【正文】 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 50 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 51 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 52 ?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 53 Ending….. QA 54 靜夜四無鄰，荒居舊業(yè)貧。 05:22:0205:22:0205:222/4/2023 5:22:02 AM 1以我獨沈久，愧君相見頻。 05:22:0205:22:0205:22Saturday, February 4, 2023 1乍見翻疑夢，相悲各問年。 2023年 2月 4日星期六 上午 5時 22分 2秒 05:22: 1比不了得就不比，得不到的就不要。 2023年 2月 上午 5時 22分 :22February 4, 2023 1行動出成果，工作出財富。 上午 5時 22分 2秒 上午 5時 22分 05:22: 沒有失敗，只有暫時停止成功！。 05:22:0205:22:0205:222/4/2023 5:22:02 AM 1成功就是日復一日那一點點小小努力的積累。 05:22:0205:22:0205:22Saturday, February 4, 2023 1不知香積寺，數(shù)里入云峰。 2023年 2月 4日星期六 上午 5時 22分 2秒 05:22: 1楚塞三湘接，荊門九派通。 2023年 2月 上午 5時 22分 :22February 4, 2023 1少年十五二十時，步行奪得胡馬騎。 上午 5時 22分 2秒 上午 5時 22分 05:22: 楊柳散和風，青山澹吾慮。 05:22:0205:22:0205:222/4/2023 5:22:02 AM 1越是沒有本領(lǐng)的就越加自命不凡。 05:22:0205:22:0205:22Saturday, February 4, 2023 1知人者智，自知者明。 :22:0205:22:02February 4, 2023 1意志堅強的人能把世界放在手中像泥塊一樣任意揉捏。 2023年 2月 上午 5時 22分 :22February 4, 2023 1業(yè)余生活要有意義，不要越軌。 上午 5時 22分 2秒 上午 5時 22分 05:22: MOMODA POWERPOINT Lorem ipsum dolor sit amet, consectetur adipiscing elit. Fusce id urna blandit, eleifend nulla ac, fringilla purus. Nulla iaculis tempor felis ut cursus. 感謝您的下載觀看 專家告訴