6SIGMA 6 SIGMA绿带培训 6SIGMA绿带介绍 P91.ppt

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1、6?绿绿 带带 介介 绍绍Introduction to 6?Green BeltContent1.6?Quality System-Why need2.6?-Overview3.6?-Methodology3.1.6?-Define3.2.6?-Measure3.3.6?-Analysis3.4.6?-Improve3.5.6?-Control4.Conclusion1.6?Quality System-Why need1.1.从产品饱受竞争威胁的观点从产品饱受竞争威胁的观点以美国为例，1975-1985年，日本挟其反向技术(Reversed Technology)优势，将其高质量的产品推向

2、美洲大陆，使得美国一向以经济与技术领先的盟主地位发生动摇。在1970-1989年间美国的市场占有率：电视机从50%降至2%收音机从50%降至2%汽车从78%降至28%复印机从90%降至20%照相机从90%降至5%钢铁从40%降至30%其结果造成美国贸易赤字每月高达80-100亿美元美国与日本制程能力之比较年代 美国 日本 制程能力 质量水平 制程能力 质量水平1970 0.67 2?1.00 3?1980初 4?1980中 4 5?1980末 1990初 Motorola6?方法：不合格率3.4PPM相当于 6?美国企业竞争力衰退的原因美国企业竞争力衰退的原因美国管理文化中含有不信任的气氛，这

3、种表现在严格的审核、管制、检查的管理制度上，无形造成过度的管理成本上涨。这种管理监督的作风，大体受到泰勒式科学管理影响的结果。日本经营之神松下幸之助在一次对美国企业界人士发表演说，提到：你们的公司经营是以泰勒法则为基础，更糟的是头脑皆已泰勒化，因此坚信正确的管理，应是管理者在一边，工人在另一边，一边的人只管思考，另一边的只管工作。给你们一句忠告：管理是执行者将观念转移到员工身上的一种艺术。因此美国开始检讨其质量，各种质量系统亦相继提出，其中包含6?质量系统。1.2.由需求的观点由需求的观点在70年代，产品达到2?便达到标准。在80年代，质量要求已提升至3?，但此标准美国会发生以下事件：每年有每

4、年有20,000次配错药事件次配错药事件每年有超过每年有超过15,000个婴儿出生时会个婴儿出生时会 被抛落地上被抛落地上每年平均有每年平均有9小时没有水、电、暖小时没有水、电、暖气供应气供应每星期有每星期有500宗做错手术事件宗做错手术事件虽然3?合格率已达到99.73%的水平，但相信各位对以上质量要求并不满意。所以有很多公司已要求6?的质量管理，其合格品率为99.99966%。在3?水平，由1000个零件组成的产品中，每15个产品中只有1个产品是好的。在6?水平则1000个产品却有996.6好的。传统以 百分率 水平作为设计质量水平，如今变更为以 百万分率(ppm)作为衡量质量的水平。1.

5、3.从成本的观点从成本的观点1.4.从时代趋势的观点从时代趋势的观点(1)時間經濟附加價值開端成長成熟衰退典型的產品生命週期1.4.从时代趋势的观点从时代趋势的观点(2)經濟附加價值大型電腦主機迷你電腦與微電腦個人電腦掌上型電腦、電子書網路電視、GPS、行動電話電腦晶片的生命週期1947 1985 1990 2000 1.4.从时代趋势的观点从时代趋势的观点(3)全球化與經濟附加價值農業時代工業時代資訊時代?時代時間與主要的技術時代6000BC 1760 1950 20001.5.从品管大师的观点从品管大师的观点J.M.Juran,1994年在美国质量管理学会年会会上说,“20世纪以生产力的世

6、纪加载史册,未来21世纪是质量的世纪”1.6.从策点管理的观点从策点管理的观点欲建立及维持组织竞争优势，效率、创欲建立及维持组织竞争优势，效率、创新、质量及顾客响应扮演着主要角色。新、质量及顾客响应扮演着主要角色。較佳的效率較佳的效率競爭優勢競爭優勢低成本低成本差異化差異化較佳的創新較佳的創新較佳的品質較佳的品質較佳的顧客回應較佳的顧客回應1.7.从近代质量系统的观点从近代质量系统的观点 ISO-9000Effectiveness:5 QS-9000Effectiveness:10 Malcolm Baldrige GuidelineEffectiveness:25 European Qual

