6Sigma_Introduction_Training.ppt

Introduction,Introduction,PanteneProblemissues,Boschhandleprobelm,Introduction,6Sigmaisalsoameasureofvariability.Itisanamegiventoindicatehowmuchofthedatafallswithinthecustomersrequirements.Thehighertheprocesssigma,themoreoftheprocessoutputs,productsandservices,meetcustomersrequirementsor,thefewerthedefects.它同時也是變异的一种評估.它的名字暗示了有多少數据是符合客戶的要求的.流程Sigma越高則表示流程的輸出,產品和服務越符合客戶的要求-或者表示缺陷越少.,SigmaistheGreekletterthatisastatisticalunitofmeasurementusedtodefinethestandarddeviationofapopulation.Itmeasuresthevariabilityorspreadofthedata.Sigma是被用來定義人口標準差異的評估統計單位的希腊字母.它用來評估數据的變化或者散布.,Whatissigma?Sigma是什麼?,Introduction,WhatistheSigma,六个西格玛是一项以数据为基础，追求几乎完美的质量管理方法。六个西格玛的管理法重点是将所有的工作作为一种流程，采用量化的方法分析流程中影响质量的因素，找出最关键的因素加以改进从而达到更高的客户满意度。,Introduction,“thesnowballisgrowing,andbyyear2000thecumulativebottomlineimpactofsixsigmaqualitywillbemeasuredinthebillions”雪球越累越大,到2000年時,6-Sigma質量的累積改善效益將要用十億來衡量.J.Welch,“thereismoretothisthananythingthathascomedowninalongtime”從長時期看來,6-Sigma比任何事所引起的改進都要快L.Bossidy,SixSigmaDeploymentinIndustry工業中6-Sigma的配量,Introduction,Variation變异,Introduction,WhosTheBetterMarksman?誰是更好的射手,VariationisourBusinessEnemy!變異是我們經營的敵人,AllProductswedonthaveone6-Sigma只在你有流程時适用;而我們沒有,2.Wetriedthatbeforeanditdidntwork.Believeme,Ivebeenherefor30years我們以前試用過它并不管用.相信我,我已從事30年的工作,1.Imbusytryingtofixalltheproblemsthatwehave.Idonthavetimeforthat.我正忙著處理現存在的問題,我沒有時間.,TOP10REASONSWHYSIXSIGMAISRESISTED,Introduction,最香甜的果实-全系统设计,大部分的果实-Process特性化/最佳化,下部的果实-QC7tool,掉在地上的果实-仅依靠直接检查,6sigma概念（广义）,Introduction,4sigma的水平是30页报纸中有1个错字的品质水平5sigma的水平是百科全书中有1个错字的品质水平6sigma的水平是小规模图书馆中有1个错字的品质水平,6sigma概念,Introduction,6sigma概念,Introduction,95.46%,99.73%,99.9937%,99.999943%,99.9999998%,68.26%,Thesmallerthevariationintheprocess,thehighertheSigmalevel,Whatdoes6SIGMAlooklike.正态分布,Introduction,達到6s只是找到減少流程中變异的方法一种簡單事情,這樣最接近的規格至少是在6個標準偏差之內.,變异值越少,則Sigma值越高,6Sigma与PPM的对应关系,Introduction,WhatisSixSigma?6-Sigma是什么?,AGoal:一個目標Atargetof3.4defectsinOneMillionOpportunitiesforadefect.缺陷目標百万机會缺點數為3.4APhilosophy然后,下一个阶段再接着进行改善活动。,6sigma各阶段推进内容,Introduction,6SigmaDrivingStrategies6-Sigma驅動戰略,AchieveBusinessResults獲得業務成果ApplyFormal,ProjectbasedDMAIC應用正式專案的DMAICLinkALLprojectstoBusinessPrioritiesWorkontherightthings,therightway,everytime總是做正確的事情,用正確的方式做Resources資源Developthem建立Planfortheirparticipation計劃參与Recognizeandrewardthem識別并獎勵Leadership-Thereisnosubstitute領導權-無法替代!Communicate,communicate,communicate溝通,溝通,再溝通,Introduction,BENEFITvs.EFFORTTheFirstSteptoPrioritizeOpportunities利潤對努力-优化机會的第一步,Benefitincludes*:利潤包括:*StrategicFit戰略發展*RevenueGrowth收入增長CostReduction減少成本*CapitalAvoidance避免資本*WorkCapitalReductio工作資本減少,Effortincludes:努力包括:*ResourceNeeds所需資源*LengthofProject專案長度*CapitalCost資本成本*OpportunityCosts机會成本,WhichProjectsDoWeWorkOn?