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LK801114 · 发表于 2004-10-29 21:58:00

何为 6 Sigma
简单地说，6Sigma是一种商业流程，企业通过设计、监视其每日商业活动而显著提高其底线收益，将资源的浪费降至最少，同时提高顾客满意度。6Sigma指导企业做任何事时都能更少犯错，从填写采购单到制造产品，在最早可能发生问题时避免质量错误。6Sigma提供有效的方法改造企业流程，从而控制错误和废品的增加。
初接触6Sigma，有人会认为6Sigma没什么特别之处,与全面质量管理(TQM)
无多大区别。6 Sigma部分思想与TQM相似。6Sigma强调把所有的运作都放
在一个过程中进行提高。同时运用6Sigma工具，可以清楚知道自己处于什么水准，提高多少。而TQM强调提高单个不相关的运作流程。TQM强调过程，至于目标的量化指标概念模糊。
树立6 Sigma理念
6Sigma的执行，首先是整个公司从上至下得改变“我一直都这样做，而且做得
很好”的想法。6 Sigma会改变个人行为，企业行为乃至企业文化。
大多数企业处于 4Sigma水平，质量成本达销售额的15%－25%。
而达到5Sigma水准的质量成本为销售额的5%－15%。如达到 6 Sigma，
质量成本则小于销售额的1%。因此 6 Sigma的理念中，Sigma水准越高，
质量成本越低。 6Sigma的质量定义为顾客和供应者从商业关系各个角度共同认知的价值理念。
对于顾客，该价值理念意味着用尽可能低的价格买到高质量产品；对于供应者，则意味着提供顾客期望水准产品的同时获得最大可能的利润。这里的产品不仅包括传统意义的产品，还可理解为服务、项目或流程。
6 Sigma的全面推行要求整个公司从上至下使用同样的 6 Sigma工具，同样的 6 Sigma语言。按 6 Sigma设计规划产品，是 6Sigma成功的重要起点。
传统观念设计占价格影响因素的5%，而 6 Sigma理念认为设计占价格影响
因素的70%。
6 Sigma不仅专注于不断提高，更注重目标。通过6Sigma清楚知道自身
水准，改进提高多少，离目标多少。6Sigma不是一套空谈的理论，它尤其注重企业底线收益。让我们假设一间大企业有1,000个基层单元，每一基层单元
运用 6 Sigma每天节约100美元，一年以300天计，该企业一年将节
约30,000,000美元。 6 Sigma一般执行当年就会见效。执行两、三年会有明
显效果。6 Sigma水准不是很快迅速达到，需要时间和过程，一般需执行
五年方能达到。
6 Sigma变革推动者
6 Sigma的一大特色是要创建一基础设施，以确保企业提高绩效活动具备
必需的资源。一般 6 Sigma的成员组成如下：
倡导者（Champion）:一般由企业高级管理层组成。通常由行政总裁、总裁、副总裁组成。大多数为兼职。一般会设一到两位副总裁全职负责6 Sigma推行。
主要职责为调动公司各项资源，支持和确认 6 Sigma全面推行，决

