COQ质量成本分析课件

1、COST OF UALITY 品 質 成 本Q第1页，共47页。 Poor Quality Poor Business ! 品質差，生意差 !It is a time bomb waiting to Explode!COQ高，是一顆等待爆炸的定時炸彈！IF COQ high,如果COQ高Why?第2页，共47页。 Hidden failure cost隱藏的失效成本Commonly measuredfailure cost通常量度的失效成本TrueFailureCosts真正的失效成本 Scrap報廢Rework 翻工 Warranty保證 Engineering time 工程設計時間 Ma

2、nagement time管理時間 Shop and field downtime工場壞機時間 Increased inventory增加存貨Decreased capacity 削弱生產能力 Delivery problems 交貨問題 Lost orders訂單減損Commonly measured failure cost is only the tip of the True Failure Costs.通常量度的失效成本只是真正失效成本中的冰山一角。Quality cost is a measure of the achievement and non achievement of

3、product quality.Tip of the Ice Berg 冰山一角Why?第3页，共47页。The Cost Pyramid 成本金字塔Process Control工藝控制Inspection檢 查Field Service服 務Design設計Cost of QualityQFDSPCDOEWhy?Money spend to fix an issue at differentstages:不同階段修正某個問題所花的金錢：Design: 1 $設計: 1 $Production: 100$ 生產: 100$Customer: 1000$ 到客戶手中: 1000$第4页，共47

4、页。Resultant Cost 結果成本 = Failure Cost 失效成本， Defect Cost 次品成本.Controllable Cost 可控成本 = Prevention and Appraisal Cost. 預防和評估成本.Poor Quality is Poor Business品質差即是生意差0102030405060Controllable Effort CostTotal Cost總成本Controllable Cost可控成本Resultant Cost結果成本ALowHighWhy?第5页，共47页。Effect of Good Preventive Act

5、ivities良好的預防活動產生的效果0102030405060Controllable EffortCostABOld Total 舊的總成本Controllable Cost可控成本Resultant Cost結果成本LowHighNew Tota新的總成本lGood Preventive activities usually begin at front end of processwith better effect on resultant cost.良好的預防活動通常開始于工序前沿，對結果成本產生較好的影響。Why?第6页，共47页。Taguchi Quality Loss Fun

6、ction (QLF)Taguchi 品質損失運算 (QLF)We cannot reduce cost without affecting quality. 我們不能削減成本而不影響品質We can improve quality without increasing cost.我們可以不增加成本而改善品質. We can reduce cost by improving quality.我們可以通過改善品質而降低成本.We can reduce cost by reducing variations.我們可以通過減少差異而降低成本. Taguchi QLF strive for minim

7、al variation around target values without adding cost.He defines loss as “the lost imparted to society from the time the product is shipped”,this loss includes Taguchi QLF 努力达致接近目标值的最小差异而不增加成本。他将损失定为： “从产品装运时流失的那部分损失“这种损失包括 ： customer dissatisfaction, 客戶不滿意 added warranty cost to the producer, 生产商增加

8、担保成本 loss due the companys bad reputation, 公司信譽恶劣引致的损失 which would lead to eventual loss of market share. 这种损失终將导致市场份额的丧失。Why?第7页，共47页。Taguchi Quality Loss Function (QLF)Taguchi 品质损失运算(QLF)Quality cost are usually quantified in terms of tangible cost such as rework and scrap cost, and customer warra

9、nty. These losses constitute only the tip of the iceberg.品质成本通常以有形成本如翻工，报废，给客户提供担保等等而被量化，这些损失只是冰山一角。What about the intangible costs such as management/engineering time, inventory, customerdissatisfaction, and loss market share?那些无形的成本代价如管理/设计时间，存货，客户的失望，市场份额损失等，又怎样呢？QLF is a method used to approxima

10、te these hidden and long term losses. QLF 是用于估算这些隐藏的而且是长期损失的方法。Why?第8页，共47页。Taguchi Quality Loss Function (QLF)Taguchi 品质损失运算(QLF)The way QLF is established depends on the type of quality characteristics involved. A quality characteristics is whatever we measure to judge performance (quality).QLF的建立

11、有赖于有关的品质特性。品质特性是用来判断性能(品质)而进行的一切量度。There are five types of quality characteristics.有五种品质特性.Nominal the best. Achieving a desired target value with minimal variations, such as dimensions & output voltage.名义上的最好 达致理想的目标值，差异最小，如尺寸和输出电压。Smaller the better. Minimizing a response, such as shrinkage and we

