VRK(减少变异培训)

1、1,Variation Reduction 减少变化,Revised 4/26/02,PF / CE / CNX / SOP,2,Preface to VRK VRK前言,3,Agenda 议程,Chapter 1 Intro to Variation 第一章-变量介绍 Danaher Business System (DBS) Danaher商业系统（DBS) Input, Process, Output Diagrams (IPO) 输入，工艺，输出 图表 Normal Distribution, Key Measures 正态分布，关键量度 First Pass Yield (FPY)

2、第一次通过 Cost of Poor Quality (COPQ) 不良质量成本 Chapter 2 - VRK Process 第二章-变量减少改善过程 Process Flow Charts (PF) 工艺流程图,4,Cause & Effect (CE) Diagrams with CNX and SOP 因果图 5 Whys 五个为什么 Chapter 3 - Graphical Tools 第三章- 图表工具 Pareto Chart 柏拉图图表 Histograms 柱状图 Run Chart 曲线趋势图,5,Course Outline 课程概述,Start and Stop T

3、imes 开始和停止时间 Breaks 休息 You are responsible for learning 你负责学习 Active Participation - Questions are great 活跃的参加-勇活提问题 Importance of applying right away 立刻使用的重要性,Introductions 介绍,Name 姓名 What department do you work in? 你在哪一个部门工作 What do you do? 你做什么 What are your expectations of the training/Kaizen We

4、ek? 你对改善活动的期望是什么,6,Training Objectives 培训的目的,Understand and utilize variation Reduction Tools from the Danaher Business System 理解和利用变化减少的工具 Develop a working knowledge of the following basic tools to Variation Reduction/Six Sigma: 增加在以下变化减少基本工具和六 Sigma的知识 Input, Process, Output Diagrams 输入，过程，输出 图表

5、Normal Distribution, Key Measures 正态分布，关键量度 First Pass Yield (FPY) 第一次通过 Cost of Poor Quality (COPQ) 差质量的代价 Process Flow Charts (PF) 工艺流程图 Cause & Effect (CE) Diagrams with CNX and SOP 因果图 5 Whys 五个为什么 Pareto Chart柏拉图图表 Histograms 矩形图 Run Chart 曲线趋势图 Improve your ability to creatively solve problems

6、 and initiate positive lasting change! 改进你创造性地解决问题和开始积极的持续变化的能力 Learn, Have Fun and Accomplish! 学习，有乐趣，完成任务,7,Introduction to Variation 关于变量的介绍,8,IPO Diagrams 输入加工输出图表,PROCESS 加工过程 (ACTIVITY),OUTPUTS 输出 (Measures of Performance ) 表现的量度,INPUTS 输入 (Sources of variability) 可变性根源,Perform a Service y 提供一

7、项服务,Produce a product 生产一件产品,Complete a task 完成一项任务,People 人,Material 物,Equipment 设备,Policies 政策,Procedures 步骤,Methods 方法,Environment 环境,A Blending of inputs to achieve the desired outputs 混 合 输 入 以 获 得 期 望 的 输 出,An Industrial Ecosystem 工业生态系统, AAA,9,Manufacturing Injection Molded Parts Process 塑料成形

8、加工过程,(Manufacturing) 制造,Type of raw material 原材料类型 Mold temperature 温度 Holding Pressure压力 Holding Time 时间 Gate Size 喷口尺寸 Screw Speed 螺旋速度 % Regrind 再研碎百分数 Moisture content 增湿剂,Thickness of Molded part 成形零件的厚度 % shrinkage from mold size 收缩百分数 # of defective parts 缺陷数,IPO Diagrams (examples) 输入加工输出图表

9、（例子）, AAA,Machining Process 机加工过程,(Manufacturing) 制造,Days between Lost time accident 由于事故失去时间 Parts Per Million Defective 每百万零件的缺陷数 On Time Delivery to Customer 按时交货 Units Produced Per Man Hour Worked 每人单位小时生产的产品数,Associates 工人,Standard Work 标准工作,Machines 机器,Fixtures 夹具,Tooling 工装,Gages/Quality Chec

