制造商与供应商建立战略合作伙伴关系的分析
先进的企业把创造顾客价值的价值链看作一个有机整体，通过提升价值和降低整体成本使所在的供应链更具竞争力
——马丁·克里斯多夫
（供应链管理专家）
现代品质管理理念
现代品质管理理念
中国企业面临的挑战
——企业竞争力提升的压力
—工业化后，中国面临的企业竞争力提升的压力
·回报率低
·产品和服务单一
—进入WTO后，全球化的竞争的威胁
·如何保持我们的核心竞争能力？
·如何进一步扩展我们的能力？
供应商产生的背景:
高科技发展的今天，顾客的需求不断变化和成熟，市场竞争日益激烈，全球已进入买方市场。同时，产品生产周期越来越短，大而全的传统管理模式已经显示出越来越多的薄弱之处，为避免承受过重的技改投资负担和过长建设周期带来的风险，制造商唯有借助于供应商的资源遵循优势互补的原则，集中不同的核心能力，才能达到快速响应市场需求的目的。
因而形成了一条从供应商→制造商→最终顾客
└———↓———┘
贯穿全过程的供应链
现代品质管理理念
现代品质管理理念
就是指从原材料采购到成品销售给顾客的整个过程中对产品和服务的管理，是通过前馈的信息流和反馈的物料流和信息流，将供应商、制造商和最终顾客连成整体的管理模式，来降低成本和增加价值，以求双赢效果。
供应链管理
现代品质管理理念
企业与供应商关系的典型形式
（1）传统的竞争关系：以价格驱动模式
制造商同时向多家供应商购货、通过供应之间的竞争而获得价格优惠，或者在供应商之间分配采购数量份额来控制供应商，因此制造商与供应商的信息交流少，保持短期合同关系等特征。
（2）互利共赢关系：强调制造商与供应商之间共同分享信息，帮助供应商降低成本，改进质量，缩短产品开发期。供应商加入产品早期开发，降低交易成本，建立长期稳定的紧密合作等特征。该关系给制造商和供应商带来双赢。
中国企业制造商与供应商的关系现状
制造商
—为了降低产品成本，提高企业市场竞争力，极力压低原材料和零部件的进货成本
供应商
—利润空间的急剧缩小迫使它们使用性能较差的低价原材料，最终影响产品质量
现代品质管理理念
现代品质管理理念
用有效的供应链管理获得企业竞争优势
向供应链管理要生产率优势
向供应链管理要顾客价值优势
价值趋势
现代品质管理理念
价值优势
在顾客眼里，形成与竞争者不同的顾客价值
成本优势
以低成本经营，获得比竞争者低的价格优势
竞争优势从何来？
成本和差异化
价值
价值
企业
竞争者
顾客
现代品质管理理念
与上游供应商建立一种以合作和信任为基础的战略合作伙伴关系，才有可能使整条供应链以最低的成本向顾客传递最优的顾客价值
如何用有效的供应链管理来获得企业的竞争优势？
现代品质管理理念
战略合作伙伴关系的建立
给制造商、供应商
以及双方带来的利益点
现代品质管理理念
4.增强抵御市场风险的能力
4.增强赢利能力
4.降低进货检验费用
3.共同减低运营成本，实现成本优势
3.获得合作伙伴的技术和管理支持
3.获得及时可靠的交付
2.增进沟通、减少纠纷
2.货款回笼及时可靠
2.降低合同成本
1.增强质量优势
1.提高市场需求的稳定性
1.提高产品质量
双方利益
供应商利益
制造商利益
现代品质管理理念
外购
市场调研与供应商的初步选择审核或认证或分类
战略合作协议 、产品采购合同
下订单或供应商交货
普通型供应商
供应商考评
供应商改进
供应商年度质量体系审核
供应商优化
产品开发、生产或采购策略
战略合作伙伴型供应商
供应商管理控制流程图
产品采购合同
例行审核
特殊审核
现代品质管理理念
对供应商按重要性分类： Ⅰ类供应商提供的产品对企业产品质量有非常重要的影响；
Ⅱ类供应商提供的产品对企业产品质量有重要影响;
Ⅲ类供应商提供的产品对企业生产的产品质量有一般影响。
进料检验的项目
-- 外观检验
-- 尺寸，结构性检验
-- 电气特性检验
-- 化学特性检验
-- 物理特性检验
-- 机械特性检验
进料检验
进料检验的标准
-- 实施进料检验时必须按照检验标准检验
-- 检验标准必须在实施检验前就已制定
-- 检验标准一般是书面的并且是经过有关部门确认的
进料检验
抽样检验
-- AQL （合格质量水平）
