169。而在“五西格瑪”水平中，我們只允許 233 個(gè)缺陷。 西格瑪?shù)暮饬繂挝皇前偃f(wàn)分之缺陷率 (DPMO) 。 2022 Motorola. All rights reserved. 1987 制定 1992 應(yīng)達(dá)到的西格瑪目標(biāo) 摩托羅拉公司與六西格碼 以往與現(xiàn)在 1988 馬稱科姆 2022 Motorola. All rights reserved. 新 六西格瑪 劉建勇博士 Dr. Jim Liu Copyright 169。 1999 公司革新 2022 行為準(zhǔn)則，優(yōu)秀業(yè)績(jī)和平衡的記分牌 2022 “黑帶”創(chuàng)意加速 2022 第二次鮑德里奇全美質(zhì)量大獎(jiǎng) 2022 數(shù)字化的六西格碼 Copyright 169。它衡量的對(duì)象其實(shí)就是在一百萬(wàn)次機(jī)遇中，有多少次沒(méi)有達(dá)到顧客的要求（即缺陷）。 Copyright 169。 “六西格瑪” (Six Sigma) 衡量 : ?以西格瑪為尺度的衡量水平，其中西格瑪是對(duì)完好度的一項(xiàng)衡量?jī)?nèi)容。 Copyright 169。 eTraining：在短短幾個(gè)月而不是幾年時(shí)間里，培訓(xùn)和測(cè)試數(shù)以千計(jì)員工的能力。 2022 Motorola. All rights reserved. The Current Situation 目前狀況 Cycle Time運(yùn)轉(zhuǎn)周期 Gamba Kaizen 5s TPM COQ 為什么要推行六西格瑪 Why Six Sigma? Copyright 169。 2022 Motorola. All rights reserved. “Link actions to critical results!” Simplify the game! What do you want to improve? What actions will get you there the fastest? Y = f (x1 , x2 , x3 ... ) Core Six Sigma Business Improvement Campaign Principle Copyright 169。 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 amp。 PEOPLE ? Transform the anization to Performance Excellence ? Motivate employees and create a positive work environment ? Build active munity involvement FINANCIAL ?Improve Total Cost Competitiveness of products ?Improve overall ability to deliver EndtoEnd solutions, content and applications CUSTOMER/CONSUMER amp。 POS equity by % in top 11 countries OPERATIONAL ? 30% plexity reduction by YE amp。摩托羅拉對(duì)業(yè)務(wù)改進(jìn)機(jī)遇的類型進(jìn)行分析，同時(shí)指定一個(gè)相應(yīng)的團(tuán)隊(duì)。 Black Belt (黑帶 ) 是內(nèi)部的六西格瑪從業(yè)者，具備應(yīng)用于多種統(tǒng)計(jì)學(xué)方法的技能。 2022 Motorola. All rights reserved. Measure Everything That Results In Customer Satisfaction “ METRICS” “指標(biāo)” 數(shù)據(jù)驅(qū)動(dòng)進(jìn)步 Data Driven 描述 記數(shù)型 計(jì)量型 Copyright 169。 Certain types of problems require certain types of analytic tools. These tool sets are summarized on this chart. 分析工具 常見(jiàn)用途 Ford Global 8D 用于將績(jī)效恢復(fù)到以前的水平。 And for each phase in the process, a set of specific activities, problemspecific tools and techniques, and key deliverables are involved. The following chart lists the five stages of the DMAIC model and the fundamental objectives for each phase. 階段 基本目標(biāo) 界定 什么是最重要的 ? 定義項(xiàng)目目標(biāo)和應(yīng)向內(nèi)部及外部顧客提供的內(nèi)容。 define major product, process and machine parameters To quantify the measurement error To assess process stability amp。 preventive thinking is implemented To assure est process monitoring To lay out C/A procedure up front To implement what was learned across BU Copyright 169。 2022 Motorola. All rights reserved. 黑帶的發(fā)展 Exceeding Customer Expectations Six Steps to Six Sigma Problem Solving Strategies and Tools Continuous Improvement Curriculum (CIC) W eight: REW O RKED PART S0100200300400500600CountB C G E D A F M L H I K N J OS O URCEPareto Chart21012345Chipsize (mils)7 21 35 49 63 77 91Avg=LCL=UCL=Individual M easurement of Chipsize (mils)012345Chipsize (mils)7 21 35 49 63 77 91Avg=LCLUCL=Moving Range of Chipsize (mils)Control ChartThickness405 406Line N o.All PairsT uke yKramer Onewa y A nalysis of Thickness By Line No.RESPONSE5678910111213141 2 3 4 5 6 7 8 9 101112131415161718192021222324252627282930313233343536373839404142434445464748495051525354555657585960616263646566676869707172737475767778798081828384858687888990919293949596 Part1 2 3 4 1 2 3 4 1 2 3 4 CassetteBob Frank J a O peratorVariability Chart for RESPO NSEW eight: REW O RKED PART S0100200300400500600CountB C G E D A F M L H I K N J OS O URCEPareto ChartThickness405 406Line N o.All PairsT uke yKramer Onewa y A nalysis of Thickness By Line No.W eigh : REW O RKED PART S0100200300400500600CountB C G E D A F M L H I K N J OS O URCEPareto Chart? 圖表的 ? 探測(cè)地 ? 交互式的 ? 多項(xiàng)比較 ? 度量系統(tǒng)分析 ? 質(zhì)量控制 ? 實(shí)驗(yàn)設(shè)計(jì)和 最優(yōu)化 ?確認(rèn)問(wèn)題 ?收集數(shù)據(jù) ?分析數(shù)據(jù) ?解釋數(shù)據(jù) ?匯報(bào)分析 ?提出建議 ?實(shí)施行動(dòng) ?監(jiān)察和控制 Problem Identification Collect Data Analyze Data Interpret Data Report Analysis Make Remendation Implementation of Action Monitoring amp。 為“黑帶”提供 SPC工具和技巧。 2022 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