此处是大标题样稿字样十五
字以内
Copyright © 2002 Motorola. All rights reserved.
挑战 挑战
Challenge
快!快!快！
Be quick!
Copyright © 2002 Motorola. All rights reserved.
取胜法宝
Keys to SuccessKeys to Success
美国国家品质奖美国国家品质奖
Copyright © 2002 Motorola. All rights reserved.
Q
S
不同的法则
Different PhilosophiesDifferent Philosophies
Copyright © 2002 Motorola. All rights reserved.
Then and Now
1986 Six Sigma methodology introduced at Motorola
1987 Six Sigma by 1992 goal was set
1988 Malcolm Baldrige National Quality Award
1991 Black Belt Initiative introduced
1992 10X defect reduction every 2 years, cycle time every 5 years
1998 Corporate Renewal
1999 Rules of Engagement, Performance
Excellence, Balanced Scorecard
2000 Black Belt Initiative Accelerated
Motorola’s Perspective
2003 Digital Six Sigma
2002 Malcolm Baldrige National Quality Award
Copyright © 2002 Motorola. All rights 制定1992 应达到的西格玛目标
摩托罗拉公司与六西格码
以往与现在
1988 马称科姆·鲍德里奇全美质量大奖
1990 在全公司开展“顾客完全满意小组过程”和“黑带计划”
1992 每两年减少缺陷十倍，每五年一个周期。
1997 五个“9”：系统可用性。
1999 公司革新
2000 行为准则，优秀业绩和平衡的记分牌
2001 “黑带”创意加速
2002 第二次鲍德里奇全美质量大奖
2003 数字化的六西格码
Copyright © 2002 Motorola. All rights reserved.
淨營收 (十億美元)
14%
24%
16%
14%
4%
18%
28%
31%
22%
9%
摩托罗拉年度营业额
Annual revenues by year
B US$
Copyright © 2002 Motorola. All rights reserved.
西格玛 (Sigma)
我们从“六西格玛”
(Six Sigma) 作为一项衡量开
始。西格玛是一项利用统一
衡量尺度对“完好度”的衡
量。西格玛提供一种衡量改
进情况的相关方法。
西格玛的衡量单位是百万分
之缺陷率 (DPMO) 。例如，
某一水平的西格玛可以说明
生产一百万只咖啡杯的过程
中有多少残次品。
所谓统一是指可以用西格玛
来衡量从咖啡杯缺陷到失去
销售机会的一切内容。它衡
量的对象其实就是在一百万
次机遇中，有多少次没有达
到顾客的要求（即缺陷）。
值得庆幸的是，一百万只是
一个衡量系数，我们用不着
等到生产出一百万只咖啡杯
才开始计算西格玛水平。
Copyright © 2002 Motorola. All rights reserved.
西格玛级别(Sigma Level)
西格玛水平与改进后的完好
度水平有关。要达到“三西格
玛”水平，我们在一百万次机
会中只能允许 66,811 个缺
陷。而在“五西格玛”水平中，
我们只允许 233 个缺陷。
不同西格玛水平之间的差异
并不是简单地对半削减缺陷
数量。西格玛水平每升高一
级，缺陷数量都指数级地减
少。
Copyright © 2002 Motorola. All rights reserved.
Measurement and Methodology
“Sigma”
is a measurement scale upon which
improvements can be gauged.
“Six Sigma”
is an overall methodology that drives
business improvement.
Copyright © 2002 Motorola. All rights reserved.
六西格玛定义
Definition of Six Sigma
Whatever we do, The maximum error
number which is allowed to make should not
go beyond times among 1,000,000
opportunities.
无论做什么，在1百万次出错机会中，所允
许出现的错误为 次
Copyright © 2002 Motorola. All rights reserved.
六西格玛与每百万机遇个缺陷(DPMO)相对应。
正态分布
居中
偏移
Copyright © 2002 Motorola. All rights reserved.
六西格玛六西格玛: : 目标目标
Six Sigma: Goal Six Sigma: Goal
Sigma dpmo Defect Rate 缺陷率
2s 308,538 1 in 3
3s 66,000 1 in 15
4s 6,210 1 in 160
5s 233 1 in 4,300
6s 3 1 in 300,000
dpmo: defects per million
opportunities
每百万次中的缺陷数
10,000X
Copyright © 2002 Motorola. All rights reserved.
一个术语, 两种意义
什么是“六西格玛”(Six
Sigma)? 你可能在两方面听
到人们使用这一术语——作
为一项衡量内容和作为一种
方法。区分这两者对于我们
理解“六西格玛”有着至关重
要的意义。
“六西格玛”(Six Sigma) 衡量:
•以西格玛为尺度的衡量水平，
其中西格玛是对完好度的一项
衡量内容。
•相当于百万之 的缺陷率。
“六西格玛”(Six Sigma) 方法:
•全面改进业务的方法。
•通过降低缺陷、加工周期、对
环境的影响和其他不必要的波
动来推业务过程的改进。
Copyright © 2002 Motorola. All rights reserved.
今天的六西格玛今天的六西格玛
Six Sigma TodaySix Sigma Today
A comprehensive, flexible system for achieving &
maximizing business success through thoroughly
understanding customer needs, a disciplined use of facts &
data, and diligent attention to improving and re-inventing
processes.
