精益六西格玛简介

精益六西格玛简介Introduction

of

LeanSixSigmaCONTENTS-内容什么是六西格玛？为什么要导入六西格玛？六西格玛和精益是什么关系？六西格玛绩效评价的指标有哪些？DMAIC流程如何展开？DFSS流程如何展开？六西格玛的工具有哪些？六西格玛成功的关键是什么？①什么是六西格玛？WHAT’S

THE

SIX

SIGMA希腊字母统计学上的意义统一的度量5

LowerSpec

Limit下限Upper

Spec

Limit上限Nominal

Target标称值Defects缺陷Process

Mean过程均值6Process

variation

is

represented

by

表示过程变差WHAT’S

THE

SIX

SIGMAWHAT’S

THE

SIX

SIGMA7345Sigma

Level671,000,000100,00010,0001,0001001012PPMWHAT’S

THE

SIX

SIGMA8Lean

Six

SigmaTimeline精益六西格玛发展史199020001980SPC

TQMSPC和全面质量LEAN

DEVELOPMENT-精益的发展初期的6SSSIX

SIGMA

DEVELOPMENT

-六西格玛的发展Adapt

LSS

toBusinessProcesses在业务流程中引入LSSLean

Mfg.精益生产系统Just

–

in–Time准时生产9Overview-Four

QualityGurus对质量产生重大影响的领袖Historically

companies

havefocused

onquality

issuesfor

customer

satisfactionPriorto

six

sigma

therewere

four

key

qualitygurusthatmost

companies’

quality

programs

followed历史上，公司都专注于影响客户满意的质量问题在六西格玛运动之前，有四个质量大师影响了大多数公司的质量规划DemingJuranCrosbyTaguchi10EXTERNALINTERNALMARKETSHAREPROFITQUALITY-Better

products

&

services-Improved

processesCUSTOMER

SATISFACTION-Compete

with

valuePRICE-Compete

with

PricePRODUCTIVITY-Decreased

cycle

time-Eliminate

set-up

timesCOST-Opportunity

for

profitPROCESSQUALITY-Reduce

rework-Eliminate

in-process

inspectionPRODUCT

QUALITY-Reduce

scrap-Increase

product

life-Eliminate

incoming

testingDeming’s

Contribution

to

Profitability戴明对于公司盈利的贡献11Cost

ofPoor

Quality(Percent

of

operating

costs)Production

BeginsOriginal

zone

of

process

controlNew

zone

of

process

control020%40%Planning ControlTimeImprovementLessons

LearnedSporadicspike

fromobserved

problemChronic

Waste

(anopportunity

for

improvement)ControlSpecial

cause

variationCommon

causevariationImprove12Juan‘s

Contribution

to

Quality朱兰对于质量的贡献Crosby‘s

Contribution

to

Quality克劳士比对于质量的贡献Do

right

thingat

first

time,

Zero

defect.一个核心：第一次就把正确的事情做正确二个基本点：有用的和可信赖的三个需要：任何组织都要满足客户，员工和供应商的需要四个基本原则：质量就是符合要求预防的系统产生质量质量的工作准则是零缺陷必须用质量代价（金钱）来衡量质量表现13Taguchi‘s

Contribution

to

Quality田口玄一对于质量的贡献信噪比设计质量损失函数稳健性设计田口DOEQUALITY

is

ameasuredas

thetotal

losstosociety

caused

byaproduct.14TexasInstruments,AseaBrownBoveri,AlliedSignal,GeneralElectric,Bombardier,