7、ity AwardEffectiveness:30 TQMEffectiveness：35 6?-The Little QEffectiveness:50 The Ultimate 6?-The Big QEffectiveness:90(上述质量系统均于上述质量系统均于80年代末期开展出年代末期开展出)6?&The Ultimate 6?将是一趋势将是一趋势2.6?Overview6?,the way to create profit.SigmaImproveCustomer Satisfaction&Profits increaseDefectsDecreasecostsDecrease6

8、?History(1)Something must be wrong1975Motorola TV business failed due to poor profit and sold to a Japanese CompanyAssign corporate quality offices1980Corporate movement“Great Quality Awakening”program1981Focus on Quality and Total Customer Satisfaction(TCS)6?History(2)Establish Motorola Training&Ed

9、ucation Center1981Launch Quality System Review(QSR)program19825 years,10Quality improvement goal set6 theory and concept initialized1986Bill Smith&Mikel Harry presented the idea to CEO Galvin6?History(3)Quantitative Operation Quality Initiative1987Motorola Texas InstrumentBusiness-wide Strategic Man

10、agement1995Nokia,GE,Allied Signal,Hitachi,Panasonic,Sony,Whirlpool,Honeywell,Boeing,Dupont6?Innovation Modeling(3c-customer,competitor,company)(3e-excitation,employment,entertainment)(3p-product,process,person)Innovation BoxChange of Business Situation(3C)Object(3P)Method(3E)Purpose.Profit.Skill-UpT

11、he Many Aspects of 6?ToolSymbolMetricMethodValueGoalVisionBenchmarkPhilosophy6?as a Metric-The high level of sigma,the lower the probability of producing a defect.Spec.LimitTarget LimitSome Chanceof Defect 3 Spec.LimitTarget LimitMuch Less Chanceof Defect 6 6?as a Metric1691,5002308,537366,80746,210

12、523363.4(Shifted 1.5)From 3 process to 6 process:about 20,000 times improvement6 DPMO如何如何 6?导入导入一般来说，从3?到4?阶段，是企业可以自行改善的范围，但这样的质量标准并没有办法让企业变得很有竞争力；从从4?到到5?阶段，就必须找寻可以学习阶段，就必须找寻可以学习的标竿企业的标竿企业(Benchmarking)，当成比较，当成比较与学习的对象；而与学习的对象；而5?到到6?阶段时，质阶段时，质量就已经不是制造出来的，而是设计出量就已经不是制造出来的，而是设计出来的来的(DFSS-Design for

13、Six Sigma)。6?Activity6?activity is to find out critical factors to quality(CTQ)at customers point of view and to reduce the defects less than 3.4 DPMO(PPM).LSLUSL？DefectM6 in R&D6 in MFG.CompanyCustomerCustomerCTQVOCVOB6 3.4 DPMONew Std.3 66800 DPMOPast Std.How Do We Improve Process Capability?Incre

14、ase the tolerance?Decrease the spread or variation of the process?Shift the average by:?Centering the average if the spec.has two limits?Decrease or increase the average for spec.with one limitThe Cost Opportunity1.5 2 3 4 5 6 051015202530About 15%of Sales,Cost Opportunity on 3 CompanyCost of Failur

15、e(%of Sales)The Cost of Poor Quality(COPQ)Long Cycle Times,More Setups,Expediting Costs,Lost Sales,Engineering Change order,Overtime,Late delivery,Lost Opportunity,Lost Customer Loyalty,Excess InventoryRejects,Warranty,Inspection,Scrap,ReworkWho is Implementing 6?Motorola1987Texas Instrument1988ABB(

16、Asea Brown Boveri)1993Allied Signal1995General Electric1995Kodak1995Siemens,Nokia,Sony19976?Benefits(Case 1)-Motorola over 12 yrsIncrease productivity an average of 12.3%per yearReduced the cost of poor quality by more than 84%Eliminated 99.7%of in process defectsSave more than$11billion in manufact

