Six Sigma Project Template六西格玛报告模板.pptx

《Six Sigma Project Template六西格玛报告模板.pptx》由会员分享，可在线阅读，更多相关《Six Sigma Project Template六西格玛报告模板.pptx（17页珍藏版）》请在淘文阁 - 分享文档赚钱的网站上搜索。

1、F/N=L:HSCOMPONENT UTILIZATION TEAMACE INTERNAL-EXTERNALPM & STANDARD WORKDMAIC Project Template.pptPage 1DMAIC STANDARD WORK TEMPLATEDEFINEMEASUREANALYZEIMPROVECONTROL12345F/N=L:HSCOMPONENT UTILIZATION TEAMACE INTERNAL-EXTERNALPM & STANDARD WORKDMAIC Project Template.pptPage 2Please use this DMAIC S

2、tandard Work Template to help guide you in preparing a presentation that summarizes the key team based activities that drive both revolutionary and evolutionary improvement.Feel free to contact any of the following members of the Product Integrity Group listed on this board for help.DEFINEMEASUREANA

3、LYZEIMPROVECONTROL12345F/N=L:HSCOMPONENT UTILIZATION TEAMACE INTERNAL-EXTERNALPM & STANDARD WORKDMAIC Project Template.pptPage 3The DMAIC Model Guideline for Process Improvement1.Develop Business case for 2. project.3.Identify Owner4.Define Mandate5.Select Team &6. Team Leader 7.Set Team Norms8.Dete

4、rmine Customer and9. Business needs10.Define critical Input,11. Process and Output12. measures13.Define Process Start & End14.Define Process Inputs & 15. Outputs16.Determine Customer17. Requirements18.Map “As Is” Process4Benchmark as Needed4Establish MFA data collection method4Establish QCPC data co

5、llection method4Establish SPC data collection method4Gather Data4Perform Root Cause Analysis on problems.4Develop / select alternative solutions4Map “To Be” Process4Develop Action Plan4Management Review 4Pilot changes and validate improvement4Implement Improvements / Mistake Proofing Devices4Update

6、Standard Work4Implement Key Characteristics4Monitor Metrics (Process KCs & Customer) to Verify Improvement4Document savings4Share Lessons Learned4ID potential future projects.Establish direction and accountability.Understand current process.Baseline Process PerformanceUnderstand Process Opportunitie

7、s4Analyze current costs / potential savings4Perform Waste analysis on “As Is” process.4Understand process variation4Understand process performancePilot and Validation of ImprovementsStandardized ImprovementsF/N=L:HSCOMPONENT UTILIZATION TEAMACE INTERNAL-EXTERNALPM & STANDARD WORKDMAIC Project Templa

8、te.pptPage 4 TEAM BASED DMAIC PROCESS1. Define2. Measure3. Analyze4. ImproveRoot Cause AnalysisWhy?Why?Why?RepeatableEffectiveEfficientStandard Work5. ControlMistake ProofUCLxLCLxXMap information/process flowsProcess ManagementSelect OpportunityPROCESS WEIGHT0.250.400.250.10SCOREASupplier Improvemen

9、t6060402051BClinic Process6060602056CAQS Standard Work/ Documentation2060602046DCommunication40404036ESupplier (external) CTQ/KC Management40604044FAQS Facilitation/ Consulting6060602056GAQS/ Ito University Tools Training4040406042HInternal (and Remote Site) CTQ/KC Management606039CORELLATION LEGEND

10、 60 = High 40 = Medium 20 = LowBlank = NoneAQS GROUP IMPACT-MATURITY MATRIXReduce Supplier PPM by 30%Reduce Customer Escapes by 30%Reduce Internal PPM by 30%Build Organizational StrengthCOST OF QUALITY PROJECT CONTRACT(Details for Q-STARS entry)Q-STARS NO.:Business Unit/Enterprise/Site Name:Air Mana

11、gement SystemsDate:6/12/02Client Requestor:Jack Strom, AMS Quality SupervisorProject Sponsor (May be Client Requestor):Dave Lewis, Operations Center ManagerProblem Statement:The Northrop F-18 Ejector is experiencing a 100% MRA rate and high level ofCustomer dissatisfaction due to fit-up problems on

12、the aircraft.Activity Scope/Mission:Perform a comprehensive process and product variation study utilizing theDMAIC approach. Incorporate needed process improvements. Initiateappropriate design changes based on follow-up Process Capability Study forimproved process.Goals & Expected Results: Reduce 10

13、0% MRA rate to zero. Achieve total Customer satisfaction.Prior History of Problem: Ejectors not fitting up properly at Northrop. Ejectors are built to an HS designby United Tool & Die, of W. Hartford, CT. Lack of robustness in both UTD welding process and design ofproduct.Business MetricImpact:Custo

