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发帖数: 25265 | 1 Six Sigma
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Not to be confused with Sigma 6.
The often-used Six Sigma symbol.Part of a series of articles on
Industry
Manufacturing methods
Batch production • Job production
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SAP • IEC 62264 • B2MML
Process control
PLC • DCS
Six Sigma is a business management strategy originally developed by Motorola
, USA in 1986.[1][2] As of 2010[update], it is widely used in many sectors
of industry, although its use is not without controversy.
Six Sigma seeks to improve the quality of process outputs by identifying and
removing the causes of defects (errors) and minimizing variability in
manufacturing and business processes.[3] It uses a set of quality management
methods, including statistical methods, and creates a special
infrastructure of people within the organization ("Black Belts", "Green
Belts", etc.) who are experts in these methods.[3] Each Six Sigma project
carried out within an organization follows a defined sequence of steps and
has quantified financial targets (cost reduction or profit increase).[3]
The term Six Sigma originated from terminology associated with manufacturing
, specifically terms associated with statistical modeling of manufacturing
processes. The maturity of a manufacturing process can be described by a
sigma rating indicating its yield, or the percentage of defect-free products
it creates. A six sigma process is one in which 99.99966% of the products
manufactured are statistically expected to be free of defects (3.4 defects
per million). Motorola set a goal of "six sigma" for all of its
manufacturing operations, and this goal became a byword for the management
and engineering practices used to achieve it.
Contents [hide]
1 Historical overview
2 Methods
2.1 DMAIC
2.2 DMADV or DFSS
2.3 Quality management tools and methods used in Six Sigma
3 Implementation roles
3.1 Certification
4 Origin and meaning of the term "six sigma process"
4.1 Role of the 1.5 sigma shift
4.2 Sigma levels
5 Software used for Six Sigma
6 Application
7 Criticism
7.1 Lack of originality
7.2 Role of consultants
7.3 Potential negative effects
7.4 Based on arbitrary standards
7.5 Criticism of the 1.5 sigma shift
8 See also
9 References
10 Further reading
[edit] Historical overviewSix Sigma originated as a set of practices
designed to improve manufacturing processes and eliminate defects, but its
application was subsequently extended to other types of business processes
as well.[4] In Six Sigma, a defect is defined as any process output that
does not meet customer specifications, or that could lead to creating an
output that does not meet customer specifications.[3]
The idea of Six Sigma was actually “born” at Motorola in the 1970s, when
senior executive Art Sundry was criticizing Motorola’s bad quality.[5]
Through this criticism, the company discovered the connection between
increasing quality and decreasing costs in the production process. Before,
everybody thought that quality would cost extra money. In fact, it was
reducing costs, as costs for repair or control sank.[6] Then, Bill Smith
first formulated the particulars of the methodology at Motorola in 1986.[1]
Six Sigma was heavily inspired by six preceding decades of quality
improvement methodologies such as quality control, TQM, and Zero Defects,[7]
[8] based on the work of pioneers such as Shewhart, Deming, Juran, Ishikawa,
Taguchi and others.
Like its predecessors, Six Sigma doctrine asserts that:
Continuous efforts to achieve stable and predictable process results (i.e.,
reduce process variation) are of vital importance to business success.
Manufacturing and business processes have characteristics that can be
measured, analyzed, improved and controlled.
Achieving sustained quality improvement requires commitment from the entire
organization, particularly from top-level management.
Features that set Six Sigma apart from previous quality improvement
initiatives include:
A clear focus on achieving measurable and quantifiable financial returns
from any Six Sigma project.[3]
An increased emphasis on strong and passionate management leadership and
support.[3]
A special infrastructure of "Champions," "Master Black Belts," "Black Belts,
" "Green Belts", etc. to lead and implement the Six Sigma approach.[3]
A clear commitment to making decisions on the basis of verifiable data,
rather than assumptions and guesswork.[3]
The term "Six Sigma" comes from a field of statistics known as process
capability studies. Originally, it referred to the ability of manufacturing
processes to produce a very high proportion of output within specification.
Processes that operate with "six sigma quality" over the short term are
assumed to produce long-term defect levels below 3.4 defects per million
opportunities (DPMO).[9][10] Six Sigma's implicit goal is to improve all
processes to that level of quality or better.
