西格玛改善测量（PPT37页)

Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,Click to edit Master title style,10,-,37, 2005TBM Consulting Group, Inc. All Rights Reserved.,SKB,西格玛改善测量,Sigma KaizenMeasure,何谓精益西格玛,?,W,hat is LeanSigma?,改善突破的速度,时效为本的战略,LeanSigma is a methodology aligned with a time-based strategy at the speed of Kaizen Breakthrough,聚焦于缩短前置时间及减少变化,Focused on lead-time & variability reduction,利用六西格玛及精益生产原理,Utilizes both six sigma and lean principles,推动文化变革,Drives cultural change,减少不良产品,减少产品及流程变化,LeanSigma reduces defects and variation in product and processes,向,3.4PPM,不良品迈进,Strives for 3.4 defects per million,以测量为基础,Measurement focused,现场数据和历史数据,Live and dead data,财务效益好,所化时间少,Bottom Line Results in Substantially Less Time,Sigma Kaizen,西格玛改善,精益西格玛模型,LeanSigma Model,Lean Kaizen,(精益改善),6 Sigma,(3.4 DPM),5 Sigma,(233 DPM),4 Sigma,(6,210 DPM),3 Sigma,(66,807 DPM),1-2 Sigma,(308,537 DPM),精益西格玛设计,Design for LeanSigma,制程能力,Process Capability,优化制程,Process Optimization,创建流线,Create Flow,消除浪费,Waste Elimination,逻辑与直觉,Logic & Intuition,测量,Measure,分析,Analyze,改善,Improve,控制,Control,精益西格玛项目阶段,LeanSigma Project Phases,项目实施,Project Implementation,西格玛改善,SM,测量阶段, 5,天改善,Sigma Kaizen,SM,Measure Phase 5 day Kaizen,第,5,天,Day 5,第,4,天,Day 4,第,3,天,Day 3,第,2,天,Day 2,第,1,天,Day 1,精益西格玛简介,LeanSigma,Overview,改善突破法,Kaizen Breakthrough Methodology,精益西格玛测量工具,LeanSigma,Measure Tools,识别缺陷、,“,Y,”,及项目范围,Identify defect, “Y”, & project scope,详细的现场行走示意图,Enhanced Spaghetti Map,质量图,Quality Map,验证标准化操作,Verify Standard Operations,比较分析,Comparative Analysis,收集历史资料,Collect Historical Data,传授,&,行动,Teach & Do,传授,&,行动,Teach & Do,培训,&,范围,Training & Scope,比较分析,Comparative Analysis,测量系统分析,Measurement System Analysis,必要时,改善测量系统,Improve measurement system, if necessary,确定制程能力,Determine Process Capability,收集现场数据,Collect Live data,快速解决,Quick kills,比较分析,Comparative Analysis,基本质量工具,Basic Quality Tools,因果图,Cause & Effect Chart,必要时,收集更多数据,Gather Additional Data if Required,测量阶段展示,Presentation of Measure Phase,西格玛改善实施,Sigma Kaizen Implementation,传授,&,行动,Teach & Do,项目实施,Project Implementation,精益西格玛测量回顾,LeanSigma,Measure Review,用另外收集的数据更新资料,Update Information w/Additional Data Collection,精益西格玛分析,/,改善工具,LeanSigma,Analyze/ Improve Tools,基本分析工具,Basic Analytical Tools,假设性试验,Hypothesis Testing,确定根本原因,Identify Root Cause,观察工场,Shop Floor Observations,培训,&,范围,Training & Scope,风险评估,Risk Assessment,实施改善,Implement Improvements,防错,Mistake Proofing,数据收集,Collect Data,通过假设性试验,验证改善,Verify Improvements through Hypothesis Testing,完善标准化操作,Refine Standard Operations,分析,/,改善阶段展示,Presentation of Analyze/ Improve Phase,西格玛改善,SM,分析,/,改善阶段, 5,天改善,Sigma Kaizen,SM,Analyze/Improve 5 day Kaizen,西格玛改善实施,Sigma Kaizen Implementation,传授,&,行动,Teach & Do,传授,&,行动,Teach & Do,传授,&,行动,Teach & Do,第,5,天,Day 5,第,4,天,Day 4,第,3,天,Day 3,第,2,天,Day 2,第,1,天,Day 1,控制 （,30,天跟催,),Control (30 day follow up),改善公报,Kaizen newspaper,鉴察使用统计制程控制,Monitor using statistical process control,鉴察坚持标准化操作,Monitor adherence to standard