西格玛改善测量培训教材

西格玛改善测量

SigmaKaizen

Measure

何谓精益西格玛?

WhatisLeanSigma?改善突破的速度,时效为本的战略

LeanSigmaisamethodologyalignedwithatime-basedstrategyatthespeedofKaizenBreakthrough

聚焦于缩短前置时间及减少变化

Focusedonlead-time&variabilityreduction

利用六西格玛及精益生产原理

Utilizesbothsixsigmaandleanprinciples

推动文化变革

Drivesculturalchange

减少不良产品,减少产品及流程变化

LeanSigmareducesdefectsandvariationinproductandprocesses

向3.4PPM不良品迈进

Strivesfor3.4defectspermillion

以测量为基础

Measurementfocused

现场数据和历史数据

Liveanddeaddata

财务效益好,所化时间少BottomLineResultsinSubstantiallyLessTimeSigmaKaizen西格玛改善精益西格玛模型

LeanSigmaModelLeanKaizen6Sigma(3.4DPM)5Sigma(233DPM)4Sigma(6,210DPM)3Sigma(66,807DPM)1-2Sigma(308,537DPM)精益西格玛设计

DesignforLeanSigma制程能力

ProcessCapability优化制程

ProcessOptimization创建流线

CreateFlow消除浪费

WasteElimination逻辑与直觉

Logic&Intuition找出不良品DeterminetheDefectY制定流程表现EstablishProcessPerformanceY评审测量系统EvaluateMeasurementSystemY评审标准化操作EvaluateStandardOperationsY识别根本原因IdentifyRootCausesX’s提出解决方案DevelopSolutionsX’s排列及实施解决方案Prioritize&ImplementSolutions主要的XVitalFewX’s测试解决方案,验证结果TestSolutions&VerifyResults主要的XVitalFewX’s完善标准化操作RefineStandardOperations主要的XVitalFewX’s验证测量系统ValidateMeasurementSystem主要的XVitalFewX’s实施控制系统及评审计划ImplementControlSystem&AuditPlan主要的XVitalFewX’s确定制程能力DetermineProcessCapabilityY测量Measure分析Analyze改善Improve控制Control精益西格玛项目阶段LeanSigmaProjectPhases项目实施ProjectImplementation西格玛改善SM测量阶段–5天改善SigmaKaizenSMMeasurePhase–5dayKaizen第5天Day5第4天Day4第3天Day3第2天Day2第1天Day1精益西格玛简介

LeanSigmaOverview

改善突破法

KaizenBreakthroughMethodology

精益西格玛测量工具

LeanSigmaMeasureTools

识别缺陷、“Y”及项目范围

Identifydefect,“Y”,&projectscope

详细的现场行走示意图

EnhancedSpaghettiMap

质量图

QualityMap

验证标准化操作

VerifyStandardOperations

比较分析

ComparativeAnalysis

收集历史资料

CollectHistoricalData

传授&行动Teach&Do

传授&行动Teach&Do

培训&范围Training&Scope

比较分析

ComparativeAnalysis

测量系统分析

MeasurementSystemAnalysis

必要时,改善测量系统

Improvemeasurementsystem,ifnecessary

确定制程能力

DetermineProcessCapability

收集现场数据

CollectLivedata

快速解决

Quickkills

比较分析

ComparativeAnalysis

基本质量工具

BasicQualityTools

因果图

Cause&EffectChart

必要时,收集更多数据

GatherAdditionalDataifRequired

测量阶段展示

PresentationofMeasurePhase

西格玛改善实施SigmaKaizenImplementation传授&行动Teach&Do

项目实施ProjectImplementation精益西格玛测量回顾

LeanSigmaMeasureReview

用另外收集的数据更新资料

UpdateInformationw/AdditionalDataCollection

精益西格玛分析/改善工具

LeanSigmaAnalyze/ImproveTools

基本分析工具

BasicAnalyticalTools

假设性试验

HypothesisTesting

确定根本原因

IdentifyRootCause

观察工场

ShopFloorObservations

培训&范围Training&Scope

风险评估

RiskAssessment

实施改善

ImplementImprovements

防错

MistakeProofing

数据收集

CollectData

通过假设性试验,验证改善

VerifyImprovementsthroughHypothesisTesting

完善标准化操作

RefineStandardOperations

分析/改善阶段展示

PresentationofAnalyze/ImprovePhase

西格玛改善SM分析/改善阶段–5天改善SigmaKaizenSMAnalyze/Improve–5dayKaizen西格玛改善实施SigmaKaizenImplementation传授&行动Teach&Do

