【文章內(nèi)容簡介】 偏移 ,這種變化可能由溫度的改變、模具的磨損、污染的堆積、 反應(yīng)物的衰竭 等因素引起。 偏移 shift這種變化在某個(gè)時(shí)間點(diǎn)上突然由一側(cè)變化到另一側(cè)。這種變化通常是由原材料批號變化、設(shè)備的切換、或輸入?yún)?shù)有意識地變化等因素引起。 4. 潛在最佳值Potential Optimum Entitlement潛在最佳值：過程運(yùn)行的時(shí)間周期內(nèi)，過程處于最佳性態(tài)時(shí)的能力；換言之，在現(xiàn)有條件下過程所具有的最佳運(yùn)行能力。 Longterm Baseline of 70% Yield長期基線 70%良率Shortterm Performance of 90% Yield短期績效 90%良率 5. 6 Sigma指標(biāo)： DPMO與 DPPM =出現(xiàn)缺陷的機(jī)會雖然第 1天和第 2天的 DPPM水平相同，但實(shí)際上從DPPM水平來看，第一天的情況稍微嚴(yán)重一些。只看 DPPM水平可能隱蔽實(shí)際以生的情況，第 2天實(shí)際更高。Day 1第一天Day 2第二天Day 3第三天Hidden Factory隱蔽工廠step1步驟步驟 1Confirmation確認(rèn)step2步驟步驟 2analyze分析分析Rework?修復(fù)？Scrap壓塊壓塊Off Line Repair離線維修離線維修Value Added增值 VANon Value Added 不增值 NVA、Waste浪費(fèi) RTYDevices from suppliers來自于供應(yīng)商的來自于供應(yīng)商的元件元件Yield after inspection is %經(jīng)過檢查后的合格率為經(jīng)過檢查后的合格率為 %Production Yield is 97%生產(chǎn)的合格率生產(chǎn)的合格率 97%Assembly Yield is % 裝配的合格率為裝配的合格率為%Waste 浪費(fèi)浪費(fèi)45,000 ppmWaste 浪費(fèi)浪費(fèi)30,000 ppmWaste 浪費(fèi)浪費(fèi)56,000 ppmTotal waste,131,000 ppm總浪費(fèi)總浪費(fèi) 131,000 ppmRTY=.955*.97*.944=% S1 S2 S3 S4 S5 S6 S7 S8 Test95100CTQ CTQ CTQCTQDefect: 2 Nonconformance缺陷 :不合格品 2個(gè)Defect:1 rework 缺陷：返工 1個(gè)Defect: 5 cleaning缺陷：清潔 5個(gè)5 Defect缺陷 5個(gè)1. 2 Defects founded at inspection station S2(Nonconformance)在檢查點(diǎn) S2發(fā)現(xiàn) 2個(gè)缺陷（不合格品）2. 1 Defect founded at inspection station S5(Rework) 3. 在檢查點(diǎn) S5發(fā)現(xiàn) 1個(gè)缺陷（返工）4. 3. 5 Defect founded at inspection station S7(Cleaning)5. 在檢查點(diǎn) S7發(fā)現(xiàn) 5個(gè)缺陷（清潔）隱蔽工廠 Hidden FactoryAll these are digested by hidden factory這些都被隱蔽工廠消化了Only 5 defective products found at the eng of process and therefore the traditional yield =95/100=95%在過程結(jié)束處檢查發(fā)現(xiàn)在過程結(jié)束處檢查發(fā)現(xiàn) 5個(gè)產(chǎn)品不合格，因此傳統(tǒng)合格率個(gè)產(chǎn)品不合格，因此傳統(tǒng)合格率 =95/100=95%Six Sigma ProcessDMAIC Approach6 Sigma 過程 DMAIC系統(tǒng)方法DMAIC路線圖改善策略 (MAIC )Select Product or Process key characteristic, ., customer Y選擇產(chǎn)品或過程主要特征 ,如客戶 YPhase階段Focus焦點(diǎn)Define Performance Standards for Y 為 Y確定表現(xiàn)標(biāo)準(zhǔn)Validate Measurement System for Y 為 Y確定測量系統(tǒng)Establish Process Capability of creating Y 為 Y建立過程能力Define Improvement Objectives for Y 為 Y確定改善目標(biāo)Identify Variation Sources in Y 確定 Y變異的來源SIX SIGMA METHODS GENERATES DATABASED DECISIONSMeasure測量YYYYYx,1,x2,…x n改善策略 (MAIC )Screen Potential Causes for change in Y and identify Vital Few xi篩選導(dǎo)致 Y改變的潛在原因及確定少數(shù) xiPhase階段Focus焦點(diǎn)Discover Variable Relationships between Vital Few xi 在少數(shù)關(guān)鍵 xi間確定變量關(guān)系Establish Operating Tolerances on Vital Few xi 在少數(shù)關(guān)鍵 xi建立動(dòng)作公差 iValidate Measurement System for Y 為 xi確立測量系統(tǒng)Determine Ability to Control Vital Few xi 確定能力以控制少數(shù)關(guān)鍵 xiImplement Process Control System on Vital Few xi 為少數(shù)關(guān)鍵 xi推行過程控制系統(tǒng)SIX SIGMA METHODS GENERATES DATABASED DECISIONS Analyze分析Improve 改善Control控制x,1,x2,…x nVital Few x,Vital Few x,Vital Few x,Vital Few x,Vital Few x,找出關(guān)鍵的過程輸入變量 (KPIVs)最佳化的流程ControlDefineMeasure區(qū)分Improve改善結(jié)果的持續(xù)管理課題的文書化Project 選定 /定義 /承認(rèn)結(jié)果變數(shù)的 (Y)定義 /現(xiàn)水準(zhǔn)測量排列潛在的原因變數(shù) (x)主要階段主要原因變數(shù)的評價(jià) /最佳化適用工程里的解決對策Analyze 潛在原因變數(shù) (x)的定義 /評價(jià)主要原因變數(shù)的導(dǎo)出 /分析? Process Map? CE Matrix? FMEA? MultiVari 分析? 