six sigma 簡介ppt課件

1、Six Sigma Basic Concept六個(gè)標(biāo)準(zhǔn)差 根本概念.一. Preface 1. 1980 USA face to Japans competition - Japans weapon: quality 2. 1985: Motorolas engineer Bill Smith reported,if a product was found,defective and corrected during the production process,other defects were bound to be missed and found later by the custo

2、mer during early use of the product, However,when the product was MFG error-free,it rarely failed during early use by the customer. 3. 1987 Motorola phase in 6 sigma 4. 1989 Motorola win the Malcolm Baldrige National Quality Award. 5. 1991 Allied Signal phase in 6 sigma, - Saving 0.6 BUSD/YR - Produ

3、ctivity :6% up - Profit : improved 13% 6. 1996 GE phase in 6 sigma due to Allied Signals result.Six Sigma.6 Sigma Concepts二. Why 1. GE phase in:1996 1.1. 1997 saving 7.5 E USD, 1.2. 1999 saving 15E, 1.3. Profitability improvement: from10% upto 15% 2. Quality level of 4 sigma : 6210 DPPM 3. Quality l

4、evel of 6 sigma : 3.4 DPPM 4. 20%margin improvement 5. 12%18% capacity increase 6. 12% reduction of employee 7. 10%30% capital reduction. 希 格 瑪 規(guī) 格 界 限規(guī)格界限 百分比 PPM缺點(diǎn)數(shù)1 sigma 68.27 3173002 sigma 95.45 455003 sigma 99.73 27004 sigma 99.9937 635 sigma 99.999943 0.576 sigma 99.9999998 0.002圖2-1 常態(tài)分配值位居六

5、個(gè)希格瑪界限的中央時(shí), 每十億次操作只需兩次失敗.規(guī)格下限常態(tài)分配對準(zhǔn)中央規(guī)格上限.希 格 瑪 常 態(tài) 分 配規(guī)格界限 百分比 PPM缺點(diǎn)數(shù)1 sigma 30.23 6977002 sigma 69.13 3087003 sigma 93.32 668104 sigma 99.3790 62105 sigma 99.97670 2336 sigma 99.999660 3.4圖2-2 移動(dòng)1.5後,不合規(guī)格界限的機(jī)率為3.4ppm.規(guī)格下限常態(tài)分配對準(zhǔn)中央規(guī)格上限.希 格 瑪 品 質(zhì) 水 平 希格瑪程度(移動(dòng)1.5)希格瑪程度代表流程每百萬次操作的缺點(diǎn)機(jī)會(huì).考慮平圴數(shù)移動(dòng)1.5後,六個(gè)希格瑪

6、程度代表每百萬次操作只允許3.4ppm超出規(guī)格界限.1 2 3 4 5 6 71000000 100000 10000 1000 100 10 10.10.01缺點(diǎn)率(ppm). 希格瑪程度 移動(dòng)1.5個(gè)希格瑪對準(zhǔn)中央 缺點(diǎn)率(ppm)與希格瑪品質(zhì)程度之關(guān)系100000 10000 1000 100 10 1 0.10.010.0012 3 4 5 610 改善30 改善70 改善3.4 ppm233 ppm6210 ppm66,810 ppm缺點(diǎn)率(ppm)希 格 瑪 品 質(zhì) 水 平.不 良 品 質(zhì) 的 成 本失去管理時(shí)間的本錢退回本錢保養(yǎng)本錢失去商機(jī),商譽(yù)本錢失去信譽(yù) 的本錢重工本錢失去機(jī)

7、會(huì)失去資產(chǎn)的本錢預(yù)防本錢 評估本錢鐵達(dá)尼號的管理.三 . What is Six Sigma1. It is a business process that allows companies to drastically improve their bottom line by designing and monitoring everyday business activities in ways that minimize waste and resources while increasing customer satisfaction.2. Six sigma tell us: We

8、dont know what we dont know We cant do what we dont know We wont know until we measure We dont measure what we dont value We dont value what we dont measureSix Sigma is a process of asking questions that lead to tangible,quantifiable answers that ultimately produce profitable results. .3. History of

9、 6 Sigma- 1984 Mikel Harry Senior staff engineer at Motorolas Government Electronics Groap (GEG)- Yellow Brick Road to 6 sigma;a road map for improving product design & reducing production time and cost with in GEG.- To experiment with problem solving through statistical analysis.- Result : design f

