6西格玛绿带基础知识简介

1、6 綠 帶 介 紹Introduction to 6 Green Belt Content1.6Quality System-Whyneed2.6 -Overview3.6 -Methodology3.1.6 -Define3.2.6 -Measure3.3.6 -Analysis3.4.6 -Improve3.5.6 -Control4.Conclusion1.6Quality System-Whyneed1.1.從產品飽飽受競爭爭威脅的的觀點以美國為為例，1975-1985年，日日本挾其其反向技術術(ReversedTechnology)優勢，將將其高品品質的產產品推向向美洲大大陸，使使得

2、美國國一向以以經濟與與技術領領先的盟盟主地位位發生動動搖。在1970-1989年間美美國的市市場佔有有率：電視機機從50%降至至2%收音機機從50%降至至2%汽車從從78%降至28%影印機機從90%降至至20%照相機機從90%降至至5%鋼鐵從從40%降至30%其結果果造成美美國貿易易赤字每每月高達達80-100億美元元美國與日日本製程程能力之之比較年代美美國日日本本製程能力力品品質水準準製製程能能力品品質質水準19700.6721.0031980初41980中4 51980末 1990初初Motorola6方法：不合格率率3.4PPM相當於6美國企業業競爭力力衰退的的原因美國管理理文化中中含有

3、不信任的的氣氛，這種表表現在嚴嚴格的審審核、管管制、檢檢查的管管理制度度上，無無形造成成過度的的管理成成本上漲漲。這種管理理監督的的作風，大體受受到泰勒式科科學管理理影響的結結果。日本經營營之神松松下幸之之助在一一次對美美國企業業界人士士發表演演說，提提到：你們的的公司經經營是以以泰勒法法則為基基礎，更更糟的是是頭腦皆皆已泰勒勒化，因因此堅信信正確的的管理，應是管管理者在在一邊，工人在在另一邊邊，一邊邊的人只只管思考考，另一一邊的只只管工作作。給你你們一句句忠告：管理是執執行者將將觀念轉轉移到員員工身上上的一種種藝術。因此美國國開始檢檢討其品品質，各各種品質質系統亦亦相繼提提出，其其中包含含6

4、品質系統統。1.2.由需求的的觀點在70年年代，產產品達到到2便達到標標準。在在80年代，品質要要求已提提升至3，但此標標準美國國會發生生以下事事件：每年有有20,000次配錯錯藥事件件每年有有超過15,000個個嬰兒出出生時會會被被拋拋落地上上每年平平均有9小時沒沒有水、電、暖暖氣供應應每星期期有500宗做做錯手術術事件雖然3合格率已已達到99.73%的的水平，但相信信各位對對以上品品質要求求並不滿滿意。所所以有很很多公司司已要求求6的品質質管理，其合格格品率為為99.99966%。在3水準，由1000個零零件組成成的產品品中，每15個個產品中中只有1個產品品是好的的。在6水準則1000個產

5、品品卻有996.6好的的。傳統以百分率水準作作為設計計品質水水準，如如今變更更為以百萬分率率(ppm)作為衡量量品質的的水準。1.3.從成本的的觀點1.4. 從時時代趨勢勢的觀點點(1)時間經濟附加價值開端成長成熟衰退典型的產品生命週期1.4. 從時時代趨勢勢的觀點點(2)經濟附加價值大型電腦主機迷你電腦與微電腦個人電腦掌上型電腦、電子書網路電視、GPS、行動電話電腦晶片的生命週期1947 1985 1990 2000 1.4. 從時時代趨勢勢的觀點點(3)全球化與經濟附加價值農業時代工業時代資訊時代?時代時間與主要的技術時代6000BC 1760 1950 20001.5. 從品品管大師師的

6、觀點點J.M.Juran, 1994年在美國國品質管管理學會會年會會會上說,“20世紀紀以生產產力的世世紀載入入史冊, 未來來21世世紀是品品質的世世紀”1.6. 從策策點管理理的觀點點欲建立及及維持組組織競爭爭優勢，效率、創新、品質及顧客回回應扮演著主主要角色色。較佳的效率競爭優勢低成本差異化較佳的創新較佳的品質較佳的顧客回應1.7. 從近近代品質質系統的的觀點ISO-9000Effectiveness:5QS-9000Effectiveness:10MalcolmBaldrigeGuidelineEffectiveness:25EuropeanQuality AwardEffectiven