operations,借力其它地区,Leverage to other areas,精益西格玛辩论,LeanSigma,report out,庆祝项目结束,Celebrate,项目实施,Project Implementation,Pease Shield,定义,Pease Shield,产品为节省成本之产品,Position Pease shield product line to contribute to bottom line,不良品率降低,50%,50% reduction in quality defects,David Beal,Arvin Pleima,Matt Goesling,缩水线及模糊,Shrink lines & fog,开始,Started,完成,Completed,实施,Implemented,July 18, 2000,July 21, 2000,July 21, 2000,LeanSigma Charter,描述,Description,:,业务,目标,Business Objective,:,结果,Deliverable:,项目 Y/,缺陷,Project Y/Defect:,财,务效果,Financial:,时间,Timing:,发起,人,Sponsors:,项目,组长,Project Leader:,指,导,Mentor:,流,程主人,Process Owner:,精益西格玛团队,LeanSigma Team,核心团队,Core team,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,Individuals who have in depth knowledge of the process, i.e. operators, quality engineers, process engineers, design engineers,参加过所有改善活动的人士,Team members participate throughout all the kaizen events,其它人士,Resources,需要时才召集的人士,Individuals who are required on an as needed basis,改善活动期间或之后动员起来的人士,Mobilized during kaizen and/or between kaizen weeks,零件或流程照片,Picture of Part or Process,三种图 3,Types of Maps,质量图,Quality,Map,业务流程图,Business,Process,Flow,Map,制造,Manufacturing,业务,/,办公室,Business/Office,详细的现场,行走示意图,Enhanced,Spaghetti Map,详细的现场行走示意图,Enhanced Spaghetti Map,显示物料流程,Shows material flow,显示工人流程,Shows operator flow,观察实际布置,找出浪费活动,Aids in identifying wasteful activities by viewing it from the basis of physical layout,显示实际发生的事与想像会发生的事,Shows what is actually happening versus what people think happens,每人都要熟悉流程,Familiarizes everyone with the process,找出物料搬运,/,储存方面的变化,Identifies variations in material handling/storage,步骤,Step,丝攻,Tapper,玻璃清洗,Glass washer,3,包裹,Wrapper,4,浇注,Pourer,5,凝固,Cure,7,脱模,Demold,8, 检验,Inspect,问题,Problems,玻璃不干净,Glass not clean,工模不方,工模准备,Mold not square, mold prep,锁模位置,移开模锁,模锁跌落,Clamp location, clamp removal, clamps fall off,凝固时间、温度、湿度,Cel,time, temp., humidity,边缘,/,表面干净,Edge/face clean,浇注,Pourer,凝固台,Cure Table,检验,Inspector,脱模,DeMolder,玻璃清洗,Glass Washer,黄色丝攻,Yellow Tapper,模具加工,Mold Maker,包裹,Wrapper,树脂防护罩,Resin,Shield,送生产部,To,Production,开始,Start,结束,End,LTWRevised: 7/01 2001 TBM Consulting Group, Inc. All Rights Reserved.,详细的现场行走示意图,Enhanced Spaghetti Map,质量图,Quality Map,确定流程之所有步骤,Identifies all the steps in the process,清楚显示每个步骤之所有规格,Clearly shows all specifications of each step,确定每个步骤所用之测量仪器。用测量系统分析来测试这些系统,Identifies the measurement devices used in each step. These systems will be tested using a measurement systems analysis.,流程控制的理解与实际变得显然,Perception of the control versus the reality of the control becomes apparent,全力以赴于一个变革步骤,找出已知问题,Total focus on one transformation step to identify known problems,质量图,产品,流程,日期,流程步骤,规格,/,质量标准,测量控制方法,模具,/,工夹具,发现缺陷,/,已知问题,缺陷原因,差距分析,质量图,Quality Map,流程步骤,规格,/,质量标准,测量控制方法,模具,/,工夹具,发现缺陷,/,已知问题,缺陷原因,差距分析,后拉伸生产线,3,后拉伸生产线,1,输送带末端宽,167mm,拉伸机出口宽,164mm,收缩率一般,811%,无规格,;,宽都变化,+/-3%,有规格,张力控制,: 7,每,1,200,英尺测量一次,10,英寸针孔记号测量线性收缩,;,钢尺测量产品宽都,5,分钟后, 