Six Sigma is a registered service mark and trademark of Motorola Inc.[11] As
of 2006[update] Motorola reported over US$17 billion in savings[12] from
Six Sigma.
Other early adopters of Six Sigma who achieved well-publicized success
include Honeywell (previously known as AlliedSignal) and General Electric,
where Jack Welch introduced the method.[13] By the late 1990s, about two-
thirds of the Fortune 500 organizations had begun Six Sigma initiatives with
the aim of reducing costs and improving quality.[14]
In recent years[update], some practitioners have combined Six Sigma ideas
with lean manufacturing to yield a methodology named Lean Six Sigma.
[edit] MethodsSix Sigma projects follow two project methodologies inspired
by Deming's Plan-Do-Check-Act Cycle. These methodologies, composed of five
phases each, bear the acronyms DMAIC and DMADV.[14]
DMAIC is used for projects aimed at improving an existing business process.[
14] DMAIC is pronounced as "duh-may-ick".
DMADV is used for projects aimed at creating new product or process designs.
[14] DMADV is pronounced as "duh-mad-vee".
[edit] DMAICThe DMAIC project methodology has five phases:
Define the problem, the voice of the customer, and the project goals,
specifically.
Measure key aspects of the current process and collect relevant data.
Analyze the data to investigate and verify cause-and-effect relationships.
Determine what the relationships are, and attempt to ensure that all factors
have been considered. Seek out root cause of the defect under investigation.
Improve or optimize the current process based upon data analysis using
techniques such as design of experiments, poka yoke or mistake proofing, and
standard work to create a new, future state process. Set up pilot runs to
establish process capability.
Control the future state process to ensure that any deviations from target
are corrected before they result in defects. Implement control systems such
as statistical process control, production boards, and visual workplaces,
and continuously monitor the process.
[edit] DMADV or DFSSThe DMADV project methodology, also known as DFSS ("
Design For Six Sigma"),[14] features five phases:
Define design goals that are consistent with customer demands and the
enterprise strategy.
Measure and identify CTQs (characteristics that are Critical To Quality),
product capabilities, production process capability, and risks.
Analyze to develop and design alternatives, create a high-level design and
evaluate design capability to select the best design.
Design details, optimize the design, and plan for design verification. This
phase may require simulations.
Verify the design, set up pilot runs, implement the production process and
hand it over to the process owner(s).
[edit] Quality management tools and methods used in Six SigmaWithin the
individual phases of a DMAIC or DMADV project, Six Sigma utilizes many
established quality-management tools that are also used outside of Six Sigma
. The following table shows an overview of the main methods used.
5 Whys
Accelerated life testing
Analysis of variance
ANOVA Gauge R&R
Axiomatic design
Business Process Mapping
Cause & effects diagram (also known as fishbone or Ishikawa diagram)
Check sheet
Chi-square test of independence and fits
Control chart
Correlation
Cost-benefit analysis
CTQ tree
Design of experiments
Failure mode and effects analysis (FMEA)
General linear model
Histograms
Pareto analysis
Pareto chart
Pick chart
Process capability
Quality Function Deployment (QFD)
Quantitative marketing research through use of Enterprise Feedback
Management (EFM) systems
Regression analysis
Root cause analysis
Run charts
Scatter diagram
SIPOC analysis (Suppliers, Inputs, Process, Outputs, Customers)
Stratification
Taguchi methods
Taguchi Loss Function
TRIZ
[edit] Implementation rolesOne key innovation of Six Sigma involves the "
professionalizing" of quality management functions. Prior to Six Sigma,
quality management in practice was largely relegated to the production floor
and to statisticians in a separate quality department. Formal Six Sigma
programs adopt a ranking terminology (similar to some martial arts systems)
to define a hierarchy (and career path) that cuts across all business
functions.
Six Sigma identifies several key roles for its successful implementation.[15]
Executive Leadership includes the CEO and other members of top management.
They are responsible for setting up a vision for Six Sigma implementation.
They also empower the other role holders with the freedom and resources to
explore new ideas for breakthrough improvements.
Champions take responsibility for Six Sigma implementation across the
organization in an integrated manner. The Executive Leadership draws them
from upper management. Champions also act as mentors to Black Belts.
