6Sigma概念与应用_1

,- office,6s,Well, 6 Sigma,概念與應用,何謂 6-Sigma ?, 1979 年 ，當時 Motorola一位資深業務主管 Arthur Sundry 在高階主管會議上說：Our quality levels really stink !, Six Sigma Quality Program 此名稱乃為 Motorola工程師 Bill Smith所建議，為Robert Galvin所採納。, 1987年，Motorola提出企業品質目標：,1989,之前改善10倍,1991之前改善100倍,1992之前達成 6-Sigma 水準, 1988年 Motorola榮獲第一屆美國國家品質獎 MBNQA, USA Today 以Top Quality is Behind Comeback為標題報導。, 1992提出,Six Sigma and Beyond：,所做的每一件事不但要達到 Six Sigma，並且超越它。,尺標從 ppm(parts per million)到 ppb(parts per billion),往後每兩年再降低瑕疵率10倍。,美國某顧問機構調查 企業急需改善 之 10 大需求:,1. 市場佔有率/成長,2. 全球市場擴張,3. 供應鏈管理,4. 設施合理化與效率化運用,5.降低製造成本,6.資產管理,7.通路領導性,8.股東價值,9.產品線合理性,10.Raw material volatility,Benefits,約 2.5 : 1 且成長中,改善服務水準,加速回應速度,在GE顧客端之專案:,- 增進業務營收,- 生產邊際效應增加,奇異公司推行6-Sigma之成本與效益,Statistics Meaning of 6 Sigma,Whats the meaning of Sigma,How to measure the data ? Which one is better ?,100, 90, 110, 120, 80, Mean = 100,100, 110,110, 90, 90, Mean = 100,平均值,變異數,標準差,從群體,N,中取樣,n,樣本,平均值,樣本,變異數,樣本,標準差,Measurement System,A Graphic/Quantitative Perspective on Variation,Average Value,Many Data Sets Have a Normal or Bell Shape,Number of,People,Arriving,at CRD,Time,7:00,7:15,7:30,7:45,8:00,8:15,8:30,8:45,9:00,9:15,Z,- Scale of Measure,Z,=,A Unit of Measure Equivalent,to the Number of,Standard,Deviations,that a Value is Away,from the,Target Value,-3.0,-0.5,3.0,Z - Values,USL,LSL,2.5,0.5,3.0,= Process Mean,Z,T,Target,0,A 3,Process,區間,區間內所佔百分比,1,2,3,4,5,6,依據,z,table, 常態分配區間內所佔百分比的數字：,68.27 %,99.73 % (27000 ppm),99.9999998 % (2 ppm),99.9937% (6300 ppm),99.999943 % (57 ppm),95.45%,Problem Solving Approach,Center,Process,Reduce,Spread,X,X,X,X,X,X,X,X,X,X,X,X,X,X,X,X,X,X,X,X,X,X,X,X,X,X,X,X,X,X,X,X,X,X,X,X,X,X,X,X,X,X,Off-Target,Unpredictable,On-Target,6,Helps us Identify and Reduce,VARIATION,due to:,- Insufficient Process Capability,- Unstable Parts & Materials,- Inadequate Design Margin,Target,USL,LSL,Target,USL,LSL,Target,USL,LSL,Center,Process,Reduce,Spread,Off-Target,Unpredictable,On-Target,Defects,Problem Solving Approach,“Lower Specification Limit,”,“Upper Specification Limit”,Less Variation Means,Fewer Defects,&,Higher Process Yields,6,有多小?,Sigma,PPM,0.002,0.5742,63.37,2,700,45,500,317,310,面積,一般教室,2,倍,約,6,甲地,約,30,個中正紀念堂,略大於台北市,台北縣的兩倍半,台灣省的面積,時間,1,秒鐘,4.8,分鐘,9,小時,半個月,約,9,個月,5,年,6,的四個假設,常態分配,1.5,偏移,和,已知,缺點乃隨意分佈，且不同零件及製程相互獨立,偏移1.5,在動態的真實世界中，每一件事都在不停的變化著,溫度,溼度,工具的磨耗,原料的差異 .,1.5,乃由機率、估計、經驗而來,參考資料:,Evans, D.H. (1975) : Statistical Tolerancing : The State of the Art, Part III. Shifts and Drifts.,4.5,6,的品質水準,0.002 ppm , C,p,=2,中心值,1.5,的偏移,3.4 ppm, C,pk,=1.5,或用,npmo (nonconformities per million opportunities),表示,Sigma DPMO Yield Sigma DPMO Yield,6,5.9,5.8,5.7,5.6,5.5,5.4,5.3,5.2,5.1,5.0,4.9,4.8,4.7,4.6,4.5,4.4,4.3,4.2,4.1,4.0,3.9,3.8,3.7,3.6,3.5,3.4,3.3,3.2,3.1,3.0,2.9,2.8,2.7,2.6,2.5,2.4,2.3,2.2,2.1,2.0,1.9,1.8,1.7,1.6,1.5,1.4,1.3,1.2,1.1,1.0,0.9,0.8,0.7,0.6,0.5,0.4,0.3,0.2,0.1,3.4,5.4,8.5,13,21,32,48,72,108,159,233,337,483,687,968,1,350,1,866,2,555,3,467,4,661,6,210,8,198,10,724,13,903,17,864,22,750,28,716,35,930,44,565,66,807,99.99966%,99.99946% 99.99915% 99.99866% 99.9979% 99.9968% 99.9952% 99.9928% 99.9892% 99.984% 99.977% 99.966% 99.952% 99.931% 99.90% 99.87% 99.81% 99.74% 99.65% 99.53%,99.38%,99.18% 98.9%,98.6%,98.2%,97.7%,97.1%,96.4%,95.5%,94.5%,66,807,80,757,96.801,115,070,135,666,158,655,184,060,211,855,241,964,274,253,308,538,344,578,382,089,420,740,460,172,500,000,539,828,579,260,617,911,655,422,691,462,725,747,758,036,788,145,815,940,841,345,864,334,884,930,903,199,919,243,93.3%,91.9%,90.3%,88.5%,86.4%,84.1%,81.6%,78.8%,75.8%,72.6%,69.1%,65.5%,61.8%,57.9%,54.0%,50.0%,46.0%,42.1%,38.2%,34.5%,30.9%,27.4%,24.2%,21.2%,18.4%,15.9%,13.6%,11.5%,9.7%,8.1%,Sigma VS. DPMO,衡量指標,標竿研究,願景,Philosophy,方法,工具,符號,目標,價值,s,2,3,4,5,6,308,537,66,807,6,210,233,3.4,.,s,DPMO,可用以計算與衡量任何流程,Sigma 之另一稱呼為標準差,2000,年達成 6-Sigma水準,4, 1996 - Jack Welch,變成我們文化的一部份 - 成為我們生活的一部份.,6 Sigma Organization in GE,Structure,Quality Council,Members: Labs & Functions,“Pipeline” & BB Project Priorities,Training & Certification,Measurements & Rewards,Communications,Champions,Leadership: Overall Initiative,Project Funding,HR: Training & Rewards,Black Belts,Lead 6,Project Teams,“Measure/Analyze”,“Improve/Control”,Out with Businesses,Here at CRD,Master Black Belts,Teach 6,Mentor Black Belts,Monitor BB Projects,Work “Pipeline” Projects,A Resource Pool,Team Members,Learn/Use 6,Tools,Work on BB Projects,Part of The Job,Out with Businesses,DMAIC 訓練,綠帶(Green Belt),(專案組組長),黑帶(Black Belt),(專案組組長),碩士黑帶(MBB),(,教練/資源供應者),10 