What is six sigma? What are the specific statistical indicators? Don't talk about its history and function, or you won't get points.

1 sigma = 690000 errors/million operations.

2 Hummer = 308,000 errors/million operations

3 suitable horse = 66,800 errors/million operations

4 Hummer = 62 10 errors/million operations

5 compliant = 230 errors/million operations

Six times = 3.4 mistakes/million operations.

7 compliant = 0 errors/million operations

What is six sigma?

"σ" is a Greek letter and a statistical unit used to measure the standard error in a total. The defect rate of general enterprises is about 3 to 4 horses, which is equivalent to 6,265,438+00 mistakes in every one million opportunities. If the enterprise continues to pursue quality improvement and reaches the level of 6 sigma, the performance will almost perfectly meet the requirements of customers, and only 3.4 defects can be found out in one million opportunities.

Six Sigma developed from a total quality management method to an efficient enterprise process design, improvement and optimization technology in the mid-1990s, and provided a series of new product development tools which are also suitable for design, production and service. Then go hand in hand with globalization, products and services, e-commerce and other strategies, and become the most important strategic move of enterprises pursuing excellent management all over the world. Six Sigma has gradually developed into a quality management concept with customers as the main body to determine the strategic objectives of enterprise and product development and design and pursue continuous progress.

6. Main Principles of Fit Horse (1)

In order to achieve great results, enterprises must regard six-fitness horse as a management concept. This philosophy has six important themes, and there are many tools and methods behind each theme.

The main principles of six suitable horses (2)

Sincerely care about customers.

Six Sigma puts customers first. For example, when measuring the performance of a department or employee, we must think from the customer's point of view. Understand what customers' needs are first, and then set enterprise goals and measure performance according to these needs.

Six main principles of fitness (3)

Manage according to data and facts.

In recent years, although knowledge management has been paid more and more attention, most enterprises still make decisions based on opinions and assumptions. The first rule of Six Sigma is to make clear what measures should be used to evaluate performance, and then use data and analysis to understand how far the company's performance is from the goal.

Six main principles of fitness (4)

Pay attention to the process.

Whether designing products or improving customer satisfaction, Six Sigma regards process as a way to success and a way to provide customers with value and competitive advantage.

Six main principles of fitness (5)

Active management.

Enterprises must always take the initiative to do things that ordinary companies often ignore, such as setting lofty goals and constantly reviewing them; Set clear priorities; Emphasis on prevention rather than fire fighting; Always question "why do we do this" instead of saying "we all do this." 」

Six main principles of fitness (6)

Cooperation has no boundaries.

Improving the cooperative relationship between departments within the company, between companies and suppliers, and between companies and customers can bring huge business opportunities for enterprises. Six Sigma emphasizes borderless cooperation, so that employees can understand how they should cooperate with the general direction of the organization and measure the correlation between the activities of various departments in the enterprise process. ,

Six main principles of fitness (7)

Pursue perfection, but at the same time tolerate failure.

In these six Hummer enterprises, employees are constantly pursuing a way to provide better services and reduce costs. Enterprises constantly pursue perfection, but they can also accept or deal with occasional setbacks and learn from mistakes.

What is six sigma quality?

The product quality of a company is the result of the overall operation of the company and is influenced by many complicated factors. Motorola uses 6 sigma quality to mark its goals, which makes complex problems easy to understand. In Motorola, the significance of Six Sigma quality level is as follows:

1.3.4PPM (defect rate or number of defects is 3.4 parts per million)

2.99.99966% of the products are free from defects.

3. Provide a benchmark for comparison with competitors and TQM.

4. You can know how far it is from perfection.

Why does the quality of Six Sigma attract us?

Six Sigma quality attracts many companies for the following reasons:

1.6 Sigma quality provides a more complex benchmark for products or services.

We can measure the quality gap between our company and our competitors by using Six Sigma quality.

3. Show progress without defects.

4. Provide a clear goal for each department.

What is Six Sigma Management (1)

It is a comprehensive management system and development strategy to obtain and maintain the business success of enterprises and maximize their business performance. It is a business model that enables enterprises to achieve rapid growth.