传授&行动Teach&Do

传授&行动Teach&Do

第5天Day5第4天Day4第3天Day3第2天Day2第1天Day1控制（30天跟催)

Control(30dayfollowup)

改善公报

Kaizennewspaper

鉴察使用统计制程控制

Monitorusingstatisticalprocesscontrol

鉴察坚持标准化操作

Monitoradherencetostandardoperations

借力其它地区

Leveragetootherareas

精益西格玛辩论

LeanSigmareportout

庆祝项目结束

Celebrate

项目实施ProjectImplementationPeaseShield定义PeaseShield产品为节省成本之产品

PositionPeaseshieldproductlinetocontributetobottomline不良品率降低50%50%reductioninqualitydefectsDavidBealArvinPleimaMattGoesling缩水线及模糊Shrinklines&fog预计Estimated实际Actual$1,050,000开始Started完成Completed实施ImplementedJuly18,2000July21,2000July21,2000LeanSigmaCharter描述Description:业务目标BusinessObjective:结果Deliverable:项目Y/缺陷ProjectY/Defect:财务效果Financial:时间Timing:发起人Sponsors:项目组长ProjectLeader:指导Mentor:流程主人ProcessOwner:精益西格玛团队LeanSigmaTeam核心团队Coreteam对流程有深刻认识的人士,例如工人、品质工程师、流程工程师、设计工程师等

Individualswhohaveindepthknowledgeoftheprocess,i.e..operators,qualityengineers,processengineers,designengineers

参加过所有改善活动的人士

Teammembersparticipatethroughoutallthekaizenevents

其它人士Resources需要时才召集的人士

Individualswhoarerequiredonanasneededbasis

改善活动期间或之后动员起来的人士

Mobilizedduringkaizenand/orbetweenkaizenweeks

零件或流程照片PictureofPartorProcess三种图3TypesofMaps质量图QualityMap业务流程程图BusProcessFlow

Map制造Manufacturing业务/办公室Business/Office详细的现现场行走示意意图EnhancedSpaghettiMap详细的现现场行走走示意图图EnhancedSpaghettiMap显示物料料流程Showsmaterialflow显示工人人流程观察实际布置,找出浪费活动