17、uring costRealized an average annual compounded growth rate of 17%in earnings6?Benefits(Case 2)General Electric(Million Dollars)Cost Profit1996240,2001997400,7001998450,12001999520,25202000600,30006?Benefits(Case 3)Texas InstrumentsBefore(1988)After(1993)COPQ30%7%DPMO1040009000Scrap$3M$0.3MYield84.5

18、%98.9%Cycle Time(Week)114Inventory Cost$3.9M$1.1MThe Focus of 6?If we are perfectly control X,should we constantly test and inspect Y?Y=f(X)YX1X2X3X4X1、X2、XnIndependentInput-ProcessCauseProblemControlYDependentOutputEffectSymptomMonitor6?is Applying Overall Business SystemR&D6 Trans-actionMfgDesign

19、SSManufacturing SSTransactional SS6?MethodologyMeasureAnalyzeDesignVerifyMeasureAnalyzeImproveControlDefineTranslateYNNew Process/Product?Achievable Goal?NYWhat is different with 6?Traditional Quality6 Central OrganizedNot Formal Structure for Tool ApplicationLack of Support in using ToolsLack of St

20、ructured TrainingInspect Quality in(Focus on“Y”)Black Belt Report Directly Into FunctionStructured Use of Statistical Tools to Aid Problem SolvingData-Based DecisionsStructured Training in Applied StatisticsControl Process Input(Xs)6?Organization 6 OrganizationExecutive Project Selection and Support

21、6 Technical Lead6 Coach Project&BB6 Project Team Lead6 Project Team MemberAll staffs(6 overview)ChampionMaster Black Belt(MBB)Black Belt(BB)Green Belt(GB)White Belt(WB)3.6?Methodology5 Stage of DMADV and New Tools-Design For Six Sigma(DFSS)-Black Belt5 Stage of DMAIC methodology-Green Belt3.1.DMAIC

22、Methodology5 Stages DMAIC Methodology and Statistical ToolsPhase:DefineSteps;Work Breakdown&ToolD1 Validate Business Opportunity;3C Analysis,Identify Customer,Cost/Effect AnalysisD2 Define Customer Requirement;VOC,VOB,QFDD3 Project Planning;Project Team,Project Charter,COPQDefine Steps(1)VisionBusin

23、ess StrategyBig Y(CTQ)Small y-Project(Goal,Scope,Performance Index)Define Steps(2-1)Vision:最具竞争力的企业最具竞争力的企业(GE)Strategy-The Three Circle(GE)核心事業核心事業照明照明大型家電大型家電馬達馬達高科技事業高科技事業醫療系統醫療系統工業電子工業電子航太航太服務事業服務事業信用公司信用公司資訊服務資訊服務核能服務核能服務Define Steps(2-2)-The Three Circle(GE)Jack Welch(GES CEO)画三个圆圈：核画三个圆圈：核心、高

24、科技与服务。心、高科技与服务。GE公司未来都要在公司未来都要在其中一个圆圈内。公司任何人不再任一其中一个圆圈内。公司任何人不再任一个圆圈内者，未来将会被解雇。圆圈外个圆圈内者，未来将会被解雇。圆圈外的的事业将被整顿、关闭或出售。三个的的事业将被整顿、关闭或出售。三个圆圈的策略让圆圈的策略让GE公司找到焦点，不再是公司找到焦点，不再是集团集团(似乎什么都做似乎什么都做)。Define Steps(3)Select TargetProduct/ServiceAnalysis BusinessProcessAnalysis Core ProcessIdentifyCustomerListen to

25、VOCSpecify CustomerRequirementSelect CTQ(Big Y)Specify CTQ(Small Y)Evaluate PotentialProjectsSelect Project&Build Effective TeamDefine Steps(4)CTQ-Critical to Quality只只要要是是顾顾客客要要求求的的，就就是是关关键键质质量量(CTQ)。亦亦称称为为重重要要成成果果、特特殊殊限限制制或或流流程程的的Y变变量量。CTQ系系任任何何会会直直接接影影响响顾顾客客对对产产品品/服服务务质质量量观观感感之之因因素素。顾顾客客在在乎乎的的事事，

