6SIGMA——黑带培训教材ppt课件

SixSigma,BlackBeltTraining,1,IntroductiontoSixsigma,ADataDrivenAnalysisandScientificApproachtoBusinessExcellence.用6西格马数据驱动和科学方法来达致营运卓越。6SIGMA,2,Topicsofdiscussion讨论课题,IntroductoryToSixSigmaBreakthroughImprovementStrategy.6Sigma突破性改善战略入门。Historyofsixsigma六西格马的发展历史LinkedstockperformancetothedeploymentofSixsigma-GE通用电气将六西格马与公司的效益联系在一起wheredoesindustrynormallystand?各行业的西格马值处于什么位置？HowSixSigmabeingcarriedoutanditsapplication!六西格马的展开及其运用！SixSigmadeployedthroughprojects.通过做项目推行六西马Keyelementsofawell-definedSixSigmaproject一个定义完善的六西格马项目是关键因素.,3,Topicsofdiscussion讨论课题,HowSixSigmahelpedustoachieveourobjective?六西格马怎样帮助我们实现既定目标?WhySixSigma?为什么是六西格马？Vision,philosophyandStrategy目标，理念和战略BreakthroughthinkingofSixSigmaistoreducevariation.六西格马的突破性思维是减少变异SixSigmasdefinition六西格马的定义Is99%goodenough?99%的合格率足够好吗？SixSigmasPerformanceTarget六西格马水平的绩效目标3sigmavs6sigmasprocess-Throughputyield3西格马vs6西格马过程-直通率Sigmasdefinition-PracticalmeaningvsMathdefinition西格马的定义-实际意义和数学意ThefocusofSixSigma六西格马的焦点,4,Topicsofdiscussion讨论课题,SomeSixSigmaTerminology六西格马术语Sixsigmaprocess-DMAICapproach六西格马过程-DMAIC进阶改善策略和方法DMAICimprovementstrategyistofindthevitalfewleverageKPIVs.DMAIC改善战略是为了找出少量的输入变量Datadrivenanalysis完全建立在数据之上的分析Theroleofmeasurements测量发挥着重要的作用DMAICphrasesandstatisticalToolskitDMAIC和统计工具defineMeasure定义测量阶段Analysis分析阶段Improve改善阶段Control控制阶段,5,Topicsofdiscussion讨论课题,SixSigmaSystemandDeployment六西格马系统和推广I.Deployment推广Sixsigmadeploymentprocess六西格马导入过程Someimportantdeploymentobservations导入过程中的重要发现II.RolesandResponsibilities六西格马的角色扮演Crossfunctionalrole跨功能角色Sixsigmarole六西格马角色Criticalmass关键群体（人数）IIISixsigmaDMAICtraining六西格马DMAIC培训PTARlearningprocessPTAR学习过程DMAICtrainingforBBandGBDMAIC黑带和绿带培训Trainingscommitment培训的承诺,6,Topicsofdiscussion讨论课题,Projectselection项目选择Projectselectionsapproaches-FlowDown/UpApproach项目选择方法-由下至上由上至上HarvestingthefruitsofSixSigma收获六西格马的成果ProjectAuthorization项目授权ThefocusofSixSigmaproject六西格马项目的焦点DifferencebetweenSixSigmaBreakthroughImprovementandISO/QSCertification-Customersexpectation六西格马突破性改善同ISO/QS认证之间的区别-客户满意度的区别SixsigmaBenefits六西格马的效益SixSigmaingeneral六西格马概要SixSigmaQuizforexecutives六西格马高层管理层的测验,7,“Theproblemswefacetodaycannotbesolvedatthesamelevelofthinkingwewereatwhenwecreatedthem.”“如果我们的思维能力还是停留在之前的层次上，那么我们今天所面对的问题就无法得到解决。”,AlbertEinstein阿尔伯特爱因斯坦,8,ThehistoryofSixSigma六西格马的发展历史,SixSigmafoundedby六西格马源于“摩托罗拉必须导入六西格马，因为我们在市场竞争中不断被外国公司击败，这些公司能够以更低的成本生产出质量更好的产品！”