10、ks 塞规质量检查,Speeds/Feeds 速度 / 进料,OP Sheets OP表,Assembly Process 装配 过程,(Manufacturing) 制造,Method/Standard work 方法标准工作 Sequencing of Steps 步骤的次序 Fixtures 夹具 # of associates 员工数 Position of components 部件的位置,Time to assemble a part 装配一零件的时间 # of defects created 缺陷数 Delivery to Customer 按时交货,10,Billing pro

11、cess 帐单过程,(Finance),Method for obtaining Bill Information 取得帐单信息的方法 Data Entry Method 数据输入的方法 Type of Bill 帐单类型 Billing clerk skill level 编制帐单职员的技术水平 # of Billing clerks 编制帐单职员的数目,Time to complete a Bill 完成一帐单的时间 # of errors per Bill 每帐单的错误数目 Total cost to prepare and send Bill 准备和发送一帐单的总成本,Examples

12、 of IPO Diagrams 输入加工输出图表 （例子）, AAA,Training Process 培训过程,(Training or H.R.),Type of Training 培训类型 Instructional materials 培训材料 # of students 学生数目 Site of training 培训地点 Accountability of student and trainer 学生和教员的责任 Student background 学生背景 Amount of time for training 培训时间 Kind of Trainers 教员类型 Indiv

13、idual Vs Team 个人或 小组 Has Management been trained 上层管理是否已培训,Like (Course evaluations) 喜欢 （课程评价） Learn (Pre Vs Post) 学习 （以前 与 以后） Use (# of Applications) 使用 （应用 的数目） ROI ($) 投资的 回收,Cigna Enrollment Cigna 注册,Data 数据 Forms 表格 Claims 要求 HR Admin 人事管理 Instructions 指南,Delivery Time 交付时间 Accuracy 准确 Cost 花费

14、 Refuse Service 拒绝服务 Do Get Card 得卡,(Benefits),11,Normal Distribution 正态 分布 Each unit of measure is a numerical value on a continuous scale.,Will the ball always go the same distance? 球会总是落在同一点吗？,12,Why do we care about the distribution of the Data? 我们为什么在乎数据的分布,Standard Areas Under the Normal Curve

15、正态曲线下的标准区域,+4,+5,+6,+1,+2,+3,-2,-1,-4,-3,-6,-5,0,68.27%,95.45%,99.73%,99.9937%,99.999943%,99.9999998%,13,Distributions can differ in three ways 分布以三种方式变化, or any combination of these 或 这三种方式的任何 结合,14,First Pass Yield and the Hidden Factory 第一次通过 和 隐藏 工厂,Every time a Defect is Created during a Proces

16、s (Step), it takes Additional time and resources to evaluate, rework and/or scrap 每当一 废品 产生时，需要附加的时间和资源做估价，返工 和或报废 These Non-Value Added Activities Typically Require Additional Floor Space, Capital Equipment, Material and People 这些没有价值增加的活动通常需要附加的地面，资本设备，材料和人工,No Defect, AAA,Y1 . Y2 = FPY,FPY is the

17、 % of product that goes through the process right the first time 第一次通过是产品第一次正确地通过加工过程的百分数,15,Each Team will be given a deck of cards (52). 给每一个组一叠卡片（52） Each Team will have 2 operators, each of whom will drop one card at a time onto a target area. Operators will track the # of dropped cards.每一个组有2操作

18、员，每操作员将扔一卡片到一个目标区上 操作员将记录丢掉的卡片数目 The method of drop will be to hold the card at arms length over the target using two fingers on edge (as demonstrated by the instructor). 在距离目标一臂的位置用两个手指头拿着卡片的边缘丢下。（如指导人员所演示的那样。） After release, the card will fall and either be completely in the target area or not. Ea

19、ch team will have two inspectors who will determine if the cards fall completely on the target area. If they do, they may move to the next station. If not, then the cards will be reused (rework)在释放后，卡片会掉落，要么完全落在目标区域内，要么没有。每个小组均有两位检查员来决定卡片是否完全掉落在目标区域。如果是这样的话，他们可以移动到下一个位置。如果不是这样，那么就重新使用卡片（返工）。 Objecti

