THE“SIX SIGMA “六西格玛
PHENOMENA”- OLD OR NEW 新老现象”- - - - - -
PERCEPTION OF QUALITY ? 感知的质量呢?
Overview 概述
Even if using Total Quality Management (TQM) as the main quality program represents a
prevalent fact in nowadays industry, many companies are extending this kind of initiatives to
incorporate strategic and financial issues .Among these initiatives, one such methodology is
known as SIX Sigma, which originated from the Motorola Corporation .
即使运用全面质量管理(TQM)为主要质量计划代表了在当今行业普遍存在的事实,许多公司
都在扩展的举措将这种战略和财务问题。在这些行动,这样一个方法被称为 6σ,源自于摩托罗
拉公司。
The concept was created by Motorola Inc .in the 1980s and was initiated by the
engineers'conclusion , which stated that new products , often failing to meet customer
expectations , could be produced error-free from the very beginning .When it was presented , this
represented a radical idea during the activities of manufacturing in the organization : measuring
customer requirements and performance against these targets during production , rather than after
a product's completion .
这个概念是由摩托罗拉公司。在 1980 年代,工程师'conclusion 发起的,这表示,新产品,往往未
能满足顾客期望,能产生无从头开始。当提出,这代表一个过激的想法,在制造业的活动组织:测
量客户要求和性能对这些目标,在生产中而不是在一个产品的完成
According to Tom McCarty , director of SIX Sigma business improvements at Motorola
University in Schaumburg Ⅲ., SIX Sigma differs substantially from quality initiatives that were
prominent in the’70s and’80s , such as continuous improvement and total quality management .
据汤姆雍琦、主任摩托罗拉六西格玛业务改进大学Ⅲ声明。,六西格玛与措施,明显与质量很
突出在 70 年代和 80 年代,如持续改进和全面质量管理。
The new approach involves controlling , measuring and improving the capability of processes in
order to“build”products or services free of any kind of defects .Although technically SIX Sigma
means a product defect rate of 3 .4parts per million ( Sigma is a Greek term for variation) , the
introduction of a SIX Sigma quality program means much more than just measuring failure
rates .The implementation of SIX Sigma includes introducing and incorporating a wide range of
tools and methodologies into an organization in order to improve performance and, as an ultimate
purpose , significantly improve profits . In the last years, the successes attributed to SIX Sigma
were facilitated by the recent and increasing availability of electronic technologies such as
automatic process monitoring, accessibility to large databases and rapid transfer of information .
这种新方法涉及控制、测量和提高能力的过程以“营造”的产品或服务免费的任何的缺陷。尽
管严格产品缺陷的六西格玛是指率 3 种。四分之(西格玛是希腊的一个术语,变异),引进了六
西格玛质量程序远远超过仅仅测量的失败率。实施六西格玛包括引进并包含广泛的工具和方
法成为一个组织为了改善性能,作为一个终极目的,大大提升利润。近几年来,成功归因于六西
格玛是得益于最近日益盛行的电子技术,如自动过程监控、可用性和快速传递大型数据库的
信息。
Introduction 介绍
For many years , the Greek letter Sigma (Σ) has been the universally accepted symbol for
standard deviation ( ISO3534 ( 1977 ) , BS5532 ( 1978 ) ) .Standard deviation is a measure of
dispersion , variation or spread . But , leaving the mathematical field , to employees of Motorola,
General Electric , Honeywell, Bombardier , Black and Decker , ABB , Polaroid and many other
companies , SIX Sigma is a company-wide transformation that has helped them and brought them,
for a few years already , the success .