BobGalvin,9,摩托罗拉的经验1978，一日本企业收购了摩托罗拉的电视机制造业务1981年,摩托罗拉培训中心成立,定下了要在五年内达成十倍品质改善的目标,很可惜，各部门仍然保持各自衡量品质的公制.1987年，公司决心全面推广六西格马,定下了四年品质改善百倍的目标,统一了衡量公司品质的公制,如DPPM,DPMO和Sigma,当时现状为4Sigma.1988年,摩托罗拉公司赢得了美国全面优质管理奖(MalcolmBaldrige)后，6Sigma概念开始普及1992年，摩托罗拉，柯达，ABB,IBM和德州仪器开始了黑带培训和角色扮演19931995年，摩托罗拉聘请了四万新雇员，免去了面年40小时的品质培训，当时公司收入增长幅度为27%,品质水平为5.2Sigma,拥有60%的市场GeorgeFisher去了柯达1998年，摩托罗拉在移动电话的市场占有率只剩下34%,而年增长幅度只有5%.,10,JapanvsUSAinworldmarketshares日本和美国的世界市场占有率,USAJapan,20%,40%,60%,80%,80%,80%,100%,78798081828384858687888990919293,Semiconductors,Equipments,Computers,11,SixSigmaExpansion六西格马的发展,198792Motorola1990SixsigmaResearchInstituteConsortium199093TexasInstruments,IBM,Polaroid.1994AlliedSignal.1995GeneralElectric1996Intel,Citibank.199899NEC,Sony,Samsung,Fiat,Nokia.,SixSigmaisallaboutmakingmoney!六西格马是利润至上，获得高利润才是硬道理！,12,SixSigmasprovenTrackRecord,AnnualizedSavingsAlliedSignal$800millionGeneralElectric$1billionPolaroid$100millionTexasInstruments$360million,13,So,whatisasixsigmacompany?六西格马公司是怎样的？,Acompanydriventoachieveitsvisionbyfocusingoncustomers,peopleandprocesses.一家六西格马公司会把焦点放在客户，员工和过程上，持续朝着所定下的远景目标迈进Thethreeprincipalmethodsare:三种采用的主要方法是：,Customers,PeopleAndProcessesFocused,DMAICimprovementmethodology,DesignForSixSigma,BusinessProcessesManagement,14,SixSigmaPractitioners-GE六西格马的开拓者通用电气,“SixSigmaisthemostimportantinitiativeGEhasevertakenitspartofthegeneticcodeofoutfutureleadership”“六西格马是通用电气所有大型推广项目中最具重要意义的.它将成为公司现在和将来的管理模式，同样运用于公司未来的发展中”JackWelch,Ex-CEOforGE,15,SixSigmaPractitioners-GE六西格马的开拓者通用电气,SixSigmacompaniestendtodowellinmarketcapitalization.实施六西格马的公司在市场资本化方面将会做的更好AnalystmayraiseearningsexpectationifaSixSigmainitiativeismadepublic.公司对外宣布实施六西格马后，市场分析家调高利润预测,GeneralElectricsStockPerformance.通用电气的股票表现,16,Wheredoesindustrynormallystand?目前工业的正常水准在何处？,7,西格马程度,RestaurantBills,DoctorPrescriptionWriting,PayrollProcessing,Order,Write-up,JournalVouchers,WireTransfers,AirlineBaggageHandling,PurchasedMaterial,LotRejectRate,国内航线航空,死亡率,(0.43PPM),(with1.5shift),世界一流,一般公司,IRS-TaxAdvice,(phone-in),(140,000PPM),17,So,whereareyou?那么，贵公司处于哪个水平呢？,18,WhatisSixSigma?什么是六西格马？,SixSigmaisaCultureandLanguagecommonlyused.六西格马是一种文化和共同语言.Strategyfailwhenculturedoesntadapt!企业的文化如果不改变，就会导致战略的失败！,19,六西格马成败的因素,美国著名的管理学家，霍德盖茨先生曾出：.当战略和文化发生冲突时,文化恒胜;2.当企业文化与变革的精神不相容时,变革的努力将遭到失败.,20,WhatisSixSigma?是么是六西马？