某汽车培训材料——6sigma推行(1).pptxVIP

Six Sigma By Daniel WuFord Lio Ho Motor Company1 OutlineQuality levelWhat is Six sigma?Why we need Six sigma?Development and Deployment strategyHow Six sigma merges into our daily business?2 Overview-Four Quality GurusHistorically companies have focused on quality issues for customer satisfaction Prior to six sigma there were four key quality gurus that most companies’ quality programs followedDemingJuranCrosbyTaguchi3 DemingDeming taught:Importance of understanding variation in work processesRole of management in leading for qualityApplication of statistics Plan-Do-Check-Act4 Deming’s Contribution to ProfitabilityEXTERNALINTERNALCUSTOMERSATISFACTIONMARKETSHAREPROFITPRODUCTIVITYQUALITY-Better products services-Improved processes-Compete with valuePRICE-Compete with Price-Decreased cycle time-Eliminate set-up timesCOST-Opportunity for profitPRODUCT QUALITYPROCESS QUALITY-Reduce rework-Eliminate in-process inspection-Reduce scrap-Increase product life-Eliminate incoming testingPlanDoCheckAct5 Juran Juran taught:Breakthrough performancePareto effectImportance of management principlesQuality by design and planning6 Juran’s ContributionPlanningCost of Poor Quality(Percent of operating costs)Production BeginsOriginal zone of process controlNew zone of process control020400ControlTimeImprovementLessons LearnedSporadicspike fromobservedproblemChronic Waste(an opportunityfor improvement)ControlSpecial cause variationCommon cause variation7 CrosbyCrosby taught:Customer requirement is performance standardQuality maturity is a journeyPreventive action as basic approach8 TaguchiTaguchi taught:Cost of poor quality is loss to society as a wholeRobust quality is designed for consistent productionDesign control is more important than production control9 Taguchi’s ContributionLower Specification LimitUpper Specification LimitNominal ValueRegion ofCustomerComplaintsRegion ofCustomerComplaintsRegionofQuestionablePerformanceRegionofQuestionablePerformanceRegion ofSpecifiedPerformance