• Cost reduction
• Improved productivity
• Market-share growth
• Customer retention
• Cycle-time reduction
• Defect reduction/elimination
• Culture change
• Product/service development
Business
Success
Factors
成功因素
成本下降
生产率提高
市场占有率增长
顾客维持
周期缩短
缺陷减少/消除
文化变革
产品/服务开拓
是一个全面的柔性系统，通过充分理解客户需求，严谨地使用事实和数据，
勤奋地注意改进和重新创造程序，来最大程度的达成生意的成功。
Copyright © 2002 Motorola. All rights reserved.
六西格玛的革新
Renovation of Six sigmaRenovation of Six sigma
数码六西格玛 (Digital Six Sigma) 是对
摩托罗拉经典业务改进方法的一次重大
革新。数码六西格玛是一次巨大的改进，
因为它可以一劳永逸地杜绝酿成缺陷的
变因。通过实施可重复使用的网络化改
进，数码六西格玛 彻底消灭了缺陷。
A key innovation to Motorola's classic business
improvement method is Digital Six Sigma. Digital Six Sigma
is a dramatic improvement, because it permanently
eliminates targeted sources of variation that cause defects.
By implementing reusable web-enabled improvements,
Digital Six Sigma eradicates defects from the face of the
earth.
Copyright © 2002 Motorola. All rights reserved.
数字化
Digitalization Digitalization
摩托罗拉的数字化改进工作带来一整套新的更好
方法、工具和技巧。这方面的工作包括：
由于有了上述改进，今天“六西格玛” (Six Sigma) 比以往任
何时间都更加功能强大，更加适用于当今动荡的业界环境。
e-Training：在短短几个月而不是几年时间里，培训和测试数以千计员工的能
力。
e-Processes: 随时处于掌控之中的数字化改进措施。
e-Tools: 网上调查、模拟程序及各种归纳工具可以对“六西格玛”过程的众多阶
段进行改进。
e-Tracking: 监督所有重要业务度量及其附属改进项目的能力。
e-Visibility/Control: 监督所有重要业务度量及促成如此结果之部门和职能的能
力，其中包括正反两个方面。
Copyright © 2002 Motorola. All rights reserved.
Cp
Cpk
)D
P
M
O
(D
ef
ec
ts
P
er
M
ill
io
n
E
rr
or
O
pp
or
tu
ni
ti
es
业界标杆
一般公司
baggage handling: sigma
行李传送行李传送
国内航班
为什么要推行六西格玛为什么要推行六西格玛
Why Six Sigma?Why Six Sigma?
Copyright © 2002 Motorola. All rights reserved.
持续进步及竞争的需要
The requirement of CI and
completion
建立共同语言
Setup command language
数据驱动进步
Data driven
为什么要推行六西格玛为什么要推行六西格玛
Why Six Sigma?Why Six Sigma?
解决问题的方法与思路
The methodology of problem solving
掌握通用工具掌握通用工具4040多个多个
Command the tools
客户导向客户导向
Customer focus
Copyright © 2002 Motorola. All rights reserved.
The Current Situation 目前状况
C
ycle T
im
e
运
转
周
期
Customer Satisfaction 顾客满意(Phone Rings Again)
Continuous Improvement
持续改进
G
am
ba
K
aizen
5s TP
M
C
O
Q
TC
M
为什么要推行六西格玛为什么要推行六西格玛
Why Six Sigma?Why Six Sigma?
Copyright © 2002 Motorola. All rights reserved.
Sky Tower on
Tomorrow
明天的大厦
Customer Satisfaction 顾客满意
(Phone Rings Again)
C
ost
费
用
Service
服
务
System
系
统
M
anagem
en
t 管
理
D
elivery
交
付Quality
质
量
Continuous Improvement
持续改进
C
ycle
T
im
e
运
转
周
期
6 Sigm
a
6
西
格
玛
Management team’s Commitment & consensus
管理层的承诺与一致
全体管理团队的共识
订货铃不
断响起
为什么要推行六西格玛为什么要推行六西格玛
Why Six Sigma?Why Six Sigma?
Copyright © 2002 Motorola. All rights reserved.
持续进步的路标
Roadmap of CIRoadmap of CI
Control
System
ISO9002
ISO9001
QS9000
ISO14000
5S
EHS
TPM
GK/Lean
SPC
TCM
TQM
1997 1998 1999 2000 2001 2002
6-Sigma
COQ
MRP-II
Or ERP
控制
系统
Digital
6 Sigma
Copyright © 2002 Motorola. All rights reserved.
我们的经验教训
What We’ve Learned …What We’ve Learned …
It’s all about
delivering business results!
Achieving sustainable business improvement requires
integrated team efforts linked to business priorities.
通过团队对重大的问题进行快速的解决,得到持续的财务结果!
Copyright © 2002 Motorola. All rights reserved.
六西格玛领导方针
“六西格玛领导方针”包括以下内容：
The Six Sigma Leadership Principles include the following:
•Align ( 结合)
•Mobilize (动员)
•Accelerate (催化)
•Govern (治理)
THE SIX SIGMA LEADERSHIP PRINCIPLES
The People Who Make it
Happen:
Hands onHands on
ChampionsChampions
MasterMaster
Black BeltsBlack Belts
Black BeltsBlack Belts
Six Sigma Project Six Sigma Project
VPVP
Green BeltsGreen Belts
All All
EmployeesEmployees
CEOCEO
Six Sigma ExecutiveSix Sigma Executive
SponsorSponsor
六西格玛项目参与人员
Copyright © 2002 Motorola. All rights reserved.
