- 1. Welcome to a presentationon Six SigmaTM
2002年1月12日
- 2. What are your Expectations?I would like to capture your expectations for the day?
- 3. Agenda
Introduction & overview
Demystifying Six Sigma
Creating the Six Sigma Culture
Managing the six sigma culture
Total cycle Time Reduction
Success Examples Around the world
How to Implement Six Sigma in your business
Q & A
Closing comments
- 4. Alliance PartnershipsMASET, LLC.
and
Motorola
- 5. Maset areas of expertiseQuality(Six Sigma)
Cycle time eduction
Leadership
Cultural change
Project Management
Supply chain Management
Facilitation
Training
- 6. Demystifying Six Sigma
- 7. What does Six Sigma mean to you ?Many different definitions exist.I will try to address three this morning
- 8. Six sigma as a statistical term
- 9. Normal DistributionMean
- 10. Standard deviationmean68.27 %15.865%15.865%
- 11. Six sigam as a statistical termValues of a standard deviation
one sigma = 68.27 % 317,311 ppm
two sigma = 95.45 % 45,500 ppm
three sigma = 99.73 % 27,000 ppm
six sigma = 99.999999 % 1.96 ppb
- 12. Six sigma as a quality termInvented by motorola in the mid 80’s
Service marked and registered by Motorola
Accepted by all countries
Accepted by all organization
- 13. -1.5 Mean +1.5 Virtually no defects(3.4 ppm) Lower
Specifacation
limitupper
Specifacation
limit-6-5-4-3-2-10+1+2+3+4+5+6Allow s for variation in measurement
1.5 Sigma shift
+
-Virtually no defects (3.4 ppm)
- 14. Six sigma as a quality term
Six Sigma
=
3.4 ppm defective
- 15. Six sigma is a way to change an organizations cultureProvides a means of delivering Total customer satisfaction
Focuses everyone in the organization on the same objective
- 16. Definition of defectAnything
that
dissatisfies
your
- 17. Defect are good!“Associates need to feel comfortable in identifying and reporting defects.”
- 18. The effects of defectsEvery occurrence of a defect within the process requires time to inspect,fix,and re-inspect.
Average cycle time is directly proportional to the total number of defects in the process.
- 19. Welcome toMotorola’sQuality Story
- 20. CultureCulture guides the enterprise’s Day-To-Day behavior
- 21. The nature of cultureCulture provides its members with guidelines for dealing with just about everything
Much of every culture is cvert and implicit largely submerged like an iceberg
Cultures are constantly changing and evolving.
When culture and strategy clash,invariably culture wins out.
If the organizational culture does not embrac initiatives related to change,overall change efforts will fail
- 22. There is no such thing as “We’re different”WE’RE
DIFFERENT
- 23. Functions in a typical organizationAccounting
Advertising
Distribution
Energy management
Environmental affairs
External affairs
Facilities
Finance
Health & safety
Human resources
legalManufacturing
Marketing
Profuct/service development
Payroll
Purchasing
Sales
Scheduling
Training
Transportation
Travel
- 24. The evolution of motorola’s quality culuture1979 “Our quality stinks”1980 corporate quality officer named1981 motorola training & education center(Mtec) established communications sector begins total defects per unit measurement(TDU)
- july manufactured products
- november sales orderschairman changes agenda of customer visits
created “the card”
- 25. Evolution continues! Corporation adipts six sigma 2 year- 10x; 4 year- 100x uality improvement
Six sigma by 1992 goal is set1988 Malcolm baldrige nation quality award
Mapped ISO 9001 into quality system review(QSR)1992 10x redustion in defect eveery 2 years customer satisfaction metrics 10x times improvement in cycle time in 5 years
Changed measurement base to parts per billion
- 26. 1994 Enterprise ISO registtation launched1998 Corporate renewal1999 Rules of Engagement
balanced score card
Performance Excellence
Personal CommitmentEvolution continues!
- 27. How many objectives are there in your organization?
- 28. Key beliefs– how we will always act
• Constant respect for people
• Uncompromising integrity
KEY GOALS– what we must accomplish
• Best in class
—People
—Markting
—Technology
—Products:software\hardware and
systems
—Manufaction
—Service
• Increased global market share
• Superior finacical results
KEY INITATIVES– how we will do it
• Six sigma quality
• total cycle time reduction
• product manufaction and
environmental leadership
• Prfit improvement
•Empowerment for all in a participative
Cooperative and creatice workplaceOur fundamental objective
(Everyones overriding responsibility)
Total customer satifaction
- 29. Our fundamental objectiveTotal customer satisfaction
Key beilfes
How we will always act
Key goals
What we must accomplish
Key initiatives
How we will do itEveryones overriding responsibility
- 30. KEY INITATIVES how we will do it• Six sigma quality
• total cycle time reduction
• product manufaction and environmental leadership
• Prfit improvement
• Empowerment for all in a participative Cooperative and creatice workplace
- 31. Consistent focusCard created & adopted 1986
Five minor changes in1992
No significant changes during five different chairman
Bob Galvin
George Fisher
Bill Wiese
Gary Tooker
Chris Galvin
- 32. Creating and managing the Six Sigma quality culture
- 33. Sis sigma qualityOne of the two key drivers of
increased
Total customer satisfation
and
reduced cost
- 34. Product/Service is delivered when promisedEvery occurrence of a defect within the process requires time to inspect,fix,and re-inspect
Average cycle time is directly proportional to the total number of defects in the process.
