Six-Sigman HK 3hour-Eden.ppt

HowtobecomeaSixSigmaCompany–Anexecutivebriefingforglobalbusiness內容大綱什麼是6什麼是6(續)6的前世今生6的發展歷史(一)6的發展歷史(二)6的發展歷史(三)為什麼6很重要6的宗旨6的目標6的目標(續)6的效益6現有成果6現有成果(續)6的行動步驟6的流程關係式6的流程關係式(續)DMAICDMAIC執行步驟DMAIC常用工具DMADV如何決定使用DMAIC或DMADVDMAIC及DMADV關係DMAIC及DMADV的異同6的特質如何推動66從那裡下手跨入6之前的準備工作跨入6之前的準備工作(續)跨入6之前的準備工作(續)推動6高階主管的責任6組織架構6功能職掌6功能職掌(續)6功能職掌(續)6功能職掌(續)6的訓練程序與基本需求6培訓要點6的成功關鍵羅溫吉布森-----預思未來
一項不變原則
*永遠保持領先
二項改變原則
*不斷修正
*不斷改善
三項創新原則
*創造新市場
*創造新產品
*改寫產業競爭法則
報告完畢TheDefinitionofQuality
hasChanged
Quality--Reliability--DurabilityFundamentalsofVariationFundamentalsofVariationTheInherentVariationinaProcess.StableProcessVariationThatisNotPartoftheOriginalSystem,
butWhichRepresentsaChange.6.PeoplecanOnlyAffect
WhatTheycanControl!
OperatorsOnlyInfluence
TheirPortionoftheProcess.FundamentalsofVariation(Continued)ThereareThreeKinds
ofVariation:54“CentralTendency”(“Clumping”Tendency)MeasuresofCentralTendencySTANDARDDEVIATIONIS-
AMEASUREOFDISPERSION
THATUSESMOREVALUES
THANDOESTHERANGE.
SIXSTANDARDDEVIATIONS,
THREEINEITHERDIRECTION
FROMTHEPROCESSMEAN,
WILLACCOUNTFOR99-100%
OFMOSTSTABLEPROCESSES.ProcessDispersion=6StandardDeviations=6sComparingDispersiontotheWidthofaSpecificationALimitationofRatiosandIndicesMeasuresRelatingDispersion
andCenteringtoSpecLimitsTHESEVENTOOLSOFQUALITY
“SEVENOLDTOOLS”SpecialCausevs.CommonCause
(Assignable&NormalVariation)AerospaceIndustrialDevelopmentCorporationNormalDistributionZSixSigmaSuccessesatGESIXSIGMABREAKTHROUGHIMPROVEMENTProcessInput:
BusinessGoalsandTargets營收目標為32億
產品成本降低10%Project
LeaderTeamCharterRule#1: Notwoobjectsarealike,therefore,variationexistseverywhere!
Productperformance
Servicequality
Processoutputs(y’s)StatisticstoUnderstandVariationConceptsofDataQualitativeDataData:QuantitativeDataSummaryDataImpactonProjectDataSetEvaluationFrequencyTableFrequencyTable(cont.)FrequencyTable(cont.)TheHistogramFrequencyDistributionShapesMeasuresofCentralTendencyTheModeWhenthedataarearrangedfromthehighesttolowestvalue,themedianisthemidpo