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near-perfectプロダクトおよびサービスを開発し、提供することの焦点。 Six Sigmaの説明。

Six Sigmaモデルは会社がnear-perfectプロダクトおよびサービスを開発し、提供することに焦点を合わせるのを助けることができる非常に訓練されたアプローチである。 それはヨセフJuranの質経営のルーマニア生まれる米国の開拓者の統計的な仕事に基づいている。 どの位まである特定のプロセスが完全さ(標準偏差)から逸脱するか手段こと単語「シグマ」は統計的な言葉に使用するギリシャの印である。 シグマ数がより高ければ、完全さに近い方にある。 1シグマは非常によくない; 6シグマは百万ごとの3.4の欠陥だけと定義される。 Six Sigmaの後ろの中央考えは「逃走する」か何測定できればことプロセスで持ちなさい、それらをいかに除去できるか把握できる組織的にである。 従ってほとんど「zero defects」来ることができる。 Six Sigmaの缶の日本の起源はまだ使用する「ベルト」のシステムによって見られる。 Six Sigmaに新しく、基本訓練で行けば、グリーンベルトを得る。 Six Sigmaのチームを導くための責任があるだれでも黒帯とと称される。 最終的に黒帯を指示するMasterの黒帯とと称される特別なエリート集団がある。

Six Sigmaの5つのステップ。 プロセス

普通、Six Sigmaプロセスに次の5つの段階がある:

1. 定義。 Six Sigmaのあらゆるプロジェクトの第一歩は問題を明白にし、測定可能な目的を少数の月の内に達成することができるように規模を狭くすることである。 それからチームはプロセスを詳しく検査し、改善を提案し、それらの提言を実行するために集まっている。 製造する世界では、プロジェクトマネージャーおよび彼らのスポンサーは欠陥を構成する始め、次に一組のそのような欠陥の発生を減らすように設計されている目的を確立するものが定義によって普通。
2. 測定。 Six Sigmaのプロジェクトの第2ステップでは、チーム収集データは高レベル分析のためにそれを準備し。
3. 分析。 プロセスが、そして堅い支持データの質が確認されたら地図を描かれ、文書化され、Six Sigmaのチームは分析を始めることができる。 チーム・メンバーは通常人々が必要とされるに応じて行動し損うまたは人々が各段階で有効な制御を保障し損う方法を識別することによって始まる方法を識別することによって。
4. 改善。 改善を推薦し、決定し、そして実行しなさい。
5. 制御。 Six Sigmaのプロジェクトの最終段階では、チームは制御を創造する。 これらは可能にする改善を支え、拡張する会社である。

Six Sigma 特別興味グループ 特別興味グループ (22人のメンバー)

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