VRK(減少變異培訓(xùn))

1、1,Variation Reduction 減少變化,Revised 4/26/02,PF / CE / CNX / SOP,2,Preface to VRK VRK前言,3,Agenda 議程,Chapter 1 Intro to Variation 第一章-變量介紹 Danaher Business System (DBS) Danaher商業(yè)系統(tǒng)（DBS) Input, Process, Output Diagrams (IPO) 輸入，工藝，輸出 圖表 Normal Distribution, Key Measures 正態(tài)分布，關(guān)鍵量度 First Pass Yield (FPY)

2、第一次通過 Cost of Poor Quality (COPQ) 不良質(zhì)量成本 Chapter 2 - VRK Process 第二章-變量減少改善過程 Process Flow Charts (PF) 工藝流程圖,4,Cause & Effect (CE) Diagrams with CNX and SOP 因果圖 5 Whys 五個(gè)為什么 Chapter 3 - Graphical Tools 第三章- 圖表工具 Pareto Chart 柏拉圖圖表 Histograms 柱狀圖 Run Chart 曲線趨勢(shì)圖,5,Course Outline 課程概述,Start and Stop T

3、imes 開始和停止時(shí)間 Breaks 休息 You are responsible for learning 你負(fù)責(zé)學(xué)習(xí) Active Participation - Questions are great 活躍的參加-勇活提問題 Importance of applying right away 立刻使用的重要性,Introductions 介紹,Name 姓名 What department do you work in? 你在哪一個(gè)部門工作 What do you do? 你做什么 What are your expectations of the training/Kaizen We

4、ek? 你對(duì)改善活動(dòng)的期望是什么,6,Training Objectives 培訓(xùn)的目的,Understand and utilize variation Reduction Tools from the Danaher Business System 理解和利用變化減少的工具 Develop a working knowledge of the following basic tools to Variation Reduction/Six Sigma: 增加在以下變化減少基本工具和六 Sigma的知識(shí) Input, Process, Output Diagrams 輸入，過程，輸出 圖表

5、Normal Distribution, Key Measures 正態(tài)分布，關(guān)鍵量度 First Pass Yield (FPY) 第一次通過 Cost of Poor Quality (COPQ) 差質(zhì)量的代價(jià) Process Flow Charts (PF) 工藝流程圖 Cause & Effect (CE) Diagrams with CNX and SOP 因果圖 5 Whys 五個(gè)為什么 Pareto Chart柏拉圖圖表 Histograms 矩形圖 Run Chart 曲線趨勢(shì)圖 Improve your ability to creatively solve problems

6、 and initiate positive lasting change! 改進(jìn)你創(chuàng)造性地解決問題和開始積極的持續(xù)變化的能力 Learn, Have Fun and Accomplish! 學(xué)習(xí)，有樂趣，完成任務(wù),7,Introduction to Variation 關(guān)于變量的介紹,8,IPO Diagrams 輸入加工輸出圖表,PROCESS 加工過程 (ACTIVITY),OUTPUTS 輸出 (Measures of Performance ) 表現(xiàn)的量度,INPUTS 輸入 (Sources of variability) 可變性根源,Perform a Service y 提供一

7、項(xiàng)服務(wù),Produce a product 生產(chǎn)一件產(chǎn)品,Complete a task 完成一項(xiàng)任務(wù),People 人,Material 物,Equipment 設(shè)備,Policies 政策,Procedures 步驟,Methods 方法,Environment 環(huán)境,A Blending of inputs to achieve the desired outputs 混 合 輸 入 以 獲 得 期 望 的 輸 出,An Industrial Ecosystem 工業(yè)生態(tài)系統(tǒng), AAA,9,Manufacturing Injection Molded Parts Process 塑料成形

8、加工過程,(Manufacturing) 制造,Type of raw material 原材料類型 Mold temperature 溫度 Holding Pressure壓力 Holding Time 時(shí)間 Gate Size 噴口尺寸 Screw Speed 螺旋速度 % Regrind 再研碎百分?jǐn)?shù) Moisture content 增濕劑,Thickness of Molded part 成形零件的厚度 % shrinkage from mold size 收縮百分?jǐn)?shù) # of defective parts 缺陷數(shù),IPO Diagrams (examples) 輸入加工輸出圖表