10,英寸样板变成,8.5”;,宽度为,170mm,产品在直带上往一个方向弯曲,在另一直带上往相反方向弯曲,产品应力,;,方在聚脂薄膜上时会弯曲,冷却槽温度差异,;,水没有冷却,;,没有压滚机,;,张力为,7,正确吗,?,产品在鼓轮上还在收缩,;,产品明显弯曲,但无法测量,输送带末端宽,170mm,拉伸机出口宽,169mm,收缩率一般,2%,无规格,;,无规格,每,1,200,英尺测量一次,张力控制,: 7,输送带在运转时测量为,10”,10,英寸针孔记号测量线性收缩,;,钢尺测量产品宽都,最后线性长度收缩只有,0.2”,质量图,Quality Map,流程步骤,工具,加工前,加工后,管尾张开表示工具完全插入,;,满足回程弯曲插入之设计标准,图纸上的设计规格,张开工具,长度不等,张开不对称,工人变化性,张开大小无测量数据,;,没有最打最小管长小于张开尺寸,;,可用红色工具定义长度,规格,/,质量标准,测量控制方法,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,比较原因出现频率,按照递降顺序排列,Compares how frequently different causes occur and puts them in decreasing order of occurrence,过滤资料,重点改善,Used to filter data to focus improvement efforts,柏拉图原理,Pareto Principle,:,20%,的原因造成,80%,的问题,20% of the causes account for 80% of the problem,数量,柏拉图,标签,_1,喉管泄漏,接线错误,脏污,其它,零件损坏,擦伤,树脂防护罩历史资料,Historical Data collected on Resin Shield,数量,柏拉图,缺陷数量,缺陷柏拉图,收缩,模糊,气泡,比例,累计,%,何谓测量系统分析,?,What is Measurement System Analysis “MSA”?,识别测量系统变量,量化如何影响流程,It identifies and quantifies how much of the overall process variability is due to the measurement system,测量数据是测量过程的输出,可能发生变化,Measurements are outputs of a measurement process, which are subject to variation.,离,散型,/,特,征,型,数据,Discrete/Attribute Data,专家重评,Expert Reevaluation,鉴定人同意,Appraiser Agreement,连续性数据,Continuous Data,仪器重复性及再现性,Gage R&R,立即评估测量变异,确定如何影响流程,Measurement variation must be assessed immediately to determine impact on process,连续性数据,Continuous Data,规格下限,LSL,规格上限,USL,流程变异,Process Variation,流程变异,Process Variation,X,1,X,2,X,3,X,n,测量过程变异,Measurement Process Variation,仪表变异,Gage,Variation,鉴定人变异,Appraiser,Variation,X,1,X,2,X,3,X,n,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,A,Appraiser,A,鉴定人,C,Appraiser,C,鉴定人,B,Appraiser,B,由不同鉴定人使用,同一测量系统,对,同一项目,进行测量之平均测量值差异,Variation in the average of the measurements made by different appraisers using the,same measuring system,when measuring the identical characteristic on the,same item,测量系统导致的差异,Variation due to the measuring system,重复性,Repeatability,由同一鉴定人使用,同一测量装置,对,同一项目,之,同一特性,进行多次测量之测量值差异,The variation in measurements obtained with,one measurement,device,when used several times by an appraiser while,measuring the same characteristic,on the,same item,第,1,次测量,Measurement,1,第,3,次测量,Measurement,3,第,2,次测量,Measurement,2,测量设备导致的差异,Variation due to the measuring device,仪器重复性及再现性,Gage R&R,规格,Spec,规格上限,USL,规格下限,LSL,差异,Variability,一般经验,Rule of Thumb,:,30%,不接受,必须改善,Over 30%,Reject Improvement Mandatory,贵司的原则是什么,?),What are your companys guidelines?,(GRR %),仪器差异,X100,总差异,数据世界,Data Worlds,不良品,:,不能满足客户要求的产品,Defective:The unit either meets or does not meet customer requirements,不良次数一个产品不能满足客户要求的次数,Defect:The number of times a unit fails to meet requirements,连续性能够呈现任何数值的可测量特性,Continuous:A measurable characteristic that can take on any value,数据世界决定所用的分析工具,The Data World dictates what analytical tools to use,制程能力,Process Capability,将制程能力、,平均偏差,及,标准偏差,与,Relate process capability, mean and standard deviation,制程能力,Process Capability,Z,值,Z Value,规格极限相联系,用一个,Z,值即西格玛值来表示,to specification limits and express them as a single Z value a.k.a. Sigma level,Z,值,Z Value,温度制程能力,Process Capability for Temperature,制程能力,Process Capability,流程数据,规格下限,规格上限,(,长期能力,),潜在,/,短期能力,短期能力,长期能力,观测到的性能,期望的短期性能,期望的长期性能,制程能力,Process Capability,不良次数概率“,p(d)”:,Probability of a Defect “p(d)”,:,不良产品次数与总产品数之比,;,即在一次运作里可能发现不良品次数之百分比。