1. Marketing LeadershipPresented by:Eden H.C. ChenSix Sigma AcademyCTI Group, USAR&D Self-Supports
Process IndependentlyVariation ReductionWastes ReductionSix Sigma Strategies for Excellence
2. Six Sigma是一種經營管理理念,也是一套有系統的管理手法,目的是在定義的目標之下,追求最小的變異,獲得最大的獲利水準。
CTI集團陳憲章博士
六標準差為一全面且具彈性的系統,可用於獲取、維持和擴大企業成功。六標準差的趨動要素,在於洞悉顧客之需,嚴格使用事實、資料、統計分析,以及全力關注業務流程的管理、改善和創新。
The six sigma way
3. -Six Sigma is a management philosophy which search for the perfect without any significant variations based on the pre-set performance requirements.- To define the requirements, finding out the undesirable outcomes (y) and associating it with the possible inputs is the concepts to avoid, if not 100% sure, eliminate the causes of variances in intent outputs. By doing so we can minimize the waste – lean.- Use best tools to achieve the goals of avoiding cause, detect failure, & compensate the effectsSix Sigma Basic Concept
4. Take a wild guess on what is the normal average mistakes by any given processed operation? Semi-Professionals are 7% (std dev. Is 6%)Professionals are 3% (std. dev. Is 2%) Absolute Professionals without check/balanceare 11% (std dev. Is 11%)For White Collar works For Blue Collar works Skilled Operators are 1% (std dev. Is .8%) without Error Proofing Options Unskilled Operators are 7% (std dev. Is 6.8%) without Error Proofing OptionsFor Instrument Control Operations Based on accuracy and sensitivity of the instrument it can be anything from 0.05% to 3.0%Likely, for most industry instrument it is around 0.5%
5. Supply Input Process Output Customer 供應者品質 輸 入 流程功能 產出要求 客戶滿意i.e. KPIV
i.e. VOC, CTCi.e.
可歸因的外在變異(Assignable
cause)i.e.
一般內在因素變異 & KCC etc.
i.e. CTQ Spec. KPC, & etc.
SIPOC 的觀念
6. Input Process Output 首先看一看輸入與輸出的關係
7. OutputInputYX如果結果只被一個輸入因素影響,則 1:1, such as Y= X.
8. 套模零件尺寸模具尺寸YX範例:在無外部噪音與內 部變因的完美狀況
9. 擲一塊硬幣的機率
10. Distribution(分配) and Probability(機率) Frequency123465432150.0270.0560.0630.1110.1390.1670.1390.1110.0630.0560.027%23456789101112
24. 失敗成本4 Sigma Condition --
6,000 PPM
(Defective Parts Per Million)6 Sigma Condition --
3-4 PPM
(Defective Parts Per Million)1%25%SalesSalesSource: Monro & Assoc. Inc.
25. 企業經營成功的指標投資報酬
未來成長的體質
客戶滿意度
保固成本回收(Warranty pay-off (DPTP)
生產力
第一時間點的良率(1st Time yield and Quality)
產業排比(Industrial Rating)
26. 品質指標允收水準(AQL/AOQL)
SPC with estimated defective rate & trend
製程(流程)能力指標Process Capability Index
40. *Define, Measure, Analyze, Improve, Control 1 Select Output CTQ or CTC
2 Define performance standards for response variable
3 Identify measurement system for input and response variables
4 Establish process capability of response variable
1 Define improvement objectives
2 Identify all sources of variation in y (inputs = xi)
3 Screen sources for potential causes of variation in y & identify
vital few x – KPIV
1 Determine mathematical relationship between vital few xi
2 Establish operating tolerances for vital few xi
1 Validate measurement system for xi
2 Determine ability to control vital few xi
3 Establish process control plan for vital few xiStepFocusyyx & yyx1, x2, ... xnx1, x2, ... xn Vital Few xiVital Few xiVital Few xiPhaseMeasureAnalyzeImproveControlSUSTAINVital Few xiVital Few xiVital Few xiDefine 1. Understand the needs, create the interval interest & motivation x & y 2. Mapping the strategy x & y
41. CTI Six Sigma 十三組工具A. 團隊共識
a-1 公司六標準差推動願景與自我能
力展開
a-2六標準差推動架構與推動機制
a-3 專案評選與人力資源規劃B. 策略規劃
b-1 Six sigma 關鍵推動策略
b-2 投資效益評估
b-3 公司策略與專案展開之銜
接Module 1: Team Building & Supporting
基礎認知及結構化策略研擬與機制建置
42. D. 供應鏈管理
d-1 以Six sigma 品質為主之SCM
