572福特汽車培訓(xùn)材料——6sigma推行-資料下載頁
【導(dǎo)讀】1. SixSigma. ByDanielWu. 2. Outline. Qualitylevel. WhatisSixsigma?WhyweneedSixsigma?business?3. followed. Deming. Juran. Crosby. Taguchi. 4. Deming. Demingtaught:. processes. Plan-Do-Check-Act. 5. EXTERNAL. INTERNAL. CUSTOMER. PROFITPRODUCTIVITY. QUALITY. -Betterproducts&services. -Improvedprocesses. -Competewithvalue. PRICE. -CompetewithPrice. -Decreasedcycletime. COST. PRODUCTQUALITY. PROCESSQUALITY. -Reducerework. -Reducescrap. PlanDo. CheckAct. 6. Juran. Jurantaught:. Paretoeffect. 7. Juran’sContribution. Planning. Co. st. of. Po. or. Qu. ali. ty. (P. erc. en. tof. op. era. tin. gc. os. ts. Prod. uc. tio. nB. eg. in. s. 20. 40. 0. Control. Time. Improvement. LessonsLearned. Sporadic. spikefrom. observed. problem. ChronicWaste. (anopportunity. forimprovement). Control. 8. Crosby. Crosbytaught:. standard. 9. Taguchi. Taguchitaught:. whole. production. productioncontrol. 10. Taguchi’sContribution. Regionof. Customer. Complaints. Regionof. Customer. Complaints. Region. of. Questionable. Performance. Region. of. Questionable. Performance. Regionof. Specified. Performance. Mean. Lower. Control. Limit. Upper. Control. Limit. Regionof. Desired. Performance. Cost. 11. BasicQuality. Tools. StatisticalTools. DesignforSix. Sigma(DFSS). Clean. Sheet. 12. andmanagers:. Itisnot:―Howdowesucceed?‖?！?。13. Change. fittest,butthose. CharlesDarwin. TheOriginofSpecies. Beckhard. 14. Challenge. change.15. SixSigma?singlemet
【正文】 New Product Content Measure and Monitor Critical X’s Identify Critical X’s Out of Specification Develop Action to Restore Critical X’s MBB Action VRT (Process owner) Black Belt Project Leader FPS amp。 Plant Operations DMAIC Green Belt Projects 49 Consumer Driven 6Sigma offers a structured problem solving methodology to achieve breakthrough improvements by systematically identifying root causes and eliminating them using an integrated set of statistical tools, problem solving techniques, data, and disciplines. Six Sigma in process improvement Improve Control Define Measure Analyze Modify Design? No Yes Redesign 50 Six Sigma Mindset Define Measure Analyze Improve Control What does the customer want? What is the defect we want to reduce? Are we sure we can trust the data? What does the data tell us? What are the main influencing factors? Does the data confirm this? What are we going to change? Is improvement tangible and optimal? How are we going to maintain the improvement forever? How to cascade feedback to system? Jonathan Holbrook 6 Sigma Deployment 51 DEFINE PROBLEM / ISSUE Strategy Prevent defect(s) Eliminate defect(s) CHARACTERIZE DEFINE OPTIMIZE VERIFY MEASURE ANALYZE IMPROVE CONTROL Black belt project to improve mfg. capability Mfg. process cannot provide sufficient improvement. Need reduced product sensitivity to mfg. noise. The Overall Perspective: DMAIC and DCOV 52 Breakthrough Improvement 5 S workplace Visual Factory Standardized Work DMAIC Quality Tools Six Sigma Methodology Phase World class quality We can’t sustain a visual factory without 5S We can’t sustain standardized work without visual factory We can’t sustain six sigma without standardized work Quality tool is the engine, Six sigma is Turbocharge DFSS We can’t meet six sigma without six sigma discipline 53 ?Is 6Sigma a strategic process for your business or is it just one of several? ?Is 6Sigma a means to transforming our culture or just tool? ?Do we want to use 6Sigma in the same disciplined manner as we use our financial operating system? ?Do we want to take steps to drive 6Sigma accountability deep into the anization through 6Sigma target setting and incentives for superior performance? ?Does the data driven stepbystep process show up in the way we address most issues and discussions? Required Mgt. Confirmation ? 6Sigma viewed as a strategic initiative, driving major cultural changes ? Consistent view across management ? Accountability for results is enforced by breaking down 6Sigma targets for each line anization ? Rewards and incentives are tied directly to 6Sigma bottom line results ? Adopted by all anizations and functions as the ―way we do business‖ and consistently applied – not an option ? Standard problem solving approaches and fact/data driven business decisions – like a disciplined financial operating system Best Practice ? While leadership articulates 6Sigma as a strategic initiative, does it show a mixed approach to strategic intent, wide variability ? Adoption based on interest of individual line managers – implies there is a choice to do it or not ? Accountability for 6Sigma results is not forced either through breaking down to specific targets for line anizations or through incentives for superior 6Sigma performance ? 6Sigma seen as primarily as a tool and not yet as a ―way of doing business‖ Observed Practice Top leadership needs clearly and openly confirm its strategic intent 54 Ending….. Qamp。A
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