六西格瑪黑帶培訓(xùn)教程

SixSigmaBlackBeltTrainingIntroductiontoSixsigmaADataDrivenAnalysisandScientificApproachtoBusinessExcellence.

用6西格馬數(shù)據(jù)驅(qū)動和科學(xué)方法來達致營運卓越。6SIGMA

Topicsofdiscussion討論課題IntroductoryToSixSigmaBreakthroughImprovementStrategy.6Sigma突破性改善戰(zhàn)略入門。Historyofsixsigma六西格馬的發(fā)展歷史－LinkedstockperformancetothedeploymentofSixsigma----GE

通用電氣－將六西格馬與公司的效益聯(lián)系在一起－wheredoesindustrynormallystand?各行業(yè)的西格馬值處于什么位置？HowSixSigmabeingcarriedoutanditsapplication!六西格馬的展開及其運用！－SixSigmadeployedthroughprojects.通過做項目推行六西馬－Keyelementsofawell-definedSixSigmaproject一個定義完善的六西格馬項目是關(guān)鍵因素.Topicsofdiscussion討論課題HowSixSigmahelpedustoachieveourobjective?六西格馬怎樣幫助我們實現(xiàn)既定目標(biāo)?－WhySixSigma?為什么是六西格馬？－Vision,philosophyandStrategy目標(biāo)，理念和戰(zhàn)略－BreakthroughthinkingofSixSigmaistoreducevariation.六西格馬的突破性思維是減少變異．SixSigma’sdefinition六西格馬的定義－Is99%goodenough?99%的合格率足夠好嗎？－SixSigma’sPerformanceTarget六西格馬水平的績效目標(biāo)－3sigmavs6sigma’sprocess---Throughputyield3西格馬vs6西格馬過程---直通率－Sigma’sdefinition---PracticalmeaningvsMathdefinition西格馬的定義---實際意義和數(shù)學(xué)意－ThefocusofSixSigma六西格馬的焦點

Topicsofdiscussion討論課題SomeSixSigmaTerminology六西格馬術(shù)語Sixsigmaprocess----DMAICapproach六西格馬過程-----DMAIC進階改善策略和方法－DMAICimprovementstrategyistofindthevitalfewleverageKPIVs.DMAIC改善戰(zhàn)略是為了找出少量的輸入變量－Datadrivenanalysis完全建立在數(shù)據(jù)之上的分析－Theroleofmeasurements測量發(fā)揮著重要的作用DMAICphrasesandstatisticalToolskitDMAIC和統(tǒng)計工具－define－Measure定義－測量階段－Analysis分析階段－Improve改善階段－Control控制階段Topicsofdiscussion討論課題SixSigmaSystemandDeployment

六西格馬系統(tǒng)和推廣－I.Deployment推廣Sixsigmadeploymentprocess六西格馬導(dǎo)入過程Someimportantdeploymentobservations導(dǎo)入過程中的重要發(fā)現(xiàn)－II.RolesandResponsibilities六西格馬的角色扮演Crossfunctionalrole跨功能角色Sixsigmarole六西格馬角色Criticalmass關(guān)鍵群體（人數(shù)）－IIISixsigmaDMAICtraining六西格馬DMAIC培訓(xùn)PTARlearningprocessPTAR學(xué)習(xí)過程DMAICtrainingforBBandGBDMAIC黑帶和綠帶培訓(xùn)Training’scommitment培訓(xùn)的承諾Topicsofdiscussion討論課題－ⅣProjectselection項目選擇Projectselection’sapproaches---FlowDown/UpApproach項目選擇方法----由下至上／由上至上HarvestingthefruitsofSixSigma收獲六西格馬的成果ProjectAuthorization項目授權(quán)ThefocusofSixSigmaproject六西格馬項目的焦點－DifferencebetweenSixSigmaBreakthroughImprovementandISO/QSCertification-----Customer’sexpectation六西格馬突破性改善同ISO/QS認(rèn)證之間的區(qū)別---客戶滿意度的區(qū)別－SixsigmaBenefits六西格馬的效益－SixSigmaingeneral六西格馬概要－SixSigmaQuizforexecutives六西格馬高層管理層的測驗“Theproblemswefacetodaycannotbesolvedatthesamelevelofthinkingwewereatwhenwecreatedthem.”“如果我們的思維能力還是停留在之前的層次上，那么我們今天所面對的問題就無法得到解決?！盇lbertEinstein

