六西格瑪黑帶培訓(xùn)教程(ppt 125頁).ppt

1、SixSigma,BlackBeltTraining,IntroductiontoSixsigma,ADataDrivenAnalysisandScientificApproachtoBusinessExcellence.用6西格馬數(shù)據(jù)驅(qū)動(dòng)和科學(xué)方法來達(dá)致營運(yùn)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LinkedstockperformancetothedeploymentofSi

2、xsigma-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(yùn)用！SixSigmadeployedthroughprojects.通過做項(xiàng)目推行六西馬Keyelementsofawell-definedSixSigmaproject一個(gè)定義完善的六西格馬項(xiàng)目是關(guān)鍵因素.,Topicsofdiscussion討論課題,HowSixSigmahelpedustoachieveourobjective?六西

3、格馬怎樣幫助我們實(shí)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SixSigmasdefinition六西格馬的定義Is99%goodenough?99%的合格率足夠好嗎？SixSigmasPerformanceTarget六西格馬水平的績效目標(biāo)3sigmavs6sigmasprocess-Throughputyield3西格馬vs6西格馬過程-直通率Sigmasdefinition-P

4、racticalmeaningvsMathdefinition西格馬的定義-實(shí)際意義和數(shù)學(xué)意ThefocusofSixSigma六西格馬的焦點(diǎn),Topicsofdiscussion討論課題,SomeSixSigmaTerminology六西格馬術(shù)語Sixsigmaprocess-DMAICapproach六西格馬過程-DMAIC進(jìn)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Theroleofmeasureme

5、nts測量發(fā)揮著重要的作用DMAICphrasesandstatisticalToolskitDMAIC和統(tǒng)計(jì)工具defineMeasure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Cr

6、ossfunctionalrole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)Trainingscommitment培訓(xùn)的承諾,Topicsofdiscussion討論課題,Projectselection項(xiàng)目選擇Projectselectionsapproaches-FlowDown/UpApproach項(xiàng)目選擇方法-由下至上由上至上Harvestingthe

7、fruitsofSixSigma收獲六西格馬的成果ProjectAuthorization項(xiàng)目授權(quán)ThefocusofSixSigmaproject六西格馬項(xiàng)目的焦點(diǎn)DifferencebetweenSixSigmaBreakthroughImprovementandISO/QSCertification-Customersexpectation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(yàn),“Theproble

8、mswefacetodaycannotbesolvedatthesamelevelofthinkingwewereatwhenwecreatedthem.”“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。”,AlbertEinstein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?yàn)槲覀冊谑袌龈偁幹胁粩啾煌鈬緭魯?，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(yàn)1978，一日本企業(yè)收購了摩托羅拉的電視機(jī)制造業(yè)務(wù)19

9、81年,摩托羅拉培訓(xùn)中心成立,定下了要在五年內(nèi)達(dá)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(shí)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(jiǎng)(MalcolmBaldrige)后，6Sigma概念開始普及1992年，摩托羅拉，柯達(dá)，ABB,IBM和德州儀器開始了黑帶培訓(xùn)和角色扮演19931995年，摩托羅拉聘請了四萬新雇員，免去了面年40小時(shí)的品質(zhì)培訓(xùn)，當(dāng)時(shí)公司收入增長幅度為27%,品質(zhì)水平為5.2Sigma,擁有60%的市場

10、GeorgeFisher去了柯達(dá)1998年，摩托羅拉在移動(dòng)電話的市場占有率只剩下34%,而年增長幅度只有5%.,JapanvsUSAinworldmarketshares日本和美國的世界市場占有率,USAJapan,20%,40%,60%,80%,80%,80%,100%,78798081828384858687888990919293,Semiconductors,Equipments,Computers,SixSigmaExpansion六西格馬的發(fā)展,198792Motorola1990SixsigmaResearchInstituteConsortium199093TexasInstr

11、uments,IBM,Polaroid.1994AlliedSignal.1995GeneralElectric1996Intel,Citibank.199899NEC,Sony,Samsung,Fiat,Nokia.,SixSigmaisallaboutmakingmoney!六西格馬是利潤至上，獲得高利潤才是硬道理！,SixSigmasprovenTrackRecord,AnnualizedSavingsAlliedSignal$800millionGeneralElectric$1billionPolaroid$100millionTexasInstruments$360million,

