6SIGMA管理综合知识(ppt 91页).ppt

6綠帶介紹Introductionto6GreenBelt,Content1.6QualitySystem-Whyneed2.6-Overview3.6-Methodology3.1.6-Define3.2.6-Measure3.3.6-Analysis3.4.6-Improve3.5.6-Control4.Conclusion,1.6QualitySystem-Whyneed1.1.從產品飽受競爭威脅的觀點以美國為例，1975-1985年，日本挾其反向技術(ReversedTechnology)優勢，將其高品質的產品推向美洲大陸，使得美國一向以經濟與技術領先的盟主地位發生動搖。,在1970-1989年間美國的市場佔有率：電視機從50%降至2%收音機從50%降至2%汽車從78%降至28%影印機從90%降至20%照相機從90%降至5%鋼鐵從40%降至30%其結果造成美國貿易赤字每月高達80-100億美元,美國與日本製程能力之比較年代美國日本製程能力品質水準製程能力品質水準19700.6721.0031980初41980中451980末1990初Motorola6方法：不合格率3.4PPM相當於6,美國企業競爭力衰退的原因美國管理文化中含有不信任的氣氛，這種表現在嚴格的審核、管制、檢查的管理制度上，無形造成過度的管理成本上漲。這種管理監督的作風，大體受到泰勒式科學管理影響的結果。,日本經營之神松下幸之助在一次對美國企業界人士發表演說，提到：你們的公司經營是以泰勒法則為基礎，更糟的是頭腦皆已泰勒化，因此堅信正確的管理，應是管理者在一邊，工人在另一邊，一邊的人只管思考，另一邊的只管工作。給你們一句忠告：管理是執行者將觀念轉移到員工身上的一種藝術。因此美國開始檢討其品質，各種品質系統亦相繼提出，其中包含6品質系統。,1.2.由需求的觀點在70年代，產品達到2便達到標準。在80年代，品質要求已提升至3，但此標準美國會發生以下事件：每年有20,000次配錯藥事件每年有超過15,000個嬰兒出生時會被拋落地上每年平均有9小時沒有水、電、暖氣供應每星期有500宗做錯手術事件,雖然3合格率已達到99.73%的水平，但相信各位對以上品質要求並不滿意。所以有很多公司已要求6的品質管理，其合格品率為99.99966%。在3水準，由1000個零件組成的產品中，每15個產品中只有1個產品是好的。在6水準則1000個產品卻有996.6好的。傳統以百分率水準作為設計品質水準，如今變更為以百萬分率(ppm)作為衡量品質的水準。,1.3.從成本的觀點,1.4.從時代趨勢的觀點(1),1.4.從時代趨勢的觀點(2),1.4.從時代趨勢的觀點(3),1.5.從品管大師的觀點J.M.Juran,1994年在美國品質管理學會年會會上說,“20世紀以生產力的世紀載入史冊,未來21世紀是品質的世紀”,1.6.從策點管理的觀點欲建立及維持組織競爭優勢，效率、創新、品質及顧客回應扮演著主要角色。,1.7.從近代品質系統的觀點ISO-9000Effectiveness:5QS-9000Effectiveness:10MalcolmBaldrigeGuidelineEffectiveness:25EuropeanQualityAwardEffectiveness:30,TQMEffectiveness：356-TheLittleQEffectiveness:50TheUltimate6-TheBigQEffectiveness:90(上述品質系統均於80年代末期開展出)6WorkBreakdownProjectTeam,ProjectCharter,COPQ,DefineSteps(1),DefineSteps(2-1)Vision:最具競爭力的企業(GE)Strategy-TheThreeCircle(GE),DefineSteps(2-2)-TheThreeCircle(GE)JackWelch(GESCEO)畫三個圓圈：核心、高科技與服務。GE公司未來都要在其中一個圓圈內。公司任何人不再任一個圓圈內者，未來將會被解雇。圓圈外的的事業將被整頓、關閉或出售。三個圓圈的策略讓GE公司找到焦點，不再是集團(似乎什麼都做)。,DefineSteps(3),DefineSteps(4)CTQ-CriticaltoQuality只要是顧客要求的，就是關鍵品質(CTQ)。亦稱為重要成果、特殊限制或流程的Y變數。CTQ係任何會直接影響顧客對產品/服務品質觀感之因素。顧客在乎的事，就是企業或組織在乎的事。新點子要採納外部觀點(Outside-inPerspective)，即從顧客的眼光來看企業或組織的一切。,3.2.DMAICMethodology5StagesDMAICMethodologyandStatisticalToolsPhase:MeasureSteps;WorkBreakdownGraphAnalysis,CapabilityAnalysis,ConfidenceInterval,M1SpecifyProjectM1stepcoversthefollowings:CTQBreakdownDefineScopeProcessMappingParetoAnalysisDefineperformanceindexandspecifications,Thesuccessofany6activitiesreliesmostlyontheCTQdefinitionandselection,DefinePerformanceIndex,ExampleofPerformanceIndexYieldCycletimeDefectrateMachinefailurerateCustomerstand-byhoursNumberofinvoiceerrorsElapseTimefromloanapplicationtomoneytransfertothecustomeraccountHourstakenfromreceivingordertodeliverytothecustomer,M2MeasurementSystemAnalysisM2stepcoversthefollowings:StatisticfundamentalsSamplingplanDatacollectionplanVariationofmeasurementsystemGageRAnythingthatresultsinnonconformance)DPO:DefectperOpportunityDPMO:DefectperMillionOpportunities,ExampleofSigmacalculation:DiscreteDataCase(1):Overthelastseveralyears,youhavecollecteddataontripstotheairport.Ofthe100tripssampled,youhavemissedonly5flights.IfyouindicatethissituationasSigmalevel,whatwillitbe?Sol.DPU=DPO=5/100=0.051-0.05=0.95,Z=1.65level=Z+1.5=1.65+1.5=3.15,Case(2).Anaccountingtermconductedaninternalauditforthefinancialreportofyear2001andtheyobserved25nonconformingrecord.Therewere2stepsofprobableincorrectentryidentifiedintheprocessandthetotalobservationwas25,000records.WhatisDPO?WhatisDPMO?WhatisSigmaleveloffinancialreportingprocess?Sol.DPU=25/25000,DPO=25/(2*25000)=0.002,DPMO=0.002*106=20001-0.002=0.998,Z=2.878level=Z+1.5=2.878+1.5=4.378,ExampleofSigmacalculation:ContinuousData(1),ContinuousData(2),(1)MathematicalModel；(2)Continuous；(3)Smooth；(4)Symmetrical;(5)TailasymptotictoX-axis；(6)Bellshaped；(7)Mean=Median=Mode(8)Totalareaundercurve=1,(1)Thenormaldistributionhasthefollowingproperties.68.27%ofthedatafallwithin195.45%ofthedatafallwithin299.73%ofthedatafallwithin3(2)Inordertoassessthequalityoftheprocess,wemustcomparetheprocesscharacteristics(viathelocation,spreadandshape)tothespecificationlimitsandtargetedvalue.,ContinuousData(3)StandardizationofNormalDistributionTheSigmaofaProcessisthenumberofstandarddeviationbetweenthemeanandtheSpecificationLimits.,MeasurementSystemandMeasurementError(1)Measurementsystemisviewingasaprocess.Sourcesofvariation:5M1EValidatepossiblesourcesofvariationinthemeasurementprocess,VariationinmeasurementSystem,MeasurementSystemandMeasurementError(2),ProcessVariance,GageRWorkBreakdownRegression,HypothesisTest,ANVOA,Multi-VariAnalysis,A1SetUpImprovementGoalInM3thecurrentproductcapabilitiesweredefined.StepA1providesthetoolstodefineperformanceobjectives.Thepurposeistosetobjectivetoestablishabalancebetweenimprovingcustomersatisfactionandavailableresources.,A1stepcoversfollowingtopics:EstablishperformancegoalsAssessshort-termandlong-termsigmaintermsofmeasurementbenefits(decreaseinCOPQ,increaseinrevenue)Determineimprovementdirectionbythegapanalysisbetweengoalandcurrentlevel,PathstoPerformanceGoals,Benchmarking-WhyBenchmark(1)?,Benchmarking-WhyBenchmark(2)?DevelopandImprovementStrategicGoalsEstablishactionableobjectivesProvidesenseofurgencyEncouragebreakthroughthinkingCreateabetterunderstandingofyourindustry,A2IdentifyPotentialCausesFindingmainindependentvariables,andmakingthelistY=f(X)ObjectMakelistofpotentialindependentvariablesforchangingWorkBreakdownOperatingWindow,ResponsibilityMatrix,I1IdentifyVitalFewInanalysisstep,potentialXswereidentifiedwithapossibleprioritizationastotheirimportanceincontrollingY.ImprovestepprovidestoolstoexploreanduncoverthevitalXsandhowmuchimpacteachXhasontheresponseY.OneofthemajortoolsusedforbothexplorationandconfirmationoftheeffectofXsontheYsisexperimentaldesign(DOE).Byexperimentallymanipulatingtheindependentvariables,DOEprovidesanefficientandeconomicalmeansforreachingvalidandrelevantconclusionsaboutaprocess.,TypesofExperimentalDesign,ScreeningFullfactorial2KfactorialFractionalfactorialOptimizationMulti-levelexperimentsCompositedesignResponsesurfacemethod,I2FormulateOptimumModelThevitalfewimportantXswereidentifiedandcharacterizedinI1.ThetoolsinI2followamethodologyforestablishinglevelsoftheseXsthatw