六標準差

1. 六標準差 郭倉義 中山企管 kuo@bm.nsysu.edu.tw

2. Six Sigma, Alan Larson • 是文化產物 • 是行為方式 • Welch • 最佳的六標準差專案 • 並非從企業內部開始 • 而是由外而內 • 重點在於 • 如何讓我們的顧客更具競爭力 • 顧客的成功關鍵是什麼 • 只要能助顧客成功，最後都能讓我們的荷包滿載而歸

3. GE 六標準差成功案例 • 奇異照明公司 • 改善與主要客戶 Walt Mart 之間，98% 的發票錯誤與爭執 • 奇異融資 • 編制內的律師精簡合約檢驗審核流程，使交易速度加快，更快回應顧客，且每年省下百萬美元 • 奇異電力系統 • 更進一步了解顧客需求。使電力公司能更有效回應主管機構的規定

4. 六標準差行動五步驟 • 確認核心流程與關鍵顧客 • 界定顧客需求 • 衡量現有績效 • 排定改進措施的優先順序，並分析、執行 • 擴充並整合六標準差系統

6. 步驟一確認核心流程與關鍵顧客 • Identify core processes and key customers 1A. 確認核心流程 • 一連串可以提供價值 (產品、服務、支援、資訊) 給顧客的任務 • 涉及不同部門和功能單位 • 跨功能管理 • 價值鏈

8. 1B. 界定關鍵流程的產出和關鍵顧客 • Only the final product or the primary output is relevant • Avoid pushing too many items or products into the category 1C. Create high-level core process maps • Identify major activities that make up each core process • The “SIPOC” process model • Supplier • Input • Process • Output • Customer

10. 使用核心流程圖 • 為什麼我們這樣做？ • 這些作業真的重要嗎？ • 這兩個流程銜接得好嗎？ • Benefits • Display a cross-functional set of activities in a single, simple diagram • Applicable to processes of all sizes • Maintain a “big picture” perspective

11. 確認核心流程與關鍵顧客 • 注意事項 • Do • Focus on activities that directly add value to customers • Stay at a high level • Involve a mix of people • Don’t • Overload the process with Inputs and Outputs • Look upon your core processes as unchangeable

13. 步驟二：界定顧客需求 • Defining customer requirements 2A: 收集顧客資料、釐定顧客心聲策略 • Most companies assume • Have a pretty good handle on their customers’ need • Have people and mechanisms in place to keep tabs on their customers • We did not understand our customers as well as we thought we did

14. 顧客心聲 • Airbus A380 • Seats: 840, plan to accommodate 555 • 未來空中交通將日趨頻繁，國際航空公司需要更大的飛機載運旅客 • Boeing 787 Dreamliner • Seats: 250 • 旅客喜歡更直接的點對點飛行 • Boeing 747, current leader (450 seats)

15. 2A: 收集顧客資料、釐定顧客心聲策略 • Voice of customer • 市場研究、顧客調查 • 資料倉儲 • Datamining • 360°的顧客關係

16. 顧客A 顧客B 僅有基本的支票帳戶 無抵押貸款 準時繳納信用卡費用，帳戶餘額 不高，且無任何利息和費用產生 選擇另一家公司作為他的經紀人 經常來電詢問未兌現支票的狀態 擁有100,000美元的定期存款 有350,000美元的抵押貸款， 市場利率與上述定期存款相同， 但是還未作二次貸款 準時繳納信用卡費用，帳戶餘額 不高，且無任何利息和費用產生 投資帳戶有150,000美元的投資， 而且交易頻繁 從未使用過顧客服務專線尋求協助 兩個顧客的案例 較高等級

17. 無360°關係的後果 • 正確的政策、錯誤的執行 • 政策：加強顧客忠誠度以增加獲利 • 執行 • 無法取得360°的顧客關係 • Rule of Thumb • Wave service charges under $25 when customer complaints • Bad customers complain $20 • Good customers complain $30

18. 步驟二：界定顧客需求 2B. 開發績效標準和需求清單 • Develop performance standards and requirement statements • 需求(requirement)的種類 • 產品需求 output requirements • Features and/or characteristics of the final products or services • 服務需求 service requirements • Guidelines for how the customers should be treated/served during the execution of the process itself

21. Test your requirement statements • Does this requirement really reflect what’s important to our customers? • Can we check to see whether and/or how well the requirement has been met? • Has this been stated so that it’s easily understood?

