1、BS ISO 13053-1:2011Quantitative methods in process improvement Six SigmaPart 1: DMAIC methodologyraising standards worldwideNO COPYING WITHOUT BSI PERMISSION EXCEPT AS PERMITTED BY COPYRIGHT LAWBSI Standards PublicationBS ISO 13053-1:2011 BRITISH STANDARDNational forewordThis British Standard is the
2、 UK implementation of ISO 13053-1:2011.The UK participation in its preparation was entrusted to TechnicalCommittee MS/6, Methodologies for business process improvementusing statistical methods.A list of organizations represented on this committee can beobtained on request to its secretary.This publi
3、cation does not purport to include all the necessaryprovisions of a contract. Users are responsible for its correctapplication. BSI 2011ISBN 978 0 580 68911 6ICS 03.120.30Compliance with a British Standard cannot confer immunity fromlegal obligations.This British Standard was published under the aut
4、hority of theStandards Policy and Strategy Committee on 30 September 2011.Amendments issued since publicationDate Text affectedBS ISO 13053-1:2011Reference numberISO 13053-1:2011(E)ISO 2011INTERNATIONAL STANDARD ISO13053-1First edition2011-09-01Quantitative methods in process improvement Six Sigma P
5、art 1: DMAIC methodology Mthodes quantitatives dans lamlioration de processus Six Sigma Partie 1: Mthodologie DMAIC BS ISO 13053-1:2011ISO 13053-1:2011(E) COPYRIGHT PROTECTED DOCUMENT ISO 2011 All rights reserved. Unless otherwise specified, no part of this publication may be reproduced or utilized
6、in any form or by any means, electronic or mechanical, including photocopying and microfilm, without permission in writing from either ISO at the address below or ISOs member body in the country of the requester. ISO copyright office Case postale 56 g120 CH-1211 Geneva 20 Tel. + 41 22 749 01 11 Fax
7、+ 41 22 749 09 47 E-mail copyrightiso.org Web www.iso.org Published in Switzerland ii ISO 2011 All rights reservedBS ISO 13053-1:2011ISO 13053-1:2011(E) ISO 2011 All rights reserved iiiContents Page Foreword . vg3Introduction vig31g3 Scope 1g32g3 Normative references 1g33g3 Symbols and abbreviated t
8、erms 1g33.1g3 Symbols 1g33.2g3 Abbreviated terms . 2g34g3 Fundamentals of Six Sigma projects within organizations 3g34.1g3 General . 3g34.2g3 Voice of the customer . 4g34.3g3 Accountability 4g34.4g3 Maturity of processes of an organization . 4g34.5g3 Relationship with quality management standard ISO
9、 9001 5g35g3 Six Sigma measures 6g35.1g3 Purpose 6g35.2g3 Defects per million opportunities (DPMO) 6g35.3g3 Sigma score . 7g35.4g3 Rolled throughput yield (RTY) . 7g35.5g3 Return rate (RR) . 8g35.6g3 Number of problem reports (NPR) . 8g35.7g3 On-time delivery (OTD) . 8g35.8g3 Cost of poor quality (C
10、OPQ) 8g36g3 Six Sigma personnel and their roles . 9g36.1g3 General . 9g36.2g3 Champion . 9g36.3g3 Deployment Manager 9g36.4g3 Project Sponsor . 10g36.5g3 Master Black Belt . 10g36.6g3 Black Belt . 11g36.7g3 Green Belt 11g36.8g3 Yellow Belt . 11g37g3 Minimum competencies required 12g38g3 Minimum Six
11、Sigma training requirements 13g38.1g3 Recommended training . 13g38.2g3 Training requirements for Champions / Deployment Manager 13g38.3g3 Training requirements for Sponsors . 13g38.4g3 Training requirements for Master Black Belts . 14g38.5g3 Training requirements for Black Belts 14g38.6g3 Training r
12、equirements for Green Belts . 14g38.7g3 Training requirements for Yellow Belts 14g39g3 Six Sigma project prioritization and selection . 15g39.1g3 General considerations . 15g39.2g3 Project prioritization 15g39.3g3 Project selection 16g310g3 Six Sigma project DMAIC methodology 18g310.1g3 Introduction
13、 18g310.2g3 Define phase 19g3BS ISO 13053-1:2011ISO 13053-1:2011(E) iv ISO 2011 All rights reserved10.3g3 Measure phase .19g310.4g3 Analyse phase 20g310.5g3 Improve phase 20g310.6g3 Control phase .21g311g3 Six Sigma project methodology Typical tools employed .22g312g3 Monitoring a Six Sigma project
14、23g312.1g3 General 23g312.2g3 Gate reviews .23g312.3g3 Project management .24g312.4g3 Weekly mentoring sessions with a Master Black Belt .24g313g3 Critical to success factors for Six Sigma projects .24g314g3 Six Sigma infrastructures within an organization 25g314.1g3 General information .25g314.2g3
15、Large - Over 1 000 employees at a site .25g314.3g3 Medium 250 to 1 000 employees at a site .26g314.4g3 Small Less than 250 employees at a site .26g314.5g3 Multiple sites 27g3Annex A (informative) Sigma scores .28g3Annex B (informative) Training 30g3Bibliography 32g3BS ISO 13053-1:2011ISO 13053-1:201
16、1(E) ISO 2011 All rights reserved vForeword ISO (the International Organization for Standardization) is a worldwide federation of national standards bodies (ISO member bodies). The work of preparing International Standards is normally carried out through ISO technical committees. Each member body in
17、terested in a subject for which a technical committee has been established has the right to be represented on that committee. International organizations, governmental and non-governmental, in liaison with ISO, also take part in the work. ISO collaborates closely with the International Electrotechni