12、So,whatisasixsigmacompany?六西格馬公司是怎樣的？,Acompanydriventoachieveitsvisionbyfocusingoncustomers,peopleandprocesses.一家六西格馬公司會(huì)把焦點(diǎn)放在客戶，員工和過程上，持續(xù)朝著所定下的遠(yuǎn)景目標(biāo)邁進(jìn)Thethreeprincipalmethodsare:三種采用的主要方法是：,Customers,PeopleAndProcessesFocused,DMAICimprovementmethodology,DesignForSixSigma,BusinessProcessesManagement,S

13、ixSigmaPractitioners-GE六西格馬的開拓者通用電氣,“SixSigmaisthemostimportantinitiativeGEhasevertakenitspartofthegeneticcodeofoutfutureleadership”“六西格馬是通用電氣所有大型推廣項(xiàng)目中最具重要意義的.它將成為公司現(xiàn)在和將來的管理模式，同樣運(yùn)用于公司未來的發(fā)展中”JackWelch,Ex-CEOforGE,SixSigmaPractitioners-GE六西格馬的開拓者通用電氣,SixSigmacompaniestendtodowellinmarketcapitalization

14、.實(shí)施六西格馬的公司在市場資本化方面將會(huì)做的更好AnalystmayraiseearningsexpectationifaSixSigmainitiativeismadepublic.公司對外宣布實(shí)施六西格馬后，市場分析家調(diào)高利潤預(yù)測,GeneralElectricsStockPerformance.通用電氣的股票表現(xiàn),Wheredoesindustrynormallystand?目前工業(yè)的正常水準(zhǔn)在何處？,7,西格馬程度,RestaurantBills,DoctorPrescriptionWriting,PayrollProcessing,Order,Write-up,JournalVouc

15、hers,WireTransfers,AirlineBaggageHandling,PurchasedMaterial,LotRejectRate,國內(nèi)航線航空,死亡率,(0.43PPM),(with1.5shift),世界一流,一般公司,IRS-TaxAdvice,(phone-in),(140,000PPM),So,whereareyou?那么，貴公司處于哪個(gè)水平呢？,WhatisSixSigma?什么是六西格馬？,SixSigmaisaCultureandLanguagecommonlyused.六西格馬是一種文化和共同語言.Strategyfailwhenculturedoesntad

16、apt!企業(yè)的文化如果不改變，就會(huì)導(dǎo)致戰(zhàn)略的失??！,六西格馬成敗的因素,美國著名的管理學(xué)家，霍德蓋茨先生曾出：.當(dāng)戰(zhàn)略和文化發(fā)生沖突時(shí),文化恒勝;2.當(dāng)企業(yè)文化與變革的精神不相容時(shí),變革的努力將遭到失敗.,WhatisSixSigma?是么是六西馬？,突破性的方法Define定義Measure測量Analysis分析Improve改善Control控制,BreakthroughApproach!,CompletepictureofSixSigmaDMAICApproach?,P,DefineOpportunities(projectchart),MeasureSymptom/effect(Wh

17、erearewe),AnalysisProblem/Cause)(ScreenandfindTherootcause),ImprovePerformance(Solutions),ControlKPIVs(Sustainthegain),Sixsigmaprojectstargetedatcriticalaspectsofthebusinesswithopportunityforimprovementassignedtofull-timeBlackBelts,QFDProjectplanning/managementToolsCOQ,ProcessmappingSevenQCtoolsCaus

18、eandEffe.AnalysisBrainstormingFMEACapabilityanalysisMSACentrallimit,Multi-vari.analyHypothesisNormalityTestTestforEqualVariancesANOVANon-parametricCorrelationTestRegression,SPCPre-controlMethodAlternativeControlchartsErrorproofingVisualcontrolOrganizationLearning,FullfactorialCenterpointFactional-Fa

19、ctorialDesignBlockingTagaguchiDesi.MultipleLinearResponsesurfaceEVOP,Topmanagementsupport,sixsigmaInfrastructure,Financialengagement,Customer-focusedDatadrivenanalysis,Common6sigmametrics,CommitmentfromBB,Onesamelanguage,Completeculture/behavioralchange,MOC,六西格馬DMAIC戰(zhàn)略的概括圖?,P,定義機(jī)會(huì)（項(xiàng)目章程),測量癥狀結(jié)果(目前狀況)