阿爾伯特愛因斯坦

ThehistoryofSixSigma

六西格馬的發(fā)展歷史SixSigmafoundedby六西格馬源于

“摩托羅拉必須導(dǎo)入六西格馬，因為我們在市場競爭中不斷被外國公司擊敗，這些公司能夠以更低的成本生產(chǎn)出質(zhì)量更好的產(chǎn)品！”BobGalvin摩托羅拉的經(jīng)驗1978，一日本企業(yè)收購了摩托羅拉的電視機制造業(yè)務(wù)1981年,摩托羅拉培訓(xùn)中心成立,定下了要在五年內(nèi)達成十倍品質(zhì)改善的目標(biāo),很可惜，各部門仍然保持各自衡量品質(zhì)的公制.1987年，公司決心全面推廣六西格馬,定下了四年品質(zhì)改善百倍的目標(biāo),統(tǒng)一了衡量公司品質(zhì)的公制,如DPPM,DPMO和Sigma,當(dāng)時現(xiàn)狀為4Sigma.1988年,摩托羅拉公司贏得了美國全面優(yōu)質(zhì)管理獎(MalcolmBaldrige)后，6Sigma概念開始普及1992年，摩托羅拉，柯達，ABB,IBM和德州儀器開始了黑帶培訓(xùn)和角色扮演1993—1995年，摩托羅拉聘請了四萬新雇員，免去了面年40小時的品質(zhì)培訓(xùn)，當(dāng)時公司收入增長幅度為27%,品質(zhì)水平為5.2Sigma,擁有60%的市場．GeorgeFisher去了柯達．1998年，摩托羅拉在移動電話的市場占有率只剩下34%,而年增長幅度只有5%.JapanvsUSAinworldmarketshares……日本和美國國的世界市市場占有率率USAJapan20%40%60%80%80%80%100%78798081828384858687888990919293SemiconductorsEquipmentsComputersSixSigmaExpansion六西格馬的的發(fā)展1987––92Motorola1990SixsigmaResearchInstituteConsortium1990––93TexasInstruments,IBM,Polaroid…..1994AlliedSignal…….1995GeneralElectric1996Intel,Citibank…..1998––99NEC,Sony,Samsung,Fiat,Nokia…..SixSigmaisallaboutmakingmoney!六西格馬是是利潤至上上，獲得高高利潤才是是硬道理！！SixSigma’sprovenTrackRecordAnnualizedSavingsAlliedSignal$800millionGeneralElectric$1billionPolaroid$100millionTexasInstruments$360millionSo,whatisasixsigmacompany?六六西格馬馬公司是怎怎樣的？Acompanydriventoachieveitsvisionbyfocusingoncustomers,peopleandprocesses.一家六西格格馬公司會會把焦點放放在客戶，，員工和過過程上，持持續(xù)朝著所定下的的遠(yuǎn)景目標(biāo)標(biāo)邁進．Thethreeprincipalmethodsare:三種種采用的主主要方法是是：Customers,PeopleAndProcessesFocusedDMAICimprovementmethodologyDesignForSixSigmaBusinessProcessesManagementSixSigmaPractitioners---GE

六西西格馬的開開拓者－－通用電電氣“SixSigmaisthemostimportantinitiativeGEhasevertaken…it’spartofthegeneticcodeofoutfutureleadership”“六西格馬馬是通用電電氣所有大大型推廣項項目中最具具重要意義義的…..它將成為為公司現(xiàn)在在和將來的的管理模式式，同樣運運用于公司司未來的發(fā)發(fā)展中．””JackWelch,Ex-CEOforGESixSigmaPractitioners---GE

六西西格馬的開開拓者－－通用電電氣SixSigmacompaniestendtodowellinmarketcapitalization.實施施六西格馬馬的公司在在市場資本本化方面將將會做的更更好．AnalystmayraiseearningsexpectationifaSixSigmainitiativeismadepublic.公司對外宣宣布實施六六西格馬后后，市場分分析家調(diào)高高利潤預(yù)測測．GeneralElectric’’sStockPerformance.通通用電氣氣的股票表現(xiàn)Wheredoesindustrynormallystand?目目前工業(yè)的的正常水準(zhǔn)準(zhǔn)在何處？？7西格馬程度度1,000,000100,00010,0001,000100101PPM?RestaurantBillsDoctorPrescriptionWritingPayrollProcessingOrderWrite-upJournalVouchersWireTransfersAirlineBaggageHandlingPurchasedMaterialLotRejectRate國內(nèi)航線航航空死亡率(0.43PPM)(with±1.5shift)世界一流一般公司345621IRS-TaxAdvice(phone-in)(140,000PPM)So,whereareyou?那么，貴公公司處于哪哪個水平呢呢？WhatisSixSigma?什么是六西西格馬？SixSigmaisaCultureandLanguagecommonlyused…..六西格馬是是一種文化化和共同語語言…….Strategyfailwhenculturedoesn’’tadapt!企業(yè)的文化化如果不改改變，就會會導(dǎo)致戰(zhàn)略略的失?。?！六西格馬成成敗的因素素美國著名的的管理學(xué)家家，霍德蓋蓋茨先生曾曾出：１.當(dāng)戰(zhàn)戰(zhàn)略和文化化發(fā)生沖突突時,文文化恒勝;2.當(dāng)當(dāng)企業(yè)文化化與變革的的精神不相相容時,變變革的努力力將遭到失失敗.WhatisSixSigma?是么么是六西馬馬？突破性性的的方方法Define定定義Measure測測量量Analysis分分析Improve改改善善Control控控制BreakthroughApproach!CompletepictureofSixSigmaDMAICApproach?PDefineOpportunities(projectchart)MeasureSymptom/effect(Wherearewe)AnalysisProblem/Cause)(ScreenandfindTherootcause)ImprovePerformance(Solutions)ControlKPIVs(Sustainthegain)Sixsigmaprojectstargetedatcriticalaspectsofthebusinesswithopportunityforimprovementassignedtofull-timeBlackBeltsQFDProjectplanning/managementToolsCOQProcessmappingSevenQCtoolsCauseandEffe.AnalysisBrainstormingFMEACapabilityanalysisMSACentrallimitMulti-vari.analyHypothesisNormalityTestTestforEqualVariancesANOVANon-parametricCorrelationTestRegressionSPCPre-control––MethodAlternative––ControlchartsErrorproofingVisualcontrolOrganization––LearningFullfactorialCenterpointFactional--FactorialDesignBlockingTagaguchiDesi.MultipleLinearResponsesurfaceEVOPTopmanagementsupport,sixsigmaInfrastructure,Financialengagement,Customer-focusedDatadrivenanalysis,Common6sigmametrics,CommitmentfromBB,Onesamelanguage,Completeculture/behavioralchange,MOC六西西格格馬馬DMAIC戰(zhàn)戰(zhàn)略略的的概概括括圖圖?P定義義機機會會（項項目目章章程程)測量量癥狀狀／／結(jié)結(jié)果果(目目前前狀狀況況)分析析問題題／／原原因因(根根本本原原因因））改善善績效效水水平平(解解決決方方案案)控制制KPIVs(保保持持成成果果)六西西格格馬馬項項目目以以關(guān)關(guān)鍵鍵營營運運過過程程的的改改善善機機會會為為目目標(biāo)標(biāo)，，由由全全職職黑黑帶帶實實施施QFD項目目策策劃劃和和管管理理工具具COQ過程程圖圖QC七七大大工工具具因果果關(guān)關(guān)系系分分析析頭腦腦風(fēng)風(fēng)暴暴FMEA過程程能能力力分分析析測量量系系統(tǒng)統(tǒng)分分析析MSA中央央極極限限定定理理多變變量量分分析析假設(shè)設(shè)性性試試驗驗正態(tài)態(tài)檢檢驗驗均方方差差分分析析ANOVA非參參數(shù)數(shù)檢檢驗驗相關(guān)關(guān)性性分分析析回歸歸分分析析統(tǒng)計計過過程程控控制制預(yù)先先控控制制圖圖其他他控控制制圖圖防錯錯圖象象控控制制組織織學(xué)學(xué)習(xí)習(xí)系統(tǒng)統(tǒng)思思考考全因因子子DOE中央央點點部分分因因子子分分析析障礙礙田口口設(shè)設(shè)計計線形形分分析析反應(yīng)應(yīng)表表面面分分析析EVOP高層層支支持持，，６西西格格馬馬結(jié)結(jié)構(gòu)構(gòu)；；財財務(wù)務(wù)參參與與;客客戶戶焦焦點點數(shù)數(shù)據(jù)據(jù)驅(qū)驅(qū)動動分分析析;6sigma量量度度,黑黑帶帶承承諾諾;獎獎勵勵和和承承認(rèn)認(rèn);文文化化/行行為為改改變變共同語言;變革管管理(MOC)ApplicationofSixSigma..六六西格馬的的運用..Istoreduce““defects”and….六西西格馬的運運用就是減減少缺陷，，SixSigmaDefectisanythingblockingorinhibitingaprocessorservice.六西格馬缺陷就是任何阻阻礙或抑制制過程或服服務(wù)圓滿完完成的事物物．Iforgotit(我忘記了了）I’llcorrectit(我會改正正）Ittakestoolong(耗時時太長）Ididn’tlikeit(我不愿愿意….)Weareoffschedule(我們延誤誤了進度））Itwasawasteoftime(這是是在浪費時時間）Idon’thavetheanswerforthat(我沒有有答案）Wearesorry,weareusuallybetterthanthat（抱歉，我我們通常不不是這么差差）Sixsigmaasabusinessstrategy