我們致力于哪种專案?,Introduction,Triangulate三角測量,WhatisthelargestDifference?最大的不同是什么?,Adjusttoresolvedifferences!調整以解決不同點,Introduction,SigmaCalculation,ProcessMapping流程圖,Objectives目標,LearnthethreelevelsofProcessMappingApplications學習流程圖應用的3個層次CorrelateProcessMappingwithProcessImprovement將流程圖与流程改善連系起來LearnthedifferencebetweenTopLevelProcessandDetailedProcessMaps學習高層流程和具體流程圖的不同StepbyStepProcessMapDevelopment流程圖一步一步開發CompleteExampleProcessMaps完成樣本流程圖,DefinitionOfAProcessA流程的定義,Acollectionofactivitiesthattakesoneormoreinputsandtransformsthemintooutputsthatareofvaluetothecustomer活動的匯集,此活動融入一個或多個輸入并轉化成客戶价值相等的輸出.,ProcessMapExample樣本流程圖,VaporizerManufacturing,ProcessMapping流程圖,ShouldDescribe:應該描述:ActualActivities/Tasks實際活動/任務Sub-Processes下級流程ProcessBoundaries流程邊界InputVariables(xs)輸入變异OutputVariables(Ys)輸出變异Shouldbereviewedfrequentlyandupdated應該繁審閱并更新,TypesofProcessMaps流程圖類型,ThoughtProcessMap-TheTMAPisdocumentationofthelogicbehindaseriesofdecisionsmadebyaTEAMtosolveaproblem思考型流程圖-TMAP是一個團隊為了解決某個問題而作的一系列的決定,並形成有邏輯的文件.SIPOC/TopLevelProcessMap-Overviewofprocess.SIPOC高階的流程圖-流程的概要Uses-Managementoverview使用-管理概要Locatecriticalfeaturesinaprocess在流程中的標準圖形的確定Contains-Process包括-流程Comparison-USRoadMap比較-US公路圖DetailedProcessMap-Focusedinonanarea.詳細流程圖-專注于一個范圍.Uses-Engineering/ProcessOwners使用-工程/流程所有者Focusinonaprocess(Detailed)專注在一個流程(詳細的)Contains-ProcessDetails(inputs,outputs)包含-流程細節(輸入,輸出)Comparison-CityMap比較-城市地圖,HowwouldyouconstructaTMAP你會怎樣構造一個TMAP,TheTMAPdoesnothaveanyspecificformat.Useaformatthatlogicallyexpressesthequestionsandideasthatdrivetheproject.TMAP沒有固定的格式.使用一种邏輯上表達驅動專案問題和觀點的格式.OneapproachmightbeMulti-GenerationPlan:途徑是一种多代計划:Identifygoalofproject.識別專案目標.Whatquestionsdoyouhaveaboutthestatedgoal?DocumentthemontheTMAP.對于陳述目標有什么問題?在TMAP上記錄.Howwouldyouprioritizethosequestions?Whichonesshouldbeansweredfirst?Beginwiththose“legs”oftheTMAP.你會优先考慮哪些問題?應該回答哪些問題?Howdoyouplantoanswerthequestions?Whattools?DocumentthemontheTMAP.你計划怎樣回答那些問題?用什么工具?在TMAP上記錄.Whatinformationwaslearnedfromapplyingthetoolstoanswerthequestions?Werethequestionsanswered?Documentthem!從應用工具回答問題時可以了解到什么信息?問題解決了嗎?在TMAP上記錄Wherenewquestionsraised?Documentthoseandstartthenextlevelofyourproblemsolvingmethodology(i.e.,gobacktostepone!)新問題出現在哪里?