【正文】 是過程的內(nèi)部特征 – Specification limits are determined by your performance standard。 Calculate the control limits with 20 25 samples (., for the X and R chart that would mean 20 25 samples of size 3 5). ? 如果受控進(jìn)入最后一步。 The higher the process volume and the easier and cheaper the measurements of the CTQ characteristic, the more likely you are to select an X and R chart (typically 3 5 data points per sample) over an Individual and Moving Range chart (I and MR). ?抽樣頻率 Frequency of sampling 考慮到每時、每天、每班、每月、每年、每批次等等。Y a n d d r a f t c h a r te rCha r te r A p p r o v e dP r o c e s s M a pC E M a t r ix or F T A3 0 Da y M BB Rev ie wP r e limin a r y F M E A or FT A M S AData Colle c t ion P la n f o r Ke y X s M BB Rev ie wM ea su re2 1 /0 1 /2 0 0 4 0 4 /0 2 /2 0 0 4 1 1 /0 2 /2 0 0 4 2 5 /0 2 /2 0 0 4 0 9 /0 3 /2 0 0 4 0 9 /0 3 /2 0 0 4 0 9 /0 3 /2 0 0 4Init ia l Ca p a b ility S t u d y M u lt i V a r i M BB Rev ie wCo n t r a c t A p p r o v a lA n alyz e2 2 /0 3 /2 0 0 4 1 5 /0 4 /2 0 0 4 1 5 /0 4 /2 0 0 4 1 5 /0 4 /2 0 0 4 1 5 /0 4 /2 0 0 4S ing le or M u lt i F a c t o r T e s t s ( DO E ) M BB Rev ie wI mp rov e3 1 /0 5 /2 0 0 4 3 1 /0 5 /2 0 0 4 3 1 /0 5 /2 0 0 4Co n t r o l P la nF inal Ca p a b ility S t u d yF inal FM E A Rev is e d RP N M BB Rev ie wF inal P r o je c t P r e s e n t a t ion Repo r tP r o je c t S ign o f f Clo s u r eC o n trol2 1 /0 6 /2 0 0 4 2 9 /0 6 /2 0 0 4 2 9 /0 6 /2 0 0 4 0 5 /0 7 /2 0 0 4 0 9 /0 7 /2 0 0 4 0 9 /0 7 /2 0 0 4 1 9 /0 7 /2 0 0 4( Use a s r e q u ir e d ) V O C/V O B Re q u ir e ment s A n a ly s is P r o c e s s Redes ign S o lut ion De s ignR ed es i g nE n t e r S t a r t Da t e He r e Imp r o v e ment sDefin e dP r o je c t Ho p p e r a n d S p o n s o r Ro leRev ie w 6 S igm aDatabas e s f o r lik e projec t sImp r o v e ment sImp le ment e dHand Of fT r a inin g /P r o c e s sO w n e r S ign o f fRed e s i g n m a p i s c a l c u l a te d s e p a r a te l y w i th n o d e p e n d e n c i e s o n o th e r b l o c k d a te sA c tu a l c o m p l e ti o n d a teP l a n n e d c o m p l e ti o n d a teL e g e n d2 /1 /0 2 0 0 22 /3 /0 2Com p l e ti o n c h e c k我們是否應(yīng)該采取行動？ Should we take action? 每天我們都被數(shù)據(jù)淹沒 ,而且不得不作出決定 Every day we are flooded by data and we are forced to make decisions 工廠產(chǎn)量下降４％ Plant’s Output Decreases By 4% 美國貿(mào)易赤字增加４００億 US Trade Deficit Rises By $40Billion 某公司獲利比上季度降低２．４億 Company X’s Earnings Are Off $240Million From Previous Quarter 我們需要解釋數(shù)據(jù)的方法 We Need Ways to Interpret Data 今天采集什么樣的數(shù)據(jù)？ What Type Of Data Is Collected Today? 制造業(yè) Manufacturing : _____________________________________ 非制造業(yè) NonManufacturing ___________________________________ 如何分析數(shù)據(jù)？ How Is It Analyzed? 