20、,分析問題原因(根本原因）,改善績效水平(解決方案),控制KPIVs(保持成果),六西格馬項(xiàng)目以關(guān)鍵營運(yùn)過程的改善機(jī)會(huì)為目標(biāo)，由全職黑帶實(shí)施,QFD項(xiàng)目策劃和管理工具COQ,過程圖QC七大工具因果關(guān)系分析頭腦風(fēng)暴FMEA過程能力分析測量系統(tǒng)分析MSA中央極限定理,多變量分析假設(shè)性試驗(yàn)正態(tài)檢驗(yàn)均方差分析ANOVA非參數(shù)檢驗(yàn)相關(guān)性分析回歸分析,統(tǒng)計(jì)過程控制預(yù)先控制圖其他控制圖防錯(cuò)圖象控制組織學(xué)習(xí)系統(tǒng)思考,全因子DOE中央點(diǎn)部分因子分析障礙田口設(shè)計(jì)線形分析反應(yīng)表面分析EVOP,高層支持，西格馬結(jié)構(gòu)；財(cái)務(wù)參與;客戶焦點(diǎn)數(shù)據(jù)驅(qū)動(dòng)分析;6sigma量度,黑帶承諾;獎(jiǎng)勵(lì)和承認(rèn);文化/行為改變共同語言;變革管

21、理(MOC),ApplicationofSixSigma.六西格馬的運(yùn)用.,Istoreduce“defects”and.六西格馬的運(yùn)用就是減少缺陷，SixSigmaDefectisanythingblockingorinhibitingaprocessorservice.六西格馬缺陷就是任何阻礙或抑制過程或服務(wù)圓滿完成的事物Iforgotit(我忘記了）Illcorrectit(我會(huì)改正）Ittakestoolong(耗時(shí)太長）Ididntlikeit(我不愿意.)Weareoffschedule(我們延誤了進(jìn)度）Itwasawasteoftime(這是在浪費(fèi)時(shí)間）Idonthavethea

22、nswerforthat(我沒有答案）Wearesorry,weareusuallybetterthanthat（抱歉，我們通常不是這么差）,Sixsigmaasabusinessstrategy六西格馬做為一個(gè)營運(yùn)戰(zhàn)略,ThegoaloftheSixSigmabusinessstrategyistomakefewermistakesineveryaspectofourbusiness六西格馬營運(yùn)戰(zhàn)略的目標(biāo)就是使?fàn)I運(yùn)過程的每一個(gè)環(huán)節(jié)所犯的失誤減至最小.frommanufacturingtodelivery從制造到出貨frompayingsupplierstoinvoicingcustomers

23、從供應(yīng)商付款到與客戶結(jié)帳fromhiringtoperformanceappraisals從員工招聘至其工作績效評定fromtakingaphonecalltosettingatravelitinerary從電話預(yù)約到出差日程安排BasicallyALL!所有的環(huán)節(jié)！Asabusinessstrategy,SixSigmacanhelpacompanysecureacompetitiveedge.做為一個(gè)營運(yùn)戰(zhàn)略，六西格馬可以使一個(gè)企業(yè)保持競爭優(yōu)勢！,HowdoesSixSigmamakethedifference?六西格馬如何制造這些差別？,whySixSigma?為什么是六西格馬，而不是其

24、他工具？Vision遠(yuǎn)景Philosophy理念Vehiclefor的工具customerfocus關(guān)注客戶breakthroughimprovement突破性改善continuousimprovement持續(xù)改善peopleinvolvement全民參與Aggressivegoal進(jìn)取的目標(biāo)Metrics(standardmeasurement)公制（測量標(biāo)準(zhǔn)）Method方法,Askyourself.arethisthekeyobjectivesofyourcompany?這些是貴公司的主要目標(biāo)嗎？,Improvetimetomarketforallproducts提高所有產(chǎn)品占領(lǐng)時(shí)常的時(shí)

