sixsigma培訓(xùn)講義(參考版)
2025-02-19 13:44本頁面
【正文】 6Sigma seen as primarily as a tool and not yet as a “way of doing business”O(jiān)bserved PracticeTop leadership needs clearly and openly confirm its strategic intent53謝謝觀看 /歡迎下載BY FAITH I MEAN A VISION OF GOOD ONE CHERISHES AND THE ENTHUSIASM THAT PUSHES ONE TO SEEK ITS FULFILLMENT REGARDLESS OF OBSTACLES. BY FAITH I BY FAITH。 Adoption based on interest of individual line managers – implies there is a choice to do it or not167。 Standard problem solving approaches and fact/data driven business decisions – like a disciplined financial operating systemBest Practice167。 Rewards and incentives are tied directly to 6Sigma bottom line results 167。 Consistent view across management167。Does the data driven stepbystep process show up in the way we address most issues and discussions?Required Mgt. Confirmation167。Do we want to use 6Sigma in the same disciplined manner as we use our financial operating system?254。Is 6Sigma a strategic process for your business or is it just one of several?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
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