IntroductionToRedBeltDayofTraining學(xué)習(xí)課程

1、8/19/2006Revision 5.1 - For Internal Use Only - All Rights Reserved - The Manitowoc Company1Objectives目標(biāo)目標(biāo)To introduce you to the Six Sigma Philosophy in the organization介紹六西格瑪在公司內(nèi)的應(yīng)用理念To understand why Six Sigma is needed in design了解設(shè)計(jì)中需要六西格瑪?shù)脑騎une your skills to understand and know some of the ba

2、sic tools of Six Sigma Some are the same as DMAIC tools.理解并掌握一些基本的六西格瑪工具有些和DMAIC工具相同To review the training and the different belt levels檢查培訓(xùn)以及不同的帶系級別To introduce you to the phases and deliverables 介紹不同階段和不同的輸出結(jié)果To grow the learning process of Design for Six Sigma in your organization 增進(jìn)對公司內(nèi)部六西格瑪設(shè)計(jì)的流

3、程理解To standardize the process and to sustain the gains of the training into the design of our systems and products流程標(biāo)準(zhǔn)化，將培訓(xùn)所得持續(xù)應(yīng)用到系統(tǒng)和產(chǎn)品的設(shè)計(jì)中To improve this training program with your suggestions根據(jù)建議改善培訓(xùn)第1頁/共35頁第一頁，編輯于星期六：二點(diǎn) 七分。8/19/2006Revision 5.1 - For Internal Use Only - All Rights Reserved - The

4、Manitowoc Company2Forward前言前言 This course has been created as an introductory course for Design for Six Sigma.此課程為六西格瑪設(shè)計(jì)的初級入門課程 It is the first in a series of three courses in the Design for Six Sigma Series. We hope you enjoy the training session. 此課程為六西格瑪設(shè)計(jì)系列的三個(gè)課程中的第一個(gè).我們希望你會(huì)享受此次培訓(xùn) The goal of the

5、 training is to provide some of the basic tools for Design for Six Sigma, have you understand them well enough to use them in your work. 培訓(xùn)的目的是提供六西格瑪設(shè)計(jì)的一些基本工具,使你充分了解他們并應(yīng)用到工作中 Deliver projects that in the end will be better and reduce defects and avoid problems with the delivery of the design.項(xiàng)目最終的輸出

6、結(jié)果更好,減少設(shè)計(jì)輸出過程中的缺陷和問題避免第2頁/共35頁第二頁，編輯于星期六：二點(diǎn) 七分。8/19/2006Revision 5.1 - For Internal Use Only - All Rights Reserved - The Manitowoc Company3DFSS DefinedDFSS定義定義It is the synergy of:它是下面因素的統(tǒng)合縱效: Six Sigma六西格瑪Proven Design & Development Methodologies經(jīng)過驗(yàn)證的設(shè)計(jì)和開發(fā)方法 Proven Design Tools經(jīng)過驗(yàn)證的設(shè)計(jì)攻擊 Proven

7、Methods of Creativity經(jīng)過驗(yàn)證的創(chuàng)新方法Talent人才Management Leadership管理層領(lǐng)導(dǎo)力第3頁/共35頁第三頁，編輯于星期六：二點(diǎn) 七分。8/19/2006Revision 5.1 - For Internal Use Only - All Rights Reserved - The Manitowoc Company4The DFSS Process: DMADVDFSS流程：流程：DMADV第4頁/共35頁第四頁，編輯于星期六：二點(diǎn) 七分。Design For Six Sigma DMADV Design ProcessObjectiveObjec

8、tiveMain ActivitiesMain ActivitiesKey DeliverablesKey Deliverables Identify the business opportunity Identify internal/external customers as source of key VOB/VOC criteria Obtain VOC and classify/ prioritize customer wants/needsIdentify key customer metrics responsive to VOC Define data sources rele

9、vant/needed for VOC analyses Assess measurement capabilities pertinent to VOB/VOC/CCRs Translate VOC into measurable CCRs Evaluate competitive environment Analyze Sources of Variability (SOV) Identify key design factors influencing CCRs Quantify impact of key design factors Translate CCRs into funct

