SixSigmageneral培训资料课件.pptVIP

The Funneling Effect Optimized Process 30+ Inputs 8 - 10 4 - 8 3 - 6 Found Critical X’s Controlling Critical X’s 10 - 15 All X’s 1st “Hit List” Screened List MEASURE Process mapping Measurement system analysis Capability studies ANALYZE Cause effects matrix FMEA Multi-vari studies IMPROVE Design of experiments CONTROL Co ntrol plans Statisctical Process Control (SPC) 第三十一页，共四十五页。 SIX SIGMA as methodology ... A systematic approach for breakthrough improvement realisations using a solid and soundly based toolset deployed throughout the organization 第三十二页，共四十五页。 Deployment throughout the organization Extensive training program of all potential project leaders. Clear and visible management buy-in and support. A significant number of improvement projects. SIX SIGMA imbedded in the systems and procedures. Integration in the organization 第三十三页，共四十五页。 2 How to implement Six Sigma? 第三十四页，共四十五页。 The implementation strategy :The way we see it Do not create a separate organization! The implementation of Six Sigma is seen as a project on its own until it is imbedded in the organization! Implement in WAVES! Have people to support Six Sigma and people who make it happen. 第三十五页，共四十五页。 6 sigma ?wave? implementation Mobilize key decision makers Evaluate potential projects Mobilize key players (leadershipworkshop) Green Belt training 2 weeks Assess Deploy and prepare new waves Préparation Implementation Deployment Black Belt training 4 weeks Implement the projects Prepare implementation 第三十六页，共四十五页。 The roles Six Sigma Sponsor/Champion Facilitate or support implementation of Six Sigma. Lead by example : believer, partner, challenger, coach, helper, sounding board. Set clear priorities. Provide necessary resources. Define/suggest new projects. Reviewing progress of projects. Six Sigma Black Belt Be catalyst for new culture and overall approach. Review project charters using filters. Complete the projects (applying the method and achieve results). Reporting Shari