六西西格馬做為為一個營運運戰(zhàn)略ThegoaloftheSixSigmabusinessstrategyistomakefewermistakesineveryaspectofourbusiness．．六西格馬馬營運戰(zhàn)略略的目標(biāo)就就是使?fàn)I運運過程的每一個個環(huán)節(jié)所犯犯的失誤減減至最小.－frommanufacturingtodelivery從從制造到到出貨－frompayingsupplierstoinvoicingcustomers從供應(yīng)應(yīng)商付款到到與客戶結(jié)帳－fromhiringtoperformanceappraisals從員員工招聘至至其工作績績效評定－fromtakingaphonecalltosettingatravelitinerary從從電話話預(yù)約到出出差日程安排排－BasicallyALL!所所有的環(huán)節(jié)節(jié)！Asabusinessstrategy,SixSigmacanhelpacompanysecureacompetitiveedge.做為一個營營運戰(zhàn)略，，六西格馬馬可以使一一個企業(yè)保保持競爭優(yōu)優(yōu)勢！HowdoesSixSigmamakethedifference?六六西格馬馬如何制造造這些差別別？whySixSigma?為為什么是六六西格馬，，而不是其其他工具？？Vision遠(yuǎn)景景Philosophy理理念Vehiclefor．．．．．的工具－customerfocus關(guān)關(guān)注客客戶－breakthroughimprovement突破破性改善－continuousimprovement持持續(xù)改善善－peopleinvolvement全全民參參與Aggressivegoal進進取的的目標(biāo)Metrics(standardmeasurement)公公制（測測量標(biāo)準(zhǔn)））Method方方法Askyourself..arethisthekeyobjectivesofyourcompany?

這些是是貴公司的的主要目標(biāo)標(biāo)嗎？Improvetimetomarketforallproducts提提高所有產(chǎn)產(chǎn)品占領(lǐng)時時常的時間間Leadtheindustryinkeytechnology行行業(yè)領(lǐng)先先，技術(shù)領(lǐng)領(lǐng)先Createworld-classmanufacturingprocesses世世界級的制制造過程Developstrategicsupplierrelationships與與供應(yīng)商商發(fā)展戰(zhàn)略略合作伙伴伴關(guān)系Providebest-in-classproductsandprocessquality制造造質(zhì)量一流流的產(chǎn)品Becomeanemployerofchoice成成為員員工首選的的公司W(wǎng)hatarewedoingtoachievethoseobjectives?

