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Chapter11IntroductiontoStatisticalQualityControl,6thEditionbyDouglasC.Montgomery.Copyright(c)2021
JohnWiley&Sons,Inc.Chapter1
QualityImprovementintheModernBusinessEnvironment1-1.TheMeaningofQualityand
QualityImprovement1-1.1 DimensionsofQuality1-1.2 QualityEngineeringTechnology 1-1.1DimensionsofQualityPerformance ReliabilityDurabilityServiceabilityAestheticsFeaturesPerceivedQualityConformancetostandardsPerformanceWilltheproductperformitsintendedjob?Evaluatesoftwarespreadsheetpackages.OneoutperformanotherwithrespecttotheexecutionspeedReliabilityHowoftendoestheproductfail?Howoftendoesthiscarrequirerepair?DurabilityHowlongdoestheproductlast?TheproductshouldperformsatisfactorilyoveralongperiodoflifeServiceabilityHoweasyisittorepairtheproduct?Ifamazonsendsthewrongbook,howhardisittogetthiserrorcorrected?Howlongdidittakeacreditcardcompanytocorrectanerrorinyourbill?AestheticsWhatdoestheproductlooklike?DoyouliketheboxinwhichShoesarepackaged?FeaturesWhatwilltheproductdobeyondthebasics?AddedfeaturesSpreadsheetsoftwarepackagethathasbuiltinstatisticalanalysisfeaturesPerceivedqualityWhatisthereputationofthecompanysellingthisproduct?PrefertouseaparticularairlineinwhichtheflightalmostalwaysarriveontimeanddoesnotloseordamagetheluggageConformancetostandardsIstheproductmadeexactlyasthedesignerintended?Howwelldoesthehoodfitonanewcar?1-1.1DimensionsofQualityDefinitionsofQuality
Qualitymeansfitnessforuse -qualityofdesign -qualityofconformance
Qualityisinverselyproportionaltovariability.QualityofdesignAutomobiledifferencesMaterialsusedinconstructionSpecificationsofthecomponentsReliabilityofdrivetraincomponentsReliabilityofaccessoriesQualityofconformanceHowwelldoestheproductconformtothespecificationsrequiredbythedesign?QualityofconformanceisinfluencedbyChoiceofmanufacturingprocessesTrainingoftheworkersSupervisionoftheworkersMotivationoftheworkersQuality-assuranceproceduresthatwereusedQualityisinverselyproportionaltovariabilityToyotaversusFordThattransmissionnoise(orlackofit)iswastedenergycausedbycomponentsthatdon’tfitpreciselyImprecisecomponentsleadtowearandtear1-1.1DimensionsofQuality–
TransmissionExampleYourcustomerdoesnotseethemeanofyourprocess,heonlyseesthevariabilityaroundthattargetthatyouhavenotremoved1-1.1DimensionsofQualityQualityImprovementQualityimprovementisthereductionofvariabilityinprocessesandproducts.
