Six Sigma in Logistics
6西格玛-物流领域的运用
Six Sigma… What is it?
6西格玛…它是什么？
is a strategy directed at improving customer satisfaction 是一种提高客户满意度的战略
is a disciplined methodology that focuses on improving business processes toward near-perfect quality 是一种专注于改进流程以达到近乎完美的质量的规范方法
The Six Sigma method focuses on identifying and controlling the critical inputs to a process in order to improve the output 6 方法着重于确定和控制关键的生产输入从而改进输出的变量
Improvements are made by reducing the variation in the output of the process 质量的改善和提高是通过降低流程输出误差来达到的
Six Sigma projects consist of 5 basic activities: Define, Measure, Analyze, Improve and Control processes (DMAIC) 6项目包含五个基本步骤：定义，衡量，分析，改进和控制
“Sigma” is a letter in the Greek alphabet that is used in statistics as a measure of variation 是一个希腊字母，在统计学中用来作为均方差的衡量系数.
：Parts per Million (百万次中的疵率)
s
PPM
Process
Capability
Defects per
Million
Opportunities
Defect levels decrease exponentially as sigma levels increase from one value to the next ! (non-linear)
Six sigma is a rigorous analytical process for solving problems 6 是一个解决问题的严格的分析流程
Six Sigma Problem-Solving Approach 6解决问题方法
For Each Product or Process CTQ – Define, Measure, Analyze, Improve, & Control 对每一件产品或流程的CTQ，都要 定义、衡量、分析、改进和控制（DMAIC）
3
Identify Key Processes that cause Defects in a CTQ Characteristics 确定关键质量指标中导致缺陷的关键流程
2
Identify Customer-Driven Critical-To-Quality (CTQ) Characteristics 确定客户驱动的关键质量指标
1
Example: Shipping Logistics
举例: 运输物流
Situation: 背景
GE Appliance products, such as microwave ovens and air conditioners, are being produced in Asia and shipped to US customers, such as Walmart GE电器产品，如微波炉和空调，在亚洲制造，然后销往美国客户，如沃尔玛
Delivery performance is very erratic and the average on time delivery is about 85% 交货绩效非常不稳定，平均按时交货率只有85%
Shipping Logistics – 背景
Product arrives in the US at Los Angelus 货物到达美国洛杉矶
From the port, the product is taken either to a GE distribution center or to a customer designated forwarder 货物从港口运到GE分销中心或客户指定货运公司
Product is then cross docked and sent on to final distribution centers via rail, pig, or truck 然后把货物装卸车并运通过铁路或卡车送到最终分销中心
Shipping Logistics
Process Mapping 流程图
Shipping Logistics
DMAIC Steps 步骤
Define Phase: 定义阶段
A team is assembled to attack this problem. The team includes suppliers, 3rd party vendors, GE logistics people, finance, sales, and customers. 组成一个项目攻关小组，包括供应商、第三方供应商、GE物流人员、财务、销售和客户
The supply chain process is mapped from the supplier to the end customer 作出从供应商至终端客户的供应链流程
Measure Phase: 衡量阶段
The current performance is measured by looking at data from the previous 6 months. Capability of this process is sigma
检查迄今6个月以来的数据以确定目前的表现，结果是这个流程的能力只达到了
Analyze Phase: 分析阶段
All of the many inputs are examined and it appears that 2 areas are the vital inputs, the shipping decision by the supplier and getting the product through the port of LA 输入指标都已检查，看上去有2项是关键指标，即：供应商的运货决定和货物通过洛杉矶港
Improve Phase: 改进阶段
Further investigation by the team yields some changes in procedure that solve the problem 小组进一步深入调查，对程序作了适当改变，解决了问题
Control Phase: 控制阶段
Documentation and procedures are updated 更新文件和程序
Shipping Logistics
Improvement 改进
Old Procedure 老程序
GE specifies when product produced and shipped GE确定产品的生产和运输时间
Supplier would comply by selecting first ship going to the US 供应商选择最早的货船运货
Shipping time 8 to 18 days 船运时间10-18天
Supplier notifies GE system (often delayed) and freight forwarder with paperwork 供应商书面通知GE和货运公司（常延迟）
New Procedure 新程序
GE specifies when product produced and delivered to US GE确定产品的生产和抵达美国时间
Supplier complies by selecting the “right” ship 供应商选择最适时的货船
Shipping time 8 days 船运时间8天
Supplier notifies our freight forwarder with paperwork, and freight forwarder communicates through GE system 供应商书面通知货运公司，货运公司再通知GE
Shipping Logistics
Container Delay at LA Port 集装箱堆积在码头
Containers are unloaded in one day
集装箱一天内卸货完毕
The first containers off the ship are for inter-modal shipments
先卸下的货物 均属于??
These containers are stored in the “hot hatch”
这些货是从”优先”舱位内卸下来的
The balance of the containers are
mostly stacked on the ground
其余的货然后才卸下,堆积在码头上
GE gets the OK to use the “hot hatch” for hot shipments
GE得到允准, 紧急的货物可以进入”优先”舱位
Shipping Logistics
Results 结果
Results:
On time delivery increased to 97%
Transportation costs reduced by $300,000
Inventory (cash flow) reduced by $1,000,000
Capability Raised to Sigma
结果：
按时交货率上升为97%
运输成本降低了30万美元
库存（现金流转）降低了100万美元
流程能力提升至西格玛
CTQ - Customer related dimension must be measured
Step 2 - Six Sigma will change the paradigm from fixing products so that they are perfect to fixing processes so that they produce nothing but perfection, or close to it.