7、ess:30TQMEffectiveness：356-TheLittle QEffectiveness:50TheUltimate6-TheBig QEffectiveness:90(上述品質質系統均均於80年代末末期開展展出)6&TheUltimate6將是一趨趨勢2.6Overview6,theway to createprofit.SigmaImproveCustomer Satisfaction&Profits increaseDefectsDecreasecostsDecrease6History (1)Something must be wrong1975Motorola TV b

8、usiness failed due to poor profit and sold to a Japanese CompanyAssign corporate quality offices1980Corporate movement “Great Quality Awakening” program1981Focus on Quality and Total Customer Satisfaction (TCS)6History (2)Establish Motorola Training & Education Center1981Launch Quality System Review

9、 (QSR) program19825 years, 10Quality improvement goal set6 theory and concept initialized1986Bill Smith & Mikel Harry presented the idea to CEO Galvin6History (3)Quantitative Operation Quality Initiative1987Motorola Texas InstrumentBusiness-wide Strategic Management1995Nokia, GE, Allied Signal, Hita

10、chi, Panasonic, Sony, Whirlpool, Honeywell, Boeing, Dupont6Innovation Modeling(3c-customer, competitor, company)(3e-excitation,employment,entertainment)(3p-product,process,person)Innovation BoxChange of Business Situation (3C)Object (3P)Method (3E)Purpose. Profit. Skill-UpTheManyAspects of6ToolSymbo

11、lMetricMethodValueGoalVisionBenchmarkPhilosophy6asa Metric-Thehighlevelofsigma,the lower theprobabilityofproducingadefect.Spec. LimitTarget LimitSome Chanceof Defect3 Spec. LimitTarget LimitMuch Less Chanceof Defect6 6asa Metric1691,5002308,537366,80746,210523363.4 (Shifted 1.5)From 3 process to 6 p

12、rocess: about 20,000 times improvement6DPMO如何6導入一般來說說，從3到4階段，是企業業可以自行改改善的範範圍，但這樣樣的品質質標準並並沒有辦辦法讓企企業變得得很有競競爭力；從4到5階段，就必須須找尋可可以學習的標標竿企業業(Benchmarking)，當成比較較與學習習的對象象；而5到6階段時，品質就就已經不不是製造造出來的的，而是是設計出出來的(DFSS-Design forSixSigma)。6Activity6activityistofind outcriticalfactors to quality(CTQ) at customerspoin

13、tofviewandtoreduce thedefects lessthan3.4DPMO(PPM).LSLUSL？ DefectM6 in R&D6 in MFG.CompanyCustomerCustomerCTQVOCVOB63.4 DPMONew Std.366800 DPMOPast Std.HowDoWeImproveProcess Capability? Increase thetolerance Decrease thespreadorvariation of theprocess Shift theaverage by: Centering theaverage if the

14、spec.hastwo limits Decreaseorincreasethe averageforspec.with onelimitTheCostOpportunity1.523456051015202530About 15% of Sales, Cost Opportunity on 3 CompanyCost of Failure(% of Sales)TheCostofPoor Quality(COPQ)Long Cycle Times, More Setups, Expediting Costs, Lost Sales, Engineering Change order, Ove

15、rtime, Late delivery, Lost Opportunity,Lost Customer Loyalty, Excess InventoryRejects, Warranty, Inspection, Scrap, ReworkWhoisImplementing6Motorola1987TexasInstrument1988ABB(AseaBrownBoveri)1993AlliedSignal1995General Electric1995Kodak1995Siemens,Nokia, Sony19976Benefits(Case 1) -Motorolaover 12 yr

16、sIncreaseproductivityanaverage of 12.3% peryearReducedthecostofpoor qualitybymore than84%Eliminated 99.7% of inprocess defectsSave morethan$11billion inmanufacturing costRealizedanaverage annualcompoundedgrowthrateof17%inearnings6Benefits(Case 2)General Electric(Million Dollars) Cost Profit1996240,

17、2001997400, 7001998450, 12001999520, 25202000600, 30006Benefits(Case3)TexasInstrumentsBefore(1988)After(1993)COPQ30%7%DPMO1040009000Scrap$3M$0.3MYield84.5%98.9%CycleTime (Week)114InventoryCost$3.9M$1.1MTheFocusof6If we are perfectly control X, should we constantly test and inspect Y?Y = f (X)YX1X2X3