,突破性的方法Define定义Measure测量Analysis分析Improve改善Control控制,BreakthroughApproach!,21,CompletepictureofSixSigmaDMAICApproach?,P,DefineOpportunities(projectchart),MeasureSymptom/effect(Wherearewe),AnalysisProblem/Cause)(ScreenandfindTherootcause),ImprovePerformance(Solutions),ControlKPIVs(Sustainthegain),Sixsigmaprojectstargetedatcriticalaspectsofthebusinesswithopportunityforimprovementassignedtofull-timeBlackBelts,QFDProjectplanning/managementToolsCOQ,ProcessmappingSevenQCtoolsCauseandEffe.AnalysisBrainstormingFMEACapabilityanalysisMSACentrallimit,Multi-vari.analyHypothesisNormalityTestTestforEqualVariancesANOVANon-parametricCorrelationTestRegression,SPCPre-controlMethodAlternativeControlchartsErrorproofingVisualcontrolOrganizationLearning,FullfactorialCenterpointFactional-FactorialDesignBlockingTagaguchiDesi.MultipleLinearResponsesurfaceEVOP,Topmanagementsupport,sixsigmaInfrastructure,Financialengagement,Customer-focusedDatadrivenanalysis,Common6sigmametrics,CommitmentfromBB,Onesamelanguage,Completeculture/behavioralchange,MOC,22,六西格马DMAIC战略的概括图?,P,定义机会（项目章程),测量症状结果(目前状况),分析问题原因(根本原因）,改善绩效水平(解决方案),控制KPIVs(保持成果),六西格马项目以关键营运过程的改善机会为目标，由全职黑带实施,QFD项目策划和管理工具COQ,过程图QC七大工具因果关系分析头脑风暴FMEA过程能力分析测量系统分析MSA中央极限定理,多变量分析假设性试验正态检验均方差分析ANOVA非参数检验相关性分析回归分析,统计过程控制预先控制图其他控制图防错图象控制组织学习系统思考,全因子DOE中央点部分因子分析障碍田口设计线形分析反应表面分析EVOP,高层支持，西格马结构；财务参与;客户焦点数据驱动分析;6sigma量度,黑带承诺;奖励和承认;文化/行为改变共同语言;变革管理(MOC),23,ApplicationofSixSigma.六西格马的运用.,Istoreduce“defects”and.六西格马的运用就是减少缺陷，SixSigmaDefectisanythingblockingorinhibitingaprocessorservice.六西格马缺陷就是任何阻碍或抑制过程或服务圆满完成的事物Iforgotit(我忘记了）Illcorrectit(我会改正）Ittakestoolong(耗时太长）Ididntlikeit(我不愿意.)Weareoffschedule(我们延误了进度）Itwasawasteoftime(这是在浪费时间）Idonthavetheanswerforthat(我没有答案）Wearesorry,weareusuallybetterthanthat（抱歉，我们通常不是这么差）,24,Sixsigmaasabusinessstrategy六西格马做为一个营运战略,ThegoaloftheSixSigmabusinessstrategyistomakefewermistakesineveryaspectofourbusiness六西格马营运战略的目标就是使营运过程的每一个环节所犯的失误减至最小.frommanufacturingtodelivery从制造到出货frompayingsupplierstoinvoicingcustomers从供应商付款到与客户结帐fromhiringtoperformanceappraisals从员工招聘至其工作绩效评定fromtakingaphonecalltosettingatravelitinerary从电话预约到出差日程安排BasicallyALL!所有的环节！Asabusinessstrategy,SixSigmacanhelpacompanysecureacompetitiveedge.做为一个营运战略，六西格马可以使一个企业保持竞争优势！,25,HowdoesSixSigmamakethedifference?六西格马如何制造这些差别？,whySixSigma?为什么是六西格马，而不是其他工具？Vision远景Philosophy理念Vehiclefor的工具customerfocus关注客户breakthroughimprovement突破性改善continuousimprovement持续改善peopleinvolvement全民参与Aggressivegoal进取的目标Metrics(standardmeasurement)公制（测量标准）Method方法,26,Askyourself.arethisthekeyobjectivesofyourcompany?这些是贵公司的主要目标吗？