NokiaMobilePhones,LockheedMartin,

Sony,Polaroid,Dupont,AmericanExpress,

FordMotor,…….TexasInstruments,Asea

BrownBoveri,AlliedSignal,GeneralElectric,

Bombardier,NokiaMobilePhones,

LockheedMartin,Sony,Polaroid,Dupont,

American

Express,

FordMotor,…….德州仪器公司，ABB，联合信号，通用电气，庞巴迪，诺基亚，洛克希德-马丁，

索尼，宝丽莱，杜邦，美国运通，福特汽车…TheSix

Sigma

Breakthrough

Strategy

has

become

aCompetitive

Tool六西格玛突破性管理策略已经成为一个极具竞争力的工具15World

Class

Companies世界级公司②为什么要导入六西格玛？The

Classical

View

of

Performance对于质量表现的典型看法Practical

Meaning

of

“99%

Good”“99%良品”的实际情况20,000

lostarticles

of

mail

per

hourUnsafe

drinking

water

almost

15

minuteseach

day5,000

incorrect

surgical

operations

per2

short

or

long

landings

at

major

airports

each

day200,000

wrong

drug

prescriptions

each

yearNo

electricity

for

almost

7

hours

each

month每小时2万份丢失正文的邮件每天有15分钟的时间在饮用不健康饮水每周5000次出错的外科手术每天在主要的机场有2次不安全的着陆每年20万份失误的处方药每个月有几乎7小时的停电173

CapabilityLongTerm

Yield-长期过程能力93.32%Historical

Standard历史标准4

CapabilityLong

Term

Yield-长期过程能力99.38%Current

Standard现有标准6

CapabilityLong

Term

Yield-长期过程能力99.99966%New

Standard新标准Supplier

-Do供应商-实施18Customer-Need客户-需求Customers

and

Suppliers

Exchange

Value

Through

the

Need-Do

Interaction通过需求-实施合作，客户和供应商交换价值Maximizing

the

Customer/Supplier

Relationship最大化客户/供应商联系Deriving

value

from

the

Need-Do

interaction价值来源于需求-实施合作Need需要Price价格Customer客户19Do实施Delivery交期Cycle

Time周期时间Cost成本Quality质量Defects不良品Supplier供应商Linking

Customer

Needs

toWhat

Suppliers

Do把客户需求和供应商实施联系起来Maximizing

the

Need/

Do

Interaction最大化需要/实施合作Customer

Satisfaction

is

a

Business

Issue客户满意是一个业务问题Process

Capabilities过程能力RobustDesigns

稳健的设计Predictable

Operations

可预见的操作Consistent

Performance一致的表现Superior

Reliability卓越的可靠性High

Quality高质量On-TimeDelivery

按时交货Lower

Costs低成本CustomerSatisfaction客户满意BusinessResults

业务结果CustomerRequirements客户需要MaterialCapabilities材料性能The

Overall

Customer/Supplier

Model整体的客户/供应商模型20Variation偏差Uncertainty不确定性Unknown未知性Disbelief不可信Risk风险Defect

Rate不良率Variation

Is

the

Enemy

in

Achieving

Customer

Satisfaction偏差是达到客户满意的敌人21竞争对手的进步，不改善意味着倒退商业的竞争，犹如逆水行舟，不进则退2223为什么要导入六西格玛？来自客户的要求

主机厂要求的过程能力减少变差的需求

更稳定的过程能力

更高的客户满意行业竞争的要求

Cooper

standard，

Fuyao…小游戏：认识你的客户折纸飞机按照客户的要求，折3种纸飞机，了解SIPOC③六西格玛和精益是什么关系？Kaizen

VSSixSigma改善和六西格玛Kaizen&

lean

managementis

an

oriental

thinkingmanner,

focus

on

wholesystem

improvement

thinking,

like

Chinese

traditional

medicine

forcure.6-Sigma

isawesternthinkingstyle(fromUSA).begoodatlogicapproachand

statistical

analysis,

like

western

medicineoroperation

for

cure.2627Lean

Fundamentals精益基础Doing

more

with

less

inventory,

fewer

workers,

less

space用更低的库存，更少的工人，更少的空间做更多的事情Just-in-time(JIT)

准时化生产Smoothing

the

flow

ofmaterial

to

arrive

just

as

it

is

needed让物料的流动更顺畅“JIT”

and

“LeanProduction”

areused

interchangeably“准时化生产”和“精益生产”可以交替使用Muda

浪费Waste,anythingotherthanthatwhichaddsvaluetotheproductsor

service浪费，除了为产品或服务增值的过程之外的其他任何过程7

+1

Muda

8大浪费Inventory库存Waiting(forparts,machines,and

downstream

operations)等待（产品，机器和下游操作）Overproduction(Producing

items

wecan’t

immediately

useor

sell)过量生产（生产不能马上使用或售卖的产品）Inventory

库存Machine机器Machine机器Transporting(movingitems

needlessly)运输（无效搬运）Machine机器Movement(Searching

for

tools,

parts,

instruction,

approval)移动（寻找工具，零件，指导，批准）Factoryinventory

(

storing,

retrieving,

counting,

insuring,

taking

up

space&money)

