Six sigma(Chinese)培训教材.pptx

Six Sigma Awareness Program6 6 了解纲要了解纲要SPACER .Safety 安全安全 Purpose 目的目的Agenda 日程日程Code of Conduct 操作代码操作代码Expectations 例外例外Roles / Responsibilities 作用作用/责任责任2022-4-243Flextronics Corporate PresentationWHY ARE YOU HERE?此行目的为何？此行目的为何？ To understand the why and how of Six Sigma so you can help to keep our momentum growing通过了解通过了解为什么及如何使用为什么及如何使用6 ，帮助我们保持持续增长的势头，帮助我们保持持续增长的势头 2022-4-244Flextronics Corporate PresentationWHAT YOU WILL LEARN 学什么学什么 1.What is 6 ? (Background history) 何为6？（背景知识） - 15 mins2.Benefits and advantages of embracing 6 奉行6 的裨益 - 15 mins3.Why 6 in Flextronics ? Flextronics为什么使用6？ - 15 mins4.Who is in 6 Council ? 6委员会成员？ - 10 mins5.6 peoples Roles and Responsibilities 6成员的作用与责任 - 20 mins6.Understanding 6 methodology / concept 理解6 的方法论/概念 - 60 mins7.Catapult exercise 弹射练习 - 30 minsQuestions & Answers .问题与回答问题与回答2022-4-245Flextronics Corporate PresentationWHAT IS SIGMA?何为西格玛？何为西格玛？2022-4-246Flextronics Corporate PresentationnVision远景远景nGoal目标目标nPhilosophy 基本原理基本原理nMetric米制米制nMethod方法方法nTool工具工具nSymbol符号符号nBenchmark基准基准nValue评价评价 A level of performance that reflects significantlyreduced defects in our products一个反映产品缺陷显著减少的性能水平一个反映产品缺陷显著减少的性能水平A statistical measurement of our processcapability, as well as a benchmark forcomparison一种过程能力的统计测量法，如同一个对比基准一种过程能力的统计测量法，如同一个对比基准A set of statistical “tools” to help us measure，analyze, improve, and control our processes一套有助于测量、分析、改进及控制过程的一套有助于测量、分析、改进及控制过程的统计统计“工具工具”A commitment to our customers to achieve an acceptable level of performance一个达到客户满意性能水平的承诺，一个达到客户满意性能水平的承诺，. A means to stretch ourthinking with respect to quality.一个扩展注重质量理念的方法一个扩展注重质量理念的方法Sigma is a letter in the Greek Alphabet 为一希腊字母为一希腊字母What is 6 ?何为何为6 ?2022-4-247Flextronics Corporate Presentation6WHAT IS SIX SIGMA?何为何为六六西格玛？西格玛？2022-4-248Flextronics Corporate Presentation6 is Three Things 6的三层含义A statistical measurement.统计测量法统计测量法A business strategy.经营战略经营战略A philosophy.基本原理基本原理2022-4-249Flextronics Corporate Presentation A statistical A statistical measurement measurement of the performance of of the performance of a process or a product;a process or a product; 过程能力或产品性能的统计测量法；过程能力或产品性能的统计测量法； A A goal goal that reaches for near perfection in that reaches for near perfection in performance;performance;使性能达到几近完美的目标；使性能达到几近完美的目标； A A system of managementsystem of management to achieve lasting to achieve lasting business leadership and world-class business leadership and world-class performanceperformance实现持久经营领导能力和世界级业绩的管理系统实现持久经营领导能力和世界级业绩的管理系统What is 6 ? 何为何为6 ?2022-4-2410Flextronics Corporate PresentationSix Sigma - Breakthrough Improvement 6 - 突破改进突破改进12345Six Sigma 6 Continuous Improvement持续改进持续改进Breakthrough突破突破 Strategy70% 5%Time (Years) 时间（年时间（年）2022-4-2411Flextronics Corporate PresentationThe 6 Philosophy 6 基本原理Every process can be characterized Every process can be characterized 每个过程都可描述其特征每个过程都可描述其特征Every process can be measured Every process can be measured 每个过程都可测量每个过程都可测量Every process can