,The ratio of the number of bad units to the total units; it is the percentage of defective units you would expect to find within a run.,不良产品次数,产品生产总数,制程能力,Process Capability,好零件,Good,不良品,Bad,产品一次通过率“,FTY,”:,产品不出现缺陷而通过一次运作之比例,First Time Yield “FTY”,: the percentage of units that pass through an,operation without any defects,例如,:,一天内测试了,1,056,个洗碗机,Example:1056 dishwashers were tested in one day,924,个通过, 132,个由于各种原因不通过,924 passed and 132 failed for various reasons,不通过产品数量,+,通过产品数量,=,产品总数,# of bad units + # of good units = Total No. of units,不通过的产品数可以表达为不良品概率,p(d,):,# of bad units can be expressed as a probably of a defective,p(d,):,制程能力,Process Capability,每个产品不良次数“,DPU”:,总不良次数与总产品数之比,即每个产品可能发生不良之次数。,Defects Per Unit “Dpu,”: The ratio of total defects to total units, defects per unit, is the average number of defects you would expect to find on each unit.,每个产品不良次数用,DPU,表示,公式如下,:,Defects per unit is denoted by dpu and the formula is defined as:,X,X,ok,ok,总不良次数,产品总数,根本原因,Root Cause(s),质量工具,/,假设性试验,Quality Tools,Hypothesis Testing,比较分析,Comparative Analysis,(,在鱼骨图上圈出最可能原因,),(circle the most likely,on the fishbone),因果法,Cause & Effect,柏拉图,Pareto,质量图,Quality,Map,质量系统分析,MSA,现场行走示意图,Spaghetti,Map,标准化运作,Standard,Ops,商业流程图,Business,Process,Flow Map,根本原因流程,Root Cause Process,用数据来证实这些可以解决的根本原因,Validates the manageable few “root” causes with data,过滤,所有可能原因,找出可以解决的原因,Filters all,possible causes,to a manageable few,识别各种事件及可能原因,Identifies numerous issues and possible,causes,在鱼骨图上写出所有可能原因,All possible causes put on fishbone,集思广益与因果法,Brainstorming and Cause & Effect,目的,Purpose,:,针对特定事件,快速收集数据,To gather many ideas quickly for a given issue,利用比较分析,找出潜在差异,To use with the comparative analysis for potential differences,原则,Rules,:,所有组员,了解问题,Everyone in the team needs to understand the issue for brainstorming,不下结论,不作讨论,只可澄清,No judging or discussion; only clarification,在便条上或活页纸上,列出建议,List ideas on Post It,TM,notes or flip chart as they are given,利用因果法,拓宽集思广益思路,Use Cause & Effect tool to broaden brainstorming exploration,因果法类别,Cause & Effect Categories,测量,Measurements,测量设备,Measurement devises,数据捕获系统,Data acquisition systems,校对,Calibration,灵敏度,Discrimination,物料,Materials,原料,Raw materials,零部件,Parts/components,人力,Manpower,培训,Training,人事问题,Personnel issues,机器,Machines,设备,Equipment,保养,Maintenance,整体设备效率,OEE,方法,Methods,标准化操作,Standard operations,非增值活动,Non value added activities,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,E,Manufacturing (5Ms & E),因果图,Cause and Effect Diagram,缩水线,Shrink Lines,(,威尔伯,),(Wilbur),机器,Machine,环境,Environment,材料,Material,人力,Man Power,方法,Method,锁模位置,Clamp Location,脱模前太快,Too soon before demold,开锁,Clamp Removal,模锁跌落,Clamp Falling Off,模具准备,Mold