多年来,希腊字母σ(Σ)已经被公认为标准偏差象征(ISO3534(1977),BS5532(1978)。标准差衡量
色散、变异或扩散。但是,离开数学领域,给员工为摩托罗拉、通用电气、霍尼韦尔、庞巴迪、
黑色和德克,ABB、宝丽莱和许多其他公司,六西格玛是一个公司范围的转变,已经帮助了他们,
把他们,因为几年了,其成功的关键所在。
The companies listed above can be referred to as“the SIX Sigma companies”.Many other
organizations have adopted a SIX Sigma approach, but these particular companies have publicized
their success and have publicly emphasized the part played by SIX Sigma in the achievement of
this success . None more so than General Electric, as its Annual Report for 1998 states very
clearly:
上面列出的公司可以称为“六西格玛公司”。许多其他组织采取了六西格玛的方法,但这些特
定公司宣传他们的成功和已公开强调六西格码中所起的作用,取得这一成功。没人比得上通
用电气公司,为其 1998 年的年度报告州很清楚:
“. . .we plunged into SIX Sigma with a company-consuming vengeance just over three years
ago .We have invested more than a billion dollars in the effort, and the financial returns have now
entered the exponential phase-more than three quarters of a billion dollars saving beyond our
investment in 1998 ,with a billion and a half in sight for 1999 .”
我们陷入了六西格玛与复仇 company-consuming 超过三年前做出的。我们已投资超过十亿美
元的努力,和财务回报指数 phase-more 迈入比三个季度储蓄远远超出了我们的投资美元在
1998 年,与十亿零一个一半在眼前为 1999。
General Electric is perhaps best known for its manufacturing divisions , but SIX Sigma has been
very successfully applied in General Electric Capital, which yielded a substantial proportion of
General Electric profit in 1998 .
通用电气最著名的大概就是它的制造部门,但六西格玛一直很成功地应用于通用电气资本,取
得了相当比例的通用电气在 1998 年的盈利。
Concluding , it can be mentioned that SIX Sigma can be implemented in a non-manufacturing
environment .Furthermore, it can be successful in many countries .Several of the SIX Sigma
companies are truly global .They have implemented SIX Sigma throughout the company, not just
in their home country, as Black and Decker clarify in their Annual Report for 1999 :
结论,它可以提到六西格玛可以实现在一个非制造业的环境。此外,它可以成功在许多国家使
用。几个六西格玛公司真正的全球。他们已经实施了六西格玛在全公司范围内,而不只是在
自己的国家,黑色与德克澄清在他们 1999 年的年度报告。
“Having begun , in late 1998 , to coordinate SIX Sigma strategies and measurements on a
worldwide basis , our experience clearly shows that the potential benefits are enormous in terms of
productivity improvement, product quality, customer satisfaction , more efficient capital spending,
and overall corporate profitability . . .Savings attributable to SIX Sigma were more than＄30
million in 1999, and we expect to generate twice that amount in 2000 as we intensify our efforts .
“有开始,在 1998 年末,六西格玛策略和协调在测量一个世界性的,我们的经验清楚地显示出
其潜在的利益是巨大的从生产力的提高、产品质量、顾客满意度、更有效的资本支出,以及
整体企业盈利。储蓄归因于六西格玛已经超过了 3000 万美元,而在 1999 年,我们期望产出这
个数字的两倍于 2000 年,是我们加强我们的努力。
”SIX Sigma is reputed to have originated in Motorola in 1987 and been taken up by Allied Signal
in 1991 .The merger of Allied Signal and Honeywell was described in the New York Times (8
June 1999) as“A merger made in heaven”, for it brought together the SIX Sigma approach of the
former and the Baldridge winning approach of the latter . The Honeywell Annual Report for1999
states:
六西格玛是被认为是在摩托罗拉在 1987 年和年信号受到了盟军在 1991 年。联通信号的合并
和霍尼韦尔描述了《纽约时报》(1999 年 6 月 8 日)为“合并天造地设的”,因为它聚集了 6 西
格玛方法前和 Baldridge 胜利的方式后者。霍尼韦尔的年度报告 for1999 状态:
“We're blending the best of each company's total quality approach by adding elements of the
Malcolm Baldridge assessment process to our proven SIX Sigma tool kit .This refreshed approach
to total quality is called SIX Sigma Plus .We're exited about the potential for expanding the SIX
Sigma Plus tools in the sales , marketing and service processes .Our experience shows that the
average savings for a service project is about double that of a manufacturing project .”
