6SIGMA绿带介绍(PPT 91页).pptx

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1、6 綠綠 帶帶 介介 紹紹Introduction to 6 Green Belt 1Content1.6 Quality System-Why need2.6 -Overview3.6 -Methodology3.1.6 -Define3.2.6 -Measure3.3.6 -Analysis3.4.6 -Improve3.5.6 -Control4.Conclusion21.6 Quality System-Why need1.1.從產品飽受競爭威脅的觀點從產品飽受競爭威脅的觀點以美國為例，1975-1985年，挾其反反向技術向技術Reversed Technology優勢，將其高品質的產

2、品推向美洲大陸，使得美國一向以經濟與技術領先的盟主地位發生動搖。3在1970-1989年間美國的市場佔有率：電視機從50%降至2%收音機從50%降至2%汽車從78%降至28%影印機從90%降至20%照相機從90%降至5%鋼鐵從40%降至30%其結果造成美國貿易赤字每月高達80-100億美元4美國與 製程能力之比較年代 美國 製程能力 品質水準 製程能力 品質水準1970 0.67 2 1.00 31980初 41980中 4 51980末 1990初 Motorola 6方法：不合格率3.4PPM 相當於 65美國企業競爭力衰退的原因美國企業競爭力衰退的原因美國管理文化中含有不不信信任任的的氣

3、氣氛氛，這種表現在嚴格的審核、管制、檢查的管理制度上，無形造成過度的管理成本上漲。這種管理監督的作風，大體受到泰勒式科學管理泰勒式科學管理影響的結果。6 經營之神松下幸之助在一次對美國企業界人士發表演說，提到：你們的公司經營是以泰勒法則為基礎，更糟的是頭腦皆已泰勒化，因此堅信正確的管理，應是管理者在一邊，工人在另一邊，一邊的人只管思考，另一邊的只管工作。給你們一句忠告：管理是執行者將觀管理是執行者將觀念轉移到員工身上的一種藝術念轉移到員工身上的一種藝術。因此美國開始檢討其品質，各種品質系統亦相繼提出，其中包含6 品質系統品質系統。71.2.由需求的觀點由需求的觀點在70年代，產品達到2 便達到

4、標準。在80年代，品質要求已提升至3 ，但此標準美國會發生以下事件：每年有每年有20,000次配錯藥事件次配錯藥事件每年有超過每年有超過15,000個嬰兒出生時會個嬰兒出生時會 被拋落地上被拋落地上每年平均有每年平均有9小時沒有水、電、暖小時沒有水、電、暖氣供應氣供應每星期有每星期有500宗做錯手術事件宗做錯手術事件8雖然3 合格率已達到99.73%的水平，但相信各位對以上品質要求並不滿意。所以有很多公司已要求6 的品質管理，其合格品率為99.99966%。在3 水準，由由1000個零件組成的產品中，個零件組成的產品中，每每15個產品中只有個產品中只有1個產品是好的。在個產品是好的。在6 水準

5、則水準則1000個產品卻有個產品卻有996.6好的。好的。傳統以 百百分分率率 水準作為設計品質水準，如今變更為以 百百萬萬分分率率 ppm作為衡量品質的水準。91.3.從成本的觀點從成本的觀點101.4.從時代趨勢的觀點從時代趨勢的觀點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111.4.從時代趨勢的觀點從時代趨勢的觀點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 121.4.從時代趨勢的觀點從時代趨勢的觀點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

6、代6000BC 1760 1950 2000131.5.從品管大師的觀點從品管大師的觀點J.M.Juran,1994年在美國品質管理學會年會會上說,“20世紀以生產力的世紀載入世紀以生產力的世紀載入史冊史冊,未來未來21世紀是品質的世紀世紀是品質的世紀141.6.從策點管理的觀點從策點管理的觀點欲建立及維持組織競爭優勢，效率、創欲建立及維持組織競爭優勢，效率、創新、新、品質品質及顧客回應扮演著主要角色。及顧客回應扮演著主要角色。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151.7.從近代品質系統的觀點從近代品

7、質系統的觀點 ISO-9000Effectiveness:5 QS-9000Effectiveness:10 Malcolm Baldrige Guideline Effectiveness:25 European Quality Award Effectiveness:3016 TQMEffectiveness：35 6 -The Little QEffectiveness:50 The Ultimate 6 -The Big QEffectiveness:90 上述品質系統均於上述品質系統均於80年代末期開展出年代末期開展出 6&The Ultimate 6 將是一趨勢將是一趨勢172.6