12、ar.越小越好 如收缩和磨损Larger the better. Maximizing a response, such as pull off force and tensile strength.越大越好 如拉力和张力Attribute. Classifying and/or counting data, such as appearance.属性澄清并且/或者清点数据，如外观Dynamic. Response varies depending on input, such as a fan drive speed should vary with engine temperature.动

13、态 回复有賴於輸入，如風扇的變速必須根据引擎溫度而變化。Why?第9页，共47页。Taguchi Quality Loss Function (QLF)Taguchi 品质损失运算 (QLFValue of quality characteristics 品质特性值Loss $yL = k ( y - T )L = Loss in $s以美元计的损失k = Cost coefficient 成本系数y = Value of quality characteristics 品质特性值T = Target value. 目标值LSLUSLWhy?第10页，共47页。Basic Premises f

14、or Quality Cost:品质成本基本前提:1. It is less expensive to prevent rather than detect nonconformity预防比检测更省钱。2. Process and product performance can be appraised (measured)工序和产品性能可以评估(量度)3. The causes for nonconformance can be identified and their effects can be reduced or eliminated 产品不符的原因可以确认，其影响可以减小或消除Wh

15、y?第11页，共47页。Why Examine the Cost of Quality? 为何要审视品质成本?1. Get management attention引起管理层的关注2. Change the way employee think about errors改变雇员看待错误的方法3. Provide better return on the quality improvement program提供更好的回报4. Provide a tool to measure impact of corrective actions为改正行动提供量度的工具5. Provide a tool t

16、o measure the impact of poor-quality on profits为恶劣品质对利润的影响提供量度的工具Why?PreventionScrap预防报废第12页，共47页。第13页，共47页。1. Prevention Cost預防成本- Cost of all activities specifically designed to prevent poor quality in products.專門設計用于防止產品惡劣品質的一切活動成本。2. Appraisal Costs. . 評估成本- Cost associated with measuring, evalu

17、ating or auditing products to ensure conformance to quality standards .為確保符合品質標準所進行的與產品量度、評估或審核等有關的成本。3. Internal Failure Costs. 內部失效成本- Failure costs occurring prior to delivery or shipment of the product.在產品交運前發生的失效成本4. External Failure Costs. 外部失效成本- Failure costs occurring after delivery or ship

18、ment of the product. 產品交運之後發生的失效成本Elements of COQ. COQ的要素What?第14页，共47页。Cost of Conformance:What? Prevention- Cost associated with design, implementation and maintaining a quality system預防-與設計，實施和維護品質系統有關的成本。 Appraisal- Cost associated with measuring conformance評估-與符合標準量度有關的成本。符合標準的成本:第15页，共47页。Cost

19、 of Non-conformance:與標準不符的成本:What?Internal Failure- Cost associated with internal non-conformance (detected prior to delivery of a product or service)內部 失效-與內部標準不符有關的成本(產品或服務提供給客戶之前檢測發現) Appraisal- Cost associated with external non-conformance (detected after delivery of a product or service) 評估-與外部

20、標準不符有關的成本(產品或服務交付之後檢測發現)第16页，共47页。Examples of Prevention Costs預防成本的例子 Developing the quality / process control plan開發品質/工序控制計劃 Quality education and training.品質教育和訓練 Vendor surveys (Supplier Quality Assurance )供應商調查(供應商品質保證) Design reviews.設計檢討 Quality Improvement Team projects.品質改善小組項目計劃What?第17页，共

21、47页。Examples of Appraisal Costs 評估成本範例 Quality audits of the process.工序品質審核. Inspection and testing of products.產品檢查和測試 Inspection of purchased materials.采購物料的檢查 Calibration of test equipment.測試設備的校准 Quality data processing.品質數據資料處理 Field performance testing.性能測試What?第18页，共47页。Examples of Internal F

22、ailure Costs內部失效成本的例子 In Process scrap and rework 線上報廢與翻工 Engineering changes (ECN) 工程改動 Re inspection after rework 翻工之後重檢 Downgrading 級別降低 Expediting (Freight) 加速(貨運) Terminated projects 項目中止What?第19页，共47页。Examples of External Failure Costs 外部失效成本範例 Warranty administration 擔保管理 Field repair stock 工

23、場待修理 Product recall and field updates 產品追溯 Customer rejects and returns 客戶拒收和退貨 Canceling suppliers 取消供應商 Product liability suit 產品配套服務What?第20页，共47页。Supplier Quality Cost 供應商品質成本Supplier Quality Cost can be categorized as part of Prevention Cost as it involves Quality Assurance of incoming material