大师级黑带 Master Black Belt
- 黑带和高级管理层顾问
Black Belt and Senior Management Consultant
绿带 Green Belt
黑带 Black Belt
- 团队成员与实施者
Team Member and Practitioner
- 团队领导与统计顾问
Team Leader and Statistical Consultant
绿/黑带的作用与等级
Role and level of GB/BBRole and level of GB/BB
Copyright © 2002 Motorola. All rights reserved.
领导层所面临的挑战
– 将重点聚焦在巨大的“Y”上
Y
关键性的成果 哪些活动使你可以
实现这些成果？
= f (x1 , x2 , x3
... )
持续的支持与
评审
六西格玛
项目选择
Copyright © 2002 Motorola. All rights reserved.
“Link actions to
critical results!”
Simplify the game!
What do you
want to improve?
What actions will get
you there the fastest?
Y = f (x1 , x2 , x3 ... )
Core Six Sigma Business Core Six Sigma Business
Improvement Campaign PrincipleImprovement Campaign Principle
Copyright © 2002 Motorola. All rights reserved.
平衡記分卡是Six Sigma業務改進
運動的基石
戰略與目標 本年度創意本年度創意
戰略方向
願景:
我們的首要目的—
—我們如何向顧客
提供價值。
使命:
我們為誰服務，我
們提供哪些服務，
我們如何實現競爭
優勢。
戰略目標:
為實現願景我們必
須完成的目標。
提出或突破創意
為在今天獲得成
功，我們需要採
取哪些行動。
超越創意:
為在未來取得成
功我們需要採取
哪些行動。
績效衡量
業務過程 業務成果
顧客與市場
培訓與發展
内部業務
財務
為建立實現我們
戰略目標所需的
能力，我們需要
採取哪些行動
目標：
實際：
度量
目標：
實際：
度量
目標：
實際：
度量
目標：
實際：
度量
Copyright © 2002 Motorola. All rights reserved.
The Cornerstone of a Six Sigma Business The Cornerstone of a Six Sigma Business
Improvement Campaign is a Balanced Scorecard Improvement Campaign is a Balanced Scorecard
Strategies &
Objectives
Current Year
Initiatives
STRATEGIC DIRECTION
Vision:
Our overriding
purpose – how we will
deliver value to
customers.
Mission:
Who we serve, what
services we provide
and how we achieve
competitive advantage
Strategic Objectives:
Goals we must
accomplish to achieve
our vision.
Make or Break
Initiatives:
What we need to
do to be successful
today.
Breakaway
Initiatives:
What we need to
do to be successful
in the future
PERFORMANCE MEASUREMENT
Business
Processes
Business
Results
Customer & Market
Learning & Growth
Internal Business
Financial
What we need to
do to build the
capability to
achieve our
strategic
objectives.
Goal:
Actual:
Metric
Goal:
Actual:
Metric
Goal:
Actual:
Metric
Goal:
Actual:
Metric
Copyright © 2002 Motorola. All rights reserved.
Be the market leader in
providing superior wireless
products and solutions …
Lead Internet to wireless.
Drive success by exceeding
the expectations of
customers, consumers,
shareholders and co-workers
•Customer, consumer & share
holder driven employees
winning through the 4Es +1;
Recognizing & celebrating
successes.
•One Motorola / One PCS
CULTURE:
•Fully link the Front End experience
and planning process
•Develop a measurement and
ensure differential investment for
Most Effective Talent
•Ensure Most Effective Talent
occupy Most Leveraged Positions
PERFORMANCE MEASUREMENT
Business Processes Business Results
2002 PERFORMANCE EXCELLENCE SCORECARD
PCS Rev
Strategic Objectives Current Year Initiatives
STRATEGIC DIRECTION
VISION:
MISSION:
FINANCIAL
•Deliver strong financial results
CUSTOMER & MARKET
•Delight customers and
become the coveted supplier
by all top 25 customers
OPERATIONAL & PEOPLE
•Transform the organization to
Performance Excellence
•Motivate employees and
create a positive work
environment
•Build active community
involvement
FINANCIAL
• Improve Total Cost Competitiveness of
products
• Improve overall ability to deliver End-to-
End solutions, content and applications
CUSTOMER/CONSUMER & MARKET
•Define and develop Compelling Products
and Signature Experiences
• Improve customer relationships through
operator partnering and customization
•Drive and sustain consumer demand and pull-
through programs and increase the
effectiveness of co-marketing with operators
and distributors
•Substantially enhance the value and impact of
the Motorola Brand
• Invest in innovation to leverage technology
advancements and architecture to improve
market/customer responsiveness
OPERATIONAL & PEOPLE
•Make the matrix organization work
•Make Six Sigma “The Way We Work” in
everything we do
•Dramatically improve software capability &
quality
STRATEGIC PLANNING
CUSTOMER & MKT FOCUS
HUMAN RESOURCE FOCUS
PROCESS MGMT
LEADERSHIP
INFORMATION/ANALYSIS
• Improve End-to-End selling
capabilities on Account Teams
• Improve S&OP Process
•Drive development and differential
investments in human assets, by
implementing the Organization
Vitality Process
• Institutionalize M-Gates across all
projects
• Implement YEAR 1 Next Generation
Supply Chain projects
•Deploy Time Tracking System
(Primavera) across PCS
FINANCIAL
Make The Numbers
• PBT
• Sales: Device & Non-device
• Cash Flow
CUSTOMER/CONSUMER & MARKET
• Increase Market Share
• 20% movement in Customer
Satisfaction - Top 2 Boxes
• Improve consumer & POS equity by
% in top 11 countries
OPERATIONAL
• 30% complexity reduction by YE & all
2003 NPI's achieve complexity index of
<
• 0% slippage on new product
introduction launches
• 90% On-time Delivery Performance
(CRSD)
• Achieve SEI level-3 & 75% improvement
in software defects
• 25% Reduction in Cost of Poor Quality
• Achieve top 1 or 2 supplier satisfaction
status
PEOPLE
• 15% movement in employee
satisfaction - Top 2 boxes score
• Community Service – 100,000 hours
• Implement key IT tools and
systems to support the business
PE ASSESSMENT
•20% Improvement over 2000
Performance
February 18, 2002
LA NAPCS Asia EMEA TPRG WWSC CSSPLM Other Support Functions
Motorola Internal Use Only
FINAL
Copyright © 2002 Motorola. All rights reserved.