Prep,经验不足,Experience,脱模步骤,Demold Steps,模具不方正,Mold Not Squar,e,凝胶,时间过快,Gel Time Fast,树脂,模,Resin Pat,边缘,/,表面清洁,Edge/Face Clean,新员工,New Employees,湿度,Humidity,温度,Temperature,脏污,Contamination,何谓比较分析,?,What is a Comparative Analysis?,着重寻找数据,A method of focusing the search for data,系统化找出,正、负偏差,原因,A systematic process for finding the cause of a Negative or Positive deviation,团队分析问题,A team based problem analysis tool,Decorative lites,Shrink lines,Demold,Swiggle, Conveyor, Consumer,Retail, Distributor, Betty,Next to edge or caming line,1994,Randomly: Greater Monday, Tuesday than Wednesday, Thursday,Within first week after launch,About 5%,1 20,.,1 to 24 long hair to 2 wide,Approx. 7.5% of production January thru,mid-April, then 5% mid-April through mid-July,Clear laminates, 123s,Short Shot, Swirly, Bad Mix, Delamination,Unit line,On caming line, without touching and edge or caming edge,During prototyping Supplier, On new,molds (All p/ns),Within first few cycles,5%, increasing nor decreasing,So many that you cannot see through glass,24”,Increasing or decreasing within the time,buckets,接触空气,不够树脂,树脂,比例,模锁,凝,胶,时间,固化时间,模具烘焙频率,刚性与柔性,浇注时堵塞,;,表面条件,混合条件,加料条件,Exposure to air, less resin, resin, ratio, no mold for lams, clamps, gel time, cure time, rigid vs. pliable, taped borders, sealed at pour,;,Treated as gold, very low demand, frequency of mold baking,;,Surface vs. Mix or fill condition,教育,Education,接触空气,烘焙部当,粘合力差,脏污,充料不匀,边缘而非中间黑污,Air contact, improperly cured, poor cohesion,contamination, uneven saturation,blot on edge not in center.,人,凝,胶,时间,People,cure time,工模设计,苯乙烯堆积,Mold design, styrene build-up,周末模具没有通风,Mold sets over weekend without ventilation,模具内苯乙烯堆积,Styrene build-up on molds,现状,Status Quo,太小看不见,位置看不见,标准,/,缺陷判断主观。,Smaller is harder to see, Location is harder to see, criteria, defect subjectivity,锁模压力,主观性,锁模位置,缺陷标准。,Clamping pressure, subjectivity, clamp location, defect criteria,1,块玻璃改为,2,块玻璃,1 pc. Glass to 2 pc.glass,锁模压力,锁模位置,clamp pressure, clamp location,新模,New molds,模锁数量,# of clamps,比较分析,缺陷描述,:,缺陷是什么,?,详细描述,什么,哪里,何时,多大,/,多少,是,不是,原因,变化,什么物品有缺陷,?,妆饰灯,什么缺陷,?,缩水线,在哪里发现缺陷物品,?,脱模,实唯高,运输,消费者,零售商,分销商,贝蒂,物品上哪个位置有缺陷,?,边缘旁边或凸形线处,何时第一次发现缺陷物品,?,时间,? 1994,年,自从那时后,还有发现吗,?,偶然,:,周一,/,二比周三,/,四机会更大,在该物品试验期内,第一次发现缺陷是何时,?,生产后第一周,有多少物品发现缺陷了,?,约,5%,每个物品上有多少个缺陷,? 120,个,缺陷大小如何,? 124”,长,头发大小, 2”,宽,其趋势如何,? 1,月至,4,月中生产的,约,7.5%; 4,月中至,7,月中生产的,约,5%,评价差异,/,可能原因,对照,”,是”与,”,不是”内容测试所有原因,找处最可能的原因,.,如果,”X”,是根本原因,如何解释,”,是”与,”,不是里的情况”,?,什么假设才是真正原因,?,还有什么趋势可能发生,但是没有被观察到,?,在时间段内可能会增加或减少,多少物品本来是会有缺陷的,但是没有发生,? 5%,不会增加,不会减少,每个物品本来是会有多少缺陷的,但却没有发生,?,太多了,用眼镜看不清,(,缺陷大小本来是多大,但是结果却不是,?,不小于,0.1”,不大于,24”),哪个周期本来是会发现物品缺陷的,但是却没有发生,?,头几个周期,哪个时间本来是会发现物品缺陷的,但是却没有发生,?,哪个时间本来是会第一次发现物品缺陷的,但是却没有发生,?,供应商用新模具制作工程样板时,哪个地方本来是会发现物品缺陷的,但是却没有发现,?,生产线,物品上哪个地方本来是会发现缺陷的,但是却没有发现,?,凸形线处,没有碰到,边缘或凸形边缘处,哪些类似物品本来是会发生缺陷的,但是却没有发现,?,透明片,哪些缺陷本来是会发生的,但是却没有发生,?,短射,涡旋形,混料不良,脱层,“,是”与,”,不是”的比较有何不同或特别之处,?,列出所有不同点,这些原因或缺陷有什么已经发生变化,?,列出所有变化点,单位是什么,?,改善行动公报清单,Kaizen Newspaper Post Event Action List,