- 35. Product/service is delivered with no defectsNo test/inspection is 100% effective in finding defects.
Delovered defects escape test/inspection within the process.
Delivered defects are directly proportional to the total number of defects in the entire process
- 36. Six sigma quality impoves customer satisfactionReducing the total defects in the enire process reduces:
Delivery delinquencies;
Delivery defects;
Early life failure rate;and therefore…
Increases customer satisfaction
and
Decreases warranty cost!
- 37. Process cost and defectsReducing the total defects in the entire process:
Reduces the cycle time per unit …
Reducing WIP(Work in process)
Reducing inventory carrying costs
Resuces defect inspection,analysis,and repair cost;therefore…
Decreases “Manufacturing” cost
- 38. Cost/QualitySix sigma has shown that
The highest quality producer is
The lowest Cost producer
- 39. TDU is the best measure of the over all quality of the process
TDU is the independent variable
Process yields are dependent upon TDUThe common metric: Total defects per unit(TDU)
- 40. Defining a unitA “unit” may be as diverse as a:
Piece of equipment
Line of software
Order
Technical manual
Medical claim
Wire transfer
Hour of labor
Customer contact
Anything that is measurable & understandable by the person who is trying to reduce defects
- 41. Sigma,a figure of meritTDUcould be expected to be proportional to the complexity of the unit
Complexity is directly proporttional to the number of opportunities to creat a defect
To normalize processes of different complexity, we use:Total defects
Opportunities
…From which we can calculate sigmaDPMO =x 1,000,000
- 42. Improvement7Sigma(+1.5 sigma shift)1101001K10K100K23456(66810 ppm)(6210 ppm) (233 ppm)(3.4 ppm)30x Improvement10x Improvement70x Improvement6534Defects per Million opportunities
- 43. Benchmarking1101001K10K100K234567Best in classinternal + external
Repair costs> 10%Average company< 1%Defects per Million opportunitiesSigma(+1.5 sigma shift)
- 44. 1101001K10K100K234567Restauant billsDoctor prescription writingPayroll processingOrder write-upJournal vouchersWire transferAirline baggage handingPurchased material lot reject rateBenchmarkingBest in classAverage companySigma(+1.5 sigma shift)Defects per Million opportunities
- 45. Process quality levels may vary widely within a company(0.25 PPM)••1101001K10K100K234567Airline baggage handlingDomestic airline flight fatality raateBest in classAverage companySigma(+1.5 sigma shift)Defects per Million opportunities
- 46. Implementation of the six sigma cultureTotal sustomer
satisfactionSix steps to six sigma & design for manufacturabilityCycle time reduction Motorola’s black beltProblem-solving
toolsn驅動力來自評量指標以及合理
且具挑戰性的目標
- 47. The six-steps design processManufactued product
Identify physical and functional requirements of customer
Determine characteristics of product critical to each
Determine for each characteristic,whether controlled by part,process,or both
Determine maximum range of each characteristics
If CP<2 redesign material,profuct,and process as required.Administrative/office
Identify the work you do(your product)
Identify who your work is for(your customer)
Identify what you need to do your work,and from whom(your supplier)
Map the process.
Mistake-proof the process and eliminate delays.
Estableish quality and cycle time measurement and improvement goals.