联系目标及业绩评估标准
公司
计分卡
业务部
计分卡
第2列项目
(当前主要业务)
第3列项目
(建立能力)
Scorecard
STRATEGIC DIRECTION PERFORMANCE MEASUREMENT
Strategies &
Objectives
Current-Year
Initiatives
Business
Processes
Business
Results
Scorecard Scorecard Scorecard
Project Charter Project Charter Project Charter Project Charter
Project Charter Project Charter Project Charter Project Charter
完
整
的
考
察
流
程
Copyright © 2002 Motorola. All rights reserved.作用显著的项目
主要创意 SWOT
分析
战略目标
质量规划
顾客需求 形势分析
项目选择方法
Copyright © 2002 Motorola. All rights reserved.
团队名称
TEAM NAMES
摩托罗拉公司六西格玛 方法的独道之处之一是针对性团队策略。摩托罗拉对业务改进机遇
的类型进行分析，同时指定一个相应的团队。根据项目的类型，摩托罗拉使用以下某种团队：
One of the unique aspects of Motorola's Six Sigma methodology is the "appropriate team"
approach. Motorola looks at the type of business improvement opportunity and assigns an
appropriate team. Depending on the type of project, Motorola employs one of the following
teams:
•Black Belt (黑带)
•Green Belt (黑带)
•Breakthrough (突破)
•Blitz (突击)
Black Belt: Black Belt teams are led by a Black Belt, and may
have Green Belts and functional experts assigned to complex,
high-impact process improvement projects or designing new
products, services, or complex processes.
Green Belt: Comprised of functional process experts and typically
led by a Green Belt, Green Belt teams tackle less complex, high-
impact process improvement projects.
Breakthrough: Breakthrough teams are typically used to
define low-complexity, new processes.
Blitz: Blitz teams are put in place to quickly execute
improvements produced by other projects. These teams can
also implement DMADDD as required.
Copyright © 2002 Motorola. All rights reserved.
Matching Teams, Projects and Team ProcessesMatching Teams, Projects and Team Processes
Teams must organize their work around the
most effective methodology for the task.
Difficulty/Complexity
Im
p
ac
t
Breakthrough
Workout
Teams
Six Sigma®
Improvement
Teams
Action
Workout™
Teams
AVOID
Empowered
Problem Solving
Teams
Breakthrough
Workout
Teams
Copyright © 2002 Motorola. All rights reserved.
难度/复杂性
Breakthrough
Workout
Teams
六西格玛黑带小组实施团队
避免
授权的攻关小组
绿带小组
团队、项目和团队过程的匹配
团队必须围绕完成该任务最为有效的方法
来安排自己的工作。
影
响
Copyright © 2002 Motorola. All rights reserved.
团队作用
TEAM ROLES
"六西格玛" (6 Sigma) 中内含许多角色。 "Black Belt (黑带)" 是内部的六西
格玛从业者，具备应用于多种统计学方法的技能。 "Green Belt (绿带)" 担
负着许多与 "Black Belt (黑带)" 相同的作用，但是他们的工作不需要那么
复杂的分析。
Within Six Sigma, many roles exist. Black Belts are internal Six Sigma
practitioners, skilled in the application of rigorous statistical
methodologies. Green Belts perform many of the same functions as
Black Belts, but their work requires less complex analysis.
Green Belts and Black Belts work together, along with additional support,
on Six Sigma improvement projects. Within the typical Six Sigma project,
four roles exist:
•Sponsor (发起人)
•Champion (负责人)
•Team Leader (团队领队)
•Team Member (团队成员)
Copyright © 2002 Motorola. All rights reserved.