如何何實現(xiàn)這些些目標(biāo)？SixSigma(DMAICandDFSS)LeanManufacturing精益益制造SupplyChainManagement供供應(yīng)鏈管理理CustomerRelationshipManagement發(fā)展客戶戰(zhàn)戰(zhàn)略伙伴關(guān)關(guān)系BalanceScorecard平衡積積分卡Manyothers其其他WhyarewepursuingSixSigma?為為什么追求求六西格馬馬？Werecognizetheneedforanimprovedqualitymanagementsystemand…….我我們迫切切需要一個個最好的品品質(zhì)管理系系統(tǒng)….Therearevariousbut…..SixSigmaisthebest!(updated,complete,comprehensive,structured,systematic,quantifiableandscientificapproach)我們有很多多選擇，但但六西格馬馬可算是最最先進，完完整，完善善，組織化化，系統(tǒng)化化，量化的的科學(xué)方法法．6SigmaVision六六西格馬遠(yuǎn)遠(yuǎn)景ThevisionofSixSigmaistodelightcustomersbydeliveringworld-classqualityproductsthroughtheachievementofsixsigmalevelsofperformanceineverythingwedo.六西格馬遠(yuǎn)遠(yuǎn)景就是在每一一件事中，，在每一層層次都達到到六西何馬馬水準(zhǔn)，為為客戶提供供世界級品品質(zhì)水平的的產(chǎn)品，從從而最大限限度地滿足足客戶的要要求．visionMeasureEverythingThatResultsInCustomerSatisfaction對所有影響響客戶滿意意度的因素素進行測量量Thecustomersupplierinteraction

