【正文】 pproachKey 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 Process6? Overview Disciplined Change ProcessA 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 Business6? Overview StructureQuality Council? Members: Labs Functions? “Pipeline” BB Project Priorities? Training Certification? Measurements Rewards? CommunicationsChampions? Leadership: Overall Initiative ? Project Funding? HR: Training RewardsBlack Belts? Lead 6? Project Teams? “Measure/Analyze”? “Improve/Control”? Out with Businesses? Here at CRDMaster Black Belts? Teach 6? ? Mentor Black Belts? Monitor BB Projects? Work “Pipeline” Projects? A Resource PoolTeam Members? Learn/Use 6? Tools ? Work on BB Projects? Part of The Job? Out with Businesses 6? Projects with the GE Businesses?Tabulation of GE Six Sigma ResultsBenefit Target UpdateCurrent benefits level MMQPID loading : Carryover from 1999 : Completed Projects 2023 : Active Projects 2023 : Total : MM Key Concepts Tools6? Overview 6? Overview Changing Focus From Output to Process Y Dependent Output Effect Symptom Monitor X1. . . XN Independent InputProcess Cause Problem Control Identifying and Fixing Root Causes Will Help us Obtain the Desired Outputf (X)Y =Process Capability6? Overview Sustained Capability of the Process (long term)USLTTime 1Time 2Time 3Time 4Inherent Capability of the Process (short term)LSL TargetOver Time, a “Typical” Process Will Shift and Drift by Approximately ?6? Overview “Short Term Centered” versus “Long Term Shifted”Six Sigma CenteredLSL USLT Process CapabilitySHORT TERM.001 ppm .001 ppm+6? LONG TERMLSL USLT ppmSix Sigma Shifted ? Process CapabilityHigher Defect Yield in Long Term Process Capability than Short Term Process Capability 6? ? ?6? Overview Tying it All TogethershiftC DA B1 2 3 4 5 6CONTROLPOORGOODTECHNOLOGYPOOR GOODABCD Good Control/ Poor TechnologyPoor Control/PoorTechnologyPoor Control/Good Technology WORLD CLASS!!!?short term?Problem Could be Control, Technology or Both6? Overview Short Term CapabilityShort Term Capability Ratio(Cp)Cp =[ ] LSL6?USL] Example USLLSL ?== ?6?[ ? ( ???Cp =Cp = 1 LSL USL? ? ?Process Mean181。 =0?Cpk 1 (??0?3? =Cpk = OffTarget Penalty Target 3?181。 T TargetA 3? Process6? Overview Z Scale of MeasureZ =A Unit of Measure Equivalent to the Number of StandardDeviations that a Value is Awayfrom the Target Value Z Values USLLSL? ? ?= Process Mean181。 One Taste UnitMeasure6? Overview Step 4.....Establish Product Capability for Y (Taste)This is a 3? Process!7 Defects (ratings below 7)24 Ratings (from our panel)= .292292,000 Defects per1,ooo,ooo LoavesOR76543211 2 3 4 5 6