14、mer escapes, SRR, MRA ticket generation, and Supplier PPM.(i.e. Cost Reduction, Customer Satisfaction, Schedule Jeopardy)Estimated Annual Savings: TBD Current estimate is between $80,000 and $150,000 one-year savings via costavoidance.Client Team Leader:J. StromClient Functional Area Members Needed:

15、Jack Strom (QE Supervisor), Chris Haddad (PE), Pete Teti(AQS), John Gaughan (AQS), Bob Kleza (Purchasing),Larry Tourigny (ME)(i.e., Design Eng., Buyer, Manufacturing Eng.)Central Quality/CQE Resource:Pete Teti and John Gaughan(AQS, IQA, SWQA, etc.)Estimated Expenses (Travel/Direct Charge)Estimated P

16、roject Timeline:Approximately 3 months; ECD: 8/15/02Final Report Responsibility:Jack Strom and Pete Teti(TeamLeader/Functional Area Member)NOTE: DOCUMENT SAVINGS INTO UTC Q-STARS ON-LINE SYSTEMCONTRACT SIGNATURESClient:_ Jack StromQuality Authority/Manager:_ Bob CleverdonTeamLeader:_ Peter E. TetiBu

17、siness Manager_ Dave LewisQuality/CQE Resource:_Pete TetiEngineering Manager(If needed)_F/N=L:HSDATAQUALITOCOST-OF-QUALITY PROJECTSEmbraer ERJ 170-190 Key Characteristics Project.docExtra InspectionWarrantyEscapesScrapReworkEngineering ChangesLong Cycle TimesExtra SetupsExpediting CostsLost SalesLat

18、e Delivery ChargesLost Customer LoyaltyExcess InventoryNon - Visible5-8 % of SalesVisible2-3 % of SalesRepairRecurringService BulletinsRecurringEngineering NoticesNon-Contractual WarrantySupplier QualityLost CredibilityHidden?Develop Team MandateCollect dataSPC, QCPC & MFASTEPSTEPTYPETYPETOTALTOTAL1

19、 12 23 34 4IIIIIIIIIIIIIIIIIIIIIIIII IIIIIIIIIIIIIIIIIIIIIIIIII IIIIIIIIIIIIIIITOTALTOTAL171715156 638388 815156 69 9 DATACOLLECTION SHEETCATEGORY1234567891011121314AVERAGE4.41 3.93 4.18 4.36 4.50 4.52 4.59 4.86 4.71 4.50 4.85 4.07 4.66 4.65Supplier AQS/Process Certification Course Market Feedback -

20、 October 8-10, 20020.001.002.003.004.005.006.001234567891011121314CATEGORYAVERAGE RATING OUT OF 5Page 14Hamilton Sundstrand Supplier Quality Assurance, July 2002Top ECS Escapes by SupplierJanuary - September, 2002391311111098776051015202530354045UNITED TOOLAND -ELMWOOD -17271P RESTOCASTING C -GLENDA

21、LE -18706OHIOALUMINUM IN -CLEVELAN -18688WALLINGFORDSP IN -WALLINGF -17370MITCHELLAEROSP A - STLAURE - 44417HITCHCOCKINDUST -MINNEAP O -10817P ARAMOUNTMACHIN -MANCHEST -20481HORSTENGINEERIN - EHARTFO - 10838CTLAEROSP ACE IN- CINCINNA -23073KULITESEMICONDU -LEONIA - 11042Supplier# of EscapesNorthrop

22、F-18Ejector Study987654321Subgroup01000050000Sample MeanSept Aug July June May AprilMarchFeb Jan Month1Mean=3027UCL=6524LCL=-468.61000050000Sample StDev1S=2958UCL=5568LCL=348.1HS Supplier PPM by Month - 2002 YTDF/N=L:HSCOMPONENT UTILIZATION TEAMACE INTERNAL-EXTERNALPM & STANDARD WORKDMAIC Project Te

23、mplate.pptPage 5Display Process Improvement Status Develop a visual method to display the overall ACE Process Improvement activity within the work group. Recommended format based on the DMAIC modelFor each activity, give status on progress within each of the 5 areas: Define, Measure, Analyze, Improv

24、e and Control. Project 1Project 2Project 3Project 4DefineMeasureAnalyzeImproveControlF/N=L:HSCOMPONENT UTILIZATION TEAMACE INTERNAL-EXTERNALPM & STANDARD WORKDMAIC Project Template.pptPage 6Type PROJECT TITLE hereDEFINEMEASUREANALYZEIMPROVECONTROL12345Type Date herePut a picture of the parthere (if