Alternatively,qualityimprovementisalsoseenas“wastereduction.〞1-1.2QualityEngineering
TerminologyQualityCharacteristicsPhysical-length,weight,voltage,viscositySensory-taste,appearance,colorTimeOrientation-reliability,durability,serviceability1-1.2QualityEngineering
TerminologyQualityengineering
isthesetofoperational,managerial,andengineeringactivitiesthatacompanyusestoensurethatthequalitycharacteristicsofaproductareatthenominalorrequiredlevels.InherentvariabilityNotwoproductsareeveridenticalSlightdifferencesinmaterialsSlightdifferencesinmachinesettingsSlightdifferencesinoperatorsSlightdifferencesinambienttemperatureduringproduction1-1.2QualityEngineering
TerminologyTwotypesofdata:AttributesData-discretedata,oftenintheformofcountsVariablesData-continuousmeasurementssuchaslength,weightBothtypeswillbediscussedinthecourse1-1.2QualityEngineering
TerminologySpecificationsQualitycharacteristicsbeingmeasuredareoftencomparedtostandardsorspecifications. Desiredmeasureforthequalitycharacteristic Example:Shaftandbearing Tooloosetheassemblywillwobblecausing wear Tootight,andtheassemblycannotbemade, noclearance1-1.2QualityEngineering
TerminologySpecificationsNominalortargetvalueDesiredvalueforaqualitycharacteristic1-1.2QualityEngineering
TerminologySpecificationsUpperSpecificationLimit(USL)LowerSpecificationLimit(LSL)Largestandsmallestallowablevalues1-1.2QualityEngineering
TerminologySpecificationsUpperSpecificationLimit(USL)LowerSpecificationLimit(LSL)One-sidedThecompressionstrengthofaCokebottlemustbegreaterthanagivenpsivalueTwo-sidedTheweightofpotatochipsinthebagcanbebetween7.8and8.3ouncesDesignspecificationsOverthewallFromdesigntomanufacturingCooperativelyBetweendesignandmanufacturing1-1.2QualityEngineering
TerminologyWhenacomponentorproductdoesnotmeetspecifications,itisconsideredtobenonconforming.Anonconformingproductisconsidereddefectiveifithasoneormorenonconformitiesthatmayseriouslyaffectthesafeoreffectiveuseoftheproduct.1-1.2QualityEngineering
TerminologyAnewcarispurchasedAbubbleinthepaintonthedoorisnoticedNonconformity–yesDefectivecar-no1-1.2QualityEngineering
TerminologyConcurrentEngineering Teamapproachtodesign.Specialistsfrommanufacturing,qualityengineering,management,etc.worktogetherforproductorprocessimprovement.1-2.ABriefHistoryofQuality
ControlandImprovement(RefertoTable1-1)FrederickTaylor(1875)introducestheprinciplesofscientificmanagement;dividingworkintotaskswithstandardizedproceduresTheGilbrethsdevelopedstandardtimesandmotions(1920s)1-2.ABriefHistoryofQuality
ControlandImprovement(RefertoTable1-1)WalterShewhart(1924)introducedstatisticalcontrolchartconceptsandQCbeginsDodgeandRomig(1928),BellLabs,developacceptancesamplingasanalternateto100%inspectionDuringWWIItheshellsdidn’tfitthehowitzersleadingtodevelopmentofMIL-STDs1-2.ABriefHistoryofQuality
ControlandImprovement(RefertoTable1-1)TheAmericanSocietyforQualityControlformedin1946[nowknownastheAmericanSocietyforQuality(ASQ)]1950sand1960ssawanincreaseinreliabilityengineering,experimentaldesign,andstatisticalqualitycontrol1-2.ABriefHistoryofQuality
ControlandImprovement(RefertoTable1-1)Competitionfromforeignindustries(Japan)increasesduringthe1970sand1980s.StatisticalmethodsforqualityimprovementuseincreasesintheUnitedStatesduringthe1980sChapter135IntroductiontoStatisticalQualityControl,6thEditionbyDouglasC.Montgomery.Copyright(c)2021