d-2 供應鏈風險管理Module 1: Team Building & Supporting
基礎認知及結構化策略研擬與機制建置C. 專案管理 & 資訊科技
c-1 e化六標準差專案管理
c-2 e化KPC展開管理
46. * DPU (Defects per unit每一單位缺點數) = Defects / Unit
TOP (Total Opportunities全數產品內部可能出錯的機
會點數) = Units * opportunities
DPMO (Defects per Million Opportunity,每一百萬的機
會可能缺點數) = Defects / TOP * 106
Rolled Throughput Yield(直通產出率) = (The
probability that any given unit of product will contain 0
defects) :
YRT = e -DPU Formulas to Know:
47. *如何讓Six Sigma深植於工作之中經營績效之衡量改為可以反應至六標準差之目標
Defects per Operation/Unit
Cost of Failure as % Sales
Quality level in regards of custom satisfaction
Six Sigma Capability - Progress Report
黑帶人員每年至少帶出兩項專案
Successful project implementation will reduce variation, and meet price set goals
Goal is to be dedicated 100% to project work
經營管理面之審查將持續以六標準差標準機制進行
48. *Six Sigma的訓練精神:Six Sigma 最強調的重點為人與知識
你決不會知道你不知道的.
成功之道在於知識
創新與突破要靠新知識與新思維GE claims a 10 to 1 return on their training budget.
In fact, they require every employee to receive 80 hours or more of training annually, of which 40% must be in the area of quality.Reference:Harry, Mikel, Dr. The Vision of Six Sigma. Sigma Publishing Company, 1994.
49. *Project Focus:Question: If we are so good at X, why do we constantly test and inspect Y?Response variable
Dependent variable
Output
Symptom
Effect
X1 . . . XN
Independent variables
Process inputs
Problems
CausesQuestion: To get results, should we focus our efforts on the Y or the XÖ ?YXXMonitoring
SystemsControlling
SystemsMeasureAnalyzeImproveControlProcess
CharacterizationProcess
OptimizationGoal: Y = f ( x )DefineGetting Ready
50. *MEASUREANALYZEIMPROVECONTROLBlack BeltsTeam Support, STAFF 100%INVOLVEMENTINVOLVEMENT/OWNERSHIP BY THE SUPPORT FUNCTIONS IS CRITICAL!FOR A SUCCESSFUL Black Belt PROJECT - TIMETHE TARGETChampions Need to Make This Happen...
63. 穩定的流程 在上下管制線之間有何種形式的變異?
有甚麼 Common Cause 變異的範例?
那一種變異較難排除?
如何降低 “Common Cause”的變異?
那理是規格設定的界限?UCLLCLCLOutput
Results
64. 變異不是來自原有系統本身,
但是卻代表一種改變.何謂 “Special Cause” 變異?UCLLCLCLSpecial Cause Problem
65. 7.
管理階層的責任是改善 Common Cause 的變異
作業員的責任是改善 Special Cause所產生的變異.8.
降低 Common Cause 的變異與降低 Special Cause 的變異各須要不同的行動方案6. 人們只能影響他能控制的部份
作業員只能影響屬於他們自己流程的部份變 異 的 基 本
78. -以SIPOC構建流程關係 S → Suppliers
I → Input
P → Process
O → Output
C → CustomersExample: To make a photocopySupplierInputProcessOutputCustomer供應商影印機影印影印件作業員文具商影印紙檔案碳粉作業員原稿電力公司電力注意關注的起始點
與對應關係壹、關係檢視圖(SIPOC)的觀念與用法
107. 關鍵特性展開步序Phase 1 : Product and Manufacturing System Concept Development and Refinement
Phase 2: Product and Manufacturing Process Design Validation and ConstructionFeedbackIdentyfy KPCs
Safety / Compliance
Fit / FunctionRecord KPCsDrawingsSpecsPhase 3 : Manufacturing System Integration and ValidationGenerate
Process Flower Diagram
Process Control Plan
Record KPCs
Record KCCsCustomer / Supplier Input / ProcessKPCKCCKCCGenerate Instructions & Control RecordsPhase 4 : Validate Production / Continuous ImprovementContinuous Quality Improvement
163. * DPU (Defects per unit每一單位缺點數) = Defects / Unit
TOP (Total Opportunities全數產品內部可能出錯的機
會點數) = Units * opportunities
DPMO (Defects per Million Opportunity,每一百萬的機
會可能缺點數) = Defects / TOP * 106
Rolled Throughput Yield(直通產出率) = (The
probability that any given unit of product will contain 0
defects) :
YRT = e -DPU Formulas to Know:
164. Six Sigma 推動策略
- Green Belt –
-Black Belt-
-Master Black Belt-The backbone is the Black Belt – the leader and partitions who is the one to get your program started in your organization
黑帶為專案之發動者及成功推手
166. *黑帶角色扮演顧問諮詢:
Cultivate a network of local Six Sigma individuals at the local organization or site.