客戶戶與供應(yīng)商商的相互關(guān)關(guān)系A(chǔ)boveinteractionisthefamous““NeedDoInteraction””!上面的關(guān)系系就稱為““需要和做做的關(guān)系””！CustomerQualityDeliveryPriceDefectsCycletimeCostSupplierAskingthecustomer:KanoModel客客戶需需求：Kano模模式IthelpsemployeessetprioritiesDon’tworkonDelightersuntilMustBe’sareinplaceIthelpsyouavoidthetrapofthinkingthat““nocomplaintsmeanscustomersatisfaction!”DelightDelightNeutralDissatisfiedMustbeMustbeMoreisbetterDelightersAbsentFulfilled-Dr.NoritakiKanoExampleofKanoModel:buyingacarWhathappensifthe“mustbe’s”areabsentbutyouhavethe““delighters””andthe““more”isbetter?DelightDelightNeutralDissatisfiedMustbeMoreisbetterDelightersAbsentFulfilledGasMileageLuggagespace4wheelsWorkingengineLeatherseatsAlloywheelsMetallicpaintAloyalcustomer忠忠實的的客戶戶ＡLoyalCustomerIsonewhoratesa5inAllthreeareas….CustomerwillRepurchasefromYourorganizationCustomerperceivesValuerelativetothecompetitionCustomerwillRecommendedTheproductSixSigmaPhilosophy六六西格格馬理理念ThePhilosophyofSixSigmaistoapplyastructured,systematicapproachtoachievebreakthroughimprovementacrossallareasofourbusiness.六西格格馬理理念是是透過過應(yīng)用用有結(jié)結(jié)構(gòu)，，系統(tǒng)統(tǒng)的方方法，使使?fàn)I運運過程程中所所有的的環(huán)節(jié)節(jié)都達達到突突破性性的改善善．Philosophywhat’’sthestrategy:戰(zhàn)戰(zhàn)略含含義knowwhat’simportanttothecustomer了解客客戶重重視的的地方方（CTx’s)Reducedefects減少缺缺陷Centeraroundthetarget以目標(biāo)標(biāo)為中中心Reducevariation減少變變異strategyvariationisevil!變變異是是魔鬼鬼Traditionalview:““Goalpost””Taguchiview:VariationistheMentalityenemyLSLLSLUSLUSL任何落落在規(guī)規(guī)格尺尺寸之之外的的產(chǎn)品品，意味著著質(zhì)量量的損損失任何偏偏差均均對社社會造成損損失QualityConcept品品質(zhì)質(zhì)概念念Qualitymeansconformancetorequirements.品品質(zhì)質(zhì)意味味著符符合要要求。。Qualityimprovementmeansminimumvariabilityfromthetarget.品質(zhì)改改善意意味著著把目目標(biāo)的的變異異減至至最低低。SoattainingcertificationlikeISO/QSvssixsigmacanbeunderstoodasmaintainingqualityconformancevsachievingbreakthroughimprovement.Goal:Processcenteringandvariationreduction目標(biāo)：：過程程置中中和減減少變變異TheSigmaStrategy西西格馬馬戰(zhàn)略略Characterize(define,measurephase)特征描描述（（定義義，測測量階階段））Optimize(analysis,improvementphase)優(yōu)化（（分析析，改改善階階段））Sustainandbreakthrough(controlphase,what’snext?DFSSM,Leanor……..)保持和和突破破（控控制階階段，，下一一步，，6西西格馬馬設(shè)計計，精精益生生產(chǎn)或或…..)BreakthroughStrategy突突破破性戰(zhàn)戰(zhàn)略改善的的速度度是最最大的的區(qū)別別！Speedisthedifference!WhyImplementSixSigmanow?為為什么么現(xiàn)在在是實實施六六西格格馬的的最佳佳時機機？“Nothingnew””““無無新東東西””－Mostofthetoolshavebeenaroundfordecades大部分分工具具已出出現(xiàn)了了幾十十年－Neglectedduetodifficultyanddiscipline由于難難度大大和條條文多多而被被忽視視But但但是是World-widecompetitionandglobalization世世界范范圍內(nèi)內(nèi)的競競爭和和全球球化－Makeneglectdangeroustousandlostofopportunities…使忽略略變得得危險險并失失去了了很多多機會會Computingresources電電腦資資源－Makesapplicationpossible是是應(yīng)應(yīng)用變變成可可能ＷhatisSigma?什什么么是西西格馬馬（δ）例如：：假設(shè)設(shè)生產(chǎn)產(chǎn)過程程中其其中一一個工工序是是將金金屬卻卻割成成每個個長度度為10mm的的產(chǎn)品品．當(dāng)當(dāng)我們們完成成100個個產(chǎn)品品后，，測量量每個個產(chǎn)品品的長長度，，并將將測量量結(jié)果果用直直方圖圖的形形式表表達，，我們們將會會得到到下列列結(jié)果果：μ平均均值μ９1011μ=∑xN=9.8ＷhatisSigma?什什么么是西西格馬馬（δ）δ標(biāo)準(zhǔn)差差值μ９1011μ=∑(μ–x)N-1=0.3272BeforecalculatingSigmaqualitylevel,youneedtounderstand……Probabilityforthewholeareaunderthecure=1ie.Yield+DefectlowerthanLSL+DefectivehigherthanUSL=1.DefectiverateYieldDefectiverateZLSLTargetMeanZUSLe-Application:Z––Transform(usingExcelfunctionReturnsaZ(normalized)fromadistributioncharacterizedbymeanandstandarddeviation.Standardize(x,mean,standard_dev)=>ZExample:STANDIZE(42,40,15)=1.333333Returnsthestandardnormalcumulativedistributionfunction.NORMASDIST(z)=>ProbabilityExample:NORMSDIS(1.333333)=>0.908789ReturnstheinverseofthestandardnormalcumulativedistributionNORMSINV(probability)=>ZExample:NORMSINV(0.908789)=>1.3333WhatisSixSigma?什么么是六西西格馬?標(biāo)準(zhǔn)差(δ)----曲曲線形狀狀數(shù)量長度δ＝0.32將標(biāo)準(zhǔn)差差降至最最低，最最好是0δ＝0.43相對來講講，將平平均值（（μ）調(diào)整至接接近目標(biāo)標(biāo)值較為為容易，，我們最最大的挑挑戰(zhàn)是降低標(biāo)標(biāo)準(zhǔn)差（（δ）．WhatisSixSigma?什么么是六西西格馬?如果產(chǎn)品品規(guī)格是是：10±0.5mm,劃劃線部部分便是是不合格格產(chǎn)品．．如果過程程平均值值是9.8mm,偏離離了目標(biāo)標(biāo)值10.0mm),不符合合規(guī)格的的產(chǎn)品就就會增加加．