Master Black Belts, identified by champions, act as in-house coaches on Six
Sigma. They devote 100% of their time to Six Sigma. They assist champions
and guide Black Belts and Green Belts. Apart from statistical tasks, they
spend their time on ensuring consistent application of Six Sigma across
various functions and departments.
Black Belts operate under Master Black Belts to apply Six Sigma methodology
to specific projects. They devote 100% of their time to Six Sigma. They
primarily focus on Six Sigma project execution, whereas Champions and Master
Black Belts focus on identifying projects/functions for Six Sigma.
Green Belts are the employees who take up Six Sigma implementation along
with their other job responsibilities, operating under the guidance of Black
Belts.
Some organizations use additional belt colours, such as Yellow Belts, for
employees that have basic training in Six Sigma tools.
[edit] CertificationIn the United States, Six Sigma certification for both
Green and Black Belts is offered by the Institute of Industrial Engineers,[
16] the American Society for Quality[17] and by The International
Association for Six Sigma Certification. Many organizations also offer
certification programs to their employees. Corporations, such as early Six
Sigma pioneers General Electric and Motorola developed certification
programs as part of their Six Sigma implementation.
[edit] Origin and meaning of the term "six sigma process"
Graph of the normal distribution, which underlies the statistical
assumptions of the Six Sigma model. The Greek letter σ (sigma) marks the
distance on the horizontal axis between the mean, µ, and the curve's
inflection point. The greater this distance, the greater is the spread of
values encountered. For the curve shown above, µ = 0 and σ = 1. The
upper and lower specification limits (USL, LSL) are at a distance of 6σ
from the mean. Because of the properties of the normal distribution, values
lying that far away from the mean are extremely unlikely. Even if the mean
were to move right or left by 1.5σ at some point in the future (1.5 sigma
shift), there is still a good safety cushion. This is why Six Sigma aims to
have processes where the mean is at least 6σ away from the nearest
specification limit.The term "six sigma process" comes from the notion that
if one has six standard deviations between the process mean and the nearest
specification limit, as shown in the graph, practically no items will fail
to meet specifications.[10] This is based on the calculation method employed
in process capability studies.
Capability studies measure the number of standard deviations between the
process mean and the nearest specification limit in sigma units. As process
standard deviation goes up, or the mean of the process moves away from the
center of the tolerance, fewer standard deviations will fit between the mean
and the nearest specification limit, decreasing the sigma number and
increasing the likelihood of items outside specification.[10]
[edit] Role of the 1.5 sigma shiftExperience has shown that processes
usually do not perform as well in the long term as they do in the short term
.[10] As a result, the number of sigmas that will fit between the process
mean and the nearest specification limit may well drop over time, compared
to an initial short-term study.[10] To account for this real-life increase
in process variation over time, an empirically-based 1.5 sigma shift is
introduced into the calculation.[10][18] According to this idea, a process
that fits 6 sigma between the process mean and the nearest specification
limit in a short-term study will in the long term only fit 4.5 sigma –
either because the process mean will move over time, or because the long-
term standard deviation of the process will be greater than that observed in
the short term, or both.[10]
Hence the widely accepted definition of a six sigma process is a process
that produces 3.4 defective parts per million opportunities (DPMO). This is
based on the fact that a process that is normally distributed will have 3.4
parts per million beyond a point that is 4.5 standard deviations above or
below the mean (one-sided capability study).[10] So the 3.4 DPMO of a six
sigma process in fact corresponds to 4.5 sigma, namely 6 sigma minus the 1.5
-sigma shift introduced to account for long-term variation.[10] This allows
for the fact that special causes may result in a deterioration in process
performance over time, and is designed to prevent underestimation of the
defect levels likely to be encountered in real-life operation.[10]
[edit] Sigma levels
A control chart depicting a process that experienced a 1.5 sigma drift in
the process mean toward the upper specification limit starting at midnight.
Control charts are used to maintain 6 sigma quality by signaling when
quality professionals should investigate a process to find and eliminate
special-cause variation.See also: Three sigma rule
The table[19][20] below gives long-term DPMO values corresponding to various
short-term sigma levels.
