igma六西格玛简介中英.ppt

深圳德信诚培训中心 TEL28269363 杨小姐 深圳培训网 E-MAIL： 六西格玛简介(中英版) 课堂要求 欢迎阁下参加深圳德信诚培训中心本次课程，本课程将为您打下 一个良好的基础，提高您的能力和水平。 请注意以下的几点： 1、手机 请将您的手机开为振动或关闭。 2、吸烟 在课堂内请不要吸烟。 3、其它 课期间请不要大声喧哗,举手提问； 不要随意走动。 6 6 簡介 q6 SIGMA 起源及主要概念 q6 SIGMA 組織及人員認證 q基本統計應用 q執行主要步驟 D-M-A-I-C qCase Study The Origins of SixSigma It originated in the 1980s as Motorola responded to the threat of Japanese competition which had far lower defective rates. The approach spread to AlliedSignal and to General Electric, whose Chief Executive Officer, Jack Welch, has been the most passionate advocate of SixSigma. Since introducing it worldwide in 1996, GE has made over $1 billion of cost savings. 1979 年 ，當時 Motorola一位資深業務 主管 Arthur Sundry 在高階主管會議上 說：“Our quality levels really stink !“ Six Sigma Quality Program 此名稱乃 為 Motorola工程師 Bill Smith所建議， 為Robert Galvin所採納。 何謂 6-Sigma ? Motorola : n衡量指標 n標竿研究 n願景 nPhilosophy n方法 n工具 n符號 n目標 n價值 2 3 4 5 6 308,537 66,807 6,210 233 3.4 . DPMO 可用以計算與衡量任何流 程 Sigma 之另 一稱呼為標 準差 2000年達成 6-Sigma水準 4, 1996 - Jack Welch 變成我們文化的一部份 - 成為我們生活的一部份. 59 Where Does “Six Sigma” Come From?Where Does “Six Sigma” Come From? MikelMikel J. Harry one of the Original Architects J. Harry one of the Original Architects Previously Headed Quality Function at ABB and Motorola Previously Headed Quality Function at ABB and Motorola Now President/CEO of Six Sigma Academy in Phoenix, Arizona Now President/CEO of Six Sigma Academy in Phoenix, Arizona Has Consulted for Texas Instruments, Allied Signal (and others) Has Consulted for Texas Instruments, Allied Signal (and others) Currently Retained by GE to Teach the Implementation, Currently Retained by GE to Teach the Implementation, Deployment and Application of Six Sigma Concepts & Tools Deployment and Application of Six Sigma Concepts & Tools Learning from Those Who Have had SuccessLearning from Those Who Have had Success With 6With 6Will Accelerate its Implementation at GEWill Accelerate its Implementation at GE What Does “Sigma” Mean?What Does “Sigma” Mean? Sigma is a Measure of the Consistency of a ProcessSigma is a Measure of the Consistency of a Process It (It ( is Also the 18th Letter in the Greek Alphabet!is Also the 18th Letter in the Greek Alphabet! Motorola公司認為數據是滿足顧客的關鍵， 他 們常說： 1.如無法用數據表示我們所知的,那麼我們對它 所知不多 (If we cannot express what we know in numbers, we dont know much about it) 2.如果對它所知不多，就無法控制它 (If we dont know much about it, we cannot control it) 3.如果我們不能控制它，那只有靠運氣了 (If we cannot control it, we are at the mercy of chance) Why “Six Sigma”?Why “Six Sigma”? Proven Successful in “Quality-Demanding” Industries e.g.,Proven Successful in “Quality-Demanding” Industries e.g., Motorola, Texas Instruments (many process steps in series) Motorola, Texas Instruments (many process steps in series) Proven Method to Reduce CostsProven Method to Reduce Costs Highly Quantitative Method Science and Logic Instead of Gut FeelHighly Quantitative Method Science and Logic Instead of Gut Feel Includes Manufacturing & Service (close to customer) and Provides Bridge Includes Manufacturing & Service (close to customer) and Provides Bridge to to Design for QualityDesign for Quality Concepts Concepts Has Support and Commitment of Top ManagementHas Support and Commitment of Top Management It Works!It Works! 