9、（例子）, AAA,Machining Process 機(jī)加工過程,(Manufacturing) 制造,Days between Lost time accident 由于事故失去時(shí)間 Parts Per Million Defective 每百萬零件的缺陷數(shù) On Time Delivery to Customer 按時(shí)交貨 Units Produced Per Man Hour Worked 每人單位小時(shí)生產(chǎn)的產(chǎn)品數(shù),Associates 工人,Standard Work 標(biāo)準(zhǔn)工作,Machines 機(jī)器,Fixtures 夾具,Tooling 工裝,Gages/Quality Chec

10、ks 塞規(guī)質(zhì)量檢查,Speeds/Feeds 速度 / 進(jìn)料,OP Sheets OP表,Assembly Process 裝配 過程,(Manufacturing) 制造,Method/Standard work 方法標(biāo)準(zhǔn)工作 Sequencing of Steps 步驟的次序 Fixtures 夾具 # of associates 員工數(shù) Position of components 部件的位置,Time to assemble a part 裝配一零件的時(shí)間 # of defects created 缺陷數(shù) Delivery to Customer 按時(shí)交貨,10,Billing pro

11、cess 帳單過程,(Finance),Method for obtaining Bill Information 取得帳單信息的方法 Data Entry Method 數(shù)據(jù)輸入的方法 Type of Bill 帳單類型 Billing clerk skill level 編制帳單職員的技術(shù)水平 # of Billing clerks 編制帳單職員的數(shù)目,Time to complete a Bill 完成一帳單的時(shí)間 # of errors per Bill 每帳單的錯(cuò)誤數(shù)目 Total cost to prepare and send Bill 準(zhǔn)備和發(fā)送一帳單的總成本,Examples

12、 of IPO Diagrams 輸入加工輸出圖表 （例子）, AAA,Training Process 培訓(xùn)過程,(Training or H.R.),Type of Training 培訓(xùn)類型 Instructional materials 培訓(xùn)材料 # of students 學(xué)生數(shù)目 Site of training 培訓(xùn)地點(diǎn) Accountability of student and trainer 學(xué)生和教員的責(zé)任 Student background 學(xué)生背景 Amount of time for training 培訓(xùn)時(shí)間 Kind of Trainers 教員類型 Indiv

13、idual Vs Team 個(gè)人或 小組 Has Management been trained 上層管理是否已培訓(xùn),Like (Course evaluations) 喜歡 （課程評(píng)價(jià)） Learn (Pre Vs Post) 學(xué)習(xí) （以前 與 以后） Use (# of Applications) 使用 （應(yīng)用 的數(shù)目） ROI ($) 投資的 回收,Cigna Enrollment Cigna 注冊(cè),Data 數(shù)據(jù) Forms 表格 Claims 要求 HR Admin 人事管理 Instructions 指南,Delivery Time 交付時(shí)間 Accuracy 準(zhǔn)確 Cost 花費(fèi)

14、 Refuse Service 拒絕服務(wù) Do Get Card 得卡,(Benefits),11,Normal Distribution 正態(tài) 分布 Each unit of measure is a numerical value on a continuous scale.,Will the ball always go the same distance? 球會(huì)總是落在同一點(diǎn)嗎？,12,Why do we care about the distribution of the Data? 我們?yōu)槭裁丛诤鯏?shù)據(jù)的分布,Standard Areas Under the Normal Curve

15、正態(tài)曲線下的標(biāo)準(zhǔn)區(qū)域,+4,+5,+6,+1,+2,+3,-2,-1,-4,-3,-6,-5,0,68.27%,95.45%,99.73%,99.9937%,99.999943%,99.9999998%,13,Distributions can differ in three ways 分布以三種方式變化, or any combination of these 或 這三種方式的任何 結(jié)合,14,First Pass Yield and the Hidden Factory 第一次通過 和 隱藏 工廠,Every time a Defect is Created during a Proces

16、s (Step), it takes Additional time and resources to evaluate, rework and/or scrap 每當(dāng)一 廢品 產(chǎn)生時(shí)，需要附加的時(shí)間和資源做估價(jià)，返工 和或報(bào)廢 These Non-Value Added Activities Typically Require Additional Floor Space, Capital Equipment, Material and People 這些沒有價(jià)值增加的活動(dòng)通常需要附加的地面，資本設(shè)備，材料和人工,No Defect, AAA,Y1 . Y2 = FPY,FPY is the