工厂库存（存储，取物，点数，保险，占用空间&金钱）Defects

(

rework

and

scrap)缺陷（返工和报废）Talent(underutilization

of

worker

knowledge

and

skills)

人(工人知识和技能应用不足)28Processing

(Unnecessary

steps

that

do

notaddvalue)过度加工（不增值的不需要的步骤）9

大基础9

Basic

ElementsFlexible

resources

弹性资源Cellularlayouts

单元布局Pullproduction

system

拉动生产系统Kanban

production

control看板生产控制Small

lot

production

小批量生产Quick

setups

快速安装Uniform

production

levels均衡生产水平Total

productivemaintenance全员生产维护Supplier

networks

供应商网络Eliminate

Waste消除浪费Increase

Flexibility

增强柔性Flexible

Resources

柔性资源Cellular

Layouts

单元布局Smooth

the

Flow

流动Pull

System

拉动系统Kanbans

看板Small

Lots

小批量Quick

Setups

快速安装Uniform

Production

统一的生产Continuously

Improve

持续改进Quality

at

the

Source

源头质量TotalProductive

Maintenance全员生产维护Supplier

Networks供应商网络29六西格玛和精益是什么关系？Lean

的关注点：

流程的速度和效率Six

Sigma的关注点：

流程的缺陷和变差30④六西格玛绩效评价的指标有哪些？强势的进攻-不断的开疆辟土保守的防卫-持续的避免失误DMAIC和DFSS32LSS

Performance

Measurement

Metrics六西格玛绩效测量的指标体系Whatareyour

Business

Metrics

?我们的业务指标是什么？Doyour

Business

Metrics

link

toyour

Customer`s

Metrics?

你们的业务指标和客户的指标相链接吗？What

improvement

goalsare

established

for

yourBusinessMetrics?针对业务指标，你们设立了怎样的改善目标？33Business

Metrics业务指标Quality

indicators

–质量指标DPPM

–

Defective

Parts

per

Million

百万分之缺陷件数DPU

-Defectsper

Unit

单位缺陷点数RTY-Rolled

Throughput

Yield

滚动产出率FTT-

Firsttime

through

一次合格率FTY-

Final

toYield-

最终合格率SigmaLevel

-西格玛水平PPK/CPK-过程能力指数Delivery

indicators-交付指标Cycle

Time-周期时间Inventory

Cost

-库存成本Capacity-产能Cost

indicators-成本指标COPQ

-Costof

PoorQuality-不良质量成本CoQ-CostofQuality-质量成本Reliability-

可靠性MTBF-

平均无故障运行时间MTTR-平均修复时间MTTF-

平均使用寿命34The

Hidden

Factory隐形工厂35P01

Bending

Process37

Units

37件

d

=

063

Units63件缺陷产品d

≥

110

Units

Scraped10件报废53

Units

Repaired返修53件YFTT

=

？一次合格率Verify验证Operation操作NGRework返修Scrap报废100

Units

Start100件开始制造OK53

UnitsRepaired返修53件10

Units

Scraped10件报废YFTY

=

？最终合格率DPU

=

？单位缺陷点数Business

Metrics-Quality业务指标-质量36D:number

of

Defects-

缺陷点数U:

number

ofUnits-

产品数D=100totaldefectswerefound

U

=

100units

(Parts)DPU

=

1.0YRT=

e

-TDPUP/NABCDEOKNG1XNG2XXNG3OK4XXNG5XXXNG…OK63XXXNG…Total25155203537YRT

=

e-1.0=2.71828-1.0=36.79%Business

Metrics-Quality业务指标-质量Business

Metrics-Quality业务指标-质量RTY

-

Rolled

Throughput

Yield-滚动产出率FTT1RTY=Y *

YFTT

2*

YFTT

3FTT

n*

…Y =0.9^7=47.83%当每道工序的一次合格率达成90%，对最终的产出率以为这什么？If

TheFTT

for

eachprocess

is90%，

what’sthemeaningforyield？RTFTTJY =

K

Yj=1一次合格率90%的标准还是不够的38Business

Metrics-Quality业务指标-质量CP/CPK:

过程的能力指数缺陷的PPM过程的西格玛水平BYKGloss

MeasurementUSL:1000LSL:

95039Business

Metrics-Delivery业务指标-交付SSS40Metrics-指标：Cycle

Time-周期时间Inventory

Cost-库存成本Inventory

days-库存天数Inventory

turnover-库存周转Capacity-产能What

are

the

NAV

activities?哪些是不增值的活动？Business

Metrics-Cost业务指标-成本Costof

Good

QualityCostof

Poor

QualityPrevention

Cost预防成本Appraisal

Cost鉴定成本Failure

Cost-Internal内部损失Failure

Cost-External内部损失41P.A.FQuality

Cost

ModelBusiness

Metrics-Cost业务指标-成本Internal

Costs-内部损失Scrap报废Rework/Repair返工/返修Downtime停线Redesign重新设计Excess

Inspection

过量检验Excess

Inventory

库存过量External

Costs-外部损失Warranty保修Retrofits

修整Service

Calls

服务电话Recalls

召回Lost

Sales

客户丢失Sorting-

挑选Long

Cycle

Times

周期时间长42Componentsof

Cost

of

Poor

Quality不良质量成本的组成People(Indirect

Labor)-人（间接劳动力）Rework

返工Inspection检验Material

Handling

物料处理Maintenance维修Setup

–调试安装ExcessOvertime

加班过多Labor

Variance

off

standard

与标准不符的可变人工成本Inventory-库存Raw

Material

Holding

Cost原材料储存成本WIP

HoldingCost

在制品储存成本Finished

Goods

Holding

Costs-成品储存成本Obsolescence

废弃品InventoryShrinkage

库存缩水Maintenance-维修Line

stop

停机Repairs修理Rearrangement重整Defects-缺陷Scrap

报废Rework返工Defects缺陷Warranty

&

Recalls保修&召回Returned

Goods

Handling退货处理Premium

Freight-额外运费Air

Freight

空运Expedited

Truck

Freight

加急货车运费43Business

Metrics-Cost业务指标-成本Components

of

Cost

ofPoor

Quality-不良质量成本的组成Waste-浪费Reject拒收变更Sorting挑选客户退货Rework返工

CustomerreturnDesign

change设计Cost

of

Poor

Quality

(COPQ)

Correlation不良质量成本相关项可见的浪费Visible

waste不可见的浪费Invisible

waste44质量成本Total

Quality

CostFailure

cost失败成本Minimal

Total

QualityCost–最小质量成本预防+鉴定成本Prevention

+

Appraisal

cost3

SigmaCost$45Quality

LevelBusiness

Metrics-Cost业务指标-成本Traditional

View

of

CoQ质量成本的传统观点Failure

Cost失败成本Business

Metrics-Cost业务指标-成本Six

Sigma

Viewof

CoQ六西格玛的质量成本观点Cost$2

Sigma6

Sigma5

Sigma3Sigma4

Sigma1

Sigma5

Sigma4

Sigma6

Sigma预防+鉴定成本Prevention

+

Appraisal

cost4647Cost

of

Poor

Quality

(COPQ)