8、 Overview6 ,the way to create profit.SigmaImproveCustomer Satisfaction&Profits increaseDefectsDecreasecostsDecrease18 6 History 1Something must be wrong1975Motorola TV business failed due to poor profit and sold to a Japanese CompanyAssign corporate quality offices1980Corporate movement“Great Qualit

9、y Awakening”program1981Focus on Quality and Total Customer Satisfaction(TCS)19 6 History 2Establish Motorola Training&Education Center1981Launch Quality System Review(QSR)program19825 years,10Quality improvement goal set6 theory and concept initialized1986Bill Smith&Mikel Harry presented the idea to

10、 CEO Galvin20 6 History 3Quantitative Operation Quality Initiative1987Motorola Texas InstrumentBusiness-wide Strategic Management1995Nokia,GE,Allied Signal,Hitachi,Panasonic,Sony,Whirlpool,Honeywell,Boeing,Dupont216 Innovation Modeling3c-customer,petitor,pany3e-excitation,employment,entertainment3p-

11、product,process,personInnovation BoxChange of Business Situation(3C)Object(3P)Method(3E)Purpose.Profit.Skill-Up22The Many Aspects of 6 ToolSymbolMetricMethodValueGoalVisionBenchmarkPhilosophy236 as a Metric-The high level of sigma,the lower the probability of producing a defect.Spec.LimitTarget Limi

12、tSome Chanceof Defect 3 Spec.LimitTarget LimitMuch Less Chanceof Defect 6 246 as a Metric1691,5002308,537366,80746,210523363.4(Shifted 1.5)From 3 process to 6 process:about 20,000 times improvement6 DPMO25如何如何 6 導入導入一般來說，從從3 到到4 階段階段，是企業可以自行改善的範圍以自行改善的範圍，但這樣的品質標準並沒有辦法讓企業變得很有競爭力；從從4 到到5 階段階段，就必須找尋可以學

13、習學習的標竿企業的標竿企業Benchmarking，當成比較與學習的對象；而而5 到到6 階段時，階段時，品質就已經不是製造出來的，而是設計品質就已經不是製造出來的，而是設計出來的出來的DFSS-Design for Six Sigma。266 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 DPMOPPM.LSLUSL？DefectM6 in R&D6 in MFG.Compa

14、nyCustomerCustomerCTQVOCVOB6 3.4 DPMONew Std.3 66800 DPMOPast Std.27How Do We Improve Process Capability?Increase 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 lim

15、it28The Cost Opportunity1.5 2 3 4 5 6 051015202530About 15%of Sales,Cost Opportunity on 3 CompanyCost of Failure(%of Sales)29The Cost of Poor Quality COPQLong Cycle Times,More Setups,Expediting Costs,Lost Sales,Engineering Change order,Overtime,Late delivery,Lost Opportunity,Lost Customer Loyalty,Ex

16、cess InventoryRejects,Warranty,Inspection,Scrap,Rework30Who is Implementing 6 Motorola1987Texas Instrument1988ABB Asea Brown Boveri1993Allied Signal1995General Electric1995Kodak1995Siemens,Nokia,Sony1997 316 BenefitsCase 1-Motorola over 12 yrsIncrease productivity an average of 12.3%per yearReduced

17、the cost of poor quality by more than 84%Eliminated 99.7%of in process defectsSave more than$11billion in manufacturing costRealized an average annual pounded growth rate of 17%in earnings326 BenefitsCase 2General Electric(Million Dollars)Cost Profit1996240,2001997400,7001998450,12001999520,25202000

18、600,3000336 Benefits Case 3Texas InstrumentsBefore 1988After 1993COPQ30%7%DPMO1040009000Scrap$3M$0.3MYield84.5%98.9%Cycle Time Week114Inventory Cost$3.9M$1.1M34The Focus of 6 If we are perfectly control X,should we constantly test and inspect Y?Y=f(X)YX1X2X3X4X1、X2、XnIndependentInput-ProcessCausePro

19、blemControlYDependentOutputEffectSymptomMonitor356 is Applying Overall Business SystemR&D6 Trans-actionMfgDesign SSManufacturing SSTransactional SS366 MethodologyMeasureAnalyzeDesignVerifyMeasureAnalyzeImproveControlDefineTranslateYNNew Process/Product?Achievable Goal?NY37What is different with 6 Tr

20、aditional Quality6 Central OrganizedNot Formal Structure for Tool ApplicationLack of Support in using ToolsLack of Structured TrainingInspect Quality in(Focus on“Y”)Black Belt Report Directly Into FunctionStructured Use of Statistical Tools to Aid Problem SolvingData-Based DecisionsStructured Traini