-- GB 2828
-- MIL-STD 105 D（E）
-- 不合格品分类
进料检验
进料验收流程
进料检验
8D SCAR
进料检验申请登记
按检验计划检验
合格品入库
退货，供应商改进
填写检验报告
判定结果
OK
NG
FA
AQL
三色卡
进料检验常用分析统计工具
-- QC七大手法的使用情形，可归纳如下：
根据事实、数据发言——图表(Graph)、检查表(Check List)、散布图(Scatter Diagram
进料检验
进料检验常用分析统计工具
分析原因与结果的关系，以探讨潜在性的问题——特性要因图(Characteristic Diagram)。
凡事物不能完全单独用平均数来考虑，应了解事物都有变差存在，須从平均数与变异性来考虑——直方图(Histogram)、控制图(Control Chart)。
所有数据不可仅考虑平均，須根据数据的来龙去脉，考虑适当分层——层別法 (Stratification)。
进料检验
进料检验常用统计工具
-- 并非对所有原因采取措施，而是先从影响较大的2~3項采取措施，即所谓管理重点——柏拉图(Pareto Dragram)
进料检验
进料检验分析统计案例（一）
%
改善前
改善后
（塑料外壳进料检验不良率）
进料检验分析统计案例（二）
特性要因图由日本品管大师石川馨博士首先提出的。特性要因图又因为是石川馨博士于1952年所发明, 所以又称[石川图]
作业员问题
加工困难
其他
设备不当
不熟悉工作图
2
馬達座
4
3
導板加工取放困難
模具搬運費力
寻找资料困难
2
導板
隔板
1
屑料清理費時
冲压件不良率高
光线不足
2
外壳冲剪模
托料架不当
4
隔板抽孔脱料困难
1
導柱,頂柱阻
礙作業路線
3
馬達座脫料困難
5
固定稍設置不當
柏拉图的定义
根据所搜集的数据，按不良原因、不良狀況、不良项目、不良发生的位置等不同区分标准而加以整理、分类，从中寻求占最大比率的原因、状况或位置，按其大小顺序排列，再加上累积值的图形。
柏拉图的制作步驟
柏拉图的制作方法
步骤 1:決定数据的分类项目。
步骤 2:決定收集数据的期間，并按分类項目，在期间內收集数据。
进料检验分析统计案例（三）
进料检验分析统计案例（三）
不良率
100
90
80
70
60
50
40
30
20
10
0
不良項目
加工不良 塑料件 马达 电子 包装 电镀 其他
进料检验分析统计案例（四）
一、 过程能力指数
过程能力指数（Process capability index）表示过程能力满足技术标准（例如规格、公差）的程度，一般记为CP。
1、 双侧规格情形的过程能力指数
这时，过程能力指数CP的计算公式如下：
T TU - TL
CP = = （1）
6σ 6σ
式中，T为过程统计量的技术规格的公差幅度；TU、TL分别为上、下公差界限；σ为过程统计量的总体标准差，可以在过程处于稳态时得到。
进料检验分析统计案例（四）
2、 有偏移情形的过程能力指数
当过程统计量的分布均值μ与公差中心M不重合（即有偏移）时，如图1所示，显然不合格率（如图上的PU）增大，也即CP值降低，故式（1）所计算的过程能力指数不能反映有偏移的实际情形，需要加以修正。定义分布的总体均值μ与公差中心M的偏移为ε=|M-μ|，μ与M的偏移度K为：
ε 2ε
K = =
T/2 T
T/2
ε
Pu
Tu
Tl
μ
M
进料检验分析统计案例（四）
则有偏移的过程能力指数为
CPK = (1 – K)CP
这这样，当μ=M（即分布中心与公差中心重合，无偏移）时，K=0，则CPK=CP；而当μ=TU或μ=TL时，K=1，CPK=0，表示过程能力由于偏移而严重不足，需要采取措施加以纠正。显然，具有：
CPK≤CP
进料检验分析统计案例（四）
一、 单侧规格情形的过程能力指数
若只有规格上限的要求，而对规格下限无要求，则过程能力指数计算如下：
TU -μ
CPU =
3σ
式中，CPU为上单侧过程能力指数。若μ≥TU，令CPU=0，表示过程能力严重不足，过程的不和个品率高达50%以上。
进料检验分析统计案例（四）
一、 若只有规格下限的要求，而对规格上限无要求，则过程能力指数计算如下：
