精益六西格玛简介(英文版)课件.ppt

1、page 1Lean 6 sigam introductionSynergy of Six Sigma and LeanLean 6 sigma introduction（精益六西格玛简介英文版本）（精益六西格玛简介英文版本）2s 3s 1s 1s 2s 3s 34.13%34.13%2.1%2.1%13.6%13.6%68.3%95.5%99.7%page 2Lean 6 sigam introductionLearning ObjectivesuUnderstand the synergy of lean and six sigma as a powerful business perfo

2、rmance improvement programuUnderstand how lean and six sigma complement each otherpage 3Lean 6 sigam introductionWhy Is Every Firm Driven to Both Quality and Lead Time Reduction Goals?uCustomer loyalty and retentionuShorter customer lead timeuDownward price pressure:lower costsuLower invested capita

3、luCapacity expansionpage 4Lean 6 sigam introductionLean Applied in the DMAIC Methodology Provides a Powerful StructureuSix Sigma has given Lean additional focus:nEffect of VariabilitynDMAIC(Define-Measure-Analyze-Improve-Control)structurenImprovement infrastructurenVoice of the CustomernFocus on Qua

4、lityuLean has given Six Sigma additional tools:nAnalyze/Measure Phase:lValue Stream Mapping,Time Trap Analysis nImprove Phase:lKaizen,Pull Systems,Setup Reductions,Work-Cells,Process Balancing,etc.nControl Phase:lTakt Boards,Standard Work,Metrics&Dashboards,5Spage 5Lean 6 sigam introductionDMAIC Met

5、hodology and LeanDMAICDefineMeasureAnalyzeImproveControl%Applicability of Lean Tool SetLean tools applicable in all phases of DMAIC,but peak in Analyze and Improve phasesuLean tools applicable in all phases of DMAIC:page 6Lean 6 sigam introductionSix Sigma and LeanuSix Sigma provides a“Unifying Fram

6、ework”nSix Sigma provides the over-riding methodology(DMAIC)nSix Sigma provides the improvement infrastructurenSix Sigma provides the burning platform for improvementuLean provides improvement tools and fast-attack approach to“turbo-charge”improvement effortspage 7Lean 6 sigam introductionAICMDLEAN

7、6 SIGMAProcess qualityplanW ork I nst ruct i onsC ont rol/C heck Poi nt s R esponse t o Abnorm al i t yN ot esC ode#C harac-t eri st i csC ont rolLi m i t sM et hod W hoI m m edi at eFi x Perm anent Fi xW hoFl ow chart212Product N am eProcess N am eProcess C ode#D at e of I ssue:I ssued by:Approved

8、by:R evi si on D at eR easonSi gnat ure1Quantify project gainss s=3.7Cp=1.4LISLSSs s=2.7Cp=0.4EventsCycleAICProductionAICSupportfunctionsAIC Documentation&StandardisationOperating Procedures I SON i veaude rem pl i ssage.M anuelde f orm at i onBuild on gainsLearningP P o o i in n t ts s d d a a p p

9、p p r re e n n t ti is s s s a a g g e eA A c c t ti io o n n s sR R s s u u l lt ta a t ts s suiteContinuousmonitoringL LC C S SL LC C I IPerpetuate changesControlHow long will the Improvements last?ContinuousmonitoringL LC C S SL LC C I IPerpetuate changesMeasureWhat critical parameters,what is th

10、e current level of performance?Evaluate present process performance01000-1000102030UCLXLCLD B F A C E AutresView dataDECOMPOSITION DU RI 2004(9)-XAPM1 0851 5671 3238 2991 1213 1337101 0002 0003 0004 0005 0006 0007 0008 0009 000TU TSVAK+Autres Dperd.CNQCVD PV Orga.CVD NPV Orga.TPReprise Int.42Demoont

11、age 28Rparation 1Chgt de srie 489Prod.Etiquettes 169Mnage 80Auto Contrle 285AIC 29Appro.72Inspection finale 93Inter poste 225Lancement 125COE 118Quai IE Maint 12050,740,650,79K+PB crayon optique 215Emb.Specif 437ALEAS 96Couts reprises et matires sur XAPM05001000150020002500janv-04fvr-04mars-04avr-04

12、mai-04juin-04juil-04aot-04sept-04oct-04nov-04dc-04cout reprises:Cout matireDetermine extent of waste Process durationIE/OEEKD=UT/DTKE=DT/OTKS=OT/TSUseful TimeUTFrequentialnon VACyclicnon VADesign TimeDTUncertaintiesNon QualityCVD externto processOperatoractivityOperation TimeOTDVC supportfunctionsTi