- 48. Cycle time reductionWill be coverd in detail afer lunch
- 49. Problem solving identification toolAll member of the organization should have trining in problem solving indentification tools
Flow charts
Brain storming
Pareto charts
Cause & effect diagram
- 50. Black belt toolsProcess characterization
Process improvements
Graphical data analysis
Distribution analysis(graphical and numberical)
Comparative methods(graphical and numberical)
Process sources of variation
Measurement system analysis
- 51. Process control(SPC)
Process capability(Cp and Cpk)
Confidence intervals
Design of experiments
Linear regression
Screening experiments
Optimization using response surface methodologyBlack belt tool(con’t)
- 52. Maanagement of the quality/continuous improvement processMethodology to continuoisly reduce defects
Regular review of DPMO performance
Quality system review
Corporate quality council
- 53. Institutionalize solutionsProcess step 1Process step 2Process step 3suppliercustomerRecord
defectsTrend chart /
GoalRecord
defectsRecord
defectsRecord
defectsRecord
defects
- 54. Continuous improvement
meyhodologyaction name
date
time100Pareto analysis/ root cause indetificationmeasureResults &
institutionalizeProblem splveanalyzeDefect analysis is done by the appropriate organization:
Marketing
Engineering
Manufacturing
Materials
service
etc…Process step 1Process step 2Process step 3Record
defectsTrend chart/GoalRecord
defectsRecord
defectsRecord
defectsRecord
defectssuppliercustomerInstitutionalize solutions
- 55. Continuous improvement
meyhodologyaction name
date
time100Pareto analysis/ root cause indetificationmeasureResults &
institutionalizeProblem splveanalyzeDefect analysis is done by the appropriate organization:
Marketing
Engineering
Manufacturing
Materials
service
etc…Process step 1Process step 2Process step 3Record
defectsTrend chart/GoalRecord
defectsRecord
defectsRecord
defectsRecord
defectssuppliercustomerInstitutionalize solutionsprocedure
- 56. DPMO Enables regular review of continuous improvement performanceCorporate level review
Business level review
Group or division review
Product line review
Production line review
Operator level review
Same measurement – same improvement goal
- 57. Spectrum CVD1005020105210.50.20.1Total defects per unitVision onlyTDU198919901991199219931994Years目標
實際4 = 188556
- 58. Guidelines1996年7月MOTOROLA CORPORATE品質評鑑系統
- 59. QSR:assessment vehicle for the total organizationSets a common goal of perfection
Drives progress to world class standards
Provides an awardreness of quality process requirments
Cross-fertilization of ideas(knowledge sharing)
Teaching tool(auditors and auditees)
Information source for registrars
- 60. This id the “enngine” of a self sustaining contibuous improvement process…
Without it “virtually” all well-meaning quality initiatives FAILThis is important …
Unfortunately this is where
Many organization start and
End-in FAILURE.Best practices
Documentation
Conformance
Compliance
AuditMotorola
“QSR”
Quality system reviewInstitutionalize SolutionsProcess
Step 1Process
Step 2Process
Step 3SUPPLIERCUSTOMERRecord
DefectsRecord
DefectsRecord
DefectsRecord
DefectsRecord
DefectsContinuous Improvement
MethodologyProcedureAction Name Date
TimeGoalTrend Chart100Pareto Analysis/ Root Cause IdentificationMeasureResults &
InstitutionalizeProblem
SolveAnalyzeDefect Analysis is done by the Appropriate Organization:
Marketing
Engineering
Manufacturing
Materials
Service
Etc...
- 61. Corporate quality councilQuality managers of all major operations
Corporate-wide programs
Quality system reviews of all major operations
- 62. Quality councilCQOBussiness unitsManagement board QSR
processcusomerssuppliersMotorola
University
coursewareassessQuality reviews
Short-term results教育Recommendations on vision and directionThe role of quality management at motorola
Internal customer advocate
Lead
Teach
audit
- 63. Culture change is driven by measurements & rewardsMeasurements and rewards must be consistent with change objectives;what you measure is what you get
Processes must be changed to achieve the measured operational goals
- 64. Six sigma provides...A method to drive quality improvement
A common language-defects,continuous improvement,six sigma
A method of measurement
A method of comparison
A method of providing common reach out goals
- 65. Paradigm shiftsStart counting defects.27% bad vs. 99.73% good
Change unit of measure2,700 PPM vs. .27% bad
- 66. What is six sigmaIt is a culture change for a complete organization
That’s:
Individually driven but involves everyone
Continuous process
Consistent throughout the organization
Measurement driven
Based on the premise
“Everyone wants to do the best job they can"
It is not a numbers game
- 67. Was the meeting necessary?
Was ther an objective communicated in advance?
Was time used effectively?
Was there adequate advance information to help
me understand and contribute to the objective?
Did I contributen to the objective?
Was the objective accomplished?
meeting: __________________Date: __________________yesno
- 68. Was the meeting necessary?
Was ther an objective communicated in advance?
Was time used effectively?
Was there adequate advance information to help
me understand and contribute to the objective?
Did I contributen to the objective?
Was the objective accomplished?
meeting: __________________Date: __________________yesno
- 69. Requirements for culture changeTop-down commitment and involvement
Set the example,be active in the audit process
Measurement system to track progress
At both macro and micro level
Common well-understood set of metrics
Tough goal setting(reach out!!!)
Provide the required education
Spread the success story
Shared the rewards with those that that contributed
- 70. 10 year journey •• 1990 through 2000Quality
Through defect elimination
-we have eliminated > 99.7% of in proces defects (5.60)
COPQ (cost of poor quality)
- reduced > 84% on a per unit basis
Manufacturing cost saving
- cumulative saving over $18.0 billion
Product reliability
- MTBF . . . increased 5-10 foldFinancial
Sales up 2.9x,$37.6 billion
- anaverage compounded growth rate of 13.2% per year
Employee productivity
-increased 408%
© Motorola University
- 71. years8182838485868788899091929394959605010015020025097989930000Sales per employee
(thousands)sales
- 72. Question & answers