sixsigma培訓(xùn)講義-wenkub.com
2025-02-15 13:44 本頁(yè)面
【正文】 Accountability for 6Sigma results is not forced either through breaking down to specific targets for line anizations or through incentives for superior 6Sigma performance167。 Adopted by all anizations and functions as the “way we do business” and consistently applied – not an option167。 6Sigma viewed as a strategic initiative, driving major cultural changes167。Is 6Sigma a means to transforming our culture or just tool?254。 Six Sigma By Daniel WuFord Lio Ho Motor Company1Outlineq Quality levelq What is Six sigma?q Why we need Six sigma?q Development and Deployment strategyq How Six sigma merges into our daily business?2OverviewFour Quality Gurusu Historically panies have focused on quality issues for customer satisfaction u Prior to six sigma there were four key quality gurus that most panies’ quality programs followedu Demingu Juranu Crosbyu Taguchi3DemingDeming taught:? Importance of understanding variation in work processes? Role of management in leading for quality? Application of statistics ? PlanDoCheckAct4Deming’s Contribution to ProfitabilityEXTERNALINTERNALCUSTOMERSATISFACTION MARKETSHAREPROFITPRODUCTIVITYQUALITYBetter products servicesImproved processesCompete with valuePRICECompete with PriceDecreased cycle timeEliminate setup timesCOSTOpportunity for profitPRODUCT QUALITYPROCESS QUALITYReduce reworkEliminate inprocess inspectionReduce scrapIncrease product lifeEliminate ining testingPlan DoCheckAct5Juran Juran taught:? Breakthrough performance? Pareto effect? Importance of management principles? Quality by design and planning6Juran’s ContributionPlanningCost of Poor Quality(Percent of operating costs)Production BeginsOriginal zone of process controlNew zone of process control020400ControlTimeImprovementLessons LearnedSporadicspike fromobservedproblemChronic Waste(an opportunityfor improvement)ControlSpecial cause variationCommon cause variation7CrosbyCrosby taught:? Customer requirement is performance standard? Quality maturity is a journey? Preventive action as basic approach8TaguchiTaguchi taught:? Cost of poor quality is loss to society as a whole? Robust quality is designed for consistent production? Design control is more important than production control9Taguchi’s ContributionLower Specification Limit Upper Specification LimitNominal ValueRegion ofCustomerComplaintsRegion ofCustomerComplaintsRegionofQuestionablePerformanceRegionofQuestionablePerformanceRegion ofSpecifiedPerformanceMeanLowerControlLimitUpperControlLimitRegion ofDesiredPerformanceCost10What Are the Limits to Improvement?2 Sigma 3 Sigma 4 Sigma 5 Sigma 6 SigmaBasic Quality ToolsStatistical ToolsDesign for Six Sigma (DFSS)Basic Tools Wall Design WallClean Sheet11Challenge in the millenniumQuestion confronting business leaders and managers:It is not: “How do we succeed?” It’s: “How do we stay successfully?”12Change“It is not the strongest that survive, nor the fittest, but thosemost able to adapt to change.”Charles DarwinThe Origin of Species “People do not resist change, people resist being changed.” Beckhard13ChallengeuResistancethe universal reaction to change.uTechnical resistanceuPolitical resistanceuOrg
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