25、間Leadtheindustryinkeytechnology行業(yè)領(lǐng)先，技術(shù)領(lǐng)先Createworld-classmanufacturingprocesses世界級的制造過程Developstrategicsupplierrelationships與供應(yīng)商發(fā)展戰(zhàn)略合作伙伴關(guān)系Providebest-in-classproductsandprocessquality制造質(zhì)量一流的產(chǎn)品Becomeanemployerofchoice成為員工首選的公司,Whatarewedoingtoachievethoseobjectives?如何實(shí)現(xiàn)這些目標(biāo)？,SixSigma(DMAICandDFSS)Lea

26、nManufacturing精益制造SupplyChainManagement供應(yīng)鏈管理CustomerRelationshipManagement發(fā)展客戶戰(zhàn)略伙伴關(guān)系BalanceScorecard平衡積分卡Manyothers其他,WhyarewepursuingSixSigma?為什么追求六西格馬？,Werecognizetheneedforanimprovedqualitymanagementsystemand.我們迫切需要一個(gè)最好的品質(zhì)管理系統(tǒng).Therearevariousbut.SixSigmaisthebest!(updated,complete,comprehensive,s

27、tructured,systematic,quantifiableandscientificapproach)我們有很多選擇，但六西格馬可算是最先進(jìn)，完整，完善，組織化，系統(tǒng)化，量化的科學(xué)方法,6SigmaVision六西格馬遠(yuǎn)景,ThevisionofSixSigmaistodelightcustomersbydeliveringworld-classqualityproductsthroughtheachievementofsixsigmalevelsofperformanceineverythingwedo.六西格馬遠(yuǎn)景就是在每一件事中，在每一層次都達(dá)到六西何馬水準(zhǔn)，為客戶提供世界級品質(zhì)

28、水平的產(chǎn)品，從而最大限度地滿足客戶的要求,vision,MeasureEverythingThatResultsInCustomerSatisfaction對所有影響客戶滿意度的因素進(jìn)行測量,Thecustomersupplierinteraction客戶與供應(yīng)商的相互關(guān)系,Aboveinteractionisthefamous“NeedDoInteraction”!上面的關(guān)系就稱為“需要和做的關(guān)系”！,Customer,Quality,Delivery,Price,Defects,Cycletime,Cost,Supplier,Askingthecustomer:KanoModel客戶需求：

29、Kano模式,IthelpsemployeessetprioritiesDontworkonDelightersuntilMustBesareinplaceIthelpsyouavoidthetrapofthinkingthat“nocomplaintsmeanscustomersatisfaction!”,Delight,Delight,Neutral,Dissatisfied,Mustbe,Mustbe,Moreisbetter,Delighters,Absent,Fulfilled,-Dr.NoritakiKano,ExampleofKanoModel:buyingacar,Whatha

30、ppensifthe“mustbes”areabsentbutyouhavethe“delighters”andthe“more”isbetter?,Delight,Delight,Neutral,Dissatisfied,Mustbe,Moreisbetter,Delighters,Absent,Fulfilled,GasMileageLuggagespace,4wheelsWorkingengine,LeatherseatsAlloywheelsMetallicpaint,Aloyalcustomer忠實(shí)的客戶,LoyalCustomerIsonewhoratesa5inAllthreea

31、reas.,CustomerwillRepurchasefromYourorganization,CustomerperceivesValuerelativetothecompetition,CustomerwillRecommendedTheproduct,SixSigmaPhilosophy六西格馬理念,ThePhilosophyofSixSigmaistoapplyastructured,systematicapproachtoachievebreakthroughimprovementacrossallareasofourbusiness.六西格馬理念是透過應(yīng)用有結(jié)構(gòu)，系統(tǒng)的方法，使?fàn)I

32、運(yùn)過程中所有的環(huán)節(jié)都達(dá)到突破性的改善,Philosophy,whatsthestrategy:戰(zhàn)略含義,knowwhatsimportanttothecustomer了解客戶重視的地方（CTxs)Reducedefects減少缺陷Centeraroundthetarget以目標(biāo)為中心Reducevariation減少變異,strategy,variationisevil!變異是魔鬼,Traditionalview:“Goalpost”Taguchiview:VariationistheMentalityenemy,LSL,LSL,USL,USL,任何落在規(guī)格尺寸之外的產(chǎn)品，意味著質(zhì)量的損失,任