JohnWiley&Sons,Inc.1.3StatisticalMethodsforQualityControlandImprovementChapter136IntroductiontoStatisticalQualityControl,6thEditionbyDouglasC.Montgomery.Copyright(c)2021
JohnWiley&Sons,Inc.StatisticalMethodsStatisticalprocesscontrol(SPC)Controlcharts,plusotherproblem-solvingtoolsUsefulinmonitoringprocesses,reducingvariabilitythrougheliminationofassignablecausesOn-linetechniqueDesignedexperiments(DOX)Experimentaldesignisanapproachtosystematicallyvaryingthecontrollableinputfactorsintheprocessthendeterminingtheeffectthesefactorshaveontheoutputresponses.DiscoveringthekeyfactorsthatinfluenceprocessperformanceProcessoptimizationOff-linetechniqueChapter137IntroductiontoStatisticalQualityControl,6thEditionbyDouglasC.Montgomery.Copyright(c)2021
JohnWiley&Sons,Inc.AcceptanceSamplingAcceptancesampling
istheinspectionandclassificationofasampleoftheproductselectedatrandomfromalargerbatchorlotandtheultimatedecisionaboutdispositionofthelot.Chapter138IntroductiontoStatisticalQualityControl,6thEditionbyDouglasC.Montgomery.Copyright(c)2021
JohnWiley&Sons,Inc.Chapter139IntroductiontoStatisticalQualityControl,6thEditionbyDouglasC.Montgomery.Copyright(c)2021
JohnWiley&Sons,Inc.WalterA.Shewart(1891-1967)TrainedinengineeringandphysicsLongcareeratBellLabsDevelopedthefirstcontrolchartabout1924Chapter140IntroductiontoStatisticalQualityControl,6thEditionbyDouglasC.Montgomery.Copyright(c)2021
JohnWiley&Sons,Inc.Chapter141IntroductiontoStatisticalQualityControl,6thEditionbyDouglasC.Montgomery.Copyright(c)2021
JohnWiley&Sons,Inc.Chapter142IntroductiontoStatisticalQualityControl,6thEditionbyDouglasC.Montgomery.Copyright(c)2021
JohnWiley&Sons,Inc.QualitycannotbeinspectedintotheproductWhentheorganizationrealizesthis,processimprovementeffortsbeginTheobjectiveSystematicreductionofvariabilityFirst,byusingacceptancesamplingThen,byusingSPCFinally,byusingDOEWedon’tstopwhenrequirementsaremetFurtherreductionsinvariabilityleadtobetterperformanceChapter144IntroductiontoStatisticalQualityControl,6thEditionbyDouglasC.Montgomery.Copyright(c)2021
JohnWiley&Sons,Inc.Chapter145IntroductiontoStatisticalQualityControl,6thEditionbyDouglasC.Montgomery.Copyright(c)2021
JohnWiley&Sons,Inc.Effectivemanagementofqualityrequirestheexecutionofthreeactivities:QualityPlanningQualityAssuranceQualityControlandImprovement1.4ManagementAspectsofQualityImprovementChapter146IntroductiontoStatisticalQualityControl,6thEditionbyDouglasC.Montgomery.Copyright(c)2021
JohnWiley&Sons,Inc.Chapter147IntroductiontoStatisticalQualityControl,6thEditionbyDouglasC.Montgomery.Copyright(c)2021
JohnWiley&Sons,Inc.Chapter148IntroductiontoStatisticalQualityControl,6thEditionbyDouglasC.Montgomery.Copyright(c)2021
JohnWiley&Sons,Inc.1-4.1
QualityPhilosophyand
ManagementStrategiesThreeImportantLeadersW.EdwardsDeming -EmphasisonstatisticalmethodsinqualityimprovementJosephJuran -Emphasisonmanagerialroleinquality implementationArmandV.Feigenbaum -Emphasisonorganizationalstructure
Chapter150IntroductiontoStatisticalQualityControl,6thEditionbyDouglasC.Montgomery.Copyright(c)2021
JohnWiley&Sons,Inc.W.EdwardsDemingTaughtengineering,physicsinthe1920s,finishedPhDin1928MetWalterShewhartatWesternElectricLongcareeringovernmentstatistics,USDA,BureauoftheCensusDuringWWII,heworkedwithUSdefensecontractors,deployingstatisticalmethodsSenttoJapanafterWWIItoworkonthecensus1.4.1QualityPhilosophyandManagementStrategyChapter151IntroductiontoStatisticalQualityControl,6thEditionbyDouglasC.Montgomery.Copyright(c)2021