Aidsinidentifyingwastefulactivitiesbyviewingitfromthebasisofphysicallayout

显示实际发生的事与想像会发生的事

Showswhatisactuallyhappeningversuswhatpeoplethinkhappens

每人都要熟悉流程

Familiarizeseveryonewiththeprocess

找出物料搬运/储存方面的变化

Identifiesvariationsinmaterialhandling/storage

步骤Step丝攻Tapper玻璃清洗洗Glasswasher3． 包裹裹Wrapper4． 浇注注Pourer5． 凝固固Cure7． 脱模模Demold8．检验验Inspect问题Problems玻璃不干干净Glassnotclean工模不方方,工模准备备Moldnotsquare,moldprep锁模位置置,移开模锁锁,模锁跌落落Clamplocation,clampremoval,clampsfalloff凝固时间间、温度度、湿度度Celtime,temp.,humidity边缘/表面干净净Edge/faceclean浇注Pourer凝固台CureTable检验Inspector脱模DeMolder玻璃清洗洗GlassWasher黄色丝攻攻YellowTapper模具加工工MoldMaker包裹Wrapper树脂防护护罩ResinShield送生产部部ToProduction开始Start结束EndLTWRevised:7/01©©2001TBMConsultingGroup,Inc.AllRightsReserved.详细的现现场行走走示意图图EnhancedSpaghettiMap质量图QualityMap确定流程程之所有有步骤Identifiesallthestepsintheprocess清楚显示示每个步步骤之所所有规格格Clearlyshowsallspecificationsofeachstep确定每个个步骤所所用之测测量仪器器。用测测量系统统分析来来测试这这些系统统Identifiesthemeasurementdevicesusedineachstep.Thesesystemswillbetestedusingameasurementsystemsanalysis.流程控制制的理解解与实际际变得显显然Perceptionofthecontrolversustherealityofthecontrolbecomesapparent全力以赴赴于一个个变革步步骤,找出已知知问题Totalfocusononetransformationsteptoidentifyknownproblems质量图产品流程日期流程步骤规格/质量标准测量控制方方法模具/工夹具发现缺陷/已知问题缺陷原因差距分析质量图QualityMap流程步骤规格/质量标准测量控制方方法模具/工夹具发现缺陷/已知问题缺陷原因差距分析后拉伸生产产线3后拉伸生产产线1输送带末端端宽167mm拉伸机出口口宽164mm收缩率一般般8~11%,无规格;宽都变化+/-3%,有规格张力控制:7每1,200英尺测量一一次10英寸针孔记记号测量线线性收缩;钢尺测量产产品宽都5分钟后,10英寸样板变变成8.5”;宽度为170mm产品在直带带上往一个个方向弯曲曲,在另一直带带上往相反反方向弯曲曲产品品应应力力;方在在聚聚脂脂薄薄膜膜上上时时会会弯弯曲曲输送送带带拉伸伸机机出出口口宽宽169mm收缩缩率率一一般般2%,无规规格格;无规规格格每1,200英尺尺测测量量一一次次张力力控控制制:7输送送带带在在运运转转时时测测量10英寸寸针针孔孔记记号号测测量量线线性性收收缩缩;钢尺尺测测量量产产品品宽宽都都最后后线线性性长长度度收收缩缩只只有有0.2””质量量图图QualityMap流程程步步骤骤工具具加工工前前加工后管尾张开表示示工具完全插插入;满足回程弯曲曲插入之设计计标准图纸上的设计计规格张开工具长度不等,张开不对称工人变化性张开大小无测测量数据;没有最打最小小管长小于张张开尺寸;可用红色工具具定义长度规格/质量标准测量控制方法法模具/工夹具发现缺陷/已知问题缺陷原因差距分析柏拉图Pareto比较原因出现现频率,按照递降顺序序排列Compareshowfrequentlydifferentcausesoccurandputsthemindecreasingorderofoccurrence过滤资料,重点改善Usedtofilterdatatofocusimprovementefforts柏拉图原理ParetoPrinciple:20%的原因造成80%的问题20%ofthecausesaccountfor80%oftheproblem数量柏拉图标签_1接线错误脏污其它零件损坏擦伤树脂防护罩历历史资料HistoricalDatacollectedonResinShield数量柏拉图缺陷数量缺陷柏拉图收缩模糊气泡比例累计%何谓测量系统统分析?WhatisMeasurementSystemAnalysis““MSA””?识别测量系统统变量,量化如何影响响流程Itidentifiesandquantifieshowmuchoftheoverallprocessvariabilityisduetothemeasurementsystem测量数据是测测量过程的输输出,可能发生变化化Measurementsareoutputsofameasurementprocess,whicharesubjecttovariation.离散型/特征型数据Discrete/AttributeData专家重评ExpertReevaluation鉴定人同意AppraiserAgreement连续性数据ContinuousData仪器重复性及及再现性GageR&R立即评估测量量变异,确定如何影响响流程Measurementvariationmustbeassessedimmediatelytodetermineimpactonprocess连续性数据ContinuousData规格下限LSL规格上限USL流程变异ProcessVariation流程变异ProcessVariationX1X2X3…Xn测量过程变异异MeasurementProcessVariation仪表变异GageVariation鉴定人变异AppraiserVariationX1X2X3…Xn重复性Repeatability校对Calibration稳定性Stability线性度Linearity灵敏度Discrimination再现性Reproducibility鉴定人AAppraiserA鉴定人CAppraiserC鉴定人BAppraiserB由不同鉴定人人使用同一测量系统统对同一项目进行测量之平平均测量值差差异Variationintheaverageofthemeasurementsmadebydifferentappraisersusingthesamemeasuringsystemwhenmeasuringtheidenticalcharacteristiconthesameitem测量系统导致致的差异Variationduetothemeasuringsystem重复性Repeatability由同一鉴定人人使用同一测测量装装置对同一项项目之同一特特性进行多多次测测量之之测量量值差差异Thevariationinmeasurementsobtainedwithonemeasurementdevicewhenusedseveraltimesbyanappraiserwhilemeasuringthesamecharacteristiconthesameitem第1次测量量Measurement1第3次测量量Measurement3第2次测量量Measurement2测量设设备导导致的的差异异Variationduetothemeasuringdevice仪器重重复性性及再再现性性GageR&R规格Spec规格上限USL规格下限LSL差异Variability一般经经验RuleofThumb:<15%,可以接接受Under15%Acceptable15~30%,有疑问问15––30%Questionable>30%,不接受受,必须改改善Over30%Reject––ImprovementMandatory贵司的的原则则是什什么??)Whatareyourcompany’sguidelines??