18、X4X1、X2、XnIndependentInput-ProcessCauseProblemControlYDependentOutputEffectSymptomMonitor6isApplyingOverall Business SystemR&D6Trans-actionMfgDesign SSManufacturing SSTransactional SS6MethodologyMeasureAnalyzeDesignVerifyMeasureAnalyzeImproveControlDefineTranslateYNNew Process/ Product ?Achievable G

19、oal ?NYWhat is differentwith6Traditional Quality6Central OrganizedNot Formal Structure for Tool ApplicationLack of Support in using ToolsLack of Structured TrainingInspect Quality in (Focus on “Y”)Black Belt Report Directly Into FunctionStructured Use of Statistical Tools to Aid Problem SolvingData-

20、Based DecisionsStructured Training in Applied StatisticsControl Process Input (Xs)6Organization6 OrganizationExecutive Project Selection and Support6Technical Lead6 Coach Project &BB6 Project Team Lead6 Project Team MemberAll staffs (6 overview) ChampionMaster Black Belt(MBB)Black Belt (BB)Green Bel

21、t(GB)White Belt(WB)3.6Methodology5 Stage of DMADV andNewTools- DesignForSix Sigma (DFSS)- Black Belt5 Stage of DMAIC methodology- Green Belt3.1.DMAICMethodology5 StagesDMAICMethodologyandStatisticalToolsPhase:DefineSteps;WorkBreakdown&ToolD1ValidateBusinessOpportunity;3CAnalysis,IdentifyCustomer, Co

22、st/Effect AnalysisD2Define Customer Requirement;VOC, VOB,QFDD3ProjectPlanning;Project Team, ProjectCharter,COPQDefineSteps(1)VisionBusiness StrategyBig Y (CTQ)Small y -Project(Goal, Scope, Performance Index)DefineSteps(2-1)Vision:最具競爭爭力的企企業(GE)Strategy-TheThreeCircle(GE)核心事業照明大型家電馬達高科技事業醫療系統工業電子航太服務

23、事業信用公司資訊服務核能服務DefineSteps(2-2)-TheThreeCircle (GE)Jack Welch (GES CEO)畫三個圓圓圈：核核心、高高科技與與服務。GE公司未來來都要在在其中一一個圓圈圈內。公公司任何何人不再再任一個個圓圈內內者，未未來將會會被解雇雇。圓圈圈外的的的事業將將被整頓頓、關閉閉或出售售。三個個圓圈的的策略讓讓GE公司找到到焦點，不再是是集團(似乎什什麼都做做)。DefineSteps(3)Select TargetProduct/ServiceAnalysis BusinessProcessAnalysis Core ProcessIdentifyC

24、ustomerListen to VOCSpecify CustomerRequirementSelect CTQ(Big Y)Specify CTQ(Small Y)Evaluate PotentialProjectsSelect Project & Build Effective TeamDefineSteps(4)CTQ- Critical to Quality只要是顧顧客要求求的，就就是關鍵鍵品質(CTQ)。亦稱為重要成成果、特殊殊限制或流程程的Y變數。CTQ係任何會會直接影影響顧客客對產品品/服務務品質觀觀感之因因素。顧客在在乎的的事，就就是企業業或組織織在乎的的事。新點點子要要採納

25、外部觀觀點(Outside-in Perspective)，即從顧客客的眼光光來看企企業或組組織的一一切。3.2.DMAICMethodology5 StagesDMAICMethodologyandStatisticalToolsPhase:MeasureSteps;WorkBreakdown&ToolM1SpecifyProject;CTQTree,ProcessMap, Performance IndexM2Assess Measurement System;MeasurementSystemAnalysis, GageR&RM3IdentifySigmaLevel;GraphAnaly

26、sis,CapabilityAnalysis,ConfidenceIntervalM1Specify ProjectM1step coversthefollowings:CTQBreakdownDefineScopeProcess MappingParetoAnalysisDefineperformanceindexandspecificationsThesuccessofany6activities reliesmostlyonthe CTQdefinition andselectionDefinePerformanceIndexCustomer RequirementsInternal P

27、rocessImprovedProcessCustomer SatisfactionIndex of current levelIndex of improved levelPerform project for improvement ClearQuantifiableSimpleExample of Performance IndexYieldCycletimeDefectrateMachine failurerateCustomerstand-byhoursNumberofinvoiceerrorsElapseTimefrom loanapplicationtomoneytransfer