21、ng in Applied StatisticsControl Process Input(Xs)38 6 Organization 6 OrganizationExecutive Project Selection and Support6 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)393.6 Method

22、ology5 Stage of DMADV and New Tools-Design For Six Sigma DFSS-Black Belt5 Stage of DMAIC methodology-Green Belt403.1.DMAIC Methodology5 Stages DMAIC Methodology and Statistical ToolsPhase:DefineSteps;Work Breakdown&ToolD1 Validate Business Opportunity;3C Analysis,Identify Customer,Cost/Effect Analys

23、isD2 Define Customer Requirement;VOC,VOB,QFDD3 Project Planning;Project Team,Project Charter,COPQ41Define Steps 1VisionBusiness StrategyBig Y(CTQ)Small y-Project(Goal,Scope,Performance Index)42Define Steps 2-1Vision:最具競爭力的企業最具競爭力的企業GEStrategy-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

24、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43Define Steps 2-2-The Three Circle GEJack Welch GES CEO畫三個圓圈：畫三個圓圈：核心、高科技與服務。核心、高科技與服務。GE公司未來都要公司未來都要在其中一個圓圈內。公司任何人不再任在其中一個圓圈內。公司任何人不再任一個圓圈內者，未來將會被解雇。圓圈一個圓圈內者，未來將會被解雇。圓圈外的的事業將被整頓、關閉或出售。三外的的事業將被整頓、關閉或出售。三個圓圈的策略讓個圓圈的策略讓GE公司找到焦點，不再公司找到焦點，不再是集團似乎什麼都做。是集團似

25、乎什麼都做。44Define Steps 3Select TargetProduct/ServiceAnalysis BusinessProcessAnalysis Core ProcessIdentifyCustomerListen to VOCSpecify CustomerRequirementSelect CTQ(Big Y)Specify CTQ(Small Y)Evaluate PotentialProjectsSelect Project&Build Effective Team45Define Steps 4CTQ-Critical to Quality只只要要是是顧顧客客要要

26、求求的的，就就是是關關鍵鍵品品質質CTQ。亦稱為重要成果、特殊限制或流程的Y變數。CTQ係係任任何何會會直直接接影影響響顧顧客客對對產產品品/服服務務品品質質觀觀感感之之因因素素。顧顧客客在在乎乎的的事事，就就是是企企業業或或組組織織在在乎乎的的事事。新新點點子子要要採採納納外外部部觀觀點點Outside-in Perspective，即從顧客的眼光來看企業或組織的一切。即從顧客的眼光來看企業或組織的一切。463.2.DMAIC Methodology5 Stages DMAIC Methodology and Statistical ToolsPhase:Measure Steps;Work

27、 Breakdown&ToolM1 Specify Project;CTQ Tree,Process Map,Performance IndexM2 Assess Measurement System;Measurement System Analysis,Gage R&RM3 Identify Sigma Level;Graph Analysis,Capability Analysis,Confidence Interval47M1 Specify ProjectM1 step covers the followings:CTQ BreakdownDefine ScopeProcess Ma

28、pping Pareto AnalysisDefine performance index and specificationsThe success of any 6 activities relies mostly on the CTQ definition and selection48Define Performance IndexCustomer RequirementsInternal ProcessImprovedProcessCustomer SatisfactionIndex of current levelIndex of improved levelPerform pro

29、ject for improvement ClearQuantifiableSimple49Example of Performance IndexYieldCycle time Defect rateMachine failure 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 custo

30、mer50M2 Measurement System AnalysisM2 step covers the followings:Statistic fundamentalsSampling planData collection planVariation of measurement systemGage R&R studyImprovement of measurement systemWithout accurate measure,cant identify any symptom of problem516 MetricsData TypeStatistic measurement

31、 dataComparison to specificationZ-valueDiscrete DataContinuousDataDefect unit opportunity(DPMO)Average,Standard variation,ShapeSPECZ-valueSigma calculation52Definition of DPMO terminologyDPU:Defect per Unit Defect:Anything that results in customer dissatisfaction;Anything that results in nonconforma

32、nceDPO:Defect per OpportunityDPMO:Defect per Million Opportunities53Example of Sigma calculation:Discrete DataCase 1: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

33、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=3.1554Case 2.An accounting term conducted 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

34、 observation was 25,000 records.What is DPO?What is DPMO?What is Sigma level of financial reporting process?Sol.DPU=25/25000,DPO=25/2*25000 =0.002,DPMO=0.002*106=20001-0.002=0.998,Z=2.878 level=Z+1.5=2.878+1.5=4.37855Example of Sigma calculation:Continuous Data11 MeanMedianMode 70 80 90 100 110 120