20、ve: to deliver 20 completed products or units to the customer.目标：把20个完整的产品或者元件交付给客户。 Team Personnel小组人员: 2 Operators操作员 1 Material Supplier材料供应员 2 Inspectors检查员 1 Timer计时员 1 Supervisor监督员 Data to Track跟踪的数据: A. Total number of good units moved on to the next station (or customer). Inspector at each

21、station should record this.移动到下一个站（或客户）的良好元件总数。在每个站上的检查员应当记录这个数据。 B. Total number of drops at each station. Operator should keep track of this, or a separate auditor could perform this function.在每一个站上丢下的元件总数。操作员应当保持跟踪，或者单独的审计员应当执行这个功能。 C. Total time from drop to completion of customer order (20 good

22、 units).从掉落到完成客户订单的全部时间（20个良好元件）。 D. Total number of cards of the 52 used in the exercise (52 - whatever supplier has left over).在操作中使用的卡片总数（无论供应商是否留下与否）,Exercise: First Pass Yield 练习：第一次通过 ( Rolled Throughput Yield) 累积通过,Directions:,Target / Area #1,Finished Product to Customer,Target / Area #2,Sta

23、rt Supplier, AAA,Y1 . Y2 = FPY,16,Drop Card Method丢卡方式,( if card bad如果卡片坏了),( if card good如果卡片是好的),( if card bad 如果卡片是坏的),( if card good如果卡片是好的),First Pass Yield Exercise Layout第一次通过产出练习设计图,17,Compute: 计算 A =.好产品的总数 B = 每一步扔掉卡片的总数 检查员 操作员 A1 = B1 = A2 = B2 = D = 使用卡片总数 = C = 使用总时间 （秒） = Stepwise : Y

24、1= A1/B1 = Y2= A2/B2 = 第一次通过 率 = Y1 * Y2 = 总数花费 = ($5 * D) + ($2 * B1 + B2) = 每一产品平均花费 = 平均生产周期 =,Exercise: First Pass Yield 练习：第一次通过率 ( Rolled Throughput Yield) 累积通过率, AAA,Y1 . Y2 = FPY,18,Relationship between Lean and Six Sigma 精简与六 Sigma 之间的关系,19,Six Sigma As A Quality Philosophy6个西格玛作为质量哲学,Provi

25、ding a Higher Quality product or service, w/On-time Delivery, and at a Lower Cost than our competition.提供更高质量的产品或服务，准时交付，并且所花费的成本比竞争对手更低。,Six Sigma (kept simple)6个西格玛（保持简单） : “ the relentless and ruthless pursuit of variation reduction 无情地、残忍地追求削减差异”, AAA,Business Strategy商业战略,20,Measures of Locatio

26、n Mean / Average 位置的量度平均值,Sample Mean样本均值: X,8 11 6 7 12 7,Sample Assembly Data样本汇总数据,X = (8 + 11 + 6 + 7 + 12 + 7) / 6 = 51 / 6 = 8.5 hours小时,The Mean as a Balance Point 作为平衡点的平均值,4 5 6 7 8 9 10 11 12 13 14,21,Methodology for calculating the Median: 计算中位数方法 Put numbers in ascending order, then 将数目以

27、递增的方式排列，然后 If n is odd, middle value 假如 n 是奇数，取中间值 = If n is even, the average of the two middle values 假如 n 是 偶数，取两中间值 的平均 值,Sample Median校本均值:,SEATWORK课堂作业,SAMPLE示例 # 1 X = ( 8, 3, 7, 4, 5, 6, 5, 4, 5, 6, 5 ) Find查找 X and及,Sample示例 # 2 Y = ( 8, 3, 7, 4, 5, 6, 50, 4, 5, 6, 5 ) Find Y and Y,Measures

28、 of Location Median 位置的量度-中位数,The Median is the value where half the data points are above the value and half the data points are below the value 中位数是一半数据点在其上 而一半数据点在其下那一点的值,22,236,000,98,000,40,000,36,000,32,000,28,000,Mean平均: 46,000,Total Payrol总工资l: $1,058,000 No. on Payrol薪水册上的数量l: 23 Average An