提供訓練:
Provide formal training of local personnel in new strategies and tools.
實務教練:
Provide one-on-one support to local personnel.
引介與指導新的應用策略與工具:
Pass on new strategies and tools in the form of training, workshops, case studies, local
symposia, etc.
促動六標準差運作機會:
Finding application opportunities for Six Sigma strategies and tools, both internal and
external (e.g., suppliers and customers).
明確指出商務機會:
Surfacing business opportunities through partnerships with other organizations.
外部影響:
Selling the organization on the use of Six Sigma strategies and tools.
167. *黑帶職責 承諾與奉獻
Ownership, Accountable, Sense of urgency
全神貫注
融入群眾/激發團隊向心力
結果導向
重視問題解決過程
數據驅動決策
提供工具應用的知識
不斷創造組織利益
Black Belt application strategy
168. *These Items are BENCHMARK:組織中之佼佼者
高階層堅定承諾及實際參與行動
每個人全然的承諾與合理的資源提供
專案矩陣式的追蹤系統
以專案最終對組織的效益為專案選擇條件黑帶成功要素:
169. *如何讓Six Sigma深植於工作之中經營績效之衡量改為可以反應至六標準差之目標
Defects per Operation/Unit
Cost of Failure as % Sales
Quality level in regards of custom satisfaction
Six Sigma Capability - Progress Report
黑帶人員每年至少帶出兩項專案
Successful project implementation will reduce variation, and meet price set goals
Goal is to be dedicated 100% to project work
經營管理面之審查將持續以六標準差標準機制進行
170. *Six Sigma的訓練精神:Six Sigma 最強調的重點為人與知識
你決不會知道你不知道的.
成功之道在於知識
創新與突破要靠新知識與新思維GE claims a 10 to 1 return on their training budget.
In fact, they require every employee to receive 80 hours or more of training annually, of which 40% must be in the area of quality.Reference:Harry, Mikel, Dr. The Vision of Six Sigma. Sigma Publishing Company, 1994.
178. Where You Are in the Six Sigma Breakthrough Methodology時間1x2x3x10x50x100x3.5σ3σ4σ4.5σ5σ5.2σ6σ5.4σ$
179. TQM
Promotion
CouncilTCSHRDQWLSMTCFTSIT6 Sigma B 公司 TQM Model Consulted by CTI Total Customer Satisfaction (TCS)
Product Quality, Quality System,
Logistic/Service, Customer Support Self Management Team (SMT)
TPM
Project Management
Suggestion Process
BU Ownership for
Deployment & Result
Quality of Work Life(QWL)
Housekeeping (5S)
Safety,Health & Environment
Social, Sports & Recreation
Corporate Citizenship Human Resource Development (HRD)
Training & Education System Improvement Team
(SIT)
Business & Operational
Process Optimization Cross Function Team (CFT)
Cost Productivity
By Product or function
BU Ownership for
Deployment & Result666
180. Six Sigma Program
Quality Improvement Committee6 Team-I
(xxx)
Owner :____6 Team-III
(xxx)
Owner :____6 Team-II
(xxx)
Owner :____6 BB
Consultant
TeamTeam Member:
xxx
xxx
xxx
xxx
xxx
xxx
Team Member:
xxx
xxx
xxx
xxx
xxx
xxx
Team Member:
xxx
xxx
xxx
xxx
xxx
xxx
Provide Guidance & Supporting公司推動Six Sigma組織架構
181. Six SigmaTeam Building PhaseQuestions and Answers