13、me Spent TSWhat causes,what interactions?AnalyseProcessV V A AN N V V A A2 2 2 22 2 1 12 2 0 01 1 9 91 1 8 81 1 7 71 1 6 61 1 5 51 1 4 41 1 3 31 1 2 21234567891 0XOn nXOn nXOn nXOn nXOn nXOn nXOn nXOn nOn nXOn nDataIdentify problems and Potential causes Cause and EffectDetermine root causesIdentify

14、and quantify wasteAct u e lPr o p o si t i o nVo i e s de Pr o gr sCo ns t atVa l e u r a j o u t eAp p r o v i si o n n e rD p l a ce me n t sEn v o i o u v a cu a t i o nCYCLEFr q u e n t i e lAl a t o i r eVa l e u r a j o u t eAp p r o v i si o n n e rD p l a ce me n t sEn v o i o u v a cu a t i

15、 o nFr q u e n t i e lAl a t o i r eCYCLEDi sp o n i b l eMetaplan VA/NVA.Innovate&ImproveWhat improvements and what implementation procedure?Restore to keyplayersPrepare deploymentImplementationschedule2 2 4 4 8 8 6 6 10 10G 1 13 3 5 5 7 7 9 9ABCDFEJIHGSet up the newprocessMADC/AIC/Architecture Ris

16、k analysisMeasure the impactDefine solutionsSimplified flowchartJust in Time Process.ProblemsObjectivesThe perimeterProject sheetProblem definition:Objective:Justification:Extent of impact:Expected repercussions:Project stages:DefineWhat needs and requirements?Couts reprises et matires sur XAPM05001

17、000150020002500janv-04fvr-04mars-04avr-04mai-04juin-04juil-04aot-04sept-04oct-04nov-04dc-04cout reprises:Cout matireQualityLevel of serviceDECOMPOSITION DU RI 2004(9)-XAPM1 0851 5671 3238 2991 1213 1337101 0002 0003 0004 0005 0006 0007 0008 0009 000TU TSVAK+Autres Dperd.CNQCVD PV Orga.CVD NPV Orga.T

18、PReprise Int.42Demoontage 28Rparation 1Chgt de srie 489Prod.Etiquettes 169Mnage 80Auto Contrle 285AIC 29Appro.72Inspection finale 93Inter poste 225Lancement 125COE 118Quai IE Maint 12050,740,650,79K+PB crayon optique 215Emb.Specif 437ALEAS 96Eco PerformanceSuivi du Niveau de service OF sem 36 43Sect

19、eur XAPM(chdc et Chdx)0%10%20%30%40%50%60%70%80%90%100%363738394041424344SemaineNds OFNds xapm StandardXapm SpcifNds XAPM(spcif+standard)ProcessusCLENSIOutputTPROVIDEDInputThe process involvedSIPOC Customer requirementspage 8Lean 6 sigam introductionWhy Integrate?“We knew we wanted to have Six Sigma

20、 Tools,that was clear.But we also decided that what really makes change in a factory are some of the Lean tools.Putting in a pull system,reducing batch sizes,significantly changing setup times,all of a sudden everything starts to flow.Those are the types of things we saw over time that real made a d

21、ifference in our factories and so we said that has to be a part of this training.”Lou Guiliano,ITT Industries CEOon integrating lean techniques intoITTs Six Sigma RolloutSix Sigma and Lean Integrationpage 9Lean 6 sigam introductionThe AnswerIn the 2000 Annual Report,Welch announced a new goal for GE

22、:reducing the variation in lead-time which he refers to as“span”.“Today,we have a Company doing its very best to fix its face on customers by focusing Six Sigma on their needs.Key to this focus is a concept called span,which is a measurement of operational reliability for meeting a customer request.