JohnWiley&Sons,Inc.DemingDemingwasaskedbyJUSEtolectureonstatisticalqualitycontroltomanagementJapaneseadoptedmanyaspectsofDeming’smanagementphilosophyDemingstressed“continualnever-endingimprovement〞DeminglecturedwidelyinNorthAmericaduringthe1980s;hedied24December1993DemandedmanagementcommitmenttousestatisticalmethodsDemingPrizeinJapanForqualityimprovementDemingwasaharshcriticofUSmanagementpracticesChapter152IntroductiontoStatisticalQualityControl,6thEditionbyDouglasC.Montgomery.Copyright(c)2021
JohnWiley&Sons,Inc.Deming’s14Points1.Createconstancyofpurposetowardimprovement2.Adoptanewphilosophy,recognizethatweareinatimeofchange,aneweconomicage3.Ceaserelianceonmassinspectiontoimprovequality4.Endthepracticeofawardingbusinessonthebasisofpricealone5.Improveconstantlyandforeverthesystemofproductionandservice6.Institutetraining7.Improveleadership,recognizethattheaimofsupervisionishelppeopleandequipmenttodoabetterjob8.Driveoutfear9.BreakdownbarriersbetweendepartmentsChapter153IntroductiontoStatisticalQualityControl,6thEditionbyDouglasC.Montgomery.Copyright(c)2021
JohnWiley&Sons,Inc.14Pointscont’d10.Eliminateslogansandtargetsfortheworkforcesuchaszerodefects11.Eliminateworkstandards12.Removebarriersthatrobworkersoftherighttoprideinthequalityoftheirwork13.Instituteavigorousprogramofeducationandself-improvement14.PuteveryonetoworktoaccomplishthetransformationNotethatthe14pointsareaboutchange1.CreateaconstancyofpurposeFocusontheimprovementofproductsandservicesConstantlyimproveproductdesignandperformanceInvestinR&DInnovate2.AdoptanewphilosophyEliminatedefectiveproductsItcostsasmuchtoproduceadefectiveunitasagoodoneDealingwithscrapandreworkisveryexpensive3.Don’trelyoninspectionInspectiononlysortsoutdefectivesAlreadyhavepaidtoproducethemInspectionistoolateintheprocessIt’salsoineffectivePreventdefectivesthroughprocessimprovement4.Don’tawardbusinessonpricealoneConsidersupplierqualityaswellGivepreferencetothosesuppliersthatdemonstrateprocesscontrolandprocesscapability5.FocusoncontinuousimprovementInvolvetheworkforceUsestatisticaltechniques6.InvestintrainingEveryoneshouldbetrainedinthetechnicalaspectsoftheirjob,QC,andprocessimprovementWorkersshouldbeencouragedtoputthistrainingtouse
7.PracticemodernsupervisionmethodsHelptheemployeesimprovethesysteminwhichtheywork8.DriveoutfearCreateanenvironmentwheretheworkerswillaskquestions,reportproblems,orpointoutconditionsthatarebarrierstoquality9.BreakdownthebarriersBreakdownthebarriersbetweenthefunctionalareasofthebusinessOnlythroughteamworkcanqualityandprocessimprovementtakeplace10.EliminatetargetsandslogansUselesswithoutaplanfortheachievementofthetargetorgoalInstead,improvethesystemandprovideinformationonthat11.EliminatequotasNumericalquotasandworkstandardsoftenconflictwithqualitycontrol12.EncourageemployeestodotheirjobRemovethebarriersListentotheworkersThepersondoingthejobknowsmoreaboutitthananyoneelse13.HaveongoingeducationandtrainingTeachthemsimpleyetpowerfulstatisticaltechniquesUsethebasicSPCtools,particularlythecontrolchart14.InvolvetopmanagementManagementshouldbeadvocatesforthesepointsChapter168IntroductiontoStatisticalQualityControl,6thEditionbyDouglasC.Montgomery.Copyright(c)2021
JohnWiley&Sons,Inc.Deming’sDeadlyDiseasesLackofconstancyofpurposeEmphasisonshort-termprofitsPerformanceevaluation,meritrating,annualreviewsMobilityofmanagementRunningacompanyonvisiblefiguresaloneExcessivemedicalcostsforemployeehealthcareExcessivecostsofwarranteesChapter169IntroductiontoStatisticalQualityControl,6thEditionbyDouglasC.Montgomery.Copyright(c)2021