33、何偏差均對社會(huì)造成損失,QualityConcept品質(zhì)概念,Qualitymeansconformancetorequirements.品質(zhì)意味著符合要求。Qualityimprovementmeansminimumvariabilityfromthetarget.品質(zhì)改善意味著把目標(biāo)的變異減至最低。SoattainingcertificationlikeISO/QSvssixsigmacanbeunderstoodasmaintainingqualityconformancevsachievingbreakthroughimprovement.Goal:Processcenteringan

34、dvariationreduction目標(biāo)：過程置中和減少變異,TheSigmaStrategy西格馬戰(zhàn)略,Characterize(define,measurephase)特征描述（定義，測量階段）Optimize(analysis,improvementphase)優(yōu)化（分析，改善階段）Sustainandbreakthrough(controlphase,whatsnext?DFSSM,Leanor.)保持和突破（控制階段，下一步，6西格馬設(shè)計(jì)，精益生產(chǎn)或.),BreakthroughStrategy突破性戰(zhàn)略,改善的速度是最大的區(qū)別！,Speed,isthedifference!,Wh

35、yImplementSixSigmanow?為什么現(xiàn)在是實(shí)施六西格馬的最佳時(shí)機(jī)？,“Nothingnew”“無新東西”Mostofthetoolshavebeenaroundfordecades大部分工具已出現(xiàn)了幾十年Neglectedduetodifficultyanddiscipline由于難度大和條文多而被忽視But但是World-widecompetitionandglobalization世界范圍內(nèi)的競爭和全球化Makeneglectdangeroustousandlostofopportunities使忽略變得危險(xiǎn)并失去了很多機(jī)會(huì)Computingresources電腦資源Make

36、sapplicationpossible是應(yīng)用變成可能,hatisSigma?什么是西格馬（）,例如：假設(shè)生產(chǎn)過程中其中一個(gè)工序是將金屬卻割成每個(gè)長度為10mm的產(chǎn)品當(dāng)我們完成100個(gè)產(chǎn)品后，測量每個(gè)產(chǎn)品的長度，并將測量結(jié)果用直方圖的形式表達(dá)，我們將會(huì)得到下列結(jié)果：平均值,10,11,=,x,N,=9.8,hatisSigma?什么是西格馬（）,標(biāo)準(zhǔn)差值,10,11,=,(x),N-1,=0.327,2,BeforecalculatingSigmaqualitylevel,youneedtounderstand,Probabilityforthewholeareaunderthecure=1i

37、e.Yield+DefectlowerthanLSL+DefectivehigherthanUSL=1.,Defectiverate,Yield,Defectiverate,ZLSL,Target,Mean,ZUSL,e-Application:ZTransform(usingExcelfunction,ReturnsaZ(normalized)fromadistributioncharacterizedbymeanandstandarddeviation.Standardize(x,mean,standard_dev)=ZExample:STANDIZE(42,40,15)=1.333333

38、Returnsthestandardnormalcumulativedistributionfunction.NORMASDIST(z)=ProbabilityExample:NORMSDIS(1.333333)=0.908789ReturnstheinverseofthestandardnormalcumulativedistributionNORMSINV(probability)=ZExample:NORMSINV(0.908789)=1.3333,WhatisSixSigma?什么是六西格馬?,標(biāo)準(zhǔn)差()-曲線形狀,數(shù)量,長度,0.32,將標(biāo)準(zhǔn)差降至最低，最好是0,0.43,相對來講，

39、將平均值（）調(diào)整至接近目標(biāo)值較為容易，我們最大的挑戰(zhàn)是降低標(biāo)準(zhǔn)差（）,WhatisSixSigma?什么是六西格馬?,如果產(chǎn)品規(guī)格是：100.5mm,劃線部分便是不合格產(chǎn)品如果過程平均值是9.8mm,偏離了目標(biāo)值10.0mm),不符合規(guī)格的產(chǎn)品就會(huì)增加,10.0,LSL,USL,不合格產(chǎn)品,不合格產(chǎn)品,10.0,LSL,USL,不合格產(chǎn)品,不合格產(chǎn)品,10.0,9.8,WhatisSixSigma?什么是六西格馬?,如果標(biāo)準(zhǔn)偏差值增加，不符合規(guī)格產(chǎn)品數(shù)量就會(huì)增加如果標(biāo)準(zhǔn)偏差值減少，不符合規(guī)格產(chǎn)品數(shù)量便會(huì)減少,10.0,LSL,USL,不合格產(chǎn)品,不合格產(chǎn)品,10.0,LSL,USL,不合格產(chǎn)品

