新六西格玛
刘建勇博士
Dr. Jim Liu
挑战 挑战
Challenge
快!快!快！
Be quick!
取胜法宝
Keys to Success
美国国家品质奖
QS
不同的法则
Different Philosophies
Motorola’s Perspective
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
2003 Digital Six Sigma
2002 Malcolm Baldrige National Quality Award
摩托罗拉公司与六西格码
1987 制定1992 应达到的西格玛目标
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
摩托罗拉年度营业额
Annual revenues by year
淨營收 (十億美元)
14%
24%
16%
14%
4%
18%
28%
31%
22%
9%
B US$
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。
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。
Measurement and Methodology
“Sigma”
is a measurement scale upon which improvements can be gauged.
“Six Sigma”
is an overall methodology that drives business improvement.
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
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
六西格玛: 目标
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
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。
今天的六西格玛
Six 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。
六西格玛的革新Renovation 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.
数字化
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。
Cp
Cpk
)
DPMO(Defects Per Million Error Opportunities
业界标杆
一般公司
baggage handling: sigma
行李传送
国内航班
为什么要推行六西格玛
Why Six Sigma?
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
Why Six Sigma?
解决问题的方法与思路
The methodology of problem solving
掌握通用工具40多个
Command the tools
客户导向
Customer focus
The Current Situation 目前状况
Cycle Time运转周期
Customer Satisfaction 顾客满意
(Phone Rings Again)
Continuous Improvement
持续改进
Gamba Kaizen
5s
TPM
COQ
TCM
为什么要推行六西格玛
Why Six Sigma?
Sky Tower on Tomorrow
明天的大厦
Customer Satisfaction 顾客满意
(Phone Rings Again)
Cost 费用
Service 服务
System 系统
Management 管理
Delivery 交付
Quality 质量
Continuous Improvement
持续改进
Cycle Time 运转 周期
6 Sigma 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
Why Six Sigma?
持续进步的路标
Roadmap 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
我们的经验教训
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!
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 on
Champions
Master
Black Belts
Black Belts
Six Sigma Project VP
Green Belts
All Employees
CEO
Six Sigma Executive
Sponsor
六西格玛项目参与人员
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/BB
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
Core Six Sigma Business Improvement Campaign Principle
“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 ... )
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
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
The Cornerstone of a Six Sigma Business 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
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
NA
PCS
Asia
EMEA
TPRG
WWSC
CSS
PLM
Other Support Functions
Motorola Internal Use Only
FINAL
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
项目选择方法
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
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.
Matching Teams, Projects and Team Processes
Teams must organize their work around the most effective methodology for the task.
Difficulty/Complexity
Impact
Breakthrough
Workout
Teams
Six Sigma®
Improvement
Teams
Action
Workout™
Teams
AVOID
Empowered Problem Solving
Teams
Breakthrough
Workout
Teams
团队、项目和团队过程的匹配
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
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)
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
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
Six 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
Measure
Everything
That
Results
In
Customer
Satisfaction
“METRICS”
“指标”
数据驱动进步
Data Driven
描述
记数型
计量型
“突破” 工具箱 ‘Breakthrough’ Toolbox
每个项目用同样的工具 Every Project: same method & tools
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
六西格玛培训核心内容
Key Contents of Six Sigma Training
统计知识的层次 (针对一制程)
Level 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
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
DMADDD
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
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
Continuous 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
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
如何实现六西格玛
How to Achieve Six Sigma?
USL
T
LSL
T
USL
LSL
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)
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
分散和趋中的影响
The Impact from Spread and Location
LSL
USL
Target
LSL
USL
Target
LSL
USL
Target
LSL
USL
Target
Cpk =
Cpk =
Cpk =
Cpk =
LSL
USL
Target
LSL
USL
Target
LSL
USL
Target
LSL
USL
Target
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)
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(续)
Continuous Improvement Roadmap（Cont’d）
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)
Building 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
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。
六西格玛绿带学习班大纲
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
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
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
Key to Six Sigma Success
成功的秘匙
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
Personal 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
Set SMART Goal
Goal of
Objective Performance Index
which is measured by the data
provided by other departments
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
Set Goals Top-down
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
Link
each
other
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
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
Keep all In Control
保持所有项目在控制中
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 System
(A cost-effective way in data collection & analysis)
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
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:
真因分析的步骤
Problem solving step by step approach:
Steps 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
Correlation
E.
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
画虎画皮难画骨(学精神与学皮毛)
? 已经过了ISO9000
我们怎么办？
What should we do?