記錄他們并開始在下一層次問題解決方法(比如.,返回第一步)Documentanyassumptionsyouandyourteammake記錄你和你們小組所定的任何責任,ThoughtProcessMaps,AKeyto.Keepingateamontrack保持小組可跟蹤Gettingobjectivesoutintheopen公開取得的目標Headoffpossiblebarriersbeforetheyoccur在其障礙發生前阻止可能Addressallsolutions公布所有解決方案Addressallpossiblerootcauses公布所有可能的根本原因,Processmappingisthegraphicdisplayofsteps,eventsandoperationsthatconstituteaprocess.流程圖是以圖解的方式展示各個步驟、事件及相互之間的運作來展示一個流程.ASIPOCisatoplevelprocessmap.Itstandsfor:SIPOC是一個高層的流程圖,它包括:Suppliers供應商Inputs輸入Process流程Outputs輸出Customers客戶YoustartwithCustomerandworkbackwards,Supplier:Whoeverprovidestheinputstoyourprocess誰為你的流程圖提供輸入Input:Materials,resourcesanddatarequiredtoexecuteyourprocess你的流程圖運行所需的物件,資源和數據Process:Acollectionofactivitiesthattakesoneormorekindsofinputandcreatesoutputthatisofvaluetothecustomer活動的匯集,此活動融入一個或多個輸入并轉化成客戶价值相等的輸出Output:Thetangibleproductsorservicesthatresultfromtheprocess;equivalenttoacustomernee從流程中產生的可有形的產品或服務,等同于客戶的需要.Customer:Whoeverreceivestheoutputsofyourprocessinternalorexternal誰接受你的流程圖的輸出-內部的或外部的CTQs:Aspecificcharacteristicoftheoutputthatwilldeterminetheextenttowhichcustomersatisfactionisachieved輸出品的一種關鍵品質特性,它將決定客戶的滿意度.Boundary:Thelimitsofaparticularprocess,usuallyidentifiedbytheinputsandoutputs,thatseparatewhatisoutsidetheprocesswhereitstartsandstops特殊流程的臨界,常常用輸入和輸出來識別,以區分流程的外部,和它在哪兒開始和結束的,Process,2.RefertoCTQworktoidentifyprimaryoutputs,thecustomerswhoreceivethem,andthecustomersCTQs參照工作中的CTQ識別初期的輸出,及客戶接受的CTQUsenounsforoutputs(e.g.,salescall,proposal,etc.)用名字表示輸出(如,銷售指令,建議等)Useadjectivesfors(.e.g.,timely,knowledgeable,accurate)用形容詞表示CTQ(如:及時的,有見識的,準確的等)3.Identifytheprocessstepsusingbrainstormingandaffinitytechniques.用靈活的,熟悉的技術識別流程步驟.Hints:Startbyrapidlywritingprocessstepsoncardsandplacingthemonthewall提示:快速在卡片上寫下流程步驟或標記在牆壁上.Writelarge寫大些Onesteppercard每張卡片上寫一個步驟Donttrytoestablishorder不要嘗試排序Allstepsshouldbeginwithaverb所有步驟應以動詞開始Dontdiscussprocessstepsindetail不要討論流程步驟的細節4.Usebrainstormingandaffinitytechniquestoidentifycriticalinputswhichaffectthequalityoftheprocess用靈活的,熟悉的技術識別影響流程質量的標準化輸入.5.Foreachcriticalinput,identifythe“supplier”whoprovidesit對每個標準化輸入,識別是哪一個供應商提供的.6.Validatetobesurethemaprepresentsthesituationasitreallyistoday(the“asis”map)nothowyouthinkitis,orhowitshouldbe確保這個流程代表目前真實的現況,而不是你認為的,或者它應怎樣的.,1.DefineBoundariestobeMapped定義流程圖的邊界2.DefineTeam定義團隊3.WalktheProcess作流程圖4.DocumentProcessSteps文件流程步驟5.CategorizeProcessSteps歸類流程步驟6.DocumentallInputsandOutputVariables記錄所有輸入和輸出的變異.7.ClassifyInputsVariables輸入的變異進行歸類8.AddSpecificationspass/failGo/nogopluggageforholesizeYes/noresponsetoasurvey,DefectivesWorld.categorizedata,1defectperunitofmeasure,Sigma&Z,Measure,Go/NoGoDataorPass/Fail,EXAMPLE:Joereviewed100shippingorders.30ofthedocumentsrequiredcorrectionsbeforetheorderscouldbereleased.CalculateforthisZprocess.Joe復核了100份走貨單,在下這些單前,其中30份需要改正的,計算這過程中的Z值,p(d)=.30=30%,30badunits100totalunits,Lookupp(d)=.30inZtable,Z=.50,p(d)=probabilityofadefect,Sigma&Z,DefectivesWorld,Measure,DefectsWorld.countthedata,Defectsexample:Countdataerrorsinadocument,averagedpuis0.72,UnitcanhavemultipledefectsUnitsareassessedbythetotalnumberofdefectstheycontainThePoissonDistributionisusedtocalculatetheZscore一組可看出多個缺陷多組可評估整個過程中的總的缺陷Poisson分布也可用來計算Z值,MoreexamplesofDefectsNumberofscratchesonacarTypingerrorsinasalescontractNumberofblemishesinpaintspray,multipledefectsperunitofmeasure,Sigma&Z,Measure,CountData,EXAMPLE:Maryreviewed100engineeringdrawings.Therewere85totalerrorsonthe100documentsrequiringcorrectionsbeforethedrawingscouldbereleased.Somedrawingshadnoerrorsandsomehadseveralerrors.CalculateZforthisprocess.例子:Mary復核了100工業圖紙,在這些圖紙分發前,發現共85個錯誤需要改正,有些圖紙沒有錯誤,而有些有數幾個錯誤,計算Z值,Sigma&Z,DefectsWorld,Measure,totalnumberofdefectstotalnumberofunits,dpu=.85,85100,Lookupp(d)=.5725inZtable,Z=-.18,dpu=defectsperunitp(d)=probabilityofadefectFTY=firsttimeyield,FTY=e=e=.4274,p(d)=1-FTY=1-.4274=.5725,ContinuousWorldmeasuredata,Youcanmeasureunitsinfinerandfinerincrements你可用逐漸增值的方法來測量一組值Youcouldhaveaslightlydifferentmeasurementforeachunit你可針對每一組使用稍稍不同的測量方法(進行測量)TheNormalDistributionisusedtocalculatetheZscore用常規分布來計算Z值,MoreexamplesofContinuousMostmanufacturedfeatures:length,weight,thickness,height,location,size,distance,etc.Daysinacycle:manufacturing,purchasing,design,shipping,billingperiod,maintenance,etc.Numberofblemishesinpaintspray,Continuousexample:Peopleweightloss:6lbs,12lbs,16lbs,3.5lbs,10lbs,8lbs,14lbs,and7lbs.,Realnumbersofmeasurement,Sigma&Z,Measure,Short-TermversusLong-Term,LSL,USL,T,SustainedCapabilityoftheProcessAKA-LongTerm,InherentCapabilityoftheProcessAKA-ShortTerm流程的內在性能,Overtime,a“typical”processwillshiftanddriftbyapproximately1.5s典型的流程在1.5s左右,Sigma&Z,Measure,ApplyingtheTruthTable,Iftheinitialdataweregivenas3sshort-term,theconversiontolong-termwouldbe,Theresultantdescribesthelong-termperformanceoftheprocess,inclusiveofassignablecauseswhichimpactprocesscentering.Theoutcomeconstitutesthesustainedreproducibilityoftheprocess.這個結果描述了這個過程的長期能力,包含那些影響制程關鍵的原因,這個結果構成了制程的持續的再現性,3s-,1.5,s=,1.5,s,Short-TermCapability,ShiftFactor,Long-TermCapability,LSL,USL,Long-Term:66810ppm,1.5,s,Short-Term,Capability,3,s,Long-Term,Capability,1.5,s,Short-Term:1350ppm,Sigma&Z,Measure,ShortandLongTermCapability,AShortTermCapabilitystudycoversarelativelyshortperiodoftime(Days,Weeks)consistingof30to50datapoints.