Fit SigmaWord下载.docx

Fit SigmaWord下载.docx

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Author:

RonBasu

ABSTRACT

DespitethedramaticresultsofmanyimprovementinitiativessuchasTQM,BPRandSixSigma,mostcompanieshavefailedtosustainthebenefits.BuildinguponthesuccessfactorsofearlierwavesFITSIGMAoffersanorganisationalastinglong-termcompetitiveadvantage.

WhyFITSIGMA?

“Today,dependingonwhomyoulistento,SixSigmaiseitherarevolutionslashingtrillionsofdollarsfromCorporateinefficiency,orit’sthemostmaddeningmanagementfadyetdevisedtokeepfront-lineworkerstoobusycollectingdatatodotheirjobs."

（USAToday,21July1998）

Ithasbeentwoandahalfyearssincetheabovestatementwasmade.Duringthistimethe‘SixSigmarevolution’hascreatedahugeimpactinthefieldofOperationalExcellence,yetconflictingviewsarestillprevalent.

Letusevaluatetheargumentsforbothsides.Onapositivenote,thesuccessof‘SixSigma’inGeneralElectricundertheleadershipofJackWelchisundisputed.IntheGEcompanyreportof2000theirCEOwasunstintinginhisphrase:

“SixSigmahasgalvanisedourcompanywithanintensitythelikesofwhichIhaveneverseeninmy40yearsofGE."

（SixSigmaExcellence,20001）.EvenfinancialanalystsandinvestmentbankerscomplimentthesuccessofSixSigmainGE.AnanalystatMorganStanleyDeanWitterrecentlyestimatedthatGE’sgrossannualbenefitfromSixSigmacouldreach5%ofsalesandthatsharevaluemightincreasebybetween10and15%.

Howeverthesituationismorecomplexthansuchpredictionswouldsuggest.

InspiteofthedemonstratedbenefitsofmanyimprovementtechniquessuchasTotalQualityManagement,BusinessProcessRe-EngineeringandSixSigma,mostattemptsbycompaniestousethemhaveendedinfailure（EastonandJarrell2,1998）.Stermanetal3（1999）concludethatcompanieshavefounditextremelydifficulttosustaineveninitiallysuccessfulprocessimprovementinitiatives.Yetmorepuzzlingisthefactthatsuccessfulimprovementprogrammeshavesometimesledtodecliningbusinessperformancecausinglayoffsandlowemployeemorale.Motorola,theoriginatorofSixSigma,announcedin1998thatitssecondquarterprofitwasalmostnonexistentandthatconsequentlyitwascutting15,000ofits150,000jobs!

TocounterheavyweightenthusiastslikeJackWelch（GE）andLarryBossidy（AlliedSignal）therearesharpcriticsofSixSigma.SixSigmamaysoundnew,butcriticssaythatitisreallyStatisticalProcessControlinnewclothing.Othersdismissitasanothertransitorymanagementfadthatwillsoonpass.

Itisevidentthatlikeanygoodproduct‘SixSigma’shouldalsohaveafinitelifecycle.Inaddition,BusinessManagerscanbeforgiveniftheyareoftenconfusedbythegreyareasofdistinctionbetweenqualityinitiativessuchasTQM,SixSigmaandLeanSigma.

Againstthisbackground,thispaperwillexaminetheevolutionoftotalqualityimprovementprocesses（alsoknownasOperationalExcellence）fromAd-hocImprovementtoTQMtoSixSigmatoLeanSigma.Buildingonthesuccessfactorsoftheseprocessesthekeyquestionis:

howdowesustaintheresults?

TheauthorhasnamedthissustainableprocessasFITSIGMA,whichwillbedevelopedlateron.

WhatisFITSIGMA?

Firstly,takethekeyingredientofquality,thenaddaccuracyintheorderof3.4defectsin1,000,000.Nowimplementthisacrossyourbusinesswithanintensiveeducationandtrainingprogramme.TheresultisSixSigma.Nowlet'

slookatLeanEnterprise,anupdatedversionofclassicalIndustrialEngineering.Itfocusesondeliveredvaluefromacustomersperspectiveandstrivestoeliminateallnonvalueaddedactivities（‘waste’）foreachproductorservicealongavaluechain.TheintegrationofthecomplementaryapproachesofSixSigmaandLeanEnterpriseisknownasLeanSigma.FITSIGMAisthenextwave.IfLeanSigmaprovidesagilityandefficiency,thenFITSIGMAallowsasustainablefitness.Inadditionthecontrolofvariationfromthemean（smallSigma‘‘）intheSixSigmaprocessistransformedtocompanywideintegration（capitalSigma‘Σ’）intheFITSIGMAprocess.Furthermore,thephilosophyofFITSIGMAshouldensurethatitisindeedfitfortheorganisation.

TheroadmaptoFITSIGMA（seefigure1）containsthreewavesandtheentrypointofeachorganisationwillvary:

FirstWave:

AsIstoTQM

SecondWave:

TQMtoLeanSigma

ThirdWave:

LeanSigmatoFITSIGMA

Figure1:

RoadmaptoFitΣ

FirstWave:

TheorganiseddivisionoflabourtoimproveoperationsmayhavestartedwithAdamSmithin1776.However,itisoftentheIndustrialEngineeringapproach,whichhasrootsinFWTaylor’s‘ScientificManagement’,thatiscreditedwiththeformalinitiationofthefirstwaveofOperationalExcellence.ThisIndustrialEngineeringapproachwassharpenedbyOperationalResearchandcomplementedbyoperationaltoolssuchasManagementAccounting.