24、s. 供應商品質成本可歸為預防成本的一部分，因為其和來料的品質保證有關。Apparent Supplier Quality Cost 明顯的供應商品質成本Cost of Supplier Quality Surveys. 供應商品質調查成本 Cost of Receiving and Source Inspection. 接收和源頭檢查成本Cost of dispositioning nonconformance purchased materials.采購錯位與不符的物料 Cost of scrap and rework of supplier caused nonconformance.供

25、應商的原因引起的報廢和翻工Cost of site visit to correct supplier service problems.走訪供應商改正問題所需的成本Hidden Supplier Costs隱含的供應商成本Cost incurred by supplier at the suppliers facility供應商設備引致的成本Cost incurred by buyer in solving problems at the suppliers facility采購人員用供應商設備解決問題時發生的成本What?第21页，共47页。Supplier Quality Cost供應商

26、品質成本Index 指標 (QCPI)1.000 - 1.009Excellent卓越1.010 - 1.039Good良好1.040 - 1.069Fair一般1.070 - 1.099Poor差1.100 +Immediate corrective action required. 要即刻采取改正行動Supplier Rating Program Using Quality Cost.用品質成本評估供應商程序.- First Portion - Traditional price and delivery tracking.第一部分 - 傳統價格與發貨跟蹤-Second Portion -

27、 Evaluates supplier Quality Cost Performance using an Index第二部分 - 用指數表示供應商品質成本表現Supplier Quality Cost + Purchased Cost 供應商品質成本+采購成本 Purchased Cost 采購成本 QCPI =What?第22页，共47页。Example : Supplier having two rejected lot for month of June: 舉例：供應商六月份有二批退貨1. Cost of processing incoming rejection (documenta

28、tion, return expenses) : Study show that each rejected lot would require $100 to process 處理退貨成本(記錄，退費)處理一批貨要100元($) Two rejected lots = 2 Lots X $100/Lot = $200 (2批需要200元) 2. Cost of complaint investigation ( BUQE) 投訴原因調查成本 Man hours required to investigate the root cause. Study show cost per man ho

29、ur is $20 調查根本原因需要的工時。研究表明每工時成本為20$ 10 Man hours required = 10 man hrs X $20/man hr = $2003. Cost of receiving Inspection (IQA) 收貨檢查成本 Use IQA inspector labor standard and average hourly wages to process the problematic lots. Inspector require 1.2 hours to process one lot, and their hourly wage is $

30、15. 根據IQA檢查員標準工時的每小時平均工資水平來計算貨物的成本 1.2 labor hrs/Lot X $15/labor hour X 2 Lots = $36 1.2 小時/每批 X $15/工時 X 2 批 = $364. Total purchased from supplier = $10,000. 來處供應商的總采購成本 = $10,000. ($36 + $200 +$200 ) + $10,000 $10,000QCPI =FAIR= 1.044What?第23页，共47页。Quality Cost Collection and AnalysisExternal Fail

31、ure CostHow?第24页，共47页。Quality Cost Collection and AnalysisInternal Failure CostHow?第25页，共47页。Quality Cost Collection and AnalysisCOQ is calculated in % sales figureto offset the differences insales volume, so that an apple toapple comparison is possible.How?第26页，共47页。SAMPLE PROJECTWAFER CRYSTALIZATI

32、ON COQ REDUCTION PROJECT How?第27页，共47页。Tracking on Monthly BasisMeasure第28页，共47页。Crystal COQ Matrix TrendScrap $ rate - Crystal0.1310.0700.1590.2000.1270.1750.0000.0300.0600.0900.1200.1500.1800.2100.240MarAprMayJunJulAugSeptOctNovDecScrap $ rateGoal$40%50%60%70%80%90%100%JanFebMarAprMayJunJulAugSept

33、OctNovDecTotal Yield GoalYield - Crystal0.00%1.00%2.00%3.00%4.00%5.00%MarAprMayJunJulAugSeptOctNovDec020000040000060000080000010000001200000Scrap $Total COQ %COQ% GoalTotal COQ %&Scrap - Crystal第29页，共47页。0.00%0.1%0.2%0.3%0.4%0.5%0.6%MarAprMayJunJulAugSeptOctNovDecPrevention1.00%2.00%3.00%4.00%5.00%M

34、arAprMayJunJulAugSeptOctNovDecInternalscrap%Internal GoalInternal&Scrap% - Crystal0.00%0.05%0.10%0.15%0.20%0.25%MarAprMayJunJulAugSeptOctNovDecExternalExternal% - Crystal0.00%0.1%0.2%0.3%0.4%0.5%0.6%MarAprMayJunJulAugSeptOctNovDecAppraisal Prevention% - CrystalAppraisal% - CrystalCOQ % Trend-Crystal