22. 步驟二：界定顧客需求 2C. 分析與設定顧客需求的優先順序 • 所有的顧客需求並不是齊頭式平等 • 狩野紀昭 Noriaki Kano • Basic requirements (Dissatisfiers) • Variable requirements (Satisfiers) • 價格愈低愈高興 • Latent requirements (Delighters) • 潛在的需求 • 超過顧客的預期

23. Features or requirements will change categories, sometimes quickly. • Meals on airlines flights • Used to be satisfier: passenger expects meals • Now is delighters: delighted just to get a meal

24. 步驟二：界定顧客需求 • 注意事項 • Do • Have a broad-based system to collect and use customer and market input • Pay equal attention to service and output requirements • Make the effort to create clear, observable, and relevant requirement statements

25. Don’t • Close your mind to new information on what customers really want • Hold people suddenly responsible for the newly defined requirements • Turn new requirements into new “paradigms” • Be prepared to see customer needs change – and soon. • Fail to measure and track performance to requirements

27. 步驟三：衡量現有的績效 • 衡量概念 • 先觀察、再衡量 • 『你不可能衡量我們所做的事！』 • 旅館業：好好照顧顧客 • 3, 2, 1 原則 (Hotel123.pdf) • 連續的 vs 離散的 • 衡量的單位可無限的分割 • 身高 體重 • 特徵值 • 教育程度 訂單數目

28. 衡量要有理由 • 衡量消耗資源、注意力和精力 • Efficiency and effectiveness measures • Efficiency: use less money, time, material • Effectiveness: how closely did we meet customers’ needs and requirements • 衡量的流程 • 本身也應該不停的改善

29. 步驟三：衡量現有的績效 3A: 以顧客的需求來規劃和衡量績效 • Plan and measure performance against customer’s requirement • 選什麼來衡量 • 可行的 • 有價值的 • 錯誤的衡量 • 浪費公司資源 • 打擊員工士氣

30. Value/Usefulness Link to high-priority customer requirement Accuracy of data Area of concern or potential opportunity Can be benchmarked to other organizations Can be helpful on-going measure Feasibility Availability of data Lead time required Cost of getting data Complexity Likely resistance or “fear factor”

31. 制定操作型定義 • Clear, understandable, and unambiguous description of what’s to be measured or observed • Everyone can operate, or measure, consistently on the basis of definition • 隔夜送達 Fedex: next day delivery • 10am, next day

32. 準備收集和抽樣的計畫 • 表格 • Keep it simple, label it well, include space for date (and time) and collector’s name,… • 分層 • Who: department, individual, customer type • What: type of complaint, defect category, reason for incoming call • When: Month, quarter, day of week, time of day • Where: region, city, specific location on product

33. 執行並精化衡量 • 準確度 • 可重複性 repeatability • 相同的衡量，重複做皆可得相同的結果 • 再生力 reproducibility • 兩個不同的人或機器，亦可衡量出相同的結果 • 穩定性 • 不會隨時間的變化而改變

34. 步驟三：衡量現有的績效 3B: 確立不良(率)的基準並確認改善的機會點 • Establish performance “baselines” • Determine how well processes are working today • Focus of six sigma measurement • Tracking and reducing defects in a process • 以瑕疵(不良)為主的衡量 • 益處：簡單、一致、互容 • 可用於任何流程

35. 利用各種衡量來決定改善的優先順序 • 良率 defect、產出率 yield、Defect opportunity, DPMO, Cost of poor quality

36. 步驟三：衡量現有的績效 • 注意事項 • Do • Set measurement priorities that match your resources • If you can afford and have all the knowledge to begin measuring all core processes, go for it. • Consider ways to measure service as well as output factors • Practice continuous improvement of your measurement • Stop measures that are not needed or useful • 電腦製造商(衡量零組件到貨比例) • 需 10 個零件、準時到 9個零件 • 90分或零分

37. Don’t • Use all the measurement formats available • Use those are most meaningful • Ignore other measurement options • 偏狹 • 台灣金融界的雙卡風暴 • 只管接單 • 不管訂單的風險品質 • Expect the data to confirm your assumptions

39. 步驟4A：六標準差流程改進 • DMAI ( C ), define, measure, analysis, improve • Control 是另一個循環的開始 • 個案 • Auto-Talk devices • 商務人士喜愛的錄音設備 • 可將語音自動轉換成文字 • 再利用 email 或 簡訊傳遞出去

40. Define 釐清問題、目標和流程 • What is the problem or opportunity on which we will focus • What is our goal • Who is the customer served and/or impacted by this process and problem • What is the process we are investigating

41. 制定六標準差專案章程

45. 確認和聆聽顧客心聲 • 首先，改善由顧客心聲開始 • Ensuring that the problem and goal are defined in terms that truly relate to key customer requirement • 小組決定對企業顧客開始 • 進行電話訪談 • 10 位銷售經理 • 10 位資訊科技經理 結果：顧客需求之優先順序的清單

47. 檢視企業客戶的投訴文件 • 6 件與延遲交貨有關 • 超過 150 件抱怨產品無法立即使用 • 初步結果顯示 • AutoRec 的第一優先：愈準時交貨愈好 • 顧客的第一優先：產品相容性

48. Define 之注意事項 • Do • Make problem statements as specific and fact-based as they can be • Use the Charter to set direction and to gain agreement on the problem, goal, and project parameters • Keep the Charter “visible,” and revise it as needed • Listen to the Voice of Customer

49. Don’t • Describe suspected causes or assign blame for the problem • Over - publicize preliminary goals • Over - “wordsmith” the Charter • Get mired in process detail

50. 步驟4A：六標準差流程改進 • Measure 衡量: Baselining and refining problem AutoRec 初步分析的結果 • 顧客的第一優先：產品相容性 Challenge: 如何衡量『產品相容性』