Six Sigma 12 Steps (六西格玛的12个步骤)ppt课件

1、MethodologyOverview.Phase II: Process MeasurementPhase III: Process AnalysisPhase IV: Process ImprovementPhase V: Process ControlSix Sigma PhasesPhase I: Process DefinitionMAICD.SUPPLIERProcess Step 1Processstep 2CUSTOMERProcessstep 3RECORDDEFECTSRECORD DEFECTSRECORD DEFECTSRECORDDEFECTSRECORDDEFECT

2、SMEASURECONTROLIMPROVEANALYZECONTINUOUS IMPROVEMENT MODELPROCEDURETIMEGOALTREND CHARTACTION PLANACTIONNAMEDATEVital Few IdentificationContinuous ImprovementThe following visual illustrates how the system can workDEFINE.Six Sigma Breakthrough Steps DefineMeasureAnalyzeImproveControlStep 1 - Select Ou

3、tput Characteristic - Identify Process Input/Output VariablesStep 2 - Define Performance StandardsStep 3 - Validate Measurement SystemStep 4 - Establish Process CapabilityStep 5 - Define Performance ObjectivesStep 6 - Identify Variation SourcesStep 7 - Screen Potential CausesStep 8 - Discover Variab

4、le RelationshipsStep 9 - Establish Operating TolerancesStep 10 - Validate Measurement SystemStep 11 - Determine Process CapabilityStep 12 - Implement Process Controls.Six Sigma MethodologyStep 1- Define PhaseYou have to have a reason to do a project and that reason should be something that is bother

5、ing a customer.If you cant identify what is important to work on, dont work on anything.If you cant put a name on it you cant do it.If you cant define the units of measure - be careful! You will end up having to:Define the units of measure and create a measuring system for the issue at the beginning

6、 of your project.Step 2 - Measure PhaseIf you dont know what makes something good or bad, how can you measure the problem in terms of defects (DPMO)?If the definition of what makes a defect (the specification) is not in the same units of measure as the selected Y from step 1, you have the wrong spec

7、.The definition needs to be crystal clear and briefSelect the Output Characteristic (the “Y)What is the problem? What is a defect?Define the Performance Standard of the “YWhat is the specification or level of performancerequired by the customer?.Six Sigma MethodologyStep 3 - Measure PhaseIf you cant

8、 measure something, how do you know where you are, where you have been, or where you are going?If your measurement system is incapable, STOP and FIX IT before proceeding. Note: Measurement System Analysis (MSA) must be done on any and all defects you wish to count (watch out if you have a visual ins

9、pection of 6 characteristics)Step 4 - Measure PhaseI know what I want to fix (step1), what defines it as good or bad (step 2), and I can accurately measure it (step 3) so:Now I can say how my process is performing in terms of long and short term Z and DPMO which is my baseline defect rate. I know ca

10、n improve from here.Validate the Measurement SystemCan we accurately and consistently measure the Y? Can you trust your data?Establish Process CapabilityWhat is our defect rate today?.Six Sigma MethodologyStep 5 - Measure PhaseWhere do I want to be at the end of my project? There should be a stretch

11、 goal with logic behind its selection.The objective should make it clear to all at what point the project will be considered complete and successful.Step 6 - Analyze PhaseDefine Performance ObjectivesGiven the current defect rate, howmuch should we expect to improve?Identify Variation Sources ( “Xs)

12、What are some potential causes of the defect?List all potential inputs (KPIV, X) that could affect my output (KPOV,Y).This is filling the top of the funnel. Some tools include fishbone, C&E matrix, Failure Modes and Effects Analysis (FMEA), detailed process maps.Think outside the box - if you fix it

13、 the same way you did last year, you will have the same problem you have now.Six Sigma MethodologyStep 7- Analyze PhaseStep 8 - Improve PhaseScreen Potential CausesCan I figure out which of the potential causes areactually affecting my defect rate using statistical tests? Screening is done using Gra

14、phical Tools and Hypothesis Tests to identify and prove which are the vital Xs.This is the middle of the funnel for projects with variable relationships between Xs For some simpler projects where there are no variable relationships between my Xs (or I have only 1 X) this is also step 8 the bottom of