LK801114 · 发表于 2004-10-29 21:59:00

定“该做什么？”，确保按时、按质完成既定财务目标，管理、领导黑带主管（Master Black Belt）和黑带（Black Belt）。 黑带主管 ：与倡导者一道协调 6 Sigma项目的选择和培训。该职位为全职 6 Sigma人员。其主要工作为培训黑带和绿带，理顺人员，组织和协调项目、会议、培训、收集和整理信息。执行和实现由倡导者提出的“该做什么”的工作。在 6 Sigma质量导入前期，该职位通常由顾问公司顾问担任。 黑带 ：为企业中全面推行 6 Sigma的中坚力量。负责具体执行和推广 6 Sigma。同时肩负培训绿带的任务。一般情况一个黑带一年需培训100位绿带。该职位也为全职 6 Sigma人员。 绿带 ：为兼职人员。为公司内部推行 6Sigma众多底线收益项目的领导者。他们侧重于 6 Sigma在每日工作中的应用。他们通常为公司各基层部门的负责人。6 Sigma占其工作的比重可根据实际情况而定。 实施三部曲 成功的实施要求从以下几个步骤开始： 策略规划需根据自身客观实情，深入体察顾客需求，广泛收集客观数据，做好必要的资金投入。在此阶段，高级管理层的直接参与十分重要。那么到底需投入多少资金展开 6 Sigma才合适?一般需投入每年总营业额的0.1-0.2%。此数字并不是一成不变，可根据公司实情作调整。在展开 6 Sigma的第一年，投入比例相对会高一点。 招兵买马阶段，通常需花时间选择好的专业顾问公司，由专业顾问公司来制定 6Sigma项目人员招募、培训、推广计划。对于如何决定需要多少人做6Sigma，一般可以采用如下公式：黑带总数=公司每年总营业额（美元）÷1000,000；黑带主管总数=黑带总数÷10。 在培训推广阶段，需有切实有效的计划，全员参与。通用电气公司行政总裁Jack Welch在 6Sigma推广初期，曾给其属下所有中层以上经理人发了一封电子邮件，内容为“任何想在未来得到提升的经理人，必须在半年内完成 6Sigma的培训。否则将无任何提升机会！” 最后，以通用电气为例：其 6 Sigma过程可描述为DMAIC：界定（define）、度量（measure）、分析（analysis）、改进（improve）和控制（control）。 界定：确定顾客对于质量认知的首要因素，及自身所包括的核心商业过程。确认谁是顾客？顾客对产品的要求是什么？顾客的期望是什么？界定项目范围，起始和终点。定义使用绘制地图和流程图来改进流程。 度量：测量自身所含核心业务流程运作的有效性。开发流程数据收集计划。通过大量资源数据的收集确定缺陷和度量的类型。比较顾客调查结果发现不足。 分析：为？改进分析收集数据和流程图？，决定造成缺陷的根本原因。确认目前运作水准与目标水平的差距。改进机会优先原则。确认资源的变化。

LK801114 · 发表于 2004-10-29 22:00:00

来个英文的

LK801114 · 发表于 2004-10-29 22:01:00

Title: Achieving Customer Satisfaction Through 6sigma--1 Six Sigma is a concept for now and well into the next century: focusing on the customer, not the product If practice makes perfect, then practicing the precepts of Six Sigma leads to virtual perfection. Six Sigma is a concept for now and well into the next century: It focuses on the customer, not the product! And while philosophers debate and cynics doubt whether anything can be truly flawless, the Six Sigma program developed by Motorola Corp. is winning converts because it works. It brings about a cultural change in a company, a paradigm shift toward expecting the highest quality, which then drives a passion for continuous improvement by all players. The Six Sigma concept matured during 1985 to 1986, growing out of various quality initiatives at Motorola. The company's Land Mobile Products Sector first established a single matrix for quality known as total defects per unit, which dramatically changed the way management measured and compared quality improvement rates for all divisions. Because all operations used the same measurement, the goal for defect reduction could be uniformly applied to all activities. For the first time, everyone spoke the same language. Sigma is a statistical expression indicating how much variation there is in a product. A performance level of Six Sigma equates to 3.4 defects per 1 million opportunities--not perfect, but pretty close. A defect is defined as anything that causes customer dissatisfaction. A unit is any unit of work--an hour of labor or a circuit board, or even a keystroke. Robert W. Galvin, chairman of the Motorola Management Board executive committee, has said that Six Sigma signifies near perfection. The company, whose education and training arm, Motorola University, teaches Six Sigma concepts and courses, has saved billions of dollars for its worldwide corporation by practicing what it preaches.“It's irrelevant whether perfection is possible,” comments Howie Berg, a senior MU consultant. “Companies have reduced defect rates by factors of 10 and 20 annually when unshackled by presuppositions that it's impossible. Improve, and improve aggressively, is the vision. That's doable. “MU Managing Consultant Bruce Hayes points to Six Sigma's ability to address the ultimate bottom line: survival.”If a company's managers were to have the attitude, 'Why bother,' I would ask them what they would do if they woke up tomorrow morning and their No. 1 competitor announced it had improved efficiency 10 times, improved quality 10 times and is committed to delivering a better product with better service in half the time--all at the same price,” declares Hayes. “Sound familiar? It happened to Motorola, General Motors and others in the 1970s, courtesy of Japan.” Title: Achieving Customer Satisfaction Through 6Sigma--2 Mission: qualityWipro Corp. is one organization that decided to change its tolerance level. A diversified conglomerate headquartered in Bangalore, India, the company reports that using the Six Sigma methodology during the past 15 months eliminated unnecessary steps and decreased rework, leading to an eightfold gain over the investments made.It wasn't a difficult decision for the organization, notes Subroto Bagchi, corporate vice president of mission quality. “Our international software services' customers depend on us formission-critical applications, which we run on their behalf from halfway across the globe via satellite links,” he says. “In the Indian market, we make soaps, computers, hydraulic cylinders and computerized tomography scanners. Which customer is willing to live with a defect? There's no question of delivering anything less than perfect. “Wipro executives had heard about Six Sigma via the company's partnerships with General Electric Co., so Bagchi attended a quality briefing at Motorola University in Chicago. Afterward, in November 1996, an MU team visited India to conduct a business systems analysis.