10、aster,produced faster & more cheaply.- “The strategic vision for accelerating 6 sigma within Motorola- 1990 Robert Gabvin(president) asked Harry to set up Motorolas 6 sigma Research institute in schaumburg = 6 sigma breakthrough strategy- 1994 Dr. Harry opened “the 6 Sigma Academy in scottdale, Ariz

11、ona,GE & Allied Sigma as 1st clients- Result between Motorola Codex (19941990) ABB (1993) * cost of quality: -58% * defects : -68% * errors : - 40% * cost : -30% * design time : -60% * 898 M saving/YR over 2YRS .4. The cost of qualitySigma level DPPM Cost of quality Remark 2 308,537 Not applicable N

12、on competition 3 66,807 25-40% of sales 4 6,210 15-25% of sales Industry average 5 233 5-15% of sales 6 3.4 10% of sales World class Each sigma shift provides a 10% net income improvement. (1). 6 sigma & breakthrough strategy 6 Sigma Breakthrough Strategy* Philosophy & goal(3.4 DPPM) * Means to achi

13、eve the goal through a highly focused system of problem solving.* the land of QZ * Yellow Brick Road that takes us there.* problem-salving venture * direct to find solution & improve bottom-line .(2). 6 sigma focus on 1). A systematic road map to reduce variability in a process though assimilation &

14、 organization of information that increase bottom line dollar savings. 2). The process that creates or eliminates the defects rather then the defects themselves. 3). Process :Processadd value to itInputOutput.5. The process of six sigma Measure 1. Select Critical To Quality characteristic 2. Define

15、performance standard 3. Validate measurement system Analyze 4. Establish product capability 5. Define performance objectives 6. Identify variation sources Improve 7. Screen potential causes 8. Discover variable relationship 9. Establish operating tolerances Control 10. Validate measurement system 11

16、. Determine process capability 12. Implement process controls .6 . The Six Sigma Road map.7. Why 8 Steps of Six SigmaTo ensure1). Apply the breakthrough strategy in a methodical and disciplined way2). Six sigma projects are correctly defined and executed.3). The results of these projects are incorpo

17、rated into running the day to day business. .8. 3 levels of organization1). The highest level: business level (Deployment champion;3-5YRS)2). The record level :operations level (project champion;1218M)3). The third level : process level(black belt;68 wks)The success of six sigma is defined as the ex

18、tend to which it transforms each level of an organization to improve theorganizations overall quality and profitability.9. The focus of 3 levels of six sigma1). Business level : Market share,profitability long-term (GM/CEO) viability.2). Operations level: Improve yield,eliminate hidden factories, (M

19、anagers) reduce labor & material cost3). Process level : Reduce defects and variation, improve (Black Belt) process capability. .Level Measure Improve ControlBusiness margin company wide take steps to ensure profitability deployment of 6 6 gains & maintainedOperation Labor cost Black belt training d

20、evising a reward & material cost recognization system to overhead ensure black belt retention Process cycle time D.O.E document procedures yield to maintain the improved defect per unit process deviation10. That tie in with1). Business & operational goals2). Leading to improve profitability3). Custo

21、mer satisfaction4). Done in tandem & coordinated to meet overall strategic business goal, such as: .11. Key persons of six sigma1). Green Belt : (綠帶-一切員工) who execute 6 six sigma as a part of their overall jobs .ex. Data collection or execute experiment.2). Black Belt (黑帶) : 對數(shù)據(jù)分析有全面瞭解,能用spc來分析, 有潛力

22、擔(dān)任主管的年輕人,負(fù)責(zé)一些專案. “How to get it done-statistics & problem solving skill.3). Master Black Belt (黑帶大師): 知曉 6 decide “what get done.4). Process owner(流程主人) : 部門主管(采購流程采購主管)5). Champion(盟主):背後推手. leadership & commitment - Deployment: implement 6 sigma throughout their respective business - Project : bus

23、iness unit level & focus on 6 sigma at the project level.PS: 2+3 : 1% of employees (GE).6). 6 Sigma At Ford TaiwanStep1 : To train top management to let them know 6 sigma & benefit.Step 2 : To train champion Asia 30; Taiwan 8Step 3 : To train black belt 3 months done 10 projects - Trained 16 black b

24、eltStep 4 : To train Green Belt - 1 week training with project - 1 or 2 days training per week perform its within 2.5 weeks. - 1000 Green Belt within 1600 employees.12. Task of Black Belts- Mentor : Cultivate a network of six sigma individuals at the local organization or site.- Teach : Provide form

25、al training of local personnel in new strategies and tools.- Coach : Provide one-on-one support to local personnel- Transfer: Pass on new strategies and tools in the form of training workshop, case studies and local symposia.- Discover : Final application opportunities for six sigma strategies and t