17、 % of product that goes through the process right the first time 第一次通過是產(chǎn)品第一次正確地通過加工過程的百分?jǐn)?shù),15,Each Team will be given a deck of cards (52). 給每一個(gè)組一疊卡片（52） Each Team will have 2 operators, each of whom will drop one card at a time onto a target area. Operators will track the # of dropped cards.每一個(gè)組有2操作

18、員，每操作員將扔一卡片到一個(gè)目標(biāo)區(qū)上 操作員將記錄丟掉的卡片數(shù)目 The method of drop will be to hold the card at arms length over the target using two fingers on edge (as demonstrated by the instructor). 在距離目標(biāo)一臂的位置用兩個(gè)手指頭拿著卡片的邊緣丟下。（如指導(dǎo)人員所演示的那樣。） After release, the card will fall and either be completely in the target area or not. Ea

19、ch team will have two inspectors who will determine if the cards fall completely on the target area. If they do, they may move to the next station. If not, then the cards will be reused (rework)在釋放后，卡片會(huì)掉落，要么完全落在目標(biāo)區(qū)域內(nèi)，要么沒有。每個(gè)小組均有兩位檢查員來決定卡片是否完全掉落在目標(biāo)區(qū)域。如果是這樣的話，他們可以移動(dòng)到下一個(gè)位置。如果不是這樣，那么就重新使用卡片（返工）。 Objecti

20、ve: to deliver 20 completed products or units to the customer.目標(biāo)：把20個(gè)完整的產(chǎn)品或者元件交付給客戶。 Team Personnel小組人員: 2 Operators操作員 1 Material Supplier材料供應(yīng)員 2 Inspectors檢查員 1 Timer計(jì)時(shí)員 1 Supervisor監(jiān)督員 Data to Track跟蹤的數(shù)據(jù): A. Total number of good units moved on to the next station (or customer). Inspector at each

21、station should record this.移動(dòng)到下一個(gè)站（或客戶）的良好元件總數(shù)。在每個(gè)站上的檢查員應(yīng)當(dāng)記錄這個(gè)數(shù)據(jù)。 B. Total number of drops at each station. Operator should keep track of this, or a separate auditor could perform this function.在每一個(gè)站上丟下的元件總數(shù)。操作員應(yīng)當(dāng)保持跟蹤，或者單獨(dú)的審計(jì)員應(yīng)當(dāng)執(zhí)行這個(gè)功能。 C. Total time from drop to completion of customer order (20 good

22、 units).從掉落到完成客戶訂單的全部時(shí)間（20個(gè)良好元件）。 D. Total number of cards of the 52 used in the exercise (52 - whatever supplier has left over).在操作中使用的卡片總數(shù)（無論供應(yīng)商是否留下與否）,Exercise: First Pass Yield 練習(xí)：第一次通過 ( Rolled Throughput Yield) 累積通過,Directions:,Target / Area #1,Finished Product to Customer,Target / Area #2,Sta

23、rt Supplier, AAA,Y1 . Y2 = FPY,16,Drop Card Method丟卡方式,( if card bad如果卡片壞了),( if card good如果卡片是好的),( if card bad 如果卡片是壞的),( if card good如果卡片是好的),First Pass Yield Exercise Layout第一次通過產(chǎn)出練習(xí)設(shè)計(jì)圖,17,Compute: 計(jì)算 A =.好產(chǎn)品的總數(shù) B = 每一步扔掉卡片的總數(shù) 檢查員 操作員 A1 = B1 = A2 = B2 = D = 使用卡片總數(shù) = C = 使用總時(shí)間 （秒） = Stepwise : Y

24、1= A1/B1 = Y2= A2/B2 = 第一次通過 率 = Y1 * Y2 = 總數(shù)花費(fèi) = ($5 * D) + ($2 * B1 + B2) = 每一產(chǎn)品平均花費(fèi) = 平均生產(chǎn)周期 =,Exercise: First Pass Yield 練習(xí)：第一次通過率 ( Rolled Throughput Yield) 累積通過率, AAA,Y1 . Y2 = FPY,18,Relationship between Lean and Six Sigma 精簡(jiǎn)與六 Sigma 之間的關(guān)系,19,Six Sigma As A Quality Philosophy6個(gè)西格瑪作為質(zhì)量哲學(xué),Provi