,Improvetimetomarketforallproducts提高所有产品占领时常的时间Leadtheindustryinkeytechnology行业领先，技术领先Createworld-classmanufacturingprocesses世界级的制造过程Developstrategicsupplierrelationships与供应商发展战略合作伙伴关系Providebest-in-classproductsandprocessquality制造质量一流的产品Becomeanemployerofchoice成为员工首选的公司,27,Whatarewedoingtoachievethoseobjectives?如何实现这些目标？,SixSigma(DMAICandDFSS)LeanManufacturing精益制造SupplyChainManagement供应链管理CustomerRelationshipManagement发展客户战略伙伴关系BalanceScorecard平衡积分卡Manyothers其他,28,WhyarewepursuingSixSigma?为什么追求六西格马？,Werecognizetheneedforanimprovedqualitymanagementsystemand.我们迫切需要一个最好的品质管理系统.Therearevariousbut.SixSigmaisthebest!(updated,complete,comprehensive,structured,systematic,quantifiableandscientificapproach)我们有很多选择，但六西格马可算是最先进，完整，完善，组织化，系统化，量化的科学方法,29,6SigmaVision六西格马远景,ThevisionofSixSigmaistodelightcustomersbydeliveringworld-classqualityproductsthroughtheachievementofsixsigmalevelsofperformanceineverythingwedo.六西格马远景就是在每一件事中，在每一层次都达到六西何马水准，为客户提供世界级品质水平的产品，从而最大限度地满足客户的要求,vision,30,MeasureEverythingThatResultsInCustomerSatisfaction对所有影响客户满意度的因素进行测量,31,Thecustomersupplierinteraction客户与供应商的相互关系,Aboveinteractionisthefamous“NeedDoInteraction”!上面的关系就称为“需要和做的关系”！,Customer,Quality,Delivery,Price,Defects,Cycletime,Cost,Supplier,32,Askingthecustomer:KanoModel客户需求：Kano模式,IthelpsemployeessetprioritiesDontworkonDelightersuntilMustBesareinplaceIthelpsyouavoidthetrapofthinkingthat“nocomplaintsmeanscustomersatisfaction!”,Delight,Delight,Neutral,Dissatisfied,Mustbe,Mustbe,Moreisbetter,Delighters,Absent,Fulfilled,-Dr.NoritakiKano,33,ExampleofKanoModel:buyingacar,Whathappensifthe“mustbes”areabsentbutyouhavethe“delighters”andthe“more”isbetter?,Delight,Delight,Neutral,Dissatisfied,Mustbe,Moreisbetter,Delighters,Absent,Fulfilled,GasMileageLuggagespace,4wheelsWorkingengine,LeatherseatsAlloywheelsMetallicpaint,34,Aloyalcustomer忠实的客户,LoyalCustomerIsonewhoratesa5inAllthreeareas.,CustomerwillRepurchasefromYourorganization,CustomerperceivesValuerelativetothecompetition,CustomerwillRecommendedTheproduct,35,SixSigmaPhilosophy六西格马理念,ThePhilosophyofSixSigmaistoapplyastructured,systematicapproachtoachievebreakthroughimprovementacrossallareasofourbusiness.六西格马理念是透过应用有结构，系统的方法，使营运过程中所有的环节都达到突破性的改善,Philosophy,36,whatsthestrategy:战略含义,knowwhatsimportanttothecustomer了解客户重视的地方（CTxs)Reducedefects减少缺陷Centeraroundthetarget以目标为中心Reducevariation减少变异,strategy,37,variationisevil!变异是魔鬼,Traditionalview:“Goalpost”Taguchiview:VariationistheMentalityenemy,LSL,LSL,USL,USL,任何落在规格尺寸之外的产品，意味着质量的损失,任何偏差均对社会造成损失,38,QualityConcept品质概念,Qualitymeansconformancetorequirements.品质意味着符合要求。Qualityimprovementmeansminimumvariabilityfromthetarget.