(GRR%)仪器差差异X100总差异异数据据世世界界DataWorlds不良良品品:不能能满满足足客客户户要要求求的的产产品品Defective:Theuniteithermeetsordoesnotmeetcustomerrequirements不良良次次数数一一个个产产品品不不能能满满足足客客户户要要求求的的次次数数Defect:Thenumberoftimesaunitfailstomeetrequirements连续续性性能能够够呈呈现现任任何何数数值值的的可可测测量量特特性性Continuous:Ameasurablecharacteristicthatcantakeonanyvalue数据据世世界界决决定定所所用用的的分分析析工工具具TheDataWorlddictateswhatanalyticaltoolstouse制程程能能力力ProcessCapability将制制程程能能力力、、平均均偏偏差差及标准准偏偏差差与Relateprocesscapability,meanandstandarddeviation……制程能力ProcessCapabilityZ值ZValue规格格极极限限相相联联系系,用一一个个Z值即即西西格格玛玛值值来来表表示示…tospecificationlimitsandexpressthemasasingleZvaluea.k.a.SigmalevelZ值ZValue温度制程制程能力力ProcessCapability流程数据规格下限限规格上限限(长期能力力)潜在/短期能力力短期能力力长期能力力观测到的的性能期望的短短期性能能期望的长长期性能能制程能力力ProcessCapability不良次数数概率““p(d)”:ProbabilityofaDefect““p(d)”:不良产品品次数与与总产品品数之比比;即在一次次运作里里可能发发现不良良品次数数之百分分比。Theratioofthenumberofbadunitstothetotalunits;itisthepercentageofdefectiveunitsyouwouldexpecttofindwithinarun.不良产品次数产品生产总数制程能力力ProcessCapability好零件Good不良品Bad产品一次次通过率率“FTY”:产品不出出现缺陷陷而通过过一次运运作之比比例FirstTimeYield“FTY””:thepercentageofunitsthatpassthroughanoperationwithoutanydefects例如:一天内测测试了1,056个洗碗机机Example:1056dishwashersweretestedinoneday924个通过,132个由于各各种原因因不通过过924passedand132failedforvariousreasons不通过产产品数量量+通过产品品数量=产品总数数#ofbadunits+#ofgoodunits=TotalNo.ofunits不通过的的产品数数可以表表达为不不良品概概率p(d):#ofbadunitscanbeexpressedasaprobablyofadefective,p(d):制程能力力ProcessCapability每个产品品不良次次数“DPU””:总不良次次数与总总产品数数之比,即每个产产品可能能发生不不良之次次数。DefectsPerUnit“Dpu”:Theratiooftotaldefectstototalunits,defectsperunit,istheaveragenumberofdefectsyouwouldexpecttofindoneachunit.每个产品品不良次次数用DPU表示,公式如下下:Defectsperunitisdenotedbydpuandtheformulaisdefinedas:XXokok总不良次次数产品总数数根本原因因RootCause(s)质量工具具/假设性试试验QualityToolsHypothesisTesting比较分析析ComparativeAnalysis(在鱼骨图图上圈出出最可能能原因)(circlethemostlikelyonthefishbone)因果法Cause&Effect柏拉图Pareto质量图QualityMap质量系统统分析MSA现场行走走示意图图SpaghettiMap标准化运运作StandardOps商业流程程图BusinessProcessFlowMap根本原因因流程RootCauseProcess用数据来来证实这这些可以以解决的的根本原原因Validatesthemanageablefew“root”causeswithdata过滤所有可能能原因,找出可以以解决的的原因Filtersallpossiblecausestoamanageablefew识别各种种事件及及可能原原因Identifiesnumerousissuesandpossiblecauses在鱼骨图上写写出所有可能能原因Allpossiblecausesputonfishbone集思广益与因因果法BrainstormingandCause&Effect目的Purpose:针对特定事件件,快速收集数据据Togathermanyideasquicklyforagivenissue利用比较分析析,找出潜在差异异Tousewiththecomparativeanalysisforpotentialdifferences原则Rules:所有组员,了解问题Everyoneintheteamneedstounderstandtheissueforbrainstorming不下结论,不作讨论,只可澄清Nojudgingordiscussion;onlyclarification在便条上或活活页纸上,列出建议ListideasonPostItTMnotesorflipchartastheyaregiven利用因果法,拓宽集思广益益思路UseCause&Effecttooltobroadenbrainstormingexploration因果法类别Cause&EffectCategories测量Measurements测量设备Measurementdevises数据捕获系统统Dataacquisitionsystems校对Calibration灵敏度Discrimination物料Materials原料Rawmaterials零部件Parts/components人力Manpower培训Training人事问题Personnelissues机器Machines设备Equipment保养Maintenance整体设备效率率OEE方法Methods标准化操作Standardoperations非增值活动Nonvalueaddedactivities计划Scheduling环境Environment温度Temperature湿度Humidity建筑物Buildings空间Space制造–五个M一个EManufacturing(5M’s&E)因果图CauseandEffectDiagram缩水线ShrinkLines(威尔伯)(Wilbur)机器

