【正文】 ility and product performance ? Calculate current sigma level ? Graphical Analysis ◎ Run Chart ◎ Scatter Diagram ◎ Box Plot ◎ Histogram ? Changes to the process may be more easily recognized graphically than tabularly. ? Understanding Variation ? What is Variation? ◎ Different oute of a process or result of a product or service ? Measurement index scattered from center value ? Variation will be appeared in every process and the target of improvement is to reduce it’ s variations ? Why a variation might be occurred? ◎ By a mon cause ◎ By a special cause ◎ 5M1E ? What impacts will be happened if a variation bee big? ? Can not predict/ forecast outes ? Occur reinspection and/ or rework ? Delay schedule ◎ Increase customer dissatisfaction ? ShortTerm/LongTerm Relationships Inherent Capability of the ProcessShort Term Capability Sustained Performance of the ProcessLong Term Performance Over time, a “ typical” process will shift and drift by approximately ? ? Product Capability(Cp) ? Cp = |USLLSL| / 6?st ； Zst = 3 Cp ? Capability Index(Cpk) ? Cpu = min (Cpu, Cpl)， Where Cpu = (USL?)/3?st； Cpl = (?LSL)/3?st； Zst = 3 Cpk ? Performance Index(Cpk) ? Cpk = min (Cpu, Cpl)， Where Cpu = (USL?)/3?lt； Cpl = (?LSL)/3?lt； Zst = 3 Cpk . DMAIC Methodology 5 Stages DMAIC Methodology and Statistical Tools ? Phase: Analysis ? Steps。 顧客 『 在乎 』 的事 ， 就是企業(yè)或組織在乎的事 。 ? Project Team, Project Charter, COPQ ? Define Steps (1) Vision Business Strategy Big Y (CTQ) Small y Project (Goal, Scope, Performance Index) ? Define Steps (21) ? Vision:最具競(jìng)爭(zhēng)力的企業(yè) (GE) ? StrategyThe Three Circle (GE) 核心事業(yè) ◎ 照明 ◎ 大型家電 ◎ 馬達(dá) 高科技事業(yè) ◎ 醫(yī)療系統(tǒng) ◎ 工業(yè)電子 ◎ 航太 服務(wù)事業(yè) ◎ 信用公司 ◎ 資訊服務(wù) ◎ 核能服務(wù) ? Define Steps (22) The Three Circle (GE) ? Jack Welch (GE’ S CEO)畫三個(gè)圓圈：核心、高科技與服務(wù)。在 6?水準(zhǔn)則 1000個(gè)產(chǎn)品卻有 。 『 這種管理監(jiān)督的作風(fēng) ， 大體受到泰勒式科學(xué)管理 影響的結(jié)果 』 。 ? 因此美國(guó)開始檢討其品質(zhì)，各種品質(zhì)系統(tǒng)亦相繼提出，其中包含 6 ?品質(zhì)系統(tǒng) 。 較佳的效率 競(jìng)爭(zhēng)優(yōu)勢(shì) 低成本 差異化 較佳的創(chuàng)新 較佳的品質(zhì) 較佳的顧客回應(yīng) ? . 從近代品質(zhì)系統(tǒng)的觀點(diǎn) ?※ ISO9000 ? Effectiveness: 5 ?※ QS9000 ? Effectiveness: 10 ?※ Malcolm Baldrige Guideline ? Effectiveness: 25 ?※ European Quality Award ? Effectiveness: 30 ?※ TQM ? Effectiveness： 35 ?※ 6 ? The Little Q ? Effectiveness: 50 ?※ The Ultimate 6 ? The Big Q ? Effectiveness: 90 (上述品質(zhì)系統(tǒng)均於 80年代末期開展出 ) ※ 6 ? The Ultimate 6 ?將是一趨勢(shì) ? 2. 6 ? Overview ? 6 ?, the way to create profit. Sigma Improve Customer Satisfaction Profits increase Defects Decrease costs Decrease ? 6 ? History (1) Something must be wrong 1975 Motorola TV business failed due to poor profit and sold to a Japanese Company Assign corporate quality offices 1980 Corporate movement “ Great Quality Awakening” program 1981 Focus on Quality and Total Customer Satisfaction (TCS) ? 6 ? History (2) Establish Motorola Training Education Center 1981 Launch Quality System Review (QSR) program 1982 5 years, 10Quality improvement goal set 6? theory and concept initialized 1986 Bill Smith Mikel Harry presented the idea to CEO Galvin ? 6 ? History (3) Quantitative Operation Quality Initiative 1987 Motorola Texas Instrument Businesswide Strategic Management 1995 Nokia, GE, Allied Signal, Hitachi, Panasonic, Sony, Whirlpool, Honeywell, Boeing, Dupont ? 6 ? Innovation Modeling ? (3ccustomer, petitor, pany) ? (3eexcitation, employment, entertainment) ? (3pproduct, process, person) Innovation Box Change of Business Situation (3C) Object (3P) Method (3E) Purpose . Profit . SkillUp ? The Many Aspects of 6 ? Tool Symbol Metric Method Value Goal Vision Benchmark Philosophy ? 6 ? as a MetricThe high level of sigma, the lower the probability of producing a defect. Spec. Limit Target Limit Some Chance of Defect ? 3 ? Spec. Limit Target Limit Much Less Chance of Defect ? 6 ? ? 6 ? as a Metric 1 691,500 2 308,537 3 66,807 4 6,210 5 233 6 (Shifted ?) From 3? process to 6? process: about 20,000 times improvement 6? DPMO ? 如何 6 ? 導(dǎo)入 ? 一般來說， 從 3 ? 到 4 ? 階段 ，是企業(yè)可以自行改善的範(fàn)圍 ，但這樣的品質(zhì)標(biāo)準(zhǔn)並沒有辦法讓企業(yè)變得很有競(jìng)爭(zhēng)力； ? 從 4 ? 到 5 ? 階段 ，就必須找尋可以 學(xué)習(xí)的標(biāo)竿企業(yè) (Benchmarking)，當(dāng)成比較與學(xué)習(xí)的對(duì)象； 而 5 ? 到 6 ? 階段時(shí)，品質(zhì)就已經(jīng)不是製造出來的，而是設(shè)計(jì)出來的 (DFSSDesign for Six Sigma)。圓圈外的的事業(yè)將被整頓、關(guān)閉或出售。 Work Breakdown Tool ? M1 Specify Project。 ? Pareto, Brainstorming, Cause Effect Diagram, Logic Tree ? A3 Verify Potential Causes。 ? Control Plan, Control Chart ? C3 Link to Management System。 。 :06:5412:06:54March 23, 2023 ? 1意志堅(jiān)強(qiáng)的人能把世界放在手中像泥塊一樣任意揉捏。 :06:5412:06Mar2323Mar23 ? 1越是無能的人，越喜歡挑剔別人