品质改善意味着把目标的变异减至最低。SoattainingcertificationlikeISO/QSvssixsigmacanbeunderstoodasmaintainingqualityconformancevsachievingbreakthroughimprovement.Goal:Processcenteringandvariationreduction目标：过程置中和减少变异,39,TheSigmaStrategy西格马战略,Characterize(define,measurephase)特征描述（定义，测量阶段）Optimize(analysis,improvementphase)优化（分析，改善阶段）Sustainandbreakthrough(controlphase,whatsnext?DFSSM,Leanor.)保持和突破（控制阶段，下一步，6西格马设计，精益生产或.),40,BreakthroughStrategy突破性战略,41,改善的速度是最大的区别！,Speed,isthedifference!,42,WhyImplementSixSigmanow?为什么现在是实施六西格马的最佳时机？,“Nothingnew”“无新东西”Mostofthetoolshavebeenaroundfordecades大部分工具已出现了几十年Neglectedduetodifficultyanddiscipline由于难度大和条文多而被忽视But但是World-widecompetitionandglobalization世界范围内的竞争和全球化Makeneglectdangeroustousandlostofopportunities使忽略变得危险并失去了很多机会Computingresources电脑资源Makesapplicationpossible是应用变成可能,43,hatisSigma?什么是西格马（）,例如：假设生产过程中其中一个工序是将金属却割成每个长度为10mm的产品当我们完成100个产品后，测量每个产品的长度，并将测量结果用直方图的形式表达，我们将会得到下列结果：平均值,10,11,=,x,N,=9.8,44,hatisSigma?什么是西格马（）,标准差值,10,11,=,(x),N-1,=0.327,2,45,BeforecalculatingSigmaqualitylevel,youneedtounderstand,Probabilityforthewholeareaunderthecure=1ie.Yield+DefectlowerthanLSL+DefectivehigherthanUSL=1.,Defectiverate,Yield,Defectiverate,ZLSL,Target,Mean,ZUSL,46,e-Application:ZTransform(usingExcelfunction,ReturnsaZ(normalized)fromadistributioncharacterizedbymeanandstandarddeviation.Standardize(x,mean,standard_dev)=ZExample:STANDIZE(42,40,15)=1.333333Returnsthestandardnormalcumulativedistributionfunction.NORMASDIST(z)=ProbabilityExample:NORMSDIS(1.333333)=0.908789ReturnstheinverseofthestandardnormalcumulativedistributionNORMSINV(probability)=ZExample:NORMSINV(0.908789)=1.3333,47,WhatisSixSigma?什么是六西格马?,标准差()-曲线形状,数量,长度,0.32,将标准差降至最低，最好是0,0.43,相对来讲，将平均值（）调整至接近目标值较为容易，我们最大的挑战是降低标准差（）,48,WhatisSixSigma?什么是六西格马?,如果产品规格是：100.5mm,划线部分便是不合格产品如果过程平均值是9.8mm,偏离了目标值10.0mm),不符合规格的产品就会增加,10.0,LSL,USL,不合格产品,不合格产品,10.0,LSL,USL,不合格产品,不合格产品,10.0,9.8,49,WhatisSixSigma?什么是六西格马?,如果标准偏差值增加，不符合规格产品数量就会增加如果标准偏差值减少，不符合规格产品数量便会减少,10.0,LSL,USL,不合格产品,不合格产品,10.0,LSL,USL,不合格产品,不合格产品,10.0,50,SixSigmaConcept六西格马概念,A3Sigmaprocessbecause3standarddeviationsfitbetweentargetandSpec.,Target,CustomerSpec.,Before,3,After,6,CustomerSpec.,Target,1,2,3,Nodefect,6.6%Defects,1,2,3,4,5,6,51,Whatdoesa6sigmaprocesslooklike?6西格马水准的过程是什么样的？,VariationisEnemy变异是我们的敌人Defectreductionisourfocus降低产品缺陷是我们的目标,AveragedeviationfromMean,1,T,USL,123456,52,WhatisSixSigma?什么是六西格马?,Standarddeviationisameasureofspreadoftheprocessoutput;measureddistanceordeviationofeachvaluefromtheaverage.