SixSigma5

,按一下以編輯母片標題樣式,按一下以編輯母片,第二層,第三層,第四層,第五層,Chao-Ton Su,Six Sigma,Chao-Ton Su,Department of Industrial Engineering & Management,National Chiao Tung University,名詞,Example,假設品,質,質特性,符,符合Normaldistribution,製程標,準,準差：,製程平,均,均值：,T=100,U=112,L=88,若,則稱此,製,製程具,有,有,6-sigmaquality level。,若，則稱此,製,製程具,有,有4-sigmaquality level。,SixSigmaquality,首先由Motorola（1987）,提,提出,Motorola於 1988,年,年獲美,國,國國家,品,品質獎,GE公司把,發,發揚光,大,大,Six,-,-sigmaprocessconcept,Normaldistribution centered,99.73%,Spec.LimitPercentDefective PPM,68.27317300,95.4545500,99.732700,99.993763,99.9999430.57,99.99999980,.,.002,Six,-,-sigmaprocessconcept,Normaldistribution shifted,Spec.LimitPercentDefective PPM,30.23697700,69.13308700,93.3266810,99.37906210,99.97670233,99.9996603.4,Thebusinessprocessmodel,Y =f(X),Organization,/,/Process,X,Inputs,X,X,X,$,Y,Products,Y,Y,Thebusinessprocessmodel,Y,Strategicgoal,Customerrequirement,Profits,Customersatisfaction,Overall business efficiency,Thebusinessprocessmodel,X,Essentialactionstoachieve strategicgoals,Quality of thework donebythe business,Keyinfluencesoncustomersatisfaction,Process variablessuch as staffing,cycletime,amountoftechnology,etc.,Quality of theinputstothe process,(,(fromcustomers to suppliers),A simpleexample,Evaluateyour “process”forgettingtotheclass,Ontime:06:30p.m,.,.,Leaveyour place at 06:10 p,.,.m.,Thetarget commutetime:20minutes,WhySix Sigma?,Customerexpectations,Technological change,Globalcompetition,Marketfragmentation,Workforcechanges,SixSigmaquality,製造業,服務業,飛機失,事,事0.5ppm,?,?,維護時,間,間、服,務,務時間,收帳的,時,時間,BlackBelt Training,Session One,Understanding SixSigma,Developing thelanguageofSixSigmaand statistics,Howtocomputeandapplybasicstatistics,Howtoestablish andbenchmarkprocesscapability,BlackBelt Training,Session Two,Understanding thetheoryofsamplingand hypothesistesting,Howtoapplythe keystatisticaltoolsfortestinghypotheses,Understanding theelementsofsuccessful applicationsplanning,Howtoapplyand managethebreakthrough strategy,Howtoidentifyand leverage dominant sourcesofvariation,Howtoestablish realisticperformancetolerances,BlackBelt Training,Session Three,Understanding thebasicprincipleofexperimentation,Howtodesign andexecute multivariableexperiments,Howtointerpret andcommunicatetheresultsofanexperiment,Howtoplanandexecutea variable searchstudy,BlackBelt Training,Session Four,Understanding thebasicconceptsofprocess control,Howtoconstruct,use, andmaintainchartsfor variablesdata,Howtoconstruct,use, andmaintainchartsfor attributedata,Howtoimplement andmaintainPrecontrolandPositrolPlans,Howtoplanandimplement processcontrolsystems,BlackBelt Certification,TobecomeaSixSigmaAcademyBreakthroughStrategyCertified Black Belt, eachcandidate mustprovidetheSenior MasterBlackBelt Instructorand hisorhermanagementleaderwitha completedproject andfinalreport, anddemonstratetheuse of SixSigmatoolsandtechniquesandthe dollarsavings andbenefitsachieved.,SixSigmavision,GENuclear Energy,Wewant to makeour qualitysospecial,sovaluabletoour customers,soimportant to their successthatourproductsbecome their onlyrealvale choice.,John.F.Welch,Jr,.,.,SixSigmaprojects,GENuclear Energy,SixSigmaprojectscompleted/year,600,400,200,0,1996199719981999,Philosophy,GENuclear Energy,Everyonewill alwayshave an active6project.,Objective,:,:,Projectslink to:,Customersatisfactionand GE/supplier,Quality improvement,SixSigma,:,:,Changingthegamewith quality,Case study,General Electric Company,Competitiverealitiesofthe 90s,Fierce, globalcompetition,Acceleratingpaceofchange,Quality:increasing expectations,Cost:only thelowcostmanufacturers willsurvive,Speedtomarket,:,:must cutnewproductintroductiontimeby, 