26、就就是是企企业业或或组组织织在在乎乎的的事事。新新点点子子要要采采纳纳外外部部观观点点(Outside-in Perspective)，即即从从顾客的眼光来看企业或组织的一切。顾客的眼光来看企业或组织的一切。3.2.DMAIC Methodology5 Stages DMAIC Methodology and Statistical ToolsPhase:Measure Steps;Work Breakdown&ToolM1 Specify Project;CTQ Tree,Process Map,Performance IndexM2 Assess Measurement System;Me

27、asurement System Analysis,Gage R&RM3 Identify Sigma Level;Graph Analysis,Capability Analysis,Confidence IntervalM1 Specify ProjectM1 step covers the followings:CTQ BreakdownDefine ScopeProcess MappingPareto AnalysisDefine performance index and specificationsThe success of any 6?activities relies mos

28、tly on the CTQ definition and selectionDefine Performance IndexCustomer RequirementsInternal ProcessImprovedProcessCustomer SatisfactionIndex of current levelIndex of improved levelPerform project for improvement ClearQuantifiableSimpleExample of Performance IndexYieldCycle timeDefect rateMachine fa

29、ilure rateCustomer stand-by hoursNumber of invoice errorsElapse Time from loan application to money transfer to the customer accountHours taken from receiving order to delivery to the customerM2 Measurement System AnalysisM2 step covers the followings:Statistic fundamentalsSampling planData collecti

30、on planVariation of measurement systemGage R&R studyImprovement of measurement systemWithout accurate measure,cant identify any symptom of problem6?MetricsData TypeStatistic measurement dataComparison to specificationZ-valueDiscrete DataContinuousDataDefect unit opportunity(DPMO)Average,Standard var

31、iation,ShapeSPECZ-valueSigma calculationDefinition of DPMO terminologyDPU:Defect per Unit(Defect:Anything that results in customer dissatisfaction;Anything that results in nonconformance)DPO:Defect per OpportunityDPMO:Defect per Million OpportunitiesExample of Sigma calculation:Discrete DataCase(1):

32、Over the last several years,you have collected data on trips to the airport.Of the 100 trips sampled,you have missed only 5 flights.If you indicate this situation as Sigma level,what will it be?Sol.DPU=DPO=5/100=0.05 1-0.05=0.95,Z=1.65?level=Z+1.5=1.65+1.5=3.15书签Case(2).An accounting term conducted

33、an internal audit for the financial report of year 2001 and they observed 25 nonconforming record.There were 2 steps of probable incorrect entry identified in the process and the total observation was 25,000 records?Sol.DPU=25/25000,DPO=25/(2*25000)=0.002,DPMO=0.002*106=20001-0.002=0.998,Z=2.878?lev

34、el=Z+1.5=2.878+1.5=4.378Example of Sigma calculation:Continuous Data(1)1 MeanMedianMode 70 80 90 100 110 120 130+-Normal Distribution with mean=100 and std.=10Continuous Data(2)(1)Mathematical Model；(2)Continuous；(3)Smooth；(4)Symmetrical;(5)Tail asymptotic to X-axis；(6)Bell shaped；(7)Mean=Median=Mod

35、e(8)Total area under curve=1(1)The normal distribution has the following properties.68.27%of the data fall within?1?95.45%of the data fall within?2?99.73%of the data fall within?3?(2)In order to assess the quality of the process,we must compare the process characteristics(via the location,spread and

36、 shape)to the specification limits and targeted value.Continuous Data(3)Standardization of Normal DistributionThe Sigma of a Process is the number of standard deviation between the mean and the Specification Limits.1 Z=(X-)/No.of standard deviationUSLSigma of the process Z=4.5Measurement System and

37、Measurement Error(1)Measurement system is viewing as a process.Sources of variation:5M1EValidate possible sources of variation in the measurement processVariation in measurementSystemMeasurement System and Measurement Error(2)Averagem(Total)=m(Product)+m(Measurement)Variabilitys2(Total)=s2 (Product)