LK801114 · 发表于 2004-10-29 22:01:00

Results were shared with top management from Wipro's five divisions, and they developed an 18- month plan. The chairman and senior management participated in a six-day training retreat. Then 12 facilitators, chosen from among successful line managers, were trained. Together with MU personnel, these facilitators trained nearly 800 people between May and November 1997. This year, about 1,000 more employees will be trained.“The entire scenario is like the fractal geometry exhibited in the petals of a flower, “observes Bagchi. “Certified trainers train people who, in turn, train others, bringing a whole new change in the way we think and work.”Wipro's corporate goal is to reach Six Sigma in every process concerning customer satisfaction by the year 2002.Lofty, but not impossible. Six Sigma is a stretch goal intended to spur continuous improvement. Success doesn't come by radically restructuring a company or pumping new money into it; Six Sigma is attainable through time and strong dedication. Title: Achieving Customer Satisfaction Through 6Sigma--3 Success doesn't come by radically restructuring a company or pumping new money into it; Six Sigma is attainable through time and strong dedication.New thought and manufacturing processesThinking outside the box also is important. Before Six Sigma, we were interested in continuous improvement, but we tended to accept quality levels that merely mirrored our competitors', notes Craig Erwin, quality engineering manager at Motorola Semiconductor Products Sector in Phoenix, Arizona. We were somewhat internally focused and accepted the argument that things couldn't be made better. When we started, many people, including me, thought Six Sigma was unrealistic, he admits. Once we understood that our management team was serious about it, we accepted the challenge. It's part of the SPS culture now. All new employees receive Six Sigma training during their orientation. For those who went through training years ago, the company also offers them an opportunity to recharge their commitment through a combination of classes and a renewed emphasis by senior management. Various customer satisfaction activities reward ideas and implementation.One thing we looked at was changes in our thought and manufacturing proc-esses to eliminate rework, reveals Erwin. In the short term, we saw some increased costs, but in the long run, we've improved our processes and applied more effective controls. We continue to see improvements in product reliability, manufacturing yields and internal quality metrics, despite increasing product complexity and higher customer expectations. Product complexity continues to grow exponentially. Future products such as semiconductors and software undoubtedly will contain tens of millions, even billions, of elements. Creating more robust designs and reducing opportunities to introduce defects into the final product represents a one-time expense. If it's not done, however, repair, rework, excessive scrap costs and unhappy customers will continue through the product's life. Thus, it's imperative that companies reduce defect rates to a few parts per billion.Although Motorola has made huge reductions in defect rates, we still haven'tachieved Six Sigma overall, reports Berg. Motorola considers itself a 5.7 sigma company now. Six Sigma remains a very noble goal, but it's the rate of improvement that's important. Six Sigma has saved the company billions of dollars in terms of scrap and rework, enabling greater customer satisfaction--our ultimate goal. Six Sigma successesAfter examining how various financial companies pursue quality, Citibank, the international financial division of Citicorp, undertook the Six Sigma method in the spring of 1997. Its goal: to reduce defects within its various divisions by a factor of 10 during the first three years. The corporation already has seen reductions ranging from five to 10 times.