μ- TL
CPL =
3σ
式中，CPL为下单侧过程能力指数。若μ≤TL，令CPL=0，表示过程能力
严重不足，过程的不合格品率高达50%以上。
-6σ -5σ -4σ -3σ -2σ -1σ 0 +1σ +2σ +3σ +4σ +5σ +6σ
%
%
%
%
%
%
-∞
+∞
制程能力指数与合格率的关系
Cp值
規格公差(T)
不良率(規格以外比率)
单边规格
双边規格
2()
4(2)
6(3)
8(4)
()
()
(6)
%
%
%
%
%
%
63PPM
制程能力指数(Cp值)与不良率之关系
协力厂商纠正预防措施报告
8D简介
进料检验
检验的目的不是为了检验而检验，而是为了保证来料的质量。所以检验的终极目的是为了不检验，只有当企业可以放心地实施免检时，她生产的产品品质才是最好的。
进料检验小结
现代免检制度的推动
“零缺陷”是现代品质管理的终极目标，而“免检”则是实现这一目标的一重要步骤。
从质量成本看进料检验和供应商管理
外部失效
顾客抱怨
产品退回
质量保障成本
维护成本
预防成本
质量计划和评审
新产品评审
过程控制
老化
培训
数据收集和分析
检测成本
来料检测
产品检测
检测设备维护
内部失效
报废
返工
重测
失效分析
当机
产品不合格
如何减低质量成本？
供应商管理流程
如何选择合适的供应商
供应商的考核
供应商的辅导
最佳供应商管理方法范例
实战案例讨论
供应商管理
供应商管理系统流程
品质 管理是一个系统，只有进行系统管理的企业才是一个真正在管理和经营的企业。而一个有效的系统其实是一个多种流程有机组合和有效运行的结果。有一大堆文件并不代表你已经有了一个有效的系统，这也是品质管理最大的误区和困惑所在。
供应商管理系统流程
供应商调查和筛选
现场审核
合格供应商名单
合格供应商确定
供应商 调查表
供应商审核表
FA检验报告
样品生产和送样
供应商管理系统流程
小批量生产和送样
批量生产
供应商质量目标， 考核记录，培训
供应商月（季，年）考核，日常管理
RI报告，SCAR
RI报告，SCAR
免检供应商名单
免检供应商
供应商管理流程
如何选择合适的供应商
供应商的考核
供应商的辅导
最佳供应商管理方法范例
实战案例讨论
供应商管理
6-Sigma 在供应商管理中的应用
假设我们的生产过程中其中一个工序是将金属材料切割成每个长度为10mm的产品。当我们完成切割1000个产品后，测量每个产品的长度，并将测量结果以直方图形式表达，我们将会得到下列结果：
:
什么是Sigma（ Ơ ）?
9
11
10
=
x
N
Mean
9
11
10
Sigma (标准偏差)
=
( - x)2
N - 1
什么是Sigma（ Ơ ）?
%
%
-4
-3
-2
-1
+1
+2
+3
+4
%
%
正态分布
什么是Sigma（ Ơ ）?
m
规格上限
目标
什么是Sigma（ Ơ ）?
规格下限
不良率
不良率
s
1s
2s
3s
4s
5s
6s
6 Sigma过程
1s
Some
Chance of
Failure
3s
3s
2s
% 不良率
% 不良率
3 Sigma过程
s
s
1s
3s
2s
% 不良率
1s
3s
2s
% 不良率
s
m
规格上限
Some
Chance of
Failure
目标
什么是Sigma（ Ơ ）?
规格下限
% 不良率
3 Sigma过程
m
s 漂移
s
% 不良率
m
规格上限
Some
Chance of
Failure
目标
什么是Sigma（ Ơ ）?
规格下限
不良率
不良率
s
1s
2s
3s
4s
5s
6s
6 Sigma过程
ppm 不良率
s
1s
2s
3s
4s
5s
6s
s
漂移
-6Ơ -5 Ơ -4 Ơ -3 Ơ -2 Ơ -1 Ơ μ +1 Ơ +2 Ơ +3 Ơ +4 Ơ +5 Ơ +6 Ơ
规格下限
规格上限
规格界限 ppm
±1 sigma 317300
±2 sigma 45500
±3 sigma 2700
±4 sigma 63
±5 sigma
±6 sigma
什么是Sigma（ Ơ ）?
