1、Six Sigma In a Nutshell郭倉義中山大學 企管系Six Sigma不是國王的新衣另一個三字經：六標準差 6 TQM SPC SQC QCC SCM CRM ERP BPRSix Sigma是專案跨部門Powerful process improvement tools Six Sigma Save General Electric$1.5 billion in 1999 Increase the market value of AlliedSignal by 700%Boosted sales by more than 300%at M,2000,“Training for
2、 Excellence”GEs annual report 1999 Revenues rose 11%to$112 billion Earnings increased 15%to$10.7 billion Made 134 acquisitions,worth almost$17 billion Six Sigma moment passed?Robert Nardelli CEO,Home Depot Six Sigma were used streamline the check-out process strategically place vacuum-cleaner displa
3、ys Results constant data measurement and paperwork sapped time given to customers Profitability soared,員工士氣低落,顧客抱怨Six Sigma:So Yesterday?JUNE 11,2007,Business Week Jeff Immelt CEO,GE reprogram his management ranks to innovate James McNerney CEO,3M axed 8,000 workers(about 11%of the workforce)intensi
4、fied the performance-review process his successors relentless emphasis on efficiency had made 3M a less creative company(?)Six Sigma 真的沒用嘛 可能是沒用對地方 用 Six Sigma 去解決不重要的問題 假議題 對付腸病毒，乾洗手沒效 乾洗手的成分是酒精 酒精會溶解病毒的脂質外套膜，殺死病毒 腸病毒沒有外套膜 酒精對腸病毒是無效的 漂白水可以使蛋白質變性，進而殺死腸病毒Six Sigma目標兩年成長10倍The six sigma rate of improv
5、ement goalisa ten-fold improvement every two yearsSix Sigma不只是DMAICDefine-Measurement-Analysis-Improvement-Control六標準差的失敗不是六標準差的錯是變革管理的錯Change Managementfor transition to six sigmavisionSkillsIncentiveResourcesAction planChange+=SkillsIncentiveResourcesAction planConfusion+=visionIncentiveResourcesA
6、ction planAnxiety+=visionSkillsResourcesAction planGraduateChange+=visionSkillsIncentiveAction planFrustration+=visionSkillsIncentiveResourcesFalseStarts+=How important isSix Sigma“Within senior management incentive plans,A minimum of 30 percent of their bonus potential should be dependent on achiev
7、ing quality goals.”Demystifying Six SigmaA company-wide approach to continuous improvementAlan LarsonSix Sigma at a Glance Alan Larson One of the original divisional quality directors at Motorola Developing Training Deployingthe culture and methods of Six Sigma Achievement Reduce cost Cost of sales
8、by 30 percent Improve efficiencies Cycle time and cost of administration and service by 90 percent Maximize customer satisfactionin all operations at MotorolaWhy Six Sigma had to be invented In the mid-1980s Motorola was losing ground to its Japanese competitors Customers comments“Love,love,love the
9、 product;hate,hate,hate the company”Motorolas systems for doing business Contract review Response to requests for quote Response to customer complaints Were not designed for customer satisfaction The internal bureaucracy fed on itself Motorolas product suffers Too many out-of-box failures High level
10、 of early-life failure Warranty returns Were predominately units that Had failed at final test Had gone through a rework cycle Motorolas reaction Benchmark those Japanese companies that were destroying Motorola Senior managers and executives sent on a benchmarking tour of Japan Operating methods Pro
11、duct quality method Discovered National program for employee involvement Use employees muscle and their brains and knowledgeThe Birth of Six Sigma Motorola learned From customers Need to change all systems to focus on total customer satisfaction From Japanese Involvement all employees to increase ef
12、ficiency and moral Simpler designs result higher levels of quality and reliability From early-life field failure study Products need to be built right the first time Motorolas leader pulled this together to establish vision and set the framework for six sigma Six Sigma was launched in 1987Mathematic
13、s of Six Sigma Opportunities-for-error DPMO:defect per million opportunity A way of leveling the playing field Manufacturing operations vs order-entry work Account for differing complexities An invoice consisting of 40 line items vs 2 line itemsDifferent numbers of Opportunities.Manufacturing Proces
14、sesCustomers or SuppliersAdministrative Areas6 Sigma calculations are controversial Attribute data Go,no-go Utilizing normal curve and z-table violates many of the rules of statistics Accounting for variation over time by adding 1.5 sigma to the actual z-tableSigma calculations are developed empiric
15、ally A Bit of Statistics.A Bit of Statistics.-7.0-6.0-5.0-4.0-3.0-2.0-1.00.01.02.03.04.05.06.07.0upper spec limitLower spec limit+1.5 Sigma-1.5 Sigma3.4 ppm or Zero+Sigma-scale measures Optional element of six sigma systemThe six sigma way Pande,et al.良率良率DPMOSigma6.68933200六標準差轉換表標準常態分配表Black belts
16、 and Green belts Local statistical resources(LSR)Engineers trained in advanced form Experimental design Data analysis Process controlBlack belt Total customer satisfaction(TCS)team Factory workers Received training and couching in problem-solving methodsGreen belt“Black belts”and“Green belts”were no
17、t applied to six sigma program at Motorola until the 1990s Avoid special-assignment employee with the title of“Black Belt”External to the operations that they support Expensive Less-than-optimum structure for six sigma Disenfranchise most employee Convenient way for employee to abandon their responsibility Only result in short term benefits