我们将最好的每个公司的总质量的方法通过添加元素的评估过程 Baldridge 马尔科姆证实六
西格玛的工具箱。这清新的办法,共 6 西格玛质量称为优先。我们退出关于可能扩大六西格
玛加上工具,在销售、营销和服务流程。我们的经验表明,平均节省服务项目是一个制造项目
的两倍
It can be concluded that SIX Sigma has delivered , in a small number of large companies ,
benefits that present high interest to managers and to share-holders .Thus , anybody should not be
surprised to find that many other companies are showing interest in this approach .They wish to
know“what is SIX Sig-ma ?”“What is a SIX Sigma black Belt ?”“What is SIX Sigma
culture ?”and“Why is SIX Sigma so successful ?”
因此可以得出结论六西格玛救了,在一个小数量的大公司,福利,目前,高利息的管理者和股东。
因此,任何人都不应感到惊讶地发现许多其他公司正在表现出兴趣,这个方法。他们想知道的
是六 Sig-ma“吗?“什么是六西格玛黑带吗?“六西格玛文化是什么?”和“为什么六西格玛取得如
此大的成功的?”
What is SIX Sigma? 六西格玛是什么?
“SIX Sigma is an information-driven methodology for reducing waste, in-creasing customer
satisfaction and improving processes , with a focus on financially measurable results .”
“六西格玛是一种应对方法,减少浪费,in-creasing 客户满意度和改进过程,着重于财务可以度
量的结果。”
This definition of SIX Sigma is taken from a sales brochure published by Minitab Inc, who
produces and distributes the well known statistical analysis software that is used by many of the
companies listed above.
这个定义六希格玛的销售手册是取自公布 Minitab 股份有限公司生产和销售广为人知的统
计分析软件,用于许多公司上列。
An alternative definition , which was used in Motorola , offers a rather different perspective :
另一种定义方式,指的是通过在摩托罗拉,提供一个截然不同的观点:
“SIX Sigma is a business philosophy of driving behavior by making an organization's values
explicit in its compensation system and a business strategy of cutting costs and boosting customer
satisfaction .”
“六西格玛是一种经营理念的驾驶行为让一个组织的价值观显示的补偿系统和商业战略的降
低成本,提高客户满意度。”
One of the founders of SIX Sigma , within Motorola ,was Mikel Harry .His opinions are widely
sought .Also , the“SIX Sigma Breakthrough Strategy”is de-fined as:
一个六西格码的创始人之一,在摩托罗拉,米克尔哈利。他的意见是普遍追求的目标。同时,“六
西格玛突破策略”为 de-fined 为:
“. . .a disciplined method of using extremely rigorous data gathering and statistical analysis to
pinpoint sources of errors and ways of eliminating them .”
“。一个训练有素的综合利用方法非常严格的数据采集、数据分析来找出错误的来源和方法
消除他们。
Each of the three definitions focuses on important aspects of SIX Sigma, but none of them is
complete. Perhaps it is not possible to define SIX Sigma in one simple sentence and it would be
easier to define SIX Sigma by describing the characteristics that are shared by the companies in
which it has succeeded .One of these common characteristics is a widespread focus on processes
and the existence of a company-wide language for describing the capability of processes.
每三个定义着重六希格玛的重要方面,但是他们都不完整。也许是不可能的在一个定义六西
格玛简单的句子,就更容易定义六西格码的特点,描述了专有权由公司在它成功了。其中的一
个共同特点是一种普遍的关注过程和存在一种全公司范围内的语言。它是用于描述能力的过
程。
SIX Sigma is an important structured program for improving business processes and, as many
voices pretend, it represents the latest“incarnation”of the quality movement .The program,
grounded in efforts to improve manufacturing quality during the 1980s , brings the methods and
analytic tools of engineers to bear on the questions , what is really important for customers ? And
where will changes to work processes must improve these points?
六西格玛是一种重要的结构改进业务流程和程序,因为许多声音伪装,它代表了最新的“化身”
的质量运动。程序、脚踏实地,努力提高生产质量,在 1980 年代,带来的方法和分析工具的工
程师来承担问题,什么是真正重要的客户?在工作过程中必须改进改变这些点?