全面业务评审中的职责
重点在于影响大的变
革目标。
进行持续不懈的严谨
评审。
努力按期执行。
每月项目评审
摩托罗拉记分牌
战略与目
标
本年度创意 业务过
程
业务成果
战略方向 业绩衡量
目标:
实际
度量
目标:
实际
度量
目标:
实际
度量
目标:
实际
度量
D
M
A
I
C
记分牌
度量
度量
目标:
实际:
本周成绩:
主要发现:
问题与障碍:
下一步:
冠军评论:
西格玛目标 (CCR)
单纯
Copyright © 2002 Motorola. All rights reserved.
信息采集分析系统
Information (Data)
Collection System
测量设备的精准性
Measurement system
accuracy and precision
统计过程控制
Statistical Process Control
全面预防维护
Total Prevention
Maintenance
六西格玛推进策略六西格玛推进策略
Six Sigma Implementation StrategySix Sigma Implementation Strategy
制造过程特征化
Process
Characterization
制造过程优化
Process Optimization
供应链管理
Supplier Management
by the six
Sigma methodology
Copyright © 2002 Motorola. All rights reserved.
Measure
Everything
That
Results
In
Customer
Satisfaction
“METRICS”
“指标”
数据驱动进步数据驱动进步
Data DrivenData Driven
描述
记数型
计量型
Copyright © 2002 Motorola. All rights reserved.
““突破突破” ” 工具箱工具箱
‘‘Breakthrough’ ToolboxBreakthrough’ Toolbox
每个项目用同样的工具
Every Project: same method & tools
Copyright © 2002 Motorola. All rights reserved.
六西格玛培训
Six-Sigma
Training
Teaming
Project
Management
Software
Lean
Statistics
DOE
SPC
建立团队
项目管理
软件
统计
试验设计
统计过程控制
纤细化化
六西格玛六西格玛培训核心内容培训核心内容
Key Contents of Six Sigma TrainingKey Contents of Six Sigma Training
Copyright © 2002 Motorola. All rights reserved.
统计知识的层次统计知识的层次 ( (针对一制程针对一制程) )
Level of Statistical KnowledgeLevel of Statistical Knowledge
仅有经验-没有数據
Experience Only - No Date
数據采集-看看数據
Collect Data - Read Data
整合数據-图, 表
Analyze Data-Chart, Graph
描述统计-平均值, 方差
Statistical Description - Mean,
Variation
特征统计-Cp/Cpk, 曲/直线拟合
Statistical Characteristic -- Cp/Cpk
控制统计-SPC控制图
Statistical Control -- SPC Control
Chart
预示统计-变量分析,实验设计线
性或多元回归
Statistical Prevention – Variation
Analysis, DOE
Copyright © 2002 Motorola. All rights reserved.
成套分析工具
ANALYTIC TOOL SETS
由于改进机遇和团队千差万别，所以各
团队采用的策略也各不相同。
Since improvement opportunities and
teams differ, it stands to reason that the
approach employed by those teams
differs as well.
特定类型的问题需要特定类型的分析工
具。下图对这些成套的工具进行总结。
Certain types of problems require
certain types of analytic tools. These
tool sets are summarized on this chart.
分析工具 常见用途
Ford
Global
8D
用于将绩效恢复到以前的水平。
DMADV
用于新的过程、产品或服务
主动而不是被动
亦称之为 DFSS (为六西格玛而设计)
DMAIC
用于达到前所未有的绩效水平。
Green Belt (绿带) 使用的成套工具
DMADD
D 用于促进某一过程的节约增效。
Analytic
Tool Set
Common Use
Ford
Global 8D
Need to bring performance back to a level at which it
had previously been
DMADV
Need a new process, product, or service
Proactive, not reactive
Also called DFSS (Design for Six Sigma)
DMAIC
Need to reach levels of performance never before
seen
Tool set used by Green Belts and Black Belts
DMADDD Need to drive the cost out of a process and improve
efficiency
Copyright © 2002 Motorola. All rights reserved.
DMAIC
DMAIC是一整套常被 "Green Belt (绿带)" 和
"Black Belt (黑带)" 使用的工具。DMAIC 与其
他工具集类似，由一个明确的、多阶段的过程
组成。
DMAIC is the tool set commonly used by
Green Belts and Black Belts. Like the other
tool sets, DMAIC is comprised of a defined,
multi-phase process.
下图列出�模型的五大阶段及各阶段的基本目
标。
针对该过程中的每一个阶段，各自有一套具体
的活动、解决具体问题的工具与技巧，以及应
实现的主要内容。
And for each phase in the process, a set of
specific activities, problem-specific tools and
techniques, and key deliverables are involved.
The following chart lists the five stages of the
DMAIC model and the fundamental objectives
for each phase.
阶段 基本目标
界定 -- 什么是最
重要的?
定义项目目标和应向内部及外
部顾客提供的内容。
衡量 -- 我们现在
做得怎么样? 对过程进行衡量，确定当前
分析 -- 错在哪里? 分析并确定缺陷的根本原因。
改进 -- 需要采取
哪些措施?
通过永久性地消除缺陷来改进
本过程。
控制 -- 我们如果
保证工艺水平? 我们如果保证工艺水平
Phase Fundamental Objective
Define -- What is
important?
Define the project goals and customer
deliverables (internal and external)
Measure -- How are we
doing?
Measure the process to determine
current performance
Analyze -- What is
wrong?
Analyze and determine the root cause(s)
of the defects
Improve -- What needs
to be done?