标准差是量度过程输出的分布宽度；量度每个数值与平均数之间的距离或偏差,Asageneralrule,itmakesalittleDifferenceifNorn-1isusedWhenevern/=30.一般而言,若N或n-1在n/=30的情况下,这只有很少的分别.,53,WhatisSixSigma?什么是六西格马?,computationof%defectivesusingaverageandstandardDeviation.运用平均数及标准差计算次品的%。Zvalueandareaunderthenormalcurve值及正态曲线以下的面积,必须知道：平均值(xbar)标准差(s)USL及LSL,54,Sigmaisastatisticalunitofmeasurethatreflectsprocesscapability.Thesigmascaleoffmeasureisperfectlycorrelatedtosuchcharacteristicsasdefects-per-unit,parts-per-milliondefective,andtheprobabilityoffailure/error.西格马是一个用于度量影响过程能力的统计学单位。Sigma的量度制与单位次品，PPM次品及失败的机会率有相互关系,PPM,过程能力,百万分之缺陷率,6SigmaAggressiveGoal战略目标,55,3Sigma,6Sigma,5Sigma,4Sigma,93.32%,99.379%,99.9767%,99.99966%,历史记录,目前水准,中间水准,长期目标,西格马,标准,长期目标,六西格马性能目标,56,3SigmaProcessVs6SigmaProcess西格马和西格马过程,93.32%93.32%93.32%最终产量FinalYield=8.9%.932x.932x.932x.Xxx.932=0.089Fora35-stepprocess,93.32%capabilityina3-sigmaqualitysystemwith1.5sigmameanshiftfromthetargethasafinalyieldof8.9%.一个有35个步骤的过程，93.32能力在3-Sigma品质系统内,其中1.5Sigma平均值偏离目标值,并有着8.9%的最终产量.,步骤,步骤,步骤,步骤,57,3SigmaProcessVs6SigmaProcess西格马和西格马过程,最终产量FinalYield99.988%99.99966%99.99966%99.99966%Fora35-stepprocess,99.99966%capabilityina6-sigmaqualitysystemwith1.5sigmameanshiftfromthetargethasafinalyieldof99.988%.一个有35个步骤的过程，99.99966能力在6-Sigma品质系统内,其中1.5Sigma平均值偏离目标值,并有着99.988%的最终产量.,步骤,步骤,步骤,步骤,58,SixSigma-PracticalMeaning实践意义,99%Good(3.8Sigma)99.99966%Good(6Sigma)20,000lostofarticleofmailperhourSevenarticlelostperhour每小时遗失的邮件数量20,000起每小时遗失的邮件数量7起Unsafedrinkingwaterforalmost15minutesoneunsafeminuteeverysevenmothsEachday每天15分钟不安全饮用水每7个月1分钟不安全饮用水5,000incorrectsurgicaloperationperweek1.7incorrectoperationperweek每周5,000例不正确的外科手术每周1.7例不正确的外科手术TwoshortorlonglandingsatmostmajorOneshortorlonglandingeveryfiveAirportseachday每天两起不正确的飞机降落每5年中一起不正确的飞机降落200,000wrongdrugprescriptionseachyear68wrongprescriptionperyear每年200,000起错误的处方每年68起错误的处方,6,6,6,6,6,59,UnderstandingSixSigmaAsaWhole将西格马看作一个整体,.threetofoursigmacompaniescanproducesixsigmaproductsthroughenormousamountofrework.3到4个Sigma水平的公司想要生产出6Sigma水平的的产品其实可以通过大量的返修就可以做到.SixSigmaisaperformancetargetthatappliestoindividualCTx,nottothetotalproduct.六西个马是每个影响客户满意度变量的绩效目标，而不是整个产品的绩效目标,Airlinesafety:6sigmaBaggagehandling:3.5sigmaJetengine:10,000DPPM,60,Togetresults,shouldwefocusourbehaviorontheYorX?为获得结果,我们应关注Y或者X?,YDependent附属Output输出Effect结果Symptom现象Monitor监测,X1.XNIndependent独立Input-Process输入-过程Cause原因Problem问题Control控制,IfwearesogoodatX,whydoweconstantlytestandinspectY?