【正文】 上午 8時(shí) 9分 18秒 上午 8時(shí) 9分 08:09: MOMODA POWERPOINT Lorem ipsum dolor sit amet, consectetur adipiscing elit. Fusce id urna blandit, eleifend nulla ac, fringilla purus. Nulla iaculis tempor felis ut cursus. 感謝您的下載觀看 專家告訴 。 2023年 3月 上午 8時(shí) 9分 :09March 22, 2023 ? 1業(yè)余生活要有意義，不要越軌。 :09:1808:09:18March 22, 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。 08:09:1808:09:1808:09Wednesday, March 22, 2023 ? 1知人者智，自知者明。 08:09:1808:09:1808:093/22/2023 8:09:18 AM ? 1越是沒有本領(lǐng)的就越加自命不凡。 上午 8時(shí) 9分 18秒 上午 8時(shí) 9分 08:09: ? 楊柳散和風(fēng)，青山澹吾慮。 2023年 3月 上午 8時(shí) 9分 :09March 22, 2023 ? 1少年十五二十時(shí)，步行奪得胡馬騎。 2023年 3月 22日星期三 上午 8時(shí) 9分 18秒 08:09: ? 1楚塞三湘接，荊門九派通。 08:09:1808:09:1808:09Wednesday, March 22, 2023 ? 1不知香積寺，數(shù)里入云峰。 08:09:1808:09:1808:093/22/2023 8:09:18 AM ? 1成功就是日復(fù)一日那一點(diǎn)點(diǎn)小小努力的積累。 上午 8時(shí) 9分 18秒 上午 8時(shí) 9分 08:09: ? 沒有失敗，只有暫時(shí)停止成功！。 2023年 3月 上午 8時(shí) 9分 :09March 22, 2023 ? 1行動(dòng)出成果，工作出財(cái)富。 2023年 3月 22日星期三 上午 8時(shí) 9分 18秒 08:09: ? 1比不了得就不比，得不到的就不要。 08:09:1808:09:1808:09Wednesday, March 22, 2023 ? 1乍見翻疑夢，相悲各問年。 08:09:1808:09:1808:093/22/2023 8:09:18 AM ? 1以我獨(dú)沈久，愧君相見頻。 ? Control System, Six Sigma Audit 87 ? 4. 結(jié)語 (1) ? 6 ?是一以統(tǒng)計(jì)為基礎(chǔ)之品質(zhì) 系統(tǒng) , 目的在使企業(yè)或組織的產(chǎn)品 /服務(wù)品質(zhì)達(dá)到近於完美的境界 .盡量減少?zèng)Q策過程中的 “ 人為因素 ” (Human Element).成功取決於 一致性(Consistency)Vision, Business Strategy, Specify Project, and any 6 ? Activities. ? 6 ?品質(zhì) 系統(tǒng)猶 “ 舊酒裝新瓶 ” ,但有較強(qiáng)的結(jié)構(gòu)性 .其中 ,更強(qiáng)化 IEM的角色與重要性 ,非 其 他 品質(zhì) 系 統(tǒng) 所 能 比 擬 . 88 ? 4. 結(jié)語 (2) ? 學(xué)習(xí) (Learning) 、 價(jià)值觀 (Value)與 創(chuàng)新(Innovation)為企業(yè)思想的核心 , 其凌駕階級(jí)與傳統(tǒng)之上 . 以 學(xué)習(xí)建立自信 , 有勇氣嘗試 ,有勇氣追求與動(dòng)手做以前認(rèn)為不可能的事 . 一旦達(dá)成自我實(shí)現(xiàn)後 , 學(xué)習(xí)這個(gè)重要觀念就站上價(jià)值觀的中央舞臺(tái)上 .『 持續(xù)學(xué)習(xí) ,並將其轉(zhuǎn)化為行動(dòng)的欲望與能力 』 . 89 ? 4. 結(jié)語 (3) ? 外部觀點(diǎn) (Outsidein Perspective) ,『 由外向內(nèi)看是一個(gè)很重要的想法 ,強(qiáng)迫自己每件事都由外向內(nèi)看 』 .以過程為導(dǎo)向 ,持續(xù)不斷改進(jìn) ,滿足顧客的需求與期望 ,『顧客把一切看在眼底 .我們無法將任何事隱藏著不讓顧客看到 』 ,『 必須讓每一員工都關(guān)心顧客』 . 90 ?報(bào) 告 完 畢 ?敬 請(qǐng) 指 教 ?萬 分 謝 謝 91 ? 靜夜四無鄰，荒居舊業(yè)貧。 ? Gage RR, Capability Study, Gap Analysis ? C2 Establish Control Plan。 ? Operating Window, Responsibility Matrix 83 ? I1 Identify Vital Few ? In analysis step, potential X’ s were identified with a possible prioritization as to their importance in controlling Y. Improve step provides tools to explore and uncover the vital X’ s and how much impact each X has on the response Y. ? One of the major tools used for both exploration and confirmation of the effect of X’ s on the Y’ s is experimental design (DOE). By experimentally manipulating the independent variables, DOE provides an efficient and economical means for reaching valid and relevant conclusions about a process. 84 ? Types of Experimental Design Screening ◎ Full factorial ◎ 2K factorial ◎ Fractional factorial Optimization ◎ Multilevel experiments ◎ Composite design ◎ Response surface method 85 ? I2 Formulate Optimum Model ? The vital few important X’ s were identified and characterized in I1. The tools in I2 follow a methodology for establishing levels of these X’ s that will provide improved performance for the Y. 86 . DMAIC Methodology 5 Stages DMAIC Methodology and Statistical Tools ? Phase: Control ? Steps。 ? Screening DOE, Streamlining, Force Field Analysis ? I2 Formulate Optimum Model。 ? Regression, Hypothesis Test, ANVOA, MultiVari Analysis 69 ? A1 Set Up Improvement Goal ? In M3 the current product capabilities were defined. ? Step A1 provides the tools to define performance objectives. ? The purpose is to set objective to establish a balance between improving customer satisfaction and available resources. 70 ? A1 step covers following topics: – Establish performance goals – Assess shortterm and longterm sigma in terms of measurement benefits (decrease in COPQ, increase in revenue) – Determine improvement direction by the gap analysis between goal and current level 71 ? Paths to Performance Goals Performance Goals Process Improvement (Entitlement) Process Change (Breakthrough) Baseline Process Measurement 72 ? Benchmarking Why Benchmark (1)? Innovation Continuous Improvement Breakthrough Improvement Continuous Improvement Time Performance 73 ? Benchmarking Why Benchmark (2)? ? Develop and Improvement Strategic Goals ? Establish actionable objectives ? Provide sense of urgency ? Encourage breakthrough thinking ? Create a better understanding of your industry 74 ? A2 Identify Potential Causes ? Finding main independent variables, and making the list Y = f (X) ? Object Make list of potential independent variables for changing improving Y value methods ? Brainstorming ◎ Cause Effect Diagram ? Multivoting ◎ Logic Tree 75 ? Cause Effect Diagram P e r s o n n e lM a c h i n e sM a t e r i a l sM e t h o d sM e a s u r e m e n t sE n v i r o n m e n tC a u s e a n d E f f e c t D i a g r a mVariation in measurement System 76 ? A3 Verify Potential Causes ? Overview ? In step A3, setting a possible priority as to their importance