The basic idea behind the SIX Sigma philosophy is to continuously reduce product and process
variation.
背后所反映的基本思想六西格玛哲学是不断减少产品和工艺的变化。
Therefore an important part of SIX Sigma work is to define and measure variation with the intent
of discovering its causes and to develop efficient operational means to control and reduce the
variation .The expected outcomes of SIX Sigma efforts are:
·faster and more robust product development ,
·more efficient and capable manufacturing processes ,
·more confident overall business performance .
因此,六西格玛工作的重要组成部分是定义和测量变化的意图,发现其成因和形成有效的
操作手段来控制和降低的变化。预期的六希格玛的努力是:
•更快、更强的产品发展,
更有效率和有能力•制造过程中,
•更加自信的整体商业表现。
In order to reduce the variation to a very low level, the first step is to“design for
productibility”.This means that designers configure a product in such a manner that its
performance is“shielded” against variation .By doing this , the organization can be sure that its
products will consistently perform to the specified levels as so all of the product will be on target
with minimum differences between units of product .
为了降低到很低的水平变化,第一步就是要“设计为 productibility”。这意味着设计师配置产品,
以这样的方式,其性能是“屏蔽”反对变化。通过这样做,组织可以确保其产品将始终如一地执
行指定的水平,所以所有的产品将瞄准的单位与最低的区别产品。
The next step is to find out, control and eventually eliminate all main causes of variation in the
manufacturing processes involved in both the supplied parts and the final assembly. This is done
using statistical process control and other tools including
1 . computer simulation;
2 . short cycle manufacturing ;
3 . part standardization and supplier qualification ;
4 . supplier statistical process control ;
5 . participative management practices;
6 . design of experiments , measurement system analysis;
7 . failure mode and effect analysis .
下一步是找出、控制并最终消除所有的主要原因的变异,都在制造过程和最终装配零部件
供应商。这是需要使用统计过程控制及其他工具,包括
1。计算机仿真;
2。生命周期短的制造;
3。部分标准化和供应商资格;
4。供应商统计过程控制;
5。参与式管理的实践;
6。实验设计、测量系统分析;
7。故障模式及影响分析。
With this basement already built, it can be considered that SIX Sigma methodology breaks down
into 12 steps:
Measure
1 . Select the characteristic Critical-To-Quality( CTQ)
2 . Define performance standards
3 . Validate measurement system
Analyze
4 . Establish product capability
5 . Define performance objectives
6 . Identify variation sources
Improve
7 . Screen potential causes
8 . Discover variable relationship
9 . Establish operating tolerances
Control
10 . Validate measurement system
11 . Determine process capability
12 . Implement process controls
这个地下室已建成,它不能认为六西格玛方法论分解成 12 步骤:
测量
1。选择的特点 Critical-To-Quality(概念不同)
2。定义绩效标准
3。验证测量系统
分析
4。建立产品的能力
5。定义绩效目标
6。识别变异来源
提高
7。屏幕潜在原因
8。发现变量关系
9。建立操作公差
控制
10。验证测量系统
11 分。确定过程能力
12。实施的过程控制
The SIX Sigma companies are concerned with the reduction of variation and with the reduction of
defective products and services .However , they often focus on“defects per million
opportunities”or DPMO as metric , and their performance standards are:
1 . A 3 Sigma process produces less than 66 810 DPMO .
2 . A 4 Sigma process produces less than 6 210 DPMO .
3 . A 5 Sigma process produces less than 233 DPMO .
4 . A 6 Sigma process produces less than 3 .4 DPMO .
六西格玛企业担忧的降低,减少的变化和有缺陷的产品和服务。然而,他们经常集中在“缺陷每
百万机会”或 DPMO 公制、和他们的性能标准是:
1。一个 3σ过程产生不到 66 DPMO。
2。4σ过程可以产生 210 DPMO 少于 6。
3。5σ过程产生少于 233 DPMO。
4。6 西格玛过程产生小于 3。4 DPMO。
But, as a Polaroid executive pointed out , SIX Sigma practitioners do not simply focus on defects ,
they concentrate on improvement of the processes that produce the defects .