23、It is the time window around the Customer Requested Delivery Date in which delivery will happen.”Lean+Six Sigmapage 10Lean 6 sigam introductionLean Six SigmaDMAIC Improvement Process Road MapReview Project Charter Validate Problem Statement and GoalsValidate Voice of the Customer and Voice of the Bu

24、sinessValidate Financial BenefitsValidate High-Level Value Stream Map and ScopeCreate Communication PlanSelect and Launch TeamDevelop Project ScheduleComplete Define GateIdentify Potential Root CausesReduce List of Potential Root CausesConfirm Root Cause to Output Relationship Estimate Impact of Roo

25、t Causes on Key OutputsPrioritize Root CausesComplete Analyze GateDevelop Potential SolutionsEvaluate,Select,and Optimize Best SolutionsDevelop To-Be Value Stream Map(s)Develop and Implement Pilot SolutionConfirm Attainment of Project GoalsDevelop Full Scale Implementation PlanComplete Improve GateI

26、mplement Mistake ProofingDevelop SOPs,Training Plan and Process ControlsImplement Solution and Ongoing Process MeasurementsIdentify Project Replication OpportunitiesComplete Control GateTransition Project to Process OwnerProject CharterVoice of the Customer and Kano AnalysisSIPOC MapProject Valuatio

27、n/ROIC Analysis ToolsRACI and Quad ChartsStakeholder AnalysisCommunication PlanEffective Meeting ToolsInquiry and Advocacy SkillsTime Lines,Milestones,and Gantt ChartingPareto AnalysisBelbin AnalysisValue Stream MappingValue of Speed(Process Cycle Efficiency/Littles Law)Operational DefinitionsData C

28、ollection PlanStatistical SamplingMeasurement System Analysis(MSA)Gage R&RKappa StudiesControl ChartsHistogramsNormality TestProcess Capability Analysis Process Constraint ID and Takt Time Analysis Cause and Effect Analysis FMEA Hypothesis Tests/Conf.Intervals Simple and Multiple Regression ANOVA Co

29、mponents of Variation Conquering Product and Process Complexity Queuing Theory Replenishment Pull/KanbanStocking StrategyProcess Flow Improvement Process BalancingAnalytical Batch SizingTotal Productive MaintenanceDesign of Experiments(DOE)Solution Selection MatrixPiloting and SimulationMistake-Proo

30、fing/Zero DefectsStandard Operating Procedures(SOPs)Process Control PlansVisual Process Control ToolsStatistical Process Controls(SPC)Solution ReplicationProject Transition ModelTeam Feedback SessionValue Stream Map for Deeper Understanding and FocusIdentify Key Input,Process and Output MetricsDevel

31、op Operational DefinitionsDevelop Data Collection PlanValidate Measurement SystemCollect Baseline DataDetermine Process CapabilityComplete Measure GateToolsActivitiesKaizen,5S,NVA Analysis,Generic Pull Systems,Four Step Rapid Setup MethodIdentify and Implement Quick ImprovementsImproveAnalyzeControl

32、MeasureDefinepage 11Lean 6 sigam introductionApplying the Tools for Results DistributionLean Six Sigma Reduces Process Cycle Time,ImprovingOn-Time Delivery Performance for Tier One Auto Supplier(Average Reduced from 14 Days to 2 Days,Variance from 2 Days to 4 Hours)0%10%20%30%40%50%60%70%80%90%02468

33、101214161820Lead-Time to Customer(days)%DistributionMean Delivery Time ReducedTime Variation ReducedReduce VariationShift the Meanpage 12Lean 6 sigam introductionLean Six Sigma Is the Integration of Two Powerful Business Improvement Approaches.uLeannValue stream mapping to identify Non Value Add Cos

34、tnTime Trap id and removaln“Pull”from the CustomernSetup and queue reductionnProcess flow improvementnTotal Productive Maintenancen5S FoundationsnKaizen for rapid improvement.uSix SigmanManagement EngagementnDedicated Infrastructure/PeoplenVoice of the CustomernStatistical process controlnDesign of

35、ExperimentnPoka-YokenGage R&RnFailure Modes Effect AnalysisnCause and Effect Analysis.Culture+Quality+CustomerSpeed+Low Cost+Flexibilitypage 13Lean 6 sigam introductionSix Sigma Improves Quality,Lean Eliminates Non-Value-Add Steps in the Value Stream Both Are Required to Reduce the Cost of Process C

36、omplexity#of Steps3s s4s s5s s6s s193.32%99.379%99.976799.99966%761.6395.73399.83999.99761050.0893.9699.76899.99662025.0888.2999.53699.9932406.2977.9499.07499.9864Overall Yield vs.Sigma(Distribution Shifted 1.5s)Source:Six Sigma Research Institute,Motorola University,Motorola,Inc.page 14Lean 6 sigam