但制程平均值 () 往往在规格中心点周围漂移，漂移幅度在规格中心点± Ơ范围内。
如果将± Ơ 漂移计算在内， 6Ơ质量制程的不符合规格产品
=%
=百万分之
Ơ
Ơ
规格下限
规格上限
697700
1Ơ
6Ơ
233
5Ơ
66810
3Ơ
6210
4Ơ
308700
2Ơ
不良品率（百万分之）
Sigma 等级
什么是6-Sigma ?
6-Sigma 目标
1990年大多数公司
6-Sigma 目标
民航失事率 ( ppm)
2000年大部分电子产业
2到3个Sigma项目 = 5倍改善
3到4个 Sigma项目= 10倍改善
4到5个 Sigma项目= 27倍改善
5到6个 Sigma项目 = 70倍改善
行李失误率
用六西格玛方法实施LCD制造过程改善
6 SIGMA 供应商改善计划
项目选择
制定改善项目KPI
培训
D-问题界定
M- 测量
A- 分析
C- 检讨
月份
活动
1
2
3
4
5
6
7
8
月份
活动
1
2
3
4
5
6
7
8
■使“STN产品缺陷”项目
的总缺陷由目前的%
降至%。
9
■减少客户投诉90%。
■产能增加50000PCS/月
改善目标（KPI）
预计财务回报
■RMB210万
■万/年
■减少检验人员8人
■RMB600万
■RMB10万/年
财务回报预计
10
1、使“STN产品缺陷”项目的总缺陷由目前的%
降至%。
缺陷率
2002/6
2003/1
10%
5%
预计财务回报万元/年
财务回报预计
11
1）退货运输费用
2）报废损失
3）处理客户投诉人员差旅费、工资等
4）客户修理费用
5）降级使用损失
6）客户赔偿
预计财务回报210万元/年
2、减少客户投诉90%。
改 善 项 目
STN产品缺陷降低
减少客户投诉
减少检验人员
产能增加
绩 效 改 善
财 务 回 报
目 标
结 果
目 标
结 果
%
%
万
90%
96%
8人
9人
10%
RMB549万
RMB210万
RMB230万
RMB600万
RMB12万
7%
RMB10万
RMB420万
投入成本
累计RMB155万。
最佳供应商管理方法范例
-- 中小企业供应商管理范例
-- 跨国型企业供应商管理范例
-- 最佳流程探讨
供应商管理
为何要实施进料检验？
为何检验必须按流程进行？
是否应该把供应商看作我们的合作伙伴
价格和品质的关系如何？
如何看待我们目前的供应商？
6SIGMA 品质可以实现吗？
课程讨论
Any question?
Thanks !
The only way to achieve success is to do our everyday work with quality performance.
Has anybody attended similar courses, seminar or reading six sigma books before?
First thing we want to talk about is the global phenomenon regarding six sigma.
So, why global? Look at all famous company implementing Six Sigma. Is anybody here belongs to these famous companies here?
So, why global? Look at all famous company implementing Six Sigma. Is anybody here belongs to these famous companies here?
So, why global? Look at all famous company implementing Six Sigma. Is anybody here belongs to these famous companies here?
It started from Motorola from 1987, and then companies like Nokia and Sony implement it as recent as in 1997. This successful phenomenon gradually spread around the world, and since 1995, GE is the most well-known company implementing Six Sigma.
It started from Motorola from 1987, and then companies like Nokia and Sony implement it as recent as in 1997. This successful phenomenon gradually spread around the world, and since 1995, GE is the most well-known company implementing Six Sigma.
It started from Motorola from 1987, and then companies like Nokia and Sony implement it as recent as in 1997. This successful phenomenon gradually spread around the world, and since 1995, GE is the most well-known company implementing Six Sigma.
It started from Motorola from 1987, and then companies like Nokia and Sony implement it as recent as in 1997. This successful phenomenon gradually spread around the world, and since 1995, GE is the most well-known company implementing Six Sigma.
It started from Motorola from 1987, and then companies like Nokia and Sony implement it as recent as in 1997. This successful phenomenon gradually spread around the world, and since 1995, GE is the most well-known company implementing Six Sigma.
It started from Motorola from 1987, and then companies like Nokia and Sony implement it as recent as in 1997. This successful phenomenon gradually spread around the world, and since 1995, GE is the most well-known company implementing Six Sigma.