be controlled Every process can be controlled 每个过程都可控制每个过程都可控制Every process can be predicted Every process can be predicted 每个过程都可预测每个过程都可预测Every process can be optimized Every process can be optimized 每个过程都可优化每个过程都可优化Every defect can be prevented Every defect can be prevented 每个缺陷都可预防每个缺陷都可预防Outputs输出 process 过程Inputs输入Everything, whether an invoice or a PCBA, is produced through a process 每每样东西，无论是成品还是样东西，无论是成品还是PCBAPCBA，都是经过程生产出来的都是经过程生产出来的2022-4-2412Flextronics Corporate Presentation6 Methodology 6方法论“ It is a data-driven analysis problem solving technique which undergo a structural and Systematic Approach to Reducing Defects which Affect What is Important to the Customer !”“它是由数据推动的分析问题解决的技巧，它采用结构的和系统的方法它是由数据推动的分析问题解决的技巧，它采用结构的和系统的方法来减少缺陷，这将影响什么来减少缺陷，这将影响什么对客户来说是重要的！对客户来说是重要的！”2022-4-2413Flextronics Corporate PresentationPremise of 6 6的前提All processes contain variation. Variation leads to waste, scrap, and defects. 所有所有过程均有波动。波动会导致浪费、废品和缺陷。过程均有波动。波动会导致浪费、废品和缺陷。These sources of variation can be:这些波动来源有可能：这些波动来源有可能：Identified被识别Quantified被量化Reduced by control; and通过控制来减少；及 Eliminated by prevention通过预防来消除2022-4-2414Flextronics Corporate PresentationDefine定义定义 whats important什么重要？Measure方法方法 how were doing我们如何做？Analyze分析分析 whats wrong怎么了Improve改进改进 by fixing whats wrong 排除故障Control控制控制 to guarantee performance保证性能3. Analyze the Current Process123440302010210-1-2Index4C1101009080706050403020100500N orm alUSLLSLMSE; Gauge R&RIdentifyKeyVariablesEstablishProcess BaselineInputTypeOutputWax gradeSOPPrep timeAmt waxContrPrepare ReactorAcid numberCharge rateContrViscosityAgit speedContrCharge melted waxReactor tempRxn tempContrBring to reaction tempTemp profilePressureContrHT coeffAir flowContr% O2 in airNoiseViscosityNoiseWax tempNoiseAN targetSOPOxid timeAgit speed *ContrOxidizeAcid numberTemperature *ContrColorPressure *ContrPut in setpointsViscosityAir flow *ContrSample hourlyReactor temp% O2 in airNoiseMonitor acid numberTemp profileAir tempContrOffgas flowAir humidityNoiseOffgas compHT coeffResp timeInputTypeOutputAgit speedContrStab timeTemperatureContrStabilizeAcid numberPressureContrColorAir flowContrPut in setpointsViscosity% O2 in airNoiseSlowly reduce pressReactor tempAir tempContrMonitor tempTemp profileOffgas flowOffgas compHT coeffMap Product FlowProduct/Process Flow Summary and AnalysisStepType:Operation Decision uDelay Cust.Rec.ValueIntrin-sicRightFirstTimeDistanceTimeTotal DistanceRaw Cycle TimeX Factor3QTC6. Prioritize, Plan and Test Proposed SolutionsSolutionImpactTime Cost 8 2 10 4 1 2 10 6 11 1. . 