LK801114 · 发表于 2004-10-29 22:02:00

Six Sigma appealed because it's pretty straightforward, comments James Bailey, Citicorp's executive vice president and corporate quality officer. It also seemed like a program that would involve everyone. Previously, various businesses and divisions within Citibank had tried different quality programs, but the company had never instituted a universal quality language or method.Continuous improvement is our goal, maintains Bailey. We started training senior management in April 1997, and so far we've trained about 2,000 people around the world. Besides the defect reductions, the company has recorded a decreased response time for credit card applications and fewer errors in customer statements.We're on track, he declares. We're more customer-focused. We know it's a long road, but we've made a reasonable start, and we're pleased. GE, which launched a Six Sigma initiative in late 1995, says the $300 million invested in quality improvement in 1997 will deliver some $400 million to $500 million in savings. Quality improvement, under the disciplined rubric of Six Sigma methodology, will define the way we work, the company announced in its 1996 annual report.A three- to four-sigma level, average for most U.S. companies, can cost a company as much as 10 percent to 15 percent of its revenues. For GE, that would mean $8 billion to $12 billion.The methodologies of Six Sigma we learned from other companies, but the cultural obsessiveness and all-encompassing passion for it is pure GE, states the report. The intensity level involved in our decade-long struggle to achieve a boundary-less culture now seems 'laid-back' compared to the near monomania with which we are approaching Six Sigma quality. Wipro also reports successes in its first year. First of all, we now have a common language across our divisions, explains Bagchi. People talk about the customer, defects, sigma level and a plan for continuous improvement. In India, many people have difficulty giving up the old and embracing the new, but the mind-set is changing. Six Sigma is making people look outward. We're shifting from an organizational focus to a customer focus. Wipro's trained teams have launched close to 30 projects, including three major cross-functional undertakings. Defects are steadily falling in cylinder manufacturing, discloses Bagchi. In the fixed deposits area of our Financial Services division, we've established a process to eliminate nonvalue-added steps and mistake-proof the system. We're also projecting a 30-percent cycle-time reduction in our computer business. The estimated near-term gains will be six to eight times the total investments we've made in Six Sigma. The first stepOther reengineering programs often advocate tearing down an organization and rebuilding from scratch. MU advises organizations to start where they are, build on current successes and modify current processes. They must rely on the interwoven concepts of defect reduction, which encourages employees to relate more to each other, and cycle-time reduction, which eliminates unnecessary, nonvalue-adding steps from processes.Six Sigma requires more than a monetary investment, Erwin points out. You must have a plan, necessary resources, the commitment of everyone and uncompromising matrixes, he says. Then you set aggressive goals along the path and hold people accountable. Title: Achieving Customer Satisfaction Through 6Sigma--4 The MU Six Sigma program emphasizes the following key components:ط A goal of total customer satisfaction.ط A common language throughout the organization.ط Common, uniform quality measurement techniques for all business areas. ط Goals with identical improvement rates, based on uniform matrixes. ط Goal-directed incentives for both employees and management.ط Coordinated training in “why” and “how” to achieve the goal.

LK801114 · 发表于 2004-10-29 22:03:00

No one set procedure will work when following the Six Sigma method. Every company is different and must account for its strengths and weaknesses, then leverage them accordingly.A clear, quantitative understanding of customer satisfaction typically is accomplished through surveys, notes Hayes. Surveys should identify gaps between customer needs and a company's current performance level. Then, through benchmarking, a company's core processes are compared to another best-in- class performer. This is useful in determining the first layer of needed goals. Motorola SPS statistician Skip Weed has been involved with Six Sigma since the program began. The major impact, especially when it first started, was on our culture--the people and systems required to produce high-quality products and services, he recalls. Previously, there was minimal effort in preventing defects rather than inspecting them out. The directive for the program came from our highly respected CEO, who was strongly behind it, and everyone then began to buy in. Management by fact, not emotion Ron Randall, quality improvement manager at Raytheon TI Systems, says his company is impressed with Six Sigma's quantitative methods. We looked at our products and compared them to similar ones from Motorola, he explains. We were less than four sigma, and Motorola was close to six. We couldn't believe someone was 2,000 times better than us. It really got our attention. Six Sigma really will work for anybody. It's management by fact, not emotion. MU consultant Paul Zaura concurs. In a math sense, Six Sigma is a known quantity, he asserts. As improvements increase, expectations increase. Customer perceptions will change, and they will drive you to places you never new existed. You also must look at the cultural aspects and changing behaviors. Many corporate cultures are fear-based; mistakes aren't tolerated, and people learn to hide defects. Six Sigma flourishes in an open and safe environment. Six Sigma champions say there are plenty of things to count, measure and benchmark regardless of the type of business, whether it's an attorney's office or a car rental company. And within a company, you can look at all kinds of divisions-- personnel policies, warehousing, security, how to run the cafeteria. If you're not improving, you're going down, warns Zaura. Six Sigma is a philosophy of continuous improvement and measurement to drive the direction of goals. Its concepts aren't earthshaking: Talk to customers and find out what the defects are. Work on big errors first. Try to decide how they happen and how to correct them permanently.Whether it's handling paperwork, an idea, a customer call or a hard product, there must be a process for it. That's probably one of the biggest concepts for people to grasp. Then you track your process using simple tools like Pareto charts, cause-and-effect diagrams and benchmarking. You compare what you have to a similar industry or process. Perhaps Six Sigma's biggest mandate is never restCompanies that are content with their current quality levels simply don't understand quality's true challenge. They need to determine not only the defect levels their customers experience but also internal defects that cause rework, additional inspections and higher product costs. Once a company has fully assessed itself, then improvement can really begin. And no philosopher or cynic can quibble with improvement.Coming to Terms with SigmaSix Sigma may sound arcane and mystical, but in reality it's a mathematical formula. Sigma is a statistical term indicating to what extent a process varies from perfection. The number of units processed is multiplied by the number of potential defects per unit; the answer is divided into the number of defects actually occurring and then is multiplied by 1 million. The result is the number of defects per million operations. A conversion table translates that number into sigma:6 sigma = 3.4 defects per million5 sigma = 230 defects per million