JohnWiley&Sons,Inc.Chapter170IntroductiontoStatisticalQualityControl,6thEditionbyDouglasC.Montgomery.Copyright(c)2021
JohnWiley&Sons,Inc.Deming’sObstaclestoSuccessChapter171IntroductiontoStatisticalQualityControl,6thEditionbyDouglasC.Montgomery.Copyright(c)2021
JohnWiley&Sons,Inc.Chapter172IntroductiontoStatisticalQualityControl,6thEditionbyDouglasC.Montgomery.Copyright(c)2021
JohnWiley&Sons,Inc.JosephM.JuranBorninRomania(1904-2021),immigratedtotheUSWorkedatWesternElectric,influencedbyWalterShewhartJuranInstituteisstillanactiveorganizationpromotingtheJuranphilosophyandqualityimprovementpracticesDr.JosephJuranAfounderofSQCCo-authorofQCHandbook(1957)HisphilosophyisbasedonmanagementofthequalityfunctionChapter174IntroductiontoStatisticalQualityControl,6thEditionbyDouglasC.Montgomery.Copyright(c)2021
JohnWiley&Sons,Inc.TheJuranTrilogyPlanningControlImprovementThesethreeprocessesareinterrelatedControlversusbreakthroughProject-by-projectimprovementChapter175IntroductiontoStatisticalQualityControl,6thEditionbyDouglasC.Montgomery.Copyright(c)2021
JohnWiley&Sons,Inc.ArmandFeigenbaumAuthorofTotalQualityControl,promotedoverallorganizationalinvolvementinquality,Three-stepapproachemphasizedqualityleadership,qualitytechnology,andorganizationalcommitmentSaysthatQCshouldbeconcentratedinaspecializeddepartmentConflictswithDemingonthispoint1-4.1QualityPhilosophyand
ManagementStrategiesTotalQualityManagement(TQM)QualityStandardsandRegistrationISO9000SixSigmaJust-In-Time,LeanManufacturing,Poka-Yoke,etc.TQMItisastrategyforimplementingandmanageingtqualityimprovementactivitiesonanorganizationwidebasisBeganintheearly80sbasedonthephilosophiesofDemingandJuranEvolvedintowidespectrumofideasParticipationinqualitygroupsWorkcultureCustomerfocusSupplierqualityimprovementCross-functionalteamsconcernedwithqualityTQMAsuccess?ModeratelyWhynot?NotenoughconcernforreductionofvariabilityIneffectivetrainingconductedbyHRpeopleNoknowledgeofwhatisimportantSuccessmeasuredby%ofworkforcetrainedManagementnotcommittedGeneralReasonsforthelackofconspicuoussuccessofTQMlackoftopdown,highlevelofmanagementcommitmentandinvolvement.inadequateuseofstatisticalmethodsandinsufficientrecognitionofvariabilityreductionasaprimeobjectiveGeneralasopposedtospecificbusiness-results-orientedobjectivesTomuchemphasisonwidespreadtrainingasopposedtofocusedtechnicaleducationMorereasonsforlackofsuccessZerodefects,valueengineering,qualityisfreeProgramswithnoemphasisonreducingvariabilityChapter180IntroductiontoStatisticalQualityControl,6thEditionbyDouglasC.Montgomery.Copyright(c)2021
JohnWiley&Sons,Inc.Chapter181IntroductiontoStatisticalQualityControl,6thEditionbyDouglasC.Montgomery.Copyright(c)2021
JohnWiley&Sons,Inc.QualitySystemsandStandardsChapter182IntroductiontoStatisticalQualityControl,6thEditionbyDouglasC.Montgomery.Copyright(c)2021
JohnWiley&Sons,Inc.TheISOcertificationprocessfocusesheavilyonqualityassurance,withoutsufficientweightgiventoqualityplanningandqualitycontrolandimprovementISO9000QualitysystemorientedSaywhatyoudo,dowhatyousay MucheffortdevotedtopaperworkandbookkeepingNotmuchtoreducingvariabilityandimprovingprocessesChapter184IntroductiontoStatisticalQualityControl,6thEditionbyDouglasC.Montgomery.Copyright(c)2021
