6SIGMA绿带介绍（PPT 90页）精编版.pptx

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1、6 綠綠 帶帶 介介 紹紹Introduction to 6 Green Belt Content1.6 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.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，日本挾其反向技術反向技術(Reversed Technology)優勢，將其高品質

2、的產品推向美洲大陸，使得美國一向以經濟與技術領先的盟主地位發生動搖。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80-100億美元美國與日本製程能力之比較年代 美國 日本 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 6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

3、的的氣氣氛氛，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。日本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。1.2.由需求的觀點由需求的觀點在70年代，產品達到2 便

4、達到標準。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。1.3.從成本的觀點從成本的觀點1.4.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1.4.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 1.4.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代60

6、00BC 1760 1950 20001.5.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世紀以生產力的世紀載入史冊入史冊,未來未來21世紀是品質的世紀世紀是品質的世紀”1.6.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，欲建立及維持組織競爭優勢，效率效率、創創新新、品質品質及顧客回應及顧客回應扮演著主要角色。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1.7.從近代品質系統的觀點從近代品質系統的觀點 ISO

7、-9000Effectiveness:5 QS-9000Effectiveness:10 Malcolm Baldrige Guideline Effectiveness:25 European Quality Award Effectiveness:30 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2.6 Overview6 ,th

8、e way to create profit.SigmaImproveCustomer Satisfaction&Profits increaseDefectsDecreasecostsDecrease 6 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”pro

9、gram1981Focus on Quality and Total Customer Satisfaction(TCS)6 History(2)Establish 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 CEO Galvin 6 His

10、tory(3)Quantitative Operation Quality Initiative1987Motorola Texas InstrumentBusiness-wide Strategic Management1995Nokia,GE,Allied Signal,Hitachi,Panasonic,Sony,Whirlpool,Honeywell,Boeing,Dupont6 Innovation Modeling(3c-customer,competitor,company)(3e-excitation,employment,entertainment)(3p-product,p

11、rocess,person)Innovation BoxChange of Business Situation(3C)Object(3P)Method(3E)Purpose.Profit.Skill-UpThe Many Aspects of 6 ToolSymbolMetricMethodValueGoalVisionBenchmarkPhilosophy6 as a Metric-The high level of sigma,the lower the probability of producing a defect.Spec.LimitTarget LimitSome Chance

12、of Defect 3 Spec.LimitTarget LimitMuch Less Chanceof Defect 6 6 as a Metric1691,5002308,537366,80746,210523363.4(Shifted 1.5)From 3 process to 6 process:about 20,000 times improvement6 DPMO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，就必須找尋可以學習學習的標竿企業的標竿企業(Be

13、nchmarking)，當成比較與學習的對象；而而5 到到6 階段時，品階段時，品質就已經不是製造出來的，而是設計出質就已經不是製造出來的，而是設計出來的來的(DFSS-Design for 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.CompanyCustomerCu

14、stomerCTQVOCVOB6 3.4 DPMONew Std.3 66800 DPMOPast Std.How 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 limitThe Cost Opp

15、ortunity1.5 2 3 4 5 6 051015202530About 15%of Sales,Cost Opportunity on 3 CompanyCost of Failure(%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 InventoryRej

16、ects,Warranty,Inspection,Scrap,ReworkWho is Implementing 6 Motorola1987Texas Instrument1988ABB(Asea Brown Boveri)1993Allied Signal1995General Electric1995Kodak1995Siemens,Nokia,Sony1997 6 Benefits(Case 1)-Motorola over 12 yrsIncrease productivity an average of 12.3%per yearReduced the cost of poor q

17、uality by more than 84%Eliminated 99.7%of in process defectsSave more than$11billion in manufacturing 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 Benef

18、its(Case 3)Texas InstrumentsBefore(1988)After(1993)COPQ30%7%DPMO1040009000Scrap$3M$0.3MYield84.5%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-ProcessCauseProblemControlYDep

19、endentOutputEffectSymptomMonitor6 is Applying Overall Business SystemR&D6 Trans-actionMfgDesign SSManufacturing SSTransactional SS6 MethodologyMeasureAnalyzeDesignVerifyMeasureAnalyzeImproveControlDefineTranslateYNNew Process/Product?Achievable Goal?NYWhat is different with 6 Traditional Quality6 Ce

20、ntral 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 Training in Applied Statist

21、icsControl Process Input(Xs)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)3.6 Methodology5 Stage of DMADV and

22、New Tools-Design For Six Sigma(DFSS)-Black Belt5 Stage of DMAIC methodology-Green Belt3.1.DMAIC Methodology5 Stages DMAIC Methodology and Statistical ToolsPhase:DefineSteps;Work Breakdown&ToolD1 Validate Business Opportunity;3C Analysis,Identify Customer,Cost/Effect AnalysisD2 Define Customer Requir

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

24、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)畫三個圓圈：核畫三個圓圈：核心、高科技與服務。心、高科技與服務。GE公司未來都要在公司未來都要在其中一個圓圈內。公司任何人不再任一其中一個圓圈內。公司任何人不再任一個圓圈內者，未來將會被解雇。圓圈外個圓圈內者，未來將會被解雇。圓圈外的的事業將被整頓、關閉或出售。三個的的事業將被整頓、關閉或出售。三個圓圈的策略讓圓圈的策略讓GE公司找到焦點，不再是公司找到焦點，不再是集團集團(似乎什麼都做似乎什麼都做)。Define Steps(3)Sel