25、ding a Higher Quality product or service, w/On-time Delivery, and at a Lower Cost than our competition.提供更高質(zhì)量的產(chǎn)品或服務(wù)，準(zhǔn)時(shí)交付，并且所花費(fèi)的成本比競(jìng)爭(zhēng)對(duì)手更低。,Six Sigma (kept simple)6個(gè)西格瑪（保持簡(jiǎn)單） : “ the relentless and ruthless pursuit of variation reduction 無情地、殘忍地追求削減差異”, AAA,Business Strategy商業(yè)戰(zhàn)略,20,Measures of Locatio

26、n Mean / Average 位置的量度平均值,Sample Mean樣本均值: X,8 11 6 7 12 7,Sample Assembly Data樣本匯總數(shù)據(jù),X = (8 + 11 + 6 + 7 + 12 + 7) / 6 = 51 / 6 = 8.5 hours小時(shí),The Mean as a Balance Point 作為平衡點(diǎn)的平均值,4 5 6 7 8 9 10 11 12 13 14,21,Methodology for calculating the Median: 計(jì)算中位數(shù)方法 Put numbers in ascending order, then 將數(shù)目以

27、遞增的方式排列，然后 If n is odd, middle value 假如 n 是奇數(shù)，取中間值 = If n is even, the average of the two middle values 假如 n 是 偶數(shù)，取兩中間值 的平均 值,Sample Median校本均值:,SEATWORK課堂作業(yè),SAMPLE示例 # 1 X = ( 8, 3, 7, 4, 5, 6, 5, 4, 5, 6, 5 ) Find查找 X and及,Sample示例 # 2 Y = ( 8, 3, 7, 4, 5, 6, 50, 4, 5, 6, 5 ) Find Y and Y,Measures

28、 of Location Median 位置的量度-中位數(shù),The Median is the value where half the data points are above the value and half the data points are below the value 中位數(shù)是一半數(shù)據(jù)點(diǎn)在其上 而一半數(shù)據(jù)點(diǎn)在其下那一點(diǎn)的值,22,236,000,98,000,40,000,36,000,32,000,28,000,Mean平均: 46,000,Total Payrol總工資l: $1,058,000 No. on Payrol薪水冊(cè)上的數(shù)量l: 23 Average An

29、nual Pay平均年工資:,選自數(shù)學(xué)之臉：大學(xué)生的入門課程Taken from “Faces of Mathematics: An Introductory Course for College Students” , 2nd Edition by Robets and Varberg. Harper & Row, 1982.,Measures of Location 位置的量度,23,Measures of Spread 量度伸展,選自數(shù)學(xué)之臉：大學(xué)生的入門課程 Taken from “Faces of Mathematics: An Introductory Course for Col

30、lege Students” , 2nd Edition by Robets and Varberg. Harper & Row, 1982.,Dont Worry. That rope is one inch thick on the average. 不要擔(dān)心。 繩子是平均一英寸粗,24,Three different data sets with the same locations 在相同的位置設(shè)置三組不同的數(shù)據(jù),Range范圍 = Max最大 Min最小,x,y,z,Rx =,Ry =,Rz =,Measures of Spread Range 量度伸展范圍,Same Locatio

31、ns but Different Spreads 相同的位置，但是分布不同, AAA,25,x 30 30 30 30 30,y 10 30 30 30 50,z 10 20 30 40 50,Measures of Spread Standard Deviation 量度伸展標(biāo)準(zhǔn)偏差, AAA,26,The Cost of poor Quality What Is It? (COPQ) 什么是 差質(zhì)量的代價(jià),The Five Costs of COPQ are associated with . 5 個(gè)差質(zhì)量的代價(jià)：,Internal Failure Costs 內(nèi)部失敗花費(fèi) Externa

32、l Failure Costs 外部失敗花費(fèi) Appraisal Costs 估價(jià)花費(fèi) Prevention Costs 預(yù)防花費(fèi) Lost Opportunity Costs 失去機(jī)會(huì)花費(fèi),COPQ should be tracked as a Ratio, such as: 差質(zhì)量的代價(jià) 應(yīng)該以比率的方式跟蹤 比如 COPQ/Sales $ 差質(zhì)量的代價(jià) / 銷售 COPQ/Product Delivery 差質(zhì)量的代價(jià) / 產(chǎn)品交付 COPQ/Units Shipped 差質(zhì)量的代價(jià) / 產(chǎn)品運(yùn)輸,27,The Cost of Poor Quality (COPQ) 差質(zhì)量的代價(jià) Int

