【正文】 l tools Short Term Capability Short Term Capability Ratio (Cp) Cp = [ ] LSL 6? USL ] Example USL LSL ? = = ? 6? [ ? ( ? ? Cp = Cp = 1 LSL USL ? ? ? Process Mean 181。 T Target A 3? Process ] The Potential Performance of a Process, if it Were on Target Long Term Capability (Cpk) Cp Cpk = Long Term Capability Ratio Example Cp = 1 (previous chart) Target = ? 181。 = 0? Cpk 1 (?? 0? 3? = Cpk = OffTarget Penalty Target 3? 181。 The Potential Performance of a Process, Corrected for an OffTarget Mean LSL USL ? ? ? Process Mean 181。 T Target A 3? Process LCL UCL Range Chart R Out of Control Condition LCL X UCL X Bar Chart Some Basic 6?Related Tools LCL = Lower Control Limit UCL = Upper Control Limit X = Mean R = Average Range Monitors Changes in Average or Variation Over Time Risk vs. Benefit Benefit Low High Low Med High Risk 1 2 2 Perform Confirmation Runs 3 1. Just do it 2. Probably stop 2. 3. “Hire a consultant unless you have high 3. confidence and experience” 2 3 4 5 6 308,537 66,807 6,210 233 PPM SIGMA LEVEL DEFECTS per MILLION OPPORTUNITY ? IRS Tax Advice Best Companies Airline Safety Average Company GE Airline Baggage Doctor’s Prescription Restaurant Bills { { { { Average Company in 3? to 4? Range Some Sigma “Benchmarks” 突 破 策 略 A B C D E F G 1 選擇輸出特性 2 定義輸入積效指標(biāo) 3 定義有效衡量系統(tǒng) 4 建立產(chǎn)品能力 5 定義達(dá)成績(jī)效目標(biāo) 6 定義變異來(lái)源 7 篩選潛在因素 8 發(fā)掘變因關(guān)係 9 建立管制公差 10 建立有效衡量系統(tǒng) 11 決定流程能力 12 導(dǎo)入流程管制 改 善 專 案 突破要項(xiàng) 流程認(rèn)知 定 義 衡 量 分析 改善 控制 產(chǎn)品能 力分析 流程能 力分析 專注於 Y 專注於 X 目標(biāo) = Y = f (X1,X2,….,Xn) DMAIC Black Belts 展開(kāi)改善方法 定義 Define 衡量 Measure 分析 Analyze 改善 Improve 管制 Control 組 2. 確認(rèn)支持者 /小組成 員 /各類所需資源 3. 實(shí)施先期作業(yè) 4. 確認(rèn)專案小組目標(biāo) 5. 定義現(xiàn)狀 6. 收集與展現(xiàn)資料 7. 決定流程 /製程能力 8. 確認(rèn)變異來(lái)源 9. 確認(rèn)問(wèn)題 10. 產(chǎn)生改善構(gòu)想 11. 決策評(píng)估 12. 進(jìn)行實(shí)驗(yàn) 13. 矯正計(jì)劃 14. 實(shí)施 15. 效果確認(rèn) 16. 管制計(jì)劃展開(kāi) 17. 持續(xù)監(jiān)控成孝 18. 標(biāo)準(zhǔn)化 / 防呆 ? 專案審查工具Project ID Tools ? 專案定義 ? 表格 ? 專案管理流程 ? SSPI 工具箱 ? SSPI工具箱 ? Process Mapping ? 價(jià)值分析 ? 腦力激盪 ? 優(yōu)缺點(diǎn)列舉法 ? 多數(shù)表決法 ? 柏拉圖 ? 魚骨圖 ? QFD ? FMEA ? 查檢表 ? Run Charts ? 管制圖 ? Gage RR ? Cp Cpk 研究 ? 多變量統(tǒng)計(jì)分析 ? Box Plots ? Marginal Plots ? 假設(shè)檢定 ? 實(shí)驗(yàn)設(shè)計(jì)法 ? 交互作用分析 ? 迴歸分析 ? 變異數(shù)分析 (ANOVA) ? KJ 法 ? 魚骨圖 ? FMEA ? 腦力激盪 ? Best Practices ? Benchmarking ? 實(shí)驗(yàn)設(shè)計(jì)法 /田口方法 ? 假設(shè)檢定 ? Process Mapping ? 樹(shù)狀圖 (Tree Diagrams) ? 計(jì)劃評(píng)核術(shù) (PERT) ? PDPC / FMEA ? 甘特圖 ? 查檢表 ? Run Charts ? 直方圖 ? 散佈圖 ? 管制圖 ? 柏拉圖 ? 內(nèi)部稽核 ? 