50%,Newinitiatives,Quality,Speed,Cost,Quality &Sigma,“Quality”isthe degreeofexcellence of aproduct,processorservice fromthe customersviewpoint.,“Sigma,”,” is ameasureofthestatisticalvariation about an ideal or targetvalue.,Quality &Sigma,Acceptable window,or,“,“Speclimits,”,”,Quality,Target,Defects:308,000 permillion opportunities,Quality &Sigma,Acceptable window,or,“,“Speclimits,”,”,Quality,Target,Defects:3.4per millionopportunities,WhyisSix Sigma so muchbetter?,20,000lostarticlesofmail perhour,200,000 wrong drugprescriptions/year,Noelectricityforalmost 7hours,/,/month,Sevenarticleslost perhour,68wrongprescriptions/year,Onehourwithout electricity every 34 years,99%Good,(,(3.8,),),99.99966%Good,(,(6,),),WhyisSix Sigma so muchbetter?,Capability67,000dpmoHistorical standard,Capability6,200dpmoCurrent standard,Capability3,.,.4dpmoNewstandard,GEs qualitygoal,GE1996:3.5,35,000dpmo,96.5%good results,GE2000:6,3.4dpmo,99.9997%good results,Thechallenge is enormous,butsoisthe opportunity,WhydoesGEneed aqualityinitiative?,Cost,of,poor,quality,30%,25%,15%,10%,5%,0%,20%,% of sales,Defects permillion,3.42336,21066,807308,537,Sigma,65432,Quality level,Ave,.,. US company,;,;,GE,96,World-class,company,HowGEisdoingSix Sigma,Decisiontohave acompany-wide qualityinitiativemade at thetop,Set,“,“stretch,”,” goal,:,: 6byyear2000,Chose,“,“Six Sigma”approachandtoolset,Created SixSigmaorganizationineachbusiness,AchievingGE,squality goal,:,: TheSixSigmaapproach,Quantitative, data,-,-driven methodology,basedonstatistics,process understandingand processcontrol,Applicable to manufacturing, services andbusinesstransactions,Uses trainedteams,Five phasesforprocessimprovement,DefineMeasureAnalyzeImproveControl,AchievingGE,squality goal,:,: TheSixSigmaapproach,Uses trainedteams,Champions,:,:businessleaders,provide resourcesandsupportSixSigmaimplementation,MasterBlackBelts,:,:experts,trainandmentor Black Belts/Green Belts,BlackBelts:lead SixSigmaproject teams,GreenBelts:carryoutSix Sigma projects,GECompany,Champion,負責管,理,理階層,，,，不全,面,面參與,，,，但承,擔,擔成敗,。,。,MasterBlackBelt,是全職,指,指導者,，,，有一,身,身的技,術,術、教,學,學和領,導,導能力,。,。,BlackBelt,負責領,導,導團隊,，,，是專,職,職的品,質,質主管,，,，著重,關,關鍵流,程,程，必,須,須向Champion呈報成,果,果。,GreenBelt,只是部,分,分參與,計,計劃，,仍,仍要從,事,事本身,的,的工作,。,。,Optionalstructure,A,B,Oversee/Guide,Project(s,),),Improvement,Team,Improvement,Team,Black,Belt or,GreenBelt,GreenBelt,orTeam,Leader,Master,BlackBelt,BlackBelt,Sponsor/,Champion,Master,BlackBelt,Sponsor/,Champion,Coach/Support,Project Leader,Lead Project,toSuccess,Analyze and,Implement,Improvement,SixSigmadefinitions,CTQ,“Critical,-,-to,-,-Quality”characteristic:customerperformancerequirements fora productorservice,Opportunity,Anymeasurableeventthat provides achanceofnotmeetingspecification limitsona CTQ,SixSigmadefinitions,Defect,Anymeasurableeventwhichisperforming outsidespecificationlimitsofaCTQ,DPMO,Defects permillion opportunities,Thebreakthrough strategy,Foreachproduct or processCTQ,Define, Measure, Analyze, Improve,&,&Control,Thebreakthrough strategy,DefineWhat is thescopeoftheproblem?,MeasureWhat is thefrequencyofdefects?,AnalyzeWhereandwhy do defectsoccur,?,?,ImproveHowcan we fixtheprocess?,ControlHowcan we makethe processstayfixed?,ThefocusofSix Sigma,Y =f(X),Togetresults,weshould focus ourefforts on theXs,instead of theYs.,Y,Dependent,Output,Effect,Symptom,Monitor,X,1, X,2, ,X,n,Independent,Input-process,Cause,Problem,Control,Thestatisticalobjective of SixSigma,Target,Center,process,Reduce,spread,LSL,USL,Target,Target,What is DesignforSix Sigma?,GEdefinition:,DFSS is aprocessforcreatingproductswhichare “6,”,” in:,PerformancetocustomerCTQs,Reliability,Manufacturability,Cost,Thevision of