28、tothe customer accountHourstakenfrom receivingordertodeliverytothecustomerM2MeasurementSystemAnalysisM2step coversthefollowings:StatisticfundamentalsSamplingplanData collectionplanVariationofmeasurementsystemGage R&RstudyImprovementofmeasurementsystemWithout accurate measure, cant identify anysympto

29、m of problem6MetricsData TypeStatistic measurement dataComparison to specificationZ-valueDiscrete DataContinuousDataDefect unit opportunity (DPMO)Average, Standard variation, ShapeSPECZ-valueSigma calculationDefinition of DPMOterminologyDPU: DefectperUnit(Defect: Anything thatresultsincustomerdissat

30、isfaction;Anythingthat resultsinnonconformance)DPO: DefectperOpportunityDPMO: DefectperMillionOpportunitiesExample of Sigma calculation:DiscreteDataCase (1):Over thelast severalyears, youhave collecteddata on trips to theairport.Ofthe100 trips sampled, youhave missedonly 5flights.Ifyou indicate this

31、situation as Sigma level,what willitbe?Sol.DPU=DPO=5/100 =0.051-0.05=0.95,Z =1.65level= Z+1.5=1.65+1.5=3.15Case (2).Anaccounting termconducted an internal audit forthe financialreportofyear2001 andthey observed 25 nonconformingrecord.Therewere 2stepsofprobableincorrect entry identifiedinthe processa

32、nd thetotalobservationwas25,000 records. WhatisDPO?What is DPMO? WhatisSigmaleveloffinancial reportingprocess?Sol.DPU=25/25000,DPO =25/(2*25000)=0.002,DPMO=0.002*106 =20001-0.002= 0.998,Z= 2.878level= Z+1.5=2.878+ 1.5= 4.378Example of Sigma calculation:Continuous Data(1)1 MeanMedianMode 70 80 90 100

33、 110 120 130+ - Normal Distribution with mean = 100 and std. = 10Continuous Data(2)(1)Mathematical Model；(2)Continuous；(3)Smooth；(4) Symmetrical;(5)Tail asymptotictoX-axis；(6)Bell shaped；(7)Mean= Median= Mode(8) Total areaundercurve=1(1)The normaldistributionhas thefollowingproperties.68.27%ofthe da

34、tafallwithin195.45%ofthe datafallwithin299.73%ofthe datafallwithin3(2)Inordertoassess thequality of theprocess,wemust comparethe processcharacteristics (viathe location,spreadand shape)tothespecificationlimitsand targeted value.Continuous Data(3)StandardizationofNormal DistributionTheSigmaofaProcess

35、 is thenumberofstandarddeviation betweenthe meanand theSpecification Limits.1 Z = (X-)/ No. of standard deviationUSLSigma of the process Z = 4.5MeasurementSystemand Measurement Error(1)Measurementsystemisviewingasa process.Sources of variation:5M1EValidatepossiblesources of variationinthemeasurement

36、processVariation in measurementSystemMeasurementSystemand Measurement Error(2)Averagem (Total) = m (Product) + m(Measurement)Variabilitys2 (Total) = s2 (Product) + s2(Measurement)Deflection of measurement system(To be decided by calibration)Variation of measurement system(To be decided by R&R assess

37、ment)Process VarianceObserved Process VariationActual Process VariationMeasurement VariationLong term process variationShort term process variationVariation within a sampleVariation due to operatorsVariation due to gageReproducibilityLinearityStabilityRepeatabilityAccuracyGage R&RAnalysisTypesofGage

38、 R&RAnalysisMethodologyX bar-RMethodANOVATypesofVariationestimationbytheGageR&REquipmentVariation:EVAppraiser(Operator):AVGR&R Decision andImprovementDirectionGage R&RDecisionCriteria%GR&R10%(Goodmeasurementsystem)10%GR&R30%(Maybeused)%GR&R30%(Cannotused)Gage improvement directionForrepeatabilityerr

39、orreproducibilityerror(Needtotakenanactiontooperator)Forreproducibility errorrepeatability error(Needtotakenanactiontogage)M3IdentifySigmaLevelM3step coversthefollowings:Data stratificationGraphicalcauseeliminationUnderstand productcapabilityandproductperformanceCalculatecurrentsigmalevelGraphicalAn

40、alysisRunChartScatter DiagramBoxPlotHistogramChanges to theprocess maybemore easilyrecognized graphically thantabularly.Understanding VariationWhat is Variation?Differentoutcomeofa processorresult of aproductorserviceMeasurementindexscatteredfromcentervalueVariationwillbeappearedineveryprocess andth