JohnWiley&Sons,Inc.ISO9000US$40billionannualbusinessworldwideRegistrars,auditors,consultantsPlus,1000sofhoursofinternalcostsEffective?Doesitreducevariability?Chapter186IntroductiontoStatisticalQualityControl,6thEditionbyDouglasC.Montgomery.Copyright(c)2021
JohnWiley&Sons,Inc.TheMBNQAprocessisavaluableassessmenttoolSeeTable1-3forPerformanceExcellenceCriteriaandpointvaluesTheMalcolmBaldrigeNationalQualityAwardChapter187IntroductiontoStatisticalQualityControl,6thEditionbyDouglasC.Montgomery.Copyright(c)2021
JohnWiley&Sons,Inc.Chapter188IntroductiontoStatisticalQualityControl,6thEditionbyDouglasC.Montgomery.Copyright(c)2021
JohnWiley&Sons,Inc.Chapter189IntroductiontoStatisticalQualityControl,6thEditionbyDouglasC.Montgomery.Copyright(c)2021
JohnWiley&Sons,Inc.SixSigmaDevelopedbyMotorolainthelate80sConsiderthat+3sprovides0.00135ineachtail,or0.00270inthetwotalesSo,in1millionparts,2700wouldbedefectiveChapter191IntroductiontoStatisticalQualityControl,6thEditionbyDouglasC.Montgomery.Copyright(c)2021
JohnWiley&Sons,Inc.SixSigmaConsideranassemblyof100partsthatmustallfunctionfortheassemblytofunction.9973x.9973x…..9973=(.9973)100=.7631Thus,about23.7%oftheproductsunder3swillfailNotusuallyanacceptablesituation93Widthoflandingstrip1/2WidthoflandingstripIfpilotalwayslandswithin1/2thelandingstripwidth,wesaythathehasSix-sigmacapability.Pilot’sSix-SigmaPerformanceSixSigmaBut,+6sresultsin0.999999998insidespecs(0.999999998)100=.9999998Or,2parts/billiondefectivei.e.,0.2ppmMuchbetterthan+3s
Chapter195IntroductiontoStatisticalQualityControl,6thEditionbyDouglasC.Montgomery.Copyright(c)2021
JohnWiley&Sons,Inc.Why“QualityImprovement〞isImportant:ASimpleExampleAvisittoafast-foodstore:Hamburger(bun,meat,specialsauce,cheese,pickle,onion,lettuce,tomato),fries,anddrink.Thisproducthas10components-is99%goodokay?SixsigmaProcessperformanceisnotpredictableunlesstheprocessbehaviorisstableIfthemeanisdriftingaround,andendsupasmuchas1.5standarddeviationsofftarget,apredictionof3.4ppmdefectivemaynotbeveryreliableChapter196IntroductiontoStatisticalQualityControl,6thEditionbyDouglasC.Montgomery.Copyright(c)2021
JohnWiley&Sons,Inc.SixSigmaHasmovedbeyondMotorolaHascometoencompassmuchmoreHasbecomeamethodforimprovingcorporatebusinessperformanceCompaniesinvolvedinSixSigmauseteamsthatworkonprojectsinvolvingqualityandcostsSixsigmaCompaniesinvolvedinasixsigmaeffortutilizespeciallytrainedindividuals,calledGreenBelts(GBs),BlackBelts(BBs),andMasterBlackBelts(MBBs)The“belts〞havespecializedtrainingandeducationonstatisticalmethodandthequalityandprocessimprovementtools.Chapter198IntroductiontoStatisticalQualityControl,6thEditionbyDouglasC.Montgomery.Copyright(c)2021
JohnWiley&Sons,Inc.Chapter199IntroductiontoStatisticalQualityControl,6thEditionbyDouglasC.Montgomery.Copyright(c)2021
JohnWiley&Sons,Inc.SixSigmaSpecializedrolesforpeople;Champions,MasterBlackbelts,BlackBelts,GreenBeltsTop-downdriven(Championsfromeachbusiness)BBsandMBBshaveresponsibility(projectdefinition,leadership,training/mentoring,teamfacilitation)Chapter1100IntroductiontoStatisticalQualityControl,6thEditionbyDouglasC.Montgomery.Copyright(c)2021
JohnWiley&Sons,Inc.Theleadershipteamistheexecutiveresponsibleforthatbusinessunitandappropriatemembersofhis/herstaffanddirectreports.Eachprojecthasachampion,abusinessleaderwhosejobistofacilitateprojectidentificationandselection,identifyBlackBeltsandotherteammembers,removebarrier,makesurethattheresourcesareavailable,andconductregularmeetingwiththeteamorBlackBelt.BlackBeltsareteamleadersthatareinvolvedintheactualprojectcompletionactivities.Chapter1101IntroductiontoStatisticalQualityControl,6thEditionbyDouglasC.Montgomery.Copyright(c)2021
