6panel分析方法培训汇总课件

1、6-PANELAuthors: Sam Hamade, Ryan Bell, Mike Hardie, Surinder JudgeExecutive Champion: Bennie FowlerTraining ManualThe controlled copies of the Corporate 6-PANEL Training Manual, Template, and Example files are located at: /corporate/sixPanelInfo.htm 2002-2005, Ford Motor Company Page 1 of 236-Panel

2、= Standard “executive summary” format,a problem solving story of your logical thinking process.Assist problem solving teams with a template to assure data driven decision are made in the problem solving process, ensuring robustness of the resolution.Each DMAIC+R phase is comprised of “Key Questions”

3、 which emphasize the critical few requirements of any logical problem solving process.The Key Questions are standardized to the Global Ford Procedure, which includes elements of G8D: FAP07-004: Corrective & Preventive ActionsFlexible enough to be used by all business units or suppliers.Simplified an

4、d consistent communication to management in a concise way. - In a high level management report out, use only the six summary panels. - For a team or quarterback deep dive, use additional slides.Quality Leadership behaviors are improved by encouraging management and problem solving teams to ask the r

5、ight questions.Definition2Quality Operating ProcessAdopted into PD and VO QOSQuality Leadership InitiativeTechnical employees engaged at VQRs and PDQRsImproves Green Belt utilizationQuality Toolsets (6-Sigma, G8D)DMAIC+R is the foundationContainment addedIntensify CommunicationThe 6-Panel is a story

6、 about the logical thinking processGrasps the Situation with facts / dataReviews are simple and consistentImprove Working ProcessStandardizes the problem solving process and languageCadence set at VQRs and PDQRs Strategic Intent3Within the Global QOS the “Corrective and Preventive Actions” procedure

7、 was designed to guide problem solving teams through a data-driven DMAIC+R process. Answering the “Key Questions” to the left will help guide teams through their problem solving report-out to management. To encourage your organization to communicate in a common robust problem solving language, disse

8、minate your own 3x5 “Key Questions” Cards. Visit the 6-Panel website at:Panel RequirementsDefine:What is the Voice of the Customer and how does it link to your business objectives (Safety, Quality, Delivery, Cost, etc.)?What is important to the customer? CTQ (Critical to Quality)?Which Outputs (Ys)

9、affect CTQ most?What is: The defect? Cost of poor quality? Scope? Goal?Do you have Management Support & a Cross-Functional Team?Measure:Which Factors (Xs) seem to affect Outputs (Ys) most?Is your ability to measure/detect Good Enough“ (MSA)?Is your process stable and in control?What is your current

10、process performance (capability)?What actions are taken to protect the customer (containment)?Have escape points been identified?Analyze:Which Factors (Xs) affect the Outputs (Ys) most (with data)?How many samples do you need to draw conclusions?What level of confidence do you have in your conclusio

11、ns?Improve:What is the optimal Y=f(X) solution?What is the proof that the solution works? How many trials?What is the work plan to implement and validate the solution? Control:Can you demonstrate the improvement is sustainable over time?Is the process in control? How do you keep it that way?Replicat

12、e:Who else at Ford can benefit from the project findings?What has been done to update the corporate knowledge? (Six months later) Is the improvement sustained?Corrective and Preventive Actions/corporate/sixPanelInfo.htm4 Title & Number Of ProjectProject Leader:Project Champion:Commodity Manager: if

13、applicable, or different than ChampionProcess Owner:Organization: Veh Prog, VO, etc.Project Location: Dearborn Assy, Pacheco, etc.Project Completion Date: indicate if actual or scheduledNote: from the web page, right click on this link, then click, “Save Target As” to save this template to disk. 200

14、2-2005, Ford Motor Company Page 5 of 23PROJECT CLASSIFICATION:SAQ, QSF, High Mileage, etc.DEFINE VOICE OF THE CUSTOMERDMAICRTREND CHARTS and BREAKDOWN OF ISSUE:Scoping Pareto of Customer DefectsVOICE OF THE CUSTOMER: CTQ STATEMENT (Customer Requirement):DEFECT DEFINITION for Y (Objective Metric):COS

15、T OF POOR QUALITY:PROBLEM STATEMENT, SCOPE, AND GOAL CustomerFunctional Area NameBusiness Unit NameVehicle Name & Model Year or Product / Process NamePart / Process Name & NumberY=f(x) CASCADE:Define:What is the Voice of the Customer and how does it link to your business objectives (Safety, Quality,