It started from Motorola from 1987, and then companies like Nokia and Sony implement it as recent as in 1997. This successful phenomenon gradually spread around the world, and since 1995, GE is the most well-known company implementing Six Sigma.
It started from Motorola from 1987, and then companies like Nokia and Sony implement it as recent as in 1997. This successful phenomenon gradually spread around the world, and since 1995, GE is the most well-known company implementing Six Sigma.
It started from Motorola from 1987, and then companies like Nokia and Sony implement it as recent as in 1997. This successful phenomenon gradually spread around the world, and since 1995, GE is the most well-known company implementing Six Sigma.
It started from Motorola from 1987, and then companies like Nokia and Sony implement it as recent as in 1997. This successful phenomenon gradually spread around the world, and since 1995, GE is the most well-known company implementing Six Sigma.
It started from Motorola from 1987, and then companies like Nokia and Sony implement it as recent as in 1997. This successful phenomenon gradually spread around the world, and since 1995, GE is the most well-known company implementing Six Sigma.
It started from Motorola from 1987, and then companies like Nokia and Sony implement it as recent as in 1997. This successful phenomenon gradually spread around the world, and since 1995, GE is the most well-known company implementing Six Sigma.
It started from Motorola from 1987, and then companies like Nokia and Sony implement it as recent as in 1997. This successful phenomenon gradually spread around the world, and since 1995, GE is the most well-known company implementing Six Sigma.
It started from Motorola from 1987, and then companies like Nokia and Sony implement it as recent as in 1997. This successful phenomenon gradually spread around the world, and since 1995, GE is the most well-known company implementing Six Sigma.
It started from Motorola from 1987, and then companies like Nokia and Sony implement it as recent as in 1997. This successful phenomenon gradually spread around the world, and since 1995, GE is the most well-known company implementing Six Sigma.
It started from Motorola from 1987, and then companies like Nokia and Sony implement it as recent as in 1997. This successful phenomenon gradually spread around the world, and since 1995, GE is the most well-known company implementing Six Sigma.
It started from Motorola from 1987, and then companies like Nokia and Sony implement it as recent as in 1997. This successful phenomenon gradually spread around the world, and since 1995, GE is the most well-known company implementing Six Sigma.
It started from Motorola from 1987, and then companies like Nokia and Sony implement it as recent as in 1997. This successful phenomenon gradually spread around the world, and since 1995, GE is the most well-known company implementing Six Sigma.
It started from Motorola from 1987, and then companies like Nokia and Sony implement it as recent as in 1997. This successful phenomenon gradually spread around the world, and since 1995, GE is the most well-known company implementing Six Sigma.
It started from Motorola from 1987, and then companies like Nokia and Sony implement it as recent as in 1997. This successful phenomenon gradually spread around the world, and since 1995, GE is the most well-known company implementing Six Sigma.
It started from Motorola from 1987, and then companies like Nokia and Sony implement it as recent as in 1997. This successful phenomenon gradually spread around the world, and since 1995, GE is the most well-known company implementing Six Sigma.
It started from Motorola from 1987, and then companies like Nokia and Sony implement it as recent as in 1997. This successful phenomenon gradually spread around the world, and since 1995, GE is the most well-known company implementing Six Sigma.
It started from Motorola from 1987, and then companies like Nokia and Sony implement it as recent as in 1997. This successful phenomenon gradually spread around the world, and since 1995, GE is the most well-known company implementing Six Sigma.
It started from Motorola from 1987, and then companies like Nokia and Sony implement it as recent as in 1997. This successful phenomenon gradually spread around the world, and since 1995, GE is the most well-known company implementing Six Sigma.
It started from Motorola from 1987, and then companies like Nokia and Sony implement it as recent as in 1997. This successful phenomenon gradually spread around the world, and since 1995, GE is the most well-known company implementing Six Sigma.
It started from Motorola from 1987, and then companies like Nokia and Sony implement it as recent as in 1997. This successful phenomenon gradually spread around the world, and since 1995, GE is the most well-known company implementing Six Sigma.
Let me refresh you on the definition of cost of quality. Cost of quality occurs in our daily operations. The first being EXTERNAL FAILURE. This includes cost due to product return, warranty service cost etc. as a result of shipping bad products to the customer. The second is what we call INTERNAL FAILURES. This include the need for scrape, rework, re-test etc. as a result of problem found in the process.
Considering Profit and Loss table
If your manufacturing cost is 10 dollars and Material(4), Direct Labor Cost(), Overhead(), which will relate to the category of COQ respectively.