25、applicable)F/N=L:HSCOMPONENT UTILIZATION TEAMACE INTERNAL-EXTERNALPM & STANDARD WORKDMAIC Project Template.pptPage 7DMAIC Project SummaryDefine, Measure, Analyze, Improve and ControlDefineImproveAnalyzeMeasureControlDefine key metric trying to improveDefine team playersDefine key process steps (flow

26、chart)Define key measures (i.e., Key Characteristics)Describe the type of data that was collected at this step in the projectDescribe characteristics of the data collectionDescribe the measurement system used to collect the dataDescribe the analysis tools & techniques used by the team at this point

27、(RRCA, Fishbone analysis, etc.)Summarize the Teams conclusions (i.e., capability too low, accuracy off location, yield too low, cycle time too high, etc.)Summarize the both process and product improvement ideas brainstormed at this step in the DMAIC processDescribe some of the improvement tools used

28、 such as DOE, Waste Elimination, PFMEA, etc.Summarize the types of Mistake-Proofing controls used to control the variation over the long termDescribe any B/P changes, SPC Key Characteristics added, and Control Plans institutedDEFINEMEASUREANALYZEIMPROVECONTROL12345F/N=L:HSCOMPONENT UTILIZATION TEAMA

29、CE INTERNAL-EXTERNALPM & STANDARD WORKDMAIC Project Template.pptPage 8DEFINEMEASUREANALYZEIMPROVECONTROL12345ProblemDescribe here briefly the project PROBLEMF/N=L:HSCOMPONENT UTILIZATION TEAMACE INTERNAL-EXTERNALPM & STANDARD WORKDMAIC Project Template.pptPage 9DEFINEMEASUREANALYZEIMPROVECONTROL1234

30、5ObjectiveDescribe here briefly the project OBJECTIVE.You may show the top level metric chart herethat your team is trying to improve. What is the Team attempting to accomplish?F/N=L:HSCOMPONENT UTILIZATION TEAMACE INTERNAL-EXTERNALPM & STANDARD WORKDMAIC Project Template.pptPage 10DEFINEMEASUREANAL

31、YZEIMPROVECONTROL12345Project MandateOn this page put a copy of the Team Mandate thatis supported by management. Examples areCQE Project Contract Sheets, Passport JobTickets, and Supplier Investigation forms.COST OF QUALITY PROJECT CONTRACT(Details for Q-STARS entry)Q-STARS NO.:Business Unit/Enterpr

32、ise/Site Name:Air Management SystemsDate:6/12/02Client Requestor:Jack Strom, AMS Quality SupervisorProject Sponsor (May be Client Requestor):Dave Lewis, Operations Center ManagerProblem Statement:The Northrop F-18 Ejector is experiencing a 100% MRA rate and high level ofCustomer dissatisfaction due

33、to fit-up problems on the aircraft.Activity Scope/Mission:Perform a comprehensive process and product variation study utilizing theDMAIC approach. Incorporate needed process improvements. Initiateappropriate design changes based on follow-up Process Capability Study forimproved process.Goals & Expec

34、ted Results: Reduce 100% MRA rate to zero. Achieve total Customer satisfaction.Prior History of Problem: Ejectors not fitting up properly at Northrop. Ejectors are built to an HS designby United Tool & Die, of W. Hartford, CT. Lack of robustness in both UTD welding process and design ofproduct.Busin

35、ess MetricImpact:Customer escapes, SRR, MRA ticket generation, and Supplier PPM.(i.e. Cost Reduction, Customer Satisfaction, Schedule Jeopardy)Estimated Annual Savings: TBD Current estimate is between $80,000 and $150,000 one-year savings via costavoidance.Client Team Leader:J. StromClient Functiona

36、l Area Members Needed:Jack Strom (QE Supervisor), Chris Haddad (PE), Pete Teti(AQS), John Gaughan (AQS), Bob Kleza (Purchasing),Larry Tourigny (ME)(i.e., Design Eng., Buyer, Manufacturing Eng.)Central Quality/CQE Resource:Pete Teti and John Gaughan(AQS, IQA, SWQA, etc.)Estimated Expenses (Travel/Dir

37、ect Charge)Estimated Project Timeline:Approximately 3 months; ECD: 8/15/02Final Report Responsibility:Jack Strom and Pete Teti(TeamLeader/Functional Area Member)NOTE: DOCUMENT SAVINGS INTO UTC Q-STARS ON-LINE SYSTEMCONTRACT SIGNATURESClient:_ Jack StromQuality Authority/Manager:_ Bob CleverdonTeamLe

