改善企业质量流程管理的技术 13_SixSigmaDesign(六西格玛设计).ppt

《改善企业质量流程管理的技术 13_SixSigmaDesign(六西格玛设计).ppt》由会员分享，可在线阅读，更多相关《改善企业质量流程管理的技术 13_SixSigmaDesign(六西格玛设计).ppt（32页珍藏版）》请在淘文阁 - 分享文档赚钱的网站上搜索。

1、Design for Six SigmaProduct Design Process(PDP)Core Product&Technology Development(TD)PACProduct Application(PA)PACProduct Application(PA)PACProduct Application(PA)PACsPresidentVP Eng.VP Ops.VP Mktg.Regional or Product Line VPsVP FinanceVP QualityRegional or Product Line VPDir.Eng.Plant Mgr.QualityF

2、inanceCore TeamLeaderProcess ExpertSupply Base Manage-mentManufacturingEngineeringMarketingQuality23Core Teams1Structured Development4Development Tools&TechniquesPhaseReviewsChampion Training1Six Sigma Champion Training What now!Suppose:Our products are at approximately 3.5 sigma(short term)quality

3、level today Our development cycle-times are estimated to be 30-50%longer than Best-in-class performance Engineering spends approximately 40%of its time supporting current products,20%of which is Design rework Our customer satisfaction index is below our targetHYPOTHETICAL Scenario2Six Sigma Champion

4、 Training 1.Design Quality2.Development Process3.Performance Metrics4.Technical SkillsProduct Design addresses four key aspects:3Six Sigma Champion Training Product Design Process(PDP)Core Product&Technology Development(TD)PACProduct Application(PA)PACProduct Application(PA)PACProduct Application(PA

5、)PACsPresident VP Eng.VP Ops.VP Mktg.Regional or Product Line VPsVP FinanceVP QualityRegional or Product Line VPDir.Eng.Plant Mgr.QualityFinanceCore TeamLeaderProcess ExpertSupply Base Manage-mentManufacturingEngineeringMarketingQuality23Core Teams1Structured Development4Development Tools&Techniques

6、PhaseReviewsBreakthrough Strategy is a Process to DELIVER products and services which satisfy(delights)customers quickly at low cost Process to DEVELOP products and services which satisfy(delights)customers quickly at low cost4Six Sigma Champion Training Product Design Process(PDP)Core Product&Techn

7、ology Development(TD)PACProduct Application(PA)PACProduct Application(PA)PACProduct Application(PA)PACsPresidentVP Eng.VP Ops.VP Mktg.Regional or Product Line VPsVP FinanceVP QualityRegional or Product Line VPDir.Eng.Plant Mgr.QualityFinanceCore TeamLeaderProcess ExpertSupply Base Manage-mentManufac

8、turingEngineeringMarketingQuality23Core Teams1Structured Development4Development Tools&TechniquesPhaseReviewsLessons learned from Six Sigma projectsHigher sigma levels at product launchHow Design for Six Sigma works to create a“Virtuous Cycle”to drive continuous improvements5Six Sigma Champion Train

9、ing What is Design for Six Sigma?An integrated,balanced approach to product development that involves all functional groups,and levels within the business unitProvides greater customer focusImproves predictability of,and reduces product development cycle-timesReduces post launch support requirements

10、 by increasing design qualityEnables senior management to better manage product development projectsFocuses product development teams on what really needs to be doneMeets ISO-9000 documentation requirementsa world-class product development process6Six Sigma Champion Training 1.Structured Development

11、2.Phase Reviews3.Core Teams4.Development Tools and TechniquesThe Product Design ProcessThe Product Design Process includes four key project management elements and achieves cross-functional integration for product development projects.7Six Sigma Champion Training Core Product&Technology Development

12、Phase 1-Product Idea Innovation Phase 2-Concept Planning Phase 3-Proof of Concept Phase 4-Technology Transition Product Application Phase 5-Customer Request Evaluation Phase 6-Design Customization Phase 7-Validation Current Product Support Phase 8-Production Build Phase 9-On-going Support1.Structure

13、d Development Process8Six Sigma Champion Training PhaseReviewPhaseReviewConceptReviewPhaseReviewDesignReviewPhaseReviewDecision toPrepareQuotationPhaseReview(Job 1)ProgramClose-outReviewLaunchReadinessReviewPhaseReviewDwgRelease&CustomerApprovalProduct ApplicationCore Product&Technology DevelopmentP

14、hase 1Product IdeaInnovationPhase 2ConceptPlanningPhase 3Proof of ConceptPhase 4TechnologyTransitionPhase 5Product OpportunityEvaluationPhase 6DesignCustomizationPhase 7ValidationPhase 8ProductionBuildPhase 9On-goingSupportContractAwardCurrent Product SupportTransitionPlanPre-ScreenDevelopBusinessPr