借鉴Motorola的成功经验
结合自身实际对6进行拓展
杰克·韦尔奇坚定的决心
Right Decision
Risk
Mistake
我们
“There is nothing so useless as doing efficiently that which should not have been done at all.”
不要做无用功或负功
Motorola BB Program
摩托罗拉黑带项目
祝你提升能力
Review the slide.
This slide shows by history, Motorola’s commitment to continuous business improvement through use of BBs & GBs. Motorola intends to add over 1,000 BBs & 2,000 GBs. We intend to make middle managers champions and GBs. This has been Motorola’s own learning curve with Six Sigma and process Improvement methodology. We were the pioneers of Six Sigma and continuous improvement methodologies. And we’ve learned a great deal in our journey…
We invented the methodology in 1986.
We set a goal of Six Sigma in 1987
Three years later we launched the first Black Belts internally.
Two years later we set the unheard of stretch goal of 10X improvement in defects and cycle time.
In 1998, when our stock price was at 38, we launched a formal corporate renewal initiative and as the vehicle to achieve re-alignment. The corporate renewal story is very much a story of process redesign and re alignment. We identified 8 core processes and fundamentally redesigned each of them from the outside in, starting with customer requirements.
In 1999 we began operating as an organization driven by new rules of engagement and managed by the Performance Excellence business Model.
In 2000 we accelerated our own Black Belt initiative to continue to drive business improvement internally.
And in 2002 we are using what we’ve learned to again renew the corporation.
Throughout our journey, the number one thing we’ve learned is that Six Sigma is really about being able to quantify results. Many people equate Six Sigma simply with defect reduction, and while defect reduction is important, the primary measure of Six Sigma is financial gain. When Motorola first implemented Six Sigma we put the emphasis on defect reduction too. There were others who wished that we had been able to put the emphasis on cycle time and time to market, because they knew that was where the real gain was and as it turned out, they were right.
Review the slide.
This slide shows by history, Motorola’s commitment to continuous business improvement through use of BBs & GBs. Motorola intends to add over 1,000 BBs & 2,000 GBs. We intend to make middle managers champions and GBs. This has been Motorola’s own learning curve with six 西格玛 and 过程 Improvement methodology. We were the pioneers of six 西格玛 and continuous improvement methodologies. And we’ve learned a great deal in our journey…
We invented the methodology in 1986.
We set a goal of six 西格玛 in 1987
Three years later we launched the first Black Belts internally.
Two years later we set the unheard of stretch goal of 10X improvement in defects and cycle time.
In 1998, when our stock price was at 38, we launched a formal corporate renewal initiative and as the vehicle to achieve re-alignment. The corporate renewal story is very much a story of 过程 redesign and re alignment. We identified 8 core 过程es and fundamentally redesigned each of them from the outside in, starting with customer requirements.
In 1999 we began operating as an organization driven by new rules of engagement and managed by the Performance Excellence business Model.
In 2000 we accelerated our own Black Belt initiative to continue to drive business improvement internally.
And in 2002 we are using what we’ve learned to again renew the corporation.
Throughout our journey, the number one thing we’ve learned is that Six 西格玛 is really about being able to quantify results. Many people equate six 西格玛 simply with defect reduction, and while defect reduction is important, the primary measure of six 西格玛 is financial gain. When Motorola first implemented six 西格玛 we put the emphasis on defect reduction too. There were others who wished that we had been able to put the emphasis on cycle time and time to market, because they knew that was where the real gain was and as it turned out, they were right.
Review the slide.
Here is the distinction between the label of Six Sigma as a description of measurement and how it drives a total approach to business improvement.
Distinguish between sigma metrics and Six Sigma, the methodology.
Review the slide.
The change at Motorola is because of what we learned - that improvement teams be focused on top-down business results. In 1998 we had a chance to do benchmarking of what is working at other corporations: Dow, ., Allied Signal (what had worked) and Caterpillar (what is currently working).
Review the slide.
Any outcome we are trying to achieve is the function of a certain set of variables. Our end outcome is a function of the factors that drive improvement results.
The process of engaging in this discussion is the engine that drives a campaign. Getting very clear on what you are trying to improve and which critical actions will get you there is the key to simplifying the game.
Sometimes this process of ‘drilling down’ can be rather tedious, but it takes this kind of rigorous thinking over the next 2 days to get to clear targets.
Review the slide.
Any work you do has to be linked to the overall strategy. Green Belts link projects to the scorecard.
Key is linking metrics to column 1.
