6 σ标准差教材.ppt

Why Does GE Need A Quality Initiative? GE Raising The Bar New Goal to be “Best in the World” vs. #1 or #2 Customers are Expecting More, we Must Deliver “Ship-and-fix” Approach no Longer Tolerated in the Market Aim to Speed Past Traditional Competitors in 5 Years Goal Consistent with Reduced Total Costs We Must Acknowledge Our Vulnerabilities Poor Quality That Impacts Customers Problems with NPI Too High Internal Costs Why “Six Sigma”? Proven Successful in “Quality-Demanding” Industries e.g., Motorola, Texas Instruments (many process steps in series) Proven Method to Reduce Costs Highly Quantitative Method – Science and Logic Instead of Gut Feel Includes Manufacturing Service (close to customer) and Provides Bridge to Design for Quality Concepts Has Support and Commitment of Top Management 6? Overview The Impact of Complexity The Impact of Complexity Rolled Rolled Yield Yield Number of Operations Number of Operations 1.00 1.00 0.90 0.90 0.80 0.80 0.70 0.70 0.60 0.60 0.50 0.50 0.40 0.40 0.30 0.30 0.20 0.20 0.10 0.10 0.00 0.00 1 10 100 1,000 10,000 100.000 1,000,000 1 10 100 1,000 10,000 100.000 1,000,000 Process Mean Centered on Each Operation Process Mean Centered on Each Operation 1 10 100 1,000 10,000 100.000 1,000,000 1 10 100 1,000 10,000 100.000 1,000,000 Rolled Rolled Yield Yield Number of Operations Number of Operations 1.00 1.00 0.90 0.90 0.80 0.80 0.70 0.70 0.60 0.60 0.50 0.50 0.40 0.40 0.30 0.30 0.20 0.20 0.10 0.10 0.00 0.00 As the Number of Operations Increases, a High Rolled Yield Requires a High ??for Each Operation 5? 4? 3? 6? 6? 5? 4? 3? Process Mean Shifted 1.5??at Each Operation 6? Overview Baselining Benchmarking an Existing Process p (x) Defects Benchmark Baseline Entitlement BenchmarkA World-Class Performance EntitlementAchievable Performance Given the Investments Alrea