16、 Delivery, Cost, etc.)?What is important to the customer? CTQ (Critical to Quality)?Which Outputs (Ys) affect CTQ most?What is: The defect? Cost of poor quality? Scope? Goal?Do you have Management Support and a Cross-Functional Team?Corrective and Preventive Actions6MEASURE CTQ (y) CAPABILITYDMAICRP

17、rocess ElementsElement OKAInvestigatingBElement Not CapableCElement RemovedDMSA & Process Capability: Engineering TestRequirementtest namespecGage R&R = XX % StudyBaseline Capability (Date):DPMO =XXX,XXXCpk = X.XX (note: short term?)Cause & Effect Diagram w/ Ranking: CONTAINMENT (state reasoning if

18、not required): Process OwnerDateBefore DataAfter DataState actionnamemm/dd/yyX.XX CpkX.XX CpkdetailsdetailsMeasure:Which Factors (Xs) seem to affect Outputs (Ys) most?Is your ability to measure/detect “Good Enough” (MSA)?Is your process stable and in control?What is your current process performance

19、(capability)?What actions are taken to protect the customer (containment)? Have escape points been identified?Corrective and Preventive Actions7ANALYZE y=f(x)DMAICRAnalyze:Which Factors (Xs) affect the Outputs (Ys) most (with data)?How many samples do you need to draw conclusions?What level of confi

20、dence do you have in your conclusions?Corrective and Preventive Actions8IMPROVE y=f(x)DMAICRImprove:What is the optimal Y=f(X) solution? Against which noise factors?What is the proof that the solution works? How many trials?What is the work plan to implement and validate the solution?Corrective and

21、Preventive Actions9CONTROL XsDMAICRControl:Can you demonstrate the improvement is sustainable over time?Is the process in control?How do you keep it that way?Corrective and Preventive Actions10REPLICATEDMAICRPROJECT END PROOF OF SUSTAINMENT: REPLICATION (who else across Ford Motor Company could bene

22、fit?): Key ActionsIs this Replicable?If Yes, Where?ResponsibilityNote: Recommend initiating Global Corporate Learning E Tracker and complete Prevent Action Health Chart to assure replication AND corporate memory is updated and critical xs are replicated in current and future models. /apps/AddIssues/

23、AddIssue.asp?ProjectID=GCORPLRNUPDATES TO CORPORATE KNOWLEDGE BASE (what core documents or processes require update?): Core BookChange MadeOwner Agree?Document/ E Tracker #CompletedRequirements (SDS/VDS: Trustmark, GAP, Spec.)Foundation FMEAsCETPGPDSMDSLQOSWarranty Savings ChecklistOther (Specify):L

24、ist available at web link: http:/warranty/html/gcl_pr.htmReplicate:Who else at Ford can benefit from the project findings?What has been done to update the corporate knowledge?(Six months later) Is the improvement sustained?Corrective and Preventive ActionsBy signing this document, I agree that the p

25、roject has been completed and that the design requirements / process standards have been implemented as declared above. Project Leader Name.Signed.DateProject Leader & Commodity / Process Owner (LL5) Sign-off: Commodity Manager (LL5)Signed.Date.Process Owner (LL5).Signed.Date.11Checklist for Warrant

26、y Savings Opportunities:YESNOAre warranty costs associated with the issue? If no, do not continue w/checklist2. Has causal part driving the issue been identified? If no, return to checklist when causal part identified3. Does the QB/Function responsible for the part have the causal part on their top

27、spend list and/or IFR list? (For contacts, see Quarterback Functional Matrix link on 6-Panel website) If causal part not on QBs lists, do not continue w/checklist Name of Quality QB rep contacted: 4. Has the QB/Function reviewed the warranty spend reduction tools for additional warranty reduction op

28、portunities?5. Has the QB/Function identified potential warranty reduction opportunities through the warranty spend reduction tools?6. Has the QB/Function engaged FCSD to support delivery of the identified warranty reduction opportunities?7. Has the QB/Function identified savings and developed actio

29、n plans for implementation of the opportunities?8. Have the opportunities been implemented and can warranty spend savings be booked in projects 6-panel?9. If the causal part is supplied by outside resource, has the QB/Function engaged the supplier in the spike recovery process?6-panelUnXchecklistv2.