33、ernal failure Costs 內(nèi)部失敗的代價(jià),Failure costs occurring prior to product/service delivery or shipment 失敗的代價(jià)發(fā)生在產(chǎn)品服務(wù)交付以前,Design Corrective Action 設(shè)計(jì)糾正 Rework-Design Change 返工-設(shè)計(jì)改變 Scrap-Design Change 報(bào)廢-設(shè)計(jì)改變 Production Liaison Costs 生產(chǎn)聯(lián)絡(luò)花費(fèi) Purchasing Failure Costs 購買故障花費(fèi) Purchased Material Reject Disposit

34、ion 購買材料廢品退貨 Purchased Material Replacement Costs 購買材料更換成本 Supplier corrective Action 供應(yīng)商改正 Rework of Supplier Rejects 返工-供應(yīng)商退貨 Uncontrolled Material Losses 沒有控制材料損失 Manufacturing Failure Costs 生產(chǎn)失敗花費(fèi) Material Review/Corrective Action (MRB) 材料檢閱 / 改正行動(dòng) Disposition Costs 處理材料花費(fèi),Troubleshooting/Failur

35、e Analysis 糾正 / 失敗分析 Investigation Support Costs 調(diào)查花費(fèi) Operations Corrective Action 操作改正 Failure to transfer from Design to Manufacturing 從設(shè)計(jì) 至制造 轉(zhuǎn)化 的失敗 Rework 返工 Repair修理 Re-inspection/Retest Costs 再-檢查 / 再測(cè)試花費(fèi) Failure to Scale Up失敗 Poor Characterization 差的特性化 Poor Optimization 差的 優(yōu)化 Poor Communicat

36、ion 差的 交流 Poor Documentation 差的 文件, AAA,28,Failure Costs occurring after product/service delivery or shipment 失敗的費(fèi)用發(fā)生在產(chǎn)品服務(wù)交付以后,Customer Complaint Investigation 顧客抱怨調(diào)查 Returned Goods返回貨物 Retrofit Costs改新花費(fèi) Recall Costs 回收花費(fèi) Warranty Claims保險(xiǎn)索賠 Liability Costs責(zé)任花費(fèi) Penalties 受罰 Customer/User Goodwill 顧

37、客 / 用戶友好 Other External Failure Costs 其他外部失敗花費(fèi),The Cost Of Poor Quality (COPQ) 差質(zhì)量的代價(jià) External Failure Costs: 外部失敗的代價(jià), AAA,29,The Cost Of Poor Quality (COPQ) 差質(zhì)量的代價(jià) Appraisal Costs: 估價(jià)費(fèi)用,Costs associated with measuring, evaluating, or auditing products or services to ensure conformance to quality st

38、andards and performance requirements 費(fèi)用與測(cè)量，估的價(jià) 或?qū)徲?jì)產(chǎn)品或服務(wù)有關(guān)以保正遵守質(zhì)量標(biāo)準(zhǔn)和性能要求,Purchasing Appraisal Costs 采購估價(jià)費(fèi)用 Receiving/Incoming Inspection and Test 進(jìn)貨檢驗(yàn)和測(cè)試 Measuring Equipment測(cè)量設(shè)備 Qualification of Supplier Product 供應(yīng)商產(chǎn)品合格證明 Source Inspection and Control Programs 檢查根源和控制 項(xiàng)目 Manufacturing Appraisal Costs

39、 生產(chǎn)估價(jià)費(fèi)用 Planned Inspections, Tests and Audits計(jì)劃的檢查，測(cè)試和審計(jì) Checking labor 檢查勞工 Product or Service Quality Audits 產(chǎn)品或服務(wù)質(zhì)量審計(jì) Inspection and Test Materials 材料 檢驗(yàn)和測(cè)試 Set-Up Inspections and Test 安置檢驗(yàn) 和測(cè)試 Depreciation Allowances 貶值估及,Measurement Equipment Expense 測(cè)量設(shè)備費(fèi)用 Maintenance and Calibration Expense 維

40、修和校正費(fèi)用 Outside Endorsements and Certifications外邊贊同和證明 External Appraisal Costs 外部估價(jià)花費(fèi) Field Performance Evaluations 現(xiàn)場(chǎng)表演估價(jià) Special Product Evaluations特別產(chǎn)品的估價(jià) Evaluation of Field Stock and Spare Parts 現(xiàn)場(chǎng)庫存和備件估價(jià) Review of Test and Inspection Data 測(cè)試和檢驗(yàn)數(shù)據(jù)審查 Other Quality Evaluations 其他質(zhì)量估價(jià) Special Test

41、s 特別測(cè)試 Process Control Measurement 過程控制量度 Laboratory Support 實(shí)驗(yàn)室支持, AAA,30,The Cost Of Poor Quality (COPQ) 差質(zhì)量的代價(jià) Prevention Costs 預(yù)防費(fèi)用,The costs of all activities specifically designed to prevent poor quality in products or services 專門設(shè)計(jì)來預(yù)防差質(zhì)量產(chǎn)品或服務(wù)的所有活動(dòng)的花費(fèi),Marketing / Customer / User 市場(chǎng) / 顧客 / 用戶 M

42、arketing Research 市場(chǎng)研究 Customer Perception Surveys 顧客直覺調(diào)查 Contract/Document Review合同 / 文件審查 Product/Design Development產(chǎn)品 / 設(shè)計(jì)開發(fā) Design Quality Progress Review設(shè)計(jì)質(zhì)量審查 Design Support Activities 設(shè)計(jì)支持活動(dòng) Product/Service Design Qualification Test 產(chǎn)品 / 服務(wù)設(shè)計(jì)資格測(cè)試 Field Trials現(xiàn)場(chǎng)試驗(yàn) Supplier Reviews/Ratings供應(yīng)商 審

43、查 / 訂級(jí) Purchase Order Technical Data Review 購買技術(shù)數(shù)據(jù) 審查 Supplier Quality Planning 供應(yīng)商 質(zhì)量計(jì)劃 Operations Prevention Costs生產(chǎn)預(yù)防花費(fèi) Operations Process Validation 生產(chǎn)過程證實(shí),Operations Quality Planning 生產(chǎn) 質(zhì)量計(jì)劃 Design of Measurement/Control Equipment 量度 / 控制設(shè)備設(shè)計(jì) Operational Support Quality Planning 生產(chǎn)方面支持質(zhì)量的計(jì)劃 Ope

44、rator Quality Education 操作員質(zhì)量教育 Operator SPC/Process Control 操作員數(shù)理統(tǒng)計(jì) / 過程控制 Quality Administrative Salaries and Expenses 質(zhì)量管理的工資和費(fèi)用 Quality Program Planning質(zhì)量程序計(jì)劃 Quality Performance Planning and Reporting質(zhì)量性能計(jì)劃和報(bào)告 Quality Education質(zhì)量教育 Quality Improvement質(zhì)量改進(jìn) Quality System Audits 質(zhì)量系統(tǒng)審計(jì) Training w

45、ithout ROI 無投資回收的培訓(xùn), AAA,31,The Cost Of Poor Quality (COPQ) 差質(zhì)量的代價(jià) Lost Opportunity Costs 失去機(jī)會(huì)的代價(jià),Delayed Market Entry 推遲進(jìn)入市場(chǎng) Lost Sales失去的銷售 Lost Customers 失去的顧客 Additional Shifts, Lines, Plants Due to Poor Productivity (i.e., Low Capacity) 由于生產(chǎn)差所增加的班次，生產(chǎn)線和工廠 Failure to Enter a New Market because o

46、f . 失敗進(jìn)入新的市場(chǎng)因?yàn)?Competitor Obtains Patent Rights Before We Do 競(jìng)爭(zhēng)對(duì)手在我們之前取得專利 Reliability Issues 可靠性問題 Safety Issues 安全問題 Ergonomic Issues 人機(jī)工程問題 Legal Issues 法律的問題, AAA,32,Why Six Sigma ? 為什么6 s,There is a correlation between a companys COPQ and the s Rating of its key processes 公司的差質(zhì)量的代價(jià) 與其關(guān)鍵過程的偏差級(jí)別間

47、有相互關(guān)系,Sigma Rating西格瑪?shù)燃?jí) s,COPQ (% of Sales),2 3 4 5 6,40 35 30 25 20 15 10 5, AAA,33,Example Policy Deployment Matrix with COPQ 帶COPQ的政策部署矩陣,2001 Deployed Policies 2001年部署的政策,34,MEASURE措施,1999,YTD,2000,JAN,FEB,MAR,APR,Reduce減少COPQ/Kit,PLAN,$7.90,$7.53,$6.91,$6.61,by $5.67,ACTUAL,External Quality外部質(zhì)量

48、,6,500,PLAN,6,293,6,147,5,304,5,269,to 4,475 PPM,18,406,ACTUAL,Internal Quality內(nèi)部質(zhì)量,53,000,PLAN,42,389,39,134,35,823,33,162,to 28,154 PPM,60,036,ACTUAL,DBS Event 事件,PLAN,$333K,$333K,$333K,$333K,Savings 節(jié)約of $4MM,ACTUAL,100% DBS,PLAN,22,22,22,22,Participation參與,ACTUAL,Material Prdctvty材料生產(chǎn)量,PLAN,1.5,

49、3.0,4.5,6.0,to 10%,ACTUAL,Labor & Ovhd勞動(dòng)力與企業(yè)管理,PLAN,1.5,3.0,4.5,6.0,Prdctvty 生產(chǎn)率to 10%,ACTUAL,New Sales Growth新的銷售增長(zhǎng),PLAN,$10MM,$11MM,$12MM,$13MM,Prjcts for 00-$21MM,ACTUAL,New Sales Growth新的銷售增長(zhǎng),PLAN,$20MM,$23MM,$26MM,$29MM,Prjcts for 01-$50MM,ACTUAL,Org. Reviews初審,100%,PLAN,100%,100%,100%,100%,CPT

50、 - 100%,ACTUAL,Example Bowling Chart with COPQ有關(guān)COPQ的保齡圖表示例,2001 Deployed Policies投保,35,Sigma, 100 x,3.4,233,6210,66810,100K 10K 1k 100 10 1,3 4 5 6 7,Average Company,“Best in Class”,DEFECT REDUCTION 缺陷減少,Parts Per Million 每一百萬零件,Note: The 1.5 sigma shift is included. 注意：包括 1.5 西格瑪變動(dòng),Why Six Sigma?

51、為什么6 s,Worldwide benchmarking ( 1986-1987) found the “best in class” to have 6s quality A 4s company will spend 10% of revenue on internal and external repair 4s 公司將花費(fèi) 10% 的收入在內(nèi)部和外部缺陷失敗的糾正 A 6s company will spend 1 % of revenue on internal and external repair 6s 公司將花費(fèi) 1 % 的收入在內(nèi)部和外部失敗的糾正 - Motorola,

52、AAA,36,VRK Processes VRK工序,37,Exercise練習(xí) Rapid-Fire Statapult Launching速射彈弓發(fā)射,Objective目標(biāo):,To fire the statapult and record the distance to the nearest half inch for each of the launches. The measured distance will be from the back base of the launcher to the point where the ball hits the floor. Use

53、 the following grid to record the distances in the order in which they were obtained. This will establish a process baseline.為了發(fā)射彈弓并且記錄每次發(fā)射的距離，精確到半英寸。所測(cè)量的距離將從發(fā)射器的后座量到小球擊中地板的位置。使用以下表格按次序記錄所得到的距離。這樣會(huì)確立一個(gè)工序基線。,Rules of Engagement使用規(guī)則:,1. Every shot will be launched from a pull-back angle of 172, with t

54、he peg position in the second hole from the top. Each person on the team will perform an equitable number of launches. “Launching “ means pulling back and releasing.每次射擊將從后拉172度的位置發(fā)射，同時(shí)銷口位于從頂部數(shù)下來第2個(gè)孔的位置。小組的每位成員將執(zhí)行相同數(shù)量的發(fā)射?！鞍l(fā)射”意味著向后拉，然后釋放。 2. There will be a time limit of 15 seconds between successive

55、 firings. Each group will be required to police themselves. There will be a penalty associated with late firings. Practice shots ARE NOT ALLOWED.成功發(fā)射之間有15秒的時(shí)間限制。要求每一組自行投保。后發(fā)射者會(huì)受到處罰。不允許練習(xí)射擊。 3. Plot the distances recorded above as points on the run chart form on the next page. Connect adjacent points

56、 with straight lines, and record the longest distance (MAX) and the shortest distance (MIN) and compute the Range = Max-Min.在下頁的運(yùn)行圖表上繪制所記錄的距離。用直線連接相鄰的點(diǎn)，并且記錄最大距離和最短距離，然后計(jì)算差額=最大-最小。, AAA,38,180 176 172 168 164 160 156 152 148 144 140 136 132 128 124 120 116 112 108 104 100 96 92 88 84 80,1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24,Distance距離 (inches英寸),Launch Number發(fā)射數(shù)量,Range 射程= MAX最大 MIN最小 =,Statapult Launching彈弓發(fā)射 #1, AAA,