6Sigma六西格瑪精益生產(chǎn)持續(xù)改善分析管理常用工具資料 六西格瑪案例R1_Define_v2008a

1、SponsorxxxChampionxxxLeaderxxxTeamMemberxxxProject photo a picture can represent to this project/product/process/serviceImprove the hydrophilic productions rewet performanceR1 - 1Define OutlineSelect ProjectBusiness ScorecardTree Diagram Drill-downIdentify Critical Customer RequirementsIdentify Cust

2、omerCollect VOC/VOBCTQ/CTP SummaryTeam Charter & Build Effective TeamStakeholder AnalysisProject Risk AssessmentProject MilestoneTeam Ground Rule Map ProcessSIPOC/ Top-Down/ CFPMQuick Win Analysis, Action Plan & ResultFinancial EstimationSelect ProjectID CCRTeamCharterMap Process FinancialEstimation

3、2BG/BU ScorecardStrategies & ObjectivesCurrent-Year InitiativesBusiness ProcessesBusiness ResultsStrategic DirectionPerformance MeasurementCustomer & MarketsInternal BusinessLearning & GrowthFinancialMetricMetricMetricMetricGoalStretchMission:GoalStretchGoalStretchGoalStretchVision:Strategic Objecti

4、ves:Project SelectionID CCRTeamCharterMap Process FinancialEstimation3Big Y Drill DownProject SelectionID CCRTeamCharterMap Process FinancialEstimationEnhance Ramp-up Yield Rate(reduce ramp-up FR)EE PCBA FR(24%)ME Casing FR (63%)Others (KC&SW) (13%)功能不良39%外觀不良61% WKSMFG Issue(12%)2) Identify / quant

5、ify the inputs Molding (20%) y11) Start with business goal3) Drill down again4) Let the data uncover the vital xs: YSupplier Material Issue(SVLRR in WKS)(28%)Assembly(22%)Painting(58%)ME Design Issue(60%) y2積漆 (14%)雜質(zhì)(11%)顆粒(12%)脫漆 (56%)其他(7%)HDD cover gap (19%)Lower case rocking(35%)Dimm cover gap

6、(30%)Batt. I/F w/ case(2%)LCD cover gap (10%)Others(2%)4ID CustomerSupplierIQCSMTAssy & PackingOQCShipmentForwarderCustomerAssy & PackingShipmentDistributorEndUserInternalSecondaryPrimary IndirectExternalInternalProject SelectionID CCRTeamCharterMap Process FinancialEstimationSales & MktHPDellPMC Cu

7、stomer Segmentations:Customer Identification by Process5Collect VOC Primary Internal CustomerExternal VOCInternal VOCSecondary Internal CustomerPrimary External CustomerSecondary External CustomerProject SelectionID CCRTeamCharterMap Process FinancialEstimation1. Need to find root cause2. Engineers

8、experience.3. Project schedule too tight.6CTQ & CTP ChartProject SelectionID CCRTeamCharterMap Process FinancialEstimationCTQCCRCustomer IssuesVOCVOBBusiness IssuesCBRCTPRemark1. Voice of customer and voice of business to be prioritized to those which are related to project objective2. Use VOB or VO

9、C or both depending on the project objectives7Team CharterProject SelectionID CCRTeamCharterMap Process FinancialEstimationGoal StatementItemIndicatorBaselineTargetOutputY1:Y2:FinanceConsequentY3:Project SchedulePhaseStartEndRemarkDefineMeasureAnalyzeImproveControlBusiness CaseOpportunity StatementP

10、roject ScopeProcessStart PointEnd PointKey StepsTeam SelectionRoleNameFunctionCon.%Sponsor/ChampionTeam LeaderMember AMember BMember C8Project Risk Assessment# Success PredictorsYes2Partial1No01Project is a strategic priority, aligned with a Big Y2Identify Project Area of FocusBe sure there is no ov

11、erlap w/other GB/BB or Productivity Projects3Support Project Area of Focus with DataIf no data available.STOP!put in-process measurements in place immediately4Calculate Preliminary BenefitsIdentify Benefits on Potential Project5A significant ROI expectation has been established6Right vertical & hori

12、zontal team members are available7Several team members are top talent and innovative thinkers8Management is willing to commit serious resources to solutions9Project is capable of completion within 4-6 months10Capable Team Leader and Champion assigned* Any factor less than “2” creates a riskSuccess P

13、robability:High=18-20-Medium= 15-17Low = 1-14Project SelectionID CCRTeamCharterMap Process FinancialEstimation9Project Milestone - 1Activity noActivity DescriptionWhoPlanned startActual startPlanned completionActual CompletionPhase GYBSign off by ChampionD1Business impact DD2Team CharterD3VOC-CCR-CT

14、Q, VOB-CBR_CTPD4SIPOCD5TDC D6FDC Detailed Process mapD7Process Walk through / Qualitative analysisD8Quick WinsD9Quick win Implementation PlanM1Cause and effect matrixMM2List of Input and Inprocess indicators Xs M3Operational Definition for each indicatorM4Data Measurement PlanSample should include a

15、ll factors of variation.M6Data CollectionM7Summary Statistics M8Graphical Statistics Box Plot is a must Histogram or graph is optional.M9Interpretation for stability of processStability should be confirmed before next stepM10Baseline sigma for each YBaseline sigma for each YDelay 3 daysAchieveDelay