18、cal Commission (IEC) on all matters of electrotechnical standardization. International Standards are drafted in accordance with the rules given in the ISO/IEC Directives, Part 2. The main task of technical committees is to prepare International Standards. Draft International Standards adopted by the
19、 technical committees are circulated to the member bodies for voting. Publication as an International Standard requires approval by at least 75 % of the member bodies casting a vote. Attention is drawn to the possibility that some of the elements of this document may be the subject of patent rights.
20、 ISO shall not be held responsible for identifying any or all such patent rights. ISO 13053-1 was prepared by Technical Committee ISO/TC 69, Applications of statistical methods, Subcommittee SC 7, Application of statistical and related techniques for the implementation of Six Sigma. ISO 13053 consis
21、ts of the following parts, under the general title Quantitative methods in process improvement Six Sigma: g127 Part 1: DMAIC methodology g127 Part 2: Tools and techniques BS ISO 13053-1:2011ISO 13053-1:2011(E) vi ISO 2011 All rights reservedIntroduction The purpose of Six Sigma1)is to bring about im
22、proved business and quality performance and to deliver improved profit by addressing serious business issues that may have existed for a long time. The driving force behind the approach is for organizations to be competitive and to eliminate errors and waste. A number of Six Sigma projects are about
23、 the reduction of losses. Some organizations require their staff to engage with Six Sigma and demand that their suppliers do as well. The approach is project based and focuses on strategic business aims. There is little that is new within Six Sigma from the point of view of the tools and techniques
24、utilized. The method uses statistical tools, among others, and therefore deals with uncertain events in order to provide decisions that are based on uncertainty. Consequently, it is considered to be good practice that a Six Sigma general program is synchronized with risk management plans and defect
25、prevention activities. A difference, from what may have gone before with quality initiatives, is every project, before it can begin, must have a sound business case. Six Sigma speaks the language of business (value measurement throughout the project), and its philosophy is to improve customer satisf
26、action by the elimination and prevention of defects and, as a result, to increase business profitability. Another difference is the infrastructure. The creation of roles, and the responsibilities that go with them, gives the method an infrastructure that is robust. The demand that all projects requi
27、re a proper business case, the common manner by which all projects become vetted, the clearly defined methodology (DMAIC) that all projects follow, provides further elements of the infrastructure. The scope of this part of ISO 13053 limits the document to only cover the improvement of existing proce
28、sses. It does not go into the realm of Design for Six Sigma (DFSS) or the re-engineering of a process where the DMAIC methodology is not fully suitable, nor does it cover the issue of certification. There will also be situations where any further work on an existing process is not possible, either t
29、echnically, or in a financially justifiable sense. Other standards dealing with these circumstances are yet to be developed, but when they have been published, ISO 13053 together with those future documents will form a cohesive set of standards ranging from improving existing processes to the develo
30、pment of new ones to deliver Six Sigma levels of performance, and beyond. 1) Six Sigma is a trade mark of Motorola, Inc. BS ISO 13053-1:2011INTERNATIONAL STANDARD ISO 13053-1:2011(E) ISO 2011 All rights reserved 1Quantitative methods in process improvement Six Sigma Part 1: DMAIC methodology 1 Scope
31、 This part of ISO 13053 describes a methodology for the business improvement methodology known as Six Sigma. The methodology typically comprises five phases: define, measure, analyse, improve and control (DMAIC). This part of ISO 13053 recommends the preferred or best practice for each of the phases
32、 of the DMAIC methodology used during the execution of a Six Sigma project. It also recommends how Six Sigma projects should be managed and describes the roles, expertise and training of the personnel involved in such projects. It is applicable to organizations using manufacturing processes as well
33、as service and transactional processes. 2 Normative references The following referenced documents are indispensable for the application of this document. For dated references, only the edition cited applies. For undated references, the latest edition of the referenced document (including any amendme
