【正文】 Credit Yes Can be used to find quality problems. Irwin/McGrawHill 26 InputOutput Analysis Suppliers Inputs Sub Processes Outputs Customers S C O P I Measures From Flowchart Irwin/McGrawHill 27 Example SIPOC Specifying Equipment Selection and Installation Procedures at CocaCola USA Suppliers Customers CocaCola Fountain Outputs Equipment Selection Guide Equipment Sales Manuals Technology Cost/ Benefit Matrix Installation Guidelines Installation Time Standards Installation Rating System Installation Design Guidelines Inputs Technical Information Technical Questions Customer Input Process Developing Installation Cost Reduction Programs Developing Equipment Selection Policies and Procedures Designing Installation Policies and Procedures Customers Burger King McDonald’s Prestige CocaCola Fountain Equipment Suppliers Measures Number of Entities Using Guidelines Installation Audit Ratings Survey of Users Effectively Using Selection Guidelines Irwin/McGrawHill 28 Pareto Analysis 80% of the problems may be attributed to 20% of the causes. Assy. Instruct. Frequency Design Purch. Training Other Irwin/McGrawHill 29 Run Chart 1 2 3 4 5 6 7 8 9 10 11 12 Time (Hours) Diameter Irwin/McGrawHill 30 Histogram Frequency Data Ranges Irwin/McGrawHill 31 Scatter Diagram 0 2 4 6 8 10 12 0 10 20 30 Hours of Training Defects Irwin/McGrawHill 32 Checksheet (data collection) Billing Errors Wrong Account Wrong Amount A/R Errors Wrong Account Wrong Amount Monday Irwin/McGrawHill 33 Cause amp。 wrote Economic Control of Manufactured Product in 1931 ?W. Edwards Deming and Joseph M. Juran, students of Shewhart, went to Japan in 1950。 uniquely driven by close understanding of customer needs, disciplined use of facts, data, and statistical analysis, and diligent attention to managing, improving and reinventing business processes Irwin/McGrawHill 47 Six Sigma DMAIC Process Measure Control Define Analyze Improve Define: Define who your customers are, and what their requirements are for your products and services – Their expectations. Define your team goals, project boundaries, what you will focus on and what you won’t. Define the process you are striving to improve by mapping the process. Irwin/McGrawHill 48 Six Sigma DMAIC Process Measure Control Define Analyze Improve Measure: Eliminate guesswork and assumptions about what customers need and expect and how well processes are working. Collect data from many sources to determine speed in responding to customer requests, defect types and how frequently they occur, client feedback on how processes fit their needs, how clients rate us over time, etc. The data collection may suggest Charter revision. Irwin/McGrawHill 49 Six Sigma DMAIC Process Measure Control Define Analyze Improve Analyze: Grounded in the context of the customer and petitive environment, analyze is used to anize data and look for process problems and opportunities. This step helps to identify gaps between current and goal performance, prioritize opportunities to improve, identify sources of variation and root causes of problems in the process. Irwin/McGrawHill 50 Six Sigma DMAIC Process Measure Control Define Analyze Improve Improve: Generate both obvious and creative solutions to fix and prevent problems. Finding creative solutions by correcting root causes requires innovation, technology and discipline. Irwin/McGrawHill 51 Six Sigma DMAIC Process Measure Control Define Analyze Improve Control: Insure that the proce