38、ader:_ Peter E. TetiBusiness Manager_ Dave LewisQuality/CQE Resource:_Pete TetiEngineering Manager(If needed)_F/N=L:HSDATAQUALITOCOST-OF-QUALITY PROJECTSEmbraer ERJ 170-190 Key Characteristics Project.docExtra InspectionWarrantyEscapesScrapReworkEngineering ChangesLong Cycle TimesExtra SetupsExpedit

39、ing CostsLost SalesLate Delivery ChargesLost Customer LoyaltyExcess InventoryNon - Visible5-8 % of SalesVisible2-3 % of SalesRepairRecurringService BulletinsRecurringEngineering NoticesNon-Contractual WarrantySupplier QualityLost CredibilityHidden?REQUEST FOR SUPPLIER CORRECTIVE ACTIONCORRECTIVE ACT

40、ION #:Please Check One: SUPPLIER NOTIFICATION _ SUPPLIER INVESTIGATION _MATERIAL REJECT NO.:PART NO.: 816731-1INITIATION DATE: 10/18/02SUPPLIER NAME: ParamountPHONE:FAX:SUPPLIER CONTACT:SUPPLIER E-MAIL ADDRESS:SUPPLIER CODE #:20481LOT DATE CODE:S/N:INITIATOR NAME & TEL #:David Avery 860-654-3738HS R

41、ESPONIBILITY FOR C/AAPPROVAL:Name & Tel #:Name & Tel #:Name & Tel #:Specification: (if applicable) Ref drawing HS 816731. bottom view shows hole into filter cavity. Currently the hole is pluggedsomewhere between the filter and the exiting hole. Suspect cavity is filled with braze.Problem Description

42、: F18 valves are failing performance testing. Filter pluggedNotes: All hardware will be screened on the assembly floor. paramount is to screen all hardware in house for this problem.Insert pictures & description of nonconformity below line.=Passage between filterand vent/sensing hole isplugged.Visua

43、lly, the filter screenappears to have a lot ofbraze present on thesurface.F/N=L:HSCOMPONENT UTILIZATION TEAMACE INTERNAL-EXTERNALPM & STANDARD WORKDMAIC Project Template.pptPage 11DEFINEMEASUREANALYZEIMPROVECONTROL12345Part Function Describe here briefly the FUNCTION of the part if applicable using

44、a bullet chart. Also include a picture of the unit. F/N=L:HSCOMPONENT UTILIZATION TEAMACE INTERNAL-EXTERNALPM & STANDARD WORKDMAIC Project Template.pptPage 12DEFINEMEASUREANALYZEIMPROVECONTROL12345Team Quality Engineers name Manufacturing Engineers name Design Engineers name Purchasing Buyers name S

45、upplier Contacts name Customer Contacts name etc.List below the names of the TEAM members and their corresponding functions: F/N=L:HSCOMPONENT UTILIZATION TEAMACE INTERNAL-EXTERNALPM & STANDARD WORKDMAIC Project Template.pptPage 13DEFINEMEASUREANALYZEIMPROVECONTROL12345MEASUREShow a picture of the p

46、art feature that you are measuring.Describe the measurement system employed to gather the data.Show examples of the data gathered from the process you are trying to improve.Show an example of the data collection sheet filled in or an Excel spreadsheet of the data.F/N=L:HSCOMPONENT UTILIZATION TEAMAC

47、E INTERNAL-EXTERNALPM & STANDARD WORKDMAIC Project Template.pptPage 14ANALYZEDEFINEMEASUREANALYZEIMPROVECONTROL12345List on this page charts of the measurements such as the following: Histograms (include Cp, Cpk, Pp, Ppk for variable data) Run or Control Charts to see trends and patterns Pareto Diag

48、rams that illustrate top turnbacks and/or defects to go after Statistical tests for accuracy or precision parameters etc.40030020010000.0750.0500.0250.000Individual and MR ChartObser.Individual ValueMean=0.03499UCL=0.05691LCL=0.013060.0450.0300.0150.000Mov.RangeR=0.008244UCL=0.02694LCL=0380370360Las

49、t 25 Observations0.0750.0500.0250.000Observation NumberValues0.070.02Capability PlotProcess ToleranceIIIIIIIISpecificationsWithinOverall0.080.040.00Normal Prob Plot0.080.040.00Capability HistogramWithinStDev:Cp:Cpk:0.00730891.140.68OverallStDev:Pp:Ppk:0.01091950.760.46Process Capability Sixpack for

50、.045 +/-.020 Dimension - 16 PlacesMinitab Analysis ExampleF/N=L:HSCOMPONENT UTILIZATION TEAMACE INTERNAL-EXTERNALPM & STANDARD WORKDMAIC Project Template.pptPage 15IMPROVEList bullets of each improvement idea being explored by the teamList bullets of each improvement idea completed by the teamList b