15、 the funnel, the final vital Xs Discover Variable RelationshipsNow that I know which ones actually cause the defect, how should they be set so they produce the least amount of defects?Evaluate if any of my vital Xs are affected by other Vital Xs. This is primarily done through the use of Design of E

16、xperiment (DOE) for moderate to complex projects. DOE is an experimental process that determines the impact of multiple inputs on a selected output. This leads to the bottom of the funnel, I know which Xs affect my Y and how they affect each other.Transactional - use OFAT approach.Six Sigma Methodol

17、ogyStep 9 - Improve PhaseStep 10 - Improve PhaseI know which Xs are important. What range of settings can I use to make good product?In the case of a variable X (e.g. PSI on an air feed), I have to provide a setting tolerance.Establish Operating TolerancesCan I establish a tolerance for my inputs th

18、at will still yield a low defect rate to leave myself some flexibility and facilitate control?Validate Measurement SystemNow that I have improved, can I still measure the defect or the causes going forward?In the case of a variable X (e.g. PSI on an air feed), I need to validate that it can be measu

19、red (a vital X MSA).Also, I might have improved my Y so much that I can no longer “read my process, and may have to improve my gage system to truly measure where my improvements have brought me.Six Sigma MethodologyStep 11 - Improve PhaseStep 12 - Control PhaseDetermine Process CapabilityWhat is the

20、 defect rate now that Ihave implemented the improvements?This measures the capability of controlling my Xs where I have set them.This is also the time when we determine formal results by comparing a new capability analysis with the baseline capability analysis (step 4) and our goals (step 5).Impleme

21、nt Process Controls How do we make sure it stays fixed?The Xs you have determined as vital, their settings, and other actions you have taken to make the improvement must be:Nailed downSet in concreteFully implemented (NOT just agreed to)Put into a rigorous audit scheduleBEFORE you can say a project

22、is closed!.Advanced Tools YIELD Accelerated ResultsFive Phases and Key ToolsControl PlanSPCMistake ProofingAutomated Control$MeasureAnalyzeImproveControlMetricsGage StudiesCapabilityProcess MapC & E MatrixFMEAMulti-VariHypothesis TestingANOVAVariation Tree DOE:Full Factorials2K FactorialsFractional

23、FactorialsDefineOutput CharacteristicsOutput Variables.六西格玛的12 个步骤1选择输出特性2定义绩效规范3确定量测系统4确定消费才干5定义绩效目的6定义变化来源7挑选能够要素8开掘变量之间的关联9定义操作公差10验证量测系统11验证过程消费才干12执行过程控制.步骤 1- 选择输出特性他的每一个工程都应有一个开场的理由，这个理由应该是令他的客户感到不方便的事情。假设他不可以找出有什么重要的事情，那就什么也不要做。假设他不能给工程一个执行的理由，那就不要执行它假设他的工程没有一套绩效评价的根据，或是在工程完成时他无法衡量完成的好坏，那他应在

24、工程开场时就建立一套绩效评价的规范。.步骤 2 定义绩效规范(工程规范)假设他不知道什么产品是合格的，什么是不合格的，那他如何统计不良品的发生率 (DPMO)假设在工程规范中对于不合格品产生的缘由与步骤 1中所选择的客户质量统计中不一致，这阐明他运用了不恰当的工程规范定义规范必需完全明晰简约.步骤 3 确定量测系统假设他不能进展丈量任务，那他怎样知道他当前任务的进程，他获得了什么成果，及他目前所处的位置假设他发现他所运用的量测系统存在缺陷，在继续运用前应马上停顿运用这套系统，立刻矫正缺陷注：MSA 应有才干统计他希望统计的一切疵点数量 .步骤 4 确定消费才干我知道我的目的是什么 (步骤1), 断定合格或不合格的规范 (步骤 2), 同时我有才干准确的丈量它 (步骤 3) 所以：- 如今我可以确定我的工程将会获得的短期和长期的 Z值和 DPMO 值- 我从这里开场改良通用工具,六西格玛“过程报告 用于延续型数据 & “产品报告 用于离散型数据。.步骤 5 定义绩效目的我希