天3週課堂訓練,24週課堂訓練,35週課堂訓練,補強訓練 :,專案/workplace,咨詢協助與教導,- 問題解決與改善工具,- Facilitation 與團隊運作,等等,- 問題解決與改善工具,- Facilitation 與團隊運作,- 基本統計,- 高等/進階統計,- 問題解決與改善工具,- Facilitation 與團隊運作,- 基本統計 等等,補強訓練 :,專案/workplace,咨詢協助與教導,補強訓練 :,專案/workplace,咨詢協助與教導,扮 演 角 色,綠帶/黑帶(GB/BB),碩士黑帶(MBB),負專案全責 - 黑帶(專職)/,綠帶(兼職),專注於1-2專案小組,依專案特性挑選出,流程盟主,(Process Champion),專職之職位,協助多個專案小組,開發導入專家資源,管理之責任,專注於一個關鍵流程或次流程,被BU BPS委員會依流程性,質而選出,專案小組領導技巧,專案管理技巧,問題分析與解決技巧,跨功能工作經驗,分析/技巧專長,流程之指導/監督/教育技能,負責流程功能/目標達成/維持,關鍵項目之管制/主導定期流,程審查,負責跨功能介面問題與議題,之解決,跨功能認識與了解,溝通/談判技巧,原因分析技能,專案小組領導技巧,負責專案進度/小組工作計劃,並將之與管理層級聯接,開發衡量與管制系統 (如, 資,料蒐集計劃/流程管制表等),開發BB/帶動專案小組成功,/,提供流程改善與統計技巧的,專長,亦可能被指派加入流程管理,小組,專,長,職,責,敘,述,6,品質方案的架構,Total Customer Satisfaction,縮短作業週期,參與式管理,Empowerment,標竿研究,.,.,6,Quality Program, Cp, Cpk, Dpu,QUALITY METRICS,IMPROVEMENT PROCESS,Identify product or services,Identify customer requirements,Identify your needs,Define the process,Mistake-proof the process and eliminate wasted effort,Ensure continuous improvement,TOOLS FOR SIX SIGMA,Design to standard parts/materials,Design to standard processes,Design for assembly,Part standardization,Supplier SPC,Process standardization,Statistical process control .and more,DMAIC,DFSS,推行 6-Sigma 之必要條件,重點攻擊,與變格管理相聯接,依核心流程(非功能) 組織 黑帶或碩士級黑帶,Use Relevant Examples Your Business, Your Language,追求即早勝利 (大且易見),支持基礎結構/追溯系統,改變衡量系統以更有效drive專案行動,選擇與工作直接相關專案,高層,參與- 克服障礙,品質改善的流程,1. 定義產品或服務,2. 鑑定顧客及其需求,3. 列出滿足顧客需求所需之條件,4. 定義(規劃)流程,5. 防範流程錯誤並消除浪費,6. 確保持續改善,5 階段問題分析解決流程 (DMAIC),提高目標,另一,主題,第一階段 第二階段 第三階段 第四階段 第五階段,24,管 制,(Control),改 善,(Improve),分 析,(Analyze),衡 量,(Measure),定 義,(Define),選擇專案,成立專案小組,確認 CTQs,Y,定義衡量指標,($ ?),衡量系統驗證,定義不良,基準線,設定目標,確認 X,重點少數 xs,效果測試,(Pilot Soln),Y = f(x),確認效果,持續性,How,Do We Arrive at Sigma?,Measuring & Eliminating Defects is the “Core” of Six Sigma,Identify the,CTQs,Look for,Defects,in,Products or,Services,“Critical to Quality”,Characteristics or,the Customer,Requirements for a,Product or Service,Count,Defects,or failures to,meet,CTQ,requirements in,all process steps,Define,Defect,Opportunities,Any step in the,process where a,Defect,could occur,in a,CTQ,Arrive at,DPMO,Use the,SIGMA,TABLE,Convert,DPMO,to,Sigma,Defects Per Million,Opportunities,2,3,4,5,6,308,537,66,807,6,210,233,3.4,PPM,Defects per,Million of,Opportunity,Sigma,Level,