10、ional requirementsIdentify design alternatives, select desired approachSystem analyzed and mapped.Review priorities, approve trade-offs as needed Identify/document CTQ Flow-Down from customer CCRs through design parameters Assess sensitivities of CCRs to variability in design parametersIdentify pote

11、ntial failure modes Perform tolerance analysis Identify design gaps vs. CCRs Assess capability of new design/process Identify process potential failure modesAssess reliability of selected design Design and implement early warning controls Summarize early warningProject Definition /Team CharterProjec

12、t Plan/Risk Analysis Process maps Pareto charts Project alignment with business scorecardDesign goals Customer-focused metrics Qualified measurement systems Data Collection PlanCapability analysis Critical Customer Requirements Functional RequirementsMeasurable CTQs Initial program risk mitigationVa

13、riability Quantified Design Intent Risk Prioritized Xs Initial Transfer Function models developed CTQ Flow-DownDocumented design alternativesSupplier Risk Analysis System FMEAs Final Design Program Dates Validated/refined Transfer Functions Scorecards generated Trade-offs quantified Tolerances setDe

14、sign FMEADesign AnalysisDetailed design Verification “Test” Plan Process FMEAs Standards and ProceduresReliability assessment Inputs to investment decision tollgates Product design scorecard/dashboard Early warning planProject tracking planPotential Tools and TechniquesPotential Tools and Techniques

15、Business CaseGoal StatementProject PlanOpportunity StatementProject ScopeTeam SelectionTeam CharterTeam CharterTASKSACTIVITIESRESP.STARTDUESTATUS &ACTIONSTASKSACTIVITIESRESP.STARTDUESTATUS &ACTIONSAction PlanGantt Chart (Pilot)TaskJan Feb Mar Apr May ResponsibilityAJimBSueCLynnDBill/JimWhatW

16、henWhoSigma Goal (CCR)GapProject Focus$CCRsCCRCCRGapGapX XProcess Control SystemCCRCCR1.51.00.50.0-1.50X2-1.050-0.5-0.51000.0-1.00.5Y111.0-1.51.5X1Surface Plot of Y11Qualify measurement systems Quantify allowable variability Identify data sources Perform capability analysis Perform competitive bench

17、marking Survey Analysis Perform QFD(s) Refine metrics Quantify variability Identify relationships: means and variability Prioritize Xs Develop initial Transfer Function models Quantitative: Regression analysis Qualitative: QFD Develop CTQ Flow-DownIdentify innovative design alternatives. Validate/re

18、fine Transfer Function models Select from among candidate design alternatives Identify trade-offs Complete Design FMEAsComplete reliability testingCreate verification plan Design product/processPerform Monte Carlo analyses Set tolerancesDemonstrate attainment of design goals, CTQs Conduct Capability

19、 Flow-Up Identify & remediate failure modes Validate reliability, manufacturability Assess process capability Complete/present final NPI scorecard Document/train as required to assure successful hand-off to process/product owner(s)Identify Mission/Vision/ScopeEstablish business case and decision

20、 tollgate processIdentify team/resources/scheduleIdentify customer needsKano AnalysisSet design goalsCCRCCRGapGapSigma=Sigma=X XUCLUCLLCLLCLX XCapability Flow-Up123Manitowoc6 第5頁/共35頁第五頁，編輯于星期六：二點(diǎn) 七分。Reliability Activities within IPDIPD下的可靠性活動(dòng)下的可靠性活動(dòng)6第6頁/共35頁第六頁，編輯于星期六：二點(diǎn) 七分。8/19/2006Revision 5.1 -

21、For Internal Use Only - All Rights Reserved - The Manitowoc Company7Key Red Belt Acronyms紅帶關(guān)鍵縮略詞紅帶關(guān)鍵縮略詞DFSS Design For Six SigmaDFSS 六西格瑪設(shè)計(jì)A systematic methodology with tools, training, and metrics which enable you to design products/processes that meet customer expectations.一套帶有工具,培訓(xùn)和測量標(biāo)準(zhǔn)的系統(tǒng)方法,能夠使你