實(shí)驗(yàn)計(jì)劃法? Control Plan? SPC? MSA重要 X 選定重要 X 管理 所有 X變 數(shù) LIST選別 LIST8 ~ 10 輸入4 ~ 8 輸入3 ~ 6 輸入10 ~ 15 輸入30+ 輸入變數(shù)主要活動(dòng)工具 Y = f(x) 的漏斗效果? QFD關(guān)鍵的 KPIVs杠桿原理The Leverage PrincipleTrivialManyVitalFew6 Sigma 工具的基礎(chǔ)Data Driven analysis the Six Sigma 數(shù)據(jù)分析Data is used to classify, describe, improve, control數(shù)據(jù)是用作分類、描述、改善、控制Levels of Analysis 不同分析水平： Only use experience, not data 我們只經(jīng)驗(yàn) ,不用數(shù)據(jù) collect data, but just look at the numbers 我們收集的數(shù)據(jù)只看數(shù)字 group the data so as to form charts and graphs 我們組合數(shù)據(jù)以作圖表 use sample data with descriptive statistics 我們用樣本數(shù)據(jù)的描述統(tǒng)計(jì) use sample data with inferential atatistics 我們用樣本數(shù)據(jù)推理統(tǒng)計(jì) What level are you at ? 你現(xiàn)在在哪一個(gè)水平 ?數(shù)據(jù)驅(qū)動(dòng)How often do we encounter the following: seeing people arguing strongly held positions with no data—only opinions—perhaps experience—contradicting someone else’s.大家過去經(jīng)常會在會議中激烈爭論 ,都是根據(jù)個(gè)人不同的觀點(diǎn)及過去的經(jīng)驗(yàn),沒以數(shù)據(jù)為依據(jù) .These discussions often go nowhere and solve nothing!類似這種無意義的討論處處皆是 ,但解決不了任何問題Not by experience only并不只是憑借經(jīng)驗(yàn)Why?客觀的解決方案而不是沒根據(jù)的看法 !Data數(shù)據(jù) +Analysis分析 Narrows Debate減少爭論This data supports with 99%confidence that the root cause is Any objections?數(shù)據(jù)表明有 99%的把握認(rèn)定根本原因是 ……, 有沒有反對意見 ?Roles and Responsibilities角色與職責(zé)6 Sigma 系統(tǒng) 跨功能小組角色Executives高層管理?Owns vision, direction, integration, results 制訂遠(yuǎn)景方向?Leads change 領(lǐng)導(dǎo)改革Project Team Members項(xiàng)目小組成員?Parttime 兼職?Projectspecific 按項(xiàng)目組成團(tuán)隊(duì)All employees所有員工 Green Belts綠帶?Parttime 兼職?Help Black Belts 協(xié)助黑帶Sponsors6 Sigma 倡導(dǎo)者M(jìn)aster Black Belts黑帶大師Black Belts黑帶?Project owner 項(xiàng)目負(fù)責(zé)人?Implements solutions 實(shí)施解決方案?Black Belt manager 黑帶管理者?Full time ?Trains and coaches Black Belts and Six Sigma Green Belts 培訓(xùn)及指導(dǎo)黑帶 /綠帶?Influences sponsors 影響 6 Sigma倡導(dǎo)者 11?Full time 全職?Facilitates problem solving 促進(jìn)問題解決?Trains and coaches Project Teams 培訓(xùn)及指導(dǎo)項(xiàng)目小組6 Sigma 角色的技巧Low High Green Belt綠帶Black Belt黑帶Master BB黑帶大師Sponsor6 Sigma倡導(dǎo)者Executive 高層管理人員Soft Skills 軟性技巧Technical Skills技術(shù)性技巧“All improvement takes place project by project…and in no other way.” “所有的改善只有通過一個(gè)又一個(gè)的項(xiàng)目來實(shí)現(xiàn) ,… 別無它法 ” 朱蘭博士 Reason for Project Selection為何進(jìn)行項(xiàng)目選擇項(xiàng)目選擇It counts for 50% of successful project50% 的成功項(xiàng)目都是因?yàn)轫?xiàng)目選擇正確qGood project mencement is always a big step to project success良好的開始是成功的一半qThere is no BB fail because of lack of statistical technique. But there are many BB who fail or delay in the project because of wrong project selection 沒有因?yàn)槿狈y(tǒng)計(jì)知識而不能成功的黑帶 ,但很多黑帶卻因?yàn)轫?xiàng)目選定的錯(cuò)誤 ,而使項(xiàng)目延遲或失敗 .Doing The Right Things !!! 做正確的事做正確的事Doing The Things Right !! 正確地做事正確地做事為何進(jìn)行項(xiàng)目選擇基本原則 SMART原則—— 改 善 項(xiàng)目立項(xiàng)必須和公司目標(biāo)管理中的重點(diǎn)項(xiàng)目緊密聯(lián)系，有助于鞏固、提高公司核心能力；—— 改 善 項(xiàng)目