It must be understood that these figures assume that the process mean will
shift by 1.5 sigma toward the side with the critical specification limit. In
other words, they assume that after the initial study determining the short
-term sigma level, the long-term Cpk value will turn out to be 0.5 less than
the short-term Cpk value. So, for example, the DPMO figure given for 1
sigma assumes that the long-term process mean will be 0.5 sigma beyond the
specification limit (Cpk = –0.17), rather than 1 sigma within it, as it was
in the short-term study (Cpk = 0.33). Note that the defect percentages only
indicate defects exceeding the specification limit to which the process
mean is nearest. Defects beyond the far specification limit are not included
in the percentages.
Sigma level DPMO Percent defective Percentage yield Short-term Cpk Long-term
Cpk
1 691,462 69% 31% 0.33 –0.17
2 308,538 31% 69% 0.67 0.17
3 66,807 6.7% 93.3% 1.00 0.5
4 6,210 0.62% 99.38% 1.33 0.83
5 233 0.023% 99.977% 1.67 1.17
6 3.4 0.00034% 99.99966% 2.00 1.5
7 0.019 0.0000019% 99.9999981% 2.33 1.83
[edit] Software used for Six SigmaMain article: List of Six Sigma software
packages
[edit] ApplicationMain article: List of Six Sigma companies
Six Sigma mostly finds application in large organizations.[21] An important
factor in the spread of Six Sigma was GE's 1998 announcement of $350 million
in savings thanks to Six Sigma, a figure that later grew to more than $1
billion.[21] According to industry consultants like Thomas Pyzdek and John
Kullmann, companies with fewer than 500 employees are less suited to Six
Sigma implementation, or need to adapt the standard approach to make it work
for them.[21] This is due both to the infrastructure of Black Belts that
Six Sigma requires, and to the fact that large organizations present more
opportunities for the kinds of improvements Six Sigma is suited to bringing
about.[21]
[edit] Criticism[edit] Lack of originalityNoted quality expert Joseph M.
Juran has described Six Sigma as "a basic version of quality improvement",
stating that "there is nothing new there. It includes what we used to call
facilitators. They've adopted more flamboyant terms, like belts with
different colors. I think that concept has merit to set apart, to create
specialists who can be very helpful. Again, that's not a new idea. The
American Society for Quality long ago established certificates, such as for
reliability engineers."[22]
[edit] Role of consultantsThe use of "Black Belts" as itinerant change
agents has (controversially) fostered an industry of training and
certification. Critics argue there is overselling of Six Sigma by too great
a number of consulting firms, many of which claim expertise in Six Sigma
when they only have a rudimentary understanding of the tools and techniques
involved.[3]
[edit] Potential negative effectsA Fortune article stated that "of 58 large
companies that have announced Six Sigma programs, 91 percent have trailed
the S&P 500 since". The statement was attributed to "an analysis by Charles
Holland of consulting firm Qualpro (which espouses a competing quality-
improvement process)."[23] The summary of the article is that Six Sigma is
effective at what it is intended to do, but that it is "narrowly designed to
fix an existing process" and does not help in "coming up with new products
or disruptive technologies." Advocates of Six Sigma have argued that many of
these claims are in error or ill-informed.[24][25]
A BusinessWeek article says that James McNerney's introduction of Six Sigma
at 3M had the effect of stifling creativity and reports its removal from the
research function. It cites two Wharton School professors who say that Six
Sigma leads to incremental innovation at the expense of blue skies research.
[26] This phenomenon is further explored in the book, Going Lean, which
describes a related approach known as lean dynamics and provides data to
show that Ford's "6 Sigma" program did little to change its fortunes.[27]
[edit] Based on arbitrary standardsWhile 3.4 defects per million
opportunities might work well for certain products/processes, it might not
operate optimally or cost effectively for others. A pacemaker process might
need higher standards, for example, whereas a direct mail advertising
campaign might need lower standards. The basis and justification for
choosing 6 (as opposed to 5 or 7, for example) as the number of standard
deviations is not clearly explained. In addition, the Six Sigma model
assumes that the process data always conform to the normal distribution. The
calculation of defect rates for situations where the normal distribution
model does not apply is not properly addressed in the current Six Sigma
literature.[3]
[edit] Criticism of the 1.5 sigma shiftThe statistician Donald J. Wheeler
has dismissed the 1.5 sigma shift as "goofy" because of its arbitrary nature
.[28] Its universal applicability is seen as doubtful.[3]
The 1.5 sigma shift has also become contentious because it results in stated
"sigma levels" that reflect short-term rather than long-term performance: a
process that has long-term defect levels corresponding to 4.5 sigma
performance is, by Six Sigma convention, described as a "six sigma process."