15、oposalDevelopBusinessPlanDevelopDesignAlternativesDevelopDesign/ProcessConceptsUpdateBusinessPlanBuild Proof-of-ConceptSamplesProof-of-ConceptTestAssess Manufacture-abilityPrototypeToolingDevelopmentManufacturePrototypeParts Design/ProcessVerification TestManufacturingand SourcingPlanDetailedDesignU

16、pdateBusinessPlanPrepareProgramPlanPrepareQuotation ProductChange Request Evaluation UpdateProgramPlanSystem Specand ApplicationDesignManufacturePrototypesDesignValidationTestingManufacturingand SupplierCapabilitiesDevelop andOrder Tools andEquipmentUpdateProgramPlanPre-ProductionBuildProductionVali

17、dationTestingProduction&Supply BaseReadiness ProductionLaunch SupportClose-outProgram PlanProductIssueResolutionPhaseReviewProof-of-Concept Design Customer ServiceReadiness ContinuousProduct/Process ImprovementSupport SuppliersProduct ApplicationThe Structured Development Process is the roadmap9Six

18、Sigma Champion Training PresidentVP MarketingVP FinanceVP QualityVP Ops.VP Eng.VPMatl.Mgmt.Core Product&Technology Development(TD)PACs VP Product LineDirector MarketingDirector FinanceDirector QualityDirector Ops.Director Eng.DirectorMatl.Mgmt.Product Application(PA)PACsPhase Reviews are key BUSINES

19、S decision points of a product development project.2.Phase Reviews10Six Sigma Champion Training Assure that projects are well planned and on track Establish team“contract”for the next Phase;including risk and capital Resolve inter-project conflicts Enforce use of the standard development process Eff

20、ectively manage the portfolio of development projects Balance resources across projects based on priorities Authorize new projects Set clear and consistent strategies Establish and maintain the product line vision Ensure consistency between strategy and projects in the pipeline Make Go,No Go and Red

21、irect decisions at the conclusion of each PhasePhase Reviews Cont.11Six Sigma Champion Training Allows management to decide if technology development projects should proceed to the next phase of development based on agreed product strategy and business objectivesEnsure that product applications are

22、meeting the agreed upon customer(performance,schedule,volume)and business commitments(margin,quality)PresidentVP MarketingVP FinanceVP QualityVP Ops.VP Eng.VPMatl.Mgmt.Core Product&Technology Development(TD)PACs VP Product LineDirector MarketingDirector FinanceDirector QualityDirector Ops.Director E

23、ng.DirectorMatl.Mgmt.Product Application(PA)PACsPhase Reviews are conducted with one of two types of Senior Management Product Approval Committees(PACs)12Six Sigma Champion Training Does this technology project continue to fit the Companies product strategy?PACs and Core team make Go,No Go,or Redire

24、ct decisions at the conclusion of each Phase Review PACs and Core Teams use Phase Review Exit Criteria Questions to ensure projects are really ready to move to the next Phase13Six Sigma Champion Training Cross-functional participation and differing levels of involvement characterize Core Teams for T

25、echnology Development(TD)and Product Application(PA)projects.3.Core Teams14Six Sigma Champion Training Core Team SupportPAC Sponsor-PAC member available for consultation and adviseLegal-Patent search,patent review,patent filings,key contract negotiationsH.R.-Objective setting,Performance evaluation,

26、training,personnel policiesIS&S-System supportQualityOperationsEnterpriseEngineeringSupply Base ManagementProduct Development Process ExpertCore Team LeaderFinanceCore Teams Cont.15Six Sigma Champion Training Core Teams are expected to drive their Technology Development(TD)and Product Application(PA

27、)projectsCustomize the Core Team membership model to best fit their projectDevelop and update their projects business justification for each Phase ReviewProvide project alternatives and recommendations at Phase ReviewsManage all aspects of their project to complete each phase within the projects“con

28、tract”Convene an interim Phase Review if the project goes outside the“contract”boundariesGood Core Team leadership is the key to Core Team success16Six Sigma Champion Training 4.Development Tools and TechniquesBusiness PlanPEP on-line project planning templates Transition PlanManufacturing and Sourc

29、ing PlanFinancial Analysis ModelProduct RequirementsPhase Review Presentation Templates QFD type toolProgram PlanProduct Change Tracking&Control System -Project Justification and Tracking Sheet -Project Tracking DatabaseCAD and solid modelingProduct ScorecardMS ProjectDFMEA&PFMEAProject Book-Quality

30、 Plan-Project TrackingFEA(as appropriate)DOE(as appropriate)DFM/A(as appropriate)Testing simulator(as appropriate)Traditional Design ToolsDfSS Specific ToolsSupporting Information Systems(Infrastructure)Design Reuse DatabaseLab Test RequestPDP on-line toolCustomer Issue Tracking SystemProduct Opport

31、unity Tracking SystemOthers?17Six Sigma Champion Training PDP is organized into hierarchical levels;to guide the timing and depth of participant involvementPhases9DefinedStepsTasksHundredsActivitiesThousandsSeniorManagersFunctional ManagersCore TeamLeadersCore Team MembersIndividual ContributorsExpe