6有多小? Sigma PPM 0.002 0.5742 63.37 2,700 45,500 317,310 面積 一般教室2倍 約6甲地 約30個天安門廣場 略大於台北市 東莞市 台灣省的面積 時間 1 秒鐘 4.8 分鐘 9 小時 半個月 約 9 個月 5 年 6-Sigma 狹隘解釋 - DPPM 6 Overview SigmaSigma 3 3 4 4 5 5 6 6 SpellingSpellingMoneyMoneyTimeTime 1.51.5 Misspelled WordsMisspelled Words per Pageper Page in a Book in a Book 1 1 Misspelled WordMisspelled Word per 30 Pagesper 30 Pages in a Book in a Book 1 1 Misspelled Word inMisspelled Word in a a set of Encyclopediasset of Encyclopedias 1 1 Misspelled Word in allMisspelled Word in all of the of the Books in a SmallBooks in a Small LibraryLibrary $2.7 $2.7 MillionMillion Indebtedness Indebtedness per $1 Billion in Assetsper $1 Billion in Assets $570$570 IndebtednessIndebtedness per $1 Billion in Assetsper $1 Billion in Assets $63,000$63,000 IndebtednessIndebtedness per $1 Billion in Assetsper $1 Billion in Assets $2$2 IndebtednessIndebtedness per $1 Billion in Assetsper $1 Billion in Assets 3 1/2 3 1/2 MonthsMonths per Centuryper Century 2 1/2 2 1/2 DaysDays per Centuryper Century 30 30 MinutesMinutes per Centuryper Century 6 6 SecondsSeconds per Centuryper Century 6 6 is Several Orders of Magnitude Better Than 3is Several Orders of Magnitude Better Than 3 ! Sigma: A Measure of QualitySigma: A Measure of Quality 6的品質水準 0.002 DPPM , Cp=2 中心值1.5的偏移 3.4 DPPM, Cpk=1.5 或用 DPMO (Defects Per Million Opportunities)表示 4.5 偏移1.5 在動態的真實世界中，每一件事都在不停的變化 著 -溫度 -溼度 -工具的磨耗 -原料的差異 1.5乃由機率、估計、經驗而來 參考資料:Evans, D.H. (1975) : Statistical Tolerancing : The State of the Art, Part III. Shifts and Drifts. 6的四個假設 常態分配 1.5偏移 和已知 缺點乃隨意分佈，且不同零件製程相 互獨立 品質改善的流程 1. 定義產品或服務 2. 鑑定顧客及其需求 3. 列出滿足顧客需求所需之條件 4. 定義(規劃)流程 5. 防範流程錯誤並消除浪費 6. 確保持續改善 廣義解釋 - 流程改善(改造)/設計 Six-Sigma 如何創造不一樣局面 ? 願景 (Vision) 哲學 (Philosophy) 積極目標 (Aggressive goal) 量化指標 (Metric, standard of measurement) 方法 (Method) 工具用於: 顧客焦點 (Customer focus) 突破性改善 (Breakthrough improvement) 持續改善 (Continuous improvement) 人員參與 (People Involvement) Six-Sigma 願景 Six-Sigma 的願景是將我們所做的每 一件事, 透過達成Six-Sigma水準的 表現, 交付世界級品質產品或服務以 取悅客戶. Six-Sigma 哲學 Six-Sigma 哲學是應用結構化、 系統化觀點於我們事業各嶺域達成 突破性改善 推行 6-Sigma 之必要條件 重點攻擊 與變格管理相聯接 依核心流程(非功能) 組織 黑帶或碩士級黑帶 儘量聯接與事業相關重點, 共同與言 追求即早勝利 (大且易見) 支持基礎結構/追溯系統 改變衡量系統以更有效推動專案行動 選擇與工作直接相關專案 高層參與- 克服障礙 品質改善的流程 1. 定義產品或服務 2. 鑑定顧客及其需求 3. 列出滿足顧客需求所需之條件 4. 定義(規劃)流程 5. 防範流程錯誤並消除浪費 6. 確保持續改善 Six-Sigma 整合改善、設計與績效管理方法論 Six-Sigma 所使用的三個主 要方法論: 流程改善 (DMAIC)、流程設計與再 設計(DFSS)與績效管理 DMAIC用以改善現有流程、產 品、服務、設計等等 DFSS用以產生新的流程、產品 、服務、設計等等 績效管理是一個系統用以將策 略連接戰術、設定優先順序、 資源整合持續達成DMAIC與 DFSS目標 流程改善 方法論 流程設計 與再設計 方法論 績效管理 方法論 產品變異的來源 * 設計 * 製程 *材料元件 不適當的設計允差 製程管制不當 零件材料不穩定 6 品質方案的架構 Total Customer Satisfaction 縮短作業週期 參與式管理 Empowerment 標竿研究 . . . . . . . . 6 Quality Program , Cp, Cpk, Dpu QUALITY METRICSIMPROVEMENT PROCESS Identify product or services Identify customer requirements Identify your needs Define the process Mistake-proof the process and eliminate wasted effort Ensure continuous improvement TOOLS FOR SIX SIGMA Design to standard parts/materials Design to standard processes Design for assembly Part standardization Supplier SPC Process standardization Statistical process control and more 5 階段問題分析解決流程 (DMAIC) 提高 目標 另一 主題 第一階段 第二階段 第三階段 第四階段 第五 階段 管 制 (Control) 改 善 (Improve) 分 析 (Analyze) 衡 量 (Measure) 定 義 (Define) 選擇專案 成立專案小 組 確認 CTQs Y 定義衡量指 標 ($ ?) 