六西格瑪改進(jìn)過(guò)程概述-全文預(yù)覽
【正文】 ?經(jīng)認(rèn)證的根本原因 ?波動(dòng)源 ?FMEA ?問(wèn)題陳述 ?可能的解決方案 ?解決方案 ?流程圖和文件 ?實(shí)施階段的劃分 ?改進(jìn)的影響與好處 ?大綱 ?變革 ?過(guò)程控制系統(tǒng) ?標(biāo)準(zhǔn)與程序 ?培訓(xùn) ?團(tuán)隊(duì)評(píng)估 ?變革實(shí)施計(jì)劃 ?潛在問(wèn)題分析 ?示范與方案結(jié)果 ?成功的經(jīng)驗(yàn) ?訓(xùn)練有素的同事 ?類似的機(jī)遇 ?對(duì)機(jī)遇進(jìn)行標(biāo)準(zhǔn)化處理 可能采用的工具 與 技巧 業(yè)務(wù)個(gè)案 目標(biāo)陳述 項(xiàng)目計(jì)劃 機(jī)遇陳述 項(xiàng)目范圍 團(tuán)隊(duì)人選 團(tuán)隊(duì)?wèi)椪? 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(dòng)計(jì)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(cuò)誤模式與效果分析 西格瑪目標(biāo) (CCR) 差距 西格瑪目標(biāo) (CCR) 差距 項(xiàng)目重點(diǎn) $$ CCRs 輸入 過(guò)程 輸出 CCR 過(guò)程指標(biāo) 過(guò)程指標(biāo) 輸出指標(biāo) 輸入指標(biāo) 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(biāo)與問(wèn)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(guò)程控制系統(tǒng) 項(xiàng)目工作計(jì)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(rèn)證 /找出業(yè)務(wù)機(jī)遇 ?認(rèn)證 /制訂團(tuán)隊(duì)?wèi)椪? ?明確過(guò)程并繪制過(guò)程圖 ?明確快速取勝和提高的過(guò)程 ?將顧客的聲音轉(zhuǎn)化為主要顧客需求 ?起草團(tuán)隊(duì)準(zhǔn)則。 ?找出、評(píng)估并選擇正確的改進(jìn)解決方案。 ?了解六西格瑪計(jì)算的內(nèi)容，為本團(tuán)隊(duì)正在分析的過(guò)程規(guī)定基準(zhǔn)西格瑪 。 衡量 我們現(xiàn)在做得怎么樣 ? 對(duì)過(guò)程進(jìn)行衡量，確定當(dāng)前 分析 錯(cuò)在哪里 ? 分析并確定缺陷的根本原因。 該過(guò)程的每一個(gè)階段都有一套具體的活動(dòng)、解決具體問(wèn)題的工具與技巧，以及應(yīng)實(shí)現(xiàn)的主要內(nèi)容。 DMAIC 過(guò)程分為五大步驟，通過(guò)對(duì)項(xiàng)目管理、攻關(guān)和各種統(tǒng)計(jì)學(xué)工具的有效整合，形成一套系統(tǒng)化的改進(jìn)現(xiàn)有過(guò)
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