【正文】 n g 775 1 8 , 9 2 4 0 . 0 4 28 5 2 9 , 8 7 2 0 . 0 4 0 . 0 0 1 5 1 , 4 6 3 4 . 4 8 9 6 . 0 %P u r cha si n g 1 1 , 7 4 7 1 8 , 9 2 4 0 . 6 2 25 4 7 3 , 1 0 0 0 . 6 2 0 . 0 2 4 8 2 4 , 8 3 0 3 . 4 6 5 3 . 8 %T O T A L = 3 1 , 6 5 3 1 8 , 9 2 4 262 4 , 9 5 8 , 0 8 8 1 . 6 7 0 . 0 0 6 4 6 , 3 8 4 3 . 9 9S IGMA SIX 43 169。 1999 Sigma Consultants, . Revision – October 1, 2023 L i n e P r o c e s s D e f U n i t s D P U Op D P M O Y i e l d1 T a n k L i n e 1 0 , 1 6 6 1 7 , 6 7 1 0 . 5 8 35 1 6 , 4 3 7 3 . 6 3 5 6 . 3 %2 P a i n t L i n e 3 , 9 9 2 2 0 , 2 9 2 0 . 2 0 30 6 , 5 5 8 3 . 9 8 8 2 . 1 %3 C o r e 2 , 0 9 6 3 8 , 3 9 7 0 . 0 5 25 2 , 1 8 4 4 . 3 5 9 4 . 7 %4 I n su l a t i o n 120 1 8 , 9 2 4 0 . 0 1 10 634 4 . 7 2 9 9 . 4 %7 C o r e / C o i l 302 1 5 , 7 5 7 0 . 0 2 8 2 , 3 9 6 4 . 3 2 9 8 . 1 %9 T a n ki n g 720 1 4 , 8 7 4 0 . 0 5 35 1 , 3 8 3 4 . 4 9 9 5 . 3 %10 F i t f o r S h i p 895 1 3 , 5 9 8 0 . 0 7 28 2 , 3 5 1 4 . 3 3 9 3 . 6 %11 B l o ck B r a ze 379 1 7 , 3 0 7 0 . 0 2 16 1 , 3 6 9 4 . 5 0 9 7 . 8 %12 T a n k S t o r a g e 461 1 1 , 3 8 6 0 . 0 4 22 1 , 8 4 0 4 . 4 0 9 6 . 0 %13 E n g i n e e r i n g 775 1 8 , 9 2 4 0 . 0 4 28 1 , 4 6 3 4 . 4 8 9 6 . 0 %14 P u r ch a si n g 1 1 , 7 4 7 1 8 , 9 2 4 0 . 6 2 25 2 4 , 8 3 0 3 . 4 6 5 3 . 8 %T O T A L = 3 1 , 6 5 3 1 8 , 9 2 4 1 . 6 9 262 6 , 3 8 4 3 . 9 9Dynamics of the System Ensure you Review the Costs and Customer Impact of each process Drives plant wide improvement focus Drives SBU wide benchmarking Defect data drive’s project team improvement Rolled Throughout Yield= S IGMA SIX 44 169。 1999 Sigma Consultants, . Revision – October 1, 2023 50% Reduction in Defects P r o c e s s D e f U n i t s D P U Op D P M O Y i e l dT a n k L i n e 5 , 0 8 3 1 7 , 6 7 1 0 . 2 9 35 8 , 2 1 8 3 . 9 0 7 5 . 0 %P a i n t L i n e 1 , 9 9 6 2 0 , 2 9 2 0 . 1 0 30 3 , 2 7 9 4 . 2 2 9 0 . 6 %C o r e 1 , 0 4 8 3 8 , 3 9 7 0 . 0 3 25 1 , 0 9 2 4 . 5 6 9 7 . 3 %I n s u l a t i o n 60 1 8 , 9 2 4 0 . 0 0 10 317 4 . 9 2 9 9 . 7 %C o r e / C o i l 151 1 5 , 7 5 7 0 . 0 1 8 1 , 1 9 8 4 . 5 4 9 9 . 0 %T a n k i n g 360 1 4 , 8 7 4 0 . 0 2 35 692 4 . 7 0 9 7 . 6 %F i t f o r S h i p 447 1 3 , 5 9 8 0 . 0 3 28 1 , 1 7 4 4 . 5 4 9 6 . 8 %B l o c k B r a z e 189 1 7 , 3 0 7 0 . 0 1 16 683 4 . 7 0 9 8 . 9 %T a n k S t o r a g e 230 1 1 , 3 8 6 0 . 0 2 22 918 4 . 6 2 9 8 . 0 %E n g i n e e r i n g 387 1 8 , 9 2 4 0 . 0 2 28 730 4 . 6 8 9 8 . 0 %P u r c h a s i n g 5 , 8 7 3 1 8 , 9 2 4 0 . 3 1 25 1 2 , 4 1 4 3 . 7 4 7 3 . 3 %T O T A L = 1 5 , 8 2 4 1 8 , 9 2 4 0 . 8 5 262 3 , 1 9 2 4 . 2 3R o l l T h r o u g h p u t Y i e l d 4 3 . 