衡量系統驗 證 定義不良 基準線 設定目標 確認 X 重點少數 xs 效果測試 (Pilot Soln) Y = f(x) 確認效果 持續性 So.So.WhatWhat is Six Sigma? is Six Sigma? A Measurement SystemA Measurement System A Problem-Solving ApproachA Problem-Solving Approach A Disciplined Change ProcessA Disciplined Change Process “ “THE SIX SIGMA BREAKTHROUGH STRATEGY”THE SIX SIGMA BREAKTHROUGH STRATEGY” MMeasureeasure A A nalyzenalyze I I mprovemprove C C ontrolontrol * Define MeasureAnalyzeImproveControl DMAIC Project Selection Team Formation Identify CTQs Y Define Specs Validate Measurement System Define Defects Baseline Set Goals Identify xs Find and Confirm vital few xs Pilot Soln Y = f(x) Ensure Solution is Sustainable Key Customer Opportunity to grow or threat of loss Is the customer telling us when the issue is? Six Sigma Project Identified Define-Scope it Measure-How are we doing Improve-Implement Control-Make sure it sticks Problem has quick fix?Fix it! Analyze-Root Cause Preliminary look at how we think we are doing Set up customer meeting Define/Refine CTQs Whats important to them? How are we doing on these CTQs How can we improve? Six Sigma Is A Growth Tool YES YES NO NO D M A I C Customer Improvement Continuous Growth DMAICDefine Measure Analyze Improve Control Define the project goals and customer (internal and external) deliverables Measure the process to determine current performance Analyze and determine the root cause(s) of the defects Improve the process by eliminating defects Control future process performance DMADVDefine Measure Analyze Design Verify Define the project goals and customer (internal and external) deliverables Measure and determine customer needs and specifications Analyze the process options to meet the customer needs Design (detailed) the process to meet the customer needs Verify the design performance and ability to meet customer needs Six-Sigma 架構 MOA (Market Opportunity Analysis) 事業策略展開 Business Strategy Deployment 推行組織 (Implementing Organization) 跨功能團對合作 Cross-functional Teaming (Gaining Commitment) (Culture Change) (Information Tech) (Training Systems) 確認關鑑業務流程 Identifying Critical Business Processes 專案選擇與審查 (Project Selection & Charting) 專案管理 (Project Management) DFSS Flow (Design for Six-Sigma) DMAIC Flow 意識 (Awareness) 統計工具(Statistical Tools) 管理工具(Management Tools) 推廣(Promotion) 6-Sigma 基礎架構 市場機會分析 全體承諾 訊息科技 文化改變 訓練體系 StructureStructure Quality CouncilQuality Council Members: Labs & FunctionsMembers: Labs & Functions “Pipeline” & BB Project Priorities “Pipeline” & BB Project Priorities Training & Certification Training & Certification Measurements & Rewards Measurements & Rewards Communications Communications ChampionsChampions Leadership: Overall Initiative Leadership: Overall Initiative Project Funding Project Funding HR: Training & Rewards HR: Training & Rewards Black BeltsBlack Belts Lead 6Lead 6 Project Teams Project Teams “Measure/Analyze” “Measure/Analyze” “Improve/Control” “Improve/Control” Out with Businesses Out with Businesses Here at CRD Here at CRD Master Black BeltsMaster Black Belts Teach 6Teach 6 Mentor Black Belts Mentor Black Belts Monitor BB Projects Monitor BB Projects Work “Pipeline” Projects Work “Pipeline” Projects A Resource Pool A Resource Pool Team MembersTeam Members Learn/Use 6Learn/Use 6 Tools Tools Work on BB Projects Work on BB Projects Part of The Job Part of The Job Out with Businesses Out with Businesses 6 6 Projects with the GE BusinessesProjects with the GE Businesses Champions or Leaders are those senior managers who will ensure that resources are available for training and projects, and who will be involved in project reviews. Champion Role. Mentor and train Blackbelts and others. . Technical leader in GEMS& 6 sigma . Mentor Greenbelts when referred by Blackbelts. ResponsibilityDevelop & deploy 6 sigma tools & processes Own 6 sigma technical development roadmap Mentor