30、ppt02/27/2009NOTE: When causal part is determined to be on QB top spend pareto, problem solver is required to ensure follow up with QB/Function for closure on the identified warranty savings opportunities.REPLICATEDMAICRREPLICATEUPDATE12Panel by Panel RequirementsAdditional Clarification / Informati

31、on6-PANEL 2002-2005, Ford Motor Company Page 13 of 23DEFINE VOICE OF THE CUSTOMERDMAICR6-PANEL Header:Identify VRT to CCC cascade of the issue in the header. The following generic fields are listed to identify project ownership (business unit), the customer, affected vehicle, process, and/or part nu

32、mber.Please note: The header “VRT / VFG / CCC” information along with the footer “Project Number / BB Name” information must be updated on the SLIDE MASTER. Goto “View” then “Master” then “Slide Master” to make these changes.CustomerVFG Team / Functional Area NameVRT / Business Unit NameVehicle Name

33、 & Model Year / Product NamePart / Process Name & NumberCCC: L66 Exhaust System TroublesVFG: V44 Mechanical MalfunctionVRT: Powertrain / FuelVEHICLE: 2001 Taurus / SablePART: 5230 MufflerManufacturing / Technical Example:Transactional Example:Ford Motor Company PlantsGlobal CustomsMP&LGlobal Customs

34、 and Trade Process9801 Duty Preference Program14DEFINE VOICE OF THE CUSTOMERDMAICRDEFINE PANEL (Minimum requirements):Identify the Project Classification (Safety, Quality, Deliver, Cost) objectives. Typical quality classifications will be based upon the Single Agenda for Quality data (both low time

35、in service, 3 MIS, and high time in service, 3 YIS) from GQRS and Warranty. Include total annual warranty spending and JD Power data if available. In addition, use internal data indicators to help identify the concern including Best In Class (BIC) and Best In Ford (BIF) data to address customer conc

36、erns.Trend Charts and Breakdown of Issue (Internal or External trends, and graphical quantification and pareto formulates a means of prioritizing and help reflect the teams understanding of the major components making up the concern.) Data trend charts over time help define the severity of customer

37、concerns. Data trend charts over time should include annotative updates. If needed, add backup slides.Y=f(x) Cascade (High level Y=f(x) cascade should communicate the scope of the project).CTQ (Critical to Quality) Statement - identifies customer requirements / expectations.Defect Definition of Key

38、Process Output Variable (KPOV or Y) in the form of an objective metric.Cost of Poor Quality (Cost of the Problem includes all external and internal costs, TGW, Total Warranty Spending and Unexpended Warranty, labor & overhead, etc.)If/when causal part driving concern is identified, complete warranty

39、 savings checklist to identify potential unexpended warranty opportunities. (ref. slide 21 warranty savings checklist)Problem Statement (include scope and goal)Additional Tools: (add slide(s) to capture backup Define material)Process Mapping (As Is), SIPOC, Is-Is Not AnalysisUnexpended Warranty Calc

40、ulations, TGW Verbatim Analysis, QFD, etc.Warranty Savings checklistVoice of Customer data sources: (goto )Warranty and GQRS Data Cubes15MEASURE CTQ (y) CAPABILITYDMAICRMEASURE PANEL (Minimum requirements):Fishbone (Cause & Effect Diagram). Identify the key process input variables (KPIV or Xs) that

41、affect your KPOV (Y) most (display ranking). (This is the first stage of root cause analysis, in the analyze phase you will validate the root cause with data).MSA Measurement System Analysis. Validate the Measurement System for your KPOV (Y), Gage R&R stated as % Study. (May be needed for both Ys an

42、d Xs performed in other stages of the project.)Determine the Baseline Process Capability of your KPOV (Y). Is the process stable and in control?Containment Plan - state actions taken to protect the customer, including statistical evidence validating action (before and after data). If containment is

43、not needed, state why.While the team is working on permanent solution, containment actions are required to protect the customer 100%. Example of actions include Stop-ship, 100% inspection, Quarantine stock, QRs supplier. Use additional slides with visual aids to this panel to drive home your contain

44、ment resolutions. Effectiveness of containment actions must be shown with Before and After indicator. Containment Plans should include: 1. Metric/Indicator that is used to find the issue at: (a) Supplier facility, before shipping to Ford facility, (b) Assembly plant, before shipping to customers.2.