短期性能的學習要持續包含30至50個數據點的較短一段時間(天,周)ALongTermcapabilitystudycoversarelativelylongperiodoftime(Weeks,Months)consistingof100-200datapoints.長期性能的學習持續包含100至200個數據點的較長的一段時間(天,周),ProcessDependant,Sigma&Z,Measure,IfweknowtheshorttermCapabilityZst,wecanestimatetheLongTermcapabilityZlt.如果我們知道短期性能Zst,我們就可以評估長期性能ZltIfweknowtheLongTermcapabilityZlt,wecanestimatetheShortTermCapabilityZst.如果我們知道長期性能Zst,我們就可以評估短期性能Zlt,OurUltimateGoalistoachieveZstof6.00andZltof4.50我們最終的目標是,ShortandLongTermConversion,Sigma&Z,Measure,BaselineMeasurementforProjectsZBenchOverall=Longtermcapability(Zlt),Aswenowknowthateveryprocesshasa11/2shift,thetruerepresentationofaprocessovertimeisbestmeasuredbyitslongtermcapability正如我們知道的那樣,每個過程都有1/2轉變,在一定時間內最好通過測量長期能力來代替一個過程,6Sigma=3.4defectspermillionopportunities(Zst)shorttermcapability6Sigma=3.4錯誤/百萬機會(Zst)短期能力4.5Sigma=3.4defectspermillionopportunities(Zlt)longcapability4.5Sigma=3.4錯誤/百萬機會(Zst)長期能力,ZLT-MeasurementtermwewilluseforAmericanHousehold,Inc.,Sigma&Z,Zlt,ZBenchOverall=Longtermcapability(Zlt)orSigma,Minitab&ZBench,Forcontinuousdata,Sigma&Z,Measure,ExcelFiletoCalculateZ,AnexcelfilehasbeencreatedtoassistinthecalculationofZLT.建立一個文檔來幫助計算ZLTEachworksheetwilleasilycalculateyourZscore每個工作表都易于計算你的Z值Continuousdata連續的數據Pass/fail(DefectiveWorld)成功/失敗Count(DefectWorld)統計AlsoincludedisaZtableforeasyaccessandlegibility,Zscore.xls,Sigma&Z,Measure,Whathavewelearned?我們學到了什麼?2typesofdata:attribute&variable2型數據:屬性&變量3DataWorlds:defects,defective&continuous3個數據:缺點,缺陷性&連續性的ZTransformZ轉換RelatingZScorestoSixSigmaZ值跟6Sigma的關聯EstimatingShortTermfromLong評估短期轉長期EstimatingLongTermfromShort評估長期轉短期,Summary,Sigma&Z,Measure,EndofDayReview,ReviewTopicsfromtheDay:從當天起,復核主題LookaheadatScheduleforWeek2Module相對時間進度表,預測2星期標準化措施CompletePlusandDeltas(EachteamonaFlipchart)CompleteDailyReviewforFacilitators&Modules為了完善便利措施和標準性措施而完成的日常審查,STOPday3,GAUGER&R,Control,Improve,Analyze,Measure,Define,MeasurementSystemEvaluation,Measurementsystemsevaluationsmustbeconductedtoensureeffectiveanalysisofdata必須將測量系統評估導向為確保數據分析的有效性,EffectsofMeasurementErrors測量錯誤造成的影響,Measure,Ifwedontknow,wecannotact如果我們不知道,那麼不可能去做Ifwecannotact,theriskoflossishigh如果我們不能做,那損失更大Ifwedoknowandact,theriskismanaged如果我們了解而且做了,那麼風險是可以控制的Ifwedoknowanddonotact,wedeservetheloss.如果我們了解但沒有行動,那麼我們還是會有損失,Dr.MikelJ.Harry,TheImportanceofMeasurementSystems測量系統的重要性,Measure,Abillingspecialistneedstofindwaystoimprovetheappearanceoftheinvoicetomakeitmoreeasilyunderstoodbythecustomer.