40、,不合格產(chǎn)品,10.0,SixSigmaConcept六西格馬概念,A3Sigmaprocessbecause3standarddeviationsfitbetweentargetandSpec.,Target,CustomerSpec.,Before,3,After,6,CustomerSpec.,Target,1,2,3,Nodefect,6.6%Defects,1,2,3,4,5,6,Whatdoesa6sigmaprocesslooklike?6西格馬水準(zhǔn)的過程是什么樣的？,VariationisEnemy變異是我們的敵人Defectreductionisourfocus降低產(chǎn)品缺陷是

41、我們的目標(biāo),AveragedeviationfromMean,1,T,USL,123456,WhatisSixSigma?什么是六西格馬?,Standarddeviationisameasureofspreadoftheprocessoutput;measureddistanceordeviationofeachvaluefromtheaverage.標(biāo)準(zhǔn)差是量度過程輸出的分布寬度；量度每個(gè)數(shù)值與平均數(shù)之間的距離或偏差,Asageneralrule,itmakesalittleDifferenceifNorn-1isusedWhenevern/=30.一般而言,若N或n-1在n/=30的情況下

42、,這只有很少的分別.,WhatisSixSigma?什么是六西格馬?,computationof%defectivesusingaverageandstandardDeviation.運(yùn)用平均數(shù)及標(biāo)準(zhǔn)差計(jì)算次品的%。Zvalueandareaunderthenormalcurve值及正態(tài)曲線以下的面積,必須知道：平均值(xbar)標(biāo)準(zhǔn)差(s)USL及LSL,Sigmaisastatisticalunitofmeasurethatreflectsprocesscapability.Thesigmascaleoffmeasureisperfectlycorrelatedtosuchcharacte

43、risticsasdefects-per-unit,parts-per-milliondefective,andtheprobabilityoffailure/error.西格馬是一個(gè)用于度量影響過程能力的統(tǒng)計(jì)學(xué)單位。Sigma的量度制與單位次品，PPM次品及失敗的機(jī)會(huì)率有相互關(guān)系,PPM,過程能力,百萬分之缺陷率,6SigmaAggressiveGoal戰(zhàn)略目標(biāo),3Sigma,6Sigma,5Sigma,4Sigma,93.32%,99.379%,99.9767%,99.99966%,歷史記錄,目前水準(zhǔn),中間水準(zhǔn),長期目標(biāo),西格馬,標(biāo)準(zhǔn),長期目標(biāo),六西格馬性能目標(biāo),3SigmaProcess

44、Vs6SigmaProcess西格馬和西格馬過程,93.32%93.32%93.32%最終產(chǎn)量FinalYield=8.9%.932x.932x.932x.Xxx.932=0.089Fora35-stepprocess,93.32%capabilityina3-sigmaqualitysystemwith1.5sigmameanshiftfromthetargethasafinalyieldof8.9%.一個(gè)有35個(gè)步驟的過程，93.32能力在3-Sigma品質(zhì)系統(tǒng)內(nèi),其中1.5Sigma平均值偏離目標(biāo)值,并有著8.9%的最終產(chǎn)量.,步驟,步驟,步驟,步驟,3SigmaProcessVs6Si

45、gmaProcess西格馬和西格馬過程,最終產(chǎn)量FinalYield99.988%99.99966%99.99966%99.99966%Fora35-stepprocess,99.99966%capabilityina6-sigmaqualitysystemwith1.5sigmameanshiftfromthetargethasafinalyieldof99.988%.一個(gè)有35個(gè)步驟的過程，99.99966能力在6-Sigma品質(zhì)系統(tǒng)內(nèi),其中1.5Sigma平均值偏離目標(biāo)值,并有著99.988%的最終產(chǎn)量.,步驟,步驟,步驟,步驟,SixSigma-PracticalMeaning實(shí)踐意義