[10][29] The accepted Six Sigma scoring system thus cannot be equated to
actual normal distribution probabilities for the stated number of standard
deviations, and this has been a key bone of contention about how Six Sigma
measures are defined.[29] The fact that it is rarely explained that a "6
sigma" process will have long-term defect rates corresponding to 4.5 sigma
performance rather than actual 6 sigma performance has led several
commentators to express the opinion that Six Sigma is a confidence trick.[10]
[edit] See alsoBusiness process
Design for Six Sigma
Total quality management
Total productive maintenance
[edit] References1.^ a b "The Inventors of Six Sigma". Archived from the
original on November 6, 2005. http://web.archive.org/web/20051106025733/http://www.motorola.com/content/0,,3079,00.html. Retrieved January 29, 2006.
2.^ Tennant, Geoff (2001). SIX SIGMA: SPC and TQM in Manufacturing and
Services. Gower Publishing, Ltd.. p. 6. ISBN 0566083744. http://books.google.com/?id=O6276jidG3IC&printsec=frontcover#PPA6,M1.
3.^ a b c d e f g h i j k Antony, Jiju. "Pros and cons of Six Sigma: an
academic perspective". Archived from the original on July 23, 2008. http://web.archive.org/web/20080723015058/http://www.onesixsigma.com/node/7630. Retrieved August 5, 2010.
4.^ "Motorola University - What is Six Sigma?". http://www.motorola.com/content/0,,3088,00.html. Retrieved 2009-09-14. "[...] Six Sigma started as a defect reduction effort in manufacturing and was then applied to other business processes for the same purpose." [dead link]
5.^ Schroeder, Richard A.; MIKEL PHD HARRY (2006). Six Sigma: The
Breakthrough Management Strategy Revolutionizing the World's Top
Corporations. Sydney: Currency. p. 9. ISBN 0-385-49438-6.
6.^ Harry, M., Schroeder, R., Six Sigma – Prozesse optimieren, Null-Fehler-
Qualität schaffen, Rendite radikal steigern, Frankfurt / Main, 2000
7.^ Stamatis, D. H. (2004). Six Sigma Fundamentals: A Complete Guide to the
System, Methods, and Tools. New York, New York: Productivity Press. p. 1.
ISBN 9781563272929. OCLC 52775178. "The practitioner of the six sigma
methodology in any organization should expect to see the use of old and
established tools and approaches in the pursuit of continual improvement and
customer satisfaction. So much so that even TQM (total quality management)
is revisited as a foundation of some of the approaches. In fact, one may
define six sigma as "TQM on steroids.""
8.^ Montgomery, Douglas C. (2009). Statistical Quality Control: A Modern
Introduction (6 ed.). Hoboken, New Jersey: John Wiley & Sons. p. 23. ISBN
9780470233979. OCLC 244727396. "During the 1950s and 1960s programs such as
Zero Defects and Value Engineering abounded, but they had little impact on
quality and productivity improvement. During the heyday of TQM in the 1980s,
another popular program was the Quality Is Free initiative, in which
management worked on identifying the cost of quality..."
9.^ "Motorola University Six Sigma Dictionary". Archived from the original
on January 28, 2006. http://web.archive.org/web/20060128110005/http://www.motorola.com/content/0,,3074-5804,00.html#ss. Retrieved January 29, 2006.
10.^ a b c d e f g h i j k l Tennant, Geoff (2001). SIX SIGMA: SPC and TQM
in Manufacturing and Services. Gower Publishing, Ltd.. pp. 25. ISBN
0566083744. http://books.google.com/?id=O6276jidG3IC&printsec=frontcover#PPA25,M1.
11.^ "Motorola Inc. - Motorola University". http://www.motorola.com/motorolauniversity. Retrieved January 29, 2006.