DuringtheyearsfollowingtheSecondWorldWar,the'

firstwave'

sawthroughtherapidgrowthofindustrialisation,butintheshorttermthefocusseemedtobeuponbothincreasingvolumeandreducingthecost.Ingeneral,improvementprocesseswere‘ad-hoc’,factorycentricandconduciveto‘pocketsofexcellence’.Theninthe1970stheholisticapproachofTotalQualityManagementinitiatedthe'

secondwave'

ofOperationalExcellence.Thetraditionalfactorsofqualitycontrolandqualityassuranceareaimedatachievinganagreedandconsistentlevelofquality.HoweverTQMgoesfarbeyondmereconformitytostandard.TQMisacompanywideprogrammeandrequiresacultureinwhicheverymemberoftheorganisationbelievesthatnotasingledayshouldgobywithintheorganisationwithoutinsomewayimprovingthequalityofitsgoodsandservices.

SecondWave:

LearningthebasicsfromWEDemmingandJMJuran,JapanesecompaniesextendedandcustomisedtheintegratedapproachandcultureofTQM（BasuandWright,19974）.ArguablytheeconomicgrowthandmanufacturingdominanceofJapaneseindustriesinthe1980scanbeattributedtothesuccessfulapplicationofTQMinJapan.ThethreefundamentaltenetsofJuran’sTQMprocessarefirstly,uppermanagementleadershipofquality,secondly,continuouseducationonqualityforall,finally,anannualplanforqualityimprovementandcostreduction.ThesefoundationsarestillvalidtodayandembeddedwithintheSixSigma/LeanSigmaphilosophies.PhilCrosbyandotherleadingTQMConsultantsincorporatedcustomerfocusandDemming'

sSPCtoolsandpropagatedtheTQMphilosophytotheUSAandtheindustrialisedworld.TheMalcolmBaldridgeQualityAward,ISO9000andDemmingQualityAwardhaveenhancedthepopularityofTQMthroughouttheworld,whileinEuropetheEFQM（EuropeanFoundationofQualityManagement）wasformed.Duringthe1980sTQMseemedtobeeverywhereandsomeofitsdefinitionssuchas‘fitnessforthepurpose’,‘qualityiswhatcustomerwants’and‘gettingitrightfirsttime’becamesooverusedthattheywerealmostcliché

s.ThustheimpactofTQMthenbegantodiminish.

InordertocomplementthegapsofTQMinspecificareasofOperationExcellencehighprofileconsultantsmarketedmostlyJapanesepracticesintheformofahostofthreeletteracronyms（TLAs）suchasJIT,TPM,BPRandMRPII.TotalProductiveMaintenance（TPM）hasdemonstratedsuccessesoutsideJapanbyfocusingonincreasingthecapacityofindividualprocesses.TQMwasthebuzzwordofthe1980sbutitisviewedbymany,especiallyintheUSqualityfield,asanembarrassingfailure–aqualityconceptthatpromisedmorethanitcoulddeliver.PhilipCrossbypinpointsthecauseofTQM‘failures’as‘TQMneverdidanythingtodefinequality,whichisconformancetostandards”.Perhapsthependulumswungtoofartowardstheconceptofqualityas‘goodness’andemployeeculture.ItwasagainstthisbackgroundthatthesceneforSixSigmaappearedtoestablishitself.

SixSigmabeganbackin1985whenBillSmith,anengineeratMotorola,cameupwiththeideaofinsertinghardnosedstatisticsintotheblurredphilosophyofquality.Instatisticalterms,Sigma（）isameasureofvariationfromthemeanandthegreaterthevalueofSigmathefewerthedefects.MostcompaniesproduceresultatbestaroundfourSigmaormorethan6,000defects.BycontrastattheSixSigmalevel,theexpectationisonly3.4defectspermillionascompaniesmovetowardthishigherlevelofperformance.

AlthoughinventedinMotorola,SixSigmahasbeenexperimentedwithbyAlliedSignalandperfectedatGeneralElectric.Followingtherecentmergerofthesetwocompanies,GEistrulythehomeofSixSigma.Duringthelastfiveyears,SixSigmahastakenthequantumleapintoOperationalExcellenceinmanybluechipcompaniesincludingDuPont,Ratheon,Ivensys,Marconi,BombardierShorts,SeagateTechnologyandGlaxoSmithKline.

ThekeysuccessfactorsdifferentiatingSixSigmafromTQMare:

❑Theemphasisonstatisticalscienceandmeasurement

❑Arigorousandstructuredtrainingdeploymentplan（Champion,MasterBlackBelt,BlackBeltandGreenBelt）

❑AprojectfocusedapproachwithasinglesetofproblemsolvingtechniquessuchasDMAIC（Define,Measure,Analyse,Improve,Control）

❑ReinforcementofJurantenets（TopManagementLeadership,ContinuousEducationandAnnualSavingsPlan）

FollowingtheirrecentapplicationincompanieslikeGlaxoSmithKline,Ratheon,IvensysandSeagate,theSixSigmaprogrammeshavemovedtotheLeanSigmaphilosophy,whichintegratesSixSigmawiththecomplementaryapproachofLeanEnterprise.Leanfocusest