This focus demonstrates the amount of change required and the kind of improvement in quality
that has to be achieved by firms .
但是,作为一个宝丽来执行指出,六西格玛从业者不仅仅专注于缺陷,他们只专注在改进过程
产生的缺陷。
这将改变了要求的数量和类型的提升品质,达到公司。
SIX SIGMA implementation strategies
There are three general strategies of SIX Sigma deployment:
1 .SIX Sigma organization ;
2 .SIX Sigma engineering organization ;
3 .Strategically selected projects and individuals .
In Table 8-1 the main aspects of each of these strategies are outlined , and comparisons are made
in the areas of the kind of personnel trained , typical course content as well as strengths and
weaknesses of each strategy .
六西格玛实施策略
有三个一般部署六希格玛的策略:
1。六西格玛组织;
2。六西格玛工程组织;
3。选定的项目战略和个人。
在表 8 - 1 的重点概述了每一个这样的策略,并比较在该地区的那种人员培训、教学内容
以及典型的长处和弱点每种策略。
The first strategy ,“SIX Sigma organization”uses a methodology of training all individuals , in all
areas , in the fundamental concepts and tools involved in the application of SIX Sigma .
Using this method , a high level of awareness can be created throughout an organization , and a
common language and problem-solving approach adopted .
第一个策略,“六西格玛组织”使用一个方法论训练所有人,在各个领域,在基本概念和工
具所涉及六希格玛的应用。
用这种方法,一个高水平的意识可以在整个组织中被创造,共同的语言和解决问题的方法
采用。
The“SIX Sigma engineering organization”strategy focuses on training and development within
the design and manufacturing engineering departments of the firm .In this case, resources are more
focused and there is an emphasis on project applications .
“六西格玛工程组织”的战略重点培训和发展在设计与制造工程等相关部门的公司。在这种情
况下,资源是更加集中,有重点放在项目的应用。
The third category ,“Strategic selection”, refers to the development of strategically-selected
employees .“These individuals are assigned complex projects identified by needs and objectives
critical to the site or organization”.Here there is a great amount of flexibility in training in
comparison to the previous two approaches .Training is provided as required by the very strong
project focus .
第三类、“战略选择”,是指 strategically-selected 员工的发展。“这些人被指定的复杂项目的需
要和目标的关键地点或组织”。这里有大量的灵活性训练之前的两种方法进行比较。提供培
训要求很强的工程领域关注的焦点。
As with other quality programs such as TQM, defining SIX Sigma varies between organizations .
For some firms , implementing SIX Sigma means solely using the specific problem-solving stages
involved ; others use one or more of the strategies out-lined in Table 8-1 , while other companies
may have different ways of deploying SIX Sigma concepts and tools .
就像其他的是高质量的程序如全面品质管理的制程,确定了六西格玛也不同的组织。
对一些公司、实施六西格玛方法的具体解决问题仅选用阶段有关;另一些人用一个或多
个策略在 out-lined 表 8 - 1,而其他公司可能会有不同的方式,部署六希格玛的概念和工具。
Following the examination of how different companies approach SIX Sigma implementation it
will attempt to categorize the companies in one or other of the above categories .In order to set the
discussions of the companies in context it will be first examined what is meant in general by “SIX
Sigma Black Belt”
东莞市考试方法如何不同的公司六西格玛实施它将尝试在一个公司进行分类或其他类别。为
了把讨论的公司就会先检查语境含义是什么在一般由“六西格玛黑带”
Black Belts (Master Black Belts and Green Belts)
Perhaps the most striking feature of the SIX Sigma companies is that they have among their
employees a high profile group known as Black Belts(Most of the companies also have Master
Black Belts and Green Belts ) .
The term SIX Sigma Black Belt was first introduced by the Motorola Corporation to describe
employees who are trained and experienced in applying statistical techniques to business
processes and procedures so that they can make major positive contributions to the bottom line .
