6 SIGMA 概念与应用(PPT 33页)

,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.降低製造本钱,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之本钱與效益,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,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,-根本統計,-高等/進階統計,-問題解決與改善工具,-Facilitation 與團隊運作,-根本統計 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,亦可能被指派参加流程管理,小組,專,長,職,責,敘,述,6,品質方案的架構,Total Custom