41、etarget of improvement is to reduceits variationsWhyavariationmightbeoccurred?Bya commoncauseBya specialcause5M1EWhat impactswillbehappenedifa variationbecomebig?Cannot predict/ forecast outcomesOccurre-inspection and/orreworkDelayscheduleIncreasecustomerdissatisfactionShort-Term/Long-TermRelationsh

42、ipsInherent Capability of the Process-Short Term CapabilitySustained Performance of the Process-Long Term PerformanceOver time, a“typical” processwillshiftanddriftbyapproximately1.5Product Capability(Cp)Cp= |USL-LSL|/ 6st；Zst= 3CpCapability Index(Cpk)Cpu= min(Cpu, Cpl)，WhereCpu= (USL-)/3st；Cpl= (-LS

43、L)/3st；Zst= 3CpkPerformanceIndex(Cpk)Cpk= min(Cpu, Cpl)，WhereCpu= (USL-)/3lt；Cpl= (-LSL)/3lt；Zst= 3Cpk3.3.DMAICMethodology5 StagesDMAICMethodologyandStatisticalToolsPhase:AnalysisSteps;WorkBreakdown&ToolA1Set up Improvement Goal;Benchmarking, Entitlement,KANOA2IdentifyPotential Causes;Pareto, Brains

44、torming, Cause &Effect Diagram, Logic TreeA3Verify PotentialCauses;Regression,Hypothesis Test, ANVOA,Multi-VariAnalysisA1SetUpImprovementGoalInM3thecurrentproduct capabilitieswere defined.Step A1 provides thetoolstodefineperformanceobjectives.Thepurposeistosetobjective to establisha balancebetweenim

45、provingcustomersatisfaction andavailableresources.A1step coversfollowingtopics:EstablishperformancegoalsAssessshort-termandlong-term sigma in terms of measurement benefits (decreaseinCOPQ,increaseinrevenue)Determineimprovementdirection by thegapanalysisbetweengoal andcurrent levelPathstoPerformanceG

46、oalsPerformanceGoalsProcess Improvement(Entitlement)Process Change(Breakthrough)BaselineProcess MeasurementBenchmarking- WhyBenchmark(1)?InnovationContinuous ImprovementBreakthrough ImprovementContinuous ImprovementTimePerformanceBenchmarking- WhyBenchmark(2)?Develop andImprovementStrategicGoalsEsta

47、blishactionableobjectivesProvide sense of urgencyEncouragebreakthrough thinkingCreateabetterunderstandingofyour industryA2IdentifyPotentialCausesFinding mainindependentvariables,andmaking thelistY =f(X)ObjectMake listofpotential independent variablesforchanging&improvingYvaluemethodsBrainstormingCau

48、se& EffectDiagramMulti-votingLogicTreeCause& EffectDiagramVariation in measurementSystemA3VerifyPotential CausesOverviewInstep A3,setting apossiblepriorityastotheirimportancetothepotential variables(Xs)identified in stepA2PurposeGeneral alistofimportantfactors(vitalfew)from thepotentialvariables.Y =

49、 f (x1,x2,x3) (x4,x5,.,xn)Vital FewTrivial ManyParetoAnalysisCorrelationAnalysisA statistical analysis to investigate /measurementofassociationbetweentwovariables (X,Y)iscalledanalysis.Correlationtellsyouthe trend of YwhenX value increase/decrease.CorrelationAnalysisusingScatter DiagramAnalysis.Corr

50、elationcoefficientindicatescloseness of arelationship betweenXandY.Regression Analysis (1)Y =f(x1, x2,x3,)Status and characteristics of a processModelingMathematical equationXYRegression Analysis (2)TypesofRegression ModelSimplelinear regressionMultiplelinearregressionNon-linear regressionY=f(X)Y:de

51、pendentvariableX:independentvariableTypesofHypothesis TestTypes of DataDiscrete DataContinuous DataMean Testt TestANOVAVariance TestF TestChi- Square3.4. DMAIC Methodology5 StagesDMAICMethodologyandStatisticalToolsPhase:ImproveSteps;WorkBreakdown&ToolI1IdentifyVitalFew;ScreeningDOE,Streamlining, Force Field AnalysisI2Formulate OptimumModel;Optimizing DOE(RSM),SolutionSelectionMatrixI3Set Up OperatingWindow;OperatingWindow,Responsibilit