制造業(yè) Manufacturing : _____________________________________ 非制造業(yè) NonManufacturing ___________________________________ 得知數(shù)據(jù)好壞后該當(dāng)如何？ What Happens If It Is Bad / Good? 制造業(yè) Manufacturing : _____________________________________ 非制造業(yè) NonManufacturing __________________ _________________ 客戶需求下限 Lower “Customer” Requirement 這一方法 THIS METHOD 告訴你關(guān)于客戶的需求 Tells you where you are in regards to customer’s needs 不 告訴你怎么滿足用戶需求及下一步怎么辦 It will NOT tell you how you got there or what to do next 客戶需求上限 Upper “Customer” Requirement 我們管理數(shù)據(jù)的方式－過去 (歷史來講 )的方式 The Way We Manage Data – Historically 不用管它 ,不會壞的 Leave It Ain’t Broke 痛苦 ,受累 Pain Suffering 痛苦 ,受累 Pain Suffering 這一方法導(dǎo)致何種管理行為？ This method causes what type of management behavior? 客戶需求下限 Lower “Customer” Requirement 客戶需求上限 Upper “Customer” Requirement 我們管理數(shù)據(jù)的方式－歷史來講的方式 The Way We Manage Data – Historically 不用管它 ,不會壞的 Leave It Ain’t Broke 痛苦 ,受累 Pain Suffering 痛苦 ,受累 Pain Suffering 2 3 Scrap Level (%)廢品率 1 1996 Celebration Time ?工廠廢品率為年度最低的２％ The factory scrap level is at a year low of 2% ?經(jīng)理給工廠頒獎 Manager presents an award to the plant ?在餐廳進(jìn)行慶祝：每人都可分享免費(fèi)皮薩餅和飲料 Ceremony in the cafeteria: pizza and refreshments for all! ?“每人都應(yīng)為他們的成就驕傲．” “ Everyone should be proud of what they’ve acplished”. Derived from Understanding Variation: The Key To Managing Chaos, Donald J. Wheeler, SPC Press. 1993. １９９６年４月 APRIL 1996 J F M A 2 3 1 1996 經(jīng)理希望能將發(fā)出去的獎收回來 Manager wants to take back award ?廢品率連續(xù)三個月持續(xù)增長 Three consecutive months of scrap increases. ?經(jīng)理希望能將發(fā)出去的獎收回來 Manager wishes he could take back the award ?經(jīng)理考慮要采取行動了 Manager is thinking about taking action Scrap Level (%)廢品率 １９９６年６月 JUNE 1996 Derived from Understanding Variation: The Key To Managing Chaos, Donald J. Wheeler, SPC Press. 1993. J F M A M J 2 3 1 1996 No more “Nice Guy”不再充好人了 ?廢品率 上升到２．６％ Scrap rises to a value of % ?經(jīng)理決定采取行動 Manager decides to take action ?召開一個“特別會議”來尋求一個永久性的解決方案 A “special meeting” is called to solve this problem once and for all. ?經(jīng)理在長篇大論次品率多么重要后離開了．雇員們不知道該干什么．另外，他們有其他更重要的評估標(biāo)準(zhǔn)．于是，他們什么也沒做． After a sound lecture on the importance of scrap, the manager leaves. Employees aren’t sure what to do. Besides, they have other metrics which have more importance. So they do nothing. Scrap Level (%)廢品率 １９９６年１１月 NOVEMBER 1996 Derived from Understanding Variation: The Key To Managing Chaos, Donald J. Wheeler, SPC Press. 1993. J F M A M J J A S O N ?經(jīng)理看到從去年開始 廢品率 持續(xù)下降 Manager has seen reduced scrap levels since the end of last year ?教訓(xùn) ：“嚴(yán)格的管理會出成效！” The Learning : “A tough management style gets results!” Manager concludes: “Tough Love Makes Things Happen” 2 3 1 1996 1997 Scrap Leve