審查會(huì) ? PokaYoke Problem Solving Approach Key Components of “BREAKTHROUGH STRATEGY” Measure Analyze Improve Control ? Identify CTQ CTP (Critical to Process) Variables ? Do Process Mapping ? Develop and Validate Measurement Systems ? Benchmark and Baseline Processes ? Calculate Yield and Sigma ? Target Opportunities and Establish Improvement Goals ? Use of Pareto Chart Fishbone Diagrams ? Use Design of Experiments ? Isolate the “Vital Few” from the “Trivial Many” Sources of Variation ? Test for Improvement in Centering ? Use of Brainstorming and Action Workouts ? Set up Control Mechanisms ? Monitor Process Variation ? Maintain “In Control” Processes ? Use of Control Charts and Procedures A Mix of Concepts and Tools Will Also Integrate with NPI Process Disciplined Change Process A New Set of QUALITY MEASURES ? Customer Satisfaction ? Cost of Poor Quality ? Supplier Quality ? Internal Performance ? Design for Manufacturability Will Apply to Manufacturing NonManufacturing Processes and be Tracked Reported by Each Business Target USL LSL Target USL LSL Target USL LSL Center Process Reduce Spread OffTarget Unpredictable OnTarget Defects Problem Solving Approach “ Lower Specification Limit” “ Upper Specification Limit” Less Variation Means Fewer Defects Higher Process Yields Baselining Benchmarking an Existing Process p (x) Defects Benchmark Baseline Entitlement ? Benchmark.....A WorldClass Performance ? Entitlement.....Achievable Performance Given the Investments Already Made ? Baseline.....The Current Level of Performance Baselining = Current Process / Benchmarking = Ultimate Goal Why 6Sigma so successful ? *It’s seeking “breakthrough” rather than “improvement”. * Top management involvement (Champion) * Focus on crossfunctional critical business processes * Fulltime manpower dedication * Quantitative data oriented $ (data stratification and confirmation) *A lot of training (especially statistical training) * PDCA 第 9 章：推行 6Sigma成功關(guān)鍵因素 * 尋求 “ 突破” 而非 “改善” * 高階主管積極參與 (Campaign) * 著眼於跨部門 /功能重要事業(yè)流程 * 全職 (Fulltime) 人力專注活動(dòng)推動(dòng) * 量化指標(biāo)導(dǎo)向 $ (data stratification and confirmation) * 許多訓(xùn)練課程 (尤其是統(tǒng)計(jì)課程 ) * 非常注重 Check 與 Act (PDCA) 123 6 Sigma is Process Knowledge 6 sigma Science = Process knowledge = 6 sigma quality = Success Art Magic =Confusion =Fire Fighting =Waste We’ve All Seen the Results: Teams /or Individuals *Flounder *Panic *Fail *Coverup More process knowledge will improve our petitiveness A Practical Example (The “Cookbook”) 6? Overview 6?.....and Baking Bread YEAST FLOUR Using a 12 Step Process The “BETTER BREAD” Company Step 1.....Selecting “Critical to Quality” (CTQs or Y) What is Important to the Customer?