29、nual Pay平均年工资:,选自数学之脸：大学生的入门课程Taken from “Faces of Mathematics: An Introductory Course for College Students” , 2nd Edition by Robets and Varberg. Harper & Row, 1982.,Measures of Location 位置的量度,23,Measures of Spread 量度伸展,选自数学之脸：大学生的入门课程 Taken from “Faces of Mathematics: An Introductory Course for Col

30、lege Students” , 2nd Edition by Robets and Varberg. Harper & Row, 1982.,Dont Worry. That rope is one inch thick on the average. 不要担心。 绳子是平均一英寸粗,24,Three different data sets with the same locations 在相同的位置设置三组不同的数据,Range范围 = Max最大 Min最小,x,y,z,Rx =,Ry =,Rz =,Measures of Spread Range 量度伸展范围,Same Locatio

31、ns but Different Spreads 相同的位置，但是分布不同, AAA,25,x 30 30 30 30 30,y 10 30 30 30 50,z 10 20 30 40 50,Measures of Spread Standard Deviation 量度伸展标准偏差, AAA,26,The Cost of poor Quality What Is It? (COPQ) 什么是 差质量的代价,The Five Costs of COPQ are associated with . 5 个差质量的代价：,Internal Failure Costs 内部失败花费 Externa

32、l Failure Costs 外部失败花费 Appraisal Costs 估价花费 Prevention Costs 预防花费 Lost Opportunity Costs 失去机会花费,COPQ should be tracked as a Ratio, such as: 差质量的代价 应该以比率的方式跟踪 比如 COPQ/Sales $ 差质量的代价 / 销售 COPQ/Product Delivery 差质量的代价 / 产品交付 COPQ/Units Shipped 差质量的代价 / 产品运输,27,The Cost of Poor Quality (COPQ) 差质量的代价 Int

33、ernal failure Costs 内部失败的代价,Failure costs occurring prior to product/service delivery or shipment 失败的代价发生在产品服务交付以前,Design Corrective Action 设计纠正 Rework-Design Change 返工-设计改变 Scrap-Design Change 报废-设计改变 Production Liaison Costs 生产联络花费 Purchasing Failure Costs 购买故障花费 Purchased Material Reject Disposit

34、ion 购买材料废品退货 Purchased Material Replacement Costs 购买材料更换成本 Supplier corrective Action 供应商改正 Rework of Supplier Rejects 返工-供应商退货 Uncontrolled Material Losses 没有控制材料损失 Manufacturing Failure Costs 生产失败花费 Material Review/Corrective Action (MRB) 材料检阅 / 改正行动 Disposition Costs 处理材料花费,Troubleshooting/Failur

35、e Analysis 纠正 / 失败分析 Investigation Support Costs 调查花费 Operations Corrective Action 操作改正 Failure to transfer from Design to Manufacturing 从设计 至制造 转化 的失败 Rework 返工 Repair修理 Re-inspection/Retest Costs 再-检查 / 再测试花费 Failure to Scale Up失败 Poor Characterization 差的特性化 Poor Optimization 差的 优化 Poor Communicat

36、ion 差的 交流 Poor Documentation 差的 文件, AAA,28,Failure Costs occurring after product/service delivery or shipment 失败的费用发生在产品服务交付以后,Customer Complaint Investigation 顾客抱怨调查 Returned Goods返回货物 Retrofit Costs改新花费 Recall Costs 回收花费 Warranty Claims保险索赔 Liability Costs责任花费 Penalties 受罚 Customer/User Goodwill 顾

37、客 / 用户友好 Other External Failure Costs 其他外部失败花费,The Cost Of Poor Quality (COPQ) 差质量的代价 External Failure Costs: 外部失败的代价, AAA,29,The Cost Of Poor Quality (COPQ) 差质量的代价 Appraisal Costs: 估价费用,Costs associated with measuring, evaluating, or auditing products or services to ensure conformance to quality st

