6  綠帶介紹 Introduction to 6  Green Belt

6  綠帶介紹 Introduction to 6  Green Belt

Content 1. 6  Quality System ---Why need 2. 6  --- Overview 3. 6  --- Methodology 3.1. 6  --- Define 3.2. 6  --- Measure 3.3. 6  --- Analysis 3.4. 6  --- Improve 3.5. 6  --- Control 4. Conclusion

1. 6  Quality System ---Why need • 1.1. 從產品飽受競爭威脅的觀點以美國為例， 1975-1985年，日本挾其『反向技術』(Reversed Technology)優勢，將其高品質的產品推向美洲大陸，使得美國一向以經濟與技術領先的盟主地位發生動搖。

在1970-1989年間美國的市場佔有率： ＊電視機從50%降至2% ＊收音機從50%降至2% ＊汽車從78%降至28% ＊影印機從90%降至20% ＊照相機從90%降至5% ＊鋼鐵從40%降至30% • ※其結果造成美國貿易赤字每月高達80-100億美元

美國與日本製程能力之比較 • 年代美國日本 • 製程能力品質水準製程能力品質水準 • 1970 0.67 2 • 1.00 3 • 1980初 4 • 1980中 4 ~ 5 • 1980末 • ~ 1990初 Motorola • 6方法： • 不合格率3.4PPM • 相當於 6

美國企業競爭力衰退的原因 • 美國管理文化中含有不信任的氣氛，這種表現在嚴格的審核、管制、檢查的管理制度上，無形造成過度的管理成本上漲。『這種管理監督的作風，大體受到泰勒式科學管理影響的結果』。

日本經營之神松下幸之助在一次對美國企業界人士發表演說，提到：『你們的公司經營是以泰勒法則為基礎，更糟的是頭腦皆已泰勒化，因此堅信正確的管理，應是管理者在一邊，工人在另一邊，一邊的人只管思考，另一邊的只管工作。給你們一句忠告：「管理是執行者將觀念轉移到員工身上的一種藝術」』。日本經營之神松下幸之助在一次對美國企業界人士發表演說，提到：『你們的公司經營是以泰勒法則為基礎，更糟的是頭腦皆已泰勒化，因此堅信正確的管理，應是管理者在一邊，工人在另一邊，一邊的人只管思考，另一邊的只管工作。給你們一句忠告：「管理是執行者將觀念轉移到員工身上的一種藝術」』。 • 因此美國開始檢討其品質，各種品質系統亦相繼提出，其中包含6 品質系統。

1.2. 由需求的觀點 • 在70年代，產品達到2便達到標準。在80年代，品質要求已提升至3，但此標準美國會發生以下事件： • ※每年有20,000次配錯藥事件 • ※每年有超過15,000個嬰兒出生時會被拋落地上 • ※每年平均有9小時沒有水、電、暖氣供應 • ※每星期有500宗做錯手術事件

雖然3合格率已達到99.73%的水平，但相信各位對以上品質要求並不滿意。所以有很多公司已要求「6」的品質管理，其合格品率為99.99966%。雖然3合格率已達到99.73%的水平，但相信各位對以上品質要求並不滿意。所以有很多公司已要求「6」的品質管理，其合格品率為99.99966%。 • 在3水準，由1000個零件組成的產品中，每15個產品中只有1個產品是好的。在6水準則1000個產品卻有996.6好的。 • 傳統以『百分率』水準作為設計品質水準，如今變更為以『百萬分率(ppm)』作為衡量品質的水準。

1.3. 從成本的觀點

衰退經濟附加價值成熟成長開端時間典型的產品生命週期 • 1.4. 從時代趨勢的觀點(1)

掌上型電腦、電子書 網路電視、GPS、行動電話經濟附加價值個人電腦大型電腦主機迷你電腦與微電腦 1947 1985 1990 2000 電腦晶片的生命週期 • 1.4. 從時代趨勢的觀點(2)

?時代 全球化與經濟附加價值資訊時代工業時代農業時代 6000BC 1760 1950 2000 時間與主要的技術時代 • 1.4. 從時代趨勢的觀點(3)

1.5. 從品管大師的觀點 • J. M. Juran, 1994年在美國品質管理學會年會會上說,“20世紀以生產力的世紀載入史冊, 未來21世紀是品質的世紀”

較佳的品質 競爭優勢較佳的顧客回應較佳的效率低成本差異化較佳的創新 • 1.6. 從策點管理的觀點 • 欲建立及維持組織競爭優勢，效率、創新、品質及顧客回應扮演著主要角色。

1.7. 從近代品質系統的觀點 • ※ ISO-9000 • Effectiveness: 5 • ※ QS-9000 • Effectiveness: 10 • ※ Malcolm Baldrige Guideline • Effectiveness: 25 • ※ European Quality Award • Effectiveness: 30

※ TQM • Effectiveness：35 • ※ 6 ---The Little Q • Effectiveness: 50 • ※ The Ultimate 6 ---The Big Q • Effectiveness: 90 (上述品質系統均於80年代末期開展出) ※ 6  & The Ultimate 6 將是一趨勢

Defects Decrease costs Decrease Sigma Improve Customer Satisfaction & Profits increase • 2. 6  Overview • 6 , the way to create profit.