3 3/ /1 10 0 I In ns st ta al ll l H He ea at te er r2 2. . R Re eg gr ri in nd d B Bl la ad de e Basic DOEOutput12 ShiftxxMachine 1Machine 2Decision MatrixPull SystemPRIOROPERATIONNEXTOPERATIONGOAL1 1. .2 2. .Run ChartKey Output Variables (Customer Requirements):How Measured When Measured123Uncontrolled Input Variables (Noise):How MeasuredWhen MeasuredValue12345Controlled Input Variables:How Measured When MeasuredLevel 1Level 212345Overall Sampling Plan:Data Collection Plan8. Measure Progress and Hold Gains0100200300400500600700800NDJFMAMJJNDJFMAMJJActualOutlook560540520490490440ActualTargetBenchmarkOutlookFR&TDPHM*10TARGET = 385BENCHMARK = 200Low FlowHigh Temp.High Press.SludgeM T W H F S140120100806040200353025ObservationIndividuals76543210Moving RangeM U=29.85UCL=34.21LCL=25.49R=1.639UCL=5.356LCL=0.000I and MR Chart for: %PDPTeam Charter2. Form Team and Scope the ProjectInputSupplierReqmt.MeasuresOutputsCustomersValueMeasuresQualityCostTimeIdentify Customersand RequirementsEstablsh ProcessPriorities9. Acknowledge Team and Communicate ResultsProject ReportTEAM RESULTSGOAL1 1. .2 2. .7. Refine and Implement SolutionsProcess StepOutputInputProcess Specification (LSL, USL, Target)Cpk /Date Measurement Technique%R&R P/TSample SizeSample FrequencyControl MethodReaction PlanRevised Control PlanTaskWhoEarliest Start4/16/28/3Project Plan (Gantt Chart)Training & Procedures1. Identify OpportunitiesSTRAPAlign Goals and ResourcesPareto ChartCategorySelect Critical ProjectsActivity BasedManagementTimeTaktN VA TimeABCDECostsABCDENVA $ = Process Based COPQABCDEQualityCostTimeLean EnterpriseSalesCSRMfgQCShip4. Define Desired OutcomesCritical Measures and Goals16 814.718511.4481Capability PlotProcess ToleranceSpecificationsStDev: 0.54507IIIIII141312Capability HistogramProcess CapabilityEstablish EntitlementGOALSalesCSRMfgQCShipAs IsShould BeCompetitiveAdvantage($)5. Identify Root Causes &Proposed SolutionsProcess or Product Name:Prepared by:Page _ of _Responsible:FMEA Date (Orig) _ (Rev) _Process Step/InputPotential Failure ModePotential Failure EffectsSEVPotential CausesOCCCurrent ControlsDETRPNActions RecommendedResp.Actions TakenSEVOCCDETRPNWhat is the process step/ Input under investigation?In what ways does the Key Input go wrong?What is the impact on the Key Output Variables (Customer Requirements) or internal requirements?How Severe is the effect to the cusotmer?What causes the Key Input to go wrong?How often does cause or FM occur?What are the existing controls and procedures (inspection and test) that prevent eith the cause or the Failure Mode? Should include an SOP number.How well can you detect cause or FM?What are the actions for reducing the occurrance of the Cause, or improving detection? Should have actions only on high RPNs or easy fixes.Whose Responsible for the recommended action?What are the completed actions taken with the recalculated RPN? Be sure to include completion month/year0 000000 00 000000000000000Process/Product Failure Modes and Effects Analysis(FMEA)Effect$ per Cost DriverMEMPROCCHMELEVOTHER016324864Prioritize CausesABMExplore Process DataFMEABrainstorm PotentialRoot CausesTAKT Time213.52.51.5Shift11tuptuOBox Plots12011010090807060504011010090807060504030InputOutputR-Squared = 0.876Y = 9.77271 + 0.745022XStrong Positive CorrelationScatter PlotsThe DMAIC Process DMAIC过程过程2022-4-2415Flextronics Corporate PresentationThe Six Sigma Tool Kit 6工具包 Process Maps流程图 Written