38、andards and performance requirements 费用与测量，估的价 或审计产品或服务有关以保正遵守质量标准和性能要求,Purchasing Appraisal Costs 采购估价费用 Receiving/Incoming Inspection and Test 进货检验和测试 Measuring Equipment测量设备 Qualification of Supplier Product 供应商产品合格证明 Source Inspection and Control Programs 检查根源和控制 项目 Manufacturing Appraisal Costs

39、 生产估价费用 Planned Inspections, Tests and Audits计划的检查，测试和审计 Checking labor 检查劳工 Product or Service Quality Audits 产品或服务质量审计 Inspection and Test Materials 材料 检验和测试 Set-Up Inspections and Test 安置检验 和测试 Depreciation Allowances 贬值估及,Measurement Equipment Expense 测量设备费用 Maintenance and Calibration Expense 维

40、修和校正费用 Outside Endorsements and Certifications外边赞同和证明 External Appraisal Costs 外部估价花费 Field Performance Evaluations 现场表演估价 Special Product Evaluations特别产品的估价 Evaluation of Field Stock and Spare Parts 现场库存和备件估价 Review of Test and Inspection Data 测试和检验数据审查 Other Quality Evaluations 其他质量估价 Special Test

41、s 特别测试 Process Control Measurement 过程控制量度 Laboratory Support 实验室支持, AAA,30,The Cost Of Poor Quality (COPQ) 差质量的代价 Prevention Costs 预防费用,The costs of all activities specifically designed to prevent poor quality in products or services 专门设计来预防差质量产品或服务的所有活动的花费,Marketing / Customer / User 市场 / 顾客 / 用户 M

42、arketing Research 市场研究 Customer Perception Surveys 顾客直觉调查 Contract/Document Review合同 / 文件审查 Product/Design Development产品 / 设计开发 Design Quality Progress Review设计质量审查 Design Support Activities 设计支持活动 Product/Service Design Qualification Test 产品 / 服务设计资格测试 Field Trials现场试验 Supplier Reviews/Ratings供应商 审

43、查 / 订级 Purchase Order Technical Data Review 购买技术数据 审查 Supplier Quality Planning 供应商 质量计划 Operations Prevention Costs生产预防花费 Operations Process Validation 生产过程证实,Operations Quality Planning 生产 质量计划 Design of Measurement/Control Equipment 量度 / 控制设备设计 Operational Support Quality Planning 生产方面支持质量的计划 Ope

44、rator Quality Education 操作员质量教育 Operator SPC/Process Control 操作员数理统计 / 过程控制 Quality Administrative Salaries and Expenses 质量管理的工资和费用 Quality Program Planning质量程序计划 Quality Performance Planning and Reporting质量性能计划和报告 Quality Education质量教育 Quality Improvement质量改进 Quality System Audits 质量系统审计 Training w

45、ithout ROI 无投资回收的培训, AAA,31,The Cost Of Poor Quality (COPQ) 差质量的代价 Lost Opportunity Costs 失去机会的代价,Delayed Market Entry 推迟进入市场 Lost Sales失去的销售 Lost Customers 失去的顾客 Additional Shifts, Lines, Plants Due to Poor Productivity (i.e., Low Capacity) 由于生产差所增加的班次，生产线和工厂 Failure to Enter a New Market because o

46、f . 失败进入新的市场因为 Competitor Obtains Patent Rights Before We Do 竞争对手在我们之前取得专利 Reliability Issues 可靠性问题 Safety Issues 安全问题 Ergonomic Issues 人机工程问题 Legal Issues 法律的问题, AAA,32,Why Six Sigma ? 为什么6 s,There is a correlation between a companys COPQ and the s Rating of its key processes 公司的差质量的代价 与其关键过程的偏差级别间

47、有相互关系,Sigma Rating西格玛等级 s,COPQ (% of Sales),2 3 4 5 6,40 35 30 25 20 15 10 5, AAA,33,Example Policy Deployment Matrix with COPQ 带COPQ的政策部署矩阵,2001 Deployed Policies 2001年部署的政策,34,MEASURE措施,1999,YTD,2000,JAN,FEB,MAR,APR,Reduce减少COPQ/Kit,PLAN,$7.90,$7.53,$6.91,$6.61,by $5.67,ACTUAL,External Quality外部质量