The improvement of business performance includes:

An increase in market share

The improvement of customer return rate

cut the cost

Cycle reduction

Reduce the defect rate

Accelerate product/service development

Corporate culture change

What is Six Sigma Management (2)

It is a process innovation method led and promoted by top-down managers of enterprises. The top management puts forward improvement/innovation objectives (closely related to the enterprise development strategy and vision), resources and time frame.

This innovative method centers on the structural improvement process of definition, measurement, analysis, improvement and control (DMAIC).

DMAIC is used for three basic improvement processes:

Improvement of the implementation process of Six Sigma products/services

Six sigma business process improvement

6 sigma design SSDP

In the implementation, it is guaranteed by four-level personnel with clear responsibilities after training, namely "champion", "big black belt MBB", "black belt BB" and "green belt GB".

This innovative method emphasizes the use of quantitative methods/tools and defines customer demand/satisfaction in detail in a quantitative way. Each stage has a clear goal and is assisted by corresponding tools or methods.

Why Use Six Sigma Management (1)

To survive:

"Why should we implement six-horse management?" Motorola's answer is: to survive.

From 1970s to 1980s, Motorola lost the market of radios and televisions in the competition with Japan, and later lost the market of BP machines and semiconductors. 1985, the company faced bankruptcy.

A Japanese company acquired Motorola's TV production company in the 1970s. After modification by the Japanese, it was put into production soon, and the defective rate was only 1/20 managed by Motorola. They use the same people, technology and design. Obviously, the problem lies in the management of Motorola.

In the market competition, the harsh survival reality made Motorola executives accept the conclusion that "our quality stinks". Under the leadership of its CEO, Motorola started the road of Six Sigma quality. Today, Motorola has become a world-famous brand. In 1998, Motorola won the Baldrige National Quality Management Award. The secret of their success is six quality roads for horses. It is six sigma management that has made Motorola develop from near bankruptcy to a leading company with world-renowned quality and profit.

Why Use Six Sigma Management (2)

Enable enterprises to gain core competitiveness;

. . Whether an enterprise can survive depends on the value it provides to the market/customers. According to economic theory:

. . . . quality

V value =-

. . . . P price

. . Six core competitiveness of Sigma: improving quality, reducing cost, maximizing value, and having strong customer satisfaction/market competitiveness.

How to popularize six suitable horses

There are many methods and tools for enterprises to pursue six suitable horses. One of the important methods is the five-stage improvement step DMAIC (pronounced Deh-maik): definition, measurement, analysis, improvement and control. Through these steps, the return on investment of enterprises will naturally increase.

definition

Define core processes and key customers, and find out what is most important to them from the customer's standpoint, that is, "Critical to Quality" (CTQ). Clarify the team charter and core business processes.

measure

Finding out the key evaluation is to establish the basic measurement steps for the defects in the process. Personnel must answer.

Received basic training in probability and statistics, as well as statistical analysis software, econometric analysis and other courses. In order not to cause a heavy burden to employees, it is advisable to let people with six standard deviations experience receive novice training to help novices overcome difficulties. For complex calculus problems, automatic calculation tools can be provided to reduce the time required for complex calculation.

analyse

Explore the root causes of mistakes. Use statistical analysis to detect the potential variables that affect the results and find out the most important source of defects. The tools used include many statistical analysis tools.

improve

Find the best solution, then make an action plan and implement it. This step requires continuous testing to see if the improvement scheme can really work and reduce errors.

control

Ensure continuous improvement. The measurement can't be interrupted to avoid the recurrence of errors. In many past process improvement schemes, the concept of control was often ignored; Among the six standard deviations, control is the key to the long-term improvement of its quality and cost.

If the promotion is successful, Six Sigma will change the inertia of enterprises, let employees constantly ask questions and seek better solutions, so that enterprises are often on an upward slope.

