【正文】 改進的影響與好處 ?大綱 ?變革 ?過程控制系統(tǒng) ?標準與程序 ?培訓 ?團隊評估 ?變革實施計劃 ?潛在問題分析 ?示范與方案結(jié)果 ?成功的經(jīng)驗 ?訓練有素的同事 ?類似的機遇 ?對機遇進行標準化處理 可能采用的工具 與 技巧 業(yè)務個案 目標陳述 項目計劃 機遇陳述 項目范圍 團隊人選 團隊憲章 Solution Sigm aImpa ct2TimeImpa ct1Cos tBenef itImpa ct1Othe rImpa cts1To tal RankTASKS ACTIVITIES RESP. START DUE STATUS ACTIONS TASKS ACTIVITIES RESP. START DUE STATUS ACTIONS 行動計劃 Gantt Chart (Pilot) Task Jan Feb Mar Apr May Responsibility A Jim B Sue C Lynn D Bill/Jim What When Who Error Modes and Effects AnalysisError Mode Effect Analysis(EMEA) Description:Degree of EffectStep ProcessStep Error Cause EffectFrequencySeverityDetection TotalOccurrence Prevention(Countermeasure)Assemble alloutboundcontainers instaging area?Back injuryduring lift?Foot and toeinjury fromdroppedcont.?Carryallnot available?Liftingguidelinesnot followed?Backinjuries,lost time,insuranceexpense0+22 4 3 9? Purchase two new carryalls formailroom? Include topic in new safety filmDeterminecorrectpallet size?Nonstandardpallet used ?Vendorpallets kept ?Containerstack overend ofpallet andfall whenbeing lifted2+24 1 1 6?Inspect for nonstandard pallets andreturn to vendorsPositionempty palletin markedarea ofloading dock?Full palletsare rotated90?by hand?Pallet set 90?off whenpositioned lift truckcan抰 access?Back andhand injuries,lost time,insuranceexpense andrework2+35 4 1 10?Update and clarify pallet placementprocedures?Include topic in new safety filmStackoutboundcontainers onpallet not toexceed twohigh?First layernotpletedbeforestartingsecond layer?Stackguidelinesnot used?Containersfall whilebeing lifted0+11 1 1 3?Update and clarify loading guidelinesLoad pallets invehicle withlift truck andsecure?Tie downlinesdamage bulkmailwhentightened?Tie downguidelinesnot clear?Injuredfingers,damagedoutboundmail0+11 2 1 4?Update and clarify loading guidelines錯誤模式與效果分析 西格瑪目標 (CCR) 差距 西格瑪目標 (CCR) 差距 項目重點 $$ CCRs 輸入 過程 輸出 CCR 過程指標 過程指標 輸出指標 輸入指標 A BA1D1D2A2檢查表 Costs Energysaver light bulbs $9,000 Installation by employee 500 Cost of lost production 1,500 Total cost $11,000 Benefits Year 1 Reduce electric bill by 8% $5,000 Warranty for 5 years 1,800 Total benefits $6,800 Cost Benefit Forcefield Analysis Forces Working for Idea Forces Working against Idea 指標與問題陳述（效果） Problem Statement 量化的根本原因 25% 50% Im p lem en ted S o lu tio nCCR 差距 西格瑪 = X UCL LCL 西格瑪 = X CCR 差距 X 過程控制系統(tǒng) 項目工作計劃 CCR Total Risk Priority Resulting Risk PriorityProcess/Product: FMEA Date: (original)FMEA Team: (Revised)Black Belt: Page: ofProcess Actions ResultsItem Process StepsPotential Failure ModePotential Effects of Failure SeverityPotential Cause(s) of Failure Occurrence Current ControlsDetectionRisk Priority Remended ActionResponsibility and Target Completion DateAction TakenSeverity OccurrenceDetectionRisk PrioritySeverity OccurrenceDetectionRisk PrioritySeverity OccurrenceDetectionRisk PrioritySeverity OccurrenceDetectionRisk PrioritySeverity OccurrenceDetectionRisk Priority 50100 Y11 Surface Plot of Y11?認證 /找出業(yè)務機遇 ?認證 /制訂團隊憲章 ?明確過程并繪制過程圖 ?明確快速取勝和提高的過程 ?將顧客的聲音轉(zhuǎn)化為主要顧客需求 ?起草團隊準則。 ?明確輸入、處理、輸出等指標 ?起草可操作的定義和衡量計劃 ?采集并分析數(shù)據(jù) ?確定是否存在特殊的原因 ?確定西格瑪業(yè)績 ?收集其他基準業(yè)績數(shù)據(jù) ?整理過程 ?整理數(shù)據(jù)并找出具體問題 ?起草問題陳述 ?找出根本原因 ?設計根本原因認證分析 ? 認證根本原因 ?比較法 ?波動源研究 ?失敗模式與效果分析 ?回歸分析 ?過程控制與能力 ?實驗設計 ?反應表面方法 解決方案構(gòu)思 ?確定解決方案的影響：好處 ?評估并選擇解決方案 ?起草過程圖和高級計劃 ?起草并講解綱要 ?向所有有關(guān)方面?zhèn)鬟_解決