25、ect TargetProduct/ServiceAnalysis BusinessProcessAnalysis Core ProcessIdentifyCustomerListen to VOCSpecify CustomerRequirementSelect CTQ(Big Y)Specify CTQ(Small Y)Evaluate PotentialProjectsSelect Project&Build Effective TeamDefine Steps(4)CTQ-Critical to Quality只只要要是是顧顧客客要要求求的的，就就是是關關鍵鍵品品質質(CTQ)。亦稱為

26、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)，即即從從顧客的眼光來看企業或組織的一切。顧客的眼光來看企業或組織的一切。3.2.DMAIC Methodology5 Stages DMAIC Methodology and Statistical ToolsPhase:Measure Steps;Work Breakdown&ToolM1 Specif

27、y Project;CTQ Tree,Process Map,Performance IndexM2 Assess Measurement System;Measurement System Analysis,Gage R&RM3 Identify Sigma Level;Graph Analysis,Capability Analysis,Confidence IntervalM1 Specify ProjectM1 step covers the followings:CTQ BreakdownDefine ScopeProcess Mapping Pareto AnalysisDefin

28、e performance index and specificationsThe success of any 6 activities relies mostly on the CTQ definition and selectionDefine Performance IndexCustomer RequirementsInternal ProcessImprovedProcessCustomer SatisfactionIndex of current levelIndex of improved levelPerform project for improvement ClearQu

29、antifiableSimpleExample 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 customerM2 Measurement System Analy

30、sisM2 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 problem6 MetricsData TypeStatistic measurement dataComparison to specificationZ-

31、valueDiscrete DataContinuousDataDefect unit opportunity(DPMO)Average,Standard variation,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:D

32、efect per Million OpportunitiesExample 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 will it be?Sol.DPU=DPO=5/100=0.05 1-

33、0.05=0.95,Z=1.65 level=Z+1.5=1.65+1.5=3.15Case(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 observation was 25,000 records.What

34、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=4.378Example of Sigma calculation:Continuous Data(1)1 MeanMedianMode 70 80 90 100 110 120 130+-Normal Distribution with mean=1

35、00 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=Mode(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

36、 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 shape)to the specification limits and targeted value.Continuous Data(3)Standardization of Normal Distribution The Sigma of a Process is the numbe

37、r 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 Measurement Error(1)Measurement system is viewing as a process.Sources of variation:5M1EValidate possible sources of variation in the measurement

38、 processVariation in measurementSystemMeasurement System and Measurement Error(2)Averagem(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 decided by R&R assessment)Pro

39、cess VarianceObserved Process VariationActual Process VariationMeasurement VariationLong term process variationShort term process variationVariation within a sampleVariation due to operatorsVariation due to gageReproducibilityLinearityStabilityRepeatabilityAccuracyGage R&R AnalysisTypes of Gage R&R

40、Analysis MethodologyX bar-R MethodANOVATypes of Variation estimation by the Gage R&REquipment Variation:EVAppraiser(Operator):AVGR&R Decision and Improvement 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 direction

41、For repeatability error reproducibility error(Need to taken an action to operator)For reproducibility error repeatability error(Need to taken an action to gage)M3 Identify Sigma LevelM3 step covers the followings:Data stratificationGraphical cause eliminationUnderstand product capability and product

42、 performanceCalculate current sigma levelGraphical AnalysisRun Chart Scatter Diagram Box PlotHistogramChanges to the process may be more easily recognized graphically than tabularly.Understanding VariationWhat is Variation?Different outcome of a process or result of a product or serviceMeasurement i

43、ndex 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 common cause By a special cause 5M1EWhat impacts will be happened if a variation become big?Can not predict/forecast outcomesOcc

44、ur re-inspection and/or reworkDelay schedule Increase customer dissatisfactionShort-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 approximately 1.5 Prod

45、uct Capability(Cp)Cp=|USL-LSL|/6st；Zst=3 CpCapability Index(Cpk)Cpu=min(Cpu,Cpl)，Where Cpu=(USL-)/3st；Cpl=(-LSL)/3st；Zst=3 CpkPerformance Index(Cpk)Cpk=min(Cpu,Cpl)，Where Cpu=(USL-)/3lt；Cpl=(-LSL)/3lt；Zst=3 Cpk3.3.DMAIC Methodology5 Stages DMAIC Methodology and Statistical ToolsPhase:Analysis Steps;

46、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 AnalysisA1 Set Up Improvement GoalIn M3 the current product capabilities

47、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.A1 step covers following topics:Establish performance goalsAssess short-term and long-term sigma in terms of

48、 measurement benefits(decrease in COPQ,increase in revenue)Determine improvement direction by the gap analysis between goal and current levelPaths to Performance GoalsPerformanceGoalsProcess Improvement(Entitlement)Process Change(Breakthrough)BaselineProcess MeasurementBenchmarking-Why Benchmark(1)?

49、InnovationContinuous ImprovementBreakthrough ImprovementContinuous ImprovementTimePerformanceBenchmarking-Why Benchmark(2)?Develop and Improvement Strategic GoalsEstablish actionable objectivesProvide sense of urgencyEncourage breakthrough thinkingCreate a better understanding of your industryA2 Ide

50、ntify Potential CausesFinding main independent variables,and making the listY=f(X)ObjectMake list of potential independent variables for changing&improving Y value methods Brainstorming Cause&Effect Diagram Multi-voting Logic TreeCause&Effect DiagramVariation in measurementSystemA3 Verify Potential