46、,99%Good(3.8Sigma)99.99966%Good(6Sigma)20,000lostofarticleofmailperhourSevenarticlelostperhour每小時(shí)遺失的郵件數(shù)量20,000起每小時(shí)遺失的郵件數(shù)量7起Unsafedrinkingwaterforalmost15minutesoneunsafeminuteeverysevenmothsEachday每天15分鐘不安全飲用水每7個(gè)月1分鐘不安全飲用水5,000incorrectsurgicaloperationperweek1.7incorrectoperationperweek每周5,000例不正確的

47、外科手術(shù)每周1.7例不正確的外科手術(shù)TwoshortorlonglandingsatmostmajorOneshortorlonglandingeveryfiveAirportseachday每天兩起不正確的飛機(jī)降落每5年中一起不正確的飛機(jī)降落200,000wrongdrugprescriptionseachyear68wrongprescriptionperyear每年200,000起錯(cuò)誤的處方每年68起錯(cuò)誤的處方,6,6,6,6,6,UnderstandingSixSigmaAsaWhole將西格馬看作一個(gè)整體,.threetofoursigmacompaniescanproducesix

48、sigmaproductsthroughenormousamountofrework.3到4個(gè)Sigma水平的公司想要生產(chǎn)出6Sigma水平的的產(chǎn)品其實(shí)可以通過大量的返修就可以做到.SixSigmaisaperformancetargetthatappliestoindividualCTx,nottothetotalproduct.六西個(gè)馬是每個(gè)影響客戶滿意度變量的績效目標(biāo)，而不是整個(gè)產(chǎn)品的績效目標(biāo),Airlinesafety:6sigmaBaggagehandling:3.5sigmaJetengine:10,000DPPM,Togetresults,shouldwefocusourbeha

49、viorontheYorX?為獲得結(jié)果,我們應(yīng)關(guān)注Y或者X?,YDependent附屬Output輸出Effect結(jié)果Symptom現(xiàn)象Monitor監(jiān)測,X1.XNIndependent獨(dú)立Input-Process輸入-過程Cause原因Problem問題Control控制,IfwearesogoodatX,whydoweconstantlytestandinspectY?如果我們很好地控制了X，為什么我們要持續(xù)測試和檢查Y.,f(X),Y=,FocusonXratherthanY,asdonehistorically關(guān)注X而不是Y,象以往一般,TheFocusontheProcess西格

50、馬焦點(diǎn),KPIV,KPOV,WhatToDoWiththeVitalFew?如何利用關(guān)鍵輸入變量?,Process,KPIV,KPIV,KPIV,KPOV,CTQ,VitalFew,“Correct”,(In-Spec.),Defect-,Free!,KPIV,ControlControlControl-Inputs,StatisticallyprovenrelationshipsdeterminedbetweenLeveragekeyProcessInputsandKeyprocessOutputsVariable從統(tǒng)計(jì)上驗(yàn)證輸入與輸出的關(guān)系,ManagetheINPUTSandgoodOU

51、TPUTwillfollow!管理好輸入自然就會(huì)獲得良好的輸出!,Question?問題,:標(biāo)準(zhǔn)偏差：均值COPQ：不良質(zhì)量成本D-M-A-I-CProcessY=f(x)etcandetc(weshouldfocusonXs!),SixSigma關(guān)鍵術(shù)語和概念,1基本關(guān)系式f(x)2對.重要CTs(Quality,Cost,Delivery)=satisfaction3關(guān)鍵輸入/輸出變量KPIVs&KPOVs4長期/短期績效long-/shorttermperformance(shift,drift)5潛在最佳值Entitlement6單元缺陷率DPU7機(jī)會(huì)opportunities(Suc

52、cessVsDefect)8百萬機(jī)會(huì)缺陷DPPM9隱蔽工廠Hiddenfactory10直通合格率RolledThroughputYield,1.基本關(guān)系：=f(x),Y=f(x),YDependent附屬Output輸出Effect結(jié)果Symptom現(xiàn)象Monitor監(jiān)測,X1.XNIndependent獨(dú)立Input-Process輸入-過程Cause原因Problem問題Control控制,ManagetheINPUTSandgoodOUTPUTwillfollow!管理好輸入自然就會(huì)獲得良好的輸出!,2.CTx對重要,我們過程的輸出或努力的付出可用主要影響的領(lǐng)域來分類：它們通常是從用戶

