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IntroductionofSixSigma六西格瑪介紹1Creator :LindaYeohFunction :CustomerQualityApprover :JuhaPoyryDocumentNo. :Corp-QA-C-TM-003

Version/Status :Version2.1/DraftLocation :E-officeVersion Date Modifiedby Changeofsummary1.0 17thAugust09 LindaYeoh InitialRelease2.0 28thJanuary10 LindaYeoh Bilingualandaddinslide4and62.1 21stMarch11 LindaYeoh ModificationofSlide3and4

DocumentPropertiesChangeHistory2Whatis6-Sigma?

什么是六西格瑪？Bysystematicwayofworkingwithfact-basedmanagementtoimprove通過系統(tǒng)化的事實(shí)管理工作方式來提高CustomerSatisfaction客戶滿意度Effectively=>Profitability效率=>盈利能力3WhatisSigma?

什么是西格瑪？Theterm"SixSigma"comesfromafieldofstatisticsknownasprocesscapabilitiesstudies.“六西格瑪”來自統(tǒng)計(jì)學(xué)一種被稱為過程能力分析的。Itreferredtotheabilityofmanufacturingprocessestoproduceaveryhighproportionofoutputwithinspecification.它用來衡量制造過程的能力，指多少產(chǎn)品可以在規(guī)格之內(nèi)生產(chǎn)。Processesthatoperatewith"sixsigmaquality"overtheshorttermareassumedtoproducelong-termdefectlevelsbelow3.4defectspermillionopportunities(DPMO).短期內(nèi)通過六西格瑪管理過程，可假設(shè)長期制造過程水平可達(dá)到每百萬個(gè)機(jī)會(huì)(DPMO)的3.4瑕疵以下。SixSigma'simplicitgoalistoimproveallprocessestothatlevelofqualityorbetter.六西格瑪目標(biāo)是改進(jìn)所有過程確保質(zhì)量標(biāo)準(zhǔn)達(dá)到或更好。4ProcessSigmaLevel

過程西格碼水平ProcessSigma過程西格碼DefectPerMillionOpportunities(DPMO)百萬不合格機(jī)會(huì)PercentGood合格率Competitiveness競(jìng)爭(zhēng)性2308,53869.2%366,80793.3%46,21099.4%523399.98%63.499.9997%NoncompetitiveCompanies無競(jìng)爭(zhēng)力的公司AverageCompanies一般的公司CuttingEdgeCompanies最尖端的公司5Wherearewetoday?

今天，我們?cè)谀睦铮縈ostCompanies

多數(shù)公司TwoSigma二西格碼ThreeSigma三西格碼FourSigma四西格碼FiveSigma五西格碼SixSigma六西格碼Source:QualityWorld,January2001Visionthatexcellenceperformanceispossibleandessentialtosuccess優(yōu)秀表現(xiàn)愿望的可能，成功的根本

Newparadigms,outlook,mindset新的范例，前景，思維Newskills,toolsanddata新的技能、工具和數(shù)據(jù)

QualityBreakthrough

質(zhì)量突破6QualityBreakthrough

質(zhì)量突破TimeRejectRateHistoricalLevel(0)NaturalVariationunder0

(±30)SpecialVariationOptimumLevel(1)NaturalVariationunder1(±31)7Profit利潤TotalCosttoManufactureandDeliverProducts制造與運(yùn)輸成本Profit利潤OperationalCosts操作成本CostofQuality質(zhì)量成本TostayCompetitive保持競(jìng)爭(zhēng)力OperationalCosts操作成本CostofQuality質(zhì)量成本Profit利潤OperationalCosts操作成本CostofQuality質(zhì)量成本Howtoincreaseprofits?

如何增加利潤？

WhatisCostofPoorQuality(COPQ)?

什么是劣質(zhì)質(zhì)量成本？Canyounameanyadditionalcostsofpoorquality?您能想到其他的劣質(zhì)質(zhì)量成本嗎？LostOpportunity機(jī)會(huì)失去Idletime空閑時(shí)間Rework返工Inspection檢驗(yàn)Overtime超時(shí)Defects缺陷

LostSales銷售額損失MissedCommitments定單丟失LongCycleTimes長周期ExpeditingCosts額外的費(fèi)用InaccurateReports不正確的報(bào)告TraditionalCOPQ傳統(tǒng)劣質(zhì)質(zhì)量成本(lessobvious)（無形的）(tangible有形的）EasilyIdentified,butonlythe容易確定，但只是LostCustomerLoyalty失去客戶忠誠RedundantProcesses重復(fù)過程CostofCapital資產(chǎn)成本ExcessivePlanning過度生產(chǎn)計(jì)劃TIPoftheICEBERG冰山的一角9CommonSense&Intuition常識(shí)&直覺QualityControlCircles&7BasicTools質(zhì)量管理循環(huán)&7大基礎(chǔ)工具SixSigmaApproach六西格瑪方法BuiltInDesign質(zhì)量是設(shè)計(jì)出來的HowtoreduceCostofPoorQuality(COPQ)?

如何減少劣質(zhì)質(zhì)量成本？下落的果子低垂懸的果子大塊果子處理權(quán)利甜果子基準(zhǔn)10WhatisSixSigmaApproach?