Improve the process by permanently
removing the defects
Control -- How do we
guarantee performance?
Control the improved process’s
performance to ensure sustainable
results
Copyright © 2002 Motorola. All rights reserved.
Continuous Improvement RoadmapContinuous Improvement Roadmap
Process Characterization Flowchart
Prioritize Opportunities for improvement
Select team
Process Mapping
Define the critical characteristic
Perform Gauge R&R
Capable? Improvement
measurement
Perform a process capability study
Stable
& capable
Control
Optimization
Implement total process control
Institutionalization
What? Why?
To work on critical business issues
To select a cross function team
To map the process (as is & should be)
To identify & define major product,
process and machine parameters
To quantify the measurement error
To assess process stability &
estimate process mean & variation
To compare process performance
to customer requirements
To identify cause & effect relationships
To implement preventive procedures
& steps to assure a stable & high
performance process
To implement best practices & standards
To leverage resources
To expand knowledge & creativity
To get a visual picture of the process
To use 80/20 principle (80% of the
performance will be controlled by 20% of
the parameters)
To verify the measurement variation is less
than 10% of the process variation or spec.
To verify the process is stable
To estimate the process mean/variation
To compare the process performance to spec.
To find important input variables
To assure proactive & preventive thinking
is implemented
To assure est process monitoring
To lay out C/A procedure up front
To implement what was learned across BU
Copyright © 2002 Motorola. All rights reserved.
持续进步的路径持续进步的路径
步骤流程 为什么?
对可能改进的机会优先排续
组建团队
流程梳理
确定过程主要特征
进行测量系统的研究（GR&R）
合格? 改进的测量系统
进行工艺能力研究
稳定&可靠? 优化控制
实施完全流程控制
标准化,制度化
什么?
关键性业务问题
组建跨职能团队
梳理流程 (现状及应该的)
确定主要产品,
流程及机器参数
量化测量错误
评估流程稳定性并
预测流程平均值及变异
比较流程性能及客户需求
确定因果关系
实施预防步骤以保证流程
的稳定与高效
实施最佳的方案及标准
资源平衡
扩展知识及创造力
拿到看得见的流程图
使用80/20原则
(80%的行为由20%的参数控制)
核实测量的变异少于流程或规格变异的
10%.
核实流程是否稳定
预测流程的平均值/变量
对比规格与实际运作
发现重要变量
保证积极的可预防的思维得到实施
保证流程的可监控性
从最开始就安排C/A步骤
实施以学到的最佳方案
Copyright © 2002 Motorola. All rights reserved.
如何实现六西格玛如何实现六西格玛
How to Achieve Six Sigma?How to Achieve Six Sigma?
USL
T
LSL
T
USLLSL
USL’LSL’
USL
T
LSL
Knowing the root cause is the key, If you
know it, you will control it
关键是了解根因 (主要因子)
1. Eliminate abnormal failure due to
special reason. By: Kaizen, TCM,
TPM消除不正常缺陷
分布居中
2. Hit to the target.
By: GR&R, Statistic, Cpk.
减少变异
3. Reduce Variarance
By: DOE, ANOVA
Copyright © 2002 Motorola. All rights reserved.
分散和趋中的影响
The Impact from Spread and
Location
LSL USLTarget LSL USLTarget LSL USLTarget LSL USLTarget
Cpk = Cpk = Cpk = Cpk =
LSL USLTarget LSL USLTarget LSL USLTarget LSL USLTarget
Copyright © 2002 Motorola. All rights reserved.
分析及改进
Analysis and Improvement
制成的四种状态
The 4 status of Process
Cpk >
Cpk <
Cp > 2
Cp < 2
. .
. .
Cp=Cpk(1-k)
Copyright © 2002 Motorola. All rights reserved.
黑带的发展
Exceeding
Customer
Expectations
Six Steps to
Six Sigma
Problem
Solving
Strategies
and Tools
Continuous
Improvement
Curriculum
(CIC)
• 图表的
• 探测地
• 交互式的
• 多项比较
• 度量系统分析
• 质量控制
• 实验设计和
最优化
•确认问题
•收集数据
•分析数据
•解释数据
•汇报分析
•提出建议
•实施行动
•监察和控制
Problem Identification
Collect Data
Analyze Data
Interpret Data
Report Analysis
Make Recommendation
Implementation of Action
Monitoring & Control
Graphical
Exploratory
Interactive
Multiple Comparisons
Measurement
Systems Analysis
Quality Control
Experimental Design
and Optimization
持续进步的路径持续进步的路径((续续))
Continuous Improvement RoadmapContinuous Improvement Roadmap（（Cont’dCont’d））
Copyright © 2002 Motorola. All rights reserved.
六西格玛持续改进课程表
Six sigma CI Curriculum
Statistical Approach to Six Sigma (CIC1141 & 1142)
Foundations of Six Sigma & the DMAIC Model (CIC1157)
Green Belt Program
Black Belt Program
Master
Black Belt
Benchmarking
(CIC540)
Teaming
(TBD)
Cycle Time
Reduction & Map.
Workshop
(CIC850)
Quality Function
Deployment
(CIC1070, 1071)
Business
Skills (TBD)
Copyright © 2002 Motorola. All rights reserved.