12.^ "About Motorola University". Archived from the original on December 22,
2005. http://web.archive.org/web/20051222081924/http://www.motorola.com/content/0,,3071-5801,00.html. Retrieved January 28, 2006.
13.^ "Six Sigma: Where is it now?". http://scm.ncsu.edu/public/facts/facs030624.html. Retrieved May 22, 2008.
14.^ a b c d e De Feo, Joseph A.; Barnard, William (2005). JURAN Institute's
Six Sigma Breakthrough and Beyond - Quality Performance Breakthrough
Methods. Tata McGraw-Hill Publishing Company Limited. ISBN 0-07-059881-9.
15.^ Harry, Mikel; Schroeder, Richard (2000). Six Sigma. Random House, Inc.
ISBN 0-385-49437-8.
16.^ "Institute of Industrial Engineers Six Sigma certifications". Norcross,
Georgia: Institute of Industrial Engineers. http://www.iienet2.org/Seminars/SeminarGroup.aspx?id=12936&seminar=6SC&grp=ICP. Retrieved 2010-01-05.
17.^ "Certification - ASQ". Milwaukee, Wisconsin: American Society for
Quality. http://www.asq.org/certification/index.html. Retrieved 2010-01-05.
18.^ Harry, Mikel J. (1988). The Nature of six sigma quality. Rolling
Meadows, Illinois: Motorola University Press. p. 25. ISBN 9781569460092.
19.^ Gygi, Craig; DeCarlo, Neil; Williams, Bruce (2005). Six Sigma for
Dummies. Hoboken, NJ: Wiley Publishing, Inc.. pp. Front inside cover, 23.
ISBN 0-7645-6798-5.
20.^ El-Haik, Basem; Suh, Nam P.. Axiomatic Quality. John Wiley and Sons. p.
10. ISBN 9780471682738.
21.^ a b c d Dirk Dusharme, "Six Sigma Survey: Breaking Through the Six
Sigma Hype", Quality Digest
22.^ Paton, Scott M. (August 2002). Juran: A Lifetime of Quality. 22. pp. 19
–23. http://www.qualitydigest.com/aug02/articles/01_article.shtml. Retrieved 2009-04-01.
23.^ Morris, Betsy (2006-07-11). "Tearing up the Jack Welch playbook".
Fortune. http://money.cnn.com/2006/07/10/magazines/fortune/rule4.fortune/index.htm. Retrieved 2006-11-26.
24.^ Richardson, Karen (2007-01-07). "The 'Six Sigma' Factor for Home Depot"
. Wall Street Journal Online. http://online.wsj.com/article/SB116787666577566679.html. Retrieved October 15, 2007.
25.^ Ficalora, Joe; Costello, Joe. "Wall Street Journal SBTI Rebuttal" (PDF)
. Sigma Breakthrough Technologies, Inc.. http://www.sbtionline.com/files/Wall_Street_Journal_SBTI_Rebuttal.pdf. Retrieved October 15, 2007.
26.^ Hindo, Brian (6 June 2007). "At 3M, a struggle between efficiency and
creativity". Business Week. http://www.businessweek.com/magazine/content/07_24/b4038406.htm?chan=top+news_top+news+index_best+of+bw. Retrieved June 6, 2007.
27.^ Ruffa, Stephen A. (2008). Going Lean: How the Best Companies Apply Lean
Manufacturing Principles to Shatter Uncertainty, Drive Innovation, and
Maximize Profits. AMACOM (a division of American Management Association).
ISBN 0-8144-1057-X. http://books.google.com/?id=_Q7OGDd61hkC.
28.^ Wheeler, Donald J. (2004). The Six Sigma Practitioner's Guide to Data
Analysis. SPC Press. p. 307. ISBN 9780945320623.
29.^ a b *Pande, Peter S.; Neuman, Robert P.; Cavanagh, Roland R. (2001).
The Six Sigma Way: How GE, Motorola, and Other Top Companies are Honing
Their Performance. New York: McGraw-Hill Professional. p. 229. ISBN
0071358064. http://books.google.com/?id=ybOuvzvcqTAC&pg=PA229&lpg=PA229&dq=%22key+bones+of+contention+amongst+the+statistical+experts+about+how+Six+Sigma+measures+are+defined%22.