22、設(shè)計(jì)出滿足客戶需求的產(chǎn)品/程序.VOC Voice Of the CustomerVOC 客戶需求The stated and unstated needs and requirements of the customer.客戶指定和未指定的要求與需求.CCR Critical Customer RequirementCCR 關(guān)鍵客戶需求Key customer needs and requirements expressed in the customers language.客 戶 所 表 達(dá) 出 來 的 關(guān) 鍵 客 戶 要 求 與 需 求CTQ Critical To QualityCT

23、Q 關(guān)鍵質(zhì)量特性CCRs translated into business or engineering language.關(guān)鍵客戶需求轉(zhuǎn)化成業(yè)務(wù)或技術(shù)語言QFD Quality Functional DeploymentQFD 質(zhì)量功能展開Graphical tool summarizing much of the research data gathered in the VOC process. (Introduced in Red Belt, taught in Blue Belt)用圖形工具總結(jié)在客戶需求程序中所收集的調(diào)查數(shù)據(jù). ( 在 紅 帶 培 訓(xùn) 中 介 紹,在藍(lán)帶培訓(xùn)中教學(xué))

24、 Gage R & R Gage Repeatability & ReproducibilityGage R&R 量具的重復(fù)性與再現(xiàn)性Tool used to determine the variation within a measurement system.在測量系統(tǒng)內(nèi)用來決定差異的工具FMEA Failure Modes and Effects AnalysisFMEA 失效模式與影響分析Tool used to detect potential failures and then assign actions to mitigate these failure

25、s.用來檢測潛在故障并采取措施來避免或減少故障的工具第7頁/共35頁第七頁，編輯于星期六：二點(diǎn) 七分。Revision 5.1 For Internal Company Use Only - All Rights Reserved - The Manitowoc Corporation - 20068DFSS Implementation PhilosophyDFSS實(shí)施理念實(shí)施理念First stage is to provide the necessary background to support the foundation of the tools and problem solvi

26、ng for teams and team members to execute the DFSS philosophy. Thus level training called “Red Belt” is an introductory course akin to the “Green Belt”. In fact if you are a Green Belt now you do not need this training to proceed to the next level.第一階段對團(tuán)隊(duì)和團(tuán)隊(duì)成員的工具使用和問題解決提供支持以促進(jìn)他們實(shí)施DFSS理念。這種水平的培訓(xùn)叫做“紅帶”

27、，它是與“綠帶”類似的入門級課程。事實(shí)上，如果你是綠帶，你不需要這種培訓(xùn)來進(jìn)入到下一級別。Second stage are the strength tools. Thus level training called “Blue Belt” it is the core of the DFSS training program. The subject matter taught in this area of expertise is the basics of reliability and design optimization. All team leaders should pass

28、 through this stage of development第二階段是優(yōu)勢工具，這個(gè)水平的培訓(xùn)是“藍(lán)帶”，它是DFSS培訓(xùn)的核心。在這個(gè)專業(yè)領(lǐng)域的主題就是可靠性和設(shè)計(jì)優(yōu)化的基礎(chǔ)。所有的團(tuán)隊(duì)領(lǐng)導(dǎo)都應(yīng)該通過此發(fā)展階段The third stage is the engineering and reliability analysis tools of DFSS that provides the analyst support with the tools to provide guidance for the teams and support product verification.

29、 This training stage is called “Brown Belt” and it is the highest level of achievement that a part time “Belt” can attain. 第三階段是DFSS的技術(shù)和可靠性分析工具，使用工具提供分析支持，以對團(tuán)隊(duì)和產(chǎn)品的驗(yàn)證提供指導(dǎo)與支持。這個(gè)培訓(xùn)階段叫做“灰?guī)А?，它是業(yè)余“帶”能夠取得的最高成就。Each stage builds on the previous stage每個(gè)階段都是建立在前面階段的基礎(chǔ)之上第8頁/共35頁第八頁，編輯于星期六：二點(diǎn) 七分。Revision 5.1 Fo