Correlation不良质量成本相关项Process

Control

ispre-requisite

for

error

free

Quality过程控制是保证质量零误差的首要因素COPQ

is

aresult

of

apoorly

controlled

process不良质量成本损失是过程缺乏控制的结果Process

Control

canbe

measuredin

PPM/Yield过程控制可以通过PPM/产出合格率来测量

PPM/Yield

measurements

arecorrelated

to

COPQ

PPM/产出合格率的和不良质量成本相关Six

Sigmahasshown

that

theHighestQuality

Producerisalsothe

LowestCostProducer六西格玛证明质量越好，成本越低RTY

is

Correlated

toProfit

Margin滚动产出率和利润率的相关性10070

80

90Rolled

Throughput

Yield

%603020100Profit

Margin

%48Sigma

is

Correlated

to

Cost

of

Poor

Quality西格玛和不良质量成本相关60495020 30 40COPQ

(%

Sales)10076543210Sigma

LevelIndustry

average

is

20%

COPQ

&4

Sigma

Company工业平均水平是20%不良质量成本，质量水平在4西格玛的公司COPQ

Relationship

Industry

Averages不良质量成本关系—工业平均水平COPQ 30-40%

of

SalesSigma2.0PPM308,537Non

Competitive-无竞争力20-30%

of

Sales3.066,80715-20%

of

Sales4.06,210Industry

Average-工业平均水平10-15%

of

Sales5.0233<10%

of

Sales6.03.4World

Class-世界级水平50Failure

Rate

Curve失效率曲线“Infant

mortalityperiod”“早期故障率阶段”早期失效51使用寿命耗损失效率Reliability

Measurement可靠性测量Reliability

Metrics-可靠性指标Meantime

tofailure(MTTF)

平均失效前时间Meantime

between

failures(MTBF)

平均故障间隔时间Mean

time

to

repair(MTTR)平均修复时间Repairable

System-可修复的系统：MTBFMTTR MTBFUn-repairable

System-不可修复的系统：MTTF52⑤DMAIC流程如何展开？Six

Sigma

Organization

Structure六西格玛组织架构SeniorManagement高级管理者LineManagement生产线管理者Project

Teams&

Green

Belts项目组&绿带Champions倡导者MasterBlack

Belts黑带大师Black

Belts黑带Or或者Or或者54SixSigma

Roles

andResponsibilities六西格玛角色和职责All

employees所有员工55Master

Black

Belts

黑带大师Black

Belts黑带Green

Belts绿带Project

Team

Members项目小组成员Part

time

兼职Project

specific

knowledge项目具体知识Help

Hold

the

Gains帮助保持收益Part

time

兼职Help

BlackBelts

协助黑带HelpLinemanagement

Hold

the

Gains

保持收益协助生产线管理者保持收益Full

time

全职Facilitates

problem

solving促进问题解决Trains

&

coaches

Project

Teams培训&指导项目团队Full

time

全职Trains

&

coaches

BlackBelts培训&指导黑带Understands

vision

理解愿景Applies

concepts

to

theirjobs

and

workarea将理念融入到工作中Line

Management生产线管理者Owns

process我们的过程Implements

solutions

实行解决方案Leads

Six

Sigma

change引领六西格玛变革Owns

vision,

directionintegration,

results建立组织的愿景，方向，整合和结果Leads

change

引领变更Executive

Mgm.Champion执行领导倡导者Percent

of

Time

Allocated

to

Six

Sigma

Activities六西格玛活动开展的时间分配100908070605040302010056Project

Team

Member项目小组成员Black

Belt黑带Master

BlackBelt黑带大师Champion倡导者Green

Belt绿带Senior

Management高级管理者Line

Management生产线管理LSS

培训的展开黑带认证4周BB标准课程（20days）1个黑带项目绿带认证2周BB标准课程（10days）倡导者培训（3Days）1个绿带项目黑带大师MBB管理10个以上的BB项目DFSS培训

5days

标准课程57Black

Belt

Project

Selection黑带项目的选择Alignwithcompanyobjectivesandbusinessplan(AnnualOperating

Plan)结合公司的目标和业务计划（年度运营计划）Voice

of

Customer/

CTSInputs客户的👉音/满意关键点输入Quality(CTQ)/

Cost(CTC)/

Delivery(CTD)质量/成本/交付关键点PPM/COPQ/RTY/

DOS/Cycle

Time

PPM/不良品质成本/滚动产出率

/周期Consistent

with

principles

of

Six

Sigma和六西格玛的原则保持一致Eliminate

process

defects

消除过程缺陷Concentrateon

“Common”issues

/opportunities

.....

not

“fire-fighting”将精力集中在处理共性问题或机会上，而不是救火Large

enough

to

justify

the

investment回报足够大，以证明投资的正确性58HowtoFocus

Projects怎样聚焦于项目Process

Cost

Savings

focus聚焦于节约过程成本Project

Quality

focus聚焦于项目质量Product

focus

(Six

Sigma

Design)聚焦于产品（六西格玛设计）Problem

focus

(WorstWay)聚焦于问题（最糟糕的情况）59Black

BeltProject

Desirability黑带项目的愿望4Business

Impact

-

Quality,

Delivery,

Cost,

Sales,CycleTime,Cost

Avoidance,

etc.

