6SIGMA工具 ProjectScope.ppt

ProjectScopingandManagementTools,天马行空官方博客：,Pg2,ModuleObjectives,TreeDiagramsAffinityDiagramsSIPOCDiagramsFishboneDiagrams,DiscusstheimportanceofproperscopingIntroduceBrainstormingandDataOrganizingTools,ForceFieldDiagramsParetoAnalysisMatrixDiagrams,天马行空官方博客：,Pg3,ConsequencesofPoorScoping,TooBroad:IncludemanyprojectsleadingtopoorfocusTakestoolongatimeRequiresmanydisciplinesintheteamOther?TooNarrow:WillnotreturnenoughtobeworthwhileMaynotsolveenoughoftheidentifiedproblemOther?,Pg4,FromtheBoardroomtotheAction,ScopingshouldstartwithorganizationalgoalsWhatissuesshouldhave“resources”allocatedtothem?Whatissueswilltheorganizationsupport?Next,identifyoutputsrelatingtothegoalsWidget,Materials,Service,InformationNext,identifyprocessescreatingtheoutputsFinally,identifyissuesrelatingtoprocessperformance,Pg5,ScopingTools:TreeDiagrams,TreeDiagramsAffinityDiagramsSIPOCDiagramsFishboneDiagramsForceFieldDiagramsParetoAnalysisMatrixDiagrams,Pg6,TreeDiagrams,Atreediagramisaversatileandvisualtoolorganizingideasinatree-likediagram.ThemainissueisrepresentedbythetreesmaintrunkRelatedfactors,influences,and/oroutcomesarerepresentedbyasystemofbranchesItcanbeusedtoidentifyandorganizealloftheevents,processes,and/orbarriersthatareinvolvedinachievinganobjective.It“breaksdown”orstratifiesideasinprogressivelygreaterdetail.,Pg7,TreeDiagrams:StepsforConstruction,IdentifythemainobjectivetobeachievedAssembleateamof“experts”MakesureeveryoneagreestotheobjectiveIdentifythemainfactorsinvolvedinmeetingtheobjectiveTasks,Outputs,Departments,FunctionsForeach“branch”continuetobreakdownfactorsuntilspecificprocessesandproductsareidentifiedthatcanbemanagedbyaSixSigmateam,Pg8,TreeDiagram:Anexample,MainObjective:,ReduceCost,Materials,Marketing,Admin,Mfg,Shipping,Finance,HR,Literature,PlantB,PlantC,PlantA,Whatotherfeaturesmightbeusedforbranches?,Pg9,ScopingTools:AffinityDiagram,TreeDiagramsAffinityDiagramsSIPOCDiagramsFishboneDiagramsForceFieldDiagramsParetoAnalysisMatrixDiagrams,Pg10,TheAffinityDiagramisatoolforfreelygeneratingideasregardingproblems.ThecollectedideasarewrittenonCardsorStickyNotes,linedupandorganizedtoshowmutualorexclusiverelationships,i.e.their“Affinity”,AFFINITYDIAGRAMS,AffinityDiagramAnalysisisapowerfulDefinePhaseTool,Pg11,ADVANTAGESOFAFFINITYDIAGRAMS,AddsstructuretolargeorcomplicatedtransactionalproblemsBreaksdownacomplicatedissueintoeasy-to-understandcategoriesProvidespeopletheopportunitytoexpressopinionsastothenatureoftheproblemGainsagreementonanissueorsituationImprovesworkingrelationsbetweengroupswhichhavedifferingopinionsastothenatureoftheproblem,Pg12,StatetheProblemtobeworkedonGenerateideasabouttheprobleminquestion,writingthemdownonCardsorStickyNotesArrangetheCardsorStickyNotesintorelatedgroupsCreateatitleorheadingforeachgroup,CONSTRUCTINGTHEAFFINITYDIAGRAM,Thistoolisusedtoclarifytheproblem,notgeneratesolutions,Pg13,IDEASABOUTTHEPROBLEM,5approvalsarerequiredatleastTakesaminimumof5workingdaysNon-approvedagentsinvolvedNon-approvedAirlinesused,$300,000overbudgetlasthalfDoesntallowflexibilityforshortnoticeRequiresovernightstaysforlowcost,buthighinconvenience,BothEmployeesandtheCompanyareunhappyaboutourtravelauthorizationprocess,WhydoIhavetoflyUnitedHavenevergottenanupgradePolicyofcarhireofcompactsnotalwaysbestTravelstaffavailableonlyduringbusinesshours,Pg14,EXAMPLEAFFINITYGROUPINGS,BothEmployeesandtheCompanyareunhappyaboutourtravelauthorizationprocess,Policy,Staffing,Customers,Costs,$300,000overbudgetlasthalf,Doesntallowflexibilityforshortnotice,Requiresovernightstaysforlowcost,buthighinconvenience,Travelstaffavailableonlyduringbusinesshours,?,Pg15,ACTIVITY,Chooseeitherofthefollowingproblemstatements,anddevelopanaffinitydiagramtoclarifytheproblem,NewproductsaregettingtoMarketaftersimilarofferingsbythecompetition,Thefirstyearemployeeturnoverrateishigh,or,Pg16,ScopingTools:SipocDiagrams,TreeDiagramsAffinityDiagramsSIPOCDiagramsFishboneDiagramsForceFieldDiagramsParetoAnalysisMatrixDiagrams,Pg17,SIPOC:AMacroProcessReview,Displaysacross-functionalsetofactivitiesinasingle,simplediagramUsesaframeworkapplicabletoprocessesofallsizesHelpsmaintaina“bigpicture”perspective,towhichadditionaldetailcanbeadded,Pg18,WhatdoestheSIPOCmodelconnect?,Thepersonorgroupprovidingkeyinformation,material,orotherresources,Theitem(s)provided,Thesetofactivitesthattransformsinputs,Thefinalproductoftheprocess,Theperson,group,orprocessreceivingtheoutput(s),Pg19,SIPOC:GuidesforConstruction,BeginwiththeprocessmapMapfourtotensequentialhigh-levelactivitiesIdentifytheoutputsoftheprocessIdentifythecustomersoftheoutputsIdentifytheinputsrequiredbytheprocessIdentifythesuppliersoftheinputs,Pg20,ProcessDescription:GuidesforConstruction,DiagrammingtheprocessDeterminewheretheprocessbeginsandendsForamacroview,generateasimpleblockdiagram,witheachblockrepresentingmajoractivitiesLimitthemodelto4to10blocks,Pg21,AnnualBudgetingExample:ProcessDescription,Whatmajoractivitiesarepartofthebudgetingprocess?,Pg22,Outputs&Customers:GuidesforConstruction,OutputsandCustomersDeterminewhatkey:Widgets,Materials,Service,Information,areprovidedbytheprocessDeterminewhoreceivestheoutputs,Pg23,AnnualBudgetingExample:Outputs&Customers,Whatarethekeyoutputs?WidgetsMaterialsServiceInformationWhoreceivestheoutputs?,Pg24,Suppliers&Inputs:GuidesforConstruction,SuppliersandInputsDeterminewheretheanalysiswillstartDeterminewhatkeymaterials,information,orproductsareprovidedtotheprocessDeterminewhichoftheseareabsolutelyessentialtotheprocessDeterminewhichoftheseareactuallyconsumedaspartofthetransformationDeterminewhoprovidestheinputs,Pg25,Suppliers&InputsExample:AnnualBudgeting,Whatkeywidgets,materials,service,orinformation,areprovidedtotheprocess?Whichoftheseareabsolutelyessentialtotheprocess?WhichoftheseareactuallyconsumedaspartofthetransformationWhoprovidestheinputs,Suppliers,Inputs,Process,Customers,Requirements,Step1:,Outputs,Step2:,Step3:,Step4:,SeeBelow,Step5:,ATemplateforSIPOC,Pg27,ScopingTools:FishboneDiagrams,TreeDiagramsAffinityDiagramsSIPOCDiagramsFishboneDiagramsForceFieldDiagramsParetoAnalysisMatrixDiagrams,Pg28,FishboneDiagrams,Fishbonediagram:Amethodofsystematicallyidentifyingallofthepotentialcausesthatmaybecontributingtoaproblem(effect).Methodforconstructionofafishbonediagram:Statetheproblem,placeitinaboxontherightside.Drawahorizontalarrowtotheproblembox.Writethetraditionalmaincategoriesoffactors*orsuspectedcategoriesaboveandbelowtheline.Connectthemtothemainline.Withineachofthemaincategories,brainstormandlistallofthedetailedfactorsthatmaybecausingtheproblem.Furtherrefining:listalloftheinputsineachofthedetailedfactors.