The initiator of Liusima

Some people say that Mr. Welch, president of GE, is an expert in manufacturing talents. It is he who has trained thousands of talents to create wealth for enterprises in the six sigma management of GE. They are called warriors, big black belts, black belts and green belts. These personnel come from all positions in the enterprise and have been specially trained by Six Sigma to provide organizational guarantee for the management of Six Sigma. The big black belt and black belt engaged in the Six Sigma project have become the wealth of enterprises. Many black belt personnel have taken the leading positions in enterprises after finishing the two-year Six Sigma project.

Warrior: The manager responsible for the implementation of Six Sigma ranks among the top managers of enterprises. Responsible for implementing and fully supporting the deployment of six suitable horses. Be responsible for determining or selecting six suitable horse events. Track or supervise the progress of Six Sigma.

Great Black Belt: Six Sigma is responsible for implementing technology. Assist Warriors to select projects, make implementation plans and time frames, provide advanced Six Sigma technical tools for the Black Belt, and be responsible for mobilization, coordination and communication.

Black belt: from all departments of the enterprise, after comprehensive training in Six Sigma innovation process and tools, familiar with Six Sigma innovation process, responsible for guiding or leading improvement projects. Provide training and guidance for green belts. Full-time black belt for 2 years. 1 the black belt completes 5-7 projects every year, saving about 1 10,000.

Green belt: trained personnel who participate in the Six Sigma Project in their posts.

Personnel ratio: every 1000 employees.

. . Great black belt: 1

. . Black belt: 10

. . Green belt: 50-70 people

Six-horse support technology

Measurement technology:

Calculation method of DPMO

Process capability analysis technology (including long-term/short-term process capability analysis)

Basic technology:

Seven tools: old and new.

Advanced technology:

SPC measures, analyzes, improves and monitors process fluctuations.

DOE/ Taguchi method optimizes the design technology, and improves the process design through DOE, so that the process capacity is optimized.

FMEA risk analysis technology is helpful to determine improvement projects and set improvement goals.

QFD customer demand analysis technology is helpful to correctly transform customer demand into internal work demand.

The way to prevent mistakes from happening fundamentally.

Soft technology:

leadership

Improve team work efficiency

Employee competency and authorization

Communication and feedback

The influence of six-horse management on corporate culture

Speaking of corporate culture, it seems that people feel very abstract. However, if you carefully observe the ideas, values and codes of conduct shared by people around you when dealing with even the simplest and smallest problems, you will easily feel its existence. Simply put, corporate culture is "the way we do things here". When you try to improve the quality, especially by improving the working process (including processing, service, administration and management, etc.). ) To get the best products and services, culture shows great resistance.

Therefore, Mr. Holder Gates pointed out:

(1) When strategy conflicts with culture, culture always wins;

(2) When the corporate culture is incompatible with the spirit of change, the efforts of change will fail.

Mr. Holder Gates summed up 20 experiences and lessons of American Baldrige award-winning enterprises. By analyzing the experience and lessons of these successful enterprises, especially the experience and lessons of high-level enterprise culture construction, we can easily find that successful enterprises have taken a step further than other enterprises in implementing quality strategy. That is, while they are committed to improving the quality of products and services, they are willing to make great efforts to transform the corporate culture that is incompatible with the quality of Six Sigma, so that the beliefs, attitudes, values and expectations of all employees can keep pace with the quality of Six Sigma. So as to create a good enterprise quality culture and ensure the success of the six quality strategies.

Success story (1)

Jack Welch of General Electric Company.

Six Sigma is the most important development strategy that GE has never experienced.

/kloc-0: Six horses were launched at the end of 995;

The cost-benefit saved by the implementation of "Horse Fit" is $300 million/1997, $750 million/1998,1500 million/1999;

The profit rate increased from13.6%1995 to 16.7%/ 1998.

The market value exceeds $3 trillion.

Mr. Jack Welch's three development strategies for GE: Six Sigma, Products and Services, and Globalization have made GE rapidly develop into the largest and most successful diversified multinational group in the world.

Success stories (2)

Lian Xin company larry Bossidy

Six Sigma has been implemented since 1994.

The accumulated income from the implementation of six suitable horses exceeds 2 billion US dollars.

The profit rate exceeds 14%/ 1999.

It is the fastest growing enterprise in market value.