黑色皮带(主的黑色皮带和绿地)
也许最显著的特点是,他们 6σ公司之中有很高的知名度集团员工被称为黑色带(大多数
公司也有主人的黑色皮带和绿地)。
译文:六西格玛黑带这个术语首先介绍了描述由摩托罗拉公司员工的培训经验,运用统计
方法应用于业务流程和程序,以便他们能做出主要的积极贡献的底线。
A Black Belt devotes much , if not all, of his her time to the important task of leading process
improvement projects .
Black Belts are high potential employees who have received extensive training in statistics ,
interpersonal skills , problem solving, project management, etc .
大部分时间都致力于一个黑色皮带,如果不是全部,他的时间的重要任务的过程改进项目领
导。
黑腰带是高潜力得到了广泛的培训的人员统计中,人际交往能力、解决问题的能力、项
目管理等。
Black Belt trained employees are used to assist in measuring how well their present business
strategies are meeting company objectives , as well as developing strategies to reduce costs , cycle
times and defects while increasing profitability and competitive advantage .
黑带训练员工是用于辅助测量其商业策略是目前达到公司的目标,并制定策略来降低成本,周
期时间和缺陷,提高盈利能力和竞争优势。
Typically , the Black Belt training has duration of four weeks: it may consist of 2 two-week
courses , or 4 one-week courses , or a succession of shorter courses .In many cases , the Black Belt
does not become qualified until he she has completed the training and also led one or two projects
to a successful conclusion .
典型地,黑带训练持续 4 周:它可以由 2 为期两周的课程,或者 4 为期一周的课程或一个接一
个较短的课程。在许多情况下,黑带不成为合格,直到他她已经完成了训练和也引发了一个或
两个项目,一个成功的结论。
Training to become a Black Belt includes a rigorous learning schedule of different statistical
techniques , as well as the practice of applying these tools in real-life business situations .
训练成为一个黑色皮带包括一个严谨的学术计划不同的统计技术,以及实践在现实生活中运
用这些工具商业管理硕士学位。
Allied to these criteria , before being awarded Black Belt status , the per-son must demonstrate
problem-solving, project management and team leadership skills .The systematic training
approach followed typically involves the five( sometimes only the last four are mentioned)
problem-solving steps of: define, measure, analyze , improve and control .
盟军对这些标准,在获得黑带的现状,提出了解决问题的人必须证明,项目管理及团队领导能
力。系统的训练方法,遵循一般包括五个(有时只有最后的四个是提到)解决问题的步骤:定义/
测量/分析,改善和控制。
Black Belts use the five-step approach to instigate cost-saving projects as follows:
1 .definition of problem .
2 .measurement of characteristics that are critical-to-quality ( CTQ ) .
3 .analysis using benchmarking and gap studies .
4 .improvement .
5 .control .
黑色皮带使用五步方法节约成本的项目挑起如下:
1。定义的问题。
2。测量的特点,critical-to-quality(概念不同)。
3。基准和差距进行分析研究。
4。改进。
5。控制。
As with the introduction of TQM and other projects involving major change, the way in which
SIX Sigma Black Belts are trained and utilized has important repercussions for the success or
otherwise of the initiative .
通过引入 TQM 作为和其他一些项目涉及重大变化,六西格玛黑带具有重要的影响,利用训练
成功或伪装的主动权。
Black Belt projects often last for four to eight months , with each Black Belt having two or more
projects running in parallel . Many Black Belts appear to enjoy high job satisfaction and high
status within their company . But it does not last forever . It may well be company policy that a
certified Black Belt should move on after two years . A small number would become Master
Black Belts , but many would return to line management with enhanced prospects of promotion .
黑带项目通常持续四到八个月,与每一个黑带具有两个或两个以上的项目在平行运行。许多
的黑色皮带似乎享有较高的工作满意度和很高的地位在他们的公司。但这并不会天长地久。
它很可能是公司的政策,注册黑带应继续持续两年。一个小的比例将会成为主人的黑色皮带,
但许多人会回线管理提高晋升的前景。
Consequently , the most noticeable features of the SIX Sigma companies are the company-wide
discussion of process capability and the existence of Black Belts who are charged with the
responsibility for improving the processes .If these were the only characteristics shared by these
successful companies , anybody would wonder if SIX Sigma was the root cause of this success .