一個結帳專家需想辦法改進發票的外觀以使客戶更容易明白Acreditcardanalystneedstoredesigntheapplicationsprocesstomakeitmoreappealing.信用卡分析員需要重新設計信用卡的使用流程以使它更具有吸引力ABlackBeltneedstodecreasetheseverityofpriceconcessions.黑帶需要減少價格下降所帶來的影響Amarketingmanagerwantstoimproveabrochuretoincreasetheprobabilitythatitwillberead.市埸經理需要改善推廣手冊以增加其被閱讀的可能性Aproductpackagingisbeingmanufacturedbyseveralsuppliersandthesalesmanagerisconcernedaboutthebackgroundcolor.產品包裝由幾家供應商同時生產,產品經理關注它的背景顏色,MeasurementErrorIsNotJustAManufacturingProcess,Measure,TransactionalGaugeRepeatability&Reproducibility,SomedegreeofMeasurementSystemAnalysisisnecessarywhenworkingwithtransactionaldata(butnotnecessarilyaminitabtest).Beforeyouprocesswiththetest,askyourselfifthedataisusefulandreliable.某種程度的測量系統分析是必要的,當你使用那些處理過的數據時(但沒必要用“”測試)在處理測試前,你自問一下這些數據的可利用性和可靠性.CanIrelyuponthesemeasurements(salesreport,orderentrycycletimes,billingcycledays,etc)forconductinganddrawingconclusions?我可以依賴這些數據(銷售報告,訂單錄入日期,結帳周期等等)去推導或得出某些結論嗎?Howmuchmeasurementvariance(orerror)doIhaveinmydata,andcanIlivewithit?在我們的數據中有多少測量差異(或錯誤),我們能讓它們長期生存下去嗎?Considerthefollowingerrorthatoccursinthistransactionalprocess:考慮下列在處理過程中發生的錯誤:,Measure,MeasurementErrorExample,Measure,Youcomputeorder-to-shipcycletimebaseduponthedifferencein“OrderDate”and“ShipDate”fieldsshowninacomputerreport.你計算“訂單-出貨”循環間是根據電腦顯示的訂單日期與出貨日期的差值得到的Whenyoudoyour“walk-thru”ofthedatageneratingprocess(whenyouwerebuildingyourprocessmapbytracingthrueachstepofhowthedataisrecordedandcollected),youdiscoverthateachcustomerorderisfirstrecordedona“CustomerOrder”formbyasalesrepwhodatestheform,thentheformisroutedtoDataProcessingforinputting.當“看一遍”數據產生流程時,(當你通過跟蹤數據如何被記錄和收集來建立你的流程圖時)你會發現每個客戶訂單由銷售人員在“客戶訂單”表中記錄下來並且標明日期,然后這個表格被送到數據處理處等輸入AreviewofDataProcessingarearevealsthatthe“CustomerOrder”formssitintheinputclerksin-basketforseveraldaysbeforetheyareactuallyinputintothesystem.Acasualsamplingoftheforminthein-basketindicatesthattheformssitfor2-7daysbeforeinputting.觀察數據處理區后發現客戶訂單表往往會在秘書的文件夾里放幾天后才能真正的輸入到系統中去,任意抽樣顯示在這些表被輸入前會在文件夾中放27天Aftercomparingthedataonthe“CustomerOrder”formwiththedateonthecomputerreport,youdiscoverthatthe“OrderDate”onthecomputerreportisactuallythedatetheordersareinputintothesystem.在比較客戶訂單與計算機報表上的日期后,你會發現報表上的訂單日期實際上是訂單輸入到系統的日期,GaugeR&Risamustforeverytypeofproject!,TransactionalGaugeR&R,Measure,Whatisourmeasurementerror?Canwelivewithit?我們的測量偏差是什麼?我們能讓它長期存在下來嗎?Ifourcycletimeasmeasuredbythecomputerreportwas21days,couldwelivewith2-7daymeasurementerror?如果通過電腦顯示我們的循環時間是21天,那麼我們的測量錯誤可以生存2-7天?HowaboutifweweremakingJetEnginesandthecycletimewasbetween3-4months?