DFSS,Predictive,DesignQuality,DFSS,Reactive,DesignQuality,From,Evolvingdesignrequirements,Extensivedesign rework,Product performance assessed by “buildandtest”,Performanceandproducibilityproblem fixedafterproduct in use,Functionallyserial productdevelopment,Quality “testedin,”,”,To,DisciplinedCTQflowdown,Controlled designparameters,Product performance modeledand simulated,Designedforrobust performance andproducibility,Functionallyintegratedproduct development,Quality “designedin”,Goals,6products everywhere,Revolutionize engineering in GE,GEs DFSSdesign process,Validate,Optimize,For,Design,Identify,CTQs,Capture thevoiceofthecustomer,Designfor robustperformance,Test &validate,Systemdesign,Transferfunctions,Designfor producibility,DFSS scorecard,Predictive,statisticaldesign, to achieve6duringproduct development,Perform,tradeoffs,OK,OK,NotOK,NotOK,Buildinga SixSigmaculture,Involvingeveryone,Getting SixSigmainto thefabricofGE,Maintainingcommitment,SixSigmaisatopitematbusinessreviews,staffingreviews,shareholderandpublic communications,Buildinga SixSigmaculture,Involvingeveryone,Begininmanufacturing,butquicklyspreadtobusinesstransactions,sales,engineering, field service, ,Currently,5000 full,-,-timeMBBs/BBsand,60,000GBs,By,99, allprofessionals mustbeGBtrained,By,00, allemployeeswillbeSixSigmatrained,the majority as “belts”,Buildinga SixSigmaculture,Getting SixSigmainto thefabricofGE,Since,96, 40%ofofficersbonuseslinkedtoSix Sigma performance,Since,98, GB training required forpromotiontoexecutive positionsandisacriterionfor receivingstockoptions,Only topperformers becomeMBBs/BBs; manypromotedtokey operatingpositionsaftertheirassignments, 750in,98,Some SixSigma,“,“lessonslearned”,Commitment of topmanagement is crucial,Quality improvement shouldbedrivenbymeasurable,“,“stretch,”,” goals,Quality improvementscanhappen everywhere,:,: engineering,R&D, sales,customerservice,businesstransactions, as wellasmanufacturing,Don,tleavequality to “professionals;”involveeveryone,Havingcommon SixSigmavocabularies, processes,metrics,toolsand goals acrossa large companyenablesrapidspreadofSix Sigma bestpractices,SixSigmashould be regarded as aculturalchange,notjusta technicalmethodology,SixSigmaisanenergizingactivity,unleashingthecreativitytoimprove every aspectofa business,Some SixSigma,“,“lessonslearned”,GEs SixSigmafocus,96,97,:,: Internal manufacturingquality,productivity, cost, capacity,97,00,:,: DFSS,:,: newproduct design,performance,reliability,98,99,:,: Transactionsquality,delivery,service,98,99,:,: Supplier quality,cost,99,00,:,: Customer delight,:,: makecustomers feelthe benefits,marketshare, volume,price,SixSigmafinancial impact,$ Million,What doesSix Sigma meanfor GE?,Valuetoourcustomers,Sourceofcompetitivestrength,Keyelementforcontinued growth,Strategyforrunninga business,Tool to eliminatevariation,Visionofproductandserviceexcellence,Metricofworld,-,-classcompanies,Example德州儀,器,器,1991年與Motorola簽訂合,作,作協議,由德儀,成,成立一,支,支QIT種子部,隊,隊，前往Motorola接受一,系,系列的,訓,訓練課,程,程。,德儀版,本,本的6,教,教材製,作,作完成（1992年5月,）,）,全球各,地,地德儀,員,員工（,挑,挑選15000名）,進,進行訓,練,練課程,（,（1992年,底,底前完,成,成）,Example台灣德,州,州儀器,受到日,本,本德儀,獲,獲得戴,明,明獎(1986)之,影,影響,1986，TQCAwareness,成立專,責,責訓練,機,機構,1990年，,鑽石,哲,哲學,1991年，,獲,獲中華,民,民國國,家,家品質,獎,獎,Example台灣德,州,州儀器,品管七大手法,（基礎,SPC）,SPC I,（,初等,SPC）,SPC II,（,高等,SPC）,實驗計劃,田口方法,作業員,M,O,O,O,技術員,M,R,O,O,主管,M,M,O,O,工程師,M,M,M,M,工程部,品管部 經理,M,M,R,R,其他經理,M,M,O,O,部門經理,M,M,O,O,M：強迫,的,的（必,須,須的）,，,，R：推薦,要,要用，O：選擇,性,性的,Example,Example金寶電,子,子,1994年起,開,開始實,施,施,1994:1995,:,:,1999:2000,:,:,派人赴,美,美受訓,教育訓,練,練：, TQM,QFD,TM,SPC,FMEA,ISO,可靠度,工,工程，,品,品質成,本,本，基,本,本統計,，,，。,董事長,強,強力堅,持,持與支,持,持,（親自,稽,稽核、,診,診斷）,實施之,後,後，品,質,質成本,大,大幅降,低,低,Example金寶電,子,子,