34、nts) applies. ISO 13053-2, Quantitative methods in process improvement Six Sigma Part 2: Tools and techniques 3 Symbols and abbreviated terms 3.1 Symbols c number of defects (nonconformities) g80g3g3 location of the process; population mean value g80g13g3g3 “off-set” location of the process; “off-se
35、t” population mean value nCTQCnumber of critical to quality characteristics nunitsnumber of units surveyed p proportion of nonconforming items R sample range value Rmovingmoving range value usually calculated between successive observations g86 population standard deviation BS ISO 13053-1:2011ISO 13
36、053-1:2011(E) 2 ISO 2011 All rights reservedu number of defects (nonconformities) per item X value X sample arithmetic mean value YDPMOcalculated number of defects per million opportunities z standardized normal distribution deviate ZvalueSigma score or value 3.2 Abbreviated terms 5S acronym meaning
37、 sort, set, shine, standardize and sustain as used in the “visual factory”/“visual workplace” approach 5-Why method for finding the potential root cause of a problem 8D eight disciplines problem-solving method ANOVA analysis of variance C g127 Managed (Level 2) reactive only on customer demand, the
38、process to respond to the customer has been formalized; g127 Defined (Level 3) the processes of the whole organization are defined; g127 Quantitatively Managed (Level 4) all the processes of Level 3 are quantitatively managed with indicators; and g127 Optimized (Level 5) the processes can be optimiz
39、ed with the use of indicators. In a Six Sigma organization, the levels of maturity will change gradually. The different stages of progress will provide a general road map of the continual improvement programme and the level of maturity. The levels are shown in Figure 1. BS ISO 13053-1:2011ISO 13053-
40、1:2011(E) ISO 2011 All rights reserved 5Level 5: OptimizedLevel 4: Quantitatively ManagedLevel 3: Defined Level 2: ManagedLevel 1: InitialCong415nual ImprovementProgress ApproachDM A I Cy yFigure 1 Continual improvement and maturity level 4.5 Relationship with quality management standard ISO 9001 Th
41、e quality principles outlined in the quality management system standards ISO 9000 and ISO 9001 call for a factual approach to decision making, a process approach to achieving quality and the practice of continual improvement. Six Sigma methods are powerful tools for top performance in each of these
42、areas. Quality comes out of an enterprises system. Quality methods such as Six Sigma operate more effectively when they are integrated into an enterprises operating system and processes, from market research to quality planning to process control and through to life cycle management. An enterprise i
43、ntroducing Six Sigma should examine its operating systems to understand where existing processes need to be modified. The introduction of a range of methods, based on the use of data and problem-solving methods (such as DMAIC), could help improve the enterprises operating systems. This can also help
44、 the enterprise improve the existing system continually, which is also a requirement of ISO 9001. Companies which follow this route tend to achieve greater productivity, customer satisfaction and a sustainable competitive position in their market place. Members of an enterprise benefit from the trai
45、ning, learning and application of Six Sigma methods. They become more competent and knowledgeable in statistical thinking, understanding process variability and the resulting application within a quality management system. Another very important benefit of integration of the Six Sigma methods in the
46、 quality management system is the opportunity to collect and store core knowledge on each project and process. This knowledge (on customer satisfaction, design for manufacture, process capability and in-service data on reliability) will be passed on to subsequent project teams, thereby embedding in
47、the enterprise core knowledge which business sustainability needs to survive in the long term and avoiding the loss of knowledge when key people leave or retire. Customers and stakeholders are the ultimate beneficiaries of Six Sigma integration into a quality management system giving a superior prod
48、uct, lower costs and better consistency from the delivered products. BS ISO 13053-1:2011ISO 13053-1:2011(E) 6 ISO 2011 All rights reserved5 Six Sigma measures 5.1 Purpose The purpose of measures in a Six Sigma project is to be able to quantify the performance of a process. This enables comparisons,
49、analysis and insights into the causes of performance to be gained. Various business measures can be applied to quantify a problem targeted for resolution by one or several Six Sigma projects. Several measures can be used to quantify the problem during the execution of a Six Sigma project. The following subclauses identify the chief measures that can be used. The choice of measure will depend on the project. Three of these measures often used to stimulate activities for improvement are: “product return rate”,