如果我们很好地控制了X，为什么我们要持续测试和检查Y.,f(X),Y=,FocusonXratherthanY,asdonehistorically关注X而不是Y,象以往一般,TheFocusontheProcess西格马焦点,KPIV,KPOV,61,WhatToDoWiththeVitalFew?如何利用关键输入变量?,Process,KPIV,KPIV,KPIV,KPOV,CTQ,VitalFew,“Correct”,(In-Spec.),Defect-,Free!,KPIV,ControlControlControl-Inputs,StatisticallyprovenrelationshipsdeterminedbetweenLeveragekeyProcessInputsandKeyprocessOutputsVariable从统计上验证输入与输出的关系,ManagetheINPUTSandgoodOUTPUTwillfollow!管理好输入自然就会获得良好的输出!,62,Question?问题,:标准偏差：均值COPQ：不良质量成本D-M-A-I-CProcessY=f(x)etcandetc(weshouldfocusonXs!),63,SixSigma关键术语和概念,1基本关系式f(x)2对.重要CTs(Quality,Cost,Delivery)=satisfaction3关键输入/输出变量KPIVs&KPOVs4长期/短期绩效long-/shorttermperformance(shift,drift)5潜在最佳值Entitlement6单元缺陷率DPU7机会opportunities(SuccessVsDefect)8百万机会缺陷DPPM9隐蔽工厂Hiddenfactory10直通合格率RolledThroughputYield,64,1.基本关系：=f(x),Y=f(x),YDependent附属Output输出Effect结果Symptom现象Monitor监测,X1.XNIndependent独立Input-Process输入-过程Cause原因Problem问题Control控制,ManagetheINPUTSandgoodOUTPUTwillfollow!管理好输入自然就会获得良好的输出!,65,2.CTx对重要,我们过程的输出或努力的付出可用主要影响的领域来分类：它们通常是从用户的观点归纳出来，但是总是有一个对应的内在必然结果,InternalView,CustomerView,缺陷利润周期时间,质量成本交货期,66,3.关键过程输入和输出KPIVs&KPOVs,KPOV=KeyProcessOutputVariable一些对过程成功或用户满意最为重要的的输出变量KPIV=KeyProcessInputVariable一些对过程重要的输出有显著影响的输入变量,Inputs,Outputs,材料控制设备要求,衡量的结果显示了过程是否成功,过程：一组输入的组合，可获得一期望的输出结果,67,4.长期和短期绩效,Drift:这种变化是由短期过程中心开始逐渐偏移，这种变化可能是由温度的改变，模具的磨损，污染的堆积，反应物的衰减等因素引起的,Shift:这种变化在某个时间点上突然由一侧变化到另一侧，工业企业中，这种变化通常是由原材料批号变化，设备的切换，或输入参数有意识地变化等引起的,68,5.潜在最佳值,潜在最佳值Entitlement:过程运行时间周期内，过程处于最佳性态时的能力，换言之，在现有条件下过程所具有的最佳运性能力,69,Scrap,Rework,HiddenFactory,NOTOK,Operation,Inputs,Inspect,FinalYield,OK,HiddenFactory隐蔽工厂,隐蔽工厂,70,10.传统合格率,1.在检查点s2发现2个缺陷（不合格品）2.在检查点S5发现1个缺陷（返工）3.在检查点S7发现5个缺陷（清洁）,S1,S2,S3,S4,S6,S5,S7,S8,CTQ,CTQ,CTQ,100,95,缺陷：不合格品2个,缺陷：返工1个,缺陷：清洁5个,缺陷5个,这些都被隐蔽工厂消化掉了,在过程结束出检查发现5个产品不合格，因此传统合格率为95/100=95%,71,DMAICRoadmapDMAIC流程,ProcessImprovementProcessRedesign过程改善过程再设计IdentifytheproblemIdentifyspecificorbroadproblem确定问题识别特殊的或常见的问题点DefinerequirementsDefinegoal/changevision确定要求定立目标/改变观点SetgoalClarifyscopeandcustomerrequirementValidateproblem/processMeasureperformancetorequirements确认问题/过程针对要求测量绩效Refineproblem/goalGatherprocessefficiencydata细化问题/目标收集过程效率数据DevelopcausalhypothesisIdentifybestpractice确定最优方法作出对原因的假设Assessprocessdesign评定过程设计Validatehypothesisvalue/nonvalueadding增值/非验证假设bottlenecks,disconnects瓶颈中断alternativepaths其他路径,Define定义,Measure测量,Analysis分析,72,DMAICRoadmapDMAIC流程,ProcessImprovementProcessRedesign过程改善过程再设计DevelopideastoremoverootDesig