Ｔ＝10.0LSLUSL不合格產(chǎn)產(chǎn)品不合格產(chǎn)產(chǎn)品Ｔ＝10.0LSLUSL不合格產(chǎn)產(chǎn)品不合格產(chǎn)產(chǎn)品Ｔ＝10.0μ＝9.8WhatisSixSigma?什么么是六西西格馬?如果標(biāo)準(zhǔn)準(zhǔn)偏差值值增加，，不符合合規(guī)格產(chǎn)產(chǎn)品數(shù)量量就會增增加．如果標(biāo)準(zhǔn)準(zhǔn)偏差值值減少，，不符合合規(guī)格產(chǎn)產(chǎn)品數(shù)量量便會減減少．μ＝10.0LSLUSL不合格產(chǎn)產(chǎn)品不合格產(chǎn)產(chǎn)品μ＝10.0LSLUSL不合格產(chǎn)產(chǎn)品不合格產(chǎn)產(chǎn)品μ＝10.0SixSigmaConcept六六西西格馬概概念A(yù)3Sigmaprocessbecause3standarddeviationsfitbetweentargetandSpec.TargetCustomerSpec.Before3δAfter6δCustomerSpec.Target1δ2δ3δNodefect6.6%Defects1δ2δ3δ4δ5δ6δWhatdoesa6sigmaprocesslooklike?6西格馬馬水準(zhǔn)的的過程是是什么樣樣的？VariationisEnemy變變異異是我們們的敵人人Defectreductionisourfocus降低產(chǎn)品品缺陷是是我們的的目標(biāo)AveragedeviationfromMean1δμTUSL123456WhatisSixSigma?什么么是六西西格馬?Standarddeviationisameasureofspreadoftheprocessoutput;measureddistanceordeviationofeachvaluefromtheaverage.標(biāo)準(zhǔn)差是是量度過過程輸出出的分布布寬度；；量度每每個數(shù)值值與平均均數(shù)之間間的距離離或偏差差A(yù)sageneralrule,itmakesalittleDifferenceifNorn-1isusedWhenevern>/=30.一般而言言,若N或n-1在n>/=30的的情況下,這只有有很少的的分別.WhatisSixSigma?什么么是六西西格馬?computationof%defectivesusingaverageandstandardDeviation.運用平均均數(shù)及標(biāo)標(biāo)準(zhǔn)差計計算次品品的%。。ZvalueandareaunderthenormalcurveＺＺ值及及正態(tài)曲曲線以下下的面積積必須知道道：平均值(xbar)標(biāo)準(zhǔn)差(s)USL及及LSLSigmaisastatisticalunitofmeasurethatreflectsprocesscapability.Thesigmascaleoffmeasureisperfectlycorrelatedtosuchcharacteristicsasdefects-per-unit,parts-per-milliondefective,andtheprobabilityoffailure/error.西格馬是是一個用用于度量量影響過過程能力力的統(tǒng)計計學(xué)單位位。Sigma的量度度制與單單位次品品，PPM次品品及失敗敗的機會會率有相相互關(guān)系系．PPM過程能力力百萬分之之缺陷率率6SigmaAggressiveGoal–戰(zhàn)略略目標(biāo)3Sigma6Sigma5Sigma4Sigma93.32%99.379%99.9767%99.99966%歷史記錄錄目前水準(zhǔn)準(zhǔn)中間水準(zhǔn)準(zhǔn)長期目標(biāo)標(biāo)西格馬標(biāo)準(zhǔn)長期目標(biāo)標(biāo)六西格馬馬–性性能目目標(biāo)3SigmaProcessVs6SigmaProcess３３西格馬馬和６西西格馬過過程93.32%93.32%93.32%最最終終產(chǎn)量FinalYield=8.9%.932x.932x.932x…….Xxx.932=0.089Fora35-stepprocess,93.32%capabilityina3-sigmaqualitysystemwith1.5sigmameanshiftfromthetargethasafinalyieldof8.9%.一個有35個步步驟的過過程，93.32％能能力在3-Sigma品質(zhì)系系統(tǒng)內(nèi),其中中1.5Sigma平均值值[偏離離目標(biāo)值值,并有有著8.9%的的最終產(chǎn)產(chǎn)量.步驟１步驟１步驟１步驟１3SigmaProcessVs6SigmaProcess３３西格馬馬和６西西格馬過過程最終產(chǎn)量量FinalYield99.988%99.99966%99.99966%99.99966%Fora35-stepprocess,99.99966%capabilityina6-sigmaqualitysystemwith1.5sigmameanshiftfromthetargethasafinalyieldof99.988%.一個有35個步步驟的過過程，99.99966％能能力在6-Sigma品質(zhì)系系統(tǒng)內(nèi),其中中1.5Sigma平均值值[偏離離目標(biāo)值值,并有有著99.988%的的最終產(chǎn)產(chǎn)量.步驟１步驟１步驟１步驟１SixSigma---PracticalMeaning實實踐意義義99%Good(3.8Sigma)99.99966%Good(6Sigma)20,000lostofarticleofmailperhourSevenarticlelostperhour每小時遺遺失的郵郵件數(shù)量量20,000起每每小時遺遺失的郵郵件數(shù)量量7起Unsafedrinkingwaterforalmost15minutesoneunsafeminuteeverysevenmothsEachday每每天15分鐘不不安全飲飲用水每每7個個月1分分鐘不安安全飲用用水5,000incorrectsurgicaloperationperweek1.7incorrectoperationperweek每周5,000例不正正確的外外科手術(shù)術(shù)每每周1.7例例不正確確的外科科手術(shù)TwoshortorlonglandingsatmostmajorOneshortorlonglandingeveryfiveAirportseachday每每天兩兩起不正正確的飛飛機降落落每每5年中一一起不正正確的飛飛機降落落200,000wrongdrugprescriptionseachyear68wrongprescriptionperyear每年200,000起起錯誤的的處方每每年年68起起錯誤的的處方66666UnderstandingSixSigmaAsaWhole將將６西格格馬看作作一個整整體….threetofoursigmacompaniescanproducesixsigmaproductsthroughenormousamountofrework….3到到4個Sigma水平平的公司司想要生生產(chǎn)出6Sigma水水平的的的產(chǎn)品其其實可以以通過大大量的返返修就可可以做到到.SixSigmaisaperformancetargetthatappliestoindividualCTx,nottothetotalproduct……..六西個馬馬是每個個影響客客戶滿意意度變量量的績效效目標(biāo)，，而不是是整個產(chǎn)產(chǎn)品的績績效目標(biāo)標(biāo)．Airlinesafety:>6sigmaBaggagehandling:3.5sigmaJetengine:>10,000DPPMTogetresults,shouldwefocusourbehaviorontheYorX?為為獲得得結(jié)果,我們們應(yīng)關(guān)注注Y或者者X?YDependent附附屬Output輸輸出Effect結(jié)結(jié)果Symptom現(xiàn)象象Monitor監(jiān)測測X1...XNIndependent獨獨立Input-Process輸入入-過程程Cause原原因Problem問題題Control控制制IfwearesogoodatX,whydoweconstantlytestandinspectY?如果果我們很很好地控控制了X，為什什么我們們要持續(xù)續(xù)測試和和檢查Y.f(X)Y=FocusonXratherthanY,asdonehistorically關(guān)注X而不是是Y,象象以往往一般TheFocusontheProcess６６西格馬馬焦點KPIVKPOVWhatToDoWiththeVitalFew?