Something must be wrong Assign corporate quality offices Corporate movement “Great Quality Awakening” program 1975 1980 1981 Motorola TV business failed due to poor profit and sold to a Japanese Company Focus on Quality and Total Customer Satisfaction (TCS) • 6  History (1)

Establish Motorola Training & Education Center Launch Quality System Review (QSR) program 6 theory and concept initialized 1981 1982 1986 5 years, 10×Quality improvement goal set Bill Smith & Mikel Harry presented the idea to CEO Galvin • 6  History (2)

Quantitative Operation Quality Initiative Business-wide Strategic Management 1987 1995 Motorola Texas Instrument Nokia, GE, Allied Signal, Hitachi, Panasonic, Sony, Whirlpool, Honeywell, Boeing, Dupont • 6  History (3)

Method (3E) Purpose . Profit . Skill-Up Change of Business Situation (3C) Innovation Box Object (3P) • 6  Innovation Modeling • (3c-customer, competitor, company) • (3e-excitation, employment, entertainment) • (3p-product, process, person)

Symbol Method Philosophy Tool Value Benchmark Metric Goal Vision • The Many Aspects of 6 

Target Limit Spec. Limit Some Chance of Defect  3  Spec. Limit Target Limit Much Less Chance of Defect  6  • 6  as a Metric---The high level of sigma, the lower the probability of producing a defect.

1 691,500 2 308,537 3 66,807 4 6,210 5 233 6 3.4 (Shifted 1.5) From 3 process to 6 process: about 20,000 times improvement 6 DPMO • 6  as a Metric

如何 6  導入 • 一般來說，從3 到4 階段，是企業可以自行改善的範圍，但這樣的品質標準並沒有辦法讓企業變得很有競爭力； • 從4 到5 階段，就必須找尋可以學習的標竿企業(Benchmarking)，當成比較與學習的對象；而5 到6 階段時，品質就已經不是製造出來的，而是設計出來的(DFSS---Design for Six Sigma)。

Customer Company Customer  M VOC USL 3 66800 DPMO Past Std. LSL CTQ 6 3.4 DPMO New Std. Defect VOB 6 in R&D 6 in MFG. ？ • 6  Activity • 6 activity is to find out critical factors to quality (CTQ) at customer’s point of view and to reduce the defects less than 3.4 DPMO(PPM).

How Do We Improve Process Capability? •  Increase the tolerance •  Decrease the spread or variation of the process •  Shift the average by: •   Centering the average if the spec. has two limits •   Decrease or increase the average for spec. with one limit

Cost of Failure (% of Sales) 30 About 15% of Sales, Cost Opportunity on 3 Company 25 20 15 10 5 0 1.5 2 3 4 5 6 • The Cost Opportunity

Rejects, Warranty, Inspection, Scrap, Rework Long Cycle Times, More Setups, Expediting Costs, Lost Sales, Engineering Change order, Overtime, Late delivery, Lost Opportunity, Lost Customer Loyalty, Excess Inventory • The Cost of Poor Quality (COPQ)

Who is Implementing 6  • Motorola 1987 • Texas Instrument 1988 • ABB (Asea Brown Boveri) 1993 • Allied Signal 1995 • General Electric 1995 • Kodak 1995 • Siemens, Nokia, Sony 1997

6  Benefits(Case 1) ---Motorola over 12 yrs • Increase productivity an average of 12.3% per year • Reduced the cost of poor quality by more than 84% • Eliminated 99.7% of in process defects • Save more than $11billion in manufacturing cost • Realized an average annual compounded growth rate of 17% in earnings

General Electric (Million Dollars) Cost Profit 1996 240, 200 1997 400, 700 1998 450, 1200 1999 520, 2520 2000 600, 3000 • 6  Benefits(Case 2)

Texas Instruments Before (1988) After (1993) COPQ 30% 7% DPMO 104000 9000 Scrap $3M $0.3M Yield 84.5% 98.9% Cycle Time (Week) 11 4 Inventory Cost $3.9M $1.1M • 6  Benefits( Case 3)