30、r Internal Company Use Only - All Rights Reserved - The Manitowoc Corporation - 20069DFSS Training DetailsDFSS培訓(xùn)細(xì)節(jié)培訓(xùn)細(xì)節(jié)Week 1 Topics第一周 主題 4.5 Days Red Belt4.5天-紅帶Meeting Skills會(huì)議技能Team Skills團(tuán)隊(duì)技能DFSS OverviewDFSS縱覽DFSS Phases and DeliverablesDFSS階 段 與 輸 出P r o j e c t D e f i n i t i o n 項(xiàng) 目 定 義Toll

31、gate Reviews階段評審VOCT客 戶 反 饋Data Collection數(shù) 據(jù) 收 集C T Q F l o wC T Q流程Pareto Charts柏拉圖圖表Operational Definitions可操作性定義Gage R&RRegression回 歸 分 析DFMEAPugh Matrix皮尤矩陣圖Issues Lists問題清單I n t r o d u c t i o n t o C o n t r o l P l a n s控制計(jì)劃介紹Week 2 Topics第二周 主題 5 D a y s - B l u e B e l t5 天-藍(lán)帶DFSS Pha

32、ses and DeliverablesDFSS階 段 與 輸 出P r o j e c t C h a r t e r s項(xiàng) 目 章 程P r o j e c t R i s k A n a l y s i s項(xiàng) 目 風(fēng) 險(xiǎn) 分 析P r o j e c t S e l e c t i o n項(xiàng)目選擇CTQs FlowCTQ流程QFDProcess Capability流 程 能 力Hypothesis Testing假設(shè)檢測D e s i g n o f E x p e r i m e n t s實(shí)驗(yàn)設(shè)計(jì)Design Reviews審 核 設(shè) 計(jì)Design Scorecards分?jǐn)?shù)卡設(shè)計(jì)

33、Introduction to Reliability可靠性介紹Control plans 控 制 計(jì) 劃T o l e r a n c e A n a l y s i s公差分析P r o c e s s M a p p i n g流程圖P r o j e c t P l a n n i n g項(xiàng)目計(jì)劃P r o j e c t S c o r e c a r d項(xiàng) 目 分 數(shù) 卡第9頁/共35頁第九頁，編輯于星期六：二點(diǎn) 七分。8/19/2006Revision 5.1 - For Internal Use Only - All Rights Reserved - The Manitowo

34、c Company10Training Pre-requisites培訓(xùn)先決條件培訓(xùn)先決條件 Red Belt Six Sigma 101, nomination by your immediate supervisor, approval of the Engineering Director and Human Resources representative.紅帶 六西格瑪101，由直接主管提名，由技術(shù)總監(jiān)，人力資源代表批準(zhǔn)。 Blue Belt Completion of a Green Belt or Red Belt course with all certification ac

35、tivity completed, nomination by your immediate supervisor, approval of the Engineering Director and Human Resources representative.藍(lán)帶 完成綠帶或紅帶課程以及所有取證相關(guān)活動(dòng)，由直接主管提名，由技術(shù)總監(jiān)，人力資源代表批準(zhǔn)。 Reliability Engineer Minimum completion of the “Blue Belt” program with all certification activity completed, nomination b

36、y your immediate supervisor, approval of the Engineering Director and Human Resources representative.可靠性工程師 至少完成“藍(lán)帶”的項(xiàng)目，及所有取證相關(guān)活動(dòng)，由直接主管提名，由技術(shù)總監(jiān)，人力資源代表批準(zhǔn)。第10頁/共35頁第十頁，編輯于星期六：二點(diǎn) 七分。8/19/2006Revision 5.1 - For Internal Use Only - All Rights Reserved - The Manitowoc Company11Why Six Sigma thinking is ne

37、eded in Design為什么設(shè)計(jì)中需要六西格瑪思想為什么設(shè)計(jì)中需要六西格瑪思想Costs committedCapital ExpendedMost costs are fixed at the end of the Design Phase!成本大多在設(shè)計(jì)階段結(jié)束時(shí)都已確定！第11頁/共35頁第十一頁，編輯于星期六：二點(diǎn) 七分。8/19/2006Revision 5.1 - For Internal Use Only - All Rights Reserved - The Manitowoc Company12Why Six Sigma thinking is needed in De