48、,6,500,PLAN,6,293,6,147,5,304,5,269,to 4,475 PPM,18,406,ACTUAL,Internal Quality内部质量,53,000,PLAN,42,389,39,134,35,823,33,162,to 28,154 PPM,60,036,ACTUAL,DBS Event 事件,PLAN,$333K,$333K,$333K,$333K,Savings 节约of $4MM,ACTUAL,100% DBS,PLAN,22,22,22,22,Participation参与,ACTUAL,Material Prdctvty材料生产量,PLAN,1.5,

49、3.0,4.5,6.0,to 10%,ACTUAL,Labor & Ovhd劳动力与企业管理,PLAN,1.5,3.0,4.5,6.0,Prdctvty 生产率to 10%,ACTUAL,New Sales Growth新的销售增长,PLAN,$10MM,$11MM,$12MM,$13MM,Prjcts for 00-$21MM,ACTUAL,New Sales Growth新的销售增长,PLAN,$20MM,$23MM,$26MM,$29MM,Prjcts for 01-$50MM,ACTUAL,Org. Reviews初审,100%,PLAN,100%,100%,100%,100%,CPT

50、 - 100%,ACTUAL,Example Bowling Chart with COPQ有关COPQ的保龄图表示例,2001 Deployed Policies投保,35,Sigma, 100 x,3.4,233,6210,66810,100K 10K 1k 100 10 1,3 4 5 6 7,Average Company,“Best in Class”,DEFECT REDUCTION 缺陷减少,Parts Per Million 每一百万零件,Note: The 1.5 sigma shift is included. 注意：包括 1.5 西格玛变动,Why Six Sigma?

51、为什么6 s,Worldwide benchmarking ( 1986-1987) found the “best in class” to have 6s quality A 4s company will spend 10% of revenue on internal and external repair 4s 公司将花费 10% 的收入在内部和外部缺陷失败的纠正 A 6s company will spend 1 % of revenue on internal and external repair 6s 公司将花费 1 % 的收入在内部和外部失败的纠正 - Motorola,

52、AAA,36,VRK Processes VRK工序,37,Exercise练习 Rapid-Fire Statapult Launching速射弹弓发射,Objective目标:,To fire the statapult and record the distance to the nearest half inch for each of the launches. The measured distance will be from the back base of the launcher to the point where the ball hits the floor. Use

53、 the following grid to record the distances in the order in which they were obtained. This will establish a process baseline.为了发射弹弓并且记录每次发射的距离，精确到半英寸。所测量的距离将从发射器的后座量到小球击中地板的位置。使用以下表格按次序记录所得到的距离。这样会确立一个工序基线。,Rules of Engagement使用规则:,1. Every shot will be launched from a pull-back angle of 172, with t

54、he peg position in the second hole from the top. Each person on the team will perform an equitable number of launches. “Launching “ means pulling back and releasing.每次射击将从后拉172度的位置发射，同时销口位于从顶部数下来第2个孔的位置。小组的每位成员将执行相同数量的发射。“发射”意味着向后拉，然后释放。 2. There will be a time limit of 15 seconds between successive

55、 firings. Each group will be required to police themselves. There will be a penalty associated with late firings. Practice shots ARE NOT ALLOWED.成功发射之间有15秒的时间限制。要求每一组自行投保。后发射者会受到处罚。不允许练习射击。 3. Plot the distances recorded above as points on the run chart form on the next page. Connect adjacent points

56、 with straight lines, and record the longest distance (MAX) and the shortest distance (MIN) and compute the Range = Max-Min.在下页的运行图表上绘制所记录的距离。用直线连接相邻的点，并且记录最大距离和最短距离，然后计算差额=最大-最小。, AAA,38,180 176 172 168 164 160 156 152 148 144 140 136 132 128 124 120 116 112 108 104 100 96 92 88 84 80,1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24,Distance距离 (inches英寸),Launch Number发射数量,Range 射程= MAX最大 MIN最小 =,Statapult Launching弹弓发射 #1, AAA,