LK801114 · 发表于 2004-10-29 22:04:00

4 sigma = 6,210 defects per million 3 sigma = 66,800 defects per million 2 sigma = 308,000 defects per million 1 sigma = 690,000 defects per million Achieving Total Customer Satisfaction Through Six SigmaSix Sigma is achieved through a process, which is tracked using simple tools such as the Pareto chart. This bar chart is widely used as a data display tool in Six Sigma because it identifies which problems occur with the greatest frequency or incur the highest cost. Hence, it provides direct evidence about what should be corrected first. Italian economist Vilfredo Pareto, for whom the chart is named, theorized that 20 percent of possible causes are responsible for 80 percent of any problem. Another way to test variance is by performing the Chi2 test. With this analytical process, a table is used to test the relationship between two possible causes of variation to determine the relationship's statistical importance.Design of experiments methodically reduces process variation through a sequence of experiments rather than relying on a typical trial-by-error approach. Following each experiment, the combination of adjustments becomes an equation that can either be solved as a matrix or entered into a computer for a solution. DOE users can efficiently test a large number of variables without the expense of manufacturing the product totally.

LK801114 · 发表于 2004-10-29 22:06:00

希望对大家有用。如果谁想了解的，我们可以互相探讨

che-zp · 发表于 2004-10-30 21:56:00

学习中

chyj066 · 发表于 2004-11-26 11:59:00

jinwelles · 发表于 2004-11-26 18:28:00

works007 · 发表于 2004-11-27 02:17:00

非常不错我奖励20分

[此贴子已经被作者于2004-11-27 2:18:44编辑过]

yhwhk76 · 发表于 2004-11-27 09:54:00

yhwhk76 · 发表于 2004-11-27 09:57:00

yhwhk76 · 发表于 2004-11-27 13:02:00

<H1 0cm 0cm 0pt; LINE-HEIGHT: 150%; TEXT-ALIGN: center" align=center> THE BREAKTHROUGH STRATEGY </H1><H1 0cm 0cm 0pt">Phase 0:Define </H1> . Scope and Boundary. Define Defects. Team Charter and Champion. Estimate & Impact. Leadership approval <H1 0cm 0cm 0pt">Phase 1:Process Measurement </H1> . Map process and Identify Inputs and Outputs. Cause and Effect Matrix. Establish Measurement System Capability. Establish Process Capability Baseline <H1 0cm 0cm 0pt">Phase 2:Process Analysis </H1> . Complete FMEA. Perform Multi-vari Analysis. Identify Potential Critical Inputs. Develop Plan for Next Phase <H1 0cm 0cm 0pt">Phase 3:Process Improvement </H1> . Verify Critical Inputs. Optimize Critical Inputs <H1 0cm 0cm 0pt">Phase 4:Process Control </H1> . Implement Control Plan. Verify Long Term Capability. Continuously Improve Process

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