However, a closer examination of the less visible features reveals , in every case , a company
culture that strongly supports the work of the Black Belts and their MANAGEMENT
ENGLISH149 project team members .
因此,最显著的特徵的六西格玛公司公司讨论的过程能力的存在而被指控的黑色皮带的人有
责任为提高过程。如果这些是唯一的共享这些特点很成功的公司,每个人都想知道六西格玛
是成功的根本原因。然而,仔细检查显示不太明显的特征,在任何情况下,强烈支持的企业文化
工作的黑色皮带和管理 ENGLISH149 项目团队成员。
The SIX Sigma culture
An important feature of the SIX Sigma culture is the existence of what could best be described as
management by fact . This is clearly apparent in the way that Black Belt projects are managed and
progress is reported .
6 西格玛文化
一个重要的特点是存在六西格玛文化什么最能被描述为管理的事实。这很明显是明显的
道路工程管理与黑腰带进展报告。
Typically, the performance of the process at the start of the project is recorded in a run chart or a
control chart . Additional lines on this chart show the target for the project and a world class
benchmark . As the project progresses , further points are plotted . At the completion of the
project , the improvement is clear . The charts are prominently displayed alongside other diagrams
and a clear explanation of what is being measured and how the chosen improvement actions were
arrived at .Managers have been trained to expect, indeed demand, this style of
reporting .Furthermore, managers themselves are expected to present data as charts .There is
evidence of a readily accepted self-discipline in this style of communication , a discipline that
often surprises visitors and alarms suppliers .
一般来说,性能的过程在项目的一开始被记录在一次运行图或一个控制图。另外的线条在这
个图表显示的目标,项目和一个世界级的基准。随着项目的进展,进一步点的构想。在这个项
目的完成,改进是清楚的。这个图表是兰博和其他图表和清晰的解释是什么以及如何提高测
量选择行为是相悖的。经理被训练去期待,确实需求,这种风格的报告。此外,经理人本身都应
展现数据图表。有证据显示在一个很乐意地接受了自律这种风格的交流,一个纪律和告警惊
喜游客经常供应商。
Consequently, in some of the SIX Sigma companies , the performance appraisal system is
designed to encourage the commitment of middle management to the success of Black Belt
projects .However , the company will benefit from this only if the objectives of middle
management are aligned with the vision , values and objectives of the company .It is not surprising
to find , therefore, that the senior management team have established a clear sense of direction
through-out the company, by publishing a meaningful vision and values , then deploying these to
create objectives at all levels that are specific, meaningful , agreed, realistic and time based .
因此,在一些六希格玛公司,绩效考核制度是为了鼓励中层管理者的承诺的成功项目配黑色的
皮带。不过,该公司将受益于这只有在目标相一致的中层管理与愿景,价值观和目标的公司。
这并不令人惊讶发现,因此,他的高级管理团队已经确立了明确的方向感,公司通过发行一个
有意义的视觉和价值,然后部署这些各级创造目标特定的、有意义的、同意、求实、基于时
间
To conclude , SIX Sigma is best described by listing the characteristics that are common to the
companies that have attributed their success , at least in part , to having adopted a SIX Sigma
management strategy .These essential elements are :
综上所述,六西格玛是最好的描述的特征是常见的上市的公司,他们的成功归因于,至少在某
种程度上,由于采用了六西格玛管理策略。这些基本要素是:
·A focus on processes and , therefore, a focus on customers .
·An interest in process performance , at all levels , and a company-wide measure of process
capability ( in many cases DPMO ) .
·Black Belts , Master Black Belts and Green Belts .
·Black Belt projects that focus on the reduction of defects and or the reduction of variation .
·Management by fact .
·Black Belt projects are related to business objectives .
·Senior management has clear vision , values and objectives .
·Senior management objectives are deployed right down to the customer contact levels .