Building Organization-Wide CapabilityBuilding Organization-Wide Capability
. . . to support a Six Sigma Campaign
Leadership Jumpstart Event (2 days)
- align with business strategy
- secure commitment, prioritize and resource projects
Senior
Leadership
Team
Foundations Training – Organization Wide
Black Belt
Candidates
Champions
Six Sigma Black Belt Training (20 days)
- prepare Black Belts to lead Six Sigma improvement teams
- equip Black Belts with SPC tools and techniques
Six Sigma Management Training (3 days)
- equip results owners to manage in Six Sigma environments
- ensure the advancement of the improvement projects
Green Belts
Six Sigma Green Belt Training (5 days)
- prepare team members to execute project activities
- provide solid foundation of improvement processes and tools
Copyright © 2002 Motorola. All rights reserved.
提高整个组织的实力
支持六西格玛运动
领导人才助推活动 (2天)
- 与业务战略取得统一
- 为项目而保证承诺，安排重点，提供资源
高级领导团队
基础培训——全组织
黑带候选人
带头人
六西格玛黑带培训(20天)
- 教会“黑带”如何领导六西格玛改进团队。
- 为“黑带”提供SPC工具和技巧。
六西格玛管理培训(2天)
- 为成果所有者在“六西格玛”环境中进行管理创造条件。
- 保证改进项目的进行。
绿带
六西格玛绿带培训(6天)
- 为团队成员执行项目活动创造条件。
- 为改进过程提供坚实基础和工具。
Copyright © 2002 Motorola. All rights reserved.
六西格玛绿带学习班大纲
Six Sigma Green Belt Action Learning Plan Six Sigma Green Belt Action Learning Plan
• 六西格玛基础
(Fundamental to Six
Sigma)
• 界定机遇(Define)
找出、排序并选择改进
机遇。
制定项目团队宪章
组建有效的团队
明确顾客及顾客需求
界定待改进的过程并绘
图
• 衡量业绩(Measure)
确定衡量的内容
对衡量进行管理
认识波动
评估衡量系统
确定过程业绩表现
• 分析机遇(Analyze)
找出潜在的根本原因
进行失败模式及效果分析 (FMEA)
实施对比法
进行波动源（SOV）研究
进行相关性分析
• 改进业绩(Improve)
提出解决方案
解决方案的排序与选择
• 控制业绩(Control)
制订控制计划
实施过程控制系统
Copyright © 2002 Motorola. All rights reserved.
Six Sigma Black Belt Action Learning Plan Six Sigma Black Belt Action Learning Plan
Week 1
Core Content
•DMAIC Methodology
• Identifying Business
Opportunities
•Customer Requirements
•Mapping Processes
•Effective Teams
•Critical Measures
•Measurement Systems
Analysis
•Process Performance
•MINITAB Software
Week 2
Core Content
•Root Cause Analysis
•Process Stratification
•Validation of Root
Causes
•Comparative
Methods
•Sources of Variation
•Failure Mode &
Effects Analysis
Week 4
Core Content
•Response Surface
Methodology
•Recommendations
and Change Plans
•Statistical Process
Control
•Process Capability
• Implementation
Planning
•Process Integration
Week 3
Key Deliverables
•Data Analyses
(Cont’d)
•Validated Root Causes
•Potential Solutions
•Selected Solutions
•Communication Plan
Key Deliverables
•Project Charter
•Action Plans
•Process Maps
•Key Process Indicators
•Data Collection Plan
•Measurement Analysis
•Baseline Performance
Coaching /
Project Work
Key Deliverables
•Collected Data
•Data Analyses
•Sources of Variation
•FMEA Study
Core Content
•Correlation &
Regression Analysis
•Design of Experiments
• Idea Generation
•Solution Evaluation
and Selection
Key Deliverables
•Pilot Plan
•Control Plan
•Training Plans
• Implementation Plans
Coaching /
Project Work
Coaching /
Project Work
Coaching /
Project Work
Copyright © 2002 Motorola. All rights reserved.
六西格玛黑带行动教学计划
第1周
核心内容
•DMAIC方法
•找出业务机遇
•顾客需求
•绘制过程图
•有效的团队
•主要衡量项
• 衡量系统分析
•过程业绩
•MINITAB 软件
第2周
核心内容
•根本原因分析
•过程整理
•根本原因认证
•比较法
•波动源
•失败模式与效果分析
第4
周核心内容
•反应表面法
•建议与变革计划
•统计过程控制
•过程能力
•实施规划
•过程集成
第3周
可实现的主要内容
•数据分析（续）
•经认证的根本原因
•可能的解决方案
•选中的解决方案
•交流计划
可实现的主要内容
•项目宪章
•行动计划
•过程图
•主要过程指标
•数据收集计划
•衡量分析
•基准业绩
辅导/项目工作
可实现的主要内容
•收集到的数据
•数据分析
•波动源
•FMEA研究
核心内容
•相关分析与回归分析
•实验设计
•构思
•方案评估与选择
可实现的主要内容
•示范计划
•控制计划
•培训计划
•实施计划
辅导/项目工作 辅导/项目工作 辅导/项目工作
Copyright © 2002 Motorola. All rights reserved.
Key to Six Sigma SuccessKey to Six Sigma Success
成功的秘匙成功的秘匙
Copyright © 2002 Motorola. All rights reserved.