*6ms-man,machine,method,measurement,materials,mothernature(environment),Adetailedprocessmapistheprimaryinputtothefishbone.,Pg29,StartWithaKeyObjective,Refertoamacro-mapfromanexpenseaccountingexampleAkeyissuefortheorganizationhereischronicrevisionofdepartmentalexpensereports,Pg30,FishboneDiagramsinMinitab,OpenMinitab.SelectSTATQualityToolsCause-and-Effect,Fishboneexample.mtw,Pg31,FishboneDiagramsinMinitab,EnterthecolumnheadingsinsixcolumnsintheMinitabworksheet.EnterCausesundertheappropriateheading.,Pg32,CorrectingExpenseAccountPosting,CreateasimplefishbonefromtheExpensemacro-processmap.,Pg33,Exercise,IdentifyaprocessConstructafishbonediagramHighlightanoutputfromVAstepIDqualityattributeandnonconformanceRememberthe6Ms.ShowtheMinitabdiagram.WorkingroupsBepreparedtopresentinclass.,Pg34,ScopingTools:ForceFieldAnalysis,TreeDiagramsAffinityDiagramsSIPOCDiagramsFishboneDiagramsForceFieldDiagramsParetoAnalysisMatrixDiagrams,Pg35,DiscoveringBarriersandEnablers,ForceFieldAnalysis(FFA)isamethodborrowedfromaMechanicalEngineeringtechniqueknownasFree-BodyDiagrammingFFAisusedtoidentifyalltheforcessurroundingandactingonabodyTheobjectiveistoascertaintheforcesleadingtoanequilibriumstateGeneratesachartortableforfurtheranalysisorpresentationWithFFA,“EQUILIBRIUM”canbe:adesiredgoalthestatus-quo,Pg36,StepsforcreatingaFFA,DetermineagoalAssembleateamofexpertsUseyourfavoritebrainstormingtechniquetoidentify:Barriers:whatkeepstheprocessfrommeetingthegoalEnablers:whatispushingtheprocesstowardthegoalCreateaforce-fielddiagramortablelistingthebarriersandenablers,Pg37,Example,Goal:ReduceNewProductIntroductionTime,Enablers,Barriers,Pg38,ScopingTools:ParetoAnalysis,TreeDiagramsAffinityDiagramsSIPOCDiagramsFishboneDiagramsForceFieldDiagramsParetoAnalysisMatrixDiagrams,Pg39,WhatistheParetoPrinciple?,TheParetoPrinciplestatesthatpopulationcategoricalfactorssignificantlyimpacteventsifamajority(80%)oftheeventsareidentifiedwithasmallnumber(20%)ofthefactorlevels(categories).Populationcategoricalfactors:DepartmentShiftDefectTypeFacilityProcessingline,Pg40,WhatistheParetoPrinciple?,Forexample:AtrackingdocumentisprocessedbysixdepartmentstheoccurrenceofdefectsisuniformacrossalldepartmentsConclusionaccordingtotheParetoPrinciple:departmentasafactordoesnotimpactquality.Billingerrorsaretrackedusingeight(8)defecttypesHistorically,75%ofallbillingerrorsareidentifiedwithtwo(2)ofthetypesConclusionaccordingtotheParetoPrinciple:Thisresultvalidatesthedefectcategorization,Pg41,WhatisParetoAnalysis?,ParetoAnalysisTallysdata,countorcost,byfactorlevel(category)SortsthecategoriesindecreasingorderDepictstheresultwithabarchart,Pg42,Example:AccountsPayable,Anorganizationhasagoalofpayingallexpenseswithin15daysofdelivery.AchronicnumberoflatepaymentspersistsDatahasbeencollectedforanalysis,Pareto.mtw,Pg43,Example:AccountsPayable,GenerateParetoAnalysisUsingMinitab:StatQualityToolsParetoChart,Pareto.mtw,PerformParetoAnalysisforallfactors,Pg44,Example:AccountsPayable,GenerateParetoAnalysisUsingMinitab:,Pareto.mtw,Pg45,Applications:,ParetoAnalysiscanbeusedto,Pg46,Exercise,Analyzecomplaintsat:PizarrosPizzainaCupRestaurantWhatcharacteristicsareimportant?Howwouldyouprioritizeactivity?,PizzaCup.mtw,Pg47,ScopingTools:MatrixDiagram,TreeDiagramsAffinityDiagramsSIPOCDiagramsFishboneDiagramsForceFieldDiagramsParetoAnalysisMatrixDiagrams,Pg48,MATRIXDIAGR