38、+s2(Measurement)Deflection of measurement system(To be decided by calibration)Variation of measurement system(To be decided by R&R assessment)Process VarianceObserved Process VariationActual Process VariationMeasurement VariationLong term process variationShort term process variationVariation within

39、 a sampleVariation due to operatorsVariation due to gageReproducibilityLinearityStabilityRepeatabilityAccuracyGage R&R AnalysisTypes of Gage R&R Analysis MethodologyX bar-R MethodANOVATypes of Variation estimation by the Gage R&REquipment Variation:EVAppraiser(Operator):AVGR&R Decision and Improveme

40、nt DirectionGage R&R Decision Criteria%GR&R?10%(Good measurement system)10%?%GR&R?30%(May be used)%GR&R?30%(Can not used)Gage improvement directionFor repeatability error?reproducibility error(Need to taken an action to operator)For reproducibility error?repeatability error(Need to taken an action t

41、o gage)M3 Identify Sigma LevelM3 step covers the followings:Data stratificationGraphical cause eliminationUnderstand product capability and product performanceCalculate current sigma levelGraphical AnalysisRun ChartScatter DiagramBox PlotHistogramChanges to the process may be more easily recognized

42、graphically than tabularly.Understanding VariationWhat is Variation?Different outcome of a process or result of a product or serviceMeasurement index scattered from center valueVariation will be appeared in every process and the target of improvement is to reduce its variationsWhy a variation might

43、be occurred?By a common cause By a special cause 5M1EWhat impacts will be happened if a variation become big?Can not predict/forecast outcomesOccur re-inspection and/or reworkDelay schedule Increase customer dissatisfactionShort-Term/Long-Term RelationshipsInherent Capability of the Process-Short Te

44、rm CapabilitySustained Performance of the Process-Long Term PerformanceOver time,a“typical”process will shift and drift by approximately 1.5?Product Capability(Cp)Cp=|USL-LSL|/6?st；Zst=3 CpCapability Index(Cpk)Cpu=min(Cpu,Cpl)，Where Cpu=(USL-?)/3?st；Cpl=(?-LSL)/3?st；Zst=3 CpkPerformance Index(Cpk)Cp

45、k=min(Cpu,Cpl)，Where Cpu=(USL-?)/3?lt；Cpl=(?-LSL)/3?lt；Zst=3 Cpk3.3.DMAIC Methodology5 Stages DMAIC Methodology and Statistical ToolsPhase:Analysis Steps;Work Breakdown&ToolA1 Set up Improvement Goal;Benchmarking,Entitlement,KANOA2 Identify Potential Causes;Pareto,Brainstorming,Cause&Effect Diagram,

46、Logic TreeA3 Verify Potential Causes;Regression,Hypothesis Test,ANVOA,Multi-Vari AnalysisA1 Set Up Improvement GoalIn M3 the current product capabilities were defined.Step A1 provides the tools to define performance objectives.The purpose is to set objective to establish a balance between improving

47、customer satisfaction and available resources.A1 step covers following topics:Establish performance goalsAssess short-term and long-term sigma in terms of measurement benefits(decrease in COPQ,increase in revenue)Determine improvement direction by the gap analysis between goal and current levelPaths

48、 to Performance GoalsPerformanceGoalsProcess Improvement(Entitlement)Process Change(Breakthrough)BaselineProcess MeasurementBenchmarking-Why Benchmark(1)?InnovationContinuous ImprovementBreakthrough ImprovementContinuous ImprovementTimePerformanceBenchmarking-Why Benchmark(2)?Develop and Improvement

49、 Strategic GoalsEstablish actionable objectivesProvide sense of urgencyEncourage breakthrough thinkingCreate a better understanding of your industryA2 Identify Potential CausesFinding main independent variables,and making the listY=f(X)ObjectMake list of potential independent variables for changing&

50、improving Y value methodsBrainstorming Cause&Effect DiagramMulti-voting Logic TreeCause&Effect DiagramVariation in measurementSystemA3 Verify Potential CausesOverviewIn step A3,setting a possible priority as to their importance to the potential variables(Xs)identified in step A2PurposeGeneral a list