【正文】 ns and earnings. Our firstquarter performance supports our confidence that Honeywell is wellpoised to meet its earnings and revenue mitments for 2023 and beyond. We accelerated our shift to a more services and solutionsbased portfolio and expanded our Six Sigma Plus initiatives both internally and with our customers in the quarter, Bonsignore said. He reaffirmed that the pany will meet its $250 million firstyear merger savings target, noting that more than 300 newly trained Six Sigma Black Belts are now at work in the former Honeywell businesses driving productivity improvements to generate cost savings. They bring the total number of Black Belts in Honeywell to 3,800. We strengthened our industryleading ebusiness strategy, as well, Bonsignore added. Ebusiness is enabling us to reinvent our business model, resulting in greater customer access and a more robust and costeffective global supply chain. Overview Participants learn to apply Six Sigma concepts to research and development, and design processes and related activities. Working in natural teams, participants apply the Six Sigma concepts to some aspect of their activities. They develop an initial continuous improvement plan, including defect reduction and prevention. Who Should Attend Teams involved in research and development, or engineering design. Team members should support a mon product or service, or should have similar job functions. Overview This course teaches Integrated Product Team members how to achieve Six Sigma goals. Achieving Six Sigma produces virtually zerodefect products ( defects per million opportunities). Who Should Attend Integrated Product Team members involved in the quality improvement process. Combating production variations [First published 17 June 1999] The ideas are classic and the methods tried and tested. Still, the Six Sigma course, held by Ericsson Quality Management Institute, creates lasting changes. The goal for each course participant is to save SEK 400,000 for their anization. Many save even more. Recently, 20 people were examined after a 13day course and much hard work. It39。s about statistical methods and how to apply them, explained G246。ran Lande, one of the course anizers. Course participants have learned how to tackle production processes. Focusing on processes raises product quality automatically. In manufacturing, the aim is a consistently high standard of quality. Inconsistency is Enemy No. 1. For this reason, statistical methods are the basis of the course. However, the course also deals with softer factors, such as stress management. Participants attend the fivesession course while working on their own courserelated projects. Marcus Hansson works with surface assembly at the Ericsson plant in Kumla, in central Sweden. His project to reduce the number of errors in the washing process is saving Ericsson SEK 820,000 during the first year alone. If more plants adopt this method, the result will be even better. Maria Lyd233。n and Martin Ramqvist from the Ericsson plant in Nyn228。shamn, outside Stockholm, have worked on eliminating production bottlenecks and making production more demanddriven. Their project has saved slightly more than SEK 10 million. Many of these projects carried out during the course would probably have been conducted even without it, but this way they were carried out more rapidly and in a more anized manner. And we now know why things went well, says Karl Olov Karlsson, who has worked on ponent optimization at Ericsson in Nyn228。shamn. Those who have pleted all parts of the course receive a black belt. There are currently 50 blackbelt holders at Ericsson. Before yearend, there will be about 90. Ericsson Mobile Communications has incorporated the ideas and plans to hold the course at its plants in the following locations: Kumla, Sweden。 Lynchburg, Pennsylvania。 Carlton, .。 and Kuala Lumpur, Malaysia. 總結(jié) ? 6 Sigma對(duì)企業(yè)來說重點(diǎn)不在於取得多少證書，也不是空談品質(zhì)哲學(xué)，而 應(yīng)為直指企業(yè)核心「財(cái)務(wù)」之改善 。 ? 6 Sigma方法提供 企業(yè)經(jīng)營全新的高績(jī)效管理策略 ，落實(shí) 6 Sigma的理念將 有助於企業(yè)競(jìng)爭(zhēng)力的提昇 、幫助在全球的競(jìng)爭(zhēng)市場(chǎng)佔(zhàn)有一席之位 。 結(jié)論與建議 結(jié)論與建議 成功關(guān)鍵因素 : 1. 6 Sigma文化與 全體 共識(shí)的建立 (打破慣性 ) 2. 從上而下 的觀念改變 6 Sigma工具為主的溝通方式 結(jié)論與建議 成功關(guān)鍵因素 : DMAIC改善步驟進(jìn)行專案改善 6 Sigma整合公司現(xiàn)有品保系統(tǒng) 7. 6 Sigma人力資源＋財(cái)務(wù)部門＋資訊 科技的結(jié)合 6 Sigma推動(dòng)組織與團(tuán)隊(duì) 結(jié)論與建議 成功關(guān)鍵因素 : 9. 積極培訓(xùn) 6 Sigma人員 (頇具備領(lǐng)導(dǎo)統(tǒng)御能力 ) (Green Belt) (Black Belt) (Master of Black Belt) (Champion) 10. 組織頇形成一種追求卓越的精神 結(jié)論與建議 成功關(guān)鍵因素 : 11. “ SMART “ A. Specific – 任務(wù)要明確 B. Measurable – 效益可以測(cè)量 C. Achievable – 目標(biāo)可以達(dá)成 D. Result 、 Resource and Cost E. – 考慮成本與效益、結(jié)果 F. E. Timebounded – 在一定時(shí)間內(nèi)完成 Sweet Fruit Design for Manufacturability Bulk of Fruit Process Characterization and Optimization Low Hanging Fruit Seven Basic Tools Ground Fruit Logic and Intuition We don39。t know what we don39。t know We can39。t act on what we don39。t know We won39。t know until we search We won39。t search for what we don39。t question We don39。t question what we don39。t measure Hence, We just don39。t know 3 ? Wall, Beat Up Suppliers 4 ? Wall, Improve Processes 5 ? Wall, Improve Designs 169。 1994 Dr. Mikel J. Harry Harvesting the Fruit of Six Sigma 分享完畢～ 謝謝聆聽！ 感謝老師指導(dǎo) ! 演講完畢，謝謝觀看！