Significant

Change

Required业务影响-质量，交付，成本，销售，周期，成本避免等。需要进行的重大变更EffortRequired

-Includestimerequiredofteammembersandany

expenditure

ofmoney.需要的努力-包括团队成员的时间和金钱的支出Probability

ofSuccess

-

Anassessment

that

takes

intoaccount

various

riskfactors:成功的可能性-该评估要考虑各种各样的风险因素+Time

-uncertainty

of

thecompletiondate时间-完成日期的不确定+

Effort

-

uncertainty

ofthe

investment

required努力-所需投资的不确定+Implementation

-uncertaintyof

roadblocks实施-障碍的不确定60Significant

Changemeans

>

50%,

Not5%重大变更意味着>

50%,而不是

5%影响Black

Belt

Project

Desirability

Matrix黑带项目的愿望矩阵4Probability

of

Success成功的可能性低中高努力61Low<

$50K High

>

$300KAdditional

Project

Considerations额外的项目考虑事项Projects

must

serve

as

a

learningexperience

for

BlackBeltstouse

theSixSigma

tools黑带必须将项目看作是一个使用六西格玛工具的学习经验Projectscope

should

not

be

too

large

or

take

too

long

to

implement项目范围不应太大，也不能花很长时间来实施Projectscopeshouldbemanageableandtakeatleast50%ofthe

potential

Black

Belts`

time(100%

isideal)项目范围应该易管理的，并且应当花费潜在黑带50%的时间（理想情况是100%）Desirable

to

have

ameasurablevariable

fortheprimaryproject

output/metric对于主要项目的输出或衡量标准，我们要有一个可测量的变量来表示62DO

NOT

try

to

Solve

World

Hunger不要试图去解决世界的欲望Breakthrough

Strategy

Project

Planning突破策略项目计划How

would

you

leverageSix

Sigmatools

to

increase

RolledThroughput

Yield,Reduce

COPQ,

or

Increase

Capacity?你如何来使用六西格玛工具来提高滚动产出率，降低不良品质成本，

或者提高产能RTYCOPQCp.65.63.98.99$20K$1,200K$100K$1,320K.95.86.50.50Project

B项目B

63Project

A项目AProject

C项目CBreakthrough

Strategy

Project

Planning突破策略项目计划Inthiscaseyoumightwantto(1)increaserolledthroughput

yield

at

stage

1or

(2)

decrease

COPQ

at

stage

2or

(3)

increase

capacity

at

the

bottleneck

at

stage

3.在这个案例中，你可能想要

(1)在第一阶段提升滚动产出率(2)在第二阶段降低不良品质成本(3)在第三阶段突破瓶颈，提升产能RTYCOPQCp.65.63.98.99$20K$1,200K$100K$1,320K.95.86.50.50Project

B项目B

64Project

A项目AProject

C项目CBreakthrough

Strategy

Project

Planning突破策略项目计划RTYCOPQCp.65.63.98.99$20K$1,200K$100K$1,320K.95.86.50ProjectOne项目一MAICProject

Three项目三MAICProjectTwo项目二MAIC.50Project

B项目B

65Project

A项目AProject

C项目CBreakthrough

Strategy

Project

Planning突破策略项目计划ResultsFrom

Project

Improvement

Activities项目改善活动的结果RTYCOPQCp.65.63.98.99$20K$1,200K$100K$1,320K.95.86.75ProjectOne项目一MAICProject

Three项目三MAICProjectTwo项目二MAIC.75Project

B项目BProject

A项目AProject

C项目C

66Breakthrough

Strategy

Project

Planning突破策略项目计划RTYCOPQCp.65.63.98.99$20K$800K$100K$920K.95.86.75Project

One项目一Project

Three项目三MAICProjectTwo项目二MAICMAI.75Project

B项目BProject

A项目AProject

C项目CResults

From

Project

ImprovementBreakthroughStrategy

PlanActivities项目改善活动的结果C

67突破策略计划N°项目描述LSS

Project

Description应用范围Scope层次GB/BB方法DMAIC/DFSS指标Metric基准线Baseline目标Target项目风险Risk项目回报Return回报/风险率Return/Risk优先级Prority课题