•关注过程和,因此,一个以客户为中心。
•有兴趣的过程性能,在所有的水平,一个公司范围的测量过程能力(在许多情况下
DPMO)。
•黑腰带,主人的黑色皮带和绿化带。
•黑带项目,集中的减少或降低缺陷的变异。
•管理的事实。
•黑带项目相关的商业目标。
高级管理人员有清晰的远景规划•、价值观和目标。
高级管理人员的目标是•部署右下跌至客户接触水平。
Why is SIX Sigma successful ?
There can be no doubt that SIX Sigma has helped several companies to achieve higher levels of
business performance . Jack Welch , the CEO of General Electric, speaking of SIX Sigma,
said ,“This is the most important initiative this company has ever undertaken .It will
fundamentally change our company forever .”
为什么六西格玛成功?
毫无疑问,六西格玛帮助了几家公司,就能达到较高的业务水平。杰克韦尔奇,通用电气公
司的首席执行官,说到 6σ,说:“这是最重要的主动本公司曾实行。它将从根本上改变我们的公
司,直到永远。”
It can be considered that SIX Sigma is the most important opportunity that has ever been
presented to statisticians , particularly those who work in business and industry . Clearly,
statisticians can play an important role as SIX Sigma spreads to other companies . However,
statisticians must realize that statistics alone will not guarantee success . Indeed , it can be
predicted that many companies now embarking on SIX Sigma will not enjoy the benefits claimed
by the companies listed in the beginning of the article . There is a danger that they will focus on
the statistical training of Black Belts , because this is clearly visible , while neglecting to develop
the supporting culture .
这不能认为六西格玛是最重要的机会,曾被提交给统计学家,尤其是那些工作在商业和工业。
显然,统计学家可以发挥重要的作用作为六西格玛扩散到其它公司。然而,统计人员必须意识
到,统计,仅将不能保证成功。事实上,可以预料,许多公司现在着手六西格玛将不会享受所声称
的益处的公司在上市之初的文章。有这样一种危险,他们将集中统计训练的黑色皮带,因为这
是清晰可见,而忽略发展支持文化。
The success of SIX Sigma is more remarkable, considering that many of the essential elements of
SIX Sigma are to be found in organizations that would not claim to have adopted a SIX Sigma
approach .
六西格码的成功更非凡的是,考虑到许多要素六希格玛的组织中,可以发现,不会宣称已经采
取了六西格玛的方法。
Consequently , there is little that is new in the list of, what it was called , the essential elements of
SIX Sigma . The term Black Belt, which originated in the martial arts , is surely new in the
business context . Of course , there have always been people who were motivated to improve
processes , but few achieved the level of success reported in the introduction . Black Belts within
the SIX Sigma companies have motivation of course, but they also have opportunity and ability .
Ability is assured by selecting high potential employees and giving them extensive training in
statistics , problem solving and interpersonal skills .Opportunity is assured by the company
culture , which offers Black Belts the unwavering support of management .
因此,还有一点,就是新的列表,它被称为,六西格玛的最重要的因素。术语黑带,其根源在于武
术,无疑是新的商业背景。当然,世上一直都是为了改善流程,但是很少达到成功的水平报道介
绍。6 西格玛黑带内的公司当然有动机,但是他们也有机会和能力。能力是保证,通过选择高
潜在的雇员和给他们广泛的培训统计中,解决问题的能力以及人际交往能力。机会是保证公
司的文化,它提供了黑色皮带毫不动摇的支持的管理。
So, the success of SIX Sigma cannot be attributed to its novelty, as much of the approach is not
new . Perhaps its strength lies in the combination of all the elements and the way they support
each other . Hopefully , those companies considering embarking on the SIX Sigma journey will
realize that success depends on every element, but it also depends on their interaction .
所以,成功的六希格玛的不能归咎于新颖性,众多的方法并不是新的想法。也许它的力量来自
于所有元素的组合的方式和他们互相支持。希望这些公司考虑在开始旅程将会意识到六西格
码的成功取决于每个元素,但它也依赖于他们的相互作用。