如何何利用關(guān)鍵鍵輸入變量量?ProcessKPIVKPIVKPIVKPOVCTQVitalFew“Correct””(In-Spec.)Defect-Free!KPIVControlControlControl-InputsStatisticallyprovenrelationshipsdeterminedbetweenLeveragekeyProcessInputsandKeyprocessOutputsVariable從統(tǒng)計上驗驗證輸入與與輸出的關(guān)關(guān)系．ManagetheINPUTSandgoodOUTPUTwillfollow!管理好輸入入自然就會會獲得良好好的輸出!Question?問問題δ:標(biāo)準(zhǔn)準(zhǔn)偏差Μ：均值COPQ：：不良質(zhì)質(zhì)量成本D-M-A-I-CProcessY=f(x)etcandetc(weshouldfocusonXs!)SixSigma關(guān)鍵術(shù)術(shù)語和概念念1基本關(guān)系式式Ｙ＝f(x)2對….重要要CTs(Quality,Cost,Delivery)=satisfaction3關(guān)鍵輸入/輸出變量量KPIVs&KPOVs4長期/短期期績效long-/shorttermperformance(shift,drift)5潛潛在最佳值值Entitlement6單單元缺陷率率DPU7機機會opportunities(SuccessVsDefect)8百百萬機會缺缺陷DPPM9隱隱蔽工廠Hiddenfactory10直通通合格率RolledThroughputYield1.基本本關(guān)系：：Ｙ=f(x)Y=f(x)YDependent附屬Output輸出出Effect結(jié)果果Symptom現(xiàn)現(xiàn)象Monitor監(jiān)監(jiān)測X1...XNIndependent獨獨立Input-Process輸入-過程Cause原因Problem問問題Control控控制ManagetheINPUTSandgoodOUTPUTwillfollow!管理好輸入入自然就會會獲得良好好的輸出!2.CTx對對．．．．重要我們過程的的輸出或努努力的付出出可用主要要影響的領(lǐng)領(lǐng)域來分類類：－它們通通常是從用用戶的觀點點歸納出來來，但是總總是有一個對應(yīng)應(yīng)的內(nèi)在必必然結(jié)果．．InternalViewCustomerView缺陷利潤周期時間質(zhì)量成本交貨期3.關(guān)鍵過過程輸入和和輸出KPIVs&KPOVsKPOV=KeyProcessOutputVariable一些對過程程成功或用用戶滿意最最為重要的的的輸出變變量KPIV=KeyProcessInputVariable一些對過程程重要的輸輸出有顯著著影響的輸輸入變量InputsOutputs材料控制設(shè)備要求……衡量的結(jié)果果顯示了過程程是否成功過程：一組組輸入的組合，可獲得得一期望的輸輸出－結(jié)果4.長期和和短期績效效Drift:這種種變化是由由短期過程程中心開始始逐漸偏移移，這種變變化可能是是由溫度的的改變，模模具的磨損損，污染的的堆積，反反應(yīng)物的衰衰減等因素素引起的．．Shift:這這種變化在在某個時間間點上突然然由一側(cè)變變化到另一一側(cè)，工業(yè)業(yè)企業(yè)中，，這種變化化通常是由由原材料批批號變化，，設(shè)備的切切換，或輸輸入?yún)?shù)有有意識地變變化等引起起的．5.潛在最最佳值潛在最佳值值Entitlement:過程運行行時間周期內(nèi)內(nèi)，過程處處于最佳性性態(tài)時的能力，，換言之，，在現(xiàn)有條條件下過程所具具有的最佳佳運性能力力．ScrapReworkHiddenFactoryNOTOKOperationInputsInspectFinalYieldOK９．HiddenFactory隱蔽工工廠隱蔽工廠10.傳傳統(tǒng)合格率率1.在檢查點s2發(fā)現(xiàn)2個缺陷（（不合格品品）2.在檢檢查點S5發(fā)現(xiàn)1個個缺陷（返返工）3.在檢檢查點S7發(fā)現(xiàn)5個個缺陷（清清潔）S1S2S3S4S6S5S7S8CTQCTQCTQ10095缺陷：不合合格品2個個缺陷：返工工1個缺陷：清潔潔5個缺陷5個這些都被隱隱蔽工廠消化掉了在過程結(jié)束束出檢查發(fā)發(fā)現(xiàn)5個產(chǎn)產(chǎn)品不合格格，因此傳傳統(tǒng)合格率率為95/100=95%DMAICRoadmapDMAIC流程ProcessImprovementProcessRedesign過程改善過過程再設(shè)計計IdentifytheproblemIdentifyspecificorbroadproblem確定問題識識別特殊的的或常見的的問題點DefinerequirementsDefinegoal/changevision確定要求定定立目標(biāo)/改變觀點點SetgoalClarifyscopeandcustomerrequirementValidateproblem/processMeasureperformancetorequirements確認(rèn)問題/過程針針對要要求測量績績效Refineproblem/goalGatherprocessefficiencydata細(xì)化問題/目標(biāo)收收集集過程效率率數(shù)據(jù)DevelopcausalhypothesisIdentifybestpractice確定最最優(yōu)方法作出對原因因的假設(shè)Assessprocessdesign評定定過程設(shè)計計Validatehypothesis>value/nonvalueadding增增值/非非驗證假設(shè)>bottlenecks,disconnects瓶瓶頸中斷斷>alternativepaths其其他路徑Define定義Measure測量Analysis分析DMAICRoadmapDMAIC流程ProcessImprovementProcessRedesign過程改善過過程程再設(shè)計DevelopideastoremoverootDesignnewprocesses設(shè)設(shè)計新的過過程cause開發(fā)消消除根本原原因的方法法>challengeassumptions挑戰(zhàn)戰(zhàn)假設(shè)Testsolutions檢驗驗解決方案案>bottlenecks,disconnectionStandardizesolutions,measure瓶瓶頸，中斷斷使解決方案案標(biāo)準(zhǔn)化>workflowprinciples工作流流程原Implementnewprocess,structure,system實行行新的過程程，結(jié)構(gòu)，，系統(tǒng)EstablishstandardmeasurementsEstablishmeasuresandreviewstotomaintainingperformancemaintainingperformance建立標(biāo)準(zhǔn)方方法以維持持績效制制定措措施并評審審以維持績績效CorrectproblemsasneededCorrectproblemsasneeded必要時糾正正問題必必要要是糾正問問題Improve改善Control控制Focus__VitalFewxiYYYYYx1,x2,...xnx1,x2,...xnVitalFewxiVitalFewxiVitalFewxiVitalFewxi階段_MeasureAnalyzeImproveControlSelectprocessorproductcharacteristics(s);e.g..,Customer