0 %Rolled Throughput Yield improved from % to 43% (134% improvement). Sigma went from to . S IGMA SIX 45 169。 1999 Sigma Consultants, . Revision – October 1, 2023 Tracking Trends in Metrics 7654321210M o n t hDpuF i r s t S i x M o n t h s o f S i x S i g m a I m p l e m e n t a t i o nOur objective is to track the trends in the Metrics to establish, based on fact, our improvements. These metrics can be Defects Per Unit, Parts Per Million Defective, Time, Defects, Rolled Throughput Yield, etc. S IGMA SIX 46 169。 1999 Sigma Consultants, . Revision – October 1, 2023 Sweet Fruit Design for Manufacturability, Design for Six Sigma Bulk of Fruit Process Characterization and Optimization Low Hanging Fruit Seven Basic Tools Ground Fruit Logic and Intuition We don39。t know what we don39。t know We can39。t act on what we don39。t know We won39。t know until we search We won39。t search for what we don39。t question We don39。t question what we don39。t measure Hence, We just don39。t know 3 s Wall, Beat Up Suppliers 4 s Wall, Improve Processes 5 s Wall, Improve Designs 169。 1994 Dr. Mikel J. Harry Harvesting the Fruit of Six Sigma S IGMA SIX 47 169。 1999 Sigma Consultants, . Revision – October 1, 2023 Shifted s hifted A B Z or “Sigma” Scale Z r ” le PPM Axis Axis Centered Centered Sigma Level is determined by Defects 6 Sigma generates only defects per million opportunities over long term examination PPM Conversion Chart S IGMA SIX 48 169。 1999 Sigma Consultants, . Revision – October 1, 2023 CTQ 1 ,…, CTQ L CTD 1 ,…, CTD M CTC 1 ,…, CTC N Producer Requirements CTS 1 ,…, CTS K Customer Needs The vital needs of the customer are translated into criticaltosatisfaction characteristics (CTSs). The CTSs are translated into critical requirements related to quality, delivery, and cost. Translating Needs Into Requirements S IGMA SIX 49 169。 1999 Sigma Consultants, . Revision – October 1, 2023 Success stories Education and training Stretch goals Recognizing ENTITLEMENT Establishing meaningful, focused metrics Visible topdown leadership Deployment Success: Implementation Success Factors S IGMA SIX 50 169。 1999 Sigma Consultants, . Revision – October 1, 2023 Six Sigma ? Directly affects quality, cost, cycle time and financial results ? Focuses on the customer and critical metrics ? Directly attacks variation, defects and the hidden factory ? Insures a predictable factory S IGMA SIX 51 169。 1999 Sigma Consultants, . Revision – October 1, 2023 謝謝觀看 /歡迎下載 BY FAITH I MEAN A VISION OF GOOD ONE CHERISHES AND THE ENTHUSIASM THAT PUSHES ONE TO SEEK ITS FULFILLMENT REGARDLESS OF OBSTACLES. BY FAITH I BY FAITH