6sigma在某跨国集团的运用.ppt

adc * adc * adc * adc * W. Edwards Deming, one of the gurus of quality,is often quoted as saying that we need to fix processes, not people. Focusing on processes will be central to ourquality strategy. adc * adc * adc * adc * adc * adc * adc * adc * adc * adc * THIS TYPE OF FULFILLMENT IS WHAT WE NEED IN ORDER TO MAKE CUSTOMERS FEEL SIX SIGMA. WE HAVE TO BREAK THE PARADIGM THAT WE CAN ONLY BE CUSTOMER-FOCUSED TO THE EXTENT THAT THE BOUNDARIES OF OUR INTERNAL METRICS PERMIT US. I BELIEVE THAT, IN THE END, CUSTOMERS GET WHAT THEY WANT ANYHOW. IT IS JUST OUR PARADIGM THAT THE COST OF RESISTING IT AS LONG AS WE CAN IS LOWER THAN THE COST OF FULFILLING RIGHT THE FIRST TIME. SO SUCCESS DOESNT LIE IN FINDING OUT WHAT WE CAN AFFROD TO GIVE CUSTOMERS BUT IN OUR ABILITY TO CONSTANTLY RETHINK OUR BUSINESS MODEL WITH THE AIM TO GIVE CUSTOMERS WHAT THEY WANT WHEN THEY WANT IT. THIS IS OUR BIGGEST CHALLENGE IN BECOMING CUSTOMER CENTRIC . adc * LET ME TAKE YOU THROUGH AN EXAMPLE OF ON-TIME DELIVERY. ITS NOT THE ONLY THING CUSTOMER WANT, BUT IT IS CLEARLY THE THING THEY WANT US TO GET RIGHT FAST. THE BEST CASE IS ZERO … NOTHING SUPPLIED EARLIER THAN REQUESTED AND NOTHING LATER THAN REQUESTED. THE IDEAL CASE. THE REALITY IS THAT WE SOMETIMES DELIVER A LITTLE EARLY , IF IT WAS ONLY TO MEET THE QUARTER END. DO NOW AND ASK FORGIVENESS LATER. SAME FOR LATE DELIVERY. IT HAPPENS. IT IS JUST A MATTER OF… HOW EARLY AND HOW LATE! adc * adc * adc * adc * adc * A sampling of barriers Champions may need to influence. 三条路径供选择 : 1) 改进控制 定义 D 测量 M 分析 A 改进 I 控制 C 持续改进的过程 过程在平均值上表现良好 - 问题在于波动 定义 测量 辨认需改进的产品或过程. 确定项目所需的资源. 定义缺陷, 收集此产品或过程的表现作底线, 建立改进目标. 分析在测量阶段所收集的数据，以确定一组按重要程度 排列的影响质量的变量。 优化解决方案，并确认该方案能够满足或超过项目质量 改进目标。 确保过程改进一旦完成能继续保持下去, 而不会返回到先前的状态. 分析 改进 控制 持续改进的过程 定义 测量 持续改进的过程 1. 确认项目 CTQ’s 2. 管理层批准 3. 高端过程流程图 4. 项目Y 5. 项目Y的性能标准 6. 项目数据收集计划及核定测量系统 7. 项目Y的数据 8. 项目Y的工序能力 9. 项目Y的改进目标 10. 所有X的优先顺序列表 11. 少数几个重要X的列表 12. 量化