Topic应用范围Scope方法Method层次Level制造Manufacturing

DMAICGB报废率降低Scrap

Rate

Reduction一次合格率提升First

Time

Through

Rate

Improvement供应链Supply

Chain

DFSSBBPPM降低PPM

Reduction管理Management周期时间的缩短Cycle

Time

Shorten设计Design换型时间的缩短Change

OverTime

ShortenCOPQ%降低Cost

Of

Poor

Quality

Rate

ReductionVA/VE成本降低Value

Analysis/Value

Engineering

CostReduction能耗降低Energy

SavingEHS事故率降低EHS

Accident

Rate

ReductionMTBF

增长

（平均无故障运行时间）Mean

Time

Between

Failure

IncreasingMTTR缩短

（平均修复时间）Mean

Time

To

Repair

ShortenQDCREPROJECT

SELECTION-项目选择N°N°类别1增长紧迫性客户满意4

效率和产能5

预期经济增加类别

Category1定义范围支持4成本5进度10075502500255075100←Return回报ADBC风险

RISK→What

does

doing

Six

Sigma

look

like?实行六西格玛是如何做的？Project

defined

in

Business

Terms

在业务条款里确定项目Cross

Functional

Team

Involvement

跨功能小组参与Measure/Analyze/

Improve/

Control

评价/分析/改进/控制Problem

Strategy

used

使用问题管理策略Qualitative

Tools

used

使用质量工具StatisticalTools

used

使用统计工具Sustained

Business

ResultsAchieved

达到稳定的业务结果69和业务链接项目过程DMAIC的标准过程跨功能的团队组织策略问题管理策略质量工具统计工具工具结果稳定的业务结果SixSigma

Improvement

Strategy六西格玛改善策略Know

what

is

Important

to

the

Customerand

to

the

Business

对客户和业务来说，清楚了解什么是重要的Reduce

Defect

Levels

by通过以下措施降低缺陷水平:Reducing

the

Variation减小变差Centering

around

the

Target

击中目标LSLUSL705

Phases

and10

Key

Tools

5个阶段和10个关键工具Process

Map

&

Metrics

过程流程图&指标Cause&

Effect

Matrix-

因果矩阵FailureMode

&

Effects

Analysis-D/P-FMEAGage

R&R

Studies-检具GR&R研究Capability

Analysis

-能力分析Multi-Vari

Analysis-

多变量分析Cause&

Effect

Diagrams-

因果图Design

of

Experiments-试验设计StatisticalProcessControl

–

统计过程控制Control

Plans

控制计划DEFINE定义MEASURE测量ANALYSIS分析IMPROVE改进CONTRO控制71Phases

of

Breakthrough

Strategy突破性管理策略的阶段Phase

0:

Project

Definition

第0阶段：项目定义Identify

LSS

projects

with

business

performance

review从业务绩效评价中识别“精益六西格玛项目”Define

the

project

charter-定义项目章程Phase

II:

Process

Analysis第2阶段：过程分析Update

Process

Map,

FMEA,

Control

Plan

&

Capability更新过程流程图，FMEA，控制计划&能力Identify

Critical

Input

Variables

识别关键输入变量Analyze

Process

data

using

Six

SigmaTools

用六西格玛工具分析过程数据

Phase

III:

Process

Improvement第3阶段：过程改进Verify

and

optimize

Critical

Input

Variables

验证并优化关键输入变量Identify

and

Test

Proposed

Solutions

识别和测试建议的解决方案Implement

Solutions

and

Confirm

Results

实施解决方案并确认结果PhaseIV:

Process

Control

第4阶段：过程控制EnactStandardization

/Mistake

Proofing

标准化/防错Implement

Process

ControlsandVerify

Effectiveness实施过程控制和有效性验证Monitor

Process

by

Control

Plan--HOLD

theGAINS通过控制计划监控过程-成果保持PhaseI:

