6 sigma

作者：文章来源：不详点击数：更新时间：2006-7-11 22:08:14

- Why my company should go for SIX SIGMA ?
为什么公司追求6σ？
PART1
第一节
A Beginning Definition of Six Sigma
6σ最初的定义
Companies exist to be profitable. Profitable companies provide jobs and pay taxes that benefit the community, state, and country where they make their products or provide their services. Making a profit is based on having customers who want your product or service. Wanting your product or service is just the beginning. Every customer has requirements regarding the product or service.
公司以营利为目的，盈利公司通过生产产品或提供服务提供就业机会，上缴税款，并使所在社区，国民，政府受益。营利的基础是拥有需求产品和服务的顾客。对产品和服务的需求是第一位的。顾客对产品和服务的需求不同。
meeting their requirements, you are being effective. If their requirements are not being met you are being ineffective. If you are ineffective and do nothing about it, soon you will be out of business.
满足他们的需求，你的工作就有成效；如果不能满足他们的需求，你就等于在做无用功。如果你做无用功或什么都没有做，你将被市场淘汰。
Effectiveness through meeting (and preferably exceeding) requirements is only half the battle. However, focusing merely on customer effectiveness would eventually mean they could go out of business. Why? Because to be a profitable business, an organization must also be efficient. Efficiency relates to the amount of resources consumed in being effective. Efficiency can be measured in time,cost, labor, or value. Since businesses exist to make a profit, being focused on the customer without also being focused on efficiency will not be a good business decision.
通过满足顾客的要求获取成效，仅是万里长城的第一步。但是仅关注顾客的要求，最终还会被市场淘汰。为什么？因为要成为盈利公司，公司组织应追求效率。效率跟所消耗的资源数量有关。效率通过时间，成本，劳动或价值来测定。由于公司靠盈利生存，不注重效率，仅关注顾客就不是一个好公司的决策。
Six Sigma, at its basic level, is attempting to improve both effectiveness and efficiency at the same time.
6σ最初的目的是企图同时改善效果和效率
A technical measure of how many unhappy customer experiences per million opportunities is the concept behind Six Sigma. For example, if on any day McDonald’s served one million customers,how many of them had a bad or unsatisfying experience like poor food quality, wrong food order etc. If only three (yes, three) customers were unhappy with their experience, then McDonald’s achieved Six Sigma on that day. This is because Six Sigma is equivalent to only 3.4 bad customer experiences for every million opportunities.
统计每一百万个顾客中有多少个顾客不满意的科学方法就是6σ。例如，麦当劳一天招待1,000,000个顾客，有多少个顾客因饭菜质量不佳和传菜出错等感到不满意。如果只有3个顾客对他们的服务不满意，麦当劳当日达到了6σ。这是因为6σ等于3.4ppm，即几率为百万分之三点四。
If 233 bad customer experiences occurred per million McDonald’s customers then McDonald’s would be a Five Sigma company. If 6,210 customers had experienced soggy french fries or an inaccurate order then McDonald’s would be a Four Sigma company. If 66,807 McDonald’s customers opened their lunch bag and found a Big Mac when they had ordered a Quarter Pounder, McDonald’s would be a Three Sigma company.
如果每一百万顾客中有233个对服务不满意，麦当劳就是5σ公司。如果有6,210个顾客吃了浸了水的干炸薯条或吃到上错得饭菜，麦当劳就是4σ公司。如果有66,807个顾客要了Quarter Pounder,但是打开他们的午餐袋却发现Big Mac，麦当劳就是3σ公司。
Six Sigma is a measure of customer satisfaction that is near perfection. Most companies are at the two to three sigma level of performance–that means between 308,538 and 66,807 customer dissatisfaction occurrences per million customer contacts.
6σ是测定顾客满意度（接近完美）的方法。大多数公司处于2σ-3σ水平。也就是一百万顾客当中有308,538-66,807个顾客不满意。
Six Sigma was started in the mid-1980s. Here was a quality initiative that had a significant role for management in its implementation. Started at Motorola but popularized in the 1990s by AlliedSignal and General Electric, Six Sigma was different than previous approaches to quality improvement.
6σ始于1980年中期，其动机是提高质量，在实施过程中，充当十分重要的管理角色。它最初见于Motorola公司，但在1990年后由AlliedSignal 和 General Electric公司推广。6σ不同于先前的质量改善方法。
PART2
第二部分
COMPONENTS OF SIX SIGMA AND DIFFERENCES FROM PREVIOUS APPROACHES TO QUALITY MANAGEMENT
6σ的要素及与以前的品质管理的差异
Companies that have a two to three sigma level of performance experience business problems. They don’t make as much money as they should for their shareholders. Shareholders get mad and begin to take their money elsewhere. Management wants to increase profitability. They fear for their jobs and want to improve the "bottom line." Often, they think too much in the short term and begin to lay off employees. In the short term, the bottom line looks improved. Of course, the emphasis here is on the short term. With less people in the organization, there is more work for those who remain.
2σ-3σ水平的企业存在业务问题。这样的企业没有挣到足够的钱让股东们分享。股东们发疯了，将他们的投资转向别处。管理人士想增加盈利，他们害怕失去工作，想改善“底线”。通常，他们看中短期效益，他们解雇员工。从短期看，底线得到改善。当然，这里强调的是短期效益。公司职员减少了，留下来的人将有更多的