Column 2 is about executing on initiatives.
Column 3 builds capability for long term effectiveness. Builds more robust 过程es.
Column 4: determines (tells us) whether metrics are achieving those 目标s. It’s not good enough to just have financial strength. Need strength in all 4 areas.
A balanced scorecard clarifies strategic mission objectives.
Note: There is a Harvard Business Review article on the balanced scorecard (20 pgs). We should get this for future instructor background.
* Pat will send example scorecards to John. We should capture these for other/future instructor referral.
Review the slide.
Any work you do has to be linked to the overall strategy. Green Belts link projects to the scorecard.
Key is linking metrics to column 1.
Column 2 is about executing on initiatives.
Column 3 builds capability for long term effectiveness. Builds more robust processes.
Column 4: determines (tells us) whether metrics are achieving those objectives. It’s not good enough to just have financial strength. Need strength in all 4 areas.
A balanced scorecard clarifies strategic mission objectives.
Note: There is a Harvard Business Review article on the balanced scorecard (20 pgs). We should get this for future instructor background.
* Pat will send example scorecards to John. We should capture these for other/future instructor referral.
Review the slide.
One key difference between our Business Improvement methodology and other Six Sigma approaches is that we apply the appropriate team approach, given the task at hand. There are 4 major categories of improvement team approaches, depending on the complexity of the issue at hand and the level of analysis required to solve the problem.
Every project does not warrant the rigor of Black Belt methodology. Many companies have used other less complex methodologies to improve sigma levels.
Our approach recognizes this and our goal then is to help clients to apply their resources where they can have the greatest impact.
Almost all companies have some process in place such as Quality Circles. There is still a place for those teams and thus can be integrated into your process.
Not all projects have to be full BB projects. Six Sigma teams are both GB and BB, and are different from Breakthrough Workout Teams.
Breakthrough Workout Teams are rapid process reengineering teams.
Action Workout Teams are focused on execution. They know what the assessment is and just need to carry it out.
Review the slide.
This is a nice summary –
Strong alignment piece
GBs will impact business results
Review the slide.
These are the levels of training and project implementation associated with a successful Six Sigma project approach.
Leadership Jumpstart aligns the Leadership team.
Champions Support the Six Sigma Black Belt candidates.
Ensure advancement of the improvement projects.
Verify that the continuous improvement methodology is appropriately followed.
Black Belts are:
Internal Six Sigma practitioners skilled in the application of rigorous statistical methodologies used to implement Six Sigma and other change initiatives.
Experts who have successfully integrated their functional discipline with statistical, quality and interpersonal skills.
They can serve as agents of change, internal consultants, project and team leaders for continuous improvement, mentors and trainers.
See BB Web Site for more information
Green Belts are:
Team members who participate on improvement projects, usually under the supervision of a Black Belt.
Review the slide.
These are the levels of training and project implementation associated with a successful six 西格玛 project approach.
Leadership Jumpstart aligns the Leadership team.
Champions Support the Six 西格玛 Black Belt candidates.
Ensure advancement of the improvement projects.
Verify that the continuous improvement methodology is appropriately followed.
Black Belts are:
Internal six 西格玛 practitioners skilled in the application of rigorous statistical methodologies used to implement Six 西格玛 and other change initiatives.
Experts who have successfully integrated their functional discipline with statistical, quality and interpersonal skills.
They can serve as agents of change, internal consultants, project and team leaders for continuous improvement, mentors and trainers.
See BB Web Site for more information
Green Belts are:
Team members who participate on improvement projects, usually under the supervision of a Black Belt.
Review the slide.
Review the slide.
Our approach to developing Six Sigma Black Belts is based on an Action Learning Model. This model combines classroom instruction with real-time project implementation and mentoring. Prior to commencing the Black Belt training program, candidates are assigned improvement projects and teams by their organization. As candidates complete each segment of training, they will immediately apply the concepts and tools learned to relevant projects in your organization – with the assistance of a Motorola University consultant. Black Belt training is typically delivered in four week-long segments over a four-month period of time and is constructed upon the DMAIC methodology.
1。为什么将讲GE呢？
2。MOTOROLA用了10年的时间，从 到 ，GE 用了 时间，从 到 。联想有必要，也完全有可能站在巨人的肩膀上。
3。GE的成功之路值得借鉴：（3条）
4。GE连年被评为世界500强之首，杰克。韦尔奇也是一位传奇式的领导艺术大师。我们相信，如果象GE一样，结合自身实际推进行动。必将象GE一样取得成功。