Procedures编写程序 Work Instruction工作介绍 Flow Charts流程表 Cause and Effect Diagram目标及影响图 Relational Matrices 关联矩阵 Control Chart控制表 Stem-and-Leaf Plots Box-Whisker Plots Scatter Diagram离散图 Histogram柱状图 Normal Probability Plots正态分布 Measurement System Analysis (MSA)评估系统分析 Multi-Vari Studies Least-Squares Linear Regression线性 Simply Linear Correlation简单线性关系 Hypothesis Testing假设测试 Point and Interval Estimation Paired-Comparison Tests Goodness-Of-Fit-Tests拟合优度测试 Analysis of Variance (ANOVA)变异分析 Chi Squared Analysis Non-Parametrics Tests非参数测试 Design Of Experiments (DOE)试验方案 Taguchi Robustness Concept Response Surface Methodology Steepest Ascent / Descent Experiments极限上升/下降试验 High-Order Experiments高阶试验 Evolutionary Operation (EVOP)改良操作 Control Chart控制表 Pre-Control控制率 Advanced Statistical Process Control先行统计流程控制 DFT/Lean Tools Quality Function Deployment质量因素拓展 Robust Design and Process Failure Mode and Effect Analysis (FMEA)故障模式和影响分析 Design for X (DFX)X方案 Special Design Tools Pareto Charts帕累托图 Top-Level Process Map高级核心流程图 Fishbone Diagram鱼骨图 Tree Diagram树状图 Brainstorming头脑风暴 Multi-voting多选 SIPOC Diagram SIPOC图Improvement - DMAIC改进模型改进模型Define定义定义Measure评估评估Analyze分析分析Improve改进改进Control控制控制2022-4-2416Flextronics Corporate Presentation Origin and progress起源和发展The six sigma came from Japan in 70s, developed at America in 80s -Motorola win quality award in 1989 and $14bn savings since its launch in 1986 6起源于日本70年代，80年代在美国得到发展 -自从摩托罗拉1986年采用了6，1989年不仅提高了产品质量，而且节约资金140亿美元 The users: GE, E/,Sony,Toshiba,Dupont, Volvo,ABB and so on. The users reach 43%.用户： GE, E/,Sony,Toshiba,Dupont, Volvo,ABB 等等。用户达43。 Price performance of using 6sigma使用6的价格性能Companies using Six Sigma使用6的公司DJ Industrial Av.DJ工业AV.History of 6 6 的历史的历史2022-4-2417Flextronics Corporate PresentationWHAT YOU WILL LEARN 学什么学什么 1.What is 6 ? (Background history) 何为6？（背景知识） -15 mins2.Benefits and advantages of embracing 6 奉行6 的裨益 - 15 mins3.Why 6 in Flextronics ? Flextronics为什么使用6？ - 15 mins4.Who is in 6 Council ? 6委员会成员？ - 10 mins5.6 peoples Roles and Responsibilities 6成员的作用与责任 - 20 mins6.Understanding 6 methodology / concept 理解6 的方法论/概念- 60mins7.Catapult exercise 弹射练习 - 30 minsQuestions & Answers .问题与回答问题与回答2022-4-2418Flextronics Corporate Presentation *20,000 lost articles of mail per hour每小时遗失每小时遗失20000件邮件件邮件*Unsafe drinking water almost 15 minutes each day每天约每天约15分钟的不安全饮用水分钟的不安全饮用水*5,000 incorrect surgical operations per week每周每周5000例错误的外科手术例错误的外科手术*2 short or long landings at most major airports each day 大多数机场每天大多数机场每天2次或不足或过长的着陆次或不足或过长的着陆*200,000 wrong drug prescriptions each year 每年每年200000张错误药方张错误药方*No electricity for almost 7 hours each month 每月停电约每月停电约7小时小时 Practical Meaning of “99% Good” “99好好”的实际意义的实际意义3 Capability能力能力 Historical Standard过去的标准过去的标准 93.32%Long-Term Yield4 Capability能力能力 Current Standard当前的标准当前的标准 99.38%Long-Term Yield6 Capability能力能力 New Standard 新标准新标准99.9996 %Long-Term YieldThe Classical view of performance 性能的经典观点2022-4-2419Flextronics Corporate Presentation99% Good is Not Good Enough 99好还不够好5,000 