37、 introductionThe Lean Six Sigma SecretThe principal Lean Six Sigma insight is that:uMaterial spends 95%of its time waiting,creating overhead costu80%of the wait time is due to Time Traps caused by 20%of the activities uThey can be found using Time Trap analysis.uTime Traps can be eliminated using Le

38、an and Six Sigma tools.uLead time and WIP+Finished Goods inventory can be reduced 50-80%uOverhead+Quality Cost can be reduced by 20%These insights hold true for all processesProduction Process8 Week Total Cycle TimeProductOrderBefore Improvements40 Days10 DaysCycle TimeReduction75%ReductionAfterpage

39、 15Lean 6 sigam introductionProject Selection Reduces Number of Projects and Provides FocusEffortEconomic ValueHighLowMedHighLowMedBefore Project Selection ProcessEffortEconomic ValueHighLowMedHighLowMedAfter Project Selection ProcessLean Six Sigma Kaizen Projects Best for low complexity projects wh

40、ere known solution(s)can be applied High bias for action and implementation 5 day High Speed“Mini”DMAICLean Six Sigma Projects Best for complex projects where root cause of problem is not understood Thorough measurement and analysis prior to implementation Typical 1 to 4 month project durationRate C

41、ompletionProject Process-in-Projects Time Lead ProcessLittles Lawpage 16Lean 6 sigam introductionEP=Economic ProfitROIC=Return on Invested CapitalWACC=Weighted Average Cost of CapitalPP&E=Plant,Property&EquipmentA/R=Accounts ReceivableROIC=Profit After Tax/Invested Capital:Drive Cost and Invested Ca

42、pital down,Revenue up Invested Capital Inventory+PP&E+A/R0-3%3-9%9-13%13-25%(2)-2%2-6%6-10%10%012345678Premier Stock Price Multiples Strongly Driven by ROICData 1994 to 1998,Copelands Valuation,ex 5.2,2000 EditionMarket Value to Book ValueRevenue GrowthEP%=ROIC-WACCVoice of the Shareholder:Prioritiz

43、e Projects Based on Potential Increases in ROIC page 17Lean 6 sigam introductionSix Sigma and LeanuAre not mutually exclusiveNot only are they not mutually exclusive,theyuAre compatibleNot only are they compatible,theyuAre complementaryNot only are they complementary,theyuAre enablers of each otherN

44、ot only are they enablers of each other,theyuAre in many cases necessary conditions of each otherpage 18Lean 6 sigam introductionLean Six SigmaCombines the strategy,solution sets,cultural and organizational processes,and analytical tools of Lean and Six Sigma.With the result that we respond to our c

45、ustomers better,faster with less wastepage 19Lean 6 sigam introductionExercise Card Drop Simulationpage 20Lean 6 sigam introductionAPPENDIX AThe History of Six Sigmapage 21Lean 6 sigam introductionSix Sigma HistoryuMotorola was the first advocate in the 80suSix Sigma Black Belt methodology began in

46、late 80s/early 90suMore recently,other companies have embraced Six Sigma:nGEnAllied SignalnBombardiernSonyuInvolves use of statistical tools on projects that yield high ROIuProject implementers names includes“Black Belts”,“Top Guns”,“Change Agents”,and“Trailblazers”uImplementers are expected to deli

47、ver annual benefits between$500,000 and$1,000,000 through 3-5 projects per yearuTop-down program with Executive and Champion supportpage 22Lean 6 sigam introductionSix Sigma HistoryuNobody at GE gets promoted without Six Sigma training.uGE annual reports states that Six Sigma delivered:n$300 million

48、 to its operating income in 1997n$750 million to the bottom line in 1998uAdditional annual report examples:n10-fold increase in life of CT scanner x-ray tubesnImproved yields of super-abrasives worth a full decade of increased capacity despite growing demandsn62%reduction in turn-around time of rail

49、car leasing repairsnPlastics business added 300 million pounds of new capacity equivalent to“one free plant”page 23Lean 6 sigam introductionSix Sigma History u“Sigma”(s)is a letter in the Greek alphabetnDescribes variabilityuSigma Quality LevelnIndicator of how often defects are likely to occurnSix

50、Sigma Quality Level is said to equate to 3.4 PPM defectivepage 24Lean 6 sigam introductionWhat Is Six Sigma?uThe term“Sigma”is a Greek letter(s)used to describe variability and is an indicator of how likely errors are to occur-6s -3s -2s -1s x +1s +2s +3s +6sLSL Normal Distribution Centered USLSpec