16、3 daysCompletionProject SelectionID CCRTeamCharterMap Process FinancialEstimation10Activity noActivity DescriptionWhoPlanned startActual startPlanned completionActual CompletionPhase GYBSign off by ChampionA1Use Pareto and stratify ysA2Redo Ishikawa diagramA3Carry out Process FMEA A4Extract Quick wi

17、nsA5Employ Comparative methods to analyse dataA6Base line performance of xs and set improvement goal for each x A7Fix Improvement goal for each selected x I1carryout affinity diagramI2Do Solution mapping six thinking hatsI3Select solutionsI4Pilot the solutionI5Validate the improvementC1Implementatio

18、n PlanC2Review and release FDPC3Redo FMEA-Introduce Mistake proofingC4Install Control ChartsC5Monitor xs C61.Integrate with ISO system C7Prepare for project closure and recognitionProject Milestone - 2Project SelectionID CCRTeamCharterMap Process FinancialEstimation11Team Ground RuleIn order to make

19、 the most effective use of our time, we agree to Conduct ourselves as a team. We commit to the following codes of behavior:Meetings will begin and end on time.If someone cannot attend the meeting, the team leader will be notified at least a day in advance.The content of each meeting will be made kno

20、wn in advance of the meeting either through an agenda or a discussion at a prior meeting.We commit to complete our assignments on time. When this is not possible, the leader will be notified at least a day in advance. We commit to stay on task.Meetings will involve only those who need to be involved

21、.Meetings will be conducted in open forums. We agree to challenge each other as appropriate. We will check our egos at the door.To minimize the impact on peoples time we will utilize the lunch hour as part of our meeting time when appropriate.Team Name: Tiger teamTeam Logo:Project SelectionID CCRTea

22、mCharterMap Process FinancialEstimation12Build Effective TeamProject TitleNameFunction/TitleTel/Ext.e-mail & MobilephoneJob DescriptionChampionXXX1.Plan the project subjects.2.Support and allocate resources.3. Communication with management and cross function.BB LeaderXXX1.Allocate team members work.

23、2.Hold the meeting & follow up the schedule.BB/GBXX1.Integrate the report.BB/GBXXX1. Collect the data of customer and order.BB/GBXXX1.Work with hub to reduce the inventoryMemberXX1.Collect VOC.MemberXXX1.Calculate ROI and Financial data.2.SIPOC process analysisProject SelectionID CCRTeam charterMap

24、Process FinancialEstimation13SIPOC + Top-DownProcess Name: _Project SelectionID CCRTeamCharterMap Process FinancialEstimationProcessStart: Inventory goes to floorEnd: Ship to customerAssemblyQuality AssurancePack _ _ _ _ _ _ _ _ _ _ _ _SupplierBoard mfgerComp mfgerSolder mfgerInputBoardsComponentsSo

25、lder pasteOutputAssembled pcbCustomerSystems plant14Functional Deployment Process Step 1Step 2Step 3Step 4.Function-1Function-2Function-3Function-4Function-5Function-6Function-7.Min. Cycle TimeAVG Cycle TimeMax Cycle TimeTime Metrics can be adapted to Normal, Triangle or Uniform Distribution Paramet

26、ric.Project SelectionID CCRTeamCharterMap Process FinancialEstimationCross-Functional Process Map15Process AnalysisfiProcessNo.Process StepValue AnalysisIssue/ Gap Analysis(Quick Win Opportunity)SaleA1Work Order NoticeNVAQuantity and item not matchNVADocument handling too longPMCA2Confirm Inventory

27、and WIP quantityOVAIncorrect inventory and WIPA3PMC confirm yield rate of each sub-processOVAWrong yield rate informationA4Confirm material quantity against to MRPOVAMore or less material procurementA5Confirm WO OVAQuantity and specification not matchA6Issue Purchase Requirement for short mterialOVA

28、More or less material or wrong specificationD1Confirm with other departmentOVAMissing confirm or delay confirmManufacturingA7Dispatch material to shop floorCVAReceived quantity more than the demandA8Production performance controlOVALower Productivity Project SelectionID CCRTeamCharterMap Process Fin

29、ancialEstimationRemark NVA : No Value add; OVA : Operating Value add; CVA : Customer Value add16Quick Win AnalysisfiProcessNo.Quick Win OpportunityFast to Implement ()Easy to Implement ()Cheap to Implement ()Within the Teams Control ()Easily Reversible()Implement(Yes/No)RemarkQW Opportunity Sources

30、from Process Analysis, Brainstorming, Process walk throughProject SelectionID CCRTeamCharterMap Process FinancialEstimation17Quick Win Action PlanfiQuick Win OpportunityWhere Quick Win Opportunity Sources from How Who WhenResultsFunctional Deployment Process AnalysisFunctional Deployment Process Ana

31、lysis.DFP - Tree Diagram.Brainstorming, Process walk through.Project SelectionID CCRTeamCharterMap Process FinancialEstimation18Financial EstimationfiSaving ItemFormula of SavingSource of Data.5.- Implementation Cost/ ConsequentTotal Net Savings = (Saving 1 to 5) Implement/ConsequentProject Savings Identification:Project SelectionID CCRTeamCharterMap Process FinancialEstimation19Dec03JanFebMarAprMayJunJulAugSepOctNovDecCOGS(M/NT)1,206 592747971587 615 880 524 591 761 520 618 792 T/O(days)41414141414141414141414141Inventory projection(M/NT) 1,030 1,343 1,098 710 1,336 91