38、sign為什么設(shè)計(jì)中需要六西格瑪思想為什么設(shè)計(jì)中需要六西格瑪思想Ability to Impact Costs Effectively有效影響成本的作用力Historical Approach to Resource Allocation in NPD新產(chǎn)品開發(fā)中資源分配的歷史方法35% of total engineering expense for project incurred after launch整體技術(shù)項(xiàng)目支出的整體技術(shù)項(xiàng)目支出的35%是在產(chǎn)品發(fā)布后產(chǎn)生是在產(chǎn)品發(fā)布后產(chǎn)生Post launch investment unplanned未計(jì)劃的發(fā)布后期投入未計(jì)劃的發(fā)布后期投入第1

39、2頁/共35頁第十二頁，編輯于星期六：二點(diǎn) 七分。8/19/2006Revision 5.1 - For Internal Use Only - All Rights Reserved - The Manitowoc Company13Actual Data Accumulated by IBM and MotorolaIBM與與Motorola積累的實(shí)際數(shù)據(jù)積累的實(shí)際數(shù)據(jù)Project Hrs reported per month每月項(xiàng)目用時(shí)報(bào)告每月項(xiàng)目用時(shí)報(bào)告Cumulative Engineering Investment35% of total engineering expense

40、for project incurred after launchPost launch investment (unplanned)整體技術(shù)項(xiàng)目支出的35%是在產(chǎn)品發(fā)布后產(chǎn)生，發(fā)布后期投入（未計(jì)劃）第13頁/共35頁第十三頁，編輯于星期六：二點(diǎn) 七分。8/19/2006Revision 5.1 - For Internal Use Only - All Rights Reserved - The Manitowoc Company14Why Six Sigma thinking is needed in Design為什么設(shè)計(jì)中需要六西格瑪思想為什么設(shè)計(jì)中需要六西格瑪思想Most sourc

41、es of defects are “designed” in !大多的缺陷來源都已經(jīng)被“設(shè)計(jì)”進(jìn)去了！*From Cooper “Winning at new products”第14頁/共35頁第十四頁，編輯于星期六：二點(diǎn) 七分。Revision 5.1 For Internal Company Use Only - All Rights Reserved - The Manitowoc Corporation - 200615Incorrect不正確不正確49%Incomplete不完整不完整31%Inconsistent不一致不一致13%Ambiguous不明確不明確5%Other其他

42、其他2%High Odds of Failure*高失敗率高失敗率Navy A-7E Operational Flight ProgramNon-Clerical Requirement Defects IEEE Computer Society Press*來自 Cooper “贏在新產(chǎn)品”第15頁/共35頁第十五頁，編輯于星期六：二點(diǎn) 七分。8/19/2006Revision 5.1 - For Internal Use Only - All Rights Reserved - The Manitowoc Company16Understanding Innovation Flow創(chuàng)新流介

43、紹創(chuàng)新流介紹第16頁/共35頁第十六頁，編輯于星期六：二點(diǎn) 七分。8/19/2006Revision 5.1 - For Internal Use Only - All Rights Reserved - The Manitowoc Company17Design for Six Sigma六西格瑪設(shè)計(jì)六西格瑪設(shè)計(jì)It is a “Lean” approach focused on improvement of the bottom line它是集中改進(jìn)最底層問題的”精益”方法Business Focused effort of tools and practices integrated i

44、nto our design philosophy業(yè)務(wù)集中將工具與實(shí)踐整合到設(shè)計(jì)理念 Techniques to support current new product development (NPD) process支持現(xiàn)有新產(chǎn)品開發(fā)程序的方法Removes the barriers of product development through innovation通過創(chuàng)新消除產(chǎn)品開發(fā)障礙A systematic methodology with tools, training, and metrics which enable you to design products/process

45、es that meet customer expectations and can be produced at the six sigma level一套含工具,培訓(xùn),測量標(biāo)準(zhǔn)的系統(tǒng)方法,能夠使產(chǎn)品和程序的設(shè)計(jì)滿足客戶期待,而且以六西格瑪方法被應(yīng)用第17頁/共35頁第十七頁，編輯于星期六：二點(diǎn) 七分。8/19/2006Revision 5.1 - For Internal Use Only - All Rights Reserved - The Manitowoc Company18DFSS Prevents New Product FailuresDFSS避免新產(chǎn)品故障避免新產(chǎn)品故障 T