53、的觀點(diǎn)歸納出來，但是總是有一個(gè)對應(yīng)的內(nèi)在必然結(jié)果,InternalView,CustomerView,缺陷利潤周期時(shí)間,質(zhì)量成本交貨期,3.關(guān)鍵過程輸入和輸出KPIVs&KPOVs,KPOV=KeyProcessOutputVariable一些對過程成功或用戶滿意最為重要的的輸出變量KPIV=KeyProcessInputVariable一些對過程重要的輸出有顯著影響的輸入變量,Inputs,Outputs,材料控制設(shè)備要求,衡量的結(jié)果顯示了過程是否成功,過程：一組輸入的組合，可獲得一期望的輸出結(jié)果,4.長期和短期績效,Drift:這種變化是由短期過程中心開始逐漸偏移，這種變化可能是由溫度的改

54、變，模具的磨損，污染的堆積，反應(yīng)物的衰減等因素引起的,Shift:這種變化在某個(gè)時(shí)間點(diǎn)上突然由一側(cè)變化到另一側(cè)，工業(yè)企業(yè)中，這種變化通常是由原材料批號變化，設(shè)備的切換，或輸入?yún)?shù)有意識地變化等引起的,5.潛在最佳值,潛在最佳值Entitlement:過程運(yùn)行時(shí)間周期內(nèi)，過程處于最佳性態(tài)時(shí)的能力，換言之，在現(xiàn)有條件下過程所具有的最佳運(yùn)性能力,Scrap,Rework,HiddenFactory,NOTOK,Operation,Inputs,Inspect,FinalYield,OK,HiddenFactory隱蔽工廠,隱蔽工廠,10.傳統(tǒng)合格率,1.在檢查點(diǎn)s2發(fā)現(xiàn)2個(gè)缺陷（不合格品）2.在檢查

55、點(diǎn)S5發(fā)現(xiàn)1個(gè)缺陷（返工）3.在檢查點(diǎn)S7發(fā)現(xiàn)5個(gè)缺陷（清潔）,S1,S2,S3,S4,S6,S5,S7,S8,CTQ,CTQ,CTQ,100,95,缺陷：不合格品2個(gè),缺陷：返工1個(gè),缺陷：清潔5個(gè),缺陷5個(gè),這些都被隱蔽工廠消化掉了,在過程結(jié)束出檢查發(fā)現(xiàn)5個(gè)產(chǎn)品不合格，因此傳統(tǒng)合格率為95/100=95%,DMAICRoadmapDMAIC流程,ProcessImprovementProcessRedesign過程改善過程再設(shè)計(jì)IdentifytheproblemIdentifyspecificorbroadproblem確定問題識別特殊的或常見的問題點(diǎn)Definerequirements

56、Definegoal/changevision確定要求定立目標(biāo)/改變觀點(diǎn)SetgoalClarifyscopeandcustomerrequirementValidateproblem/processMeasureperformancetorequirements確認(rèn)問題/過程針對要求測量績效Refineproblem/goalGatherprocessefficiencydata細(xì)化問題/目標(biāo)收集過程效率數(shù)據(jù)DevelopcausalhypothesisIdentifybestpractice確定最優(yōu)方法作出對原因的假設(shè)Assessprocessdesign評定過程設(shè)計(jì)Validatehyp

57、othesisvalue/nonvalueadding增值/非驗(yàn)證假設(shè)bottlenecks,disconnects瓶頸中斷alternativepaths其他路徑,Define定義,Measure測量,Analysis分析,DMAICRoadmapDMAIC流程,ProcessImprovementProcessRedesign過程改善過程再設(shè)計(jì)DevelopideastoremoverootDesignnewprocesses設(shè)計(jì)新的過程cause開發(fā)消除根本原因的方法challengeassumptions挑戰(zhàn)假設(shè)Testsolutions檢驗(yàn)解決方案bottlenecks,disconnectionStandardizesolutions,measure瓶頸，中斷使解決方案標(biāo)準(zhǔn)化workflowprinciples工作流程原Implementnewprocess,structure,s