1、An Overview.Not a lot of Details!,6 Overview,“Six Sigma”,If we cant express what we know in the form of numbers,we really dont know much about it.If we dont know much about it,we cant control it.If we cant control it,we are at the mercy of chance.,Mikel J.HarryPresident&CEOSix Sigma Academy,Inc.,A R
2、igorous Method for Measuring&Controlling Our Quality,“.will bring GE to a whole new level of quality in a fraction of the time it would have taken to climb the learning curve on our own.”,John F.Welch,Jr.1995 GE Annual Report,6 Overview,What Does“Sigma”Mean?,Sigma is a Measure of the Consistency of
3、a Process,It(is Also the 18th Letter in the Greek Alphabet!,Why Does GE Need A Quality Initiative?,GE Raising The BarNew Goal to be“Best in the World”vs.#1 or#2Customers are Expecting More,we Must Deliver“Ship-and-fix”Approach no Longer Tolerated in the MarketAim to Speed Past Traditional Competitor
4、s in 5 YearsGoal Consistent with Reduced Total CostsWe Must Acknowledge Our VulnerabilitiesPoor Quality That Impacts CustomersProblems with NPIToo High Internal Costs,6 Overview,We Need a Major Initiative to Move From Where we Are to Where we Want to be,6 Overview,Why Does GE Need A Quality Initiati
5、ve?,40%,35%,30%,25%,20%,10%,15%,5%,Cost of Failure(%of Sales),Defects per Million,3.4,233,6210,66,807,308,537,500,000,Sigma,6,5,4,3,2,1,Estimated Cost of Failure in US Industry is 15%of Sales;Taking GE From a 3 to a 6 Company Will Save$10.5 Billion per Year!,Why“Six Sigma”?,Proven Successful in“Qual
6、ity-Demanding”Industries e.g.,Motorola,Texas Instruments(many process steps in series)Proven Method to Reduce CostsHighly Quantitative Method Science and Logic Instead of Gut FeelIncludes Manufacturing&Service(close to customer)and Provides Bridge to Design for Quality ConceptsHas Support and Commit
7、ment of Top Management,It Works!,6 Overview,6 is Several Orders of Magnitude Better Than 3!,Sigma:A Measure of Quality,6 Overview,Where Does“Six Sigma”Come From?,Mikel J.Harry one of the Original Architects Previously Headed Quality Function at ABB and Motorola Now President/CEO of Six Sigma Academy
8、 in Phoenix,Arizona Has Consulted for Texas Instruments,Allied Signal(and others)Currently Retained by GE to Teach the Implementation,Deployment and Application of Six Sigma Concepts&Tools,Learning from Those Who Have had SuccessWith 6Will Accelerate its Implementation at GE,6 Overview,So.What is Si
9、x Sigma?,“THE SIX SIGMA BREAKTHROUGH STRATEGY”,6 Overview,How Do We Arrive at Sigma?,Measuring&Eliminating Defects is the“Core”of Six Sigma,Measurement System,Identify the CTQs,Look for Defectsin Products orServices,“Critical to Quality”Characteristics or the Customer Requirements for a Product or S
10、ervice,Count Defects or failures to meet CTQ requirements in all process steps,Define DefectOpportunities,Any step in the process where a Defect could occur in a CTQ,Arrive at DPMO,Use the SIGMA TABLE,Convert DPMO toSigma,Defects Per Million Opportunities,23456,308,537 66,807 6,210 233 3.4,PPM,Defec
11、ts per Million of Opportunity,Sigma Level,6 Overview,Measurement System,23456,308,537 66,807 6,210 233 3.4,PPM,SIGMA LEVEL,DEFECTS per MILLIONOPPORTUNITY,IRS Tax Advice,Best Companies,Airline Safety,Average Company,GE,Average Company in 3 to 4Range,Some Sigma“Benchmarks”,6 Overview,Measurement Syste
12、m,A Graphic/Quantitative Perspective on Variation,Average Value,Many Data Sets Have a Normal or Bell Shape,Number ofPeopleArrivingat CRD,Time,7:00,7:15,7:30,7:45,8:00,8:15,8:30,8:45,9:00,9:15,6 Overview,Problem Solving Approach,6Helps us Identify and Reduce VARIATION due to:-Insufficient Process Cap
13、ability-Unstable Parts&Materials-Inadequate Design Margin,Target,USL,LSL,Target,USL,LSL,Target,USL,LSL,CenterProcess,ReduceSpread,Off-Target,Unpredictable,On-Target,6 Overview,Problem Solving Approach,“Lower Specification Limit”,“Upper Specification Limit”,Less Variation Means Fewer Defects&Higher P
14、rocess Yields,6 Overview,Problem Solving Approach,Key Components of“BREAKTHROUGH STRATEGY”,Identify CTQ&CTP(Critical to Process)Variables Do Process Mapping Develop and Validate Measurement Systems,Benchmark and Baseline Processes Calculate Yield and Sigma Target Opportunities and Establish Improvem
15、ent Goals Use of Pareto Chart&Fishbone Diagrams,Use Design of Experiments Isolate the“Vital Few”from the“Trivial Many”Sources of Variation Test for Improvement in Centering Use of Brainstorming and Action Workouts,Set up Control Mechanisms Monitor Process Variation Maintain“In Control”Processes Use
16、of Control Charts and Procedures,A Mix of Concepts and Tools,Will Also Integrate with NPI Process,6 Overview,Disciplined Change Process,A New Set of QUALITY MEASURES,Customer Satisfaction Cost of Poor Quality Supplier Quality Internal Performance Design for Manufacturability,Will Apply to Manufacturing&Non-Manufacturing Processes and be Tracked&Reported by Each Business,6 Overview,Structure,