Machine环境Environment材料Material人力ManPower方法

Method锁模位置ClampLocation脱模前太快Toosoonbeforedemold开锁ClampRemoval模锁跌落ClampFallingOff模具准备MoldPrep经验不足Experience脱模步骤DemoldSteps模具不方正MoldNotSquare凝胶时间过快GelTimeFast树脂模ResinPat边缘/表面清洁Edge/FaceClean新员工NewEmployees湿度Humidity温度Temperature脏污Contamination何谓比较分析析?WhatisaComparativeAnalysis?着重寻找数据据Amethodoffocusingthesearchfordata系统化找出正、负偏差原因AsystematicprocessforfindingthecauseofaNegativeorPositivedeviation团队分析问题题AteambasedproblemanalysistoolDecorativelitesShrinklinesDemold,Swiggle,Conveyor,Consumer,Retail,Distributor,BettyNexttoedgeorcamingline1994Randomly:GreaterMonday,TuesdaythanWednesday,ThursdayWithinfirstweekafterlaunchAbout5%1–20.1to24"longhairØto2"wideApprox.7.5%ofproductionJanuarythrumid-April,then5%mid-Aprilthroughmid-JulyClearlaminates,123’’sShortShot,Swirly,BadMix,DelaminationUnitlineOncamingline,withouttouchingandedgeorcamingedgeDuringprototyping@Supplier,Onnewmolds(Allp/ns)Withinfirstfewcycles5%,increasingnordecreasingSomanythatyoucannotseethroughglass<.1nor>24”Increasingordecreasingwithinthetimebuckets接触空气,不够树脂,树脂,比例,模锁,凝胶时间,固化时间,模具烘焙频频率,刚性与柔性性,浇注时堵塞塞;表面条件,混合条件,加料条件Exposuretoair,lessresin,resin,ratio,nomoldforlams,clamps,geltime,curetime,rigidvs.pliable,tapedborders,sealedatpour;Treatedasgold,verylowdemand,frequencyofmoldbaking;Surfacevs.Mixorfillcondition教育育Education接触触空空气气,烘焙焙部部当当,粘合合力力差差,脏污污,充料料不不匀匀,边缘缘而而非非中中间间黑黑污污Aircontact,improperlycured,poorcohesion,contamination,unevensaturation,blotonedgenotincenter.人,凝胶时间间People,curetime工模模设设计计,苯乙乙烯烯堆堆积积Molddesign,styrenebuild-up周末末模模具具没没有有通通风风Moldsetsoverweekendwithoutventilation模具具内内苯苯乙乙烯烯堆堆积积Styrenebuild-uponmolds现状状StatusQuo太小小看看不不见见,位置置看看不不见见,标准准/缺陷陷判判断断主主观观。。Smallerishardertosee,Locationishardertosee,criteria,defectsubjectivity锁模模压压力力,主观观性性,锁模模位位置置,缺陷陷标标准准。。Clampingpressure,subjectivity,clamplocation,defectcriteria1块玻玻璃璃改改为为2块玻玻璃璃1pc.Glassto2pc.glass锁模模压压力力,锁模模位位置置clamppressure,clamplocation新模模Newmolds模锁锁数数量量#ofclamps比较较分分析析缺陷陷描描述述:缺陷陷是是什什么么?详细细描描述述什么么哪里里何时时多大大/多少少是不是是原因因变化化什么么物物品品有有缺缺陷陷?妆饰灯什么缺陷陷?缩水线在哪里发发现缺陷陷