Strategies fail when
culture doesn’t adapt.
由于没有文化的支撑,
才导致战略的失败
没有魔术药丸没有魔术药丸
Copyright © 2002 Motorola. All rights reserved.
Personal Experience on Sigma ImprovementPersonal Experience on Sigma Improvement
从4西格玛到6西格玛
From 4 Sigma to 6 Sigma
两年行程（针对一个产品）
Two year Journey:
建立数据记录及跟踪系统 Setup data record & tracking system
格式，数据库及条形码跟踪系统 Format, data base and bar code
tracking system
无纸化信息LAN Paperless floor information LAN
TPM 和 SPC TPM and SPC
空余部分，固定设备 PM 以及 Spare parts, fixture PM and
机器零件库存跟踪数据库 Machine piece parts inventory tracking
data base
工艺描述 Process Characterization (PC)
通过设备，家族模式，缺陷模式 By equipment, by model family, be
defect mode
工艺最优化 Process Optimization
通过主要的机器 By critical/major machine
通过少的CpK 项目 By item with poor Cpk
供应商能力的提高 Supplier capability improvement
对于关键供应商的PC工作站 PC workshop for key suppliers
去掉一些低能力的供应商 Remove some suppliers with low
capability
( sigma )
( sigma )
( sigma )
( sigma )
( sigma )
在西格玛改进方面的个人经验在西格玛改进方面的个人经验
Copyright © 2002 Motorola. All rights reserved.
Set SMART GoalSet SMART Goal
Goal of
Objective Performance Index
which is measured by the data
provided by other departments
设立聪明的目标设立聪明的目标
Specific
Measurable
Achievable
Relevant
Traceable
具体的
可测量的
能实现的
与业务
相关的
可追踪的
Copyright © 2002 Motorola. All rights reserved.
Set Goals Top-downSet Goals Top-down
由上到下设定目标由上到下设定目标
Commitment Bottom-up
由下至上逐级承诺目标
Business Entitlement/Goal
Division Entitlement/Goal
BU Entitlement/Goal
Department Entitlement/Goal
Team Entitlement/Goal
Personal Entitlement/Goal
Lin
k
each
othe
r
由下至上
反馈目标
的可执行
性Feedback
for goals
to be
Feasible
相互衔接
公司
部门
小组
个人
Copyright © 2002 Motorola. All rights reserved.
Manufacturing Bar Code Tracking System Manufacturing Bar Code Tracking System
Raw Material (Lot #): 材料批次
识别出材料批次或日期代码to identify material abnormal lot
# or date code
Machine (Machine #): 机器号
识别出低效能的机器to identify the machine with poor
performance
People (Budge #): 操作员
识别出需进一步培训的人员，跟踪其进展情况to identify
who need further training or performance tracking for
improvement
Finish Good (Product) Batch # 产品识别号
能够获得以上三项的渠道which can tract back to the
information of above\ 3 items
条码追踪数据采集系统条码追踪数据采集系统
Keep all In Control
保持所有项目在控制中
Copyright © 2002 Motorola. All rights reserved.
顾客将非常高兴了解我们有如此卓越的追踪
Customer will be very delighted to know we have such a excellent tracking ability for some motor
types with tough requirement
Bar Code IT SystemBar Code IT System
(A cost-effective way in data collection & analysis)
条码追踪数据采集系统条码追踪数据采集系统
Material
Ware house
Key
Process 1
Critical
Process 2
Final
Inspection
Inspection 1
Finish Good
Warehouse
Bar code printer for material lot#
Bar code printer for FG
材料库
生产线
服务器
成品库
Copyright © 2002 Motorola. All rights reserved.
不同的问题可能来自相同的原因
The same cause may create different failure response
步步为营的解决问题的方法步步为营的解决问题的方法:: 真因分析的步骤真因分析的步骤
Problem solving step by step approach:Problem solving step by step approach:
Steps for Root Cause AnalysisSteps for Root Cause Analysis
A. 比较类似产品 差别是什么? What is the difference? BOM comparison
做了那些变化? What is the change?
B. 因果分析 确定独立输入变量 Identify independent parameters By 5M
由现象向回追踪 Trace back from phenomena By 5 Why
C. 历史数据分析 回顾历史数据 Review historical data
D. 不良品分析 机械/电子Mechanical
化学 Chemical
Component search
Meters/SEM/X-ray
CorrelationE. 实验设计 MVA by 4M
MVA by key factors
DOE Screening
F. 确认 采用特殊控制的组别 Create specially control groups
by T-test or Anova
G. 优化并控制 针对主要的控制变量 For key independent factor Full factorial
RSM
Product comparison
Root cause matrix
Production data analysis
Failure analysis
Experiment design
Confirmation
Optimization
Copyright © 2002 Motorola. All rights reserved.
Copyright © 2002 Motorola. All rights reserved.
画虎画皮难画骨(学精神与学皮毛)
? 已经过了ISO9000
Copyright © 2002 Motorola. All rights reserved.
我们怎么办？
What should we do?What should we do?
借鉴借鉴MotorolaMotorola的成功经验的成功经验
结合自身实际对结合自身实际对66进行拓展进行拓展
杰克杰克··韦尔奇坚定的决心韦尔奇坚定的决心
Right Decision
Risk
Mistake
我们
THANKS