X4 If we are perfectly control X, should we constantly test and inspect Y? Y = f (X) Y X1 X2 X3 • X1、X2、…Xn • Independent • Input-Process • Cause • Problem • Control • Y • Dependent • Output • Effect • Symptom • Monitor • The Focus of 6 

R&D 6 Trans-action Mfg Design SS Manufacturing SS Transactional SS • 6  is Applying Overall Business System

Define N Y Measure N Achievable Goal ? New Process/ Product ? Analyze Measure Improve Y Analyze Control Design Translate Verify • 6  Methodology

Traditional Quality 6 • Central Organized • Not Formal Structure for Tool Application • Lack of Support in using Tools • Lack of Structured Training • Inspect Quality in (Focus on “Y”) • Black Belt Report Directly • Into Function • Structured Use of Statistical Tools to Aid Problem Solving • Data-Based Decisions • Structured Training in Applied Statistics • Control Process Input (X’s) • What is different with 6 

6  Organization • Executive • Project Selection and Support • 6Technical Lead • 6 Coach Project &BB • 6 Project Team Lead • 6 Project Team Member • All staffs (6 overview) Champion Master Black Belt (MBB) Black Belt (BB) Green Belt (GB) White Belt (WB) • 6  Organization

3. 6  Methodology • 5 Stage of DMADV and New Tools ---- Design For Six Sigma (DFSS) ---- Black Belt • 5 Stage of DMAIC methodology ---- Green Belt

3.1. DMAIC Methodology 5 Stages DMAIC Methodology and Statistical Tools • Phase: Define • Steps; Work Breakdown & Tool • D1 Validate Business Opportunity; • 3C Analysis, Identify Customer, Cost/Effect Analysis • D2 Define Customer Requirement; • VOC, VOB, QFD • D3 Project Planning; • Project Team, Project Charter, COPQ

Vision Business Strategy Big Y (CTQ) Small y ---Project (Goal, Scope, Performance Index) • Define Steps (1)

高科技事業 • 醫療系統 • 工業電子 • 航太 • 核心事業 • 照明 • 大型家電 • 馬達 • 服務事業 • 信用公司 • 資訊服務 • 核能服務 • Define Steps (2-1) • Vision:最具競爭力的企業(GE) • Strategy---The Three Circle (GE)

Define Steps (2-2) ---The Three Circle (GE) • Jack Welch (GE’S CEO)畫三個圓圈：核心、高科技與服務。GE公司未來都要在其中一個圓圈內。公司任何人不再任一個圓圈內者，未來將會被解雇。圓圈外的的事業將被整頓、關閉或出售。三個圓圈的策略讓GE公司找到焦點，不再是集團(似乎什麼都做)。

Select Target Product/Service Analysis Business Process Identify Customer Listen to VOC Analysis Core Process Specify Customer Requirement Select CTQ (Big Y) Evaluate Potential Projects Specify CTQ (Small Y) Select Project & Build Effective Team • Define Steps (3)

Define Steps (4) • CTQ --- Critical to Quality • 只要是顧客要求的，就是關鍵品質(CTQ)。亦稱為『重要成果』、『特殊限制』或流程的『Y變數』。CTQ係任何會直接影響顧客對產品/服務品質觀感之因素。顧客『在乎』的事，就是企業或組織在乎的事。『新點子』要採納『外部觀點』(Outside-in Perspective)，即從顧客的眼光來看企業或組織的一切。

3.2. DMAIC Methodology 5 Stages DMAIC Methodology and Statistical Tools • Phase: Measure • Steps; Work Breakdown & Tool • M1 Specify Project; • CTQ Tree, Process Map, Performance Index • M2 Assess Measurement System; • Measurement System Analysis, Gage R&R • M3 Identify Sigma Level; • Graph Analysis, Capability Analysis, Confidence Interval

M1 Specify Project • M1 step covers the followings: • CTQ Breakdown • Define Scope • Process Mapping • Pareto Analysis • Define performance index and specifications The success of any 6 activities relies mostly on the CTQ definition and selection

Customer Requirements Internal Process Improved Process Customer Satisfaction Perform project for improvement Index of current level Index of improved level Clear Quantifiable Simple • Define Performance Index

Example of Performance Index • Yield • Cycle time • Defect rate • Machine failure rate • Customer stand-by hours • Number of invoice errors • Elapse Time from loan application to money transfer to the customer account • Hours taken from receiving order to delivery to the customer

6  綠帶介紹 Introduction to 6  Green Belt