45、Before and after statistical data evidence showing the issue is contained (Cpk, defect rate, etc)Additional Tools: (add slide(s) to capture backup Measure material)Cause & Effect MatrixP-Diagram see “PUCT” examples: http:/PFMEA and/or DFMEA - http:/cpar/fmea/home.htmSPC (Control Charts), Normality A

46、ssumptionRolled Throughput Yield16ANALYZE y=f(x)DMAICRANALYZE PANEL (Minimum requirements):Which Factors (Xs) affect the Outputs (Ys) most (with data)?This slide should use data to indicate which Xs are critical or which Xs ARE NOT critical.How many samples do you need to draw conclusions?What level

47、 of confidence do you have in your conclusions?Additional Tools: (add slide(s) to capture backup Analyze material)Graphical Analysis & Hypothesis TestingRegression AnalysisCorrelation AnalysisProcess FMEAP-DiagramContribution AnalysisMulti-vari studies17IMPROVE y=f(x)DMAICRIMPROVE PANEL (Minimum req

48、uirements):What is the optimal Y=f(x) solution?How was optimal solution verified? (Statistical proof that the solution works.) How many trials?Key actions taken and work plan to improve. Work plan must include:Permanent/Interim actions,Sample size,Next steps if trial is successful,Next steps if tria

49、l is NOT successful,Part availability if trial is successful,Additional actions pending.Validation of fix after implementation. Before and after process capability of Y, showing variable data histograms, attribute data, etc.Additional Tools: (add slide(s) to capture backup Improve material)Design of

50、 Experiments (Main Effect & Interaction Plots, ANOVA Tables)Regression AnalysisCorrelation AnalysisHypothesis TestingCost / Benefit AnalysisProcess Mapping (should be)Warranty Savings checklist18CONTROL XsDMAICRCONTROL PANEL (Minimum requirements):Graphical or analytical proof demonstrating the impr

51、ovement is sustainable over time.Is the process in control? (SPC Charts)How do you keep it that way? (Example: Standard Operating Procedure changes (including control plan), permanent design or tooling change, etc.)Additional Tools: (add slide(s) to capture backup Control material)Process or Design

52、FMEAsControl Plans for Process and GageStatistical Process ControlStandard Operating ProceduresVisual FactoryPreventative MaintenancePrevent RecurrenceReliability Demonstration Matrix RedPEPR website: http:/Poka Yoke / Mistake ProofingDocument special cause actions (Global 8-D), as necessary.19REPLI

53、CATEDMAICRREPLICATION PANEL (Minimum requirements):REPLICATION: Who else at Ford can benefit from the project findings? (Replication at another Plant or on another vehicle line?Identify areas where the project findings can be quickly replicated (eg, same part on sister or other vehicle line?)CORPORA

54、TE MEMORY UPDATES: What has been done to update the corporate knowledge base? Are there any larger business unit or even global intellectual capital effects?Identify Prevent Recurrence actions for each critical X within the requirements (SDS/VDS: Trustmark, GAP, Specifications), Foundation FMEAs, CE

55、TP, MDS, Control Plans, LQOS, etc. Also cascade these prevent recurrence actions throughout the supply chain. Recommend initiating Corporate Learning Process by going to /apps/AddIssues/AddIssue.asp?ProjectID=GCORPLRN in order to drive replication and updates to corporate knowledge bases. Replicatio

56、n achieved via Prevent Recurrence Health Chart. Complete Health Chart and attach to E Tracker. Template available at http:/warranty/html/gcl_pr.htmAdd Link and/or e Tracker number to 6-Panel to reference Corporate Memory Updates actioned through corporate system 3) Warranty Savings Checklist If caus

57、al part identified and part is on QBs top parts lists, ensure completion of warranty savings checklist questions to identify additional opportunities for warranty reduction. 4) SUSTAINMENT: After 6 months, is the process still in control and the improvement in Y and X sustained? Summarize proof (Con

58、trol Charts, Proof from Warranty or GQRS, etc.)Additional Tools: (add slide(s) to capture backup Replicate/End material)Global Corporate Learning & Prevent Action Health Chart Process: http:/warranty/html/gcl_pr.htmProcess and tools to update Corporate Memory and Drive Replication Instructions, Corp

59、orate Memory Documents List, FAQs, ContactsAttach your 6 Panel to the E Tracker as supporting information to aid the Corporate Memory SME making changes to documents/processes.20Checklist for Warranty Savings Opportunities:YESNOAre warranty costs associated with the issue? If no, do not continue w/c

60、hecklist2. Has causal part driving the issue been identified? If no, return to checklist when causal part identified3. Does the QB/Function responsible for the part have the causal part on their top spend list and/or IFR list? (For contacts, see Quarterback Functional Matrix link on 6-Panel website)