32、cted Participation18Six Sigma Champion Training SummaryWhat is Design for Six Sigma?l Its an integrated,balanced approach to product development.l It is the process a company adopts to improve and enhance the processes to bring new products to the market faster and with higher quality.19Six Sigma Ch

33、ampion Training Summary(Cont.)How does DFSS work?l It is a three-tier process combining:-Core&Technology Development-Product Application-Current Product Support.l There are nine phases in the Process,each supported with phase reviews.l Phase reviews assess product development along the way and elimi

34、nate problems early on.20Six Sigma Champion Training Summary(Cont.)Core Product&Technology DevelopmentProduct IdeaConceptProof ofTechnologyInnovationPlanningConceptTransitionCustomer RequestDesignEvaluationCustomizationValidationProduct ApplicationCurrent Product SupportProductionOn-goingBuildSuppor

35、t21Six Sigma Champion Training Contains Four Elements:1.Part Sigma2.Process Sigma3.Performance Sigma4.Product SigmaThe Product Scorecard22Six Sigma Champion Training Core Product&Technology DevelopmentProduct IdeaConceptProof ofTechnologyInnovationPlanningConceptTransitionCustomer RequestDesignEvalu

36、ationCustomizationValidationProduct ApplicationCurrent Product SupportProductionOn-goingBuildSupportWe begin roughing out the Product Scorecard during the“Proof of Concept”phaseAnd continually update at each subsequent phase.How does“Product Scorecard”fit within the overall Product Design Process23S

37、ix Sigma Champion Training Product Scorecard and the Traditional Cost Bill of Materials$Cost bill of materials$/part$/operationTOTAL COST$Product Scorecard DPMOs(Defects per million opportunities)TOTAL SIGMA s sEffective companies achieve products featuring High Sigmas and Low Cost.24Six Sigma Champ

38、ion Training Using the Product Scorecard with the Breakthrough StrategyPRODUCT IMPROVEMENTPLANCURRENT PRODUCTSNEW PRODUCTSNOYESNOYESYESUSE SIX SIGMA SCORECARDP.D.P.PREPARE LIST OFPRODUCTSIS PRODUCTLESS THAN 5.0SIGMA?PREPAREIMPROVEMENT PLANIS PRODUCTBELOW TARGETMARGINFILL OUT PRODUCTSCORECARDIS PRODU

39、CTGREATER THAN 5.0SIGMA?CONTINUE TOWARDNEXT PHASE DETERMINE WEAK SPOT(S)IMPLEMENT COR-RECTIVE ACTIONS BEFORE GOING TO NEXT PHASEGO TO NEXTPRODUCT LINENO25Six Sigma Champion Training A list of key customer Characteristics/requirements -from contract -from a product FMEA -from test requirements Produc

40、t measurements against those characteristics/requirements -test data -simulation data -past product dataFilling Out the Performance WorksheetWhat Information Do You Need?26Six Sigma Champion Training All customer key requirements should be listed (some translation to engineering terms may be require

41、d)Other potential performance parameters to add are those tested during qualification or checked during production All data used is assumed to be long term,if short term data is all that is available the appropriate conversions must be madePerformance Worksheet Ground Rules27Six Sigma Champion Train

42、ing All of the products with individual worksheetsTotal DPU and Opportunity Count from each worksheetSigma Value for Part,Process,Performance and ProductFinal Product Scorecard28Six Sigma Champion Training Pareto Chart of part numbers with highest DPUs Which part has the highest DPU impact?Which sup

43、plier has the highest DPU impact?-Is there another supplier?Sort total DPU across programs by supplier Total part count/total line item count(Are we using DFM principles?)Can you design out high DPU parts?Use data for make/buy decisions?Parts Analysis29Six Sigma Champion Training Which process step

44、contributes most to the product DPU level?Can the process be improved?Is there an alternate process/technology?Would capital expenditures help?Can the need for the process be designed out?Is there a part/process interaction causing the defects to occur?Process Analysis30Six Sigma Champion Training T

45、est different design options using a Z score approach Make business decisions based on cost and predicted defect rate -Are we over/under designing What type of test/measurement equipment is required to evaluate a given parameter Use designed experiments to improve a particular output by understandin

46、g Y=F(X)Performance Analysis31Six Sigma Champion Training DPMO-Defects per million opportunitiesDPU-Defects per Unit TDU-Total defects per unitNORMSINV-An Excel function returns the Z value associated with a given tail area probabilityNORMSDIST-An Excel function returns the defect probability given

47、a Z valueEXP-The value e raised to a power;Yield=e-DPUAvg.Sigma-The Z or Sigma value obtained by dividing the Total Defects per Unit by the Number of OpportunitiesFirst Time Sigma-The Z or Sigma value obtained using the Total Defect level as in First Time YieldSome Definitions32Six Sigma Champion Training