JohnWiley&Sons,Inc.GreenBeltshavelesstrainingandexperience.AMasterBlackBeltisatechnicalleaderandmayworkwiththechampionandtheleaderteaminprojectidentificationandselection,projectreviews,consultingwithBlackBeltsontechnicalissues,andtrainingofGreenBeltsandBlackBeltsChapter1102IntroductiontoStatisticalQualityControl,6thEditionbyDouglasC.Montgomery.Copyright(c)2021
JohnWiley&Sons,Inc.SixSigmaAdisciplinedandanalyticalapproachtoprocessandproductimprovementInvolvesafive-stepprocess(DMAIC):DefineMeasureAnalyzeImproveControlChapter1103IntroductiontoStatisticalQualityControl,6thEditionbyDouglasC.Montgomery.Copyright(c)2021
JohnWiley&Sons,Inc.Chapter1104IntroductiontoStatisticalQualityControl,6thEditionbyDouglasC.Montgomery.Copyright(c)2021
JohnWiley&Sons,Inc.DMAICSolvesProblemsbyUsing
SixSigmaToolsDMAICisaproblemsolvingmethodologyCloselyrelatedtotheShewhartCycleUsethismethodtosolveproblems:DefineproblemsinprocessesMeasureperformanceAnalyzecausesofproblemsImproveprocessesremovevariationsandnon-value-addedactivitiesControlprocessessoproblemsdonotrecurSixSigmaThreeGenerationsGenerationI:focusedondefecteliminationandbasicvariabilityreduction(suchasMotorola)GenerationII:tievariabilityanddefectreductiontoprojectsandactivitiesthatimprovedbusinessperformancethroughcostreduction(suchasGeneralElectric)GenerationIII:additionalfocusofcreationvaluethroughouttheorganizationandforitsstakeholders(suchasCaterpillarandBankofAmerica).Creatingvaluecantakemanyforms:increasingstockprices,jobretentionorexpansion,expandingmarketsforcompanyproducts/services,developingnewproducts/servicesthatreachnewandbroadermarket,andincreasingthecustomersatisfaction.Chapter1105IntroductiontoStatisticalQualityControl,6thEditionbyDouglasC.Montgomery.Copyright(c)2021
JohnWiley&Sons,Inc.Chapter1106IntroductiontoStatisticalQualityControl,6thEditionbyDouglasC.Montgomery.Copyright(c)2021
JohnWiley&Sons,Inc.SixSigmaFocusInitiallyinmanufacturingCommercialapplicationsBankingFinancePublicsectorServicesDesignforSixSigma(DFSS)Takingvariabilityreductionupstreamfrommanufacturing(oroperationalsixsigma)intoproductdesignanddevelopmentSixsigmaisusedtoachieveoperationalexcellence,whileDFSSisfocusedonimprovingbusinessresultsbyincreasingthesalesrevenuegeneratedfromnewproductsandservicesandfindingnewapplicationsoropportunitiesforexistingonesEverydesigndecisionisabusinessdecisionOncetheaproductisdesignedandreleasedtomanufacturing,itisalmostimpossibleforthemanufacturingorganizationtomakeitbetterChapter1107IntroductiontoStatisticalQualityControl,6thEditionbyDouglasC.Montgomery.Copyright(c)2021
JohnWiley&Sons,Inc.DesignforSixSigma(DFSS)AnimportantgainfromDFSSisthereductionofdevelopmentleadtime;thatis,thecycletimetocommercializenewtechnologyandgettheresultingnewproductstomarket.DFSSisdirectlyfocusedonincreasingvalueintheorganizationDMAICisapplicable.AlsosomeorganizationsuseDMADV:Define,Measure,Analyze,Design,andVerify.Chapter1108IntroductiontoStatisticalQualityControl,6thEditionbyDouglasC.Montgomery.Copyright(c)2021
JohnWiley&Sons,Inc.DFSSDFSSisrequiredtofocusoncustomerrequirementswhilesimultaneouslykeepingprocesscapabilityinmindChapter1109IntroductiontoStat
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