The Six Sigma Black Belt Handbook 六西格玛黑带手册 (英文版)(pdf561).pdf
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1、Part One:The Six Sigma Management SystemThis first part of The Six Sigma Black Belt Handbook focuses on theextension of Six Sigma into a management system that encompasses alllevels of an organization. Motorola University consultants have foundthat while implementing Six Sigma through individual pro
2、jects has pro-duced significant results in many organizations, sustainable, breakthroughimprovements are realized by those organizations whose leadership hasembraced Six Sigma and incorporated it into their vision, strategies, andbusiness objectives - in short, adopted Six Sigma as the system for ma
3、n-aging their organizations. The Six Sigma Management System enables aleadership team to align on their strategic objectives, establish their criti-cal operational measures, and determine their organizational performancedrivers and then use those to implement, drive, monitor, and sustain theirSix Si
4、gma effort. The four chapters in this part of the book will:?Introduce the Six Sigma Management System, and distinguish it fromthe Six Sigma metric and Six Sigma methodology?Explain the background (Chapter 1), principles, and elements of the Six Sigma Management System (Chapter 2)?Describe the Six S
5、igma leadership modes (Chapter 3)?Provide insights into Six Sigma leadership (Chapter 4)?Illustrate key tools used to implement the Six Sigma Management SystemDownloaded from Digital Engineering Library McGraw-Hill ()Copyright 2004 The McGraw-Hill Companies. All rights reserved.Any use is subject to
6、 the Terms of Use as given at the website.Source: The Six Sigma Black Belt HandbookDownloaded from Digital Engineering Library McGraw-Hill ()Copyright 2004 The McGraw-Hill Companies. All rights reserved.Any use is subject to the Terms of Use as given at the website.The Six Sigma Management SystemMan
7、agement System?Six Sigma drives strategy execution?Leadership sponsorship and review?Metrics driven governance process?Engagement across the organizationChapter1Introduction to Six SigmaSix Sigma has been labeled as a metric, a methodology, and now, a man-agement system. While Green Belts, Black Bel
8、ts, Master Black Belts,Champions and Sponsors have all had training on Six Sigma as a metricand as a methodology, few have had exposure to Six Sigma as an overallmanagement system. Reviewing the metric and the methodology willhelp create a context for beginning to understand Six Sigma as a man-ageme
9、nt system.Figure 1-1 Six Sigma as a Metric, Methodology, Management System Six Sigma as a MetricSigma is the measurement used to assess process performance and theresults of improvement efforts - a way to measure quality. Businesses usesigma to measure quality because it is a standard that reflects
10、the degreeof control over any process to meet the standard of performance estab-lished for that process.Management SystemManagement SystemManagement SystemMethodologyMethodologyMethodologyMetricMetricMetricManagement SystemManagement SystemManagement SystemMethodologyMethodologyMethodologyMetricMetr
11、icMetricMetric?Measure process variationMethodology?Consistent use of DMAIC model?Team based problem solving?Measurement-based processanalysis, improvement, and controlDownloaded from Digital Engineering Library McGraw-Hill ()Copyright 2004 The McGraw-Hill Companies. All rights reserved.Any use is s
12、ubject to the Terms of Use as given at the website.Source: The Six Sigma Black Belt HandbookSigma is a universal scale. It is a scale like a yardstick measuring inches,a balance measuring ounces, or a thermometer measuring temperature.Universal scales like temperature, weight, and length allow us to
13、 comparevery dissimilar objects. The sigma scale allows us to compare very differ-ent business processes in terms of the capability of the process to staywithin the quality limits established for that process.The Sigma scale measures Defects Per Million Opportunities (DPMO).Six Sigma equates to 3.4
14、defects per million opportunities. The Sigmametric allows dissimilar processes to be compared in terms of the numberof defects generated by the process in one million opportunities.Figure 1-2 Sigma ScaleA process that operates at 4.6 Sigma is operating at 99.9% quality level.That means:?4000 wrong m
15、edical prescriptions each year?More than 3000 newborns being dropped by doctors/nurses each year?2 long or short landings at American airports each day?400 lost letters per hourA process that operates at the 6 Sigma level is operating at 99.9997%quality level. At 6 Sigma, these same processes would
16、produce:4 Chapter OneSigmaDPMO(Defects Per MillionOpportunities)345676681062102333.40.02Downloaded from Digital Engineering Library McGraw-Hill ()Copyright 2004 The McGraw-Hill Companies. All rights reserved.Any use is subject to the Terms of Use as given at the website.Introduction to Six Sigma?13
17、wrong drug prescriptions per year?10 newborns dropped by doctors/nurses each year?2 long or short landings at U.S. airports each year?1 lost letter per hourMikel J. Harry, one of the developers of Six Sigma at Motorola, has esti-mated that the average company in the Western world is at a 4 Sigmaleve
18、l, while 6 Sigma is not uncommon in Japan.1Dave Harrold, inControl Engineering 2cites benchmark sigma levels broken down byindustry and type of process:?IRS phone-in tax advise - 2.2?Restaurant bills, doctors prescription writing, and payroll processing - 2.9?Average company - 3.0?Airline baggage ha
19、ndling - 3.2?Best in class companies - 5.7?U.S. Navy aircraft accidents - 5.7?Watch off by 2 seconds in 31 years - 6?Airline industry fatality rate - 6.2Clearly, the value of sigma is its universal application as a measuring stickfor organizational and process quality. With sigma as the scale, measu
20、resof as-is process quality and standards for should-be process targets forquality improvement can be set and understood for any business process.Six Sigma as a MethodologyThe Six Sigma methodology builds on the Six Sigma metric. Six Sigmapractitioners measure and assess process performance using DP
21、MO andsigma. They apply the rigorous DMAIC (Define, Measure, Analyze,Improve, Control) methodology to analyze processes in order to root outsources of unacceptable variation, and develop alternatives to eliminate orreduce errors and variation. Once improvements are implemented, con-trols are put in
22、place to ensure sustained results. Using this DMAICmethodology has netted many organizations significant improvements inproduct and service quality and profitability over the last several years.The Six Sigma methodology is not limited to DMAIC. Other problem-Introduction to Six Sigma 51Harry, Mikel.
23、 Six Sigma: The Breakthrough Management Strategy Revolutionizing the Worlds Top Corporations. New York, N.Y. Random House Publishers, 2000.2Harrold, Dave, Designing for Six Sigma Capability, Control Engineering, January 1, 1999 Downloaded from Digital Engineering Library McGraw-Hill ()Copyright 2004
24、 The McGraw-Hill Companies. All rights reserved.Any use is subject to the Terms of Use as given at the website.Introduction to Six Sigmasolving techniques and methodologies are often used within the DMAICframework to expand the tool set available to Six Sigma project teams.These include:?Theory of I
25、nventive Problem Solving (TRIZ)?Lean?Ford 8Ds (Disciplines)?5 Whys?Is/Is Not Cause AnalysisUtilizing the sigma metric and marrying this variety of approaches withthe DMAIC methodology, the Six Sigma methodology becomes a power-ful problem-solving and continuous improvement methodology.Clearly, the u
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