Blakbelts/Greenbelts on Methodology Ensure rigor of 6 sigma methodology Assist in selection of Blackbelts Drive project closure Focus BBs,GBs on achieving business results Commitment100% dedicated CertificationMentor 20 successful projects Master Blackbelt Blackbelt RoleLead teams implementing 6 sigma Methodology Mentor Greenbeltsand refer to MBB as required. ResponsibilityLead multiple projects to successful completion Drive awareness of methodology and tools to team members and broader organization Act as both technical and cultural change agent for quality Participate in 6 sigma roadmap development Mentor Greenbelts and attend GB reviews Update GB project status color codes Commitment100% dedicated Certification2 successfully closed BBs projects Greenbelt RoleLeads or participate in teams implementing the 6 sigma methodology on projects ResponsibilityLearn and apply methodology to projects in current job scope Put 6 sigma on Goals & Objectives. Proactively involve BBs, MBBs as required to advance project. Work together with other GBs to achieve functions 6 sigma goal. Present project findings in the appropriate review sessions. CommitmentSignificant. Varies depending on quality of project definition and scope Certification2 successfully closed GBs projects 扮 演 角 色 綠帶/黑帶(GB/BB)碩士黑帶(MBB) 負專案全責 - 黑帶(專職)/ 綠帶(兼職) 專注於1-2專案小組 依專案特性挑選出 流程盟主 (Process Champion) 專職之職位 協助多個專案小組 開發導入專家資源 管理之責任 專注於一個關鍵流程或次流程 被BU流程改造委員會依流程 性質而選出 專案小組領導技巧 專案管理技巧 問題分析與解決技巧 跨功能工作經驗 分析/技巧專長 流程之指導/監督/教育技 能 負責流程功能/目標達成/維持 關鍵項目之管制/主導定期流 程審查 負責跨功能介面問題與議題 之解決 跨功能認識與了解 溝通/談判技巧 原因分析技能 專案小組領導技巧 負責專案進度/小組工作計 劃, 並將之與管理層級聯接 開發衡量與管制系統 (如, 資 料蒐集計劃/流程管制表等) 開發BB/帶動專案小組成功/ 提供流程改善與統計技巧的 專長 亦可能被指派加入流程管理 小組 專 長 職 責 敘 述 選擇核心專案小組成員訣竅 (core team) *理想人數 : 57人 *訓練展開之前先選定小組成員與黑帶, 再讓這些人一起受訓 *取得各階主管支持的承諾 *流程盟主最好來自事業部流程改造委員會, 以利溝通與學習 *專案執行期間,專案小組成員花在專案的時間可至每週 20小時 - 每週小組會議為 4 6 小時 - 每週改善專案為 10 16 小時 *改善專案包括延伸小組成員, 包括事業部財務代表與其他重 要資 源 Sub-Process Owners Process Owner Process Team MBB Process Champion Members BB (GB) Improvement Team MBB Process Management Teams Improvement/ Design Projects BU 6-Sigma Council Process Management System & Organization Process Roles & Responsibilities Measurement Process Review Linking & Leveraging Process Champion 35 6 個 Sigma 管理 ( 6 Program) 理念: 品質是由企業文化改變出來的 策略: 創新(Innovation)/突破 (Breakthrough)/組織運作 /衡量(measures) 例 :流程簡化 (Simplification) 重點: 企業文化塑造/大量資源投入改造/有效量化執行成果 (KPIs $ ) 基本統計分析工具 常態分配(Normal Distribution) 變異數與標準差(Variance & Sigma) 特性要因圖(Cause and Effect Diagrams) 品質機能展開 (QFD) 量測系統分析(Gauge R & R) 實驗計畫(DOE) 變異數分析(ANOVA) 相關與回歸分析(Correlation & Regression) 管制圖(Control Chart) 電腦應用程式(Computer software) 常態分配(Normal Distribution) 標準差 一群觀察值與平均數之差，稱 為離均差，各離均差之平方的平均 數（即變異數）再予開方所得即為 標準差。 Z Z - Scale of Measure - Scale of Measure Z Z = = A Unit of Measure Equivalent A Unit of Measure Equivalent to the Number of to the Number of StandardStandard DeviationsDeviations that a Value is Away that a Value is Away from the from the Target ValueTarget Value -3.0-3.0-0.5-0.53.03.0 Z - Z - ValuesValues USLUSLLSLLSL 2.52.5 0.50.5 3.03.0 = = Process MeanProcess Mean Z Z T T TargetTarget 0 0 A 3A 3 Process Process Problem Solving ApproachProblem Solving Approach CenterCenter ProcessProcess ReduceReduce SpreadSpread X X X X X X X X X X X X X X X XXX X X X X XX X XX X X XXX X X X X XX X XX X Off-TargetOff-TargetUnpredictableUnpredictable On-TargetOn-Target 6 6 Helps us Identify and Reduce Helps us Identify and Reduce VARIATIONVARIATION due to: due to: - Insufficient Process Capability - Insufficient Process Capability - Unstable Parts & Materials - Unstable Parts & Materials - Inadequate Design Margin - Inadequate Design Margin Define What do we want to know ? - What is our problem ? - What is our defect ? Practical Problem Project CTQs Solid Y, Spec Definition, and Defect Definition Building a Justifiable Business Case Approved Charter (R0) What did we learn Do we have a viable project ? 