如果我們在循環時間為3至4個月內制造JetEngines會怎樣呢?,EffectsofMeasurementError測量錯誤造成的影響,Moredifficultyindeterminingrootcauses在確定根本原因時更加困難Hiddenspecialcausesofvariation隱藏了造成測量差異的特別原因Unnecessaryrework不必要的返工Increasedscraprate報廢率上升Morecustomerreturns更多的客戶退貨Frustratedsupplier/customerrelationships影響與供應商及客戶之間的關系,Measure,TheNecessityofTrainingFarmHandsforFirstClassFarmsintheFatherlyHandlingofFarmLiveStockisForemostintheEyesofFarmOwners.SincetheForefathersoftheFarmOwnersTrainedtheFarmHandsforFirstClassFarmsintheFatherlyHandlingofFarmLiveStock,theFarmOwnersFeeltheyshouldcarryonwiththeFamilyTraditionofTrainingFarmHandsofFirstClassFarmersintheFatherlyHandlingofFarmLiveStockBecausetheyBelieveitistheBasisofGoodFundamentalFarmManagement.,InspectionExercise,Measure,1.Allow60secondstocount2.Paretoentireclassresultsonflipchart,Directions-Countthenumberoftimesthe6thletterofthealphabetappearsinthefollowingtext統計第6個字母“f”在下面這篇文章中出現的次數,Wewilllookat“repeatability”and“reproducibility”asthesearetheprimarycontributorstomeasurementerror我們把“再生性”和“再現性”看作是造成測量問題的主要原由,PossibleSourcesofProcessVariation過程變異的可能原由,Measure,Repeatability:thevariationinmeasurementsobtainedwithonemeasurementinstrumentwhenusedseveraltimesbyoneappraiserwhilemeasuringtheidenticalcharacteristiconthesamepart再現性:同一個人使用同一測量方法,經過數次測量的測量差異,Repeatability,Measure,Reproducibility:Isthevariationintheaverageofthemeasurementsmadebydifferentappraisersusingthesamemeasuringinstrumentwhenmeasuringtheidenticalcharacteristiconthesamepart再生性:當測量在同樣的部位確定尺寸時,采用同樣的測量方法,不同測量人員所造成的差異,Reproducibility,Measure,TypesofGaugeStudies研究測量尺的類型,VariableGaugeR&R可變的測量尺Numbers數字Unitsofmeasure測量的單位AttributeGaugeR&RR&R測量尺缺點的原因Subjective(cosmeticdefects)主觀的(可更正的缺陷)Scatterofdefects分散的缺陷feel/visual感覺/視覺,Measure,ConductingtheGaugeR&R進行R&R量測,PartsshouldberandomlyselectedacrosstheFULLRANGEOFPROCESSVARIATION-itisimportantthattheparts,inasmuchasispossible,berepresentativeofthetotalprocess(variation)個體可以在整個流程變異中隨意地選擇-被選的個體要盡可能的多,並且具有代表性,這點很重要.,Focus,Measure,AcceptanceGuidelines-%StudyVariation,Measure,FinancialImpactofMeasurementError,Measure,Whathavewelearned?我們學到了什麼?UnderstandtheObjectiveofMSE理解MSE的目標UnderstandgaugeInfluenceonVariation理解量表在變異中的影響HowtoPerformaME如何實施一個MECommonTermsusedinMSE在MSE中的常規期限MSEAcceptanceLevelsMSE接受層次,Summary總結,Measure,三、德州仪器公司的6Sigma,改善行动团队改善努力的成果公司对品质成本（COQ）的计算品质和周期时间的关系品质和制造成本之间的关系基准线设置德州仪器公司实施6Sigma系统的经验,改善行动团队,品质改善小组（QIT）具有跨功能小组的性质，其职责为在制造组织内建立和管理品质改善方面的业务1988年，QIT调查发现30%的制造成本归因于报废、返工、检查和无附加值的工作，这些项目成为组织能力测量的基础每周五，QIT要开会确定问题及其改善的机会，以及纵览纠正行动组和其他功能小组的工作，改善方面取得的进步由