35、第30页，共47页。IFRF Defect Trend By Process0.000.020.040.060.080.100.12B/PMOUNTF/PWELDT/CF/T1F/T2VisualPackageMarAprMayJunJulAUGGoal第31页，共47页。IFRF Defect Mode Pareto0.000.020.040.060.080.10DLD/HRBrokenDeadLossH/L FreqH/L AngleH/L DeltRotationDirtyLeackageOthersMarAprMayJunJulAugGoal第32页，共47页。第33页，共47页。CO

36、Q Top-4 Scrap-Crystal22.84%9.87%7.87%4.65%54.77%0.0%20.0%40.0%60.0%80.0%100.0%ASSYDLDBASICBrokenBlankASSYDead/BrokenBASICRoundingOthersScrap %Cumulative %第34页，共47页。0%10%20%30%40%50%60%70%80%90%100%ContaminationRoughnessScratchInvisiblePareto of DLD Failure Analysis0%2%4%6%8%10%12%AbrasiveMetal Flake

37、OilAdhesiveParticleAl第35页，共47页。ManpowerMaterialMethodMachineHigh RoughnessCement Contamination(adhesive dot on blank)DLDElectrode handling scrapNot well followclean room WIWelder fixture creates Al particleDirty BP chamberWrong calibrationmethodBug in FT soft wareBubble in the adhesiveDirty blanketc

38、hing markBP frame BP/FPmasks cleanlinessFish Bone DiagramOil leak from pumpAdhesive thawtime too shortBlank cleaningnot effectiveBlank lappingover targetChip/Twin blankPattern mis-alignmentBlank withLow-Q/Wrong flatEquipment varianceMetal particle in lidImpurity in N2 gasEnvironmentLow airflowAu/Au/

39、CrimpurityPeople introducedparticleLong WIP time before FP/weld第36页，共47页。DLD Action Update-AugAction/StudyStatusTDU % ImpactTop-1 Driver: IFRF-DLD(DR/DF/Rs/R):Champion: Lisa/Rena Coach: Jim/WandaAdd valve for welding ovenDone0.25%Particle count USL7KCBM upgrade blank wash processImplement updated to

40、oling PM planDoneDoneTBD0.5%QCE convert to FO4000 abrasiveQCE add light box check for etching mark9/50.1%Convert to stainless steel welding fixtureParticle count USL5K -FP non-paper report system setup -Clean room use lint free paper 10/611/5TBD12/10.05%TBD第37页，共47页。0%10%20%30%40%50%60%BrokenFreq. O

41、utRangeScratchLessadhesiveShortBP lowMixMis-alignmentRotationPareto of Broken/Dead Failure Analysis0%10%20%30%40%50%Broken atConnerBroken atmiddleHandlingBrokenDead第38页，共47页。MachineManpowerDrop to the groundTransportation ShockMaterialChipped BlankWrong HandlingHardness of Base Tabs Poor Slot roughn

42、ess of baseLead Cutter ShockUltrasonic Levelof Blank WasherHandling brokenLarge Welding PressureStamping ShockMethodUnsafe PackageCement VolumeMount RotationLow viscosity of AdhesiveDead/Broken Fish Bone DiagramDead/BrokenProduct mixPattern alignmentinsufficient epoxy amountAdhesivecontaminationBubb

43、le in epoxySlut knife of lead cutter/formerB/P plate deadLarge spot sizefor some modelUM5 shieldwith poor edgeNot optimized BP maskdesign for MS model第39页，共47页。Handling related scrap reduction Dead/Broken Action Update-AugTop-3 Driver: IFRF- Dead/Broken:Champion: Bacon/YK Coach: Pieter/WXAction/Stud

44、yStatusTDU ImpactB/P mask redesign for MS models-Incentive program-Process mapping for error opportunity reductionShield convert to SunshowA01 base redesign9/200.6%10/1TBD11/59/300.1%TBD第40页，共47页。CBM DPU Trend by Process0.0%2.0%4.0%6.0%8.0%10.0%12.0%Rounding16B4S14S2PinlapPolishEpoxyEtch1Etch2Rounding2FinalAprMayJunJulAug第41页，共47页。CBM DUP Trend by Defect Mode0.0%2.0%4.0%6.0%8.0%10.0%Rounding ScrapchipdistortionfracturehhighhighBroken&Lostm.bandscratwinsAprilMayJuneJulyAugest第42页，共47页。CBM Broken/Lost Trend by Process0.0%1.0%2.0%3.0