26、ools,both internal & external (ex. Suppliers, customers)- Identify : Highlight/surface business opportunities through partnership with other organizations.- Influence : Sell the organization on the use of 6 sigma strategies & tools. .R Recognize the true states of your businessD Define what plans mu

27、st be in place to realize improvement of each state.M Measure the business systems that support the plans.A Analyze the gaps in system performance benchmarks.I Improve system element to achieve performance goal.C Control system level characteristics that are critical to valueS Standardize the system

28、s that prove to the best-in-class.I Integrate best-in-class systems into the strategic planning frame work. Key : customer feedback (Q.C.D)& suppliers performance system. Recognize operational issues that link to key business systemsDefine six sigma projects to resolve operations issuesMeasure perfo

29、rmance of the six sigma project.Analyze project performance in relation to operational goalImprove six sigma project management system Control inputs to project management systemStandardize best-in-class management system practicesIntegrate standardized six sigma practices into policies and procedur

30、es Recognize function problems that link to operational issue.Define the process that contribute to the functional problems.Measure the capability of each processthat offers operational leverage.Analyze the data to assess prevalentpatterns and trends.Improve the key product/servicecharacteristics cr

31、eated by the key process.Control the process variables thatexert under influence. Standardize the method and processesthat produce best-in-class performance.Integrate standard methods and processesinto the design cycle.Step Business level Operation level Process level13. The breakthrough Strategy.四.

32、 6s 之推動(dòng)哲理 1. 真誠關(guān)心顧客: 顧客需求是什么,依需求設(shè)定企業(yè)目標(biāo) 及衡量績效. 2. 根據(jù)資料事實(shí)管理,整清,衡量,績效 2.1. 我確實(shí)需求什么資料或資訊 2.2. 要如何運(yùn)用資料和資訊才干獲得最大利益. 3. 以流程為重: 流程是往勝利之工具,是提供客戶價(jià)值 與競爭優(yōu)勢的方法. 4. 主動(dòng)管理: 設(shè)定遠(yuǎn)大目標(biāo),不斷檢討,強(qiáng)調(diào)問題防範(fàn),不是 救火常問“為什么要這么做? 5. 協(xié)力協(xié)作無界限:部門間,同仁間,公司,供應(yīng)商與客戶. 6. 追求完美,但同時(shí)容忍失敗. 五. 6s 之5 step(DMAIC) 1. Define(界定): 中心流程?,關(guān)鍵顧客?,從客戶觀點(diǎn)找出 品質(zhì)關(guān)鍵

33、要素. 2. Measure(衡量): 找出關(guān)鍵評量指標(biāo)或參數(shù),訓(xùn)練人員 運(yùn)用SPC. 3. Analyze(分析): 選用SPC探求誤差發(fā)生的根本緣由. 4. Improve(改善): 找出最正確方案,行動(dòng)計(jì)劃,確實(shí)執(zhí)行, 效果確認(rèn). 5. Control(控制): 確保所做的改善能夠持續(xù)下去,持續(xù)衡量. .六 . 控制圖與常態(tài)分配曲線 (1942 Dr.W.A.Shewhart)正常的工程所生產(chǎn)之產(chǎn)品品質(zhì)特性均呈常態(tài)分配 3 = 0.27% 1 = 31.73% 2 = 4.55% 3 = 0.27% .七. Ca,Cp & Cpk1. 定義: 以Ca值(制程準(zhǔn)確度),Cp值(制程精細(xì)度)

34、,Cpk值 (制程才干指數(shù))表示之.2. 數(shù)值法制程才干分析: 2.1. 制程準(zhǔn)確度Ca(capability of accuracy) Ca 值在衡量制程之實(shí)績平均值與規(guī)格中心值之一致性. (1). Ca之計(jì)算. 實(shí)績中心值 - 規(guī)格中心值 x-u 規(guī) 格 許 容 差 T/2 T = Su - SL = 規(guī)格上限 - 規(guī)格下限 單邊規(guī)格因沒有規(guī)格中心值,故不能算Ca. (2). 等級斷定 Ca值愈小,品質(zhì)愈佳.依Ca值大小分為四級.100% = 100% Ca =. Cp在衡量制程之變異寬度與規(guī)格公差範(fàn)圍相差之情形 (1) Cp 之計(jì)算 規(guī)格公差 T 6個(gè)標(biāo)準(zhǔn)差 6 Su - X X-SL 3 3 (2). 等級斷定 Cp值