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xiDetermineAbilityToControlVitalFew

xiImplementProcessControlSystemOnVitalFew

xiMAICFocus__VitalFewxiYYYYYx1,x2,...xnx1,x2,...xnVitalFewxiVitalFewxiVitalFewxiVitalFewxi階段段_MeasureAnalyzeImproveControl選擇擇產(chǎn)產(chǎn)品品或或過過程程的的關(guān)關(guān)鍵鍵特特性性如如客客戶戶Y為ＹＹ定定義義績績效效和和標(biāo)標(biāo)準(zhǔn)準(zhǔn)Y驗證證對對Y的的測測量量系系統(tǒng)統(tǒng)Y建立立產(chǎn)產(chǎn)生生過過程程y的的過過程程能能力力Y定義義對對Y的的改改進進目目標(biāo)標(biāo)Y識別別Y中中的的變變異異源源Y識別別Y中中變變異異的的潛潛在在原原因因，，識識別別關(guān)關(guān)鍵鍵的的少少數(shù)數(shù)xiYi揭示示在在關(guān)關(guān)鍵鍵的的少少數(shù)數(shù)x之之間間的的關(guān)關(guān)系系xi為關(guān)關(guān)鍵鍵的的少少數(shù)數(shù)建建立立運運行行容容差差xi確認(rèn)認(rèn)x的的測測量量系系統(tǒng)統(tǒng)xi決定定控控制制關(guān)關(guān)鍵鍵少少數(shù)數(shù)x的的能能力力xi對關(guān)關(guān)鍵鍵的的少少數(shù)數(shù)x實實行行過過程程控控制制系系統(tǒng)統(tǒng)xiMAICOptimizedProcess優(yōu)優(yōu)化化的的過過程程30-5010-154-8KeyProcessInputVariables(KPIVs)8-10KPIVsCriticalKPIVs3-6KeyLeverage

KPIVsInputsVariablesProcessMapMulti-VariStudies,CorrelationsScreeningDOE’’sDOE’s,RSMC&EMatrixandFMEAGageR&R,CapabilityT-Test,ANOM,ANOVAQualitySystemsSPC,ControlPlansMeasureAnalyzeImproveControlFindingTheLeverageKPIVs找找出出關(guān)關(guān)鍵鍵的的KPIVNarrowthescopeofInputVariablestoidentifytheLeverageKPIVs縮小小輸輸入入變變量量的的范范圍圍，，識識別別最最重重要要的的KPIVs,ThefoundationoftheSixSigmaTools6西西格格馬馬的的工工具具DataDrivenAnalysis建建立立在在數(shù)數(shù)據(jù)據(jù)之之上上的的分分析析Dataisusedtoclassify,describe,improve,control數(shù)據(jù)據(jù)可可做做分分類類，，描描述述，，改改善善，，控控制制之之用用LevelofAnalysis:分分析析層層面面1.Weonlyuseexperience,notdata我我們們只只憑憑經(jīng)經(jīng)驗驗，，不不用用數(shù)數(shù)據(jù)據(jù)2.Wecollectdata,butjustlookatthenumber,我我們們收收集集數(shù)數(shù)據(jù)據(jù)，，但但只只看看數(shù)數(shù)字字．．3.Wegroupthedatasoastoformchartsandgraphs.我我們們組組合合收收據(jù)據(jù)，，以以制制作作表表．．4.Weusesampledatawithdescriptivestatistics.我我們們用用樣樣本本數(shù)數(shù)據(jù)據(jù)的的描描述述性性統(tǒng)統(tǒng)計計．．5.Weusesampledatawithinferentialstatistics.我我們們用用樣樣本本數(shù)數(shù)據(jù)據(jù)的的推推理理統(tǒng)統(tǒng)計計．．Whatlevelareyouat?你你現(xiàn)現(xiàn)在在處處于于哪哪個個層層面面上上？？ObjectiveSolution..NotOpinion!客客觀觀的的解解決決方方案案，，而而不不是是沒沒根根據(jù)據(jù)的的看看法法?。ata+AnalysisNarrowsDebate數(shù)據(jù)據(jù)＋＋分分析析數(shù)數(shù)據(jù)據(jù)面面前前人人人人平平等等thisdatasupportswith99%confidencethattherootcauseis…………Anyobjections?根據(jù)據(jù)這這些些數(shù)數(shù)據(jù)據(jù)，，可可以以有有99%的的把把握握認(rèn)認(rèn)為為問問題題的的原原因因是是…….TheroleofMeasurement測測量量的的作作用用Ifwecannotexpresswhatweknowintheformofnumbers,wereallydon’’tknowmuchaboutit.如果果我我們們不不能能用用數(shù)數(shù)字字描描述述我我們們了了解解的的事事物物，，那那我我們們就就沒沒有有真真正正了了解解該該事事物物．．Ifwedon’’tknowmuchaboutit,wecannotcontrolit.如果果我我們們沒沒有有了了解解該該事事物物，，就就沒沒有有辦辦法法控控制制．．Ifwecannotcontrolit,weareatthemercyofchance.如果果我我們們不不能能控控制制，，我我們們只只有有聽聽天天由由命命了了．．Focus__VitalFewxiYYYYYx1,x2,...xnx1,x2,...xnVitalFewxiVitalFewxiVitalFewxiVitalFewxi階段段_MeasureAnalyzeImproveControl選擇產(chǎn)產(chǎn)品或或過程程的關(guān)關(guān)鍵特特性如如客戶戶Y為Ｙ定定義績績效和和標(biāo)準(zhǔn)準(zhǔn)Y驗證對對Y的的測量量系統(tǒng)統(tǒng)Y建立產(chǎn)產(chǎn)生過過程y的過過程能能力