It started from Motorola from 1987, and then companies like Nokia and Sony implement it as recent as in 1997. This successful phenomenon gradually spread around the world, and since 1995, GE is the most well-known company implementing Six Sigma.
It started from Motorola from 1987, and then companies like Nokia and Sony implement it as recent as in 1997. This successful phenomenon gradually spread around the world, and since 1995, GE is the most well-known company implementing Six Sigma.
It started from Motorola from 1987, and then companies like Nokia and Sony implement it as recent as in 1997. This successful phenomenon gradually spread around the world, and since 1995, GE is the most well-known company implementing Six Sigma.
It started from Motorola from 1987, and then companies like Nokia and Sony implement it as recent as in 1997. This successful phenomenon gradually spread around the world, and since 1995, GE is the most well-known company implementing Six Sigma.
It started from Motorola from 1987, and then companies like Nokia and Sony implement it as recent as in 1997. This successful phenomenon gradually spread around the world, and since 1995, GE is the most well-known company implementing Six Sigma.
What then is Six Sigma ?
Start with the example of time to office
Case A: Mean= 15 min.; +3 sigma = 55 min
Case B: Mean= 25 min. +3 sigma = 30 min
For example:
Consider your drive to work. If you were to gather data over several weeks or months on how long it takes you to drive to work, you could plot these points and form a histogram. You could overlay a “normal” curve on this as an approximation of the distribution. The standard deviation (the point of inflection) of this curve is then a measure of the amount of variation (we’ll see the formula later). Is there a lot of variation for you? How do you know? How do you plan your schedule to accommodate that? What if there was little variation? Could you leave later?
We define 3 sigma as being able to fit 3 standard deviations between specification limit and the average. With reduced variation, the standard deviation gets smaller and we can fit more standard deviations between the spec limit and mean. This actual standard deviation has a value dependent on the process data.
The number in front the the sigma symbol is called Z. We often refer to it as sigma, as in “what’s your process’ sigma?” This sometimes can create confusion, but should be clear by the end of this session.
For example:
Consider your drive to work. If you were to gather data over several weeks or months on how long it takes you to drive to work, you could plot these points and form a histogram. You could overlay a “normal” curve on this as an approximation of the distribution. The standard deviation (the point of inflection) of this curve is then a measure of the amount of variation (we’ll see the formula later). Is there a lot of variation for you? How do you know? How do you plan your schedule to accommodate that? What if there was little variation? Could you leave later?
We define 3 sigma as being able to fit 3 standard deviations between specification limit and the average. With reduced variation, the standard deviation gets smaller and we can fit more standard deviations between the spec limit and mean. This actual standard deviation has a value dependent on the process data.
The number in front the the sigma symbol is called Z. We often refer to it as sigma, as in “what’s your process’ sigma?” This sometimes can create confusion, but should be clear by the end of this session.
For example:
Consider your drive to work. If you were to gather data over several weeks or months on how long it takes you to drive to work, you could plot these points and form a histogram. You could overlay a “normal” curve on this as an approximation of the distribution. The standard deviation (the point of inflection) of this curve is then a measure of the amount of variation (we’ll see the formula later). Is there a lot of variation for you? How do you know? How do you plan your schedule to accommodate that? What if there was little variation? Could you leave later?
We define 3 sigma as being able to fit 3 standard deviations between specification limit and the average. With reduced variation, the standard deviation gets smaller and we can fit more standard deviations between the spec limit and mean. This actual standard deviation has a value dependent on the process data.
The number in front the the sigma symbol is called Z. We often refer to it as sigma, as in “what’s your process’ sigma?” This sometimes can create confusion, but should be clear by the end of this session.
This charted is established in early ’90. In 2000, most of the manufacturers in electronics business have achieved 100-200ppm, some better fall in 80-100ppm.
But they pay a huge price on inspections and controls.
It started from Motorola from 1987, and then companies like Nokia and Sony implement it as recent as in 1997. This successful phenomenon gradually spread around the world, and since 1995, GE is the most well-known company implementing Six Sigma.
It started from Motorola from 1987, and then companies like Nokia and Sony implement it as recent as in 1997. This successful phenomenon gradually spread around the world, and since 1995, GE is the most well-known company implementing Six Sigma.
It started from Motorola from 1987, and then companies like Nokia and Sony implement it as recent as in 1997. This successful phenomenon gradually spread around the world, and since 1995, GE is the most well-known company implementing Six Sigma.