incorrect surgical procedures each week每周每周5000例错误的外科手术例错误的外科手术20,000 lost articles of mail each hour每小时遗失每小时遗失20000件邮件件邮件No electricity for almost 7 hours each month每月停电约每月停电约7小时小时 Unsafe drinking water for almost 15 minutes each day每天约每天约15分钟的不安全饮用水分钟的不安全饮用水2022-4-2420Flextronics Corporate Presentation99.99966% Good好好 (6 Sigma)20,000 lost articles of mail per hour每小时遗失每小时遗失20000件邮件件邮件Unsafe drinking water for almost 15 minutes each day每天约每天约15分钟的不安全饮用水分钟的不安全饮用水5,000 incorrect surgical operations per week每周每周5000例错误的外科手术例错误的外科手术Two short or long landings at most major airports each day大多数机场每天大多数机场每天2次或不足或过长的着陆次或不足或过长的着陆200,000 wrong drug prescriptions each year每年每年200000张错误药方张错误药方No electricity for almost seven hours each month每月停电约每月停电约7小时小时 Seven articles lost per hour每小时遗失每小时遗失7件邮件件邮件One unsafe minute every seven months每每7个月个月1分钟的不安全饮用水分钟的不安全饮用水1.7 incorrect operations per week每周每周1.7例错误的外科手术例错误的外科手术One short or long landing every five years每每5年年1次或不足或过长的着陆次或不足或过长的着陆68 wrong prescriptions per year每年每年68张错误药方张错误药方One hour without electricity every 34 years每每34年停电年停电1小时小时 99% Good好好 (3.8 Sigma)Six Sigma - Practical Meaning 6 -实际意义实际意义2022-4-2421Flextronics Corporate PresentationSix Sigma in daily life . 6在日常生活中.IRS - Tax Advice IRS - 缴税缴税单单7Sigma Level 水平水平1,000,000100,00010,0001,000100101PPM百百万分率万分率Restaurant Bills饭店饭店帐单帐单Payroll Processing薪水薪水册处理册处理Baggage Handling行李行李的搬运的搬运 Airline Safety Rate航线航线安全率安全率3456212022-4-2422Flextronics Corporate PresentationWhy many companies adopting Six Sigma?为什么如此多的公司采用为什么如此多的公司采用6 ？How do they know Six Sigma reduces cost?他们如何知道6能降低成本？To reduce cost.降低成本By linking it to what matters 通过与实质相联系2022-4-2423Flextronics Corporate PresentationCost Of Poor Quality (COPQ) 低质的代价Costs that are associated with有关的代价4Internal failure costs内部故障成本4External failure costs外部故障成本4Inspection/QA costs检验成本4Prevention costs (e.g. maintenance)预防成本（如维护）4Lost opportunity costs机会错失成本There is a correlation between a companys COPQ and the rating of its key processes公司的公司的COPQ与关键过程的与关键过程的 级别之间有相关关系级别之间有相关关系What is the Cost of Poor Quality?低质的代价是什么？2022-4-2424Flextronics Corporate PresentationOld Philosophy: 原来的基本原理：原来的基本原理：LSL下线下线USL上线上线Nom名义尺寸名义尺寸No Loss无损失无损失Loss due to Scrap & Rework由废品和返工造由废品和返工造成的损失成的损失Loss due to Scrap & Rework由废品和返工造由废品和返工造成的损失成的损失Quality is based on Conformance to Specifications基于与规范一致的质量基于与规范一致的质量2022-4-2425Flextronics Corporate PresentationCorrect View:Quality Losses are based on deviation from target, NOT conformance to specifications基于偏离目标的质量损失，与规范基于偏离目标的质量损失，与规范不不一致一致Cost成本成本LSL下线下线USL上线上线Nom名义尺寸名义尺寸Target目标目标Medium Loss平均损失平均损失Heavy Loss2022-4-2426Flextronics Corporate PresentationSix Sigma Results (What does it mean to us)6的成效（对我们意味着什么）General Electric $12Bn savings over 5 years 5年节约年节约120亿亿$Honeywell$800M savings over 2 years 2年节约年节约8亿亿$NCR$100M savings over 2 years 2年节约年节约1亿亿$ DuPont $450M savings in 2000 2000年节约年节约4.5亿亿$Six Sigma is delivering tangible cost savings to major organisations6 为主要机构节约的可收回成本为主要机构