什么是六西格瑪方法？Organizational

Issue組織問題Traditional

Approach傳統(tǒng)方法SixSigmaApproach六西格瑪方法ProblemResolution問題解決方法Fixing(Symptoms)設(shè)定(癥狀)Preventing(Causes)預(yù)防(起因)

Behavior行為Reactive反應(yīng)行動(dòng)Proactive主動(dòng)Decision-Making決策制定Experience-Based基于經(jīng)驗(yàn)Data&Fact–Based數(shù)據(jù)與事實(shí)基礎(chǔ)ProcessAdjustment過程調(diào)整Tweaking糾正Controlling控制SupplierSelection供應(yīng)商選擇Cost(PiecePrice)費(fèi)用(單價(jià))

Capability&Valueadded能力&增值Planning計(jì)劃Short-Term短期Long-Term長期

Design設(shè)計(jì)Performance表現(xiàn)Manufacturability創(chuàng)造性EmployeeTraining職員培訓(xùn)IfTimePermits如果時(shí)間允許Purposeoriented目的導(dǎo)向ChainofCommand命令指揮Hierarchy層階式管理EmpoweredTeams被授權(quán)Direction方向SeatofPants環(huán)壞相扣

BenchmarkingandKPIs基準(zhǔn)和KPIs

Manpower人力

Cost費(fèi)用Valueadded增值11TheSixSigmaDMAICProcess

六西格瑪DMAIC過程DEFINE定義MEASURE測(cè)量ANALYSE分析IMPROVE改進(jìn)CONTROL控制Phases階段

IdentifyPerformanceMeasures識(shí)別需要測(cè)量的表現(xiàn)CreateProjects創(chuàng)造項(xiàng)目

EstablishDataCollectionSystem

建立數(shù)據(jù)收集系統(tǒng)UnderstandCurrentPerformance了解當(dāng)前表現(xiàn)

BrainstormPossibleCauses

頭腦風(fēng)暴可能原因

VerifyRootCauses核實(shí)起因

IdentifyImprovementSolution辨認(rèn)改善方法

ValidateEffectiveness

確認(rèn)有效率

EstablishControlSystem建立控制系統(tǒng)

ShareLessonsLearned共享經(jīng)驗(yàn)學(xué)習(xí)KeyActivities主要活動(dòng)Responsibility責(zé)任Champion冠軍BlackBelt黑帶Green

Belt綠帶12Define定義TheDefinephasesetsthestageforasuccessfulSixSigmaprojectbyaddressingthefollowingquestions:定義階段是一個(gè)六西格瑪項(xiàng)目成功的準(zhǔn)備條件，它可通過提出以下問題：

Whatistheproblemofourfocus?什么是我們的問題關(guān)注點(diǎn)？What’sourgoal?Andbywhen?什么是我們的目標(biāo)？幾時(shí)完成？Who’sthecustomerimpacted?那些客戶會(huì)被影響？WhataretheCTX’sin-concern?什么對(duì)“x”參量重要？What’stheprocessunderinvestigation?什么過程需要調(diào)查？13Operation1操作1X1X2X3Operation2操作2X4X5X6Inspection檢查Y...ProjectScope項(xiàng)目范圍Measure測(cè)量14X1AllPossibleX’s所有可能的X'sProbableX’s可能的X'sBoxplotAnalysisBoxplot分析CapabilityAnalysis能力分析

X2X3X4X5X6X1X5Analysis分析15DesignofExperiments實(shí)驗(yàn)設(shè)計(jì)62221814FactorG4160180200220240Response140FactorEImprovement改進(jìn)

1-1

1

1

1-1-1225215205195185175165155145BMeanCenterpoint-1235AInteractionPlotforResponse16EliminateX’s.消滅X‘s參數(shù)AutomateX’s.自動(dòng)化X's參數(shù)ControlX’s.控制X's參數(shù)

1-110987656sigmaSpecificationRangeofYRealisticToleranceonXControl控制Before之前·EWMA

Chart

for

LengthX=600.1UCL=601.2LCL=598.9100500601.5600.5599.5598.5Sample

NumberEWMAEWMA

Chart

for

LengthX=600.1UCL=601.2LCL=598.9After之后17RolesandResponsibilities

角色和職責(zé)

Executivemanagementshould:管理層應(yīng)該Setmeaningfulgoalsandobjectivesforthecorporation.為企業(yè)提供有意義目標(biāo)和宗旨Drivetheimplementationofsixsigmathroughpublicsupport.公開支持實(shí)施六西格瑪Championsshould:冠軍應(yīng)該SelectBlackBeltprojectsconsistentwithcorporategoalsandobjectives.選擇黑帶項(xiàng)目需要與公司目標(biāo)和宗旨一致。Drivetheimplementationofsixsigmaviaofferingsupportandeliminatingbarriers.為六西格瑪?shù)膶?shí)施提供支持和消滅障礙。18RolesandResponsibilities

角色和職責(zé)

MasterBlackBeltsshould:黑帶大師應(yīng)該Deliverhigh-impactcross-facilitypro