35、130+-Normal Distribution with mean=100 and std.=1056Continuous Data21 Mathematical Model；2 Continuous；3 Smooth；4 Symmetrical;5Tail asymptotic to X-axis；6 Bell shaped；7 Mean=Median=Mode 8 Total area under curve=11 The normal distribution has the following properties.68.27%of the data fall within 1 95

36、.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 pare the process characteristics via the location,spread and shape to the specification limits and targeted value.57Continuous Data3Standardization of Normal Distribution The Sigma o

37、f 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=4.558Measurement System and Measurement Error1Measurement system is viewing as a process.Sources of variation:5M1EValidate possible sources of vari

38、ation in the measurement processVariation in measurementSystem59Measurement System and Measurement Error2Averagem(Total)=m(Product)+m(Measurement)Variabilitys2(Total)=s2 (Product)+s2(Measurement)Deflection of measurement system(To be decided by calibration)Variation of measurement system(To be decid

39、ed by R&R assessment)60Process VarianceObserved Process VariationActual Process VariationMeasurement VariationLong term process variationShort term process variationVariation within a sampleVariation due to operatorsVariation due to gageReproducibilityLinearityStabilityRepeatabilityAccuracy61Gage R&

40、R AnalysisTypes of Gage R&R Analysis MethodologyX bar-R MethodANOVATypes of Variation estimation by the Gage R&REquipment Variation:EVAppraiser Operator:AV62GR&R Decision and Improvement DirectionGage R&R Decision Criteria%GR&R 10%Good measurement system10%GR&R 30%May be used%GR&R 30%Can not usedGag

41、e improvement directionFor repeatability error reproducibility errorNeed to taken an action to operatorFor reproducibility error repeatability errorNeed to taken an action to gage63M3 Identify Sigma LevelM3 step covers the followings:Data stratificationGraphical cause eliminationUnderstand product c

42、apability and product performanceCalculate current sigma level64Graphical AnalysisRun Chart Scatter Diagram Box PlotHistogramChanges to the process may be more easily recognized graphically than tabularly.65Understanding VariationWhat is Variation?Different out e of a process or result of a product

43、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 be occurred?By a mon cause By a special cause 5M1EWhat impacts will be happened if a variation be e big?Can not predict/fo

44、recast out esOccur re-inspection and/or reworkDelay schedule Increase customer dissatisfaction66Short-Term/Long-Term RelationshipsInherent Capability of the Process-Short Term CapabilitySustained Performance of the Process-Long Term PerformanceOver time,a“typical process will shift and drift by appr

45、oximately 1.5 67Product CapabilityCpCp=|USL-LSL|/6st；Zst=3 CpCapability IndexCpkCpu=min Cpu,Cpl，Where Cpu=USL-/3st；Cpl=-LSL/3st；Zst=3 CpkPerformance IndexCpkCpk=min Cpu,Cpl，Where Cpu=USL-/3lt；Cpl=-LSL/3lt；Zst=3 Cpk683.3.DMAIC Methodology5 Stages DMAIC Methodology and Statistical ToolsPhase:Analysis

46、Steps;Work Breakdown&ToolA1 Set up Improvement Goal;Benchmarking,Entitlement,KANOA2 Identify Potential Causes;Pareto,Brainstorming,Cause&Effect Diagram,Logic TreeA3 Verify Potential Causes;Regression,Hypothesis Test,ANVOA,Multi-Vari Analysis69A1 Set Up Improvement GoalIn M3 the current product capab

47、ilities were defined.Step A1 provides the tools to define performance objectives.The purpose is to set objective to establish a balance between improving customer satisfaction and available resources.70A1 step covers following topics:Establish performance goalsAssess short-term and long-term sigma i

48、n terms of measurement benefits decrease in COPQ,increase in revenueDetermine improvement direction by the gap analysis between goal and current level71Paths to Performance GoalsPerformanceGoalsProcess Improvement(Entitlement)Process Change(Breakthrough)BaselineProcess Measurement72Benchmarking-Why

49、Benchmark 1?InnovationContinuous ImprovementBreakthrough ImprovementContinuous ImprovementTimePerformance73Benchmarking-Why Benchmark 2?Develop and Improvement Strategic GoalsEstablish actionable objectivesProvide sense of urgencyEncourage breakthrough thinkingCreate a better understanding of your i

50、ndustry74A2 Identify Potential CausesFinding main independent variables,and making the listY=f XObjectMake list of potential independent variables for changing&improving Y value methods Brainstorming Cause&Effect Diagram Multi-voting Logic Tree75Cause&Effect DiagramVariation in measurementSystem76A3