Process

Measurement

第1阶段：过程评价Identify

KPIV’s

and

KPOV’son

Process

Map

/FMEA从过程流程图/FMEA中识别关键输入变量和关键输出变量Establish

Measurement

System

Capability

建立测量系统能力Establish

Process

Capability

Baseline

建立过程能力基线72Breakthrough

Strategy

Plan突破性策略的计划DefineMeasureAnalysisImproveControlDefine

the

Project

(RTY,

COPQ,

increase

Capacity)确定项目（滚动产出率，不良质量成本，增加产能）Map

Process

(List

KPIV’s/KPOV’s过程流程图（列出关键输入变量，关键输出变量）Establish

Measurement

System

Capability建立测量系统能力Perform

Short-Term

Capability

短期能力FMEA

and

Control

Plan

ReviewFMEA和控制计划的评审Identify

VitalFewVariation

Sources找出关键的少数变量的来源Identify

andPrioritize

KPIV’s

for

Further

Study识别排出关键输入特性的优先级以进行进一步的研究Verify

Impact

of

KPIV’s

验证关键输入特性的影响Enact

standardization

/

Mistake

Proofing

标准制定/防错Implement

Process

Controls

实行过程控制Monitor

Process--

HOLDthe

GAINS监控流程—成果保持YNOptimize

Critical

Input

Variables

优化关键输入变量Implement

Solutions

and

Confirm

Results实施解决方案并确认结果Performance

ReviewQuality

metrics-

质量指标Delivery

metrics--交付指标Cost

metrics-成本指标Identify

&

Define

a

LSS

projectCapable？能力OK7374Phase

0:

Determine

LSS

Project

Focus

Deliverables阶段0：确定持续改进项目的交付项Project

Statement

项目陈述Project

selection

justification

项目选择说明Interrelationship

with

Business

Strategy和业务策略的相互联系Benefitif

successfully

completed

成功完成的益处i.e.Whydo

it

为什么要做Phase

I:

Process

Measurement

Deliverables第一阶段：过程测量的交付项Step

2：Define/

Analyze

Process第二步：确定/分析过程‐Process

Map

&

FMEA‐Control

Plan‐Cause&

Effect

Matrix‐Initial

ranking

of

KPIV’s‐过程流程图/FMEA‐控制计划‐因果矩阵‐关键输入项的初始排名Step1：Defineprojectobjectives,metrics,and

resource

requirements第一步

确定项目目标，指标和资源需求‐Teamcharter/Problem

Statement‐Business

metrics

goals‐Customer

requirements‐团队章程/问题陈述‐业务指标目标‐客户要求Step

3：Characterize

Process第三步：

过程特性‐3

Level

Paretocharts‐

Measurement

study

report‐Capability

study

report‐3级柏拉图‐评估研究报告‐能力研究报告Step

4：Establish

Process

Metrics第四步：

建立过程指标‐Vital

FewVariationSources‐Cp,

Ppk,

Zst,Zlt,

DPU,RTY‐关键的少数变量的来源‐Cp,

Ppk,

Zst,Zlt,

DPU,RTY75Phase

II:

Process

Analysis

Deliverables第二阶段：过程分析的交付项Step

5：Identify

rootcauses

of

variation第五步：

识别变量的根本原因‐Cause

&

Effect

Diagrams‐Horizontal

Root

Cause

Charts‐Potential

Critical

KPIV’sList‐因果图‐水平根本原因图‐可能的关键输入变量的清单Step

6：Analyze

process

data第六项：分析过程数据‐Multi-vari

Charts‐Hypothesis

Tests‐SPC

Charts‐Correlation&

Regression

Analysis‐多变量图表‐假设检验‐SPC控制图‐相关/回归分析76Phase

III:

Process

Improvement

Deliverables第三阶段：过程改善的交付项Step

7：Test

and

verify

critical

input

variables

using

DOE第七步：

使用DOE测试并验证‐Prioritized

list

ofKPIV’s

needing

further

study‐Critical

input

variable

list‐需要进一步研究的关键输入变量优先级清单‐关键输入变量Step

8：Optimize

the

process

using

DOE第八步：使用DOE优化流程‐Documented

KPIV`s

operating

limits‐DOE

reports‐将关键输入变量的操作极限存档‐DOE报告Step

9：Identify,

plan

and

test

proposedsolutions第九步：识别，计划和验证建议的解决方案‐List

of

solutions

impacting

KPOV`s‐Improvement

plans‐影响关键输出变量的解决方案清单‐改进计划Step

10：Implement

solutionsandimprovement

plans第十步：实行