特性要因圖 The % Variation Due to the Measurement Method GAGE R & R GAGE: The instrument used for making Measurements that we want to validate. REPEATABILITY: Does the same operator get the same results When measuring the same part several times? REPRODUCIBILITY: Do different operators get the same results when measuring the same part several times? CAUTION: A Calibration Sticker does not imply that Gage R&R is acceptable! Measure What do we want to know ? Statistical Problem Project Y, Spec Definition, and Defect Definition Gage R&R on Y Data Process Map L1 to Show Z Values with Link to Financials Rationalization for Focused Y Descriptive Statistics for Focused Y What did we learn Mean problem ? Variance ? Both ? 時 間 GOOD BAD 3 Sigma 6 Sigma Breakthrough Improvement Six-Sigma 突破 表現 如果我們充份瞭解與掌握 X, 為何我們要持續測試與檢驗 Y? nY n相依 (Dependent) n輸出 (Output) n結果 (Effect) n不良結果 (Symptom) n監測 (Monitor) nX1 . . . Xn n互相獨立 (Independent) n輸入 (Input-Process) n原因 (Cause) n問題 (Problem) n控制 (Control) 為了獲得好的結果, 我們是否要專注於 Y 或 X 的行為 ? f (X)f (X)Y=Y= 專注於 X 而非 Y Six Sigma焦點 CTQs(成本, 品質, 交期, 顧客滿意度) 每單位缺點數 複雜度 DPPM Rolled Thruput Yield Six-Sigma 分數 流程底限 (Baseline) 流程標竿 (Benchmarking) KPOVs KPIVs 偏移與漂移 (Shift & Drift) Six-Sigma衡量指標現有衡量指標 良率 RMA數量 返修數量 顧客抱怨數 ? ? ? ? Leadership Must Ask the Right Questions What Gets Measured Gets Managed Six-Sigma 衡量指標 (Metrics) Six-Sigma 衡量指標 - 定 義 CTQs: 重要顧客滿意參數. 通常包括 品質,成本,交期等. KPOVs: 關鍵流程輸出變數 (Key Process Output Variables). 流程中由 KPIVs反應矯正措施之結果 KPIVs: 關鍵流程輸入變數 (Key Process Input Variables). 直 接與其他KPIVs相關, 影響改變流程輸出之變數 Changing Focus From Output to ProcessChanging Focus From Output to Process Y Y DependentDependent OutputOutput EffectEffect SymptomSymptom MonitorMonitor X X 1 1 . . . X. . . X N N IndependentIndependent Input-ProcessInput-Process CauseCause ProblemProblem ControlControl Identifying and Fixing Root Causes Identifying and Fixing Root Causes Will Help us Obtain the Desired OutputWill Help us Obtain the Desired Output f (X)f (X) Y =Y = Some Basic 6Some Basic 6 -Related Tools-Related Tools Scatter DiagramScatter Diagram Over SleptOver Slept Car WouldCar Would Not Start Not Start WeatherWeather FamilyFamily Problems Problems OtherOther Pareto Diagram Pareto Diagram FrequencyFrequency of of OccurrenceOccurrence Reasons for Being Late for WorkReasons for Being Late for Work Arrival Arrival Time Time at Workat Work Time Alarm Went OffTime Alarm Went Off Analyze What do we want to know ? Statistical Problem Understood Link Process Map to Fishbone w/C, N, X Labeling Ensure Data is Collected for All Xs Drill Down to Vital Few Xs via ANOVA, GLM, T-test, F-test List of Vital Few Xs Quantified Financial Opportunities What did we learn What were the causal Xs ? How did we identify them ? PM/CE/CNX/SOP Process Mapping Why? * Process visual foundation for current situation and analysis Aids in identifying bottlenecks, redundancies and waste Look for Non Value Add Look for Variables (CNX) How? Determine beginning and end of process to be mapped Involve people know