[edit] Further reading This article's further reading may not follow
Wikipedia's content policies or guidelines. Please improve this article by
removing excessive, less relevant or many publications with the same point
of view; or by incorporating the relevant publications into the body of the
article through appropriate citations. (February 2011)
Adams, Cary W.; Gupta, Praveen; Charles E. Wilson (2003). Six Sigma
Deployment. Burlington, MA: Butterworth-Heinemann. ISBN 0750675233. http://books.google.com/?id=0lY_bhMBzLwC&printsec=frontcover&dq=Adams+Gupta.
Breyfogle, Forrest W. III (1999). Implementing Six Sigma: Smarter Solutions
Using Statistical Methods. New York, NY: John Wiley & Sons. ISBN 0471265721.
http://books.google.com/?id=leQvoUXM9L0C&printsec=frontcover&dq=Breyfogle+Implementing.
De Feo, Joseph A.; Barnard, William (2005). JURAN Institute's Six Sigma
Breakthrough and Beyond - Quality Performance Breakthrough Methods. New York
, NY: McGraw-Hill Professional. ISBN 0071422277. http://books.google.com/?id=0VHaTb6LJ4QC&printsec=frontcover&dq=%22six+sigma%22.
Hahn, G. J., Hill, W. J., Hoerl, R. W. and Zinkgraf, S. A. (1999) The Impact
of Six Sigma Improvement-A Glimpse into the Future of Statistics, The
American Statistician, Vol. 53, No. 3, pp. 208–215.
Keller, Paul A. (2001). Six Sigma Deployment: A Guide for Implementing Six
Sigma in Your Organization. Tucson, AZ: Quality Publishing. ISBN 0930011848.
http://books.google.com/?id=izjUAAAACAAJ&dq=Keller+Six+Sigma.
Pande, Peter S.; Neuman, Robert P.; Roland R. Cavanagh (2001). The Six Sigma
Way: How GE, Motorola, and Other Top Companies are Honing Their Performance
. New York, NY: McGraw-Hill Professional. ISBN 0071358064. http://books.google.com/?id=ybOuvzvcqTAC&pg=PP1&dq=Pande+Six+Sigma+Way.
Pyzdek, Thomas and Paul A. Keller (2009). The Six Sigma Handbook, Third
Edition. New York, NY: McGraw-Hill. ISBN 0071623388. http://books.google.com/?id=5CCcw4j2gkgC&printsec=frontcover&dq=Pyzdek+Six+Sigma&q=.
Snee, Ronald D.; Hoerl, Roger W. (2002). Leading Six Sigma: A Step-by-Step
Guide Based on Experience with GE and Other Six Sigma Companies. Upper
Saddle River, NJ: FT Press. ISBN 0130084573. http://books.google.com/?id=_BRYIS31iwUC&printsec=frontcover&dq=Snee+Hoerl.
Taylor, Gerald (2008). Lean Six Sigma Service Excellence: A Guide to Green
Belt Certification and Bottom Line Improvement. New York, NY: J. Ross
Publishing. ISBN 978-1604270068. http://books.google.com/?id=1VdYNwAACAAJ&dq.
Tennant, Geoff (2001). SIX SIGMA: SPC and TQM in Manufacturing and Services.
Aldershot, UK: Gower Publishing, Ltd. ISBN 0566083744. http://books.google.com/?id=O6276jidG3IC&printsec=frontcover#PPP1,M1. | Y*********e
发帖数: 4847 | 2 这个额知道也
【在 s**********8 的大作中提到】
: Six Sigma
: From Wikipedia, the free encyclopediaJump to: navigation, search
: Not to be confused with Sigma 6.
: The often-used Six Sigma symbol.Part of a series of articles on
: Industry
: Manufacturing methods
: Batch production • Job production
: Continuous production
: Improvement methods
: LM • TPM • QRM • VDM
| s**********8
发帖数: 25265 | 3 还说你不是业内人士
【在 Y*********e 的大作中提到】
: 这个额知道也
| Y*********e
发帖数: 4847 | 4 只知道凤毛麟角啊
【在 s**********8 的大作中提到】
: 还说你不是业内人士
| s**********8
发帖数: 25265 | 5 good enough lah
【在 Y*********e 的大作中提到】
: 只知道凤毛麟角啊
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