46、he Voice of the Customer (VOC) drives every aspect of new product development.客戶需求（VOC）驅(qū)動(dòng)新產(chǎn)品開發(fā)的各個(gè)方面State of the art tools to assess the VOC使用先進(jìn)工具評定客戶需求 Product/Process functional deployment (QFD)產(chǎn)品/流程功能展開（QFD）Critical to Quality (CTQ) characteristics identified識別關(guān)鍵質(zhì)量特性（CTQ） Scorecards drive customer

47、 requirements down to detail levels計(jì)分卡詳細(xì)分解客戶需求 Timing issues are avoided by:以下方法用以避免時(shí)間問題：Thorough risk analysis and mitigation通過風(fēng)險(xiǎn)分析和控制 Preventing last minute problems避免最后一分鐘問題Following a clear NPD process按照清晰的新產(chǎn)品開發(fā)流程Focus more on CTQs at all levels在各個(gè)階段更加關(guān)注關(guān)鍵質(zhì)量特性Why do new products fail?新產(chǎn)品為什么會(huì)失?。啃?/p>

48、產(chǎn)品為什么會(huì)失敗？第18頁/共35頁第十八頁，編輯于星期六：二點(diǎn) 七分。8/19/2006Revision 5.1 - For Internal Use Only - All Rights Reserved - The Manitowoc Company19DFSS Prevents New Product FailuresDFSS避免新產(chǎn)品故障避免新產(chǎn)品故障 Technical problems are avoided by:以下方法可避免技術(shù)問題：Cross functional teamwork跨職能部門合作Early analysis and simulation of CTQ tra

49、nsfer functions前期分析以及模擬關(guān)鍵質(zhì)量特性轉(zhuǎn)化功能Mapping and validation of manufacturing processes制造流程策劃與驗(yàn)證Thorough risk analysis and mitigation風(fēng)險(xiǎn)分析與控制Data is the force needed to overcome inertia.數(shù)據(jù)是用來克服慣性的力 Implement targets established from baseline data.實(shí)施從基礎(chǔ)數(shù)據(jù)建立起來的目標(biāo)Scorecards track predictions and results.分?jǐn)?shù)卡跟

50、蹤預(yù)測與結(jié)果Capability data at all levels.不同階段的能力數(shù)據(jù)MarketingDesignTeamsSystemsEngineeringSubjectMatterExpertsMFGSuppliersStandardsPartnersMarketingDesignSystemsEngineeringSubjectMatterExpertsMFGSuppliersStandardsPartnersCriticalTo Quality(CTQ)Tribal Knowledge of Product Performance ExistsCTQ Documentation

51、 is the Go To Place for Product Performance Knowledge第19頁/共35頁第十九頁，編輯于星期六：二點(diǎn) 七分。8/19/2006Revision 5.1 - For Internal Use Only - All Rights Reserved - The Manitowoc Company20Questions a DFSS team will AnswerDFSS團(tuán)隊(duì)會(huì)回答的問題團(tuán)隊(duì)會(huì)回答的問題 What does the customer really want or require?客戶真正需要的是什么？ What will they

52、pay for?他們?yōu)槭裁炊冻觯?What are the likely technical shifts over the next 5 years?下一個(gè)五年可能的技術(shù)趨勢是什么？ What excitement features canbe added with negligible cost?使用有限的成本可以增加哪些興奮特性？ Can we borrow useful ideas from competitors? Can we borrow from ourselves?我們能從競爭對手借鑒有用的想法嗎？我們能借鑒自己嗎？ Are the proposed design conc

53、epts elegant and robust? Can we process?所提議的設(shè)計(jì)理念優(yōu)質(zhì)而且穩(wěn)健嗎？我們能實(shí)施嗎？第20頁/共35頁第二十頁，編輯于星期六：二點(diǎn) 七分。8/19/2006Revision 5.1 - For Internal Use Only - All Rights Reserved - The Manitowoc Company21Vision of DFSSDFSS縱觀縱觀Reacting to poor product quality反應(yīng)不良產(chǎn)品質(zhì)量Specification change and scope creep規(guī)范變更,范圍漸變Crisis Man

54、agement危機(jī)管理Quality by Inspection質(zhì)量來自檢驗(yàn)Bad projects never die不良項(xiàng)目持續(xù)存在Proactive predictions of product quality積極的產(chǎn)品質(zhì)量預(yù)測VOC documented clearly and early客戶需求提早記錄且清晰Requirements Management需求管理Quality by Design質(zhì)量來自設(shè)計(jì)Bad projects are killed early不良項(xiàng)目在早期終止From由由To至至第21頁/共35頁第二十一頁，編輯于星期六：二點(diǎn) 七分。Revision 5.1 F

55、or Internal Company Use Only - All Rights Reserved - The Manitowoc Corporation - 200622Five Laws That Govern Six Sigma Design 影響六西格瑪設(shè)計(jì)的五大要素影響六西格瑪設(shè)計(jì)的五大要素創(chuàng)新性流程市場拉動(dòng)力周期性浪費(fèi)策略價(jià)值快速反饋快速反饋第22頁/共35頁第二十二頁，編輯于星期六：二點(diǎn) 七分。Revision 5.1 For Internal Company Use Only - All Rights Reserved - The Manitowoc Corporation

56、- 200623Comparing DFSS to DMAICDFSS與與DMAIC對比對比DFSS Prevent Defects預(yù)防缺陷 All CTQs所有的CTQ Scope defines duration范圍界定用時(shí) Subject Matter Expert Problem Solvers專項(xiàng)問題專家解決者 No predetermined source for Solution無預(yù)定解決資源 Uses Six Sigma Tools使用六西格瑪工具 Cross-functional Team跨職能團(tuán)隊(duì)DMAICEliminate Defects消除缺陷 A few CTQs很少

57、的CTQ Duration defines scope用時(shí)界定范圍Generalist Problem Solvers綜合問題解決者 Solution assumed to be within the process假定問題解決在流程之內(nèi) Uses Six Sigma Tools使用六西格瑪工具 Cross-functional Team跨職能團(tuán)隊(duì)第23頁/共35頁第二十三頁，編輯于星期六：二點(diǎn) 七分。Revision 5.1 For Internal Company Use Only - All Rights Reserved - The Manitowoc Corporation - 20

58、0624DMADV & DMAIC for Existing Processes現(xiàn)有流程的現(xiàn)有流程的DMADV 和和 DMAIC Entitlement Achieved?達(dá)到要求?yesno第24頁/共35頁第二十四頁，編輯于星期六：二點(diǎn) 七分。Revision 5.1 For Internal Company Use Only - All Rights Reserved - The Manitowoc Corporation - 200625Do you have a DMAIC or DFSS project?你有你有DMAIC或或DFSS項(xiàng)目嗎？項(xiàng)目嗎？Does the pro

59、duct/service Exist?產(chǎn)品服務(wù)存在嗎？Has the product/service reached its Entitlement?產(chǎn)品/服務(wù)達(dá)到要求?Will the redesign be faster or less expensive?重新設(shè)計(jì)是否會(huì)更快或更便宜？Yes是Yes是Yes是No無No不No不DMAICDFSSDFSSDFSSIs the process measurable and contain identified Waste此流程是否可測量并包含已查明的浪費(fèi)yesLEANNo不Process Six Sigma六西格瑪流程第25頁/共35頁第二十五

60、頁，編輯于星期六：二點(diǎn) 七分。Revision 5.1 For Internal Company Use Only - All Rights Reserved - The Manitowoc Corporation - 200626Initialization: Linking with Existing NPD Process初始化：連接現(xiàn)有的初始化：連接現(xiàn)有的NPD流程流程DefineProject項(xiàng)目定義ProjectOpportunityIdentification識別項(xiàng)目機(jī)遇MarketDevelopment市場開發(fā)Measure/ Map測量/規(guī)劃Assessment評估Scope Definition范圍定義Analyze/ Design分析/