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1、ZHongHong Liu To learn the systematic approach to Six Sigma problem solving M before A before I before C To understand some M.A.I.C. tool kit To understand how you will be affected by Six Sigma methodology Define Measure, Analyze, Improve and Control Define KPIV and KPOV Explain how process outputs
2、are a function of the inputs Explain the value of measurement “Nothing New”Most of the tools have been around for decadesNeglected due to difficulty and disciplineBUTWorldwide competitionMakes neglect dangerousComputing resourcesMakes application possible99% Good is Not Good Enough 5,000 incorrect s
3、urgical procedures each week 20,000 lost articles of mail each hour No electricity for almost 7 hours each month Unsafe drinking water for almost 15 minutes each dayWhere Does Industry Stand?7Sigma Scale of Measure1,000,000100,00010,0001,000100101PPMRestaurant BillsDoctor Prescription WritingPayroll
4、 ProcessingOrder Write-up Journal VouchersWire TransfersAirline Baggage HandlingPurchased Material Lot Reject RateDomestic Airline Flight Fatality Rate (0.43 PPM) Best-in-ClassAverage Company 3 4 56 2 1IRS - Tax Advice (phone-in)(140,000 PPM) lVisionlPhilosophy lVehicle for: Customer focus Breakthro
5、ugh improvement Continuous improvement People involvement lAggressive goal lMetric (standard of measurement)lMethodSix Sigma VisionThe Vision of Six Sigma is to delight customers by delivering world-class quality products through the achievement of Six Sigma levels of performance in everything we do
6、.Six Sigma PhilosophyThe Philosophy of Six Sigma is to apply a structured, systematic approach to achieve breakthrough improvement across all areas of our business. Whats the Strategy? Know whats important to the Customer (CTQs) Reduce defects Center around target Reduce VariationSix Sigma GoalReduc
7、e Defect RateImprove Product YieldImprove Customer SatisfactionIncrease Product ProfitWhat problem we should focus on? High Defect Rate Low Product Yield Long Cycle time High Downtime High Maintenance Cost Bottleneck Step Poor Process CapabilityUnsatisfactoryBreakthrough StrategySEAGATE CONFIDENTIAL
8、FilenameAuthorDateRevision#Slide#Deploy Overview.pptMarch 27, 2000113Six Sigma - Six Sigma Enables Breakthrough LevelImprovement!12345 The problem with continuous improvements as the only goal,Organization sees improvement BUT loses the game.Time in YearsStandard Approaches Current Tools Kaizen Lean
9、 Manufacturing Re-engineering Typical TQMImprovementBreakthrough Strategy- Trained & DedicatedIndividuals- Analytical Expertise- 70% Improvement perProjectSix SigmaTimeReject RateSpecial VariationHistorical Level ( 0)Optimum Level ( 1)Natural Variation under 0 Natural Variation under 1(30)(31)2308,5
10、37366,80746,210523363.4 PPMProcessCapabilityDefects per Million Opp.Six Sigma - Aggressive Goal3 Sigma 6 Sigma5 Sigma4 Sigma 93.32 %99.379 %99.9767 %99.99966 %HistoricalCurrentIntermediateLong-RunSigmaLong-Term YieldStandardSix Sigma - Performance Target Average Deviation from Mean1 TUSLp(d)p(d)1234
11、5699.99966% Good (6 Sigma)20,000 lost articles of mail per hourUnsafe drinking water for almost 15 minutes each day5,000 incorrect surgical operations per weekTwo short or long landings at most major airports each day200,000 wrong drug prescriptions each yearNo electricity for almost seven hours eac
12、h monthSeven articles lost per hourOne unsafe minute every seven months1.7 incorrect operations per weekOne short or long landing every five years68 wrong prescriptions per yearOne hour without electricity every 34 years99% Good (3.8 Sigma)Six Sigma - Practical MeaningCustomer Focus: A Model For Suc
13、cessTechnologyCapabilityOrganizationPeopleProcessest Management is responsible to help drive the total employee population to a higher level of problem solving proficiencyt Identifies their best candidates for Black Belt appointmentt Demonstrates high enthusiasm to keep Six Sigma moving forwardt Pro
14、vides the lead at getting Green Belts (including themselves) identified and through trainingt Asks the right questions to all employees to assure the discipline of Six Sigma and its tool kit are properly and fully exploitedt Drives the broad use of Six Sigma methods and tools, including FMEA, DOE, S
15、PC, etct Owns day to day & career management of the Black Belt, including appropriate placement when Black Belts assignment concludesSix Sigma System - ManagementSix Sigma Basic PrincipleThe Improvement Strategy (MAIC) Focus_Vital Few xiYYYYYx1, x2, . xnx1, x2, . xnVital Few xiVital Few xiVital Few
16、xiVital Few xi Phase_MeasureAnalyzeImproveControl678678678678678678678678Select Product or Process Key Characteristic(s); e.g., Customer YDefine Performance Standards For YValidate Measurement System for YEstablish Process Capability of Creating YDefine Improvement Objectives For YIdentify Variation
17、 Sources In YScreen Potential Causes For Change In Y & Identify Vital Few xiDiscover Variable Relationships Between Vital Few xiEstablish Operating Tolerances On Vital Few xiValidate Measurement System For xiDetermine Ability To Control Vital Few xiImplement Process Control System On Vital Few xiSIX
18、 SIGMA METHODS GENERATE DATA-BASED DECISIONS*What To Do With the Vital Few. . . . .ProcessKPIVKPIVKPIVKPOVCTQVital Few“Correct”(In-Spec)Defect-Free !KPIV Control Control Control - InputsNote: Statistically proven relationships between Inputs and OutputsManage the INPUTS and good OUTPUTS will followM
19、anufacturing Variation Causes A Hidden FactoryIncreased Cost - Lost CapacityThe process map reveals this hidden factoryYield After Inspection or TestEach defect must be detected, repaired and placed back in the process. Each defect costs time and money.Hidden FactoryNOTOKOK Wasted Time Wasted Money
20、Wasted Resources Wasted Floor spaceDefects and the Hidden FactoryRolled Throughput YieldHidden FactoryNOTOKYield After Inspection or Test=OKProcessABCRolled Yield81 %73 %Final TestD66 % Using “final test (or first time) yield” ignores the hidden factory. Final test performance is a function of inspe
21、ction & test not actual defect data.Rolled Throughput Yield (RTY) includes the hidden factory, rework as well as scrap. It looks at output with zero defects.Rolled-Throughput YieldClassical First-Time YieldIf we are so good at X, why do we constantly test and inspect Y?nYnDependentnOutputnEffectnSym
22、ptomnMonitornX1 . . . XNnIndependentnInput-ProcessnCausenProblemnControl To get results, should we focus our behavior on the Y or X?Focus on X rather than Y, as done historicallyThe Focus of Six SigmaKPIVKPOV*Narrow the Scope of Input Variables - ID Leveraged KPIVsOptimized Process30 - 5010 - 154-8K
23、ey Process InputVariables (KPIVs)8 - 10KPIVsCritical KPIVs3-6Key Leverage KPIVsInputs VariablesProcess MapMulti-Vari Studies,CorrelationsScreening DOEsDOEs, RSMC&E Matrix and FMEAGage R&R, CapabilityT-Test, ANOM, ANOVAQuality SystemsSPC, Control PlansMeasureAnalyzeImproveControlData Driven Analysis1
24、. We only use experience, not data2. We collect data, but just look at the numbers3. We group the data so as to form charts and graphs4. We use census data with descriptive statistics5. We use sample data with descriptive statistics6. We use sample data with inferential statisticsLevels of Analysis:
25、 What level are you at?The Foundation of the Six Sigma ToolsGoal Data is used to classify, describe, improve, control*Six Sigma Terms and Definitions1.Customerany One who receives a product, service or information from an operation or process.The term is frequently used to describe External customer
26、s - those who purchase the manufactured products or services which are the basis for the existence of the business. However, Internal customers, also important, are internal GEL persons who receive the intermediate or internal products or services from internal Suppliers.2. CTQCritical to Quality Ch
27、aracteristic - a characteristic of a product, service or information which is important to the customer. CTQs must be measurable in either a continuous scale manner (I.e. 3.00mg, etc.) or descriptive manner (correct/incorrect, etc.)3.OpportunityAn event which generates an output (product, service or
28、 information).4.UnitA discrete item (lamp, invoice, etc.) which possesses one or more CTQ(Note: Units must be considered with regard with the specific CTQ(s) of concern by a customer and/or for a specific process)5.DefectAn output of an opportunity which does not meet a defined specification; ORA fa
29、ilure to meet an imposed requirement on a single quality characteristic or a single instance of non-conformance to the specification6.DPUDefects per Unit - the number of defects counted, divided by the number of products or characteristics (units) produced.7. DPMODefects per Million Opportunities -
30、the number of defects counted, divided by the actual number of opportunities to generate that defect, multiplied by one million.8. COPQCost of Poor Quality - the cost incurred from generating a defectORCost which would be avoided if, rather than a Defect, the Opportunity yielded a success.9.KPIVKey
31、Process INPUT Variable - an independent material or element, with descriptive characteristic(s), which is either an object (going into) or a parameter of a process (step) and which has a significant (Key) effect on the output of the process10.KPOVKey Process OUTPUT Variable - a dependent material or
32、 element, with descriptive characteristic(s), which is the result of a process (step) which either is, or significantly affects the customers CTQ.11. Rolled Throughput YieldThe likelihood that any given unit of product, service or information will contain Zero Defects.12.CapabilityThe best that a process, which is in control, can perform under current conditions.12. EntitlementThe Best, Potential performance of a process based on process design14.DFSSDesign for Six Sigma (often referred to as Design for Manufacturability)