【正文】 工作計劃 , 並將之與管理層級聯(lián)接 ?開發(fā)衡量與管制系統(tǒng) (如 , 資 料蒐集計劃 /流程管制表等 ) ?開發(fā) BB/帶動專案小組成功 / 提供流程改善與統(tǒng)計技巧的 專長 ?亦可能被指派加入流程管理 小組 專 長 職 責(zé) 敘 述 選擇核心專案小組成員訣竅 (core team) *理想人數(shù) : 5~7人 *訓(xùn)練展開之前先選定小組成員與黑帶 , 再讓這些人一起受訓(xùn) *取得各階主管支持的承諾 *流程盟主最好來自事業(yè)部流程改造委員會 , 以利溝通與學(xué)習(xí) *專案執(zhí)行期間 ,專案小組成員花在專案的時間可至每週 20小時 每週小組會議為 4 ~ 6 小時 每週改善專案為 10 ~ 16 小時 *改善專案包括延伸小組成員 , 包括事業(yè)部財務(wù)代表與其他重 要資 源 gS i x S i g m aPro j ect Su p p o rt /T rai n i n gFu n ct i o n alC o m m i t m en tW i t h A ct i o n 44222415D a vi d C ha n ( M B B )F or ni a F ungS i x S i gm a A dm i ni s t r a t orA l a n L e ung ( S a l e s )E ddy W u ( M a r ke t i ng)F L ’s G B ’ s P r o c e s s B B ’ sG e or ge H ua ng( H K / T a i w a n)A da m S he n ( N or t h P R C ) 1/ 2A da m J i n ( S out h P R C )G ro w thM i m i Y i ng ( H K )O pe n ( N ans ha )O pe n ( Shanghai )G a r y W ongP e t e r C ha n Sup pl yC ha i nP o l y m e rl a ndK e vi n L i uM i c ha e l Y a ng( T C O )N a n s haT C OS t one S hiD undy C he nM i c ha e l Y a ng( S t a bl e O p / S e r vi c e )N a n s haSta bl eO p/ Ser v i ce G e or ge S hi ( S ha ngha iP r oj e c t )Sha ng ha iP ro jectD a vi d C ha nA da m S he n 1/ 2E C o m m J a s on C he ung N or m a n Y a u ( E C om )E H S 1F i n a n c e 13H R 4I M O 4G B ’ s 22G . C O r g a n i z a t i o n C h a r tSubProcess Owners Process Owner Process Team MBB Process Champion Members BB (GB) Improvement Team MBB Process Management Teams Improvement/Design Projects BU 6Sigma Council Process Management System Organization Process Roles Responsibilities Measurement Process Review Linking Leveraging Process Champion 35 6 個 Sigma 管理 ( 6 Program) 理念 : 品質(zhì)是由企業(yè)文化改變出來的 策略 : 創(chuàng)新 (Innovation)/突破 (Breakthrough)/組織運作 /衡量 (measures) 例 :流程簡化 (Simplification) 重點 : 企業(yè)文化塑造 /大量資源投入改造 /有效量化執(zhí)行成果 (KPIs $ ) ? 基本統(tǒng)計分析工具 常態(tài)分配 (Normal Distribution) 變異數(shù)與標(biāo)準(zhǔn)差 (Variance Sigma) 特性要因圖 (Cause and Effect Diagrams) 品質(zhì)機能展開 (QFD) 量測系統(tǒng)分析 (Gauge R R) 實驗計畫 (DOE) 變異數(shù)分析 (ANOVA) 相關(guān)與回歸分析 (Correlation Regression) 管制圖 (Control Chart) 電腦應(yīng)用程式 (Computer software) 常態(tài)分配 (Normal Distribution) 標(biāo)準(zhǔn)差 一群觀察值與平均數(shù)之差，稱為離均差，各離均差之平方的平均數(shù)（即變異數(shù)）再予開方所得即為標(biāo)準(zhǔn)差。 Z T Target 0 A 3? Process Problem Solving Approach Center Process Reduce Spread X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X OffTarget Unpredictable OnTarget 6? Helps us Identify and Reduce VARIATION due to: Insufficient Process Capability Unstable Parts Materials Inadequate Design Margin Define What do we want to know ? What is our problem ? What is our defect ? Practical Problem ? Project CTQ’s ? Solid Y, Spec Definition, and Defect Definition ? Building a Justifiable Business Case ? Approved Charter (R0) What did we learn ………Do we have a viable project ? 特性要因圖 The % Variation Due to the Measurement Method GAGE R R GAGE: The instrument used for making Measurements that we want to validate. REPEATABILITY: Does the same operator get the same results When measuring the same part several times? REPRODUCIBILITY: Do different operators get the same results when measuring the same part several times? CAUTION: A Calibration Sticker does not imply that Gage RR is acceptable! Measure What do we want to know ? Statistical Problem ? Project Y, Spec Definition, and Defect Definition ? Gage RR on Y Data ? Process Map ? L1 to Show Z Values with Link to Financials ? Rationalization for Focused Y ? Descriptive Statistics for Focused Y What did we learn ………Mean problem ? Variance ? Both ? 時 間 GOOD BAD 3 Sigma 6 Sigma Breakthrough Improvement SixSigma 突破 表現(xiàn) 如果我們充份瞭解與掌握 X, 為何我們要持續(xù)測試與檢驗 Y? ? Y ? 相依 (Dependent) ? 輸出 (Output) ? 結(jié)果 (Effect) ? 不良結(jié)果 (Symptom) ? 監(jiān)測 (Monitor) ? X1 . . . Xn ? 互相獨立 (Independent) ? 輸入 (InputProcess) ? 原因 (Cause) ? 問題 (Problem) ? 控制 (Control) 為了獲得好的結(jié)果 , 我們是否要專注於 Y 或 X 的行為 ? f (X) Y= 專注於 X 而非 Y Six Sigma焦點 CTQ’s(成本 , 品質(zhì) , 交期 , 顧客滿意度 ) 每單位缺點數(shù) 複雜度 DPPM Rolled Thruput Yield SixSigma 分?jǐn)?shù) 流程底限 (Baseline) 流程標(biāo)竿 (Benchmarking) KPOV’s KPIV’s 偏移與漂移 (Shift Drift) SixSigma衡量指標(biāo) 現(xiàn)有衡量指標(biāo) 良率 RMA數(shù)量 返修數(shù)量 顧客抱怨數(shù) ? ? ? ? Leadership Must Ask the Right Questions What Gets Measured Gets Managed SixSigma 衡量指標(biāo) (Metrics) SixSigma 衡量指標(biāo) 定 義 ? CTQ’s: – 重要顧客滿意參數(shù) . 通常包括 品質(zhì) ,成本 ,交期等 . ? KPOV’s: – 關(guān)鍵流程輸出變數(shù) (Key Process Output Variables). 流程中由 KPIV’s反應(yīng)矯正措施之結(jié)果 ? KPIV’s: – 關(guān)鍵流程輸入變數(shù) (Key Process Input Variables). 直接與其他 KPIV’s相關(guān) , 影響改變流程輸出之變數(shù) Changing Focus From Output to Process Y Dependent Output Effect Symptom Monitor X1. . . XN Independent InputProcess Cause Problem Control Identifying and Fixing Root Causes Will Help us Obtain the Desired Output f (X) Y = Some Basic 6?Related Tools Scatter Diagram Over Slept Car Would Not